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3.7.4 Validating a Commercial Product Architecture
Author(s) -
Adifon Leandre,
Lentz V. A.,
Lerner Bruce,
Marvin Daryl J.
Publication year - 2001
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2001.tb02411.x
Subject(s) - architecture , reference architecture , solution architecture , applications architecture , enterprise architecture framework , enterprise architecture , product (mathematics) , modular design , computer science , database centric architecture , domain (mathematical analysis) , data architecture , space based architecture , new product development , business architecture , software engineering , systems engineering , engineering , systems architecture , software architecture , business process , operations management , business , marketing , operating system , art , mathematical analysis , geometry , mathematics , visual arts , work in process
Commercial products in existing industries have an architecture. The functional architecture is implicit from the domain, as envisioned by the founder of the company. The only representation of the functional architecture may be enveloped in the physical architecture. The physical architecture has evolved over time to keep up with innovation and changes in the marketplace. As technology is investigated and sometimes subsequently inserted, the occasion arises to more formally reassess the functional architecture and validate the evolved Physical architecture in regard to expanded functionality and new technology. Today, independent modifications in the various pieces of the product drive substantial changes in the physical architecture. This paper addresses the journey of one commercial company to validate the architecture of the flagship product. The methods and approach will subsequently be used with the other product lines. The goal is a modular architecture with standardized interfaces to enable significant decreases in time to market, and reduction in the cost of production and support. The paper addresses 1) the business drivers for taking the time and resources to do the validation, 2) the methods employed and 3) the plan for evolving the engineering and operations within the company to realize the advantages sought when starting the effort.