Systems Thinking and its Applicaon in Embedded · PDF fileSystems Thinking and its Applicaon...
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Systems Thinking and its Applica4on in Embedded Systems Harold “Bud” Lawson FELLOW FELLOW and LIFE MEMBER FELLOW IEEE COMPUTER SOCIETY CHARLES BABBAGE COMPUTER PIONEER
Transcript of Systems Thinking and its Applicaon in Embedded · PDF fileSystems Thinking and its Applicaon...
SystemsThinkinganditsApplica4oninEmbeddedSystems
Harold“Bud”Lawson
FELLOW
FELLOWandLIFEMEMBER
FELLOW
IEEECOMPUTERSOCIETYCHARLESBABBAGECOMPUTERPIONEER
Need for a System Perspective
LPGTrainWreckBorlänge,SwedenApril9,2000
WreckatAastaSta4on,nearElverum,NorwayJanuary4,2000
System Products
Track to TrainTransmissionProduct
On-BoardProduct
Borlänge LPG Train Wreck
• Six freight cars filled with Liquified Petroleum Gas derailed and tipped over at 70 km/h in Borlänge. The speed limit in the area was 40 km/h.
• The station and central Borlänge were declared off-limits to the public. 650 people were evacuated for a week while the train was emptied of its contents.
• ATC braked the train three times in the 30 kilometres before the train crashed in Borlänge station, rail administration Banverket reported.
• ATC infrastucture does not cover Borlänge itself. The driver is thought to have passed a restrictive signal just ahead of the turnout at which the train derailed.
• The driver was drunk and tests showed that he had 1 per mille alcohol in his blood.
Holistic System Perspective
• Safe (Train) Control involves many aspects (technical and non-technical) including strategic planning, finance, resource allocation, human factors, management, administration, maintenance, training and education, catastrophe procedures, laws and regulations and more.
• Involves the use of system thinking to build and analyze models for identifying and relating important multiple technical and non-technical aspects (problems and opportunities).
• Involves prudent decision-making in all aspects. • Involves the use of system engineering in respect to the
life-cycle management of system assets. • Stakeholders must develop the capability to THINK and
ACT in terms of SYSTEMS.
SmartCi4es
CentralRoleofSoUware“SoUwarehasbecomethecri4calinfrastructurewithinthecri4calinfrastructure”–2005Dr.AlanB.Salisbury,FormerCommandingGeneral,U.S.ArmyInforma4onSystemsEngineeringCommand,Co-founderandeditor,TheJournalofSystemsandSoUwareTheEraofCyber-PhysicalSystemsandtheInternetofThingswillbeagamechangerforSoUwareandSystemsEngineersdemandingUnifica4onofthetwoprofessions.
SEMATINITIATIVE(SOFTWAREENGINEERINGMETHODANDTHEORY)
RICHARDSOLEY,BERTRANDMEYERANDIVARJACOBSON• SoUwareEngineeringsuffersfrom:
– Theprevalenceoffadsmoretypicaloffashionindustrythanofanengineeringdiscipline.
– Thelackofasound,widelyacceptedtheore4calbasis.– Thehugenumberofmethodsandmethodvariants,withdifferencesli]leunderstoodandar4ficiallymagnified.
– Thelackofcredibleexperimentalevalua4onandvalida4on.
– Thesplitbetweenindustryprac4ceandacademicresearch.
www.semat.org
Re-FoundingofSoUwareEngineering
• SEMATSupportsaProcessTo:– Includeakernelofwidely-agreedelements,extensibleforspecificuses
– Addressesbothtechnologyandpeopleissues– Aresupportedbyindustry,academia,researchersandusers
– Supportextensioninthefaceofchangingrequirementsandtechnology
RESULTEDINTHEOBJECTMANAGEMENTGROUP(OMG)STANDARDONTHEESSENCEKERNEL
This book has been created to provide various perspectives concerning the problems and opportunities presented by the increasing central role of software in the world’s systems. In particular, the role of and relationship between Software Engineering and Systems Engineering in the provisioning of software systems and their integration into system environments. The perspectives shed light on such aspects as driving concepts and principles, guidance on selecting development approaches, issues of complexity, stakeholder concerns and requirements, the vital role of architecture, governance, resilience, trust, risk, acquisition, supply chains, technical debt, socio-technical aspects, standards, as well as the fundamental aspects of improving communication and understanding.
Of particular importance is the presentation of OMG Essence Kernel and its utilization that are aimed at re-founding Software Engineering. In order to deal with software in the systems context, ideas for providing a complementary Systems Engineering Essence are introduced and a Call to Action to work on this endeavor is issued. The endeavor will lead to a new level of understanding and communication amongst Software and Systems Engineers and provide a common basis for constructing their Methods and Practices based upon the application of the Kernel.
The editors are pleased to be able to present the perspectives of international experts on the issues related to unifying Software and Systems Engineering. Ilia Bider, Barry Boehm, Lindsey Brodie, Francois Coallier, Tom Gilb, Rich Hilliard, Ivar Jacobson, Harold “Bud” Lawson, Anatoly Levenchuk, Svante Lidman, Paul E. McMahon, Moacyr de Mello, Barry Myburgh, Pan-Wei Ng, Don O’Neill, June Sung Park, Sarah Sheard, Ian Sommerville, Ian Spence.
A MUST READ FOR ALL SOFTWARE AND SYSTEMS ENGINEERS!!!
Software Engineering in the Systems ContextAddressing Frontiers, Practice and Education
Softw
are
Engin
eerin
g
in th
e S
yste
ms C
onte
xt
Editors
Ivar Jacobson Harold “Bud” Lawson
Edito
rsIva
r Jacobson
Haro
ld “B
ud” L
aw
son
7Systems
7 Sys
tem
s
THECAST
IliaBiderBarryBoehmLindseyBrodie
FrancoisCoallierTomGilb
RichHilliardIvarJacobson
Harold“Bud”LawsonAnatolyLevenchuk
SvanteLidmanPaulE.McMahon
MoacyrdeMelloBarryMyburgh
Pan-WeiNgDonO’Neill
JuneSungParkSarahSheard
IanSommervilleIanSpence
AMUSTREADFORALLSOFTWAREANDSYSTEMSENGINEERS!!!
ExploringandDefiningSoVware–SystemsRelaXonships(PerspecXves)
• drivingconceptsandprinciples• guidanceonselecXngdevelopmentapproaches• issuesofcomplexity• stakeholderconcernsandrequirements• thevitalroleofarchitecture• agility,governance• resilience,trust,risk• acquisiXon,supplychains• technicaldebt• socio-technicalaspects• standards• fundamentalaspectsofimprovingcommunicaXonand
understandingACALLFORACTION–TOSTRIVETOWARDSUNIFYINGSOFTWAREANDSYSTEMSENGINEERING
ASYSTEMSENGINEERINGESSENCEKERNEL
Traveling in the Systems Landscape
A Journey Through the Systems Landscape ISBN 978-1-84890-010-3 Parcours au Pays des Systèmes Translation: Brigitte Daniel Allegro
.6296.14 x 9.21 6.14 x 9.21
Harold "Bud" Lawson
Systems Thinking has grown during the 20thcentury into highly useful discipline independenttheories and practices. Systems Thinking focusesupon understanding the holistic properties ofcomplex systems and in particular the dynamicrelationships that arise in the interactions ofmultiple systems in operation.
Systems Engineering has gained momentum duringthe latter part of the 20th century and has led to engineering related practices and standards that can be used in the life cycle management of complexsystems. Systems Engineering focusesupon transforming the need for a system into a setof capabilties, requirements, functions or objects,that guide production of products and services thatmeet the need in an effective manner.
The combination of Systems Thinking and SystemsEngineering is of particular interest in establishing thecapabiltiy to ”think” and ”act” in terms of systems.
This series publishes books and proceedings that arerelated to Systems Thinking or Systems Engineeringor both subjects.
A Journey Through theSystems LandscapeA
Journ
ey T
hro
ugh th
e S
yste
ms L
andscape
Haro
ld "B
ud" L
aw
son
1Systems Thinkingand SystemsEngineering
1 Sys
tem
s T
hin
kin
g
and S
yste
ms
Engin
eerin
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Systems thinking design 2b blue_9781904987468-template.qxd 01/02/2010 12:38 Page 1
CourseAlterna4ves• ACADEMICCOURSE(7,5hp)
– FiveDays-TheoryandCaseStudies– ProjectWork(5-8weeks)– TwoDays-ProjectReports– Final(TakeHomeExam)– ManyProjectshaveresultedinProfessionalPublicaXons– ExperienceinmixingGraduateandProfessionalDevelopmentParXcipants
• PROFESSIONALDEVELOPMENT– ThreeDays-TheoryandCaseStudies
• PROFESSIONALAWARENESS– OneDayOverview
”Learning within the Unknowable”
Mystery ….. Mastery
Flood, R.L., Rethinking the Fifth Discipline, 1999
For all but trivial systems, complete knowledge is virtually impossible
To improve capabilties it is important to learn to think and act in terms of systems.
A]ainingaSystemsPerspec4ve(Learningto“Think”and“Act”inTermsofSystems)
SYSTEMCOUPLINGDIAGRAM
NAMINGSYSTEMS
Fundamental Concepts We believe that the essence of a system is togetherness, the drawing together of various parts and the relationships they form in order to produce a new whole…. John Boardman and Brian Sauser The structure of a system is a static property and refers to the constituent elements of the system and their relationship to each other. The behavior is a dynamic property and refers to the effect produced by a system in operation. Emergence arises from both the predictable and unpredictable operational behavior of a system itself and/or in relationship to the environment in which the system resides.
Togetherness
StructureBehaviorEmergence
NarrowSystemofInterest(NSOI)WiderSystemofInterest(WSOI)
OrganizedSimplicity
EnvironmentWiderEnvironment
OrganizedComplexityDisorganizedComplexity
Peoplerelated
ThemaXcSystem
RespondentSystem
SituaXonSystemSustainedSystem
Assets
HierarchyNetwork
DefinedPhysicalSystemDefinedAbstractSystem
HumanAcXvitySystem
NaturalSystem
Fundamental
TopologyFocus
Complexity
Roles
Types
ASYSTEMOFSYSTEMCONCEPTSTHESYSTEMSURVIVALKIT
Systems Thinking
• Systems thinking is a process of discovery and diagnosis – an inquiry into the governing processes underlying the problems we face and the opportunities we have
• Evolved during the 20th century
• Pioneered by Ludwig von Bertalanffy, Jay Forrester, Peter Senge, Peter Checkland, Russel Ackoff, Staffard Beer, Wes Churchman, John Boardman and others.
• Systems Thinking is an essential part of the discipline of Systems Science and has a strong relationship to Operations Research and Decision Analysis
Hard and Soft Systems • Hard systems characterized by the ability to define purpose,
goals and missions that can be addressed via engineering methodologies in attempting to in some sense “optimize” a solution
• Soft systems characterized by extremely complex, problematical and often mysterious phenomenon for which concrete goals cannot be established and which require learning in order to make improvement
• Soft Systems not limited to the social and political arenas and also exist within and amongst enterprises where complex, often ill-defined, patterns of behavior are observed that are limiting the enterprise ability to improve
Models and Views
my viewpoint is … My view based on My view based on
my viewpoint is … My view based on my viewpoint is …
View View View
One or more models are utilized to create Views
Boardman and Sauser All models are wrong … but some are useful !!!
• No model should be built unless we know: • What we are looking at,
• Why we are looking at it.
• From where (which standpoint) we are looking at, and
• What it is we believe we can see better because we have the model.
• The last thing of significance in building a model, in our consideration is the how.
System Focus
Where is the Problem or Opportunity?
Some Modeling Methods for Observing and Describing
• Finding Root Causes
– The Five Why’s
– The Problem is…
• Influence Diagrams
• Links, Loops, Delay Language - Archetypes
• Rich Pictures
• Systemigrams
• Stella and ITHINK
• Mathematical Systems Modelling
Senge’s Links, Loops and Delay Example
System Archetypes
Reinforcing and Balancing Loops Example
Signs that a systems thinking approach is warranted
* There are multiple perspectives on just what the situation is, and how to deal with it. * Things seem to oscillate endlessly. * A previously applied fix seems to overshoot the goal * A previously applied fix has created problems elsewhere * Over time there is a tendency to settle for less * After a fix is applied the problem returns in time * The same fix is used repeatedly * There is a tendency to allow an established standard to slip * Growth slows over time * Partners for growth become adversaries * Limitations experienced are believed to result from insufficient capacity * There is more than one limit to growth * Limited resources are shared by others * Growth leads to decline elsewhere
Gene Bellinger www.systems-thinking.org
Use of Archetypes Senge, P., et.al. The Fifth Discipline Fieldbook, 1994.
Rich Pictures
Flood and Gaisford (1989)
Systemigrams
IntelligenceCommunity
Rapidcommunity
reconfiguration
Integratedend-to-endcollectionenterprise
Fuseddomestic &
foreignintelligenceenterprises
Talentattractiveness
IntegratedIntelligence
PPBE
IntegrationIntelligenceStrategies
Commonpersonnel
(PE&C) plan
Targetdevelopment
boards
End-to-endbudgetary
process
Traditionaltechniques
Assuminganalytical
community
Stove-pipedintelligence
expertise
Institutionalincapacitation
Increasinglyelusive and
diffuse threats
Policymakers
Badlyequipped and
badlyorganisedagencies
Missionfocus
Integrationleadership
HRTransformation
Informationaccessibility
US and itsallies
Intelligencegaps and
uncertainties
TransformationProgram
comprises
which includes
too slow anddeficient
communicating to
who help safeguard
use
have decliningutility against
that seek todestroy
suffersfrom
createdby
leadsto
that frustrates
go undetected by
has a primaryresponsibility to protect
is undergoing a
contributes to
is supported by
that help createcombats
utilises
to enhance
addresses
must overcome
must address
which impede
that create
should facilitate
will use
to createrequires
to produce
thatsupports
that aids
that supports
required by
to reflect
to benefit
Reflecting the System Coupling Diagram
Boardman and Sauser, 2008
Technology Readiness Levels
AnotherExample
SystemigramTRLbasic.sgmI Donate
Systemigram
TRL
maturity
technologies
simulatedoperational
relevantdevelopment
researchlaboratory
paper
analytic
laboratory
"low fidelity"components
integrated
prototype
actualoperational
system
Verification& Validation
test
missionoperation
environment
studiesdocumentation
measures
of
dependson the
justifies
forlevels
1, 2, or3 of the
that areconsidered
when
onlyat
areconsidered
level 4
testaccountsfor level
5
used to testthe
accountsfor level 6
used to testthe
accountsfor level
7
becomesa
thatcompleted
accountsfor level
8
thatis in
accountsfor level
9
Systemigram of Technology Readiness Levels by Ivonne Donate
Checkland’s Action Research
Soft System Methodology (SSM) To realize the aims of action research, Checkland successively worked on the evolution of a methodology for dealing with soft systems composed of complex human activities.
(SSM) is based upon the need to learn in order to improve some form of purposeful activity system which provides some form of T (Transform) of an I (Input) to and O (Output).
Thematic system need is then captured in the form of a learning system composed of the elements and relationships.
Checklands Model for the Inquiry/Learning Cycle
�A Paradigm for Thinking and Acting�
(OODA and PDCA Loops)�
Integrating OODA and PDCA
Systems Engineering Discipline
INCOSE Handbook for Systems Engineering Structure based on ISO/IEC 15288
SystemsEngineeringisanengineeringdisciplinewhoseresponsibilityiscreaXngandexecuXnganinterdisciplinaryprocesstoensurethatthecustomerandstakeholder’sneedsaresaXsfiedinahighquality,trustworthy,costefficientandschedulecompliantmannerthroughoutasystem’senXrelifecycle.ConsensusdefiniXonfromINCOSEFellows
Key System Success Factors
• Establishment and Communication of Driving Concepts and Principles
• Balance in respect to Architecture - Processes, Methods and Tools
• Balance in respect to Processes - Enterprise and Competence
PurposeofArchitec4ng…istoensurethatthevariouspartsofoursystems,whenconnectedtoeachotherandplacedintheiropera4ngenvironment:-fittogether-worktogether-achievetherequiredeffect-donotproduceunacceptableside-effectsandcanbe-keptopera4onalover4me-reconfiguredtomeet“reasonableunforeseen”circumstances.-HillarySilli4o”Architec;ngSystems”,Volume6CollegePublica;onsSystemsSeries
CourseAlterna4ves• ACADEMICCOURSE(7,5hp)
– FiveDays-TheoryandCaseStudies– ProjectWork(5-8weeks)– TwoDays-ProjectReports– Final(TakeHomeExam)– ManyProjectshaveresultedinProfessionalPublicaXons– ExperienceinmixingGraduateandProfessionalDevelopmentParXcipants
• PROFESSIONALDEVELOPMENT– ThreeDays-TheoryandCaseStudies
• PROFESSIONALAWARENESS– OneDayOverview
ApplyingSystemsthinkingtoarchitectureconceptsinthe
electricalsystemforheavydutyvehicles.
MichaelGeorghiou,JonianGrazhdaniandJanLindman
SCANIAAB
SOI–SystemOfInterestSOI• Electricalsystemarchitecture• Nodesystemarchitecture• ElectricalsystemR&Dorganisa4on
WSOI• Vehicleelectricalsystem• R&Dorganisa4on
NarrowEnvironment• AUersales• Lawsandregula4ons
WiderEnvironment• Produc4on• Endcustomer• Society
Architectureconcepts
Similarproblems,
similarsolutions
One electricalsystem,different
configurations
Design forfuture rebuilds
In-housedevelopment of
systems forbusiness critical
functionalityModularisation
Layer basedSW
Time drivenexecution
DistributedfunctionalityFunctionality managers
Strive forsimple and
stableinterfaces
Standard communicationprotocol
Configurablefunctionality
Centralisedreference valuemanagement
Electricalsystem
concepts
Nodeconcept
Electricalsystemsprinciples
results in
results inimplies
results in
results in
results inresults in
results in
results in
results in
ChangeManagement
Projects
PQ
Object Definitions
NM TechnicalMeeting
NE TechnicalMeeting
RE TechnicalMeeting
Change RequestsSystemMeeting
SOP Tasks
ImplementationTasks
Field QualityIssues
ContinuousImprovements
CCB
CompetenceGroups
Product ChangeRequests
FOL
Start-up andDecision Meeting
DesignAdjustments
ProductChanges Technical
Meetings
Project DecisionMeetings
Electrical SystemMeetings
NodeSystem
Meetings
generates
generate
generate
are divided into
approve
generates
approves
generates
approve
approves
creates
are assigned to
are represented in
approves
are presented at
gives feedback to
is represented in
is represented in
are represented in
generate
ProducXonSystemofGasSensors-ASystemsThinkingPerspecXve
AfifaRahatulainIndustrialPhDStudent
SenseAirAB/IndustrialProduc4on,KTH
4/21/16 [email protected] 46
4/21/16 [email protected] 47
INPUTS(Funds,Raw
materials,work-hours,drawings,
machines)
CONVERSIONPROCESS
(Operational&SupportingActivities)
OUTPUTS(Finished
prodcuts,finishedgoods,services,
etc.)
HumanResourceR&D Finance ITSupport
OtherSupportingDepts.withinOrganization
RawMaterialSuppliers
Customer/End-User
Shipping/TransportCompanies
EquipmentProvider
Production System –An overview
NSOI
WSO
NarrowEnvironmentWiderEnvironment
Systems of Interest
4/21/16 [email protected] 48
Flood&Carson,1993
NarrowSystemofInterest• Sensors,Components,PCBs,etc.• Assembly(Glueing,curing,
soldering)• Labeling,Scanningcodes,milling• Calibra4on• FinalAssembly&tests• Packaging• Inventory,Warehouse
NarrowEnvironment• ESDprotec4on• Gasregula4ons• Controlledclimate
WiderSystemofInterest• R&D• Logis4cs• Administra4on• HumanResource• Tech.Support• Customers• Rawmaterialsuppliers• QualityControl
WiderEnvironment• Globalmarkettrends• Popula4ongrowth• Environmentalawareness
4/21/16 [email protected] 49
SituaXonGlobaleconomicrecession-SensorXdemandâ-Robot1inopera4on,-Robot2idle- ManuallabelingHowtouXlizeresourcesefficiently?
SystemAssets• Pick&PlaceRobot1• Pick&PlaceRobot2• SolderingRobot• GlueingRobot• Manuallabeling
sta4on• Curingsta4on• Calibra4onSta4on• CSA(finalassembly)
sta4on• Packaging• Inventory/warehouse• Personnel• ..
RespondentSystemRobot2u4lizedforautoma4clabelingrobotbychangingtoolandadjus4ngitsparameters.ControlElement:SensorgroupXteamleader
Case 1: Real Situation
Results:• Delivery4mesignificantlyreduced• Efficientu4liza4onofresources• 100%customersa4sfac4on
4/21/16 [email protected] 50
SituaXon-SensorXproduc4ondoubles-SensorYproduc4onsame-WorkloadatCSAsta4onincreasedHowtofulfilltheordersonXmewiththesamenumberoflimitedresourcesinCSA??
SystemAssets• Pick&PlaceRobot1• Pick&PlaceRobot2• SolderingRobot• GlueingRobot• Manuallabeling
sta4on• Curingsta4on• Calibra4onSta4on• CSA(finalassembly)
sta4on• Packaging• Inventory/warehouse• Personnel• ..
RespondentSystemSolderingopera4onsrescheduledandsolderingrobotsharedbyCSAsta4onwhennotinusebysensorYsta4on.ControlElement:Opera4onsGroup
Case 2: Thematic Situation
Results:• NoManualworkload;reducedlaborcost• Timelyfulfillmentoforders• CustomerSa4sfac4on
Systemigram
4/21/16 [email protected] 51
BusinessModel
Investors
Management
Finances
HumanResource
ManualWorkforce
GlobalMarket
ProductDemand
TechnologicalInnovations
R&DProduct
R&DProduction
Product
Customer
EnvironmentalAwareness
PopulationGrowth
Logistics
Shop Floor
SafetyRegulations
Equipment& Machinery
QualityControl
RawMaterial
RawMaterialSupplier
havean
impacton
havean
impacton
ismodified
by
isinfluenced
by the
affects
isaffected
by
areinterested
in
toprovide
controls
toprovide
controls areusedby
imposeconstraints
onimpose
constraintson
imposeconstraints
on
consistsof
isrunby
undergoes
beforesendingto the
viahas animpact
on
isinfluenced
by
provides
forthe
influences
ismodified
by
Hazards Identification based on System Elements
4/21/16 [email protected] 52
Catastrophic:• Gascylinderexplosion
Hazardous:• ESDprotecXondisabled• Gasleakage
NoSafetyEffect:• Assemblyequipmentfailure
Minor:• IncorrectcalibraXon• Glueingrobot
malfuncXons• ControllerFailure
Major:• Millingmachinefailure
THANKS FOR YOUR ATTENTION
Questions and Discussion!!!!
