1. 2:1 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted ES/SDOE 678 Reconfigurable Agile Systems and Enterprises Fundamentals of Analysis, Synthesis, and Performance ES/SDOE 678 Reconfigurable Agile Systems and Enterprises Fundamentals of Analysis, Synthesis, and Performance Session 2: Problem Space and Solution Space School of Systems and Enterprises Stevens Institute of Technology, USA

2. 2:2 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Guest Speaker: Andreas Raptopoulos Drones for good Poptech 2012, Camden, Maine, 18-20 October Video: http://poptech.org/people/andreas_raptopouloshttp://poptech.org/people/andreas_raptopoulos File5.2 Andreas Raptopoulos is the founder and CEO of Matternet, building a network of unmanned aerial vehicles (UAVs) to transport medicine and goods in places with poor road infrastructure. Matternet's "drones for good" use small, electric UAVs to transport packages weighing up to 2 kilos and containing items like vaccines, medicines or blood samples, over distances of 10 kilometers at a time. By creating a new paradigm for transportation that leapfrogs roads, Matternet is helping to revolutionize transportation in both the developed and developing world. Matternet Matternet Inc. is a startup based in Palo Alto, California. The Matternet: A Flying Autonomous Delivery System For The Developing World Where Matternet is going, it doesn’t need roads. But the people there need food and medicine. And these drones can bring it to them. www.fastcoexist.com/1678463/the-matternet-a-flying-autonomous-delivery-system-for-the-developing-world The Matternet is being developed in three stages. In the first stage, the Matternet team anticipates carrying loads of one to two kilograms. The team's prototype (pictured above) can already do this, but its autonomous capabilities have not yet been tested. During the second stage, the autonomous vehicles will carry 200 kilograms, and automated solar-powered recharging stations will be installed on the ground. In the third stage, the vehicles will be able to carry up to 1,000 kilograms--so they will be able to transport both goods and people. The prototype AAVs are quadcopters that have a range of 10 kilometers, but the technology may change as the project advances. Also see: http://matternet.ushttp://matternet.us

3. 2:3 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted How Does It Get Built? http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html The Internet rolled out by using the common global network as a starting point. It then piggybacked on public infrastructure to connect people up. Each new connection increased the value of the network. Dronet, in contrast, will emerge from peer to peer (p2p) connections as well as a few local hub and spoke delivery networks. Let me walk you through it... I set up a landing pad. You set up a landing pad. We have a delivery network with a little effort on software and routes (take off, 300 ft straight up, GPS point to point, hover over target, landing provides a beacon for landing precisely). It solves our problem. We don't go to the FAA or any government agency for permission. Then, someone develops a on-line system for registering landing pad locations and capabilities. I register my landing pad in that system. With the next iteration of the system, I actively connect my landing pad to the system via a wireless hookup. At that point, the status and capabilities of the pad are part of a global network that is forming. Soon, there are a dozen pads in my area within hoping distance. I note that a couple are at homes of friends and a local makerspace. We start to regularly deliver stuff via our network. To solve our problems, we see advances in the following areas: Drones begin to connect to the emerging online system. They do this through wireless connections via landing pads and cell phone networks. They report status -- location to speed to altitude to power level. Drones get new capabilities. Rapid swap batteries and wireless recharging capabilities. Drone payloads get modularized. Standard packaging metrics and weights. Dronet gets more detailed and real-time in its coverage of landing pad and drone activity. People write apps that allow people to coordinate drone flights and performance metrics. Small companies and coops (like the micro ISPs that we saw in the mid 90's) that provide drone landing pads and drone connectivity emerge everywhere simultaneously. They offer drone pick ups and move quickly to adopt new standards as they emerge. Soon thereafter, controls engineers jump in with a drone routing protocol based on some earlier work for a different purpose. That bare bones protocol serves as a way to route drones from point to point and across multiple hops based on real-time status data. The Dronet coops and companies begin to peer with each other, and work on establishing multi-hop systems. The local networks that grow the fastest are the ones that make easy for people to buy a pad and connect to the emerging network.

4. 2:4 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted How to Roll Out Dronet John Robb. 06 Jan 2013. Global Guerrillas. http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html Have fun inventing the world, On that note, here's a rolling drone. It will challenge your thinking about drones/bots a bit. File5.2 www.youtube.com/watch?v=KbtkpYIbuCw&feature=youtu.be

5. 2:5 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Drone Net References An internet of airborne things. The Economist, Technology Quarterly: Q4 2012. www.economist.com/news/technology-quarterly/21567193-networking-enthusiasts-dream-building-drone-powered-internet-carry-objects An Open Drone Network vs. Closed Logistics Network. John Robb Blog, 3Jan2013 http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html What a Dronet (a more compressed spelling) Can Leverage. John Robb Blog, 3Jan2013 http://feedproxy.google.com/~r/typepad/rzYD/~3/-JajzPnlw8c/what-a-dronet-a-more-compressed-spelling-can-leverage-.html DRONET How to Build It. John Robb Blog, 4Jan2013 http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.htm l How to Roll Out Dronet. John Robb Blog, 6Jan2013 http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html

6. 2:6 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Amazon unveils futuristic plan: Delivery by drone http://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/ http://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/ December 02, 2013 Amazon's secret R&D project aimed at delivering packages to your doorstep by "octocopter" mini-drones with a mere 30-minute delivery time Amazon CEO Jeff Bezos had a big surprise for correspondent Charlie Rose this week. After their 60 Minutes interview, Bezos walked Rose into a mystery room at the Amazon offices and revealed a secret R&D project: “Octocopter” drones that will fly packages directly to your doorstep in 30 minutes. It’s an audacious plan that Bezos says requires more safety testing and FAA approvals, but he estimates that delivery-by-drone, called Amazon “Prime Air,” will be available to customers in as soon as 4-5 years. The story had been in the works for months before the Amazon representatives started hinting that a new project might be revealed to 60 Minutes. “I only knew that there was a surprise coming. I had no idea what it was,” says 60 Minutes producer Draggan Mihailovich. “They kept saying over and over again, ‘Whatever you think it is, it isn't.’” Mihailovich grew skeptical when the Amazon PR team began to hype their surprise behind the scenes. “How great can this be?” he thought. When Rose, Mihailovich, and Sommer finally saw the drones, they were perplexed. Then Bezos played a Prime Air demo video for the 60 Minutes team that showed how his octocopters will pick up packages in small yellow buckets at Amazon’s fulfillment centers and whiz through the air to deliver items to individual customers 30 minutes after they hit the “buy” button online at Amazon.com.

7. 2:7 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted DHL Tests Drug-Delivery Dronehttp://slashdot.org/topic/datacenter/amazon-lags-uav-race-as-dhl-tests-drug-delivery-drone/ Amazon is apparently not alone in its desire to use miniature drones to deliver packages. On the morning of Monday, Dec. 9, employees at the Bonn, Germany headquarters of package-delivery giant DHL challenged Amazon’s dominance of the skies by having medicine delivered from a local pharmacy via a mustard-yellow package-carrying helicopter the Germans dubbed “Paketkopter.”mustard-yellow package-carrying helicopter the Germans dubbed “Paketkopter.” The quad-rotored mini-drone – painted with the carrier’s logo on its trademark background of mustard-yellow – flew a box of medicines from a launching point near the pharmacy, above traffic and across the Rhine River to DHL’s headquarters just over a kilometer away. It made the flight in about two minutes, was unloaded quickly and returned to the launch team near the pharmacy.across the Rhine River to DHL’s headquarters just over a kilometer away. It made the trip a total of five times Monday but will keep flying all week (Here’s the video). This first phase of DHL’s experiment with drone delivery is more than a one-time demonstration; the company is considering a same-day delivery service that would small, time-sensitive packages of up to 6.6 pounds, but has no immediate plans to put it into effect, according to a DHL spokesperson quoted in The Wall Street Journal.Here’s the videoDHL spokesperson quoted in The Wall Street Journal. Amazon has owned total mindshare of the still-imaginary drone-based package delivery market since CEO Jeff Bezos gushed about his plans for Amazon PrimeAir during a TV interview last week. The plan generated immediate controversy due to the negative image of drones following heavy use for surveillance and targeted anti-personnel strikes by the U.S. military in Afghanistan and Iraq. Within the United States, the FAA, FTC and a host of consumer-protection groups objected to the possibility that thousands of autonomous drones would be hovering over U.S. cities, potentially invading the privacy and endangering the lives of those who might run afoul of either cameras or rotors. endangering the lives of those who might run afoul of either cameras or rotors. Autonomous drones are virtually banned in the U.S. due to FAA concerns they would interfere with airline traffic. In Germany, drones can’t take off or land in populated areas, have to be remote controlled rather than fly on their own using GPS, and can’t fly higher than 50 feet above the ground – meaning any battle for package-carrier air superiority will be fought out in easy view of potential customers and victims. DHL may eventually offer drone deliveries, but is using the special pharmacy deliveries to employees as a pilot test, according to Deutsche Post spokeswoman Dunja Kuhlmann. Bezos predicted Amazon could be flying packages within four or five years. No actual Amazon drones have yet made an appearance, giving DHL a lead in the market simply by having a working drone and processes in place to order and deliver products using it, even while downplaying the whole idea. “Our plans are in the early stages and there are a number of scenarios we’re evaluating, including delivering medicine that’s needed quickly, or to hard-to-reach places,” Kuhlmann told the Journal. U.S.-based delivery service United Parcel Service (UPS) is also considering deliveries via drone, which it revealed a day after Bezos’ revelation about Amazon PrimeAir. Though the company offered no details, or even much confirmation, a spokesperson made a point of saying UPS “invests more in technology than any other company in the delivery business, and we’re always planning for the future,” according to a Dec. 3 Engadget story, which also pointed out UPS already offers edgy services, including 3D printing from some of its retail locations.according to a Dec. 3 Engadget story,

8. 2:8 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted DHL drone will make deliveries to German island starting 26-Sep-2014 Regular 7.5 mile delivery to island. 2.6 pounds www.theverge.com/2014/9/24/6838443/dhl-drone-making-deliveries-to-german-island-juist www.theverge.com/2014/9/24/6838443/dhl-drone-making-deliveries-to-german-island-juist DHL will use drones to deliver medical supplies to a small German island. The company's quad-rotor "parcelcopter" will transport packages to the island of Juist, home to between 1,500 and 1,700 people, and DHL claims this marks the first unmanned drone delivery service to launch in Europe. Flights will occur daily through October; Reuters says the drone will make trips when ferries and flights — the typical methods of traveling to Juist — aren't running.The company's quad-rotor "parcelcopter"Reuters says DHL will be keeping tabs on the parcelcopter's travels, but the drone will operate entirely on autopilot for the actual fights, which should take between 15 and 30 minutes in each direction. DHL's drone can't fly over any houses, which should avoid complaints from Juist's privacy-minded inhabitants. And if the test program goes well, DHL says it could use the parcelcopter to make urgent deliveries to other areas that are "geographically difficult to access," though it's not committing to any grand plans on the same level as Amazon's.same level as Amazon's File 1.25 see: https://www.facebook.com/Dronenet

9. 2:9 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted If Amazon can imagine delivering books by drones, is it too much to think that Google might be planning to one day have one of the robots hop off an automated Google Car and race to your doorstep to deliver a package? Google executives acknowledge that robotic vision is a “moonshot.” But it appears to be more realistic than Amazon’s proposed drone delivery service, which Jeff Bezos, Amazon’s chief executive, revealed in a television interview the evening before one of the biggest online shopping days of the year. While Google has not detailed its long-term robotics plans, Mr. Rubin said that there were both manufacturing and logistics markets that were not being served by today’s robotic technologies, and that they were clear opportunities. This is not the first time that Google has strayed beyond the typical confines of a tech company. It has already shaken up the world’s automobile companies with its robot car project. Google has not yet publicly stated whether it intends to sell its own vehicles or become a supplier to other manufacturers. Speculation about Google’s intentions has stretched from fleets of robotic taxis moving people in urban areas to automated delivery systems. Andy Rubin is the engineer heading Google’s robotics effort. He is the man who built the Android software for smartphones. Robots in Google Car deliver a doorstep package? 4-Dec-2013. Google Puts Money on Robots, Using the Man Behind Android www.nytimes.com/2013/12/04/technology/google-puts-money-on-robots-using-the-man-behind-android.html www.nytimes.com/2013/12/04/technology/google-puts-money-on-robots-using-the-man-behind-android.html Drone Net: Class 1 Agile System. Google: Class 2 Agile System

10. 2:10 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Reality Just drive the package to the address. That “last mile” of robotic delivery to the doorstep is neither cost effective nor necessary. The $70 Egg Tray and the Last Inch of Convenience 01Dec2013. John Robb. www.homefreeamerica.us/the-70-egg-tray-and-the-last-inch-of-conveniencewww.homefreeamerica.us/the-70-egg-tray-and-the-last-inch-of-convenience We’re on the brink of an explosion in home automation. All of the technologies that make it possible are moving forward at light speed now. How will it arrive? It won’t be: automation that solves the last inch of convenience. For example, here’s a smart egg tray built by the company Quirky. This egg tray actively measures the weight of each egg it holds, to find rotten eggs. When it finds a rotten egg, it sends an alert to your iPhone. The big problem with this is conceptual. It’s a product that automates convenience. The problem is that we are already very comfortable and the extra inch of convenience it offers the buyer is so small, it’s not worth even a dollar or two more than a standard egg tray. Quirky isn’t alone in that. The same conceptual problem is true with nearly every other form of home automation I’ve reviewed recently. We don’t have a problem with convenience.

11. 2:11 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Some Term Project Ideas (must be relevant to your professional employment) Agile Systems Integration Laboratory – Architecture and Operation Service Oriented Architecture (eg, supporting Agile Enterprise) Agile Aircraft Depot Maintenance HD&L Operations Joint Tactical Radio System (eg, Interoperability) Agile Enterprise Practices for QRC Response An Agile Aircraft xxx System Utilizing COTS Agile Systems-Engineering (eg, for QRC) Agile Concepts for Outsourcing Support Team WikiSpeed Modified for Work-Related Process Applying Agile Systems Concepts in the Workplace Agile System Integration, Verification, and Validation Process An agile migration process from status quo to a more agile operation Agile Development-Infrastructure Concepts for Other-Than-Software Projects (e.g., software development uses Object-Oriented development platform) Should decide on a topic before Unit 6 – For Approval

12. 2:12 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Some Past Term Projects Quick Reliable Capable (QRC), Incorporated Concept for Successful Outsourcing Aircraft Modification Plant (Process System) Adaptive UAV ISR Strategic Innovations in Training Agile Approach to IPTs Quick Reaction Capability (QRC) Integrated Product Team (IPT) Organization Rapidly configurable mission system architecture John Boyd’s Fit with Agile RAP* Concepts “Last Planner” approach to System Integration Agile Intermediate Level Test Station Design *RAP: Response Ability Principles

13. 2:13 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted capability complexity system generation n over designed initially Time system generation n+1 never quite good enough requirements established for gen n+1 develop cut-over requirements established for gen n+2 effectiveness gap situation complexity sys gen n+2 ROI failure Increasing Gap Between Need and Capability

14. 2:14 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Defining Agility and Migration Using the term as intended in the 1991 OSD funded Lehigh study and subsequent research: Agility is effective response under conditions of uncertainty There are at least three components to agility: situational awareness, decisive choice making and the ability to respond The latter aspect is what we deal with here Migration is the crossing of a change in basic infrastructure, be it technical, organizational or strategic.

15. 2:15 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Contemporary Context Next-generation challenges are demanding new architectures… Force Transformation is the U.S. military’s response to next-generation warfare Service Oriented Architectures is Enterprise response to next-generation competition Significant in both is the objective of a change that enables future change Instead of perpetuating the scrap and replace cycle, an architecture is envisioned that facilitates migration through successive next generations

16. 2:16 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Objective: System X-Ray Vision (the underlying architecture) http://awespendo.us/animemangacomics/kermit-at-the-doctor/

17. 2:17 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) signal tuners Case: Home Entertainment Technology Migration “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf agile architecture pattern: drag-and-drop, plug-and-play Drag-and-Drop Reusable Components Encapsulated Modules

18. 2:18 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Drag-and-Drop Reusable Components Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

19. 2:19 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape ‘90s Video/Surround Digital/Internet ‘40s/’50s‘00s signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

20. 2:20 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape ‘90s User/Owner Video/Surround Digital/Internet ‘40s/’50s‘00s signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Active Infrastructure Responsible-Parties Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Assembly Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

21. 2:21 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape ‘90s User/Owner Video/Surround Digital/Internet ‘40s/’50s‘00s signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Active Infrastructure Responsible-Parties Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Assembly Stores Readiness Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

22. 2:22 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Module Evolution amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape ‘90s User/Owner Video/Surround Digital/Internet ‘40s/’50s‘00s signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Active Infrastructure Responsible-Parties Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Assembly Stores Readiness Mfgrs Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

23. 2:23 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Module Evolution amplifiers playback units (tape, CD, DVD) ) speakersvideo displays (TV, computer) content sources (TIVO,P2P) Video media Net in/outAudio tape ‘90s Industry Assocs User/Owner Mfgrs Stores Video/Surround Digital/Internet ‘40s/’50s‘00s signal tuners “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Active Infrastructure Responsible-Parties Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Assembly Readiness Infrastructure Evolution Case: Home Entertainment Technology Migration Encapsulated Modules agile architecture pattern: drag-and-drop, plug-and-play

24. 2:24 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted routers DNS Servers switches end points, NICs, NOMs appliances (eg, xml) Infrastructure evolution: System assembly: Component evolution: Component readiness: Wire standards NCP Infrastructure IPv6 era Modules Rules/Standards Integrity Management Active Passive ’80s/’90s Subnet Owners Vendor Community Int. Eng. Task Force TCP/IPv4 ’70s’00/’10srough operational start… filters (eg IDS, Firewall) Optical stds IPv4 era NCP era Wireless stds Crossing Next-Generation Life Cycle Boundaries for Internet Protocol Migration (Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries IPv6

25. 2:25 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Module Evolution type A type D type B....... type n Type 2 Type 3Type 1 Encapsulated Modules Who? Generation 2 Generation 3 type C Examples of Typical Reconfigurable/Scalable System Configurations Plug-and-Play Evolving Active Infrastructure Responsible-Parties Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Drag-and-Drop Reusable Components Assembly Readiness Infrastructure Evolution Type 1-2-3 examples depict a range of different system-assembly possibilities Fundamental Concept Reusable modules Reconfigurable in a Scalable architecture (RRS) agile architecture pattern: drag-and-drop, plug-and-play

26. 2:26 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Who/What is Accountable Sustainability & Effectiveness Module Mix Evolution: Who (or what process) is responsible for ensuring that existing modules are upgraded, new modules are added, and inadequate modules are removed, in time to satisfy response needs? Module Readiness : Who (or what process) is responsible for ensuring that sufficient modules are ready for deployment at unpredictable times? System Assembly/Reconfiguration: Who (or what process) assembles new system configurations when new situations require something different in capability? Infrastructure Evolution: Who (or what process) is responsible for evolving the passive and active infrastructures as new rules and standards become appropriate to enable next generation capability. The “passive” parts of the infrastructure are the interoperability standards The “active” parts of the infrastructure

27. 2:27 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted System X-Ray Vision http://awespendo.us/animemangacomics/kermit-at-the-doctor/ The bones are depicted in the Agile Architecture Pattern. All truly agile systems have the same basic structure and strategy. Knowing this will change the way you “see” and evaluate a system.

28. 2:28 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Here’s a Box of Bones

29. 2:29 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted MotorsGears/Pulleys Infrastructure evolution System assembly Module mix evolution Module readiness Infrastructure Helicopter Mobile RadarPlane Modules/Components Integrity Management Active Passive Product Manager Owner/Builder Product System Eng. Retail Distribution Process Wheels Structural Material Joiners, Axles, Small Parts Tools Agile Architecture Pattern (AAP) Notional Concept: System Response-Construction Kit Details in www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdfwww.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf Rules/Standards Radio Control Standards Control Protocol Parts Interconnect Standards Sockets Signals Security Safety Service (None) Harm-Proofing Standards Process Rules & ConOps

30. 2:30 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Tinker Toy Bendables Marble Run Snap Blocks Woodbuilders Bristle Blocks Log Builder Construction (response) architecture different from system functional architecture. Response architecture is a domain-focused engineering architecture Straws and Connectors Lego Design the Architecture of Your Construction Set Erector Set

31. 2:31 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Delivery Time Development Perceived Effectiveness 100% Gen 2 OperationGen 1 Operation agile system Infrastructure Migration Module Mix Modifications Delivery Time Development Perceived Effectiveness life-cycle end Agile system would continue ROI, but does age, and can suffer strategy-lapse integrity failure 100% In-agile system Operation Development Relating Agile Development to Agile Operations www.parshift.com/Files/PsiDocs/ Pap080404Cser2008DevOpsMigration.pdf www.parshift.com/Files/PsiDocs/ Pap080404Cser2008DevOpsMigration.pdf Agile Systems Gracefully Migrate Across Next-Generation Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf

32. 2:32 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted In-Class Tool Applications Class Warm-upsTeam TrialsTeam Project Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit 7 Unit 8 Unit 9 Unit 10 ConOps: Objectives Reactive/Proactive RS Analysis Framework/Modules RRS + Integrity RS Analysis RRS Analysis Integrity Reality Factors: Case RS Analysis: Case RRS Analysis: Case Reality + Activities Closure AAP Analysis: Case

33. 2:33 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Three Nested Agile Systems NFLTeamGame Modules Passive Infrastructure Module Mix Module Inventory System Assembly Infrastructure Evolution Teams Conferences Divisions Offensive players Defensive players Sp Teams players Player lineup Referees Plays Schedules Contracts Salary cap Play book Code of conduct Uniform Rules Game plan LeagueGen mgrCoaching staff LeagueScoutsMedical staff Owners Head coach OwnersOwnerRules committee Composite from multiple classes

34. 2:34 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Problem Space and Solution Space Agile Architecture Pattern as framework 4 response effectiveness metrics 8 reactive and proactive response domains 10 response enabling design principles 3 design quality principles Strategy activity diagrams Systems operational and integrity management Closure matrix

35. 2:35 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Basic Definitions System A group of modules sharing a common interaction framework and serving a common purpose. Framework A set of standards constraining and enabling the interactions of compatible system modules. Module A separable system sub-unit with a self-contained capability/purpose/identity, and capable of interaction with other modules. Company of Divisions Team of People Cell of Workstations Practice of Procedures Stereo System of Components Chain of Suppliers The reconfigurability of component systems is familiar to us from the ease with which we can add, change, or upgrade units in our home stereo and entertainment centers, even when different brand names are involved. We call any organization of common-purpose interacting modules a “system”: an entertainment center of components, a team of people, a cell of workstations, a network of controllers, a chain of suppliers, a corporation of functional departments, even a contract of clauses.

36. 2:36 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Modular – But Not Agile Art: KPMG

37. 2:37 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Cluster Machine Depiction of Precision 5000 Family from Applied Materials Inc. Material Interface Module Robotic Transfer Arm Variety of Process Modules Common Utility Base Customizable User Control Reusable  Material interfaces, transfer robots, process modules, utility bases, docking modules, and user controls are independent units.  Common human, mechanical, electrical, gas, and hydraulic framework.  A growing variety of processing modules may be mixed or matched within a cluster. Reconfigurable  Wafer path determined in real-time by availability of appropriate process modules.  New process modules may be added when new capability is required, and not before.  Clusters may begin as 4 sequential processes and evolve to a single 4-unit process as product demand grows.  Process-specific control is contained within the process module, traveling with it when redeployed.  User control modules are custom configurable for proprietary processing. Scalable  Within a cluster 1 to 4 process modules may be installed.  Clusters may be interconnected into larger super- clusters using docking modules in place of process modules.  Clusters and super-clusters can be interconnected without limit. Response Ability  Test & Introduce new process modules incrementally.  Custom process individual wafers and prototype runs.  Repair/replace faulty module while cluster operates.  Add modules and machine clusters as/when needed.  Reconfigure clusters and redeploy process modules as product-line demand cycle changes.  Create super-clusters as contaminant sensitivity requires.

38. 2:38 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Scalable Machine Clusters Clean-Environment Inter-Cluster Transport Bay Using standardized docking modules to replace a process module allows multiple cluster machines to be assembled into larger, constant vacuum, clusters. This has particular value when a process sequence is sensitive to contamination, which is most likely to occur when wafers make the transition between the vacuum environment of the cluster machines and the atmospheric pressure of the inter-cluster transport bay. Process modules may be mixed or matched within a cluster. Interface Module Process Module Docking Module Transfer Module

39. 2:39 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Production Cell Response Ability  Install and set up a new cell in 4-8 weeks.  Reconfigure a cell for entirely new part in 1-4 weeks.  Duplicate cell functionality in another cell in 1-2 days.  Add/calibrate machine in 1-2 days while cell operates.  Remove or service machine without cell disruption.  JIT part program download.  Insert prototypes seamlessly. Concept Based on LeBlond Makino A55 Cells at Kelsey-Hayes WSS A1A3A5 A2A4A6 A7 A8 Reusable  Machines, work setting stations, pallet changers, fixtures are all standard, independent units.  Common human, mechanical, electrical, and coolant framework.  Machines do not require excavated pits or special foundations, and are relatively light and easy to move from one cell to another. Reconfigurable  Cell control dynamically changes work routing as machines are removed or added, on the fly.  Autonomous part machining, non-sequential.  Machines and material scheduled by cell control software in real time per current cell status.  Part programs downloaded when needed.  Machine’s history stays with its controller.  Machines ask for appropriate work when ready. Scalable  Cell may have any number of machines and up to four work setting stations.  Cells may have multiple unit instances in operation.  Machines capable of duplicate work functionality.  Utility services and vehicle tracks can be extended without restrictions imposed by the cell or its units.

40. 2:40 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Production Cells in a Reconfigurable Environment C2 F2 F4 F6 C3 C1 F1 F3 F5 WSS B4 B2 B6 E2 E4 E6 B3 B1 B5 E1 E3 E5 WSS A4 A2 A6 D2 D4 A3 A1 A5 D1 D3 WSS Work Setup Stations LeBlond Makino A55s AGV (This central AGV line not actually present in Kelsey Hayse plants) Cell 1Cell 2Cell 3 Cell 4Cell 5Cell 6 These horizontal machining centers do not require that pits be dug underneath the machines for delivery of cooling fluids and removal of scrap, or that special rigid foundations be constructed, so they are readily movable. A cell can increase or decrease its machining capacity in the space of a day. This is facilitated by a plant infrastructure that provides common utility, coolant, mechanical, and human interfaces that provide a framework for reconfiguring modules easily.

41. 2:41 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Configurable Resources Reusable  Individual in/outsource resources are configured on a bid-per-order basis.  Order fulfillment configurations are bid and assembled by Hong Kong group.  Common network interface at each resource provides enterprise integration and real-time management. Can be relocated as resources come and go.  Network-accessible production data can be downloaded to multiple locations Reconfigurable  Common resource interface and real- time order process status enables mid- order reconfiguration of prod. chain.  Insource and outsource resources are interchangeable for equivalent processing technology. Scalable  No limits on the number or mix of insource and outsource resources.  Hong Kong management group qualifies new and existing resources as needed to maintain sufficient resource pool. Response Ability  Production chain assembled, scheduled, working within 24 hours.  Resources added any time for extra capacity or quicker fulfillment.  Real-time status & issue-resolution for quick problem correction.  Net-wide data enables coordinated system-wide order changes....... Design Wafer Process Design Wafer Process............ Design Wafer Process Test and Sort Dice Lead and Package Design Wafer Process Test and Sort Dice Lead and Package........................ Test and Sort Test and Sort...... Insource Outsource Modeled After LSI Logic (1998) A Semiconductor Foundry Loosely coupled resources bid for order-fulfillment role on a per-order basis. LSI had practices to nurture and manage a loosely coupled mixture of in- and outsources as a coherent entity. The management operational center was in Hong Kong, which built and maintained the pool of outsources, and configured all resources for specific customer orders. Resources bid on jobs - with price and schedule. A production resource path was then assembled from the best bids. Insources were not given preferred status.

42. 2:42 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Framework Activities Module Mgmnt Framework Mgmnt Inventory Mgmnt Response Mgmnt Resource Management Module Pool Reusable Modules Reconfigurable within a Scalable Framework Applied’s Machines Components Physics Units Robotic Transfer User Controls Framework Standardized Utility Base Kelsey-Hayes’ Cells Components Machines Setup Stations Pallet Changers Framework AGV Network Grid Cell Layout Standards Common Machines LSI’s Production Chains Components In-side Resources Out-side Resources Partner Interfaces Framework Enterprise Network Qualification Standards High Concept: Agility is Deployed as an Assembly-Line Process www.parshift.com/Essays/essay005.htm

43. 2:43 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Agile Data-Center Location, Capability, Capacity Air Water Power Network Air standards Water stds Power stds Network stds Drag and Drop Modules Plug and Play Infrastructure Type A Type B Type A Type C New Orleans Type B (Classified) New YorkDenver Seattle Following SUN’s Black Box…Rackable’s Concentro – A modern data center that breaks records for density and energy efficiency, problems that keep CIOs up at night: running out of floor space and operating budget (sky-high power bills to run all the gear AND cool it). Rather than spend three years building massive new buildings and hiring armies of techies to buy, install and operate gear from scads of different tech suppliers, companies (or Universities, or Army divisions) could simply roll a Concentro into the parking lot. And when the innards become obsolete, it could literally be driven to a recycling center and dis-assembled for parts. [Edited excerpt: “Rackable Goes Mobile. Does Two Make a Trend?” Peter Burrows, Business Week, March 26, 2007]

44. 2:44 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Frameworks/Infrastructures: Three construction system types 1 Dee Hock (Visa Corp) coined the word chaord for organisms, organizations, and systems which harmoniously exhibit characteristics of both order and chaos. OrderedChaordic 1 Chaotic Lego Glue Model Lego Erector Set

45. 2:45 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Reconfigurable Response Able System Principles – RRS Peer-Peer Interaction Encapsulated Modules Distributed Control and Information Evolving Infrastructure Standards Scalable Reusable Facilitated Interfacing (Pluggable) Facilitated Reuse Redundancy and Diversity Elastic Capacity Deferred CommitmentSelf-Organization

46. 2:46 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted 8 Response-Requirement Domains for Response Situation Analysis (RSA) Correction Variation Reconfiguration Expansion (of Capacity) Migration Improvement Modification (of Capability) Creation (and Elimination) Proactive Reactive Change Domain Proactive Innovative/Composable Creates Opportunity Takes Preemptive Initiative Reactive Resilient Seizes Opportunity Copes with Adverse Events General Characteristic Reactive Proficiency Proactive Proficiency Innovative (Composable) Agile FragileResilient

47. 2:47 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Change Metrics On-Time, On-Budget, On-Spec Predictability 100% 0% Elapsed Time Total Cost $ $ $ $ $ $ Activity Based Change-Costing TimeCost ScopeQuality OK Stretch Sufficient Economic Range? Latitude Good Range Mission Boundary Bad Time Cost Quality Scope

48. 2:48 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Concepts That Enable Agility to have awareness to take action Agility System Response Architecture Knowledge Management Change Proficiency Reusable principles of Reconfigurable Flat Interaction Deferred Commitment Self Organization Distributed Cont & Info principles of Scalable Modularity Facilitated Reuse Plug Compatibility Evolving Framework Redundancy & Diversity Elastic Capacity with domains of ProActive Change Creation Improvement Migration Modification ReActive Change Correction Variation Expansion Reconfiguration with domains of Change Metrics Time Cost Quality Scope with molded by language of Value Propositioning consists of practices and processes for Response Ability Change Management to enable change with to select actions 678 Focus

49. 2:49 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Porter on Strategy All differences in cost or price derive from hundreds of activities required to create, produce, sell, and deliver. Activities are the basic units of competitive advantage. Overall advantage or disadvantage results from all of a company’s activities, not only a few. Strategic positioning means performing different activities from rivals’ or performing similar activities in different ways. "What is Strategy?", Michael Porter, Harvard Business Review, Nov-Dec '96

50. 2:50 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Southwest Airlines (Concept of Operations) Limited Passenger Service High Aircraft Utilization Lean, Highly Productive Ground and Gate Crews Very Low Ticket Prices Short Haul Point-to-Point Mid-sized Cities Secondary Airports Frequent, Reliable Departures Flexible union contract High employee stock ownership "Southwest the low-fare airline" High employee pay Automatic ticketing machines Limited use of travel agents No seat assignments No meals 15 minute gate turnaround Standard 737 fleet No connections with other airlines No baggage transfers Strategic Objectives Key Activities

51. 2:51 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted CustomerCompatible Strategy Delivery Mgmnt Cultural Engineering Mgmnt LeadershipService Transparent IT Infrastruct. Mgmnt Reliable Service Interaction Mgmnt Mix and Capacity Mgmnt Strategy Devel'ment Mgmnt Talent Relationship Mgmnt Trustworthy Process Devel'ment Mgmnt BestValue Customer Satisfaction Mgmnt Production Mastery Mgmnt IT Adaptation Mgmnt Agile Systems Mgmnt Security Evolution Mgmnt “Strategy” strength comes from activity interaction Semiconductor Foundry Lines show synergistic dependencies - Strategic Objectives - Agile Activities – Initial - Agile Activities - Later Strategic Activity ConOps Web Inspired by Porter’s Activity Web Emphasizes Process Activity and Response Objectives

52. 2:52 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Activities (Functions) Establish personal values1 Analyze external case for ideas2 Analyze local case for principles3 Design a business practice4 Package as response ability models5 Rotate student / mentor roles6 Review and select for quality7 Self Contained Units Plug Compatibility Facilitated Re-Use Flat Interaction Deferred Commitment Distributed Control & Info Self Organization Elastic Capacity Redundancy & Diversity Evolving Standards Principle-Based Activities, and Issues Served ReactiveProactive Issues (Requirements) RRS Principles Capturing hidden tacit knowledge 3567353565733763337 Creating student interest and value 1241111212412411 Improving knowledge accuracy 36763376337 Improving knowledge effectiveness 1245 452454511252 Migrating the knowledge focus 247274247247447 Accommodating different student types (all)2563472123451172 Injecting fresh outside knowledge 262626262 Finding and fixing incorrect knowledge 36777336337 Excising poor value knowledge 2357773322335257 Allowing flexible student schedules 34343434 Accommodating any size group 2345234523422534234 Reinterpret rules for new applications 23457 275235723457 Details: http://www.parshift.com/Essays/essay039.htmhttp://www.parshift.com/Essays/essay039.htm (Case: An Insight Development System) Closure Matrix – Where Deep Design Begins

53. 2:53 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Product Management Strategy Management Proactive Assessment/Evaluation 0123401234 4321043210 InnovativeAgile ResilientFragile A C B InnovativeAgile ResilientFragile A C B Project Management InnovativeAgile ResilientFragile A C B Comparing Companies A, B, C. Metric WorkingCompetitive Development StagesFocusKnowledgeProactiveReactive 0 AccidentalPass/FailExamplesLuckyNone 1 RepeatableTimeConceptsCreationCorrection 2 DefinedCostMetricsImprovementVariation 3 ManagedQualityRulesMigrationExpansion 4 MasteredScopePrinciplesModificationReconfig'tion Metric WorkingCompetitive Development StagesFocusKnowledgeProactiveReactive 0 AccidentalPass/FailExamplesLuckyNone 1 RepeatableTimeConceptsCreationCorrection 2 DefinedCostMetricsImprovementVariation 3 ManagedQualityRulesMigrationExpansion 4 MasteredScopePrinciplesModificationReconfig'tion Resilient Agile Innovative Fragile Reactive Response Proficiency Maturity Model Maturity has been observed to progress sequentially

54. 2:54 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted BREAK

55. 2:55 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Classic Case On-Demand Response GM after-market auto-body production. High variety – small lot. ~500 different metal body assemblies 250 units average production lot size 230 average pieces per hour 28 minute average die change $30 fender world market price Fenders, Hoods, Lids, Sides, Doors Operations include: Press: die change, stamp Assembly: bend/form, weld, glue Maybe a hundred new assemblies per year Art: Boris Artzybasheff www.animationarchive.org/bio/2006/01/artzybasheff-boris.html Agile AUTOnomy Skateboard Architecture interchangeable bodies, drive-by-wire, plug-and-play Case: GM+

56. 2:56 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted JIT Assembly Systems (part 1 of 2) (t = time of change, c = cost of change, q = quality of change, s = scope of change) Key Proactive Issues Creation Designing short-run assembly lines for new parts that come with long-run tooling [t] Improvement Productivity of limited space while increasing part variety [s] Migration Production of non-GM parts with non-GM tooling [qs] Modification Absorb employees from closed GM plants with different union work rules into cross-trained Production Team Member positions [ts] Key Reactive Issues Correction Union refusals to accommodate necessary work rule changes [cs] Variation High part production variety [s] Time available for new line design [t] New parts to accommodate with the JIT system [s] Expansion Absorb growing part variety [s] Absorb growing inventory of tooling [s] Reconfiguration Short-run assembly line construction/tear-down [t] Systems Integrity Management Module Evolution: Component team Module Readiness: Component team Assembly: Production teams Infrastructure Evolution: Configuration team Weld Tips Controllers Production Team Members (PTMs) Hemmers Roller Tables Standing Platforms Mastic Tables Racks Components System Examples * * * Ctrl Programs ** Assem Areas P41 Deck Lid System Area B A47 Fender System Area A (Old-Form Agile Architecture Pattern)

57. 2:57 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Peer-Peer Interaction PTMs free to make real time process changes Communication encouraged among tradesmen, engineers, supervisors, and customers Deferred Commitment Assembly lines configured just-in-time for production New-part acquisition/transfer team is not designated until a transfer opportunity requires an action. Encapsulated Modules Hemmers Racks PTMs Areas Roller tables Weld tips Racks Mastic tables Controllers Programs Facilitated Interfacing (Pluggable) Everything carry/roll/fork portable, common piping/wiring, quick disconnect fittings, no integrated controllers, standard controller interface/programs. Facilitated Reuse Management and Union manage PTM cross-training Component team manages all other components Production teams manage system configurations Distributed Control and Information PTMs make real time decisions on process configuration improvements and changes. Operation sequence sheet attached to hemmer Self-Organization People take initiative in solving problems and making operating improvements – because risk is encouraged and failure expected/accepted. Evolving Infrastructure Standards The framework configuration team eventually decided to strip un-used legacy items from hemmers, and to add TDA lifters to Area A utility grid. Unit Redundancy and Diversity 8 identical controllers, cross-trained production team, diversity in roller/mastic tables, weld guns, standing platforms, racks, weld tips, and assembly areas. Elastic Capacity Frequently used components are pooled locally, with separate warehousing available for unlimited inventory growth and rarely used components. Scalable Reusable Reconfigurable JIT Assembly Systems (part 2 of 2)

58. 2:58 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Class 1 Agile Systems are Reconfigurable Useful Metaphors: Plug-and-Play – Drag-and-Drop Reconfigurable Machine Clusters Adaptable Production Cells Configurable Resources On-Demand Assembly Lines Data-Centers Anywhere Anytime Anykind Agile (Software) Development Processes … and many others some we will look at

59. 2:59 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted What Does Dragon Drop Mean? In Real Time:  Something is available to drag and drop.  Something accepts the things that are dropped.  Somebody does the dragging and dropping and connecting. In Some Other Time:  Somebody maintains and improves the draggable things.  Somebody maintains and improves the drag-and-drop capability  Somebody maintains and improves the accepting infrastructure. Drag-and-Drop In real time:  Something is available to drag and drop.  Something accepts the things that are dropped.  Somebody does the dragging and dropping and connecting. In all time:  Somebody maintains and improves the draggable things.  Somebody maintains and improves the drag-and-drop capability  Somebody maintains and improves the accepting infrastructure. Class 1: Drag-and-Drop Case: Agile Aircraft Installation

60. 2:60 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted "When I am working on a problem, I never think about beauty, but when I have finished, if the solution is not beautiful, I know it is wrong." -- R. Buckminster Fuller “Quality is practical, and factories and airlines and hospital labs must be practical. But it is also moral and aesthetic. And it is also perceptual and subjective.” -- Tom Peters Projected Operational Story Architectural Concept & Integrity Response Situation Analysis RRS Principles Synthesis ConOps Objectives & Activities Reality Factors Identified Closure Matrix Design Quality Evaluation RAP Tools & Process We discussed the yellow boxes. All lectures will show what has been discussed like this.

61. 2:61 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted In-Class Tool Applications Class Warm-upsTeam TrialsTeam Project Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit 7 Unit 8 Unit 9 Unit 10 ConOps: Objectives Reactive/Proactive RS Analysis Framework/Modules RRS + Integrity RS Analysis RRS Analysis Integrity Reality Factors: Case RS Analysis: Case RRS Analysis: Case Reality + Activities Closure AAP Analysis: Case

62. 2:62 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted The project MUST engage everyone's passion. Make sure the whole group is in favor of the choice, you will live with it through all sessions. You must see that this system is non-trivial, has a future, and is the subject of further development, improvement, or increased understanding. Give time and care to producing your system statement, as though your boss’s bosses would be interested and intrigued, not only by your choice, but also by your statement. EXERCISE Task - Form into project teams - Name your team - Name your work file: Ex-teamname.ppt - Write a descriptive statement of your agile-system project (uncertain environment, effective response) -List strategic “response” objectives/values - Have an initial title slide with team name and team-member names listed. Prepare 1-2 slides for brief out

63. 2:63 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Team: Sky Riders System:Airborne Reconnaissance Sensor Testbed (ARST) Strategic Values/Objectives Rapid Configurability Multiple Simultaneous Sensor Tests Full Airborne Sensor Test Risk Reduction High Utilization Inexpensive High Availability Descriptive Statement The ARST is an airborne platform designed to provide the ability for reconnaissance sensor system developers to test their products in a realistic environment. Sensors may be rapidly installed onto the ARST for either standalone testing or side-by-side comparisons with legacy sensors. The ARST can also serve as a research and development platform to develop future sensor technologies. Note: This is an example of form, with no endorsement of content Team members: John Miller, Rita Kitridge, Jack Stack, Janice Goodrich.

64. 2:64 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Team: __________________________ System:__________________________ Strategic Values/Objectives ? Descriptive Statement ? Team members: ?????.

65. 2:65 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Team WIKISPEED uses methods developed by the fastest- moving software companies. In fact, in many ways we have more in common with Google or Twitter than with GM or Toyota. Manufacturing and old-thought software teams gather requirements, design the solution, build the solution, test the solution, then deliver the solution. In existing automotive companies, the design portion of that process alone takes three to twelve years, and then the vehicle design is built for five to fourteen years. This means it is possible to buy a brand new car from a dealer and that car represents the engineering team's understanding of what the customer might have wanted twenty-four years ago! Team WIKISPEED follows the model of Agile software teams, compressing the entire development cycle into one-week "sprints." We iterate the entire car every seven days, meaning that every seven days we reevaluate each part of the car and reinvent the highest-priority aspects, instead of waiting ten to twenty-four years to upgrade. This process enables a completely different pace of development. Our process: Video: http://bcove.me/zcryseb7 90 minshttp://bcove.me/zcryseb7 Guest Speaker: Joe Justice Using Agile, Lean and Scrum - The Team Wikispeed Process Seattle 16-18 May 2011 The closing keynote of the 2011 Global Scrum Gathering brought together by the Scrum Alliance. Joe talks about managing a collaborative multi- national team using agile, lean, and scrum, and how that allowed them to do revolutionary work like build a 100 mpg car in 3 months Part1 File63 Part2 File53 Before Tomorrow Class Starts

66. 2:66 rick.dove@stevens.edurick.dove@stevens.edu, attributed copies permitted Task Backlog Buffer Infrastructure evolution: Task assembly: Task elements: Task readiness: Infrastructure Standards Integrity Management Active Passive Last Planner Process Manager Supes/Foreman Project Manager Supes/Foremen/Expediters Last Planner Agile Project Management www.parshift.com/s/130624Last Planner.pdf www.parshift.com/s/130624Last Planner.pdf Active management of the anticipated schedule and work flow to ensure there is always a buffer of “quality” jobs ready to work on and matched with resources. master sched CPM tasks materials tools Agile architecture Pattern based on: (Ballard 1997) Lookahead Planning: the Missing Link in Production Control (Ballard 1998) Shielding Production: an Essential Step in Production Control (Ballard 1999) Improving Work Flow Reliability (Ballard 2000) The Last Planner System of Production Control-PhD Thesis equipment production units activity definitions Key Practices: Rules 1-2-3 and Lookahead Make ready Learn & Correct Work Task Task Lookahead Window weekweekweekweekweekweek 654321 Components Task Soundness/Sequence/Size Task Definitions Physical Site Security Construction Safety Standards/Regs Master Sched, Learning, R1-2-3 Sockets Signals Security Safety Service MS Learning Change If time permits Case Study Case Study