Traditionally the validation, verification and accreditation framework is employed to help define, test and accredit simulations against organisational requirements. VV&A is often thought about in terms of describing what a simulation needs to do and how; the relationship to change management is focused on controlling changes associated with adding or removing functionality, updates and modifications, acceptance testing. These are the Little C changes. But how is VV&A affected by the Big C changes like organisational readiness, deployment, staff training, and how these affect the design, acquisition and through-life support of your simulation? Simulation projects have reported disparity between subject matter experts and developers as a leading cause of schedule and budget blow-outs, with many projects experiencing some level of customer dissatisfaction with the final product, believed to be a result of poor articulation of needs. By intertwining the Big C and Little C change processes with a solid VV&A structure, are we able to predict and therefore overcome some of these change barriers for simulation? This paper explores the relationship between Big C changes and VV&A in contrast to Little C changes. It proposes a model for embedding VV&A as the connecting framework between Big C and Little C changes, as a mechanism for designing simulations to match customer expectations within the reality of their operating context.
Deanna Hutchinson; Dr Elyssebeth Leigh; Roger Mulligan; Nicole Jones de Rooy/
The Simulation Agency; University of Woollongong