Systems Engineering

The ‘Square Root’-Process Model for System Engineering

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The ‘Square Root’-Process Model for System Engineering

In the rapidly evolving field of systems engineering, the traditional V-model has served as the cornerstone for development, defining system requirements and verification processes. However, the demands of modern engineering necessitate an extension of the V-Model to reduce time-to-market and elevate customer satisfaction. This article introduces the ‘square root’ model that extends the V-model that embeds continuous feedback and integration throughout the product lifecycle. By considering production, operation, support, and end-of-life sustainability from inception, the ‘square root’ model, visually represented in the accompanying diagram, ensures that engineering efforts align with practical constraints and market needs.

Leveraging Jama Connect®‘s advanced features, we will explore how this model fosters collaboration, efficiency, and strategic foresight, setting a new standard for systems engineering excellence.

Throughout this article, when ‘product’ is mentioned, understand that it can also refer to a service, software, or system.


There are aspects in engineering and feedback loops that the V-model implies to improve the engineering assets (mainly Verification and Validation focused) at the same information abstraction level; This article will describe the need to extend the traditional V-model to ensure the estimated time-to-market can be met with ease, customer satisfaction improves each product iteration and create a better tomorrow, using Jama Connect unique features to support your engineering teams to achieve these results.

Where the traditional V-model, starting at ‘Stakeholder Requirements’ and ending at ‘Acceptance Tests’ (or ‘Validation’), describes the engineering’s team involvement in the product being engineered, it is important to understand that this is only a small part in the entire lifecycle of a product. It’s the repeatable part for that product’s new releases and it’s the part that can be used to analyze the impact of changes before that change gets implemented in production.

RELATED: A Path to Model-Based Systems Engineering (MBSE) with Jama Connect®

Design Constraints

The word “constraint” has a negative connotation; Design constraints are limitations on what designers can do with a design. These limitations are usually byproducts of having deadlines, budgets, brand guidelines (and similar guidelines, see below), laws and regulations, finite resources, and limited decision power in terms of tools and processes.

Some product engineers view design constraints in a bad light because they feel like they’re being boxed in by a brick wall, while others embrace design constraints as directional guidelines that open the doors to creativity and strategic problem-solving.

On the surface, having design constraints can indeed feel like a bad thing; however, they can be extremely useful. Being limited to certain choices doesn’t necessarily mean being limited to certain outcomes. Often enough there are alternative options that are, at least, almost as good as what you originally envisioned.

Design constraints can come from various sources, in this article we’ll talk about the constraints that focus on time-to-market, customer satisfaction, and zero waste. In other words, design guidelines come from:

  • Production;
  • Operation and Support;
  • (Ecological) Sustainability; the recycling of your product’s used materials.

These design constraints facilitate engineering with the end in mind. Your team’s early decisions during product definition must include upgradability, serviceability, and for sure: disposal, and sustainability.

Please Note: As these are complex topics by themself and not part of the core business of Jama Software, this article will only emphasize the need for feedback from these product lifecycle phases into the product definition as design constraints. Design constraints might also be known and used as Non-functional Requirements (i.e., the different ‘-bilities’, like producibility, serviceability, etc.)

Production and Manufacturing

When production and manufacturing aren’t involved from the start, your engineering team might waste valuable engineering time and effort on a product that cannot be manufactured with the means your production facilities have at their disposal. This means that the product’s entire time-to-market will need to be extended to re-engineer the product to your current production capabilities; wasting precious time and putting your competitive edge at an unnecessary risk.

As an example, a Printed Circuit Board (PCB) might require that a set of components must be aligned in the same direction and at a specified distance when wave soldered to avoid short-circuits in operation. These wave soldering characteristics can be recorded and maintained in Jama Connect as Design Constraints. Source: https://www.mclpcb.com/blog/wave-soldering-issues/

The other side of this same coin; By knowing what your production facilities can and cannot do at the start of the product definition, your teams are capable of estimating when the new bleeding-/leading-edge product they are developing needs new production means.

These insights, when considered at the beginning of the product definition, will allow your teams to research, develop, and implement the required new production techniques and have them ready when the product hits the factory shop floor. This includes having purchasing ready with new suppliers, their delivery times, required stock levels, and other input required for your factory shop floor to hit the ground running producing your new product when it completes its V-cycle.

Operation and Support

The full value of a system or product is realized in its use and operation during the expected product lifespan. Your customers want to receive a product that meets their expectations, but those expectations extend beyond a product that works on day one. Customer Satisfaction, and thus Customer Lifetime Value, is heavily influenced by the ease and availability of maintenance, servicing, and upgrades that will extend the product’s lifespan. When a customer calculates Return on Investment (ROI), they are not only considering receiving a working product, but they are also factoring in;

  • Mean Time Between Failures (MTBF, a metric for failures in repairable systems);
  • Mean Time to Failure (MTTF, a failures that require system replacement);
  • Mean Time to Repair/Recovery/Respond/Resolve (MTTR, is the average time it takes to repair/recover/respond/resolve a failure in a product, service or system, usually technical or mechanical. It includes both the repair time and any testing time. The clock doesn’t stop on this metric until the system is fully functional again); and
  • Mean Time to Acknowledge (MTTA, a metric useful for tracking your team’s responsiveness and your alert system’s effectiveness).

Reliability represent a series of metrics designed to help customers understand how often incidents occur and how quickly they, in collaboration with your Operation and Support, bounces back from those incidents. Valuable indicators to determine if their investment, and any additional investment to keep it operational, is effective.

Analysis of these reliability, MBTF, MTTF, MTTR and MTTA metrics focused on means to reduce these indicators, lead to product enhancements that improve customer satisfaction for both users (better uptime, improved performance, etc.) and decision makers (value on their investment).

E.g., the accessibility of a repairable component, to improve the MBTF, can be recorded and maintained in Jama Connect as a design constraint.

Sustainability

For sustainability, it all starts with the design. The design decisions for the product contribute 80% to the carbon footprint of the solution! How to make your products and systems ‘green’ from the start, a topic most companies struggle with.

Once your teams start to include sustainability in your product’s mission, you’ll need a structured approach, as several factors will push for different considerations. The most obvious considerations are the choice of materials and the optimizing the production process (reducing carbon emissions).

However, the repairability/serviceability of the product should be considered with a more extended lifetime vision, just like upgradeability and reusing components.

Techniques like Lifecycle Analysis (LCA, shows how much influence a product has on the environment during its entire life cycle: from raw material extraction to waste processing) exist to determine the Design Constraints necessary for the sustainability of the product being developed.

The (material) considerations that come out of an LCA (e.g. switch from fossil fuels to hydrogen) can be recorded and maintained in Jama Connect as a design constraints.

Jama Connect supports the ‘square root’-model

Collaborate with stakeholders from Production, Operation & Support and Environment, Health & Safety

Recording design constraints is not unique to a (Requirements Management, or Product Definition) application like Jama Connect; The ability to collaborate with colleagues in reviews, from the respective product lifecycle phases that normally don’t have to deal with the product definition phase (and thus don’t work in Jama Connect) is unique.

This unique feature allows your teams to engineer your products with the end result in mind, by involving the stakeholders from beyond their own engineering reach, to collaborate and achieve the optimum time-to-market, best customer satisfaction and create a better tomorrow for ourselves and future generations.

These stakeholders don’t require to be Jama Connect users to be invited and collaborate in a review within Jama Connect. Involving those stakeholders into the review process allows these stakeholders to verify their design constraints are adequately and sufficiently addressed by the requirements of your product definition.

RELATED: The Benefits of Jama Connect®: Supercharge Your Systems Development and Engineering Process

First step in sustainability; reuse as much as possible

Not only does reusing and synchronizing requirements reduce your time-to-market and improve quality, but it is also a key strategy for getting your products sustainable. Jama Connect can help reducing the struggle to build on existing work when requirements, and their corresponding test cases, are spread across documents and systems, missing Live Traceability™. Your teams must manually identify and copy related content increasing the risk of rework and gaps. Additionally, teams tend to lack visibility across efforts, causing necessary changes to not propagate across reused content, potentially impacting quality and disconnected product design efforts.

Jama Connect simplifies and enhances the process of reusing requirements and verifications by allowing you to copy selected content with its container and its traced items. Synchronization ensures visibility and enables key use cases such as parallel product definitions, common content libraries (i.e. reusable component libraries) and product variants.

Further reading
  • INCOSE (International Council on Systems Engineering): INCOSE is a professional organization dedicated to promoting and advancing the field of systems engineering. Their website (www.incose.org) offers a wealth of resources, including publications, articles, and conferences, that cover various topics in systems engineering, including the V-Model.
Other sources used

Danny Beerens
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