Model Driven Architecture Technology Update Larry L. Johnson

Transcription

1 U.S. General Services Administration Model Driven Architecture Technology Update Larry L. Johnson

2 U.S. General Services Administration Not What You Expected Larry L. Johnson

3 U.S. General Services Administration Not What You Expected Larry L. Johnson

4 4

5 Expect What You Get Get What You Expect 5

6 There are Holes in the Vision 6

7 Often we get What we Don t Expect 7

8 Last Minute Design Changes 8

9 Interface Problems 9

10 Capacity Problems 10

11 Bandwidth not What You Thought 11

12 Safety Issues 12

13 We re Often Digging Ourselves Out of a Hole! 13

14 Great Expectations - Simulation In order for Simulation to pay off we need to address some issues: Maintain Traceability among Models Maintain Traceability across Abstraction Simulate Before Design Metrics Collection and Data Warehousing Strategy must be part of the architecture to make simulation meaningful 14

15 Mapping Among Abstractions 15

16 Functional Models Bill of Material (Abstract Concrete) Abstract Functional Model Concretion -- The Selection of an Instance(s) that Satisfies the Abstraction LESS Information MORE Information Abstraction -- The Calculation of an Abstraction that Satisfies the Instance BOM (Model of Real Product in terms of Real Parts) 16

17 Who Needs Less Information? If the Abstract Model has LESS Information What GOOD is it? Technically it does have Less Information (it s an Information Theory thing) But it makes Information accessible to the person (and programs) that would be difficult to deduce from the Real (physical) Model. It unveils Information to the Practitioner. Bottom Line: Many real models can satisfy one abstract model 17

18 Example of Transforming a Real Model to Abstract Model Spar Cap S he e t Finite Element Model Geometry Model

19 The Finite Element Model of a Spar Cap welded to a Sheet Surely you recognize it? (just kidding) 19

20 Ambiguities in the Abstract Model by Itself Finite Element Model L 1 (Spar Cap) L 2 (Sheet) We need to size the spar & sheet thicknesses and adjust the span of the spar cap. L 1 L 2, but they occupy the same spatial coordinates. Which is the spar cap (L 1 )? Points (214,211), (214,212), or (215,212)? We will need to make sure we can map back to the Geometry model for the answer.

21 Need to Map the Abstract Model to the Real Model Spar Cap S he How much Stiffness is provided by the Spar Cap 211 and How much Stiffness is provided by the Sheet? 212 e t 21

22 Mapping to Bill of Material Functional Models must be mappable to Real Systems & Parts ( or what would be the point?) Mappings can be simple & direct: This functional component maps to that part. Mappings can be much more Complex. Point to the Part which is the Cylinder Can t It is the void left in the assembly of the block, gasket, head & piston. It is that which is not! 22

23 Simulate Before Design Traditionally an assembly is designed and then simulations are run. The simulations can take many hours on many computers in a cluster. [Offstage a Game Show Buzzer Sounds] Now you go back and design. Put Simulation in Front of Design 23

24 Many Models are of Abstract Products Composed of Abstract Parts (an Abstract Vehicle, for Instance) Full Vehicle Systems Full Size Pick-up Steering Suspension Chassis Used in Early Concept Stages of Design before Parts are Identified Eventually the Conceptual Design has to be Related to Real Product & Real Parts Subsystems Stabilizer Bar Power Boost Components Bushing Shocks Struts 24

25 Parametric Models Abstract Functional Model Handling: (H 1, H 2, H n ) Given Handling as a Target, it takes some Intelligence to guess at which Components or Systems will result in it Given specific Chassis, Suspension, Steering Systems, etc; We can Calculate the Handling BOMish System Model Chassis (C 1, C 2, C n ), Suspension (S 1, S 2, S n ) etc. 25

26 Example from Automotive Modeling: Handling Turning Radius Among the Parameters describing Handling are those of Understeer Understeer Neutral Oversteer G Forces 26

27 Handling: Abstract Function of Abstract Objects Abstract Subsystems are Assigned Measureable (or Calculable) Parameters need by the Functional Model of Handling Chassis (C 1, C 2, C n ) Steering (S 1, S 2, S n ) Suspension ( ) Handling Parameters (such as Understeer) are Calculated for the Abstract Vehicle We want to calculate a solution space for our target Handling based on those parameters. 27

28 Solution Space Chassis Steering Values of Parameters are Varied to Form Point in Space { Chassis (C1, C2, Cn) Steering (S1, S2, Sn) Suspension ( ) Handling Parameters are Calculated and Compared to Target to Decide if Configuration is in the Solution Space. Sensitivity of Parameters is Determined 28

29 Now for Something Completely Different 29

30 The Clinger/Cohen Act "The Clinger/Cohen Act (formerly known as the Information Technology Management Reform Act) of 1996 directed Federal agencies to establish a comprehensive approach to managing the acquisition, use, and disposal of information technology. Information technology investments must support the strategic operational goals and delivery of services to the public. The Clinger/Cohen Act holds the Chief Information Officer of an Executive Agency responsible for developing, maintaining, and facilitating the implementation of a sound and integrated information technology architecture (ITA). This terminology, ITA, is now interpreted to mean an enterprise architecture (EA). 30

31 FEA - Federal Enterprise Architecture The FEA is being constructed through a collection of interrelated "reference models" designed to facilitate cross-agency analysis and the identification of duplicative investments, gaps, and opportunities for collaboration within and across Federal Agencies. These models are defined as: 31

32 egov Initiatives In the February 2002 budget submission to Congress, President Bush outlined a management agenda for making government more focused on citizens and results, which includes expanding Electronic Government or E-Government (egov) egov uses improved Internet-based technology to make it easy for citizens and businesses to interact with the government, save taxpayer dollars, and streamline citizen-to-government communications. 24 egov Initiatives Government to Citizen (5) Government to Business (6) Government to Government (5) Internal Efficiency and Effectiveness (8) 32

33 GSA Organization The Federal Supply Service (FSS) serves the federal community offering business, administrative, and mission solutions, and provides a source for virtually every commercial product or service an agency might need. The Federal Technology Service (FTS) provides Information Technology solutions that deliver the best value and innovation to GSA federal customers worldwide. With expertise in areas such as human resources, procurement, enterprise architecture, and information management, FTS provides a total package, including procurement, project, and financial management support. The Public Buildings Service (PBS) has a total inventory of 330 million square feet of workspace for a million federal employees in 2,000 American communities. PBS preserves and maintains more than 400 historic properties, leases space to GSA s federal customer agencies, and administers an internationally recognized Design and Construction Excellence program. This program allows GSA to hire top private-sector architects, construction managers, and engineers to design and build award-winning courthouses, border stations, federal office buildings, laboratories, and data processing centers. The inventory includes monumental facilities such as the Ronald Reagan Building and International Trade Center. GSA has also embarked upon the most ambitious courthouse construction program since the 1930's, building or renovating court facilities in 160 locations. The Office of Governmentwide Policy (OGP) consolidates all of GSA's governmentwide policy-making activities within one central office. These include the federal government's strategies to acquire $200 billion a year in goods and services, the $8 billion a year spent on government travel, and the tens of billions of dollars spent each year on internal administrative management systems. OGP works with other agencies to re-engineer the traditional policy development model to emphasize collaborative development. 33

34 GSA Staff & Service Offices Chief Financial Officer Chief Acquisition Officer Chief People Officer Chief Information Officer Congressional/ Intergovernmental Affairs Citizen Services & Communications Small Business Utilization Performance Improvement General Counsel Civil Rights Inspector General Emergency Management 34

35 Order to Payment Process Diagram Order to Payment (Future State) - Involves only Purchases via Schedules Customer: Project Manager Determine project need for products and services Develop Acquisition Plan Acquisition Plan Input Develop Purchasing Request (SOW, SLA, pricing, I, R timeline) SOW Conduct Market Research/ I Survey Market Research Evaluate vendor responses A, J, L Request review of responses Aw ard Decision Receive Delivery Schedule B, C, N, P Monitor and document performance Inspect/Receive goods and services B, C, N, P Accept Goods/ Services B, C,T Information Systems Contracting Customer: Financial Officer Supplier: Contract Officer Supplier: Project Manager Supplier: Financial Officer FSS: Order Manager FSS: Financial Officer Request fund availability Record funding B, O ebuy (GUI interface) Schedule information (e-library) H Coordinate Acquisition Planning Combine Project requirements Funding validated sow Customer financial systems RFQ J Customer Procurement Systems Award Notification Conduct research using e-library/ebuy A, F, I, L A B C D E I Receive purchase request data from PM Assign contract specialist Receive RFQ A, J RFQ Supplier Catalogs Purchase Order Develop Evaluation criteria/provide input I RFQ via ebuy FSS-19 Goods and Services Issue RFQ Conduct initial evaluation Submit Response A, J Process purchase orders E-Library Funds Adv antage DB K L M N O P A, I, L F A, J, L Responses via ebuy Questions Delivery Schedule Check order status A, E, L, M, S A, E, L, M, S G Supplier Financial Systems Answers Answer questions/ provide input Obligate funds B, E, O, S Develop Determine item RFQ price/ Review RFQ Respond? Yes response to response availability/ RFQ contract A, J A, D, J A, D, J Answer questions/ PO No No interest, Customer w ill provide input via ebuy review other quotes Receive Purchase Orders A, E, L, M, S Build RFQ Final fact finding w ith suppliers A, I, K, L Evaluate Past Performance Receive POs POs via ebuy Prepare Order Verify Funds Receive delivery schedule/ updates A, J, L Obligation Distribute POs POs K Review POs A, D, G, M Issue Aw ard Notices A, K, L Acceptance Receive delivery receipts Delivery Schedule Schedule delivery of goods and services A, D, G, P Delivery schedule updates Check order status POs Receive invoice B, Q, S Customer Invoice Create Invoice Goods/Services Bill Customer D, G, M, P, Q D, G, M, P, Q Receive Payment G, O, Q Process Payment B, D, Q, S Notification of payment received Realize revenue Notification of order completion Close out order E, R, S S This is for context, don t try Pegasys/Near Notification Payment Delivery of Order and read it! Notification Receipt Completion Q R T Delivery Receipt Provide Provide Receive copy of Close out schedule Ship Goods Delivery receipt to Order updates to FSS Receipt A, D, G, P A, D, G, N Payment or A, D, G, T FSS A, D, G Funds Transfer Delivery Receipts Delivery Receipt Perform 3-w ay Match Close out order B, C, S A, E, L, S 35

36 Identifying Roles Order to Payment (Future State) - Involves only Purchases via Schedules Customer: Project Manager Determine project need for products and services Develop Acquisition Plan Acquisition Plan Input SOW Develop Purchasing Request (SOW, SLA, pricing, I, R timeline) I Conduct Market Research/ Survey Market Research Evaluate vendor responses A, J, L Request review of responses Contracting Request fund availability Coordinate Acquisition Planning Combine Project requirements Receive purchase request data from PM Assign contract specialist Conduct research using e-library/ebuy A, F, I, L Develop Evaluation criteria/provide input I Build RFQ Issue RFQ A, I, L Conduct initial evaluation A, J, L Final fact finding w ith suppliers A, I, K, L Evaluate Perf orm Customer: Financial Officer Record funding B, O Funding validated RFQ via ebuy Responses via ebuy Questions Answ er Supplier: Contract Officer Receive RFQ A, J RFQ Submit Response A, J Answer questions/ provide input plier: Manager Review RFQ A J Respond? Yes Develop response to RFQ A, D, J Determine item RFQ price/ response availability/ contract A D J 36

37 Identify High-Level Protocols Order to Payment (Future State) - Involves only Purchases via Schedules Customer: Project Manager Determine project need for products and services Develop Acquisition Plan Acquisition Plan Input SOW Develop Purchasing Request (SOW, SLA, pricing, I, R timeline) I Conduct Market Research/ Survey Market Research Evaluate vendor responses A, J, L Request review of responses Contracting Request fund availability Coordinate Acquisition Planning Combine Project requirements Receive purchase request data from PM Assign contract specialist Conduct research using e-library/ebuy A, F, I, L Develop Evaluation criteria/provide input I Build RFQ Issue RFQ A, I, L Conduct initial evaluation A, J, L Final fact finding w ith suppliers A, I, K, L Evaluate Perf orm Customer: Financial Officer Record funding B, O Funding validated Interactions RFQ via ebuy Responses via ebuy Questions Answ er Supplier: Contract Officer Receive RFQ A, J RFQ Submit Response A, J Answer questions/ provide input plier: Manager Review RFQ A J Respond? Yes Develop response to RFQ A, D, J Determine item RFQ price/ response availability/ contract A D J 37

38 Attach Protocols to Roles as Ports Group transitions together into logical units 38

39 Ports are Automatically Propagated 39

40 Initiating Activity 40

41 Activity interacting externaly 41

42 With financial officer 42

43 Who records the funding 43

44 And the process returns to the PM 44

45 Measurement not Opinion Measurement is Required to make the Simulations Meaningful Metrics Collection must be architected into the system Based on Real Measurements, changes to the architecture can be assessed BEFORE costly changes. As part of Metric Collection architecture there must be a Data Warehousing strategy to effectively view and apply the data to simulations We get what we expect we expect what we get. 45

46 Summary Maintain Traceability among Models Maintain Traceability across Abstraction Simulate Before Design Metrics Collection and Data Warehousing Strategy must be part of the architecture to make simulation meaningful 46

47 Robust Products 47

48 High Throughput 48

49 Test Out Ideas BEFORE Production 49

50 Powerful Products 50

51 Integrated Training 51

52 Absolute Perfection 52

53 Hit the Target 53

54 Never Drop the Ball 54

55 Fullfilled! We Expect What We Get We Get What We Expect 55