2D2 - Special Session on Systems Engineering Case Studies Room: Palm - - PowerPoint PPT Presentation

2D2 - Special Session on Systems Engineering Case Studies  Room: Palm (DEF) Chair: Brian E. White (CAU-SES, USA)

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• 1. On the Importance and

Value of Case Studies  Brian E. White (CAU-SES)

• 2. *Strategic Architecture Approach T
• Transforming Defense Acquisition: A Case

Study in Moving From Formal Bureaucracy to Lateral Hierarchy  John Dickmann, Jr. (Sonalysts, Inc.)

• 3. **Studying regulatory institutions competition and collaboration dynamics in

network industries: Using Agent-based Modeling and Simulation  Hamid R. Darabi and Mo Mansouri (Stevens Institute of T echnology)

• 4. Elaborating a Conceptual Collaborative Framework: A case Study for Wood

Supply Chain in North-Shore Region in Quebec, Canada  Kyarash Shahriari (CRIQ, Canada) and Ali G Hessami (Vega Systems & London City University, United Kingdom) (Chair will present on behalf of authors.)

• 5. Biomedical Diagnostic System for Device Coding 

Carlos Alvarez, Destin Smith, and Ankur Agarwal (Florida Atlantic University)

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA ___________ * Full case study planned for forthcoming book, Case Studies in System of Systems, Enterprises, and Complex System Engineering ** The above book will contain a full case study related to this paper.

Brian E. White CAUSES Sudbury, MA, USA bewhite71@gmail.com

• S. Jimmy Gandhi

University of California Northridge, CA, USA s jg07646@yahoo.com Alex Gorod University of Adelaide Adelaide, South Australia alex.gorod@adelaide.edu.au Vernon Ireland University of Adelaide Adelaide, South Australia vernon.ireland@adelaide.edu.au Brian Sauser University of North T exas Denton, TX, USA Brian.Sauser@unt.edu

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See Notes Page

2D2 - Special Session on Systems Engineering Case Studies

3:30 p.m. – 5:45 p.m. – Tuesday, 16 April 2013 Hyatt Regency Grand Cypress

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

On the Importance and Value of Case Studies

• B. E. White, Ph.D.

Brian E. White CAUSES Sudbury, MA, USA bewhite71@gmail.com

• S. Jimmy Gandhi

University of California Northridge, CA, USA s jg07646@yahoo.com Alex Gorod University of Adelaide Adelaide, South Australia alex.gorod@adelaide.edu.au Vernon Ireland University of Adelaide Adelaide, South Australia vernon.ireland@adelaide.edu.au Brian Sauser University of North T exas Denton, TX, USA Brian.Sauser@unt.edu

Introduction

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 Engineering is solving human-made problems.  Systems Engineering (SE) evolves as trans-disciplinary [1].  Education usually teaches theory first.  T

eaching through case studies addresses “wicked” problems [4] at the “messy” frontier [5], in “mega-system” [6] SE environments.

 This paper emphasizes the importance and value of case studies

in complex, System of Systems (SoS), and enterprise SE.

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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Some Definitions (1/3)

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 System, engineering, and enterprise do not need definition –

but “complex” does.

 Complex means more than complicated. Many use complex

 and complicated interchangeably – or worse –  when they only mean complicated.

 A complex system is distinguished by including people as part

• f the system – to better reflect reality.

 Complex systems evolve through self-organization in

response to many internal and environmental interactions.

 Complex systems engineers are not really in control but can

 Only influence the system  Decide to intervene again (at some point) if the system moves in

undesirable directions.

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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• Fig. 1 A Perceived Venn Diagram

Relationship Among Systems (2/3)

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Degree of Difficulty Can Increase in This Direction

Because of its homeostasis property, an Enterprise might be more difficult to engineer than a Complex System.

See Notes Page

Virtual Virtual SoSs lack a central management authority and a centrally agreed-upon purpose for the SoS. Large-scale behavior emerges—and may be desirable—but this type SoS must rely upon relatively invisible mechanisms to maintain it. Collaborative In collaborative SoSs, the component systems interact more or less voluntarily to fulfill agreed-upon central purposes. The Internet is a collaborative system. The Internet Engineering Task Force works on standards but has no power to enforce them. The central players collectively decide how to provide or deny service, thereby providing some means of enforcing and maintaining standards. Acknowledged Acknowledged SoSs have recognized objectives, a designated manager, and resources for the SoS; however, the constituent systems retain their independent ownership, objectives, funding, as well as development and sustainment approaches. Changes in the systems are based on collaboration between the SoS and each member system. Directed Directed SoSs are those in which the integrated SoS is built and managed to fulfill specific purposes. It is centrally managed during long-term operation to continue to fulfill those purposes as well as any new ones the system

• wners might wish to address. The component systems maintain an ability to operate independently, but their normal
• perational mode is subordinated to the central managed purpose.

• Fig. 2 Another Perceived Venn Diagram

Relationship Among Systems (3/3)

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Why Do Case Studies? (1/2)

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 Experienced systems engineers have great ideas for engineering difficult systems

but often do not think case studies are needed.

 Stakeholders who have achieved career success want “proof” that complex SE

ideas “will work”. The complex systems engineer says

 “This is not a mathematical theorem.  People are not predictable, and behaviors are impossible to model.  You need to take informed risks by pursuing opportunities for system interventions.”

 T

• help the systems engineer can experiment with modeling/simulation.

 Give simple rules of interaction to autonomous agents (representing system

constituents).

 In a large number of iterations, unexpected events occur even when each step is

completely deterministic.

 Case studies are used for initial conditions and actor guidance.

Why Do Case Studies? (2/2)

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 In case studies theory follows practice but many people believe that

applications must follow theory.

 Case studies can be used to

 Build upon or enhance a body of knowledge  Suggest things to try  Highlight errors to avoid  Learn from others’ mistakes  Compare specific aspects across case studies  Show the importance of including people in the system  Extract ideas that can become general principles.

 Some case studies focus success on wonderful technology. But other

practitioners want system success in human terms.

 Case studies make for compelling story telling [13] and SE teaching.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

How to Do Case Studies

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 Focus on complex, SoS, and enterprise engineering. *  When starting a complex system project/program

 Prepare an plan for gathering and recording data. Keep this record ongoing,

preserving the issues, decisions, actions, and results of each step.

 Record interesting developments in essay form. Insights will suggest ways

forward and provide valuable case study fodder.

 Case studies must be written honestly.

 Obtaining public release can be a challenge but much information can be

shared to one’s own advantage [17].

 Objectivity is important but emotions are relevant [18].  Compare and contrast case studies using an outline template. **

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

____________ * The authors are working on assembling 20+ such case studies for a new book [16]. ** A suggested example outline that the authors are advocating in the forthcoming book [16] is provided in the Appendix.

Example Case Studies (1/6)

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 The authors of this 1st Paper of our special session anticipate 20

case studies in their book [16] in commerce, culture, environment, finance, health care, homeland security, military, and transportation.

 2nd Paper. Case Study: SoS Engineering Applied to a Large IT

Enterprise – Jeffrey Higginson, Timothy Rudolph, and Jon Salwen.*

 This discusses the minimum set of Systems of Systems Engineering

(SoSE) processes needed to effectively manage an enterprise Information T echnology (IT) SoS and provides an example of how these processes and methods may be applied.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

___________ *A full case study is being prepared for our book [16]. Unfortunately, the U.S. Department of Defense froze travel funds (induced by the “sequester”) and the consequent unavailability

• f the authors prevents this paper’s presentation.

Example Case Studies (2/6)

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 3rd Paper. Strategic Architecture Approach T

• Transforming

Defense Acquisition: A Case Study in Moving From Formal Bureaucracy to Lateral Hierarchy – J. Dickmann. *

 The genesis and evolution of fundamental change in the

technical architecture of the Navy's submarine sonar systems and the associated acquisition enterprise is chronicled.

 Critical features of reform/transformation engendered through

trust and information transparency of inter- and intra-

• rganizational relationships across the enterprise increased

innovation.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

___________ * The full case study will be in our book [16].

Example Case Studies (3/6)

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 4th Paper. Study Regulatory Institutions Competition and

Collaboration Dynamics in Network Industries: Using Agent- based Modeling and Simulation – Hamid R. Darabi and Mo Mansouri.*

 The effect of regulatory institutions enforcement of rules and

policies on network industries is highlighted. The dichotomy between competition and collaboration is modeled using game

• theory. A small subset of the air transportation network is

used.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

___________ * A related case study will be in our book [16].

Example Case Studies (4/6)

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 5th Paper. Modeling and Elaborating a Conceptual Collaborative

Framework: A Case Study for Wood Supply Chain in North- Shore Region in Quebec Province, Canada – K. Shahriari and A.

• G. Hessami.*

 A collaborative, four-level hierarchical framework is proposed

to increase global productivity/product-quality and to improve the business competitiveness of the wood supply chain.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

___________ * At the last minute the authors were not able to attend this conference for valid personal reasons, so the session chair will attempt to present this paper.

Example Case Studies (5/6)

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 6th Paper. Identifying characteristics of complexity in Mobile

Emergency Medical Service: a case study in Brazil – A. W. Righi, P . Wachs, and T. A. Saurin.*

 The performance of mobile pre-hospital care service, using

specialist teams located at strategic points under command of a central regulatory body responsible for receiving and processing emergency calls, can be improved by taking complexity viewpoints.

 The rich interactions trigger emergent phenomena, e.g.,

difficulty in finding beds for patients.

 The

identification

• f

complexity characteristics and investigation of improvement opportunities is covered.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

___________ * The authors were not able to secure funding for this conference so this paper could not be presented.

Example Case Studies (6/6)

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 7th Paper. Biomedical Diagnostic System for Device Coding – C.

Alvarez, D. Smith, and A. Agarwal.

 Repairing faulty biomedical devices with intermittent problems is

fraught with difficulties.

 Even long hours of testing does not help, and the devices are

returned to the hospital, healthcare provider, or medical center with a note stating “no problem found”.

 Hence problems recur, and this leads to waste of resources and

customer/patient frustration/dissatisfaction.

 The solution: 1) an error code that characterizes failures; 2) a

service oriented architecture with mobile based front-end; and 3) an open source database of medical devices, their manufacturers and operating details.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

Conclusion

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 The authors advocate case studies as important and

valuable means for understanding what works and doesn’t work in addressing our most difficult SE problems.

 We urge the systems community to focus on improving

the practice by creating and learning from case studies.

 In our view the better theories of complex systems

engineering will follow from successful applications of case studies.

See Notes Page

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

References (1/2)

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

[1] Andrew P . Sage, George Mason University, Editor, Wiley Series in Systems Engineering and Management, authoritative treatments of all foundational areas central to this transdisciplinary subject, New York: Wiley, http://www.wiley.com/WileyCDA/Section/id-397384.html?sort=DATE&sortDirection=DESC&page=3 (accessed 15 February 2013).



[2] “The Harvard Business School MBA – HBS Case Method,” http://www.hbs.edu/mba/academic- experience/Pages/the-hbs-case-method.aspx (accessed 15 February 2013).



[3] “Paper Chase,” (movie), YouTube, 1973, http://www.youtube.com/watch?v=qx22TyCge7w (accessed 15 February 2013).



[4] Jeff Conklin, Chapter 1 of Dialogue Mapping: Building Shared Understanding of Wicked Problems, 2005, “Wicked Problems and Social Complexity,” CogNexus Institute, http://cognexus.org/wpf/wicked problems.pdf (accessed 15 February 2013).



[5] Renée Stevens, “Profiling complex systems,” Proceedings of the IEEE International Systems Conference, Montreal, Canada, 7-10 April 2008.



[6] Renée Stevens, Engineering Mega-Systems –The Challenge of Systems Engineering in the Information Age, Boca Raton, FL: Auerbach Publications, CRC Press, Taylor & Francis Group, 2011.



[7] B. E. White, S. J. Gandhi, A. Gorod, V. Ireland, and B. Sauser, “Application of case studies to engineering management and systems engineering education,” ASEE Annual Conference, San Antonio, TX, 10-13 June 2012.



[8] “Systems Engineering Lexicon,” Complex and Enterprise Systems Engineering Book Series, Boca Raton: Taylor & Francis, http://www.enterprise-systems-engineering.com/lexicon.htm (accessed 15 February 2013).



[9] Judith S. Dahmann, George Rebovich, Jr., and Jo Ann Lane, “Systems engineering for capabilities,” CrossTalk, The Journal of Defense Software Engineering, November, 2008, http://www.stsc.hill.af.mil/crosstalk/2008/11/index.html.



[10] Eric Bonabeau, “Agent-based modeling: methods and techniques for simulating human systems,” Proceedings of the National Academy [PNAS] of Sciences of the United States of America, Vol. 99, Supplement 3, 14 May 2002, pp. 720-7287, doi:10.1073/pnas.082080899.

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

References (2/2)

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

[11] R. J. Abbott, “Emergence Explained: Getting epiphenomena to do real work,” Department of Computer Science, California State University, Los Angeles, CA, 12 October 2005.



[12] Russell L. Ackoff, “Transforming the systems movement,” The Systems Thinker, Vol. 15, No. 8, Pegasus Communications (October 2004) pp. 2-5, www.pegasuscom.com.



[13] Stephen Denning, The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative, San Francisco, CA: Wiley, 2011.



[14] Robert K. Yin, Case Study Research – Design and Methods, Third Edition, Applied Social Research Methods Series, Volume 5, Thousand Oaks, CA: Sage Publications, 2003.



[15] George Friedman and Andrew P . Sage, “Case studies of systems engineering and management in systems acquisition,” Systems Engineering, Vol. 7, No. 1, 2004.



[16] Alex Gorod, S. Jimmy Gandhi, Vernon Ireland, Brian Sauser, and Brian E. White, Co-Editors, Case Studies in System

• f Systems, Enterprises, and Complex Systems Engineering, Boca Raton, FL: Auerbach Publications, CRC Press, Taylor &

Francis Group, Scheduled for Publication in 2013.



[17] Don Tapscott and Anthony D. Williams, Wikinomics: How Mass Collaboration Changes Everything, New York: Penguin, 2006.



[18] B. E. White, “Systems engineering decision making may be more emotional than rational!” 22nd Annual INCOSE International Symposium, Rome, Italy, 9-12 July 2012.



[19] Antonio Damasio, Descartes’ Error – Emotion, Reason, and the Human Brain. New York: Penguin Books, 2005.



[20] A. Gorod, B. Sauser, and J. Boardman, “System of systems engineering management: A Review of Modern History and a Path Forward,” IEEE Systems Journal.

• Vol. 2, No. 4, 2008, pp.484-499.



[21] A. Gorod, “System of systems engineering management framework: a ‘satisficing’ network approach,” Ph.D. dissertation, Stevens Institute of T echnology, Hoboken, NJ, 2009.

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

Appendix (1/4)

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

Complex) System/System of Systems/Enterprise Case Study Outline



[optional items are indicated in brackets]



Case Study Elements (bulletized, for sorting purposes)



Fundamental Essence (briefly, what’s this about?)



T

• pical Relevance (briefly, why does this matter?)



Domain(s)



Country of Focus (country most involved)



Stakeholders



Primary Insights (takeaways)



Key Words (alphabetized, separated by commas)



Abstract (no more than 200 words)



Glossary (abbreviations and acronyms, alphabetized)



Background



Context (how did this arise, and why?)



Relevant Definitions (define unfamiliar terms)



Pertaining Theories (theoretical knowledge applied)



Existing Practices (extant methods, available tools, and/or proven processes



Guiding Principles (applicable principles, precepts, and/or tenets)



Characterizations



“As Is” System Description (before)



“T

• Be” System Description (after)



The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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Appendix (2/4)

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

Purpose



History (describe previous situation and evolution)



Then Current Situation



Known Problem(s)



Mission and Desired or Expected Capabilities



Process for Achieving the Objectives Needed and Why



(Complex) System/System of Systems/Enterprise (describe each in sufficient detail)



Complete a specific instantiation of Fig. A-1 below.



Environment



Scope



Structure



Boundaries



Internal Relationships



External Factors



Constraints



Other Descriptors



Sponsor(s)



Customer(s)



Governing Body



[T eams/Groups/Employers]



[Operators/Users]



[Countries/Organizations]



Other Stakeholders



Challenges (what kept people awake at night?)

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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Appendix (3/4)

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

Development (emphasize non-conventional aspects)



Project/Program Management



Planning



Contingencies



Information Management



Strategy



Resources



Schedule



User/Operator Involvement



[Processes Instantiated]



Systems Engineering (in narrow sense)



Architecture



Alternatives Analysis



Opportunity and Risk Management



Selected Approach



Management of Uncertainty (how implemented and integrated?)



[Philosophy]



[Policy]



Politics



[Organization]



Operations



Economics



T echnologies

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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Appendix (4/4)

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

Results



Objectives Accomplished and Not Accomplished



Final System Description



Analysis



Analytical Findings



Lessons Learned



How Were Biggest Challenges Met?



What Worked and Why?



What Did Not Work and Why?



What Should Have Been Done Differently?



T

• What Extent Were Lessons Applied to Subsequent Programs/Projects?



Best Practices (what would be recommended to others?)



Replication Prospects (how practical might this case study become?)



Summary (provide concise overview of what happened after the fact)



[Epilogue] [what significant events have occurred since?]



Conclusions (construct an elevator speech)



Suggested Future Work



Questions for Discussion*



Additional Research



[End Notes]



References (primary and secondary)



[Appendices]



[Index]

The 7th IEEE International Systems Conference 5-18 April2013, Orlando, FL USA

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• Fig. A-1. Context of Complex System/

System of Systems/Enterprise

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Governing Body

Governance Feedback

Constraints (e.g., Time, Knowledge and Tools, Budget, etc) External Factors (e.g., Law and Policy, Environment, Economy, etc)

2 1 3 4 5 n

(e.g., parts, components, sub-systems, systems, etc)

Complex System, System of Systems, Enterprise

A B C D E F

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