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Introductions
Tom Friend
Corporate IT • Agile Scrum Coach • 12+ Years Agile Scrum • 25+ Year IT Application Dev • Airline Transport Pilot
Military / Aviation • US Naval & Air Force Pilot • Air War College • Squadron Commander • B.S. Aeronautics
This presentation is a conversation
4 CASE STUDIES
1. Agile in the history of manned flight 2. Agile innovation at the Skunk Works 3. NASA Agility with “Faster, Better, Cheaper” 4. CubeSat open source in Outer Space
What is Agility?
Property consisting of quickness,
lightness, and ease of movement
1. Fast response to sudden changes
2. Quickly reprioritize resource.
3. Incremental, AND iterative delivery
Maximizing BUSINESS VALUE with right
sized, just-enough, and just-in-time
processes and documentation
Highsmith, J. A. (2002). Agile Software Development Ecosystems. Boston, MA: Addison-Wesley.
8
Agile Frameworks and Practices
Tech
Social
Team Level Organization Level
Coding Deep Dives CD
CI TDD
BDD
XP
DevOps
Continuous Deployment Architecture
Security
Org. Patterns Research
Coding Standards
Scrum
FLEX Team
Coaching
Mob Prog.
Pair Prog.
Agile UX
Kanban
Lean
DSDM SAFe
DAD
Less
Test Auto
Scrum of Scrums
Nexus
SPIKES
RAGE
Frameworks Practices
9
Itera'on
Sprint
24hours
ProductBacklogAnyonecancontributeOrderedbyProductOwner
Itera'onBacklog
Backlogtasksexpandedbyteam
Poten'allyShippableProductIncrement
DailyCoordina'onMee'ng
1monthorless
Scrum Framework
12
SCRUM
OODA
You
Opponent
Daily
Sprint
Backlog
Increment
Kaizen Continuous Improvement INSPECT AND ADAPT
17
“With this apparatus Degen was stated, in 1809, to have risen to a height of 54 ft by beating his wings rapidly.”
Fig. 9 – DEGEN -1812
Get it right before roll out.
18Make your failures small enough to learn and recover from.
“…pressure gathered under the moving wings… they were seen to collapse together overhead and to assume a vertical position, when De Groof came down like a stone, and was killed on the spot.”
Fig. 9 – DE GROOF -1864
19
FIG. 12. -- GÉRARD -- 1784
“… an aerial locomotive… “…the wings worked vigorously, but the machine jerked up and down, rushed from side to side, and, in fact, performed all kinds of gymnastic movements except flight. This experiment was terminated by the explosion of the boiler…”
Big Project Failure
20
No Risk No Reward
Fig. 55 – MOY - 1875
[Moy] considered… launching the apparatus from a height, or down an incline, but then this costly machine, built wholly at his own expense, would sure have come to grief… “[So he] needlessly handicapped himself in starting from the ground by a level run…
21
Fig. 53 – PENAUD - 1871
“This next experiment… was important and quite successful upon the small scale on which it was tried.”
Simple, Small, Experimental & Successful
22
Campaign of Experiments
“Trying to do too much in a single experiment greatly increases the probability that the experiment will generate little in the way of useful information or experience, and therefore be of little value. “Overly ambitious efforts are a waste of time, talent, and resources.”
-pg 3
24The Wright Brothers 1903
1. Self Funded 2. No Formal Education 3. Obscurity 4. Dismissed by the
Smithsonian 5. Ignored by the Media 6. Unpaid Volunteers
26
1. Well Funded 2. Team of PHDs and Engineers 3. Support of the War Department 4. Followed by the media 5. Backing of the Smithsonian
Samuel Langley
30
Skunk Works is the the unofficial name for the Advanced Development Programs (ADP) Skunk Works is responsible for a number of famous aircraft designs, including the U-2, SR-71, F-117, F-35.
34
Fly Supersonic and be a Intra Service Multi-Mission capable solution for Emerging Global Threats Leveraging 5th Generation Stealth, Advanced Electronic Warfare, Air to Surface active electronically-scanned array radar, Fully integrating intelligence, Surveillance and Reconnaissance using a next generation core processor that can perform more than 400 billion operations per second empowering the Electro-Optical Targeting Systems providing the pilot 360-degree coverage while maintaining interoperability with all legacy aircraft and full information sharing across all spectrums of warfare.
35
Cumulative program cost of $15 billion • New iteration every 6 months • $43M cost1 (20% of F-35) • $4,000 Hour Flight Cost 1. According to Jane’s Aviation Weekly, the Gripen is the world’s most cost-effective military aircraft
Cumulative cost 1.5 trillion dollars • $143 billion over budget • Delayed until 2022 • Cost of Navy F-35C $337 million • $31,000 Hour Flight cost
DoD Waterfall vs. DoD Agile American F-35 Lightning vs. the European JAS-39 Gripen
36
Source Lines of Code (SLOC) “In Thousands”
F-16 Block 1 (1974)
F-16d Block 60 (1984)
F-22 Raptor (1997)
F-35 Lightning II (2006)
F-35 Lightning II (2012)
F-35 Lightning II (2012) Operational and Support Software
10,000
135
6,800
1,700
256
24,000
….........................................................................................................................
39
“The resulting economies may bring operating costs down as low as one-tenth of those of present launch vehicles.”
Richard M. Nixon “Factor of ten.”
James Fletcher President Richard M. Nixon and NASA Administrator James Fletcher, San Clemente, CA, 5 January 1972.
Reducing the cost of space travel:
40
Space Travel Exploration Key Variables
1. Mass 2. Power 3. Distance to travel 4. Service Life 5. Communication 6. Number of instruments
41
$360 LBS
Mars Polar Explorer
1st Stage 316,000 LBS
2nd 13,000
3rd 7,000
4rd 1,260
550
$10,000 LBS
$18,000 LBS
$108,000 LBS
$236,000 LBS
$16,437 Ounce
42
Voyager did it: a factor of three.
“Grand Tour” became Voyager.
• NASA wanted $1 billion for four spacecraft to Tour of the solar system • Congress appropriated $360 million for two spacecraft to visit Jupiter and Saturn. • JPL built two spacecraft that visited four planets. • Launched in 1977 it’s still working.
43
Original estimate: 12,500 pounds, $2.2 billion Actual telescope: 1,650 pounds, $473 million Launched 2003; still operating in a warm mode.
Spitzer Space Infrared Telescope: factor of five.
44
X-33 / VentureStar team tried.
• Joint Venture Lockheed Martin – NASA invested $922 million – Lockheed Martin $357 Million • Innovative technologies – Aerospike engine – Graphite-epoxy composite fuel tanks – Lightweight single stage to orbit • Cancelled by NASA in 2001 – Technological obstacles – Growing costs
45
1992 Dan Goldin NASA Administrator .
Faster - Better – Cheaper (FBC) 1. Smaller Missions - No more eggs in
one basket 2. Incorporate Advanced technology 3. Reduce NASA HQ oversight push
responsibility to the centers 4. Construct Exciting Visions and
Roadmaps 5. It’s ok to fail, which was not well
understood.
46
FBC Boiled down to two basic things
1. FBC attempted to improve performance by being more efficient and innovative, and it applies to everything and everyone.
2. There is an intangible element and team spirit associated with doing FBC and people are the most important ingredient.
48
Cassini–Huygens 1997 Launch Development started 1980s 3.3 Billion & 12,346 Lbs Size of a Yellow School Bus
57
1999
FBC FAILURE DISTRIBUTION
1992 1997 1993 1995
Lesson Learned
Those doing the work do the estimation.
58
Question # 3
What working agreements could have helped prevent these failures, or at a minimum level set that failure was acceptable within limits?
60
Agility Meets Fractionated Space
Prof Bob Twigs Stanford University
Prof Jordi Puig-Suari CalPoly – San Luis Obispo
61
1. Structure 2. Power Storage 3. Charging 4. Video 5. Attitude Sensor 6. Computer 7. Communications 8. GPS 9. Motion Sensor 10. Camera
64
< 1 oz
Small Satellites
MSL Cruise Voyager
MRO Hayabusa
New Horizons Juno Hubble Telescope
Cassini
Spitzer Telescope
Explorer 1 1958 Curiosity Deep Impact
Galileo Mariner 10
< 1 kg < 20 kg < 100 kg < 10,000 kg < 5000 kg < 1000 kg < 500 kg < 20,000 kg
65
Deployment Spring
Power On At Deployment
Standardized Attach points
Spring Opened Door
Poly - PicoSatellite Orbital Deployer (P-POD)
73
Frame
UHF Transceiver
Sun Sensor
Helios Antenna
Reaction Wheels
Infrared Spectrometer
Onboard Computer
Space Sextant Micro Propulsion
76
• The key now is "implementation.” • This requires careful planning and lots of work. • This requires unprecedented teaming and open,
candid communications. • No one person has the answer. • It takes debate and evolution of ideas to get there. • It takes courage to admit a wrong path and the
need to move in another direction.
How do we get there?
NASA FBC Task Final Report
77
Question #4 Extra Credit
What in your culture needs to be changed to get there? How can you be a part of making this change?