Presentation from March 17, 2006 Dinner Meeting

8/9/2019 Presentation from March 17, 2006 Dinner Meeting

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Decomposing the Architect; What are Critical SuccessFactors?

by Gerrit Muller Embedded Systems Institute

e-mail: [email protected]

Abstract

System architects are scarce. If we want to search or educate potential system

architects, then it is useful to know factors that determine the success of system

architects. In this presentation we look at 4 areas: nature, education, environment

and experience. We will make this areas more specific by quantification and illus-

tration.

Distribution

This article or presentation is written as part of the Gaud project. The Gaud 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.

17th March 2006status: preliminarydraftversion: 0 Nature

EducationExperiencepatternsskills

Environmentvariationfeedback

stimulating


2/35

Decomposing Contributing Factors

Nature

EducationExperiencepatterns

skills

Environment

variationfeedback

stimulating

Decomposing the Architect; What are Critical Success Factors?2 Gerrit Muller

version: 017th March 2006

DTAdecomposition


3/35

Structure of this Presentation

3. Nature

2. Education4. Experience

5. Environment

1. Architect

6. Conclusion



DTAdecompositionContent


4/35

3. Nature


5. Environment

1. Architect

6. Conclusion


version: 017th March 2006DTAlogoArchitect


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Observed Typical Growth of System Architects

roottechnical

know-how

generalisttechnical

know-how

business,

application insight

process insight

psycho-socialskills



MATsystemArchitectGrowth


6/35

From Specialist to Generalist

all-round

sp

ecialist system architect

specialist

rootknow-how

aspect

architect

breadth of

know-how

depthof

know-how



MATfromSpecialistToSystemArchitect


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Different Architecting Scopes

architect

product scope

people

scope

technology

only

including

designers(process)

including

individuals(human factors)

including

stakeholders

function product product

line

portfolio

architect

system

architect

product line

architect

portfolioarchitectsolution

context

technology

context

fitting

technical

sound



MSarchitectingScope


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3. Nature


5. Environment

1. Architect

6. Conclusion



DTAlogoEducation


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Proposed Curriculum for System Architects

ESA

SW

Execution

architecture

SARCH

ESAstakeholders

available

missing

external

architecture school

root

technicalknow-how

generalist

technicalknow-how

business, application insight

process insightpsycho-socialskills

apply theory

in practice

become

all-round

experience the

non-technical aspects

see every human

as an individual

System

design

methods

Bredemeyer

SW architecture

Architectural

reasoning

ESA

systemESA

silicon

ESA

mechatronics

marketing, processand many more

Bredemeyer -Role of the architect

Thomas Gilb - EVO,

requirements eng

mathematicsphysicschemistrymechanicalengineeringcomputerscienceelectronicalengineering

conventionalcurriculums

advanced

SARCH

reliability engineeringQFD and more

legend



FARcurriculumSA


10/35

Overview of CAFCR framework

explore

specific details

submethods

framework

integrationvia qualities

reasoning

storyusecaseanalyse

design

detaileddesignanalyse

design

a priori solution know-howmarketvision

safety

performance

+ key drivers+ value chain+ business models+ supplier map

+ stakeholdersand concerns

+ context diagram+ entity relationship

models+ dynamic models

+ use case+ commercial, logistics

decompositions+ mapping technical

functionsand several more

+ constructiondecomposition

+ functionaldecomposition

+ information modeland many more

+ budget+ benchmarking+ performance

analysis+ safety analysisand many more

Customerobjectives Application Functional Conceptual Realization

method outline method visualization

throughput processinglibrary

diagnosticquality

imagequality IQ spec

pixeldepth

CPUbudget

typicalcase

commonconsole

memorylimit

BoM Moore'slaw

purchaseprice

CoO

renderengine

M'

S

M

B

U"

P'

T

U

U' P

profit margin

standard workstation

memory budget



AMOoverview


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Connecting System Design to Detailed Design

100

101

106

105

104

103

102

107 mono-disciplinary

multi-

disciplinary

systemsystem

requirements

design

decisions

parts

connectionslines of code

numberof

details

and growing every year....108



RATWpyramid


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Organizational Problem: Disconnect

Customerobjectives

Application Functional Conceptual Realisation

H

ow

can

the

productbe

realized

Whatare

the

critica

ldecisions

What does Customer need

in Product and Why?

systemrequirements

design

decisions

parts

connections

lines of code

and growing every year....

gap


version: 017th March 2006RATWdisconnect


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Architect: Connecting Problem and Technical Solution

Customerobjectives


How can the product be realizedWhat are the critical decisions

What does Customer need

in Product and Why?

100101

106105

104103102

107

system

requirements

design

decisions

parts

connections

lines of code

numberof

details

and growing every year....108



RATWbreadthAndDepth


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Major Bottleneck: Mental Dynamic Range

100

101

10

6

105

104

103

102

107

numberof

det ails

str

etch

eng

ineer

stretch

system

architect

stretc

h

senior

engineer

100 10 1



RATWmentalDynamicRange


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3. Nature


5. Environment

1. Architect

6. Conclusion



DTAlogoNature


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Profile of an Ideal System Architect

0

1

2

3

4

5

6

7

8

9

communica

tion

team

work

docu

mentatio

n

multi-ta

skin

g

flexibl

e,ope

n

auth

byex

pertise

specialis

t

gene

ralis

t

conc

eptu

al

prag

matic

constru

ctive

critica

l

abso

rptio

nkn

hw

creativ

ity

man

uals

kill

proc

essin

sight

politics

insight

improv

ement

completen

ess

sche

dule

monito

rprogres

s

initia

lcost

decis

ionmakin

g

custom

ervalue

sale

sfeature

commercial

insig

ht

coachi

ng

sele

ctio

n

appraisal

motiva

tion



FPsystemArchitect


17/35

For Comparison: Profile of a Project Leader

0

1

2

3

4

5

6

7

8

9

communica

tion

team

work

docu

mentatio

n

multi-ta

skin

g

flexibl

e,ope

n

auth

byex

pertise

specialis

t

gene

ralis

t

conc

eptu

al

prag

matic

constru

ctive

critica

l

abso

rptio

nkn

hw

creativ

ity

man

uals

kill

proc

essin

sight

politics

insig

ht

improv

ement

completen

ess

sche

dule

monito

rprogres

s

initia

lcost

decis

ionmakin

g

custom

ervalue

sale

sfeature

commercial

insig

ht

coachi

ng

sele

ctio

n

appraisal

motiva

tion



FPoperationalLeader


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Porject Leader vs System Architect

communication

teamwork

documentation

multi-tasking

flexible, open

auth by expertise

specialist

generalist

conceptual

pragmatic

constructive critical

absorption knhw

creativity

process insight

politics insight

improvement

completeness

schedule

monitor progress

initial cost

decision making

customer value

sales feature

commercial insight

coaching

selection

appraisal

motivation

project leader

system architect

0,0

1,0

2,0

3,0

4,0

5,0

6,0

7,0

8,0

9,0interpersonal skills

know-how

reasoning power

processproject man

commercial

human resource man



DTAspiderDiagram


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Most Discriminating Characteristics

Generalist

Multi-tasking

Authority by expertise

Constructive critical

Balance between conceptual and pragmatic



DTAdiscriminatingCharacteristics


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3. Nature


5. Environment

1. Architect

6. Conclusion



DTAlogoExperience


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Example: Trapezoid Pattern

grey level

mapping

Look up tableinvertcontrast / brightness

ou

tpu

t

input

contrast

brightness

gradient field

generation

Gz

Gx

Gy

RF

TETR

wafer stage

movement

vy

t

vx

expose

expose

step



DTAtrapezoidPatterns


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From SW input to physical Effect

breakpoints

(x1, y

1)

(xn, y

n)

(x1, y

1)

(x2, y

2)

(x3, y

3) (x4, y4)

..

analog

signal

discrete

samples(1, v

1)

(t, vt)

(2, v2)

.

.

.

V(t)

DAC

mechanical

optical

orphysical

effectcomp

utation

ac

tua

tion

convers

ion

[m/s][mT/m]



DTAtrapezoidChain


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Discretization effects

input is discrete

output is discrete

potential problems:

staircase effects

not all values can be reached

impact on frequency domainbroken invariants (surface)

potential benefits:

optimized algoritms (fixed point)



DTAtrapezoidDiscretization


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Example of Discretization Problem

x

f(

x)

falsecontour

10 bits pixel value8 bits pixel value



MITORfalseContouring


25/35

Example of Generic Smoothing Consideration

discontinuity infirst derivative

smooth

smooth curves prevent artefacts(vibration, image, clipping)



DTAtrapezoidContinuity


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Architects Collect a Rich Set of Patterns

environment

legend

system

design pattern

time

process pattern

architects move from:

product to productenvironment to environment

architects experience:

thousands of patternsdesign patterns in systems

process patterns in environments



DTAexperience


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3. Nature


5. Environment

1. Architect

6. Conclusion



DTAlogoEnvironment


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Simplified Decomposition of the Business

customer

Customer Oriented Process$$material

sales logisticsproduction servicepresales

Product Creation Process

Policy andPlanning Process

People and Technology Management Process

Business

Drivers

Custome

r

Roadmap

Budget,plan

Product

roadmap

Technology,Process

an

dPeopleroadmaps

Budgets

People

Technolog

y

Process

Requirements

andFeedbac

k

Tec

hn

ical

Pro

duc

t

Documen

tatio

n

Productrelate

d

processes

People

Technology

Process

Informatio

n

Order

Product

$$

Support

ProductRequirements

andfeedback



PDBprocessDecomposition

O S


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Line Organization Stovepipe

commercial

sales

custo

mersupport

m

arketing

research &

engineering

mechanicalengineering

electricalengineering

softwar

eengineering

goods flow

pu

rchasing

logistics

manufacturing

finance &

administration

human resource

management

CEO



DTAlineOrganization

B i O i i S i


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Business Organization Stovepipe

business unit 2product/market oriented

business unit 1product/market oriented

project 1

project 2

project 3

project 4



DTAbusinessOrganization

Diff C


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Different Concerns

sales

customersupport

marketing

mechanicalengineering

electricalengineering

softwareengineering

purchasing

logistics

manufacturing

project 1

project 2

project 3

project 4

customer oriented

result driven

short term

competence, skill oriented

synergy, re-use driven

long term

extrovert

introvert

domin

atin

gstov

epipe

or

compl

ementa

ryculture

s?


version: 017th March 2006DTAmatrixOrganization

P iti i S t A hit ti


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Positioning System Architecting

customer

Customer Oriented Process$$material

sales logisticsproduction servicepresales

Product Creation Process

People and Technology Management Process

Business

Drivers

Custome

r

Roadmap

Budget,pla

n

Product

roadmap

T

echnology,Process

an

dPeopleroadmaps

Budgets

People

Technology

Process

Requiremen

ts

andFeedback

Tec

hn

ical

Pro

duct

Documen

tati

on

Productrelated

processes

People

Technology

Process

Informa tio

n

Order

Product

$$

Support

Pro

ductRequirements

andfeedback

Conte

xt,

Visio

n

Policy andPlanning Process R

ealit

ych

eck

Stake

holder

intera

ctionSystemArchitectureProcess


version: 017th March 2006SAPprocessSimplified

Wh t C W D t I th E i t?


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What Can We Do to Improve the Environment?

systems engineering as discipline

job rotation

stimulate architect exposurestretch all engineers

cultivate customer & market oriented culture

share and invest in future exploration and vision



DTAenvironmentFactors


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3. Nature


5. Environment

1. Architect

6. Conclusion


version: 017th March 2006DTAlogoConclusion

C l i


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Conclusion

Customerobjectives


Environment :

stimulate job rotation

expose engineers

recognize multi-disciplinary

Experience :

>1000 design patterns

and process patterns

Nature:Foster engineers with

architect potential

Education :

How to educate, stimulate

depth and breadth?



DTAconclusion

Presentation from March 17, 2006 Dinner Meeting

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