1. Business Implications of
Moving to a Model
Based Enterprise
Dr. Garrett S. Thurston
A&D Industry Strategy
Brian Christensen
Industry Experience Director
Dassault Systèmes

2. Model Based Enterprise
Business Implications
INCREASING OPPORTUNITIES
FOR INNOVATION
Journey
Business Drivers
MB-X?
Information
Model
Trust
Execution
Case for Change
Evolution
Measurement

3. 3D
Design 3D DMU
Digital Mock-up
3D PLM
Product Lifecycle
Management
System DMU
Architecture & Behavior Industry
Overlays
Innovation
• Conceive of a new thing
• Conceive of a new way of doing
something
• Conceive of a way of doing
something new, using a new thing
Innovation
Journey

4. Why Experience Platform?
• Dassault Systèmes’ Experience
Platform enables companies to
improve their customers’
experience.
• Companies create products,
services and solutions that help
customers get their jobs done.
• We call these tasks or goals “jobs-
to-be-done.” Looking through a
jobs-to-be-done lens, we have
arranged solutions into
organizational and activity
archetypes.
“People don’t want a
quarter-inch drill, they
want a quarter-inch hole.”
Railroads are in trouble
because they are
“railroad oriented instead
of transportation
oriented.”
Ted Levitt, Economist Ph.D.
Harvard Business Review http://strategyn.com

5. The SE Dilemma for Out-of-Context
Information Model
Requirements
Functions
Physical
Models
DATA
Engineering
Notebook
Graphs
Reports
Interfaces
Analyses
Trade off
Studies
Action
Decision
Discussion
ECA/ECR
Project/Program
Information
Logical
Models
Schematics
Software
Standards
Any change will affect…

6. Why Systems Engineering?
What is your Dominant
Thinking-Talent Map Quadrant?
Can you think of co-workers that
are in other Quadrants than
you?
How does this change the way
you think about collaboration?
Analytic Innovative
Procedural Relational

7. Answers to Systems Engineering Rationale?
1. “We have endemic issues, with
discovery of failures of the system to
meet needs, to which we must react:
time-consuming, labor-intensive, and
costly efforts to rectify.”
2. “We have challenges eliciting the
highest level customer and
corresponding system needs.”
3. “It supports our desire to capture
requirements using multi-
perspective/multi-viewpoint methods,
e.g. UPDM for systems as well as
SoS.”
4. “We are looking to be able to
establish systems that avoid ‘vendor-
lock’ that helps us support better
buying power and affordability.”
5. “By developing our systems with a
stratified specification approach our
aspiration is to facilitate not just
affordability but innovation to of mission
support along all key quality attribute
dimensions.”
6. “Before entering into design we want to
be able to abstract-reason about multiple
deployment contexts with various
architectures to consider deployment into
likely deployment contexts, to be able to
explore the development of systems that
are increasingly enduring.”
7. “In the interest of becoming increasingly
responsive to the up’d operational tempo
because of emerging threats, or
competitive factors, develop a deliberate
systems and item reuse strategy, and
implementation.”

8. Shifting Reactive Product Development
Cost is a Symptom not a Cause: Aiming the Extinguisher at the Flames.
• Notice what these
people didn’t focus
on, cost.
• To improve
Execution the root
causes have to be
identified.
1. Desire to be Proactive vs Reactive
2. Early Validation Co-Creation –
Elicitation
3. Multi-Perspective supports rationale
capture and completeness
4. Supplier Independence: Abstraction
support, for need solution isolation
5. Solution Independence—Innovation:
Abstraction support, for need solution
isolation.
6. Resilient and PLE solutions
7. Nimbleness

9. Business Drivers for
Model-Based Enterprise
• Understandings NEEDS
» Improved customer satisfaction through
enhanced ability to meet customer
commitments
• Delivering Commitments
» Enable the successful execution of a
larger number of increasingly complex
product development projects while
managing
- Cost, Schedule, Head-count
» Build a culture of commonality and
variability to leverage common methods
and infrastructure and enable improved
execution

10. MB-X An Organizing Principle
I’d be interested in other axes that folks can think of… e.g. what would this look like if the
abscissa were say: Competency Maturity, or Dependencies?
MBE
MBe
PLE
Operational Agility
Execution Efficiency Business
Architecture
Process
Organization
Breadth of Value Chain Impact
PLM
(reference)
CustomerIntimacyCo-Creation
Analysis Methods
Concepts Techniques
Architecture Techniques
Design for X
Advanced Algorithms
Trustworthy
Adaptive
Integrated Across
Acquisition
Platforms
Information Consistency
Data Completeness
Transformation
Iteration
Unambiguous
Integrated
Across
Domains
Integrated Across
Lifecycles & Domains
Trusted Data &
Actions
Environment &
Product Models
ALM
Outcomes
Means
Characteristics
MBD
MBSE
Governance&
Execution Models
OBS, WBS, IMS
Values
• Innovation
• Accountability
• Trust
ERS
Features
Platforms
Portfolio

11. 3DEXPERIENCE platform Architecture View
PLE
Systems Software
Co-Design to
Target
Test to Perform
Winning
Program
Customer
Customer’s
Customer
Regulatory
Authority
Licensed to Fly
Keep
Them
Flying
FMEA
FMEA
Validation
Build
Verification
Criteria
Expected
Results
Constructable
Validateable
Verifiable
MBe
MBSE
MBD
ALM
MBE

12. Model-Based Enterprise
Infrastructure
Business
Processes
Business Data
Program Lifecycle
Industry Business
Processes
Program Governance
Data Model (BOM’s) Tools
Platform
System
Engineering
Standards
& Integrations

13. Model-Based Enterprise
A holistic and comprehensive approach for Systems Development
Single Authoritative Source
System of Record
Enables Two Key Execution
Elements
1.Trust in Data and
2.Trust in Action
Model Based Systems Engineering
Program/SE Management
Requirements Engineering
System Architecture Development
Architecture Design
Simulation Processes
Virtual Validation
IT Management
Organization
Planning & conducting the development
program
Model-centric engineering &
development
Requirements capture, specification &
traceability
Functional decomposition & requirement
allocation
Functional engineering processes
Process integration for decision-
making
Proving correctness & capabilities
Infrastructure support for SE
processes
System engineering capability
enablement
Systems Models
Form, fit & functional behavior analysis
Manufacturing Operations
Digital Manufacturing Capability
Operations management & visibility
Virtualized operations & process
planning

14. Trust in Data – Single Authoritative
Source System of Record
• Systems engineering and design platform on top of an OO database
with the necessary granularity for effective configuration management
and change control.
» affords integrated architecture model authoring,
» contextualization of requirements,
» simulation/design,
» software engineering
» Trade Studies to validate system requirements
- models, analysis test, trace, engineering reviews, and similarity,
» Deliberate process for revalidating assets in context for the purpose of change
and for product configurations for new deployment contexts.
» Validation and re-validation processes are enabled, facilitated, and enforced
by model—including configuration, and data—management capabilities that
are also directly applicable/suitable to the management of verification assets.
» Facilitated Functional, Allocated, and Product Baseline, and change for
configuration status accounting.

15. Configuration Item (CI) Navigation
Specifications
Architecture
Reference Docs
Allocated
Decomposed
Satisfied by
RequirementsLogical Model
Functional Model
Zones
Part
Part Spec - CAD
Sub-Contract
CLIN
Unit / Build
Design Responsible
Technical
Publication
Data Module
WBSTasks
Project

16. Driving Decisions
CI Asset Audit Page (Example)
• Showing a summary of
the key objects in a
single view.
• These tables can be
configured to show
any system data.
• Extensible
• Drive Decisions from
system not from
interpreted data

17. Trust In Action – Execution
• Change and configuration management
• Problem/issues that spawn ECs—ECAs, policies,
routes, and objective evidence (check lists, signoff
evidence)
• Architecture product breakdown structure (PBS)
elements
• WBS, OBS, IMS and Project Change to execute
change tasks against each of the affected items
• Thought object-type extension in a regulated context
we also can draw on the regulation objects
• Contract Lifecycle management that align project and
product and WBS for cost status accounting.

18. Embrace Change
MBE Reduced Volatility
Program Managers Lament Change; Enterprise Enablers Must Tackle Change
System
Requirements
Review
SRR FCA PCA FQR
System Design
Review
Software
Specification
Review
Preliminary Design
Review
Critical Design
Review
Test Readiness
Review
Functional
Configuration
Audit
Physical
Configuration
Audit
Formal
Qualification
Review
Functional
Baseline
Allocated
Baseline
Product
Baseline
Development Configuration Manufacturing Configuration Service Entry Sustainment
System
Requirements
Analysis
System
Design
Software
Requirements
Analysis
Preliminary
Design
Detailed
Design
Coding &
CSU Testing
CSC
Integration &
Testing
CSCI
Testing
System
Integration &
Testing
Software Life CycleSystems
Architecture
Tradeoff Analysis
Method
ATAMQAW
Manufacturing Sustainment
(Re) Validation
System-Safety
(Re) Verification
Process Facilitation, Enforcement, and Objective Evidence.
Quality Attribute
Workshop
SVR
SFR
ASR
PDR CDR TRRSDR SSR

19. Model-Based Requirements
Validation & Verification MATTERS/AIDT
System Under
Development
System Digital
Mockup (SDMU)
System
Requirements
Environment Model
Verification
The system is correct with regard to the
specification.
Validation
System Requirements & Assumptions
The specification designates the correct system.
Environment Model Validation
The environment model sufficiently reflects
the environment.
Correct System
Targeted & Accepted
by all Stakeholders
Suitable System Model Types
The system Organization, Execution, Variation, & Evolution
Trace/Allocation
The System Requirements Trace to Stakeholder Needs.
Verification
Qualification and Acceptance Testing
Validation Activities
Engineering Reviews & Test
Allocated
Feature Model
Environment
C A D I V M I RS V EO
Modeling Methods
Validation
Created independently of, but not completely uninfluenced by Patrice Micouin – Model-Based
Systems Engineering Wiley 2014: Property Based Requirements & Property Model Method.

20. System-DMU Supports Early Validation –
“Virtual V-Cycle”
Functional
Requirements
Architecture
Multi-Discipline models &
behaviors (Electrical, Tubing,
Piping, HVAC…)
3D Digital Mock Up
System Integration
System Verification
Collaborative
Platform on Premise
or On the Cloud
Operations validation

21. Openness Platform
Application Building Blocks
Cube Graphic Credit to Opensity, Inc.
http://optensity.com/
iSight
Multi-Process
Optimization
Exalead
UnstructuredData
FMI
StandardCo-
Simulation
Reqtify
Connectors&ReqIF
SLM
ModelManagement
Adaptation Challenges
DataExchangefrom
DisparateModels
SBADispaiaiteData
SourcesPortal
DisparateTool
SimulationCoordination
Traceability&Reqs
Exchange
Impact-IntelligentModel
Management
A&D Process Support for Industrial-Strength
Product Development
ApplicationNeutral
DF
XML/XPDM
Multi-CADand
ArchitectureTools

22. Strategic Product Management
Expansion
Strategy
Core
Competencies
Innovation
Strategy
Product Line
Strategy
Resources
Platform
Strategy
Competitive Strategy
Differentiation
Strategy
Pricing Strategy
• Time-Based
• Cannibalization
• Global Product
Supporting
Strategies
Strategic Balance
Technologies
Competitive
Integrated (Connected) Product Development
Business Model
Aligning the enterprise with the Core
Strategic Vision (CSV) brings increased
scrutiny down upon every facet.
One such area is product lines and the rigor
with which they are managed.
Effective Execution and Management of
Product lines depend on a deliberate
architecture.
“There is no favorable wind for a rudderless ship.”
-- Hopley Yeaton, First Commodore of the USCG Architecture
Assessments
Commonality/
Variability
Assessments
Industry Best
Practices
Business
Goals
Product Line Strategy
- Product Scope
- Core Asset Scope
- Variation Strategy
- Evolution Model
- Metrics
Systems Arch. Strategy
SW Arch. Strategy
Product Line
Maturity
(BAPO)
Product
Roadmaps
Adapted From: PRTM High Technology Companies CSV Product Strategy Strategic Product Lines Credit Foliage (Hersey/Alfred) and Rolls-Royce

23. MBE Business Case Process
Executive Interviews &
Strategic Workshops
Capability / Maturity
Analysis Results
Pilot Project/Deployment Roadmap
to Demonstrate & Realize Value
3D Experience Platform
Gaps
Initiatives
Actionable
Projects
1
5
4
3
2
Solution Roadmap
Prioritization
Justification
Business Case Analysis

24. MBE Breadth
1) CRM (Customer Relationship Managements)
2) CLM (Contract Lifecycle Management)
3) PPM (Product & Portfolio Management)
4) P&E (Pricing and Estimating)
5) MBSE (Model Based System Engineering)
6) RMS (Reliability, Maintainability, Supportability)
7) MC (Material Compliance)
8) MBD (Model based Design)
9) ALM (Application Lifecycle Management))
10) PLM (Product Lifecycle Management)
11) DM (Digital Manufacturing)
12) MES (Manufacturing Execution System)
13) MRP (Manufacturing Resource Planning)
14) ERP (Enterprise Resource Planning)
15) QA (Quality Assurance)
16) S (Supply Chain)
17) L (Logistics)
18) MRO (Maintenance Repair Operations)
19) V&V (Validation & Verification)
20) HR (Human Resources)
21) TC (Trade Compliance)
22) DA (Data Analytics / Dashboarding)
MBE
Domains
CRM
CLM
PPM
P&E
MBSE
RMS
MC
MBD
ALM
PLM
DM
MES
MRP
ERP
QA
SC
L
MRO
V&V
HR
TC
DA

25. Capability Maturity Model
MikeDenleyDrivingtoSuccessbyDesignHowtoidentifyandimplementtheRightKPIsfortheOrganization_GPDIS

26. CMM Interrelationship

27. MBE Domain Notional Assessment
0
2
4
6
8
10
CRM
CLM
PPM
P&E
MBSE
RMS
MC
MBD
ALM
PLM
DM
MES
MRP
ERP
QA
S
L
MRO
V&V
HR
TC
DA
Current
Goal
Industry Norm

28. PLM-Enabled MBSE
Integrated Digital Environment
Collaboration CollaborationCollaboration
IntegrationTraceability
Concept Development Engineering Development Production & Deployment Operations & Sustainment
An integrated database approach to MBSE maintains information throughout
the product lifecycle – ConOps to Requirements to design to production…
…This provides the ability for more effective downstream performance, logistics,
and cost analyses
Christi A. Gau Pagnanelli, Barbara J. Sheeley, Ronald S. Carson, PhD, INCOSE Fellow The Boeing Company
22nd Annual INCOSE International Symposium - Rome, Italy - July 9-12, 2012

29. MBE-Enabled Program Management
Holistically Addressing Today’s Business Execution Challenges
• Heavy Use of Templates
» Proposal Templates, Contract/Subcontract Templates, Project Templates, WBS
Templates
• Start with Proposal Management and reuse content in Program Launch
• Robust Contract Lifecycle Management (CLM) to define and control scope
• Integrate Contracts Management with Program Portfolio Management
(PPM), Human Resources (HR), Engineering, Manufacturing, and Aftermarket
• Integrate Systems Engineering with Design and Manufacturing Engineering
(as well as Aftermarket)
» Make Certification Management part of the process
• Integrate Subcontracts Management with CLM, PPM, HR, Engineering,
Manufacturing, and Aftermarket to get full visibility into Program Performance
• Apply Configuration Management (CM) across the entire enterprise
» Cost Baseline, Schedule Baseline, Technical Baseline

30. Integrated Master Schedule
• Schedule status is available from multiple
views
• From a Program Management Perspective:
» Status of phases and gates are identified by
visual cue
» High Level Project Status is defined in
summary dashboards
» Deliverables and
deliverable status drives
schedule status
» Schedule status rolls up into summary tasks
» Summary tasks roll up into overall project
status

31. Earned Value Management
32 OSD Guidelines
• EVM Contract cost and schedule performance
visibility
 Current period performance
 Cumulative to date performance
 At complete performance
• Baseline Management, Baseline Change
Request
• Estimate Management
• Progress status, Actual Cost and Estimate to
Complete interface
• Summarization from Time Phased Budget
Elements
 Work Package
 Control Account
 Contract
• Reporting
 Integrated Program Management Reports
(Adobe)
 BCR Impact spreadsheet
 Control Account Plan analysis spreadsheet
 Variance Analysis spreadsheet
Gordon Kranz &
Gary Bliss
18 February 2015• Organization – 1 through 5
• Planning, Scheduling, and Budgeting – 6 through 15
• Accounting Considerations – 16 through 21
• Analysis and Management Reporting – 22 through 27
• Revisions and Data Maintenance – 28 through 32

32. Integrated Master Schedule
Synthesis & ERP IntegrationWBS
OBS
Integrated WBS—OBS
IMS
IMS-E/MRP

33. Performance Measurement Baseline
(PMB) Synthesis
PMB
Budget Heirachy
IMS Heirachy

34. Building Execution Excellence thorough MBE
• Knowledge Exploitation: Improved decision-
making and help to provide better options to the
decision maker.
• Refine resource consumption: value-added and
non-value-added activities.
• Cost containment: through cost reduction and
cost avoidance.
• Error Elimination: avoid both errors of
commission as well as errors of omission
• Accessibility: assets sharable for authoring,
change, and reusability in a configured context
• Accountability: Trust in Data – Trust in Action
EarlyValidation—ReducedVolatility
Execution
Excellence
Improved Decisions
Better Options
Cost Containment
Error Elimination
Accountability
MBE
Accessibility
Value Management
Supports innovation in products/services and product development processes

35. MBE White Paper Overview
• Motivating Factors for Change
• Evolution to Model Based Enterprise
• The Way Forward
• MBE Building Blocks
• A Secure Platform for
» Collaboration
» Single-source
» Innovation
• Applied to Program Lifecycles
• Domain Engineering
• Model Types
• Configuration Management &
Change Control
• Knowledge Capture and Reuse
Garrett.Thurston@3DS.Com
Brian.Christensen@3DS.Com
http://www.3ds.com/events/model-based-enterprise/

36. Questions?