AGILE Paradigm: The next generation collaborative MDO for the development of aeronautical systems

Ciampa, Pier Davide; Nagel, Björn

doi:10.1016/j.paerosci.2020.100643

Cited by 35 publications

(27 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Society need to possess positive behaviors so that they not only able to survive the new normal era, which is completely uncertain and fluctuate quickly, but also can increase their competitiveness. Many researchers have promoted the important and need of being agile when rapid innovation is a source of competitive advantage [9] or facing turbulence or disruptive changes [10,11]. Whilst Doz [5] emphasizes that this agility strategy has started to become the key to determining performance in industry.…”

Section: Discussion -The Need Applying Agile Mindset In Business Behaviormentioning

confidence: 99%

The Agile Mindset

Nugrahanti¹,

Widiastuti²

2021

Proceedings of the 3rd Annual International Conference on Public and Business Administration (AICoBPA 2020)

View full text Add to dashboard Cite

The global coronavirus (COVID-19) pandemic has impacted every aspects of life. The current outbreak has severe socioeconomic consequences across the globe creating another disruption, which has led to dramatic changes of way of life and businesses. As developing countries, both Gambia and Indonesia suffer tremendously. The study assesses relevant discussions related to business transformation in surviving the new normal era. The paper addresses some of the pandemic related issues to business life in the Gambia and Indonesia. As the crisis happens not only nationally but also globally with challenges that require both immediate and long-term action. Business proactive a right action versus employee concern dictate a balancing order to serve all needs.

show abstract

Section: Discussion -The Need Applying Agile Mindset In Business Behaviormentioning

confidence: 99%

The Agile Mindset

Nugrahanti¹,

Widiastuti²

2021

Proceedings of the 3rd Annual International Conference on Public and Business Administration (AICoBPA 2020)

View full text Add to dashboard Cite

show abstract

“…The theoretical gaps pointed out, regarding the little integration between different areas of airport innovation analysis, can be identified here as filled by considering, during model development, the participation of professionals and experts in both the management of airport innovation itself (CHEN;BATCHULUUN;BATNASAN, 2015;GIL;MIOZZO;MASSINI, 2012;GRAHAMN;HALL;MORALES, 2014;HALPERN, 2010), as well regarding the management of innovation in airlines (FRANKE, 2007;HERACLEOUS;WIRTZ, 2009;NICOLAU;SANTA-MARÍA, 2012;PEREIRA;CAETANO, 2015), and the aeronautics industry (CIAMPA; NAGEL, 2020;COHEN, 2010;SLAYTON;SPINARDI, 2016; WIESENTHAL; CONDEÇO-MELHORADO; LEDUC, 2015;), these being the main players in decision-making at airport management.…”

Section: Discussionmentioning

confidence: 99%

Model for measuring airport innovation

Caetano

Alves

2021

Rev. Bras. Inov.

View full text Add to dashboard Cite

Identifying and measuring innovation at airports becomes necessary not only to point out theelements of its management or infrastructure to be improved, but also to raise opportunities for innovation, with the aim to collaborate for the best efficiency of air transport. In this sense, this study concerns innovation management applied to airports given the limitations in the state of the art related to measuring innovation in this type of organization. The integrated perception of different airport stakeholders has been collected from a survey with 70 Brazilian professionals specialized in the subject, namely researchers, airports, airlines, and the aeronautics industry managers, in a proposal to measure the level of airport innovation from different indicators. The results proposed an algorithm for an Airport Integrated Innovation Index (AI3), composed by 38 measurable variables related to innovation practices, procedures, and infrastructure elements such as new biometric passenger identification systems, real-time passenger flight tracking systems, new types of runway pavement, and actions to reduce airport operational restrictions. This model can be used in airports of different categories (national or international) and sizes (small, medium, or large). It may be adapted for different countries and contexts according to their markets and organizational cultures.

show abstract

“…The authors have previously identified in Ref. [6] that major obstacles are largely related to the efforts required to setup and deploy large-scale MDAO collaborative design processes, more than resolving the actual optimization task once the system is in place. Ciampa et al quantified that 60% to 80% of the project time might be necessary to implement such a process, hampering the application in aircraft product development.…”

Section: Towards Agility For the Development Of Complex Systemmentioning

confidence: 99%

“…novel aircraft). The technologies developed to implement such approach, have been demonstrated for multiple collaborative aircraft design and optimization applications, shortening the setup time to more than 40%, with respect to conventional MDAO approaches [6]. However, AGILE project scope was limited to the design and the optimization of the aircraft design itself, for a given set of design requirements and for a given architecture of the aircraft.…”

Section: Introductionmentioning

confidence: 99%

Accelerating the Development of Complex Systems in Aeronautics via MBSE and MDAO: a Roadmap to Agility

Ciampa

Nagel

2021

Aiaa Aviation 2021 Forum

Self Cite

View full text Add to dashboard Cite

The ever-increasing complexity of systems under development in aerospace is demanding to streamline and accelerate the development of innovative products, across the diverse disciplines, and throughout the entire life-cycle. The European funded research and innovation AGILE project introduced a novel paradigm to Multidisciplinary Design Analysis and Optimization (MDAO) processes, shortening the setup time of MDAO systems to more than 40%, with respect to conventional MDAO approaches. However, AGILE project scope was limited to the design and the optimization of the aircraft product itself, for a given set of design requirements and for a given architecture. The follow-up European funded project AGILE4.0 expands the scope, including also the upstream systems engineering phases of the development lifecycle, within the trade-off and optimization activities. This work introduces the conceptual framework under development, which leverages digital engineering approaches and in particular Model Based Systems Engineering (MBSE). The focus of the framework is on accelerating the setup, deployment and operation of MBSE systems, as well as on streamlining the integration with MDAO system, to in turn accelerate the development of aircraft products. The focus of the framework is on the bridge between MDAO and MBSE. The paper also introduces the on-going investigations which make use of the framework and are collaboratively performed by the Consortium consisting of 18 International Organizations.

show abstract

AGILE Paradigm: The next generation collaborative MDO for the development of aeronautical systems

Cited by 35 publications

References 10 publications

The Agile Mindset

The Agile Mindset

Model for measuring airport innovation

Accelerating the Development of Complex Systems in Aeronautics via MBSE and MDAO: a Roadmap to Agility

Contact Info

Product

Resources

About