towards a capability framework for systems architecting and technology strategy

Technische Universität München

RISK AND CHANGE MANAGEMENT IN COMPLEX SYSTEMS

Towards a Capability Framework for

Systems Architecting and Technology

Strategy

Andreas M. Hein1, Yuriy Metsker2, Joachim C. Sturm3

1Institute of Astronautics, Technische Universität München, 2Lehrstuhl

für Flugantriebe, Technische Universität München, 3Lehrstuhl für

Luftfahrtsysteme, Technische Universität München


16th International DSM Conference 2014- 2


Index

• Introduction: Capabilities and their importance

• Measuring capabilities

• Capability framework overview

• Modeling capabilities with MDMs

• Capability assessment and planning case study

• Summary




Introduction: Capabilities and their importance

Definition: The ability to perform a task with or without a set of performance

criteria.

TaskResources Output

Play pianoPiano

player Music

Piano

Capability

Resources Priorities Processes

Here: capability & competency

treated as synonyms

(Christensen & Kaufman, 2006)





Technology management literature

• Core competencies for competitive advantage (Prahalad & Hamel, 1990)

• Core competencies at Canon: Each product is based on one or more core

competency (Prahalad & Hamel, 1990, p.89)

Precision Mechanics Fine Optics Micro-electronics

Basic camera X X

Compact fashion

camera

X X

Electronic camera X X

EOS autofocus

camera

X X X

Video still camera X X X

Laser beam printer X X X

Color video printer X X





DSM literature on capabilities

Precisio

n

Mechani

cs

Fine

Optics

Micro-

electron

ics

X X

X

X X X X

X X X

X X X X

X X

Product

Portfolio

Competencies

Identify core

competencies (Danilovic &

Leisner, 2007)

Core competency

gap assessment (Bonjour & Micaelli,

2010), (Danilovic &

Leisner, 2007)





Research gaps

• Relationship between capabilities and different system architectures

• Relationship between capabilities and technology strategy

Research questions

1. How can capabilities be measured? (data aquisition)

2. How can capabilities be modeled with DSMs and DMMs?

3. How can system architecture and capability assessment be integrated?

4. How can capability assessment and technology strategy be integrated?




Measuring capabilities

Measurement approaches

TaskResources Output

Capability


a) Check whether adequate

resources, processes, and priorities

exist (necessary conditions)

b) Collecting evidence

by performing the

same task

Has the company

manufactured the

same system before?

c) Collecting evidence

based on sampling

Develop a prototype or a

subsystem

d) Collecting evidence based on task

similarity (weaker than b) or c))

Has the company developed similar

systems?




Capability framework overview

I II III IV V VI

Strategies Do research on innovative rocket engines I 1 1 1 1

Open up new markets for 3D-printing II 1

Capabilities Develop functional LPRE with 3D-printing III 1 1 1 1

Develop performance LPRE with 3D-printing IV 1 1 1

Systems Functional 3D-printed LPRE V 1 1 1 1

Requirements-driven 3D-printed LPRE VI 1 1 1

Capabilities

mapped to

strategy and

systems

Capability

model

Assess system

architecture

optionsTrade-space

exploration





I II III IV V VI







Capabilities

mapped to

strategy and

systems

Capability

model

Assess system

architecture

optionsTrade-space

exploration




Modeling capabilities with MDMs

• Priorities are left out here but

can be modeled as the decision

logic governing the processes

• Alternative resource

breakdowns possible, e.g.

people, methods, tools,

facilities

Capability


Capabilities Processes Organization Tools

Capabilities Depends on Consist of Consist of Consist of

Processes Needs output

from

Performed by Uses

Organization Interacts with Uses

Tools Interacts with





I II III IV V VI







Capabilities

mapped to

strategy and

systems

Capability

model

Assess system

architecture

optionsTrade-space

exploration




Modeling capabilities with MDMs

Align capabilities with strategy & systems

• Example strategy: “publish papers in prestigious international journals”

• If developing systems is not the objective, “systems” can be replaced by

“product”, “service” or “process”

Strategies Capabilities Systems

Strategies Depend on Need Based on

Capabilities Contribute to Depend on Proven by

Systems Contribute to Based on Based on

Capabilities Processes Organization Tools

Capabilities Depends on Consist of Consist of Consist of

Processes Needs output

from

Performed by Uses

Organization Interacts with Uses

Tools Interacts with




Capability assessment and planning case study

Defining capability goals:

a) Designing and testing a functional additively manufactured liquid

propellant rocket engine (LPRE) thrust chamber

b) Provide the basis for future, performance-oriented LPRE thrust chamber

development with additive manufacturing

Questions:

• Which organizations are needed?

• Which tools are needed?

• Which processes have to be matured?

• How are these related to the capability goals?

• Which system architectures contribute most to the capability goals?





I II III IV V VI











I II III IV V VI







Capabilities

mapped to

strategy and

systems

Capability

model

Assess system

architecture

optionsTrade-space

exploration





I II III IV V VI







Characteristic Option 1 Option 2 Option 3 Option 4

Injector Showerhead

(low)

Impingement

(high)

Fuel Gas Liquid

Propellant

combination

Kerosene /

Ox

Methane / Ox Alcohol /

Ox

Methane /

N2O

Combustion

chamber

cooling

Regenerative

cooling

(high)

Porous

cooling

(high)

Perforated

cooling

(high)

Capacitive

(low)





I II III IV V VI







Capabilities

mapped to

strategy and

systems

Capability

model

Assess system

architecture

optionsTrade-space

exploration





Characteristic Option 1 Option 2 Option 3 Option 4

Injector Showerhead

(low)

Impingement

(high)

Fuel Gas Liquid

Propellant

combination

Kerosene /

Ox

Methane / Ox Alcohol /

Ox

Methane /

N2O

Combustion

chamber

cooling

Regenerative

cooling

(high)

Porous

cooling

(high)

Perforated

cooling

(high)

Capacitive

(low)

Trade-space

exploration

System

architecture

options

contributes to

Capabilities





Defining capability goals:

a) Designing and testing a functional additively manufactured LPRE thrust

chamber

b) Provide the basis for future, performance-oriented LPRE thrust chamber

development with additive manufacturing

Questions:

• Which organizations are needed? OK

• Which tools are needed? OK

• Which processes have to be matured? OK

• How are these related to the capability goals? OK

• Which system architectures contribute most to the capability goals? OK




Summary

Research gaps

• Relationship between capabilities and different system architectures

• Relationship between capabilities and technology strategy

Research questions

a) How can capabilities be measured? (data aquisition)

b) How can capabilities be modeled with DSMs and DMMs?

c) How can system architecture and capability assessment be integrated?

d) How can capability assessment and technology strategy be integrated?




References

Bonjour, E., & Micaelli, J. P. (2010). Design core competence diagnosis: a case from the automotive

industry. Engineering Management, IEEE Transactions on, 57(2), 323-337.

Christensen, C. M., & Kaufman, S. P., 2006. Assessing Your Organization’s Capabilities: Resources, Processes,

and Priorities. Burgelman, R. A.; Christensen, C. M.; Wheelwright, S. C. (Eds.), Strategic Management of

Technology and Innovation. McGrawHill, pp.153-163.

Danilovic, M., & Browning, T. R. (2007). Managing complex product development projects with design structure

matrices and domain mapping matrices. International Journal of Project Management, 25(3), 300-314.

Danilovic, M., & Leisner, P. (2007). Analyzing core competence and core products for developing agile and

adaptable corporation. In Proceedings of the 9th Dependency Structure Matrix (DSM) International Conference,

16-18 October 2007, Munich, Germany.

Fenton, N. E., & Neil, M. D., 2012. Risk Assessment and Decision Analysis with Bayesian Networks. CRC Press.

Maurer, M. S. (2007). Structural awareness in complex product design. PhD thesis, Technische Universität

München, Munich, Germany.

Prahalad, C. & Hamel, G., 1990. The Core Competency of The Corporation. Harvard Business Review, 68(3), 79-

91.

towards a capability framework for systems architecting and technology strategy

Documents