Balancing Process and Content; Understanding …Balancing Process and Content; Understanding Architecting in relation with Other Processes by Gerrit Muller University of South-Eastern

Balancing Process and Content; Understanding Architectingin relation with Other Processes

by Gerrit Muller University of South-Eastern Norway-NISEe-mail: [email protected]

www.gaudisite.nl

Abstract

The automotive domain is quite demanding. Trucks and Cars have to be highlydependable (e.g. safe and reliable), and to operate in wildly varying conditions(from harsh environments such as deserts up to extreme winter weather). Thelife time of the vehicles is decade(s). The production volume demands massproduction and well tuned supply chains to operate in a competitive environment.More and faster market and technology changes come on top of all thesedemands.Partial solution to this demanding environment is an intricate set of processes.Good processes are crucial. Unfortunately, processes can also hamper thebusiness, for instance by focusing so much on form that content gets lost.Architecting is an activity that delivers content (needs analysis, requirements,design concepts, design decisions). Architecting can benefits a lot from goodprocess interaction, reversely it can suffer tremendously from lack of process oroverkill of process.

Distribution

This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.

September 9, 2018status: plannedversion: 0

model

architecting in business context

What is a process?

How much process is needed?

performance of supporting processes

solutions to common problems

C A F C R

workshops, time-boxes and iteration

summary

Figure Of ContentsTM

model


What is a process?




C A F C R


summary

Balancing Process and Content2 Gerrit Muller

version: 0September 9, 2018

BPCAlogo

Simplified process view

strategyprocess

customer

supplying business

value

product creationprocess

customer oriented (sales,

service, production) process

people, process and technologymanagement process



RSPprocessDecomposition

Tension between processes

strategyprocess

supplying business

value

people, process and technology

long termknow how

(soft) assets

feed

back

product creation

customer oriented

customer

short term;cashflow!

mid term;cashflow

next year!



RSPprocessDecompositionAnnotated

Platform strategy adds one layer

strategy

supplying business

value

customer oriented

people, process and technology

short term;cashflow!

long termknow how

(soft) assets

customer

product creation

mid term;cashflow

next year!

component or platform creationlong term assets



RSPprocessDecompositionPlusAnnotated

System Architecture Process in Business Context

customer

Customer-Oriented Process$$

sales logistics production servicepresales

Product Creation Process

People, Process, and Technology Management Process

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lity

chec

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ehol

der

inte

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ionSystems Architecting Process

material



SAPprocessSimplified

model


What is a process?




C A F C R


summary



BPCAlogoWhatIsAProcess

Process Attributes

Purpose What is to be achieved and why

Structure How will the goal be achieved

Rationale What is the reasoning behind this process

Roles What roles are present, what responsibilities are associated, what incentives are present, what are the criteria for these roles

Ordering What phasing or sequence is applied



WPROCattributes

Definition by Klaus Kronlöf

Definition of a Process

"A process is an activity which takes place over time

and which has a precise aim regarding the result to be achieved.

The concept of a process is hierarchical

which means that a process may consist of

a partially ordered set of subprocesses."

"Method Integration; Concepts and Case Studies" by Klaus Kronlöf



WPROCdefinitionKronlof

A process within an abstraction hierarchy

principle process procedure tool

formalism

template

abstract specific and executable

drives

is

elaborated

in

is

supported

by



SAPabstractionHierarchy

model


What is a process?



C A F C R


summary




BPCAlogoHowMuch

Effectiveness(Flexibility, Manageability)E

ffect

iven

ess

process weight

very low low medium high

Manageability supply chain mass production long life times dependability

Flexibility Evolution Responsiveness

market change technology change

very high



BPCAeffectivenessCurves

Effectiveness in Defense, Aerospace, Automotive

Effe

ctiv

enes

s

process weight


Manageability

Flexibility

very high

Manageability Flexibility W F W M * Effectiveness =

Effectiveness W F =0.1 W M =0.9


version: 0September 9, 2018BPCAeffectiveness

If Balance Shifts

Effe

ctiv

enes

s

process weight


Manageability

Flexibility

very high

Manageability Flexibility W F W M * Effectiveness =

Effectiveness W F =0.3 W M =0.7



BPCAeffectivenessFlexible

Typical Situation in DefenseE

ffect

iven

ess

process weight


Manageability

Flexibility

very high

desired weight

actual weight

effectiveness loss



BPCAeffectivenessDefense

model


What is a process?



C A F C R


summary




BPCAlogoPerformanceSupporting

Supporting Processes for Architecting

product creation process

people, process and technology management process

phase gate process

documentation process

reviewing process

engineering process

meeting structure

templates check lists

repositories tools

people, process and technology managers

intend to support

systems architecting

by

processes, tool,

et cetera



BPCAsupportingProcesses

How effective are these Processes?

How many hours per week do you sit in meetings?

How many hours per week does the system architect spend on writing documentation?

How satisfied are the consumers of documentation?

How easy can information be found?

How up-to-date is the information?

How timely is documentation available?

What is the quality of the review process?

Does the system architect feel supported by the processes at all times?



BPCAquestionsProcessEffectiveness

Common Problems

large monolithic documents

late, not up-to-date, time consuming to review and update

system architects spending 70%+ of time in meetings

ineffective reviews

too many reviewers, lack of ownership, too little time and attention, form rather than content

noise generation due to too much prescribing templates or frameworks

information overload, essentials are hidden

poorly searchable repositories

data and information cannot be found



BPCAcommonProblems

Balance Form and Content

meetings

reading

writing

thinking analyzing

testing walking&listening

traveling

understanding customer needs

understanding technologies and options

analyzing and making trade-offs

specifications requirements

key performance parameters

hands-on ?

core competences content

de facto activities form


version: 0September 9, 2018BPCAtimeArchitect

model


What is a process?




C A F C R


summary


version: 0September 9, 2018BPCAlogoSolutions

Design Modular Documentation

compound document

document

structure

overview

document

document

document

document

document



DGcompoundDocument

Recursive as "Normal" Designs

compound document

compound

document

compound

document compound document

overview

document

structure

overview

atomic

documentdocument

structure

overview

document

structure

overview

document

structure

atomic

document

atomic

document

compound

document

compound

document



DGdocumentRecursion

Documenting with A3’s

A3 Architecture Overviews Focusing architectural knowledge to support evolution of complex systems

by: Daniel Borches and Maarten Bonnema, INCOSE 2010

Legend

Functional

View

Visual

aid

Quantification

of key parameters

Physical

ViewConstraints

Choices



LAWFexampleDDASoverview

Light-weight Distributed Reviews

draft

authorized

concept

final review= final check contents

authorization= check process

consultation

& review

- wide group of people,

with an active concern or

an expected contribution;

- many iterations

- multiple media:

+ meetings,

+ on paper

+ informal et cetera

specification specific Change Control Board

4 peoples/roles:

1 producer

1 consumer

1 context

1 independent

by "lowest" operational manager:

project leader, subsystem PL, ...

change

request

the author is responsible

for contents and

organization of the flow

(consults and review)

criteria for reviewers:

+ know how

+ critical

+ sufficient time


version: 0September 9, 2018LWRstateDiagram

model


What is a process?




C A F C R


summary


version: 0September 9, 2018BPCAlogoCAFCR

The “CAFCR” model

Customer

What

Customer

How

Product

What

Product

How

What does Customer need

in Product and Why?

drives, justifies, needs

enables, supports

Customer

objectives

Application Functional Conceptual Realization



CAFCRannotated

CAFCR can be applied recursively

System

(producer)

Customer

BusinessDrives

Enables

Customer's

Customer

BusinessDrives

Enables

ConsumerDrives

Enables

Value Chain

larger scope has smaller

influence on architecture



CAFCRrecursion

CAFCR+ model; Life Cycle View

Customer

objectives

Application Functional Conceptual Realization

Life cycleoperations

maintenance

upgrades

development

manufacturing

installation

sales, service, logistics, production, R&D



BCAFCRplusLifeCycle

model


What is a process?




C A F C R


summary



BPCAlogoWorkshops

Time-boxes and Iteration

CAFCR

CAFCR

CAFCR

CA F CR

CA F CR

CA F CR

CA

CA

CA

F

F

F

bottom-up

shared

overview

top

down

Q

Q

Q

CR

CR

CR

improved

overview

story ->use case

depth

insight

TOR

TOR

TOR

1st big

picture

second iteration

ple

na

ry

rep

ort

ple

na

ry

rep

ort

ple

na

ry

rep

ort

ple

na

ry

rep

ort

ple

na

ry

rep

ort

ple

na

ry

rep

ort

ple

na

ry

rep

ort

day 1 day 2



MAITiterationTiming

Workshop timeline

prerequisite

goal

owner

leader

facilitator

participants

consolidation

and follow-up

wo

rksh

op

preparationconception

start

date reservations

preliminary program

and invitation

definite dateprogram

workshop format

invitationvenue

(optional)

distribute

presentations

allocate roles

anticipate problems

ca 10 weeks

time



WHTtimeline

Sequence of Workshops

ratio of effort/timeP

rob

lem

un

de

rsta

nd

ing

An

aly

sis

De

cis

ion

time

ca 2 weeksca 2 weeks

individual

digesting

and

processing

individual

digesting

and

processing

1 4 1: :



WHTratios

Most Subject Progress Outside Workshop

Pro

ble

m

un

de

rsta

nd

ing

An

aly

sis

time

individual digesting and processing

progress

shared vision

subject progress



WHTprogress

Venue Requirements

open seating formation

sufficient walking spaceask for a room for 2* #participants

plenary area

bre

ak-o

ut ro

om

s



WHTvenue

Secret Workshop Success Factors

active

focused

well-prepared

involved participants

>70% of the time active

short intro, short broadcasts

full-time present

no cellphone

no e-mail

timely invitation

seed presentations

seed questions

clear scope and goal

format



WHTessence

Summary

model


What is a process?




C A F C R


summary

different time scales strategy

process

supplying business

valu

e

people, process and technology long term know how

(soft) assets

feed

ba

ck

product creation

customer oriented

customer

short term; cashflow!

mid term; cashflow

next year!

goal oriented

Effe

ctiv

enes

s

process weight


Manageability

Flexibility

very high

desired weight

actual weight

effectiveness loss

meetings

reading

writing

thinking analyzing

testing walking&listening

traveling

understanding customer needs

understanding technologies and options

analyzing and making trade-offs

specifications requirements

key performance parameters

hands-on ?

core competences content

de facto activities form

documentation needs modular design distributed review

time boxes of 5..40 minutes interaction and learning



BPCAsummary

Documents

Balancing Process and Content; Understanding …Balancing Process and Content; Understanding Architecting in relation with Other Processes by Gerrit Muller University of South-Eastern