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AIAA Complex Aerospace Systems Exchange Executive Workshop

AIAA Complex Aerospace Systems Exchange Executive Workshop. Date :  August 12 (Monday) Time:  8:30 am – 12 noon Place:  Hyatt Regency Century Plaza/Santa Monica Room

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AIAA Complex Aerospace Systems Exchange Executive Workshop

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  1. AIAA Complex Aerospace Systems Exchange Executive Workshop Date:  August 12 (Monday) Time:  8:30 am – 12 noon Place:  Hyatt Regency Century Plaza/Santa Monica Room Purpose:  The purpose is to gather with thought leaders in the field of complex systems engineering to survey, discuss and capture current practices and to inform the CASE track panel moderators in preparation for the actual CASE event Agenda 8:30 Welcome and Workshop Goals (Felder/Irvine) 8:45 – 9:45 Mars Science Laboratory -  Entry, Descent, and Landing (Adam Steltzer, JPL) 9:45 – 10:15 Global Hawk (Shaugnessy Reynolds, Northrop Grumman) 10:30 – 11:00 Trident Missile Program – Guidance System (Steve DiTullio, Draper Labs)) 11:00 – 12:15 Roundtable Discussion led by a panel of complex systems development and management experts (Mike Ryschkewitsch, Howard Chambers, Debra FacktorLepore, Jimmie McEver The roundtable discussion will nominally center around the Mars Science Laboratory with a focus on the applicability of the MSL entry, descent and landing to the three CASE tracks, including a) complex systems development, b) integration, test, and V&V, and c) program management.

  2. CASE Executive WorkshopSummary of Themes Team Dynamics: • Need to foster a culture that leverages constructive tension with the human players in the team. Enable teams to aggressively challenge technical positions without perception of a personal attack (personally respectful, intellectually disrespectful). • Improved team culture enables people to make the right decision via increased sharing of actionable knowledge and effective dissemination to the team. It is the people who end make decisions. • Managing a team may require a constructive tension with the human players on the team and necessitate new tools and techniques to manage engineering teams. Caution that intellectual aggressiveness can devolve into mistrust. • It is important any system development possess a clear vision and overarching goals that are pervasive in that they translates to every team member’s level. Serves as a basis for behavior, choices, trades and awareness of the trade-space.

  3. CASE Executive WorkshopSummary of Themes System Design / Architecture • Set interfaces such that interactions are minimized with less chance for emergent behavior (decouple the physics). This, in turn, may offer potential for leverage to tease out new interactions to increase system performance. • Embrace the idea of irreducible uncertainties and accept or leverage that. Drive toward system solutions that are relatively insensitive to uncertainties. • Differentiating complex problems from those that are not complex permits a decision process that may utilize more optimal problem formulations and approaches. • Identify the things you don’t know and will never know and acknowledge them. Need to consider consequences of failure. There will be mistakes. • Complex systems, having a tremendous increase in operational states cannot be fully explored. It is not the risks that have been analyzed but those that are un-analyzed that will lead to failures.

  4. CASE Executive WorkshopSummary of Themes Modeling and Simulation • System performance and margin dynamics have been proven to be tractable using rapid modeling and simulation to ensure the system meets objectives and ensures customer confidence in corrective decisions. • Traditionally, systems approach is to design for overall performance. Now, modeling and simulation allows trades and dynamic reallocation among subsystem components to improve overall performance. • Model fidelity must capture not only what system the team thinks they are designing, but also includes un-recognized emergent complex system behavior. • Mod-sim capabilities allow you to explore the range of possible performance

  5. CASE Executive WorkshopSummary of Themes Socio-Technical Aspects of Complex Systems • Collaborations throughout the life-cycle must include political, economic, safety and overall system value with broad stakeholder community. • View of risk by a company may be very different from stakeholders, users, and regulators. • Try not to treat all systems as engineering problems, remain curious as to other fundamental drivers.

  6. CASE Executive WorkshopSummary of Themes Acquisition and Business Process • Need acceptance by Government and Business that systems engineering process (tools/techniques) can be used. Can only be used if it is accounted for upfront. Workforce • Complex systems workforce needs four improvements: education, mechanism to develop experience, improved processes, advanced modeling and simulation. • Cultural and policy changes start at the top (the champion), but is fomented from the bottom (the adapters) • Cultural transformation can be vexing; sometimes naiveté can be beneficial

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