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Sparx Systems will be attending an Airports Council International (ACI) technical meeting at Munich in June.
Aviation Community Recommended Information Services (ACRIS) Working Group meeting will be held at Munich Airport on 7-8-9 June 2016.
The ACRIS Working Group provides the industry standards necessary to improve information exchanges in passenger and baggage end-to-end processes. Sparx Systems will join representatives from the industry’s most progressive airports and aviation organisations to discuss how technology can be leveraged for positive change.
For more details regaing ACI and ACRIS, please visit: http://www.aci.aero/About-ACI/Priorities/Airport-IT/ACRIS
DO-178B is the current standard in aviation industry for safety critical systems - also known as: "Software Considerations in Airborne Systems and Equipment Certification".
Find attached the White Paper including links to the UML Profile and a DO-178B glossary.
In an earlier Sparx Systems White Paper the scenario of a jigsaw puzzle was used as a metaphor for agile, flexible and collaborative response to the creation of a shared vision within an environment that is in a state of high flux. The process of digital transformation will increase the probability of technology failure and change to complex systems will heighten risk exposure. It is essential that organisations mitigate these threats by deploying tools to support the creation of enterprise wide, agile responses. This paper discusses the inter relationship between managing digital transformation, collaborative agile tools and approaches and provides relevant examples of industry responses to digital disruption.
In the puzzle scenario, the mutual dependencies and unpredictability could be analogous to the challenges of digital transformation. Traditional business models will be driven to change by the forces of disruption and current business and IT portfolios will need to meet future demand. The agility with which organisations respond to these changes will be the key factor that governs their future success or their relegation to the beleaguered, whose business models have been made redundant.
These forces of digital disruption actually encourage business agility. The scalability afforded by cloud technology for example enables highly flexible service costs. Gartner predicts that “By 2017, 40 percent of utilities with smart metering solutions will use cloud-based big data analytics to address asset-, commodity-, customer- or revenue-related needs.” In another example the just released “2014 Airlines IT Trends Survey” reveals that “the disruption caused by mobile is so significant that airlines feel that they must invest in mobile services to ensure that they are not left behind.” The survey also reports that “Today, 100% of airlines are investing in the mobile space.” In the retail industry social media on mobile phones is creating a constant feedback loop that informs the development of business agility. As it permits real-time interactions with customers, it also drives growth. The 17th Annual Global CEO Survey by PricewaterhouseCoopers, reports that technology is already having a far-reaching impact on healthcare delivery and CEOs are already planning ways to take advantage of this trend. 89% plan to improve their ability to innovate; 93% plan to change their technology investments; and 95% are exploring better ways of using and managing big data.
Across industry, successful business evolution over the next decade will be based on the extent to which organisations can harness the forces of disruption and become the disrupting force. Organisational risk profiles will be changed by these forces and the new profiles will inform strategy and decision making. To translate business vision and digital strategy into effective enterprise change will require that leaders possess the ability to visualise, simulate and optimise the target state and ensure that the activities of everyone in the business are co-ordinated.
A systematic approach to the management of change provides an inclusive framework that considers the whole enterprise as well as the needs of different stakeholders. This agile business approach ensures that during the change process lifecycle, priorities are regularly assessed and progress continually monitored. As requirements are identified adjustments are made by managers and their teams, and not left to the end.
Data visualisation enables insights that support faster and more effective decision making while improving communication and bridging the IT – Business divide. To enable agility and insight to support decision making, organisations must also address silos in legacy systems, business, and information.
Enterprise Architect is and remains a technology that is fit for purpose in meeting the challenges of the changing business and IT environment. Visually powerful, it provides a fantastic viewpoint of multiple technologies and organizational units, all working together. Team review, shared data models and model mail are all in-built tools that can improve communication and break down silos, because everyone is using the same data/info/model.
To more effectively manage growing complexity and to stay focused and in control, agile and traditional teams choose Enterprise Architect. Due to very competitive total cost of ownership, large and distributed teams can collaborate more effectively and increase speed and ease, in the design, build, and management of their solutions and processes.
The industry tested traceability features of Enterprise Architect speak directly to shared awareness and clarity on what has been previously achieved. According to Gartner, “An agile, multidimensional approach to architecture is absolutely essential to support continuous development and innovation. Give developers the tools to fail fast, iterate quickly and innovate for business transformation.” The Kanban burndown charts that have been added to Enterprise Architect help to bring project reality into clear focus by showing the work done against the timeline, decision impacts and eliminate fuzziness about time based goals and deadlines.
Sparx Systems Enterprise Architect combines Agile projects with non Agile projects in a single projects portfolio, eliminating the necessity for any additional tools. For further information on tools for digital transformation and the creation of a shared vision within an environment that is in a state of high flux go to:
The Future Airborne Capability Environment (FACE™) Consortium is an aviation focused professional group managed by the Open Group. Recently Sparx Systems contributed a collection of licenses to assist members in their development of the FACE Data Model. The Open Group, via its latest news release and the FACE website thanked Sparx Systems for their assistance:
"[Enterprise Architect has] been instrumental towards the development of the FACE Data Model and DoDAF 2.0 representations of FACE Enterprise Architecture products. In addition we appreciate their assistance in setting up a shared working environment for these efforts."