Module System Architecture Context by Gerrit Muller Buskerud University College and Buskerud University College e-mail: [email protected] www.gaudisite.nl Abstract The system architecture process is positioned in a wider context: First in the business context, then in the Product Creation Process context. Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. September 24, 2014 status: draft version: 1 Process Decomposition of a Business by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl Abstract This article positions the system architecture process in a wider business scope. This positioning is intended to help understanding the processes in which the system architect (or team of system architects) is involved. It focuses on an organization that creates and builds systems consisting of hardware and software. Although other product areas such as solution providers, services, courseware, et cetera also need system architects, the process structure will deviate from the structure as presented here. $$ logistics production service People Technology Process People, Process, and Technology Management Process People Technology Process Product-related processes Needs and Feedback Customer-Oriented Process Product Creation Process Needs and Feedback Support Order Product Information presales sales material Technical Product Documentation Product roadmap Budgets September 24, 2014 status: concept version: 1.1 Technology, Process, and People roadmaps This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. Budget, plan Policy and Planning Process Distribution Product Needs and feedback Business Drivers Customer Roadmap customer $$ Simplified Decomposition of the Business logistics production service People Technology Process Needs and Feedback People, Process, and Technology Management Process version: 1.1 September 24, 2014 PDBprocessDecomposition People Technology Process Product-related processes Technical Product Documentation Customer-Oriented Process Product Creation Process Process Decomposition of a Business 3 Gerrit Muller Support $$ Product Order Information presales sales material Needs and Feedback Budget, plan Product roadmap Budgets Technology, Process, and People roadmaps Policy and Planning Process Product Needs and feedback Business Drivers Customer Roadmap customer $$ Financial Characterization of Decomposition People Technology Process Assets People and Technology Management Process version: 1.1 September 24, 2014 PDBprocessDecompositionByValue Support People Technology Process Product-related processes Technical Product Documentation logistics production service flow h s a Product Creation Process C 's w o r r o m To Process Decomposition of a Business 4 Gerrit Muller $$ Product Order Information Budget, plan Product roadmap Budgets Technology, Process, and People roadmaps tion $$ a r e n e G w o l f sh Oriented Process CaCustomer presales sales material Needs and Feedback nt e m e g a n Ma Policy and Planning Process Product Needs and feedback Business Drivers Customer Roadmap customer Multiple Instances per Process Customer Oriented Process: Depends on geography, customer base, and supply chain. Product Creation Process: One per entity to be developed, where such an entity can be a product family, a product, or a subsystem. People and Technology Management Process: One per “competence”, where a competence is a cohesive set of technologies and methods. Policy and Planning Process: One per business. This is the pro-active integrating process. Process Decomposition of a Business 5 Gerrit Muller version: 1.1 September 24, 2014 PDBprocessInstancesList The Value Chain and the Opposite Feedback Flow Support $$ Product Order Information $$ People Technology Process Product Creation Process People Technology Process e Product related processes Va lu bac k Requirements and Feedback Technical Product Documentation Customer-Oriented Process material Fe ed Budget, plan Product roadmap Budgets Technology, Process, and People roadmaps Policy and Planning Process Product Needs and feedback Business Drivers Customer Roadmap customer People, Process, and Technology Management Process Process Decomposition of a Business 6 Gerrit Muller version: 1.1 September 24, 2014 PDBprocessDecompositionPlusFlow Support $$ Customer-Oriented Process Process Decomposition of a Business 7 Gerrit Muller $$ Product Material Order Realization Service Support Pr od r de Or Order Acquisition uc t Order Information Decomposition of the Customer Oriented Process version: 1.1 September 24, 2014 PDBcustomerOriented Extended with Generic Developments material Support logistics $$ sales Product Order Information presales production service $$ Product-related processes Technical Product Documentation Needs and Feedback Customer-Oriented Process People Technology Process Product Creation Process generics Budget, plan Product roadmap Budget, plan Product generics roadmap Budgets People Technology Process Generic Developments Creation Process People Technology Process Technology, Process, and People roadmaps Policy and Planning Process Product Needs and feedback Business Drivers Customer Roadmap customer People, Process, and Technology Management Process Process Decomposition of a Business 8 Gerrit Muller version: 1.1 September 24, 2014 PDBprocessDecompositionExtended The Product Creation Process by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl Abstract The Product Creation Process is described in its context. A phased model for Product Creation is shown. Many organizations use a phased model as blueprint for the way of working. The operational organization of the product creation process is discussed, especially the role of the operational leader. 0. feasibility Distribution 1. definition 2. system design 3. engineering 4. integration & test 5. field monitoring needs specification This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. design September 24, 2014 status: concept version: 2.2 verification engineering Legend: core information in draft full under development 50% most information available in concept preparing or updating work information is stable enough to use heavier change control The Product Creation Process in Business Context Support logistics production service People Technology Process Product Creation Process version: 2.2 September 24, 2014 PCPcontext People Technology Process Product related processes Technical Product Documentation Customer Oriented Process People and Technology Management Process The Product Creation Process 10 Gerrit Muller $$ Product Order Information presales sales material Requirements and Feedback Budget, plan Product roadmap Budgets Technology, Process and People roadmaps Policy and Planning Process Product Requirements and feedback Business Drivers Customer Roadmap Customer $$ Phasing of the PCP at Business Level 0. feasibility 1. definition 2. system design 3. engineering 4. integration & test sales logistics production service development & engineering: marketing, project management, design The Product Creation Process 11 Gerrit Muller version: 2.2 September 24, 2014 PCPbusinessPhases 5. field monitoring Phasing the Design Control Process 0. feasibility 1. definition 2. system design 3. engineering 4. integration & test 5. field monitoring needs specification design verification engineering Legend: core information in draft full under development The Product Creation Process 12 Gerrit Muller 50% most information available in concept preparing or updating work version: 2.2 September 24, 2014 PCPdesignPhases information is stable enough to use heavier change control Advantages and Disadvantages of a Phased Process benefits disadvantages blueprint: how to work following blueprint blindly reuse of experience too bureaucratic employees know what and when transitions treated black and white reference for management The Product Creation Process 13 Gerrit Muller version: 2.2 September 24, 2014 PCPphasesProsAndCons Characteristics of a Phase Model large impact decisions order order product long-lead high-cost announcement items items phase transitions check points 0. feasibility 1. definition 2. system design 3. engineering 4. integration & test concurrency needs specification design verification engineering iteration The Product Creation Process 14 Gerrit Muller version: 2.2 September 24, 2014 PCPcharacteristics 5. field monitoring Decisions and Phase Transitions Define a minimal set of large-impact decisions. Define the mandatory and supporting information required for the decision. Schedule a decision after the appropriate phase transition. Decide explicitly. Communicate the decision clearly and widely. The Product Creation Process 15 Gerrit Muller version: 2.2 September 24, 2014 PCPdecisions Evolutionary PCP model test and evaluate requirements specification 2% of budget (EVO) 2 weeks (XP) up to 2 months per cyclus build The Product Creation Process 16 Gerrit Muller design version: 2.2 September 24, 2014 PCPspiral Decomposition of the Product Creation Process Product Creation Process Operational Management specification budget time planning progress control resource management risk management project log The Product Creation Process 17 Gerrit Muller Design Control Marketing profitability saleability technical needs what is needed customer input specification what will be realized design how to realize verification meeting specs following design engineering how to produce and to maintain customer expectations commercial structure product pricing market introduction introduction at customer feedback version: 2.2 September 24, 2014 PCPdecomposition Operational Organization of the PCP operational entire portfolio product family single product portfolio operational manager operational manager module The Product Creation Process 18 Gerrit Muller architect project leader project leader marketing manager family family architect (single product) commercial portfolio portfolio family product architect subsystem subsystem technical subsystem architect developers version: 2.2 September 24, 2014 PCPoperationalOrganization marketing manager product manager Prime Responsibilities of the Operational Leader Specification Quality Resources The Product Creation Process 19 Gerrit Muller Time version: 2.2 September 24, 2014 PCPoperationalTriangle The Rules of the Operational Game business management define project project leader specification, resources, time update project assess risks determine feasibility accept or reject accept execute project within normal quality rules The Product Creation Process 20 Gerrit Muller version: 2.2 September 24, 2014 PCPoperationalGame Operational Teams Sales Manager Logistics Quality Assurance Application Manager Operational Support (project manager) Marketing or Requirements Product Manager Analyst Operational Leader (project leader) Subsystem Operational Leaders Architect Test Engineer Service TechnologySpecific Architects Subsystem Architects Development support The Product Creation Process 21 Gerrit Muller version: 2.2 September 24, 2014 PCPconcentricTeams Manufacturing The System Architecture Process by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl Abstract The System Architecture Process is positioned in the business context. This process bridges the gap between the Policy and Planning Process and the Product Creation Process. The purpose of the System Architecture Process is to provide the Integral Technical overview and consistency, and to maintain the integrity over time. Subjective characteristics as elegance and simplicity are key elements of a good architecture. The scope of the system architecture process is illustrated by showing 5 views used in a reference architecture, ranging from Customer Business to Realization. $$ Support Order Information Product logistics production service Product related processes tio n ke Sta Needs and Feedback ng P ro c e int Product Technical era hold Documentation c er Customer-Oriented Process ss Product Creation Process People, Process, and Technology Management Process People Technology Process isio tex t, V Co n Arc hite cti presales sales material People Technology Process Product roadmap ms n Budgets September 24, 2014 status: concept version: 2.3 Technology, Process and People roadmaps This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. Sys te Budget, plan Policy and Planning Process Distribution Product Needs Rea and feedback lity che ck Business Drivers Customer Roadmap customer $$ System Architecting Process in Business Context ss Product Creation Process version: 2.3 September 24, 2014 SAPprocessSimplified People Technology Process Product related processes ng P ro c e People, Process, and Technology Management Process The System Architecture Process 23 Gerrit Muller Support $$ Product Order Information Customer-Oriented Process Sta int keProduct Technical era hold Documentation cti er on tect i material logistics production service People Technology Process isio n tex t, V Co n Arc hi presales sales Needs and Feedback Product roadmap ms Budgets Technology, Process and People roadmaps Sys te Budget, plan Policy and Planning Process Product Needs Rea and feedback lity che ck Business Drivers Customer Roadmap customer $$ Map of System Architecting Process and Neighborhood Business Marketing verification engineering design People and Technology specification Budget Roadmapping requirements Systems Architecting Design Control Project Management Policy and Planning The System Architecture Process 24 Gerrit Muller Product Creation version: 2.3 September 24, 2014 SAPprocessMap System Architecting Relation between PPP and PCP Context: Product Portfolio, Time Policy and Planning Process Vision, Policy, Intention Practical Knowledge Feedback from Reality The System Architecture Process 25 Gerrit Muller version: 2.3 September 24, 2014 SAPcouplingPPPtoPCP Product Creation Process System Architecting Key Issues key words balance consistency balancing acts internal requirements External long term interests Short term needs risks from requirements to verification Efforts Mutual influence of detailed designs costs Value integrity example trade-offs simplicity performance synergy elegance stakeholder satisfaction The System Architecture Process 26 Gerrit Muller functionality qualities specific solution version: 2.3 September 24, 2014 SAPkeyIssues Exercise Product Creation Process 1. Map operational organization. 2. Report on one flip the best case. 3. Identify the relationships of the core team: geographical, organizational, psychological, et cetera. 4. Report the result of 3 on one flip. Exercise Product Creation Process 27 Gerrit Muller version: 2.3 September 24, 2014 MSACexercise Process Decomposition of a Business Importance in Financial terms Value Chain and Feedback Flow Support $$ Order Information Product related processes $$ People Technology Process Product Creation Process People Technology Process e Va lu k bac Fe ed Technical Product Documentation Customer-Oriented Process material Requirements and Feedback Budget, plan Product Needs and feedback Customer Roadmap Business Drivers Product roadmap Budgets People Technology Process Product-related processes People Technology Process hflow Creation Process 's Cas orrow TomProduct Policy and Planning Process Technology, Process, and People roadmaps Support $$ Product Order Information presales sales logistics production service eration $$ GenProcess shflowOriented CaCustomer Technical Product Documentation material Needs and Feedback Budget, plan Product roadmap Budgets Product Needs and feedback Business Drivers Customer Roadmap Technology, Process, and People roadmaps Policy and ent em anagProcess MPlanning Product customer customer People and Technology Management Process Assets People, Process, and Technology Management Process intentionally left blank intentionally left blank Exercise Product Creation Process 28 Gerrit Muller version: 2.3 September 24, 2014 Product Creation Process PCP involves all disciplines, much more than D&E 0. feasibility 1. definition 2. system design 3. engineering 4. integration & test 5. field monitoring Phased Process 0. feasibility 3. engineering 4. integration & test logistics verification production engineering Legend: core information in draft full under development 50% most information available in concept preparing or updating work Incremental Development test and evaluate requirements specification intentionally left blank 2% of budget (EVO) 2 weeks (XP) up to 2 months per cyclus build design Exercise Product Creation Process 29 Gerrit Muller 5. field monitoring specification design development & engineering: marketing, project management, design 2. system design needs sales service 1. definition version: 2.3 September 24, 2014 information is stable enough to use heavier change control PCP Decomposition and Operational Management PCP decomposition Architecture at all levels; From portfolio to subsystem operational Product Creation Process Operational Management Design Control specification budget time technical Marketing profitability sellability portfolio entire portfolio operational manager product family operational manager single product commercial portfolio marketing manager family family marketing manager architect (single product) project leader product manager product architect subsystem subsystem portfolio architect family subsystem project leader module Operational Commitment technical architect developers Core: Operational + Technical + Commercial Specification Sales Manager Logistics Quality Assurance Application Manager Requirements Analyst Quality marketing manager Exercise Product Creation Process 30 Gerrit Muller project leader architect Test Engineer Service Resources Operational Support (project manager) Time TechnologySpecific Architects Development Support version: 2.3 September 24, 2014 Subsystem Operational Leaders Subsystem Architects Manufacturing System Architecture Process Key Issues In Business Context Support $$ Product Order Information consistency ss Product Creation Process $$ balancing acts internal requirements External long term interests Short term needs risks from requirements to verification Efforts Mutual influence of detailed designs costs Value integrity example trade-offs simplicity People Technology Process Product related processes ng P ro c e Sta int keProduct Technical era hold Documentation cti er on tect i performance synergy elegance People Technology Process tex t, V isio n Arc hi balance logistics production service Customer-Oriented Process Needs and Feedback Product roadmap Budgets ms key words presales sales material Co n Technology, Process and People roadmaps Sys te Budget, plan Policy and Planning Process Product Needs Rea and feedback lity che ck Business Drivers Customer Roadmap customer stakeholder satisfaction People, Process, and Technology Management Process 5 Views functionality qualities specific solution intentionally left blank drives, justifies, needs enables, supports What does Customer need in Product and Why? Product How Customer What Customer How Product What Customer Application Functional Conceptual Realization objectives Exercise Product Creation Process 31 Gerrit Muller version: 2.3 September 24, 2014
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