The Human Viewpoint: with Architecture Frameworks

Transcription

1 The Human Viewpoint: Facilitating Human System Integration with Architecture Frameworks Dr. Holly A. H. Handley Assistant Professor, Old Dominion University, Norfolk, VA Dr. Beverly G. Knapp Deputy Director, MANPRINT, HQ Army G 1, Washington, DC 1

2 Introduction Comple systems require the Human Systems Integration (HSI) community to increase collaboration with Systems Engineering (SE) community. Mission Command Architecture Frameworks are an enabler to define elements, relationships, and standards d within ihi a comple system. Current frameworks have limited representation of the human as a critical element in system design and performance: [Where are the Humans?] DoDAF 2.0 Architecture 2

3 DoDAF 2.0 Architecture Views Capability View 3 Articulate the capability requirement, delivery timing, and deployed capability Project View Describes the relationships between operational and capability requirements and the various projects being implemented; Details dependencies between capability management and the Defense Acquisition System process. Operational View Articulate operational scenarios, processes, activities & requirements Standards View System Engineering View Articulate activities to design and implement solution based on operational and capability requirements Articulate applicable Operational, Business, Technical, and Industry policy, standards, guidance, constraints, and forecasts Data and Information View Systems View Net Centric View Articulate the legacy systems, their composition, interconnectivity, and contet providing for, or supporting, Articulate the performers, activities, services, and their echanges providing for, or supporting, DoD functions Articulate the data relationships and alignment structures in the architecture content DoD functions Common View Overarching aspects of architecture contet that relate to all views

4 Humans and Systems Humans play a pivotal role in the operation of systems: Systems must be supported by sufficient manpower, Personnel must be adequately trained to operate the system in the contet of an operational mission, Equipment must fit the human not fit the human to the equipment. 4

5 The Human View Is an architectural viewpoint that focuses on the human part of a system. Organizes information about how the human fits in or interacts with the system. Adds value by providing a more complete representation by including human capabilities and limitations as an integral part of the system design. Itensures that the humanis fully considered in the system enterprise architecture by structurally incorporating them into engineering planning. Itprovides human system parameters that can be used to minimize human risk with the overall system. 5

6 The Human View Goal Human Operational Bring the Human Daily Work Flow into the Picture 6

7 Human View Components HV A Concept HV B Constraints HV C Tasks HV D Roles HV E Human Network HV F Training HV G Metrics HV HH Dynamics a high level representation of the human component of the system a repository for different sets of limitations describes the human specific activities describes the job functions that have been defined for the humans interacting with the system captures the human to human communication patterns that occur as a result of team formation accounting of training requirements, strategy, and implementation a repository for human related values, priorities and performance criteria the information necessaryto complete a simulation of the human impact on the system Architecture Framework Human View: The NATO Approach Handley, HAH H.A.H., & Smillie, RJ R.J. (2008). Architecture framework human view: The NATO Approach. Systems Engineering, 11(2),

8 Human View Products RBK/ASHORE FWD/AFLOAT MOC Command Element Communication and In for m ation S ystem s Cen ter COMMANDER Inform ation M anager Plan Developer Future Plans Center COA Planner Lead COA Planner Surface Intelligence Center COA Planning Team Maritime IPB Development COMMANDER HV B Constraints Brief Team Commander Update Development Cell Directors Staff J3 J3 Dir of Ops J33 BWC J3 Staff J1 J1 J1 Staff J2 J2 SSO J2 Staff J4 J4 J4 Staff J5 J5 J5 Staff J6 J6 J6 Staff J7 J7 J9 J9 J7 Staff HV D Roles J9 Staff Legend Tasks HV E Network Within Center Across Centers Reach Back Director of Operations CFMCC Staff 1.1 Select topics for briefing content 1.2 Review previously submitted data 1.3 Identify data sources for relevent updates 1.4 Access sources & identify information 2.1 Obtain templates for briefing 2.2 Import data 2.3 Create slide 2.4 Revise slides and notes 2.5 Assess currency of information 2.6 Assess accuracy of fields and spelling 2.7 Revise slide fields and spelling 2.8 Assess need to make changes to notes 2.9 Revise slide notes 2.10 Assess need for sharing with foreign partners 2.11 Assess compliance of data with disclosure policies 2.12 Post completed slide 3.1 Advise reviewers of readiness 3.2 Review slides 3.3 Provide updates and comments 3.4 Review comments 3.5 Assess need for more info 3.6 Access sources & identify new information 3.7 Import data 3.8 Assess need to make changes to slides 3.9 Access and revise slides 3.10 Post reviewed slides Cell Directors Responsibility Battle Watch Captain Special Security Officer J33 COPS Center Director Operations Center Current Operations Center Remote Staff HV C Tasks Commander HV A Concept 8

9 Human View in Design The inclusion of the human component in the architecture is essential to ensure suitable and acceptable interfaces between technology and users, as well as user fit in to physical environments. The Human View integrates manpower, personnel and training considerations by promoting ease of use and error mitigation, decreased stress and user fatigue. 9

10 Human View Method The Human View Visualizes and Compares Human Roles and Workflow A. Tasks Nominal Task Set Change Induced Alternate Task Set Problem Organization must switch states from one set of tasks to more/different tasks. AS IS Organization B. Roles Original Role Mappings Adaptation Solution New Assignments Identify New Role Mappings and Crew Assignments Solution Crew are reassigned to different tasks. Constraint Crew must already have the skills for new tasks and stay withinworkload workload limits. Iterate to the Right Bl Balance Bt Between Design Concepts and Tradeoffs TO BE Organization 10

11 Case Study: Aerial Reconnaissance Support Team (ARST) The ARST supports Intel/Ops Processing, Eploitation & Dissemination (PED) process 21 days on station availability. Monitoring i multiple l sensors at the same time. Human View models represent operator requirements so a baseline and ARST adaptable organizational designs can be IPAC (ONA) defined FOPS Monitoring of video and radar combinations of imagery With a minimum of dropped tracks and time to target. 11 (17) JOPES (2) Rep to KM/IM (4) Intel (9) Director (15) SUW (16) USW (5) Intel (10) JIAWG Director (11) Leader (12) OPT Team Intel (4) Intel Planning (5) Intel Planning (7) Red Cell Analyst (12) OPT Team Member IPAC Director (8) Red Cell Analyst Maritime Analyst Maritime Analyst Maritime Analyst Maritime Analyst

12 Human View Data Map: Essential ilpart of the Methodology Concept (HV-A) platform, mission Platform Mission Type determines determines TASK (HV-C) clusters, key tasks METRICS (HV-G) AUTL tasks, metrics ROLE (HV-D) name, type, mos Role Name has multiple Sensor Type specifies Required MOS categorized by performs requires #1: HV-D to HV-C to HV-F MOS, task, skill requires Task Cluster determines Key Tasks induces mapped mapped CORRELATION AUTL Tasks AUTL Metrics C3Trace Metic selected mapped TBD #2: HV-D to HV-C to HV-B(2) role, task, critical Skill Level trained by Workload Workstation has trained on inflicts Critical Task TRAINING (HV-F) skills, critical tasks #3: HV-D to HV-C to HV-B role, task, workload CONSTRAINTS (HV-B) workload Automation SYSTEM INTERFACE (HV-X) 12

13 Role 1: sk1.0, sk3.0, sk3.1.2 Role 2: sk1.1, sk3.2 Role 3: sk2.0, sk4.0 Role 4: sk2.0, sk4.0 Role 5: sk3.2 Role 6: sk1.0, sk3.1.1 Role 7: sk2.0, sk3.1.2, sk4.0 Role 8: sk1.1, sk3.1.2, sk3.2 Role 9: sk1.2, sk3.3 Role 10: sk3.0, sk3.1 Role 11: sk2.0, sk3.1.2, sk4.0 Crew Positions FMV OP FMV OP FMV AL FMV AL GMTI FMV AL FMV OP GMTI GMTI FMV OP FMV AL (17) JOPES (2) Rep to KM/IM (3) Director Info Management (4) Intel (9) Director (15) (16) SUW USW (5) Intel (12) (10) OPT JIAWG Team Intel Director (11) Leader (7) Red Cell Analyst (1) Commander (20) JICO (8) Red Cell Analyst (19) (21) (22) Battle Watch Maritime Ops Maritime Ops Captain (14) PAO Assistant Human View Build and Analyze Process Accept or Reject Changes : New As Is Or Implement different Organizational Change Human Performance Analysis Impact of Organizational Change Develop Human View Products Human Factors (Task Constraints) HV BII Responsibility Roles limits HV D Tasks HV C Determines Training HV F Human Resources (Role Constraints) Assignment requires HV BI Use Case HV A completes Work Process HV E Operational Documents specifies Metrics HV G assess Subject Matter Eperts ROLE (HV-D) name, type, mos Role Name has multiple Create Data Map determines Sensor Type Required MOS specifies #2: HV-D to HV-C to HV-B(2) role, task, critical trained on Concept (HV-A) platform, mission categorized by inflicts Platform performs requires Skill Level Critical Task TRAINING (HV-F) skills, critical tasks Defines content and format of Defines inter each product When populated captures current state As is Mission Type #1: HV-D to HV-C to HV-F MOS, task, skill requires trained by determines determines #3: HV-D to HV-C to HV-B role, task, workload TASK (HV-C) clusters, key tasks Task Cluster Key Tasks induces Workload CONSTRAINTS (HV-B) workload mapped mapped TBD METRICS (HV-G) AUTL tasks, metrics AUTL Tasks selected AUTL Metrics Queries using the HV Products #1- What is the impact of lower/higher skill level than required by the task? #2 - What is the impact of assigning a different MOS to the task with similar/disimilar critical task training? #3 - What is the Impact on the role of increasing workload due to multiple/different tasks? connections between products and identifies variables of interest Workstation has Automation SYSTEM INTERFACE (HV-X) Implement Organizational Change Collect Human Data Eecute PED Process Model Update Model To Be Identify and Adjust Parameters of Interest Role ID: Skill List Task ID: Requirements Task 1.0 sk1.0 Task 1.1 sk1.1 Task 1.2 sk1.2 Task 2.0 sk2.0 Task 3.0 sk3.0 Task 3.1 sk3.1 Task sk3.1.1 Task sk3.1.2 Task 3.2 sk3.2 Task 3.3 sk3.3 Task 4.0 sk4.0 Collect System Data Process/System Outcome Measures KM/IM FOPS JLRC CMD JISE JICO JOC JIB For eample, change the skill level of roles. 13

14 Human Availability Metrics Correlation Coefficient Ma of average time to target Avg of average time to target Last value of average time to target Process Time Communication Time Operation Time Weighted Process WL Weighted Communication WL Weighted Operation WL

15 Why use the Human View? Human View models facilitate a more oestructured language for communicating with operations and system engineers. System engineers and HSI practitioners can use Human View methodology to develop a fully integrated t set of products that t ensure an effective and efficient design, test, and production process. Human Views enablequalitativeand and quantitative assessment of the human architecture within the system enterprise. 15

16 Without Human Views Without the Human View there is no basis in the architecture for analysis of human issues that may impact multiple l aspects of the system: Performance Analyses Humans are an essential element of system performance. Cost Benefit Trade off Analyses Human activities with in the system must be weighed against manpower, personnel and training i costs. Requirements Analysis Specifications of human requirements to accomplish a mission (i.e. information, reporting, decision making). Technology Analysis Human Factor design criteria applied to enhance human performance which impacts system performance. 16

17 Questions & Comments Dr. Holly A. H. Handley Assistant Professor, Old Dominion University, Norfolk, VA Dr. Beverly G. Knapp Deputy Director, MANPRINT, HQ Army G 1, Washington, DC beverly.g.knapp.civ@mail.mil 17