An engineering manager
An engineering manager
Why should I adopt MBSE?
You should adopt an MBSE approach for systems engineering because
- There is an steady trend in the systems engineering community to move from conventional or document-based systems engineering (DBSE) to model-based systems engineering.
- Use of models increases early rigour, identifies gaps and inconsistencies, and helps to eliminate errors.
- Increases the potential for design re-use.
- Helps to facilitate checking across domains and disciplines.
- Increases the degree to which requirements, design and V&V information can be checked by software, complementing the capabilities and skills of engineers.
- Although there is mixed evidence of sound Return on Investment (ROI) in MBSE approaches over 'short' time frames, there is compelling evidence that MBSE approaches do systematically offer improved rigour and thoroughness to SE compared with the outcome of the same activities performed with DBSE; some authors would argue that asking 'what is the ROI for MBSE adoption?' is asking the wrong question; a better question would be 'what improvements in quality and error reduction do I realise with adoption of MBSE compared to DBSE?.
Rationale
The trend to adopt MBSE has emerged for several reasons: a few spectacular failures of DBSE often due to relatively simple reasons that might otherwise have been avoided by the adoption of more rigour from models (for instance, the Mars Lander failure, due to mis-match of engineering units between different engineering teams; the wish to increase rigour to early-phase systems engineering activities (requirements elicitation and management...).
What does MBSE mean for my role?
It will mean the following:
- Becoming aware of the principles, practical aspects, benefits and challenges of adopting MBSE as a way of doing systems engineering for your part of the engineering organisation;
- Identifying, considering and potentially challenging information about cost, quality and timescale for systems engineering processes followed in a MBSE approach;
- Identifying, and sharing learning experience, with other non-SE stakeholders in your organisation, both positive and less-positive;
- Considering suport and resources to run small MBSE trials, or engage with other parties (such as academia) who might be running such trials;
- Once convinced of the need to migrate to MBSE, establishing an migration strategy;
- Your strategy will need to address many aspects and implications including: training, tooling, infrastructure, processes, internal and external stakeholders affected;
- Establish a migration plan to pursue the MBSE adoption, consistent with your adoption strategy;
- Obtaining resources and funding to support the execution of the plan;
- Monitor and course-correct as necessary.
Rationale
As an engineering manager the focus is on the appropriate engineering contribution to effective development to cost, quality and timescale. This then brings in all the perspectives of persons, process, tools, infrastructure, interoperability, configuration control, technical risk, lean vs agility, and appropriateness of approach for the given level of integrity (safety level etc).
Conventional document-based systems engineering (DBSE) is a known quantity (to some extent). Adopting a MBSE approach requires a different skill set and experience, different tools, different infrastructure and a profile of progress for the development that is likely to be significantly different to that for DBSE.
Where (activity area, disciplines, level of decomp) do I employ MBSE?
(elaborated response)
When (temporal e.g. life cycle phase, criteria), should MBSE be employed?
(elaborated response)
Who else needs to participate in MBSE activities?
An Engineering Manager, with responsibility for the engineering activity and the engineering content of a system developed using an MBSE approach needs to be aware of and manage people, process and technology, aligned to the needs of the business.
Listed below are types of awareness of, or involvement in, MBSE for other Roles that an Engineering Manager may need to be particularly aware of.
| Who (role) | Nature of awareness / involvement |
|---|---|
| Customer | … working to and accepting of a different approach, particularly output … trusting of the development team to deliver. |
| Project Manager | … identification and planning of SE activity and associated output, cost and quality … |
| Qualifier / Certifier | … understanding and clarification of needs and requirements … identification and qualification of acceptance (test, assessment, review etc.) … |
| Systems Engineer / Architect | … System architecture and design … aspects of requirements engineering … |
| Technical Experts | … understanding of MBSE to guide and steer the design … |
| Capability of Systems Engineering Engineer | … the MBSE guidance, governance and hands on support, with input from Sys Engineer |
| Support Engineer | … Supportability (sustainment and in-service support) is a key element of system’s value for money … modelling has been part of logistics support for a while … design for supportability is a key aspect of Systems Engineering which is sometimes considered a later activity – the value comes from including earlier in the design cycle … |
How do I make use of MBSE on my project / area of responsibility?
(elaborated response)
