07 Fall Siw Um

2007 Fall Simulation Interoperability Workshop

The GM V&VUser’s Manual

Constantinos Giannoulis


Presentation Overview

• Introduction

• A top level view of the GM V&V methodology.

• Designing a VV&A Organization.

• The GM V&V Activity Model.

• Tailoring the GM V&V.

• Return of experiment.


The GM V&V User’s Manual

• Offers prescriptive guidance to the individual responsible for the VV&A effort.

• Describes the concepts and procedures to be followed.

• Focuses on assisting the individuals responsible for planning and managing of the VV&A effort.

Introduction

Top level view of the GM V&V methodology

Designing a VV&A Organization

The GM V&V Activity Model

Tailoring the GM V&V

Return of experiment


• The three pillars.

• Issues to be addressed.

• The three layers.

• The conceptual model.


Introduction







• Organization.

• Processes.

• Products.

Process

OrganisationGoals

Objectives

Goals

Objectives

Goals

ObjectivesProducts


Introduction


•The three pillars•Issues to be addressed•The three layers•The conceptual model






• Problem formulation.

• Feasibility of VV&A project.

• The ”non-refutation principle”.

• Tailoring.

• Communication of the outcomes.

• Consolidation of project knowledge (return of experiment).

• VV&A of M&S uses vs. VV&A during M&S development.


Introduction








• Acceptance layer.

• V&V layer.

• Evidence layer.


Introduction









Introduction








Designing a VV&A organization

• Parties & roles.

• Levels of Organization.

Introduction








Introduction



•Parties & roles•Levels of organization






Acceptance Leader V&V LeaderV&V Information

Providers and Executioners

SV&V Not explicitly assigned Supplier Supplier

IA Customer or 3rd Party Supplier Supplier

IV&V Customer or 3rd Party 3rd Party 3rd Party

Introduction









Introduction








Purpose-Impact

Problem world

M&S baseReferent knowledge

Corporate Memory

VV&A knowledge base

Project Memory

VV&A Needs

Develop V&V criteria

Plan V&V

V&VPlan

Gather and assess

VV&A information

Items ofEvidence

VV&A world

UtilityRisks

Assess the VV&A needs achievement

Assess theValidity and Correctness

V&V Report

DevelopAcceptance

Criteria

AcceptancePlan

Decision

Acceptance Report


Introduction








• High level guidance.

• Activities & Products.

• The pragmatics.

• The project memory.

Introduction








• M&S products considered

• M&S products’ views

• Properties required & assessed

• Flow of activities

Introduction




•High level guidance•Activities & products•The pragmatics•The project memory





Introduction









• Develop Acceptance Criteria → Acceptance Plan

• Develop V&V Criteria & Plan V&V → V&V Plan

• Gather & Assess VV&A Information → Items of Evidence

• Assess Validity & Correctness → V&V Report

• Assess the VV&A needs’ achievement → Acceptance Report

Introduction









• Feasibility analysis

• Handling modifications

• Communicating the results

• Evaluating the consequences

• Gathering raw data

Introduction









• Purpose

• Usage

• Communication

Introduction








Tailoring the GM V&V Model

• VV&A project constraints.

• Tailoring guidance.

Introduction








• Intended purpose

• Budget

• Time

• Risks

• Skills

• Tools

Introduction




Tailoring the GM V&V•VV&A project constraints•Tailoring guidance




• The process

• The organization

• Selecting suitable techniques

• Experimental frame

• Application domain

• Model abstraction

• Outcomes

Introduction




Tailoring the GM V&V•VV&A project constraints•Tailoring guidance



Return of Experiment

• Qualitative assessment.

• Quantitative assessment.

Introduction







The GM V&VUser’s Manual

Technology

07 Fall Siw Um