Agent-Based Simulation of Hardware-Intensive Design Teams Using the Function–Behavior–Structure Framework
2.1. Literature Review
2.1.1. Agent-Based Modeling and Simulation
2.1.2. Models of Designers
2.1.3. Design Synthesis Process
2.1.4. Agile Processes
2.3. Modeling and Simulation of Design Teams Performing Agile and Waterfall Development
2.3.1. The Agent Model
2.3.2. Waterfall Simulation
- System requirements review (SRR);
- System functional review (SFR);
- Preliminary design review (PDR);
- Critical design review (CDR).
- SRR—corresponds to the transition from R to F
- A goal of SRR is to translate customer requirements into system-specific functions . This aligns well with the FBS transition of formulation where functions are formulated from requirements.
- SFR—corresponds to the transition from F to Be
- A goal of SFR is to create a design approach that performs in such a way as to accomplish required functions . This aligns well with the FBS transition of creating expected behavior from functions.
- PDR—corresponds to the transition from Be to S
- PDR is meant to show that the detailed design approach for the system satisfies functions . The Be to S transition is meant to achieve this as the expected behavior (low-level functions) is used to derive the design.
- CDR—corresponds to the transition from S to D
- CDR is meant to show that the total system design is complete, meets requirements, and is ready to be built or coded . This is represented by the transition from structure to documentation. In order to make this transition, the design must be complete, which is met by completing the structure phase; it must meet requirements, which is met by completing the Bs to Be comparison (part of the structure phase in the implemented FBS model); and the design must be ready to be created, which is represented by completing the documentation, which is where the design is handed off to manufacturing or coders to be created.
2.3.3. Agile Simulation
2.3.4. FBS Model Calibration
2.3.5. Simulation Design
Waterfall Simulation Design
- Requirements development (R→F);
- Function development (F→ Be);
- Preliminary design (Be→S);
- Detailed design (S→D).
Agile Simulation Design
- Designers can be represented by the FBS model. The FBS model is an abstracted model of designers. While it does not represent all aspects of designers, it contains enough information to represent the states that the designers go through during the design process .
- The synthesis, analysis, and evaluation activities were combined into a single activity. This was necessary so that the FBS model could be represented by a first-order Markov process.
- The system being designed is unprecedented. The designers do not know a priori the optimal design solution.
- Design teams work in parallel. Teams do not wait for other teams to perform their work before starting.
- Reformulations caused by design incompatibility are type I reformulations. It was assumed that these types of reformulations are caused by incompatibility in the structure of two different parts of the design.
- The simulation was designed assuming that the agents interact with one another through a model of the system they are developing. Communication between the agents was not modeled due to this assumption. Rather, agents learn of the design decisions and implications of those decisions on the system as soon as their peer agents learn them. Thus, information learned about the design of the system is given to agents with zero time lag.
- Team leaders do not contribute to design work. This was done to represent the roles of these leaders primarily in the planning of the design through requirements and function derivation.
- Idle time was not modeled. It was assumed that agents that complete their work early have other projects they can work on and their idle time does not count towards the total number of effort hours needed to complete the design.
- Agents understand the coupling in a design. When coupling forces redesigns of subsystems, the minimum number of subsystems are redesigned.
- The software and launch vehicle systems are simple versions of these types of systems. This assumption was needed to ensure that the simulation development effort was tractable as a fully defined development process for these large and complex systems which are difficult to define and fully simulate. This makes the simulation results not necessarily representative of real-world performance outright. They are still considered valid for comparison purposes, which is the primary objective of this research.
2.3.7. Software Program Development Simulation
2.3.8. Launch Vehicle Development Simulation
- Stage 1 thrust—determined by the Stage 1 rocket engine team;
- Stage 1 propellant mass—determined by the Stage 1 tank team;
- Stage 1 structure mass—determined by the Stage 1 structural team;
- Stage 1 diameter—determined by the Stage 1 mechanical team;
- Stage 2 thrust—determined by the Stage 2 rocket engine team;
- Stage 2 propellant mass—determined by the Stage 2 tank team;
- Stage 2 structure mass—determined by the Stage 2 structural team;
- Stage 2 diameter—determined by the Stage 2 mechanical team;
- Payload mass—determined by the systems analysis team.
2.4. Verification and Validation
2.4.1. Model Validation
2.4.2. Model Parameter Validation
2.4.3. Validation of Simulation Output against Case Studies
3.1. Software Development Simulation Results Analysis
3.2. Launch Vehicle Development Simulation Results Analysis
Conflicts of Interest
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|Metric||Expected Result||Software Program Simulation Result||Launch Vehicle Simulation Result|
|Productivity||36%–50% Gain||42% Gain||1% Gain|
|Time to Market||30%–70% Faster||62% Faster||12% Faster|
|Reduction in Defects||~50% Fewer||57% Fewer||3% More|
|Metric||Waterfall Simulation||Agile Simulation||Difference in Waterfall and Agile Means||Expected Result|
|Effort hours||Mean: 37,038 h|
SD: 1225 h
|Mean: 21,518 h|
SD: 1091 h
|42% less time in Agile mean||36%–50% less|
|Total time expended||Mean: 2012 h|
SD: 337 h
|Mean: 765 h|
SD: 157 h
|62% less time in Agile mean||30%–70% less|
|Time spent in rework||Mean: 1693 h|
SD: 332 h
|Mean: 724 h|
SD: 157 h
|57% less time in Agile mean||~50% less|
|Metric||Waterfall Simulation||Agile Simulation||Difference in Waterfall and Agile Means|
|Effort-Hours||Mean: 22,846 h|
SD: 1693 h
|Mean: 22,672 h|
SD: 1724 h
|1% fewer hours in Agile mean|
|Total time expended||Mean: 1836 h|
SD: 405 h
|Mean: 1608 h|
SD: 407 h
|12% fewer hours in Agile mean|
|Time spent in rework||Mean: 1519 h|
SD: 402 h
|Mean: 1569 h|
SD: 407 h
|3% more hours in Agile mean|
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Bott, M.; Mesmer, B. Agent-Based Simulation of Hardware-Intensive Design Teams Using the Function–Behavior–Structure Framework. Systems 2019, 7, 37. https://doi.org/10.3390/systems7030037
Bott M, Mesmer B. Agent-Based Simulation of Hardware-Intensive Design Teams Using the Function–Behavior–Structure Framework. Systems. 2019; 7(3):37. https://doi.org/10.3390/systems7030037Chicago/Turabian Style
Bott, Mitch, and Bryan Mesmer. 2019. "Agent-Based Simulation of Hardware-Intensive Design Teams Using the Function–Behavior–Structure Framework" Systems 7, no. 3: 37. https://doi.org/10.3390/systems7030037