Post on 23-Jan-2015
description
Knowit Technology Management
When Cultures Collide: Fusion or Fission? - MBSE and Agile
Pär Hammarström Senior Mgmt Consultant
Knowit Technology Management
par.hammarstrom@knowit.se
072 202 6277
MODPROD 2013 Linköping 130206
• My personal experience – no aspiration of universal truth • A handful large scale product development projects
– Several companies in different industries – Cyber-physical, embedded, information systems – 100-500 developers – 3-100 MLoC – Greenfield – >1 year to start of operation
• Long life time expectancy, system will be partly designed and partly evolved after intital start of operation
• Upgrade expensive, will be done in large chunks • High level of integration • -ilities
– Flexibility, safety, resilience, extendability, interoperability, …
Context for This Presentation
Technology Management
Forbidden Area
Technology Management
Product Development is Understanding What to Build
Delivery
Necessary
Knowledge
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Accelerate Learning
Real World
Information Decision
Decision making rules
Mental Model
Feedback
Reflection
Technology Management
A Typical Project Model
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Technology Management
Agile?
Analyse & Design
Implement Verify &
Integrate Validate
Lessons Learned
Analyse & Design
Implement Verify &
Integrate Validate
Lessons Learned
Technology Management
Agile?
Analyse & Design
Implement
Verify & Integrate
Validate Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Analyse & Design
Implement
Verify & Integrate
Analyse & Design
Implement
Verify & Integrate
Validate Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Analyse & Design
Implement
Verify & Integrate
Technology Management
Agile?
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
Analyse & Design
Implement
Verify & Integrate
Validate
Lessons Learned
• Team centric
– X-functional Feature Teams!
– Self organization
– Emerging architecture
• Product Owner balance stakeholder’s requirements and guards the vision.
• Emphasis on collaboration and communication
Technology Management
Complexity Handled By Delegation
• Learning per time unit Maximized – Deep understanding of a slice of the design space but narrow
understanding of the problem space, hence, is it the right System we have learned about?
• Feature Teams seldom realistic – Component teams working in a web of dependencies, hence, illusion of
autonomy
• Product Owner needs to be telepathic and omniscient – Myopic design
• Remember Conway’s Law – "organizations which design systems ... are constrained to produce designs
which are copies of the communication structures of these organizations“
• What about the –ilities? – Need for Intentional Architecture
Technology Management
Reality
Req Analysis
Architecture & Design
SW Analyis & Design
SW Module Implement-
ation
Module Integration
& Test
System Integration
& Test
System Validation
Model R
epository
Another Idea
Technology Management
Identification Modelling Simulation Review Protoype Test Delivery
Phase
Kn
ow
led
ge
Complexity Handled by Layers of Abstraction
Visual and formal – Reduces misunderstandings
Balanced Architecture and Design
Early and ”cheap” Verification and Validation
Automatic generation of sw, test, documentation
Technology Management
Tim Weilkiens’ blog model-based-systems-engineering.com
Reality
• Validity – Broad understanding of the
problem space but shallow understanding of the design space , hence, illusion of feedback
– Tool focus instead of domain and modelling focus
• Simplification vs completeness – Same level of complexity
as a general programming language
• Inadequate Tools – Diff and merge?
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Sensemaking -> Analysis/Insight -> Synthesis/Architecting -> Detailed Design
Dialouge Experimentation/Reflection
Bracketing Formalism Gestalt Supports
Designer Needs
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Desig
n
Idea/R
eq
.
Humans are Not Information Processing Devices
Fusion?
Technology Management
Kn
ow
led
ge
ab
ou
t th
e S
olu
tio
n S
pa
ce
Knowledge about the Problem Space
Design Space
Rational boundary
Technology Management
The Design Space
Kn
ow
led
ge
ab
ou
t th
e S
olu
tio
n S
pa
ce
Knowledge about the Problem Space
Design Space
Rational boundary
Technology Management
The Onion and the Orange
Kn
ow
led
ge
ab
ou
t th
e S
olu
tio
n S
pa
ce
Knowledge about the Problem Space
Design Space
Rational boundary
Technology Management
The Onion and the Orange
Kn
ow
led
ge
ab
ou
t th
e S
olu
tio
n S
pa
ce
Knowledge about the Problem Space
Design Space
Rational boundary
Technology Management
Reality
Kn
ow
led
ge
ab
ou
t th
e S
olu
tio
n S
pa
ce
Knowledge about the Problem Space
Design Space
Rational boundary
Technology Management
Fusion View
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Vision/Epics
Architectural Runway
Release Train
Pro
du
ct B
acklo
g
Product Management,
Systems Engineers &
System Architects
Te
am
Ba
cklo
g
Te
am
Ba
cklo
g
Release
Planning
Re
lea
se
Ba
cklo
g
Team A
Team B
Iterations Iterations
Version Version ++
Product Owners
System V
alidatio
n / Sp
ike
System V
alidatio
n / Sp
ike
Planning Framework S
yste
ms In
teg
ratio
n
Vis
ion
an
d
Arc
hite
ctu
ral
Inte
grity
PO
D S
cru
m
Adapted from Scaled Agile Framework
• MBSE and Agile Fusion – A Planning Framework is needed – Tools are still very immature
• Rich pictures, gradual transitions, iterations and increments • Whiteboard and post-its still superior for dialouge & gestalt
– Code generation not neccessarily benefical – A Common language is the main benefit – Architural awereness leads to Intentional Architecture
• Fission – Emerging Architecture vs Intentional! – Agility used as an excuse for rituals and happy hacking – MBSE viewed as a formality done after the end of the design
cycle
Summary
Technology Management