Beyond Systems Engineering in The European ETCS Rollout

Beyond Systems
Engineering in the
European ETCS Rollout
Oskar Stalder & Markus Bolli

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®Suprexa AG, Nordstrasse 18, CH-9410 Heiden in cooperation with Oskar Stalder Consulting Langmauerweg 12, CH-3011 Bern 1
Our understanding…
ETCS = European Train Control System

 enables the safe running of trains (control and command)
 applied for conventional railways with mixed traffic
 Level 2 to improved: Safety, Cost, Capacity, Quality of Service
SE = Systems Engineering 01001110

10001010
00100100
10101000
 optimizes the over all system functions according to objectives
 deals with technical and human aspects, work processes, risks
 covers all phases of system life span including operation
 HOW things are done – in excellence, with efficiency
ETCS Europe 2016
NO SE FI
4V 111 V 80 V
80 km 677 km 50 km
GB BE DK PL
332 V 572 V 789 V 1960 88 V
227 km 3930 km km 1025 km
NL DE CZ
337 V 1150 V 15 V RO
365 km 725 km 299 km 6V
677 km
FR CH AT HU
324 V 1184 V 305 V 84 V
2952 km 3215 km 606 km 422 km BG
130 V
625 km
ES IT GR TR
566 V 554 V 136 V 274 V
3593 km 611 km 793 km 2358 km
Source: UNISIG 2016; V = vehicles contracted; km = route length contracted
ETCS Europe 2016
NO SE FI
4V 111 V 80 V
80 km 677 km 50 km
GB BE DK PL
332 V 572 V 789 V 1960 88 V
227 km 3930 km km 1025 km
NL DE CZ
337 V 1150 V 15 V RO
365 km 725 km 299 km 6V
677 km
FR CH AT HU
324 V 1184 V 305 V 84 V
2952 km 3215 km 606 km 422 km BG
130 V
625 km
ES IT GR TR
566 V 554 V 136 V 274 V
3593 km 611 km 793 km 2358 km
Source: UNISIG 2016; V = vehicles contracted; km = route length contracted
From lineside signalling to cab signalling
Change
20th Century 21st Century
From lineside signalling to cab signalling
20th Century
Automatic
Interlocking
train protection
Infrastructure Train operation

21st Century
Interlocking
ETCS ETCS
GSM-R
RBC OBU
ERTMS
The world of ETCS Supplier Community
ETCS System Elements
Train System
ETCS on board unit (OBU)
GSM-R
DMI EVC Antenna  different Elements
onboard
 different Suppliers
ETCS trackside
EURO GSM-R
RBC
Balise trackside
Interlocking
Interoperability as an aim
Any vehicle Any line of

network
+ Interoperability
+
any OBU Any RBC
Real
complexity
Railway Operation:
Business Partners 20th Century
Traffic Service
Management Intention
TM SI
Infrastructure Train
Management Signalling + ATC Operation
IM TO
Railway Operation:
Business Partners 21st Century
Business Engineering
Traffic Service
TM SI
C-DAS
Systems Engineering
Infrastructure ETCS & C-DAS Train

Management Operation
IM Speed & Location TO HDM
A new Business
BE = Business Engineering understanding as:
 Clear understanding of the market and the shareholder needs.
 To see the greatest innovation potentials of the core business.
 Knowledge of the most modern technology.
 Project governance to fulfil the service intention.
 WHAT we have to be done for success and effectiveness.
NEW
Hypothesis:
Is the change a change of the paradigm?
Change
20th Century 21st Century
Reminder:
4 Instances / 4 Stakeholder
Traffic Service
TM SI
2 1
C-DAS
Infrastructure ETCS & C-DAS Train

Management Operation
IM Speed & Location TO
3 4
The 20th Century Railway System
Service
Intention
1
Traffic
Management
2
Infrastructure
Management 3
Train Operator
4
The 21st Century Railway System
Service
Intention
1
Traffic
Management
2
ETCS
automatic Infrastructure
control Management
go / stop
3
more / less
circuit
01001110
10001010
00100100 TUS
10101000 Train Operator
4
Ashby’s Law (see also Stafford Beer, Foerster, Malik, Müller-Stewens: Society of Cybernetic)
ETCS
automatic
control
circuit
The variety/complexity of the system determines the variety/complexity of the methods for the solution.
simple to complicated complex to hyper-complex
1 5’ Sources
2 4’
5’ 1 2 3 4 5’’
3 3’ Cybernetic
4 2’
5 / 1’ Spaghetti
Linear sequential iteration n-dimensional circular-evolutionary increment

A common understanding of EN 50126 ff. 12
Performance monitoring
1
Concept 11
10
Approval of the system Operation & exploitation
2 System definition and
application scope
13
Change management
3
Risk Analysis 9
Validation of the system

14
4 including safety case(s)
System Requirements Removal & disposal
and commissioning
Specifications
5 Assignment of System
Requirements Specifications
8
Installation
& Implementation
6 Development / Construction
and Implementation 01001110
10001010
00100100
7 Manufacturing
10101000 RISK
A common understanding of layers & interfaces 12
Performance monitoring
1
Superstructure Concept 11
10
Approval of the system Operation & exploitation
2 System definition and
Constructions of
train technology application scope
13
Change management
3
Risk Analysis 9
Train dispatcher
routines and Validation of the system
14
train controlling/ 4 System Requirements
including safety case(s)
and commissioning Removal & disposal
signaling system Specifications
5 Assignment of System
ERTMS / ETCS L2
Requirements Specifications
Trackside 8
Installation
(Profile/RBC/GSM-R) & Implementation GBT
6 Development / Construction Interface
and Implementation 01001110
ERTMS / ETCS L2 10001010
Train borne (OBU, 00100100
7 Manufacturing
10101000 RISK
Odometry, braking
curve, etc.)
Approval process
Technical Operational
Interoperability Interoperability
Product development Projects

Trainborne
ETCS Train
ETCS Train
constituents Train Authorization
Train Integration
constituents Integration to operate
DoC National DoV National

TSI TSI Specs Operating rules
Trackside
ETCS Train
ETCS Track
constituents Track side Track side Authorization
constituents Integration Integration to operate
Level A Level B Level C BAV
Figure from: “ETCS for Engineers”, Peter Stanley, IRSE
SIM, Authority Chief Officer Steering
Operations Committee
ERTMS System
System Integration Leader
Manager Escalation for decision with relevant cost
- / time impact and relevant available Expert group
Archive for Docu- Traking of Project Head of operational
Safety mentation Anomalies Operations alternatives
services /
Cases of Tests DAT
by the System Integration Manager
System Integration & IOP Test Expert group

ERTMS/ETCS,
Monitoring & Controlling
Requirements
RAMS, TSI,
Testing of AC and SRAC
HAZARD
(System Integration & IOP Test)
Regular
Test in the
Commision for reporting Change Coordination
field (SAT) CR ERTMS
Anomaly techn. analysis Control of ERTMS
Test in the specifications
of anomalies Anomaly Board- IOP specifications
Lab (FAT)
Assignment for Change Change requests

bug fixing requests
System Integration & IOP Test
proved and proved and proved and proved and

tested tested tested tested
Supplier Supplier Supplier Supplier
Trackside GSM-R Vehicle X Manufacturer
Project
Infrastructure Project GSM-R Project Vehicle Project X
Operational problems of IOP
Operational problems of IOP
n km
4m cm inch
01001110
10001010
00100100
10101000
 OBU: Get a No?

 RBC: Yes, if direction!
 OBU: Get a No?
 RBC: Yes, if direction!
SRS; OBU  OBU: … SRS; OBU
plausible?
if…
then…
SRS; RBC
else…
reversing
ÖBB / RFI
HOW to care? – in 5 steps
1. Clearing of roles and rules I
Overall safety
case signaling
for track X and vehicle.
(II) (V) (IV) are complete
Railway
companies V
II Safety Case IV
Safety c. vehicle M/N/L Vehicle class / track Safety case
(as per vehicle class) Infrastructure
AC / SRAC AC / SRAC
XI incl. operational rules,
Incl. rules, Validated Total System
Contract & application conditions,
operation, maintenance Vehicle/ Track X maintenance
Interface
Management III
VI VIII
Safety case Interoperability certificate Safety case
on-board / trackside units
On-board Unit in vehicle Signaling system
X
Manufacturers Safety c.
Safety c. Anomaly IOP Statement VII Anomaly Safety c. Safety c.
other report report RBC IXL
subsys. EVC (Lab/On site Test)
IX SC other
IOP Statement Subsys. GBT
Subsets generically Interface
Essential
Train Overall safety
I
Infrastructure
Units case signaling
Operator for track X and vehicle. Manager
V
II Safety Case IV
AC / SRAC AC / SRAC
Incl. rules, Validated Total System application conditions,
III
VI VIII
X
Manufacturer
Safety c.
other
Safety c. Anomaly
report
IOP Statement VII Anomaly
report
Safety c.
Manufacturer
RBC IXL
Safety c.
train borne trackside
IX SC other
systems IOP Statement Subsys.
systems
Subsets generically
SIM &
Train Overall safety
I
Infrastructure
Authority case signaling
Operator for track X and vehicle. Manager
V
II Safety Case IV
AC / SRAC AC / SRAC
III
VI VIII
X
System Integration
Manufacturer
Safety c.
other
Safety c. Anomaly
report Manager
IOP Statement VII Anomaly
report
Safety c.
Manufacturer
RBC IXL
Safety c.
train borne trackside
IX SC other
systems IOP Statement Subsys.
systems
SIM add.
Org.
Subsets generically Interfaces
Proofed I
Overall safety
& International recognition case signaling
for track X and vehicle.
V
II Safety Case IV
AC / SRAC AC / SRAC
III
VI VIII
X
Safety c.
Safety c. Anomaly IOP Statement VII Anomaly Safety c. Safety c.
other report report RBC IXL
IX SC other
IOP Statement Subsys.
Subsets generically BAV
http://www.bav.admin.ch/grundlagen/03708/03819/03821/03838/index.html?lang=de Nickname: C-SC = ‘Bolli-Concept’

2. Conducting and leadership
≠

Conductor /
Intendant
2. Conducting and leadership
U U
≠ ≠

Conductor /
Intendant
ETCS - SIM
3. The art of orchestrating (soft skills)
You begin with many soloists and ‘Prima Donnas’... … and you have to create a common sound body
New roles
IPM Cube
Culture
HDM
4. Acceptance of the new reality
4th
revolution
paradox
5. Conclusions
Improvement:
 To improve Safety, Cost, Capacity and Quality of Service
• Systems Engineering (SE) is necessary but not sufficient
• SE complemented by Business Engineering will achieve these aims
Authority:
 A national system authority has to be defined.
Leadership & Orchestrating:

 Integration of ETCS L2 needs to be orchestrated and led.
Welcome to the
21st century
of ICT
Welcome to the
21st century
of ICT…
…for railways with ETCS
Thank you
Phone /
Smart
Paradox: changing the technology but not the procedures
New
reality
Isn’t it a change of paradigm?
Thank you
Library
Speakers
 Oskar Stalder was a member of the  Within the last 10 years Markus Bolli was
management of the Swiss Federal Railways allowed to accompany ETCS projects in quite
SBB. After his leaving the SBB he support the different roles – as organization developer,
world of railway as a consultant in different consultant, system engineer, IOP manager and as
roles. a mediator - in different ETCS projects in
 By his international activity he was involved in different countries.
almost all of the ETCS projects of today in  He is Mastermind of the ‘Bolli-Konzept’ – the
1/1
different countries and non-profit official formula (BAV, ERA) for handling the Title
organizations. RAMS standard of EN 50126 ff.
Interoperability - Complexity
1/1
IOP aim
Simple / complicated / complex / hyper-complex
complicated hyper-complex
I cook 5
portions of simple complex 1/3
spaghetti. Ashby
Hyper-complex – but just simple in structure
A soccer match behaves in the construction and

in the structure – in the view of the relation
between objects and subjects – in following
aspects:
 Restricted Number of participants
 Clear rules to the behavior
 It is a basic system 'simply till complicatedly'
 It is impossible to predesignate the outcome of the evening (who wins). It is a non-deterministic system.
It is a hyper-complex system in the view of integrally cybernetic.
 The hyper-complexity of the function of the system is owed to the variety of the changes in objects
2/3
and subjects and the relations between them (individual play steps). Ashby
 The system remains stochastic – despite all planning.
Hyper-complex – but just simple in structure
An ETCS-System behaves in the construction

and in the structure – in the view of the relation
between objects and subjects – in following
aspects:
 Restricted Number of participants
 Clear rules to the behavior
 It is a basic system 'simply till complicatedly'
 It is impossible to predesignate the outcome of the evening (which train stands where in the evening).
It is a non-deterministic system. It is a hyper-complex system in the view of integrally cybernetic.
 The hyper-complexity of the function of the system is owed to the variety of the changes in objects
3/3
and subjects and the relations between them (eventual existence, ‘K0’). Ashby
 The system remains stochastic – despite all planning.
The cybernetic of the integral age
 Wiener
(Psychology of Enterprise)
 Cybernetics of the first level (K1) takes place if an observer
 Foerster, Malik, Mueller- can distinguish between objects, subjects and their
Steven relations.
(Organization development, business
economics) (see: Wiener)
 Cybernetics of the second level (K2) takes place if an

observer looks at a system – objects and/or subjects as
well – and their relations, and includes the variety of the
entities of the system and also the self-regulation of the
system.
(See: Foerster / Malik / Mueller-Steven)
1/2
Ashby
Bildquelle: Internet, Nordmann

The cybernetic of the integral age
- to experience
K 0 stands for a possible existence. This means, that although the things there
are and also beaming signals, but have not been noticed yet. Non-notice (by any
subject) means non-existence.
- to experience
K 1 stands for the cybernetics of first level. The observer (subject) looks at a - to devise
system with entities which can be identified as objects, subjects and relations
between them.
- to experience
K 2 stands for the cybernetics of second level. The observer (subject) looks at a - to devise
system and the variety of the system - that means the changes of objects, - to feel
subjects and their relationships.
- to experience
K+ stands for the cybernetics of higher level. The observer (subject) looks at the - to devise
changes of the change of systems – that means the variability of the variety - to feel
(graduation of change) and the variety of objects, subjects and relations. - to recognise
- to experience
K E stands for an empathic cybernetics. The observer (subject) looks at systems
- to devise 2/2
of the cybernetics of higher level (K+). Everything is in flow and only to Ashby
- to feel
remarkable in an holistic way of all subjects. The ability for empathy moves into
- to recognise
the focus.
- to empathise
New roles, rules and skills
ICTM / ITIL
 New leadership
culture. (orchestrating, Assessor
influencing control on the
presence of always changing, Validation Inspector
rolling planning etc.)
Verification Inspector / QS
 A conductor is not an
additional musician. Configuration &
(have to be a mentor and a Release Manager
mediator over all)
IOP Manager
 Ready to create new
ETCS Experts DAT
skills and organization
units. RAMS / HAZARD Team
(Implement new PAM
personal alignment 1/2
management) Safety Authority / QRA orchestrating
Conductor / Intendant
Soft skills vs. hard skills (IPMA)
Hard Skills
 We know – thank of the IPMA method – all 'hard'
entities which it is necessary to take into to
consider. It’s clear, WHAT there is to do..
 Spoken metaphorically we know the notes of a
piece of music (Mozart's magic flute), we have an
operating orchestra as well as an idea as the play
should sound…
Soft skills
 …and we must only find out now HOW we can move the orchestra (soft factors) so, that the musicians will play
exactly according to our idea and our plan.
2/2
 Is like an excursion to do a excursion with a sailing boat, with new team on a rough sea: it needs urgently orchestrating
an approved ‘skill of the first mate’ (gr: κυβερνήτης) to come through it - or the idea of cybernetics.
Objects vs. Subjects (hard skills)
Sum of all thematic areas concerning the

objects of a project. All objects are be assigned
to the following four question groups:
 Which products should be produced?
 Which processes should be developed?
 Which systems are needed?
 Which infrastructure must be available?
1/3
orchestrating
Subjects vs. objects (soft skills)
Sum of all thematic areas concerning the subjects of

a project. All subjects are be assigned to the four
question groups:
 How do I plan the subject  (planning)
 How do I steer the activities  (steering)
 How do I mediate  (mediation)

(subjects to subjects / subjects to objects)
 How do I check the implementation

of the specification  (controlling).
2/3
orchestrating
Culture of Leadership and Cybernetic
Sum of all objective tasks (objects and their relation => Cybernetic 2)
&
Sum of all leadership topics (subjects and their relation = Cybernetic 2)
&
Training & support (mentoring, conducting, mediation)
Mentoring / conducting / mediation Integral project organization (Handling of Cybernetic 2+)
3/3
orchestrating
Social cultural divergence (soft skills)
 Civil engineers have another culture like

engineers of the car industry…
 …and engineers from vehicle

development have another culture like
software programmers…
01001110
10001010
00100100
10101000
1/2
orchestrating
 …and also in opposite direction.

New abilities new socio-cultural awareness
Graves Beck/Cowan
9) coral, trans-dimensional view
8) Global Person 8) turquoise, integral-holistic view 0.1 %

7) Viewfinder of possibilities 7) yellow, integrative-systemic view
1-2 %
6) Team Person 6) green, pluralistic view 10-20 %
5) Viewfinder of success 5) orange, rational view 30-40 %
4) Loyal Person 4) blue, mythic view 30-40 %
3) Lone Fighter 3) red, egoistic view 10-20 %
2) Member of a tribe 2) purple, magic view 1% 2/2
orchestrating
1) Instinctive existing 1) beige, archaic view 0.1 %

New abilities new HDM preferences (right side)
Science Research
A Technic
Financial
Entrepreneurship
Art
D
analytical / cognitive /
Medicine Development
rational ego experimental ego
Law, Jurisprudence Sales
Management Entertainment
Systems Engineering Business Engineering
Administration Consulting
Accountancy Education
1/1
Supervision, Controlling Social affairs Business
Partner
Assembling Health Care
B Production Service
C 1/1
organizational / Support empathically / orchestrating
safety need ego social – sympathetic ego
Interfaces by Gotthard Base Tunnel (GBT)
 Approx. 2000
Interfaces (without the SBB
skills SIM, GM, Operation
Infra/Train, Entrance are,
Rolling Stock, ETCS OBU etc.)
 GM = 321 =
29 + 12 + 42 + 35 +
62 + 63 + 30 + 48
V-model
 Subcontractors = 1591
=
205 + 186 + 199 + 1/3
Roles
342 + 307 + 352 C-SC
Classic organization and their interfaces
 The traditional National Authorities

project organization
masters the 1
interfaces [1] to [7]. 3
Head of Infrastructure
2 4 5
Operator / Dispatcher Project Managing Group
Board of project
(Administration, QS, QRA, RAMS, IBN, etc.)
6
Superstructur Technology of railway
e
V-model
Supplier 2/3
Roles
Industry Operator Operator C-SC
of infra. of train
SIM Interface
EEIG / ERA
8
 The traditional National Authorities
Nationale Stelle (Bundesamt)
project organization
13 1
masters the
interfaces [1] to [7]. 9
System Integration Management
3
Head of Infrastructure
(SIM)
12 2 4 5
 New instances/new
National and international railway companies Operator / Dispatcher Project Managing Group
interfaces [8] to [11] EVU, nationale und internationale
Board of project
(mit generisch zugelassenen ETCS Systemen, V-model
(shown dashed) typengeprüft) 11
(Administration, QS, QRA, RAMS, IBN, etc.)
6
Train Train Train Expliziter Nachweis Superstructur Technology of railway
Type Type Type
der betrieblichen
 New tasks, 1 2 n
und technischen
e
competences and 14 Interoperabilität pro

FZ-Typ pro
15 3/3
Roles
responsibility have Streckenabschnitt C-SC
to be defined [12] to 10 Summe aller
7
Betriebsprozesse,
[17] Lieferanten 16 Auflagen/AC, 17 Supplier
sicherheitsrelevanten SIM
Vehicles OBU ETCS Auflagen/SRAC inkl. Industry Operator Operator 1/1
EVC Baumängel- und Auflagen- of infra. of train
GSM-R und Releasemanagement
TUS
Just for an add-

on for CR106
= 500’000 EUR
(per IOSI)
1/1
21st
General process of federal office of transportation BAV
Approval
Law & Spec Nat. procedure
Operator
Standard TR Authority
ETCS System Leader / SIM QM
Application
TR
Production, Manufacturer
SC
Standard SC
Opinion
TS of Expert
1/1
Approval
Opinion IRSE
Law of Expert
Information Management
Release Relation Change Management Restrictions Incident
1/1
Proofed ERA
4th industrial revolution
4. Industrial Revolution
Based on cyber-physical systems (ubiquitous
computing) in an integral space/time of hyper-
complex cybernetic (K+) and autopoietic systems.
By use of electronics (SPS) and ICT for the further automation of the
Complexity
production. Sequence: production, banks, service provider (partial
railway). Change primacy of the production to the primacy of the market.
By the introduction of mass production based on the division of job-sections (specialists,
assembly belt) with the help of electrical energy and process engineering.
By the introduction of mechanical production plants with water-power and steam power.
(Mechanical looms, mechanical mills, etc.).
1/1
New reality
End for 18th Start with
Start 1970s 2000 to day Time
century 20th century
Sources, Philosophy
1: Organisationslehre: Burdett, Ulrich, Krieg, Küng, Malik,
Probst, Gomez, Oeller, Bleicher, Müller-Stewens, Rüegg-
Stürm, Porter, Jenny, Stöger, Zarnekow, Rüdiger, Brenner,
Walter, Willi, Wieland, Vahs, Suter, Sedlacek, Nordsieck,
Nolan, MacMenamin, Maier, Rosenstiel, Kosiol, Kaplan,
Hilb, Hemel, Heidegger, Weerda, Drucker, Beer, Stafford,
Abramovitz, usw.
2: Philosophie: Foerster, Ashby, Gebser, Wilber,
Schuhmacher, Beck/Cowan, Riffkin, Goldmann, Goleman,
Borneman, usw.
3: Psychologie: Wiener, Riemann, Spinola, Peschanel,
Thomann, Herrmann, Rogers, Klemenoff, Muschick,
Reinsch, usw.
4: Neurobiologie: Sperry, Damasio, Vester, Varela, 1/2
Ashby
Thompson, Rosch, Roth, MacLean, Gazzaniga, Dawkins,
Blackmore, usw.
Sources HSG
2/2
Ashby
RFI - ÖBB
Regio 1 Güterzug 2‘/3 Güterzug 1‘/3 Schnellzug Güterzug 1/3 Güterzug 3/3 Güterzug 2/3 Güterzug 3/3
aus Italien (l) aus Oe (l) aus Oe (l) aus Oe (l) aus Italien (l) aus Oe (l) aus Italien (l) aus Italien (l)
Bundle 2 Bundle 2 Havarist Bundle 1
Bahnhof
Innsbruck
Werksgelände
Italien
Werksgelände
Innsbruck Weiche
Franzensfeste
Umfahrung
Innsbruck Bahnhof
(r) Franzensfeste
Weiche
Umfahrung
RFI
Überführung Überführung Bestandesstrecke
Umfahrung Franzensfeste
Weiche Spurwechsel Weiche

Überführung Nothaltestelle (4 Weichen) Überführung
1/1
IOP Troubles
QRA – Duty of risk management
The limit of human controllable risks: maximal SIL 0
Your job is called:
 faster
(250 -300 km/h) often
 closer
probably 120 - 300 km/h*
(30-20 min to 4-2 minutes)
 more functional 2 min
Y = probability
(more usability, double floor, mixed traffic etc.) occasional
Mixed traffic
 more safety
(Withstand risks of the requirements) remotely conceivable </= 160 km/h
>/= 12 Min
improbable 80
km/h
 The duty consists an adequate safety incredible
40
(SIL4) about everything in ensuring
X = potential damage = damage extent
mainly, by means of organizational issues 1/3
insignificant marginal critical catastrophic
of the management as well as technical V-model
issues of all relevant surroundings.
QRA – Reasons for safety cases
Safety Middle probability of a Probability of a danger taking

Integrity failure of the security feature failure grant a respite per hour
Level at requirement - PFDav – PFH (Operation mode: High
(Opera: Low demand mode) demand or continuous mode.
RAM-S
SIL4 ≥ 10-5 bis > 10-4 ≥ 10-9 bis > 10-8
Safety
SIL3 ≥ 10-4 bis > 10-3 ≥ 10-8 bis > 10-7 Case
SIL2 ≥ 10-3 bis > 10-2 ≥ 10-7 bis > 10-7
SIL1 ≥ 10-2 bis > 10-1 ≥ 10-6 bis > 10-5

9

3 including safety case(s) 2/3
V-model
Risk Analysis Risk management according DIN 31010, eg. and putting into operation
QRA – Safety case (RAMS- report)
contracting authority L = {∑ of all verification}
PRD RAM-S
QM, QA Validation
U U =>
TS TS Validation-
Safety
TS TS Case
contract TS, report
report
finite system (RAM)

9

3 including safety case(s) 13/ 3
V-model
Risk Analysis Safety judgement and putting into operation
RFI - ÖBB
1/1
IOP Troubles
End of Library

Beyond Systems Engineering in The European ETCS Rollout

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Beyond Systems Engineering in The European ETCS Rollout

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Beyond Systems

Oskar Stalder & Markus Bolli

ETCS = European Train Control System

SE = Systems Engineering 01001110

Source: UNISIG 2016; V = vehicles contracted; km = route length contracted

Source: UNISIG 2016; V = vehicles contracted; km = route length contracted

20th Century 21st Century

Infrastructure Train operation

Any vehicle Any line of

Infrastructure ETCS & C-DAS Train

BE = Business Engineering understanding as:

 Clear understanding of the market and the shareholder needs.

 To see the greatest innovation potentials of the core business.

 Knowledge of the most modern technology.

 Project governance to fulfil the service intention.

 WHAT we have to be done for success and effectiveness.

20th Century 21st Century

Infrastructure ETCS & C-DAS Train

Linear sequential iteration n-dimensional circular-evolutionary increment

Validation of the system

Product development Projects

DoC National DoV National

Level A Level B Level C BAV

Figure from: “ETCS for Engineers”, Peter Stanley, IRSE

System Integration & IOP Test Expert group

Assignment for Change Change requests

proved and proved and proved and proved and

 OBU: Get a No?

http://www.bav.admin.ch/grundlagen/03708/03819/03821/03838/index.html?lang=de Nickname: C-SC = ‘Bolli-Concept’

Leadership & Orchestrating:

…for railways with ETCS

A soccer match behaves in the construction and

 The system remains stochastic – despite all planning.

An ETCS-System behaves in the construction

 The system remains stochastic – despite all planning.

 Cybernetics of the second level (K2) takes place if an

Bildquelle: Internet, Nordmann

Sum of all thematic areas concerning the

 Which products should be produced?

 Which processes should be developed?

 Which systems are needed?

 Which infrastructure must be available?

Sum of all thematic areas concerning the subjects of

 How do I plan the subject  (planning)

 How do I steer the activities  (steering)

 How do I mediate  (mediation)

 How do I check the implementation

Mentoring / conducting / mediation Integral project organization (Handling of Cybernetic 2+)

 Civil engineers have another culture like

 …and engineers from vehicle

 …and also in opposite direction.

9) coral, trans-dimensional view

8) Global Person 8) turquoise, integral-holistic view 0.1 %

1) Instinctive existing 1) beige, archaic view 0.1 %

safety need ego social – sympathetic ego

 The traditional National Authorities

competences and 14 Interoperabilität pro

Just for an add-

Weiche Spurwechsel Weiche

issues of all relevant surroundings.

Safety Middle probability of a Probability of a danger taking

SIL2 ≥ 10-3 bis > 10-2 ≥ 10-7 bis > 10-7

SIL1 ≥ 10-2 bis > 10-1 ≥ 10-6 bis > 10-5