Agile Development & Systems Engineering: “The Odd Couple”

December 2017

Glenn Tolentino, PhD

gtolentino@smu.edu

John Wood, PhD

woodjn@gwu.edu

Copyright © 2017 by Glenn Tolentino & John Wood. Permission granted to INCOSE to publish and use.

Presentation Goals

• Define Agile Development and Systems Engineering

• Understand strengths and weaknesses of each discipline

• Describe approach to integrate the disciplines in a manner that maximizes the benefits while minimizing the weaknesses of each

2

The Odd Couple

3Image source: https://resizing.flixster.com/ZvIbrWYxq0kI7w9RfsKzj59nErY=/206x305/v1.bTsxMTIwNzE1OTtqOzE3NTQ0OzEyMDA7MTUzNjsyMDQ4

New Main Characters

4Image source: http://4.bp.blogspot.com/_xtBmdA2H-GE/S5hnV6qWbGI/AAAAAAAABKQ/TVGdBk2MGM8/s400/WhitonEngineer.jpg

Hat Tip – Barclay Brown

What is Agile Development?According to the Agile Alliance:

Agile Software Development is an umbrella term for a set of methods and practices based on the values and principles expressed in the Agile Manifesto.

5Source: https://www.agilealliance.org/agile101/

What is Systems Engineering?

According to INCOSE:

Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem:

6

Operations Cost & Schedule

Performance Training & Support

Test Disposal

Manufacturing

Source: http://www.incose.org/AboutSE/WhatIsSE

Project Context

7Image source: http://www.navair.navy.mil/img/uploads/PICT0080.jpg, http://www.navair.navy.mil/img/uploads/E-2D%20Advanced%20Hawkeye%205.jpg, http://www.navair.navy.mil/index.cfm?fuseaction=home.displayplatform&key=c927dd6a-12f6-41f8-9547-9c1ce41a66a5, & http://navylive.dodlive.mil/2014/07/08/naval-aviation-enterprise-10-years-of-advancing-cost-wise-readiness/

Behind the Scenes…

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Disparate Data Sources

Data Types • IETM

• Faults

• Sensor data

• AC Diagnostics

• Maintenance

• Engineering/Modeling

• Configuration/Supply/Vendor

• Mission

• Training

• Discrepancies

Collect Condition & Store Consolidate/Fuse Consume

Services • Ingest, Parse and/or

condition data

• Transform data as to

support consumers

• Identify data gaps and

notify provider

• Gap fill for missing data

if needed

• Store data in repository

Services • Transform, fuse, consolidate data to support:

• Targeted analytics

• Reporting

• Fleet, logistics, engineering and Readiness

activities

• Persist meta-data in repository

• Provide Common web portal for access to data,

analytics and tools

• Inter-widget communication

Services • Targeted analytics

• Automated alerting

• Automated reporting

• CAP activity services

• Metrics collection/distribution

• Engineering Support

• Logistics Support

• Fleet Support

Data Repository

Engineering

Logistics

Fleet Support

Reports/Alerts

Target Analytics

Common Web Portal, Inter-widget communication,

Data Services

Alerting

Analytics

Reports

Data Mining

Graphic Viewers

Text Mining

CAP Services

Metrics

In Service Support Activities

Corrective Action

Old Perception of SEs

9Image source: http://www.trainsarefun.com/lirr/fresh%20pond/1929brakemanFreshPondWest.jpg & http://www.museumsyndicate.com/images/3/28897.jpg

Old Perception of Agile Developers

10Image source: https://swittersb.files.wordpress.com/2011/10/locomotive-coal.jpg?w=655

Appearance vs. Reality

• Appearance

• SEs appeared to be slowing down progress

• ADs appeared to be advancing efforts quickly

• Reality

• SEs were considering not only the development efforts but also the life-cycle sustainment effects

• ADs were quickly developing products without regard to life-cycle sustainment constraints

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Results?

At first…

12Image source: http://www.historyinsidepictures.com/siteimages/R57.JPG

Results?

13Image source: https://upload.wikimedia.org/wikipedia/commons/1/19/Train_wreck_at_Montparnasse_1895.jpg

But then…

And the SEs response…

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And the SEs response…

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I told you so!!

(No, not really.)

Why did this happen?

• Remember the definitions…

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Why did this happen?• Agile Software Development is an umbrella term for a set of methods and practices based on the values

and principles expressed in the Agile Manifesto.

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

• Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem:

• Operations

• Cost & Schedule

• Performance

• Training & Support

• Test

• Disposal

• Manufacturing17

Source: https://www.agilealliance.org/agile101/ & http://www.incose.org/AboutSE/WhatIsSE

Symptoms of Uncontrolled Development

• Building tools without regard to how they will be owned, maintained, governed, etc.

• Building tools without regard to operating and sustainment costs

• Building tools without regard to applicable policy (e.g., requirement for Authority to Operate on DoD networks)

• Building tools without regard to future plans (i.e., no product roadmap)

• Building tools without regard to future plans of interfaces and inherited components (e.g., end of life dates for commercial software)

• Building tools without regard to site constraints (e.g., available servers, CPUs, data storage, HVAC, power)

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How to fix?

• Engineer a collaborative environment that maximizes ADs ability to develop quickly while empowering SEs to influence design

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Key Tools

• 3-Tier Roadmap –Show the big picture

• Systems Engineering Plan – Introduce structured approach

• Change Control Board – Allow for inevitable change

• Prioritization and Task Monitoring –Visually measure progress

PLUS

• Understanding of Culture Change

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• 3-Tier Roadmap

• Systems Engineering Plan

• Change Control Board

• Prioritization and Task Monitoring

3-Tier Roadmap

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Execution Tips

• Engage key developers one-on-one, building understanding, relationships, and trust

• Use Post It exercise to capture ideas, align to timeframes, and cluster related concepts

• Ensure to capture viewpoints of other key stakeholders (e.g., sponsor, users, etc.)

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Systems Engineering Plan

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Business Case Analysis Software Development Plan

Test Plan Test Report

Schedule Product Support Plan

Execution Tips

• Avoid the appearance of Waterfall approach (the nemesis of Agile!)

• Vee model concepts are solid, but many developers equate the Vee model to waterfall approach

• Embed SEs with the development team to complete required documentation

• Remember: ADs value “working software over comprehensive documentation”

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Change Control Board

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Execution Tips

• Have ADs actively participate in change request review and approval

• Have ADs dictate the level of documentation required for them to make a decision

• Remember: ADs value “working software over comprehensive documentation”

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Prioritization and Task Monitoring

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Execution Tips

• Leverage Scrum Board style visualization tools

• Allow individual teams to define process within each state and requirements to progress to the next state (e.g., moving from “In Progress” to “Review”)

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But processes and tools are NOT enough…

29Image source: https://pontusstaunstrupdotcom.files.wordpress.com/2014/08/culture-eats-strategy-for-breakfast.png

“Culture eats

Strategy for

Breakfast”

- Peter Drucker

Two Culture Change Frameworks

• Strategic Level

• John Kotter’s 8-step model

• Tactical Level

• Gleicher’s change formula

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John Kotter’s 8-step Model

31Image source: http://gtwebmarque.com/wikis/gtwm/images/8/82/Kotter.gif

Gleicher’s Change Formula

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(Dissatisfaction) (Vision) (First Steps) (Resistance to Change)

Gleicher’s Change Formula(modified by John Sahlin, PhD)

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(Number of Change Efforts)

Missing Elements

34Image source: http://day-by-day.park.bz/2011/02/can-design-drive-organisational-change/

Execution Tips

• Have realistic expectations

• “It’s harder than expected, takes longer than planned, and there’s usually a crisis.” – Thom Walsh, PhD

• Constantly communicate the vision

• Build momentum by taking credit for early wins

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Results?

36Image source: https://en.wikipedia.org/wiki/Golden_spike#/media/File:East_and_West_Shaking_hands_at_the_laying_of_last_rail_Union_Pacific_Railroad_-_Restoration.jpg

Q&A

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In Conclusion

• ADs are great at developing fast

• SEs are great at seeing the big picture as well as managing both near- and long-term risks

• Get the most out of both by creating a collaborative environment that maximizes ADs ability to develop quickly while empowering SEs to influence design

• Be prepared – Culture change is hard and takes significant time

• Key tips:

• Involve ADs in the development and execution of tools (create a sense of ownership and control)

• Shift documentation burden away from ADs

• Avoid the appearance of waterfall

• Embrace appearance of agile and scrum38