Systems Engineering Systems Engineering Processes for Developing Processes for Developing Unsynchronized System Unsynchronized System

of Systemsof Systems

Miri Sitton, Eran Reuveni, Dr. Moshe WeilerMiri Sitton, Eran Reuveni, Dr. Moshe Weiler

GORDON CENTER FOR SYSTEMS ENGINEERING

Research Objective

2 Jan. 18th , 2012

Systems Engineering methodologies evaluation

for Unsynchronized Large Scale Integration

of Systems (LSIOS)

Applicable Eco-systems

3

Military Transportation

Health Care FinancingJan. 18th , 2012

Unsynchronized systems integration

Option 1: Systems were developed before integration idea

Option 2: Design one system on top of existing system

Option 3: Design systems interoperability before development

Integration Scope

Jan 18th, 20125

Cross wide Coordinated Architectur

e

Standards &Common

practices

Project Management

Constitution &

Agreements obstacles

Cross-organization Coordination

Cross-organization Engineering processes

Unsynchronized

Systems Integration

שיגורים

שיגורים

שיגורים

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פלוטים

פלוטים

שו"ב

פלוטים

פלוטים

שו"ב

שו"ב

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תמונת שיגורים

תמונת שיגורים

תמונת שיגורים

תמונת שיגורים

תמונת שיגורים

תמונת שיגורים

תמונת שיגורים

תמונת שיגוריםDL שקנאי

UL שקנאי

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Complexity:• Arrays of systems• Range of technologies• Distributed development• Numerous projects• End users diversity

Main Issues:• Partial utilization of information assets• Inefficient use of resources• Unacceptable deployment pace• Cross-wide failures

The ChallengeTo create an integrated systems engineering processes for a cross-wide coordinated architecture

Example – Defense Forces

C4I Concept

Command Command IntelligenceIntelligence

ControlControl

SensorsSensorsFightersFighters

The 80’s: Development of local systemsThe 90’s: Information sharing within domains21th Century: Network Centric WarfareCross-domain interoperability

7 Jan. 18th , 2012

“Spaghetti” – unmanaged architecture

Major IssuesResult of unmanaged enterprise architecture

• Lack of information to support cross-

enterprise decisions

(e.g. IT portfolio investments vs. IT

growing budget)

• Overloading connectivity infrastructure

• Significant integration time & effort9

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Major Issues (cont.)

• Emerging behavior

• Run time cross-wide systems failures

– Upon installation of new versions

– Increased vulnerability

– Information safety events

10

Jan. 18th , 2012

11

The HKM Framework

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Built-in system engineering done at project level

State of the Art• Product, system and SOS engineering

– Built-in

• Business systems engineering

– Enterprise Architecture

– ZACHMAN Framework

– TOGAF

– DODAF

• Supply Chain Systems Engineering ?

12

Jan. 18th , 2012

Major Gaps• Product, system and SOS engineering

– Based on a synchronized effort

• Business systems engineering – Very complicated to implement

– Highly abstract and generic– Not driven from specific operational processes– Several static architecture views

• Supply Chain Systems Engineering – No methods designed

13

Jan. 18th , 2012

Increasing interoperabilityfor both operational andproject management by

creating integrated systems engineering

Solution Concept

14

SystemsEngineeringOperational

req.

End users

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The Vision Operational ViewOperational View

15

The operational processes are carried out by utilizing all

sensors and platforms and by sharing the relevant

information and knowledge in the correct extent and time.

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The Vision Technical ViewTechnical View

16

The systems and infrastructure that support these processes are

developed with a wide operational view, with the flexibility required to

handle the changing environment and in a framework of defined standards

and an over-all systems engineering.

Jan. 18th , 2012

Projects & Processes

17

ProjectsProjectsProject Project AA

Project Project BB

Project Project CC

ProjectProject

DDProject Project

EE

C4IC4I Project Project

Engineering Engineering documentdocument

C4IC4I Project Project

EngineeringEngineering documentdocument

C4IC4I Project Project

Engineering Engineering documentdocument

C4IC4I Project Project

EngineeringEngineering documentdocument

C4IC4I Project Project

Engineering Engineering documentdocument

Process AProcess A

Process BProcess B

Building Intelligence PictureBuilding Intelligence Picture

Building Air Situation PictureBuilding Air Situation Picture

C4IC4I Process Engineering document Process Engineering document

C4IC4I Process Engineering document Process Engineering document

C4IC4I Process Engineering document Process Engineering document

C4IC4I Process Engineering document Process Engineering document

Strategic Guidance :Strategic Guidance :Continuous EnterpriseContinuous Enterprise Systems EngineeringSystems Engineering

Jan. 18th , 2012

FOUO18

Processes DB

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Analysis & Integration of the big picture

Information Strategy

...

Major Outputs

19

Common language Accessible engineering data base Declaring operational vision Solving main conflicts within and between

operational processes and systems Defining core principles & high level plan

Better operational processes in a managed way

by

Better coordination between unsynchronized systems

Jan. 18th , 2012

Engineering Data Base

20

Processes map (today) Operational architecture (today & in vision) Enterprise systems architecture (today & in

vision) Plug & Play standards Strategic plan for migration

Knowledge Center

Flexibility amid changing OP needs

Improved ability to cope with cross-wide failuresJan. 18th , 2012

Major Insights• Team Work between operational and

engineering workgroups is essential

• C4I Engineering key elements:– Architecture– Monitoring– Integration– Security– Information Safety

• Reuse of enterprise’s assets

21Jan. 18th , 2012

6. Knowledge sharing

The LSIOScoordination

3 .Systems Architecture development 7. Cross-Organizations

Coordination & Communication

8 .Systems Integration processes

5. Mutual Agreements Processes

1. Definition of SE Processes

2 .Requirements development

4 .Project Architectural

Guidance

9 .Dissemination

of new capabilities

Jan. 18th , 2012

ITS Ecosystem example

23

TrafficControl

Public Transp.

Content Services

Transp. Ministry

Main problems:• Non coherent S.E. culture • Multiple effort on business interest points

• Lack of users-value activities • Unclear cut between Private & Public investments areas

Complexity:• Arrays of systems• Different technologies (Vehicle, Roads)

• Unmanaged development• End users diversity• Several entrepreneurs for same functional niche

The challengeCreating cross-organizational SE environment to support continues development, integration & dissemination of ITS projects within coherent architectural design, social governmental & business policies

Private Sector Interviews

• Not aware of government road-maps

• No official engineering guidelines

• Unused of residential assets

24 Jan 18th, 2012

A growing need for coordination between government and private sectors

either

For operational processes & engineering guidance

Recommendations• Define enterprise systems engineering

framework based on practical experience of a government enterprise

• Validate and improve it for business and industrial levels

• Case study Implementation in Transportation (ITS) industry

25

Jan. 18th , 2012

Summary• Information age has created new opportunities

and challenges as well• These challenges involve in the phenomenon of

unsynchronized development of LSIOS - Large Scale Integration of systems

• This research points out the necessity of new systems engineering processes

• We propose to develop SE processes, based on methods and practice under governmental enterprise

• We propose to apply those SE processes on a real world example - ITS Ecosystem

26

Jan. 18th , 2012

C4I as a Culture

27

Cross Organizational S.E. Processes

Coordinated effort

Common Situational Awareness

Cross Organizational Teams

Information Sharing

Jan. 18th , 2012