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Complexity vs. Human Factors in System Engineering - SWISSED 8 September 2015

This presentation explores the interplay between complexity and human factors in system engineering, offering insights and examples from RUAG Space in Zurich, Switzerland. Discover how models and human factors impact project planning, quality, and control.

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Complexity vs. Human Factors in System Engineering - SWISSED 8 September 2015

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  1. Complexity vs. Human Factors in System Engineering SWISSED 8 September 2015 Andreas Trautmann Manager MAIT Opto-Electronics & Instruments RUAG Schweiz AG RUAG Space, Zurich Switzerland

  2. Complexity vs. Human Factors in System Engineering Intention ofthispresentation Giveyou a stimulusforreflectingbeyondyourgeneral wayofworking in System Engineering… …andgiveyousomeexamples, out ofmyown observation, whereandhow «Human Factors» work RUAG Division

  3. Complexity ? Project Line Planning Quality Controlling Configuration Certification Finance Deliverables Qualification Deadlines Margins Resources Specification Savings Reliability Budget Testing Risks Verification Costumer Supplier Validation Integrity Availability Reliability

  4. Complexity vs. Human Factors in System Engineering Does a modelhelpto handle thecomplexity ? V-model Waterfallmodel Model Based System Engineering SysML Scrum CMMI ….. Yes ! Ithelpstocontrolcomplexitybyproviding a frameofguidance… RUAG Division

  5. Complexity vs. Human Factors in System Engineering Requirements/ Specification Validation Product Control of complexity through clearly defined • Processes • Tasks • Roles • Responsibilities V - Model Verification

  6. Complexity ? Models areusuallygivingus a goodguidance tobeableto handle complexity

  7. Complexity ? • But: • Human Factorsadduptoit • Ourattitudehas a lotofimpact on • thewayofworking. • Things areasweperceivethem!

  8. Complexity vs. Human Factors in System Engineering • Major hindering «Human Factors»: • Over-simplification • Lack ofmotivationto follow «theprocess» • Limitation orientation • Lack offocus on planning • Lack offocus on continuousre-planning • Hesitancetorely on others • Hesitancetodelegate • Organizationaloverorientation • Island Thinking • Not adressingthesourceoftheproblem • Let’slook at someexamples … RUAG Division

  9. Human Factor «(over)simplification»: Ah, that’snot soocomplex, let’s just do it…orLet’sbepragmatic, let’s just do it…orAh, don’tmakeitmorecomplex… RUAG Division

  10. Complexity vs. Human Factors in System Engineering RUAG Division

  11. Complexity vs. Human Factors in System Engineering Chaos pendulum: Couplingof simple elementsleadsto chaotic (unpredictable) outcome Simplificationcanmake thingsverycomplicated ifthecontextandthe couplingelementsare neglected (linkingeffects) RUAG Division

  12. Human Factor: «Motivation» (e.g. to follow theprocess): Why follow a fullblownprocess ?orWeknowwhatweneedto do !orLet’s just do it ! RUAG Division

  13. Human Factor «limitationoriented» insteadof «solutionoriented»: We do nothaveenoughtime… orWe do nothaveenoughresources…orThe circumstancesarebad…orThe systemisbad.. orWecan not wait… RUAG Division

  14. No Time torepairthefence … …sincewearetoobusyto catch thechicken RUAG Division

  15. Human Factor: «not seeingthenecessityfor(re)planning»Letus plan thatlater, whenweknowmore…orWeknowwhatweneedto do. Let’s just do it…orWe lost a lotof time in theearlierprojectphases, let’sspeedup in the final phase ! orLet’sjust do it… ! RUAG Division

  16. Human Factor «not planningtheresourcesaheadof time»: Wenowhave a resourceproblemtostarttheprojectthere– let’sgiveitalsoto Alex, he hasthemostexperience ! orWehavetotake out thisresource - theotherprojecthasa higherpriorityorI do not havefurtherresources… RUAG Division

  17. Why a process ? Whyplanning ? Effort The «usual» approachto do a project Time RUAG Division

  18. Why a process? Whyplanning ? Effort The «ideal» approachto do a project Time RUAG Division

  19. Why a process? Whyplanning ? Effort Planbeforeyouact ! Follow thestandardprocess ! Time RUAG Division

  20. The important / urgent diagram preferably workhere trytoavoidto slipintothisarea higherimportance trytoavoidto slipintothisarea plan and prioritize lowerimportance distractions interruptions higherurgency lowerurgency RUAG Division

  21. Human Factor«hesitancetodelegateorletotherpeople do theirjoborrelyon theoutcomeofothers»: Before I explainthislengthy – I rather do itmyselforTheyarewaytoo formal…orTheyarealwayslate…orWecan not waitanylonger, let’s just do it …. RUAG Division

  22. Human Factor «organizationaloverorientation»: This isnot partofmyjob– somebodyelsehasto do it ….orLet’screate a TEAM–TollEinAndererMachts RUAG Division

  23. Responsibility ? Interfaces ? The «over-the-wall» technique Sales Design Production Customer RUAG Division

  24. Human Factor«hesitancetogotothesourceof a problem»: I toldTHEMa hundredtimes… but they just don’t listen andact…… whois THEM ? … are THEY reallyresponsible ?… whereisthesourceoftheissue ?… whoneedstoadressitthere ?… in whichorganisation ?… at whichlevel ? RUAG Division

  25. Complexity vs. Human Factors in System Engineering Guidingcornerstonesto handle complexsituationsandsystems: • SomeoftheseHuman Factorsarenaturallypresent in • all ofusandaremostly an individual meanto handle • complexityby REDUCING • We just havetobeawareaboutthesemechanisms ! • Reflect • Beaware • Act accordingly RUAG Division

  26. Complexity vs. Human Factors in System Engineering • 12 Guidingcornerstonesto handle complexsituationsandsystems: • staycalmandperceivethebiggerpicture • thinkandthenact • plan earlyandcontinuouslymonitoryourplanningconsequently • usestandardswhereveryoucan (e.g. processes, models) • definechrystalclearroles, whereclarityislacking – whodoeswhat, when? • setandcommunicatepriorities RUAG Division

  27. Complexity vs. Human Factors in System Engineering 12 Guidingcornerstonesto handle complexsituationsandsystems: 7. knowandrespectyourinterfaces 8. delegatereasonable (e.g. askifitisachievable) 9. tryto find thesourceoftheissueandsolvethere - insteadofsymptomfighting 10. communicaterole-basedandtotherightorganizationallevel 11. be pro-active (do not waitfortheothers) 12. neverstopchallengingyourownattitude RUAG Division

  28. Thank you for your time and attention ! Questions ? Questions 28 RUAG Division 02/09/2015

  29. Andreas Trautmann Manager MAIT BU Opto-Electronics & Instruments RUAG Schweiz AG RUAG Space Schaffhauserstrasse 580 8052 Zürich – Switzerland Tel. +41 44 306 2198 Mobile +41 79 381 52 84 Mail: andreas.trautmann@ruag.com Mail: andreas@trautmann.org Web: http://www.ruag.com 29 RUAG Division 02/09/2015

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