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P1247176258bFzWN

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The king heard that a rival boat in Denmark was being built with 2 gundecks so ... The boat looks tall, narrow, top-heavy etc. But most of the boats at that ... – PowerPoint PPT presentation

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Title: P1247176258bFzWN


1
What can we learn fromthe VASA?
Jane Huang
2
  • The VASA
  • 1625 the Swedish king Gustavus Adlophus ordered
    new warships.
  • The VASA was built in Stockholm. It was to be
    the mightiest warship in the world, armed with
    64 guns on 2 gundecks.
  • During the Vasas maiden voyage in 1628, and
    filled with spectators and foreign diplomats, the
    glorious warship keeled first to one side and
    then to the other side and sank killing 30-50
    people.

3
  • Dont let the King be your Architect
  • The Vasa was specified and respecified by the
    king.
  • The boat was midway between a small boat and
    large boat design of the day.
  • The keel was originally laid for a small boat
    and then lengthened. Designers tried to make
    her wider but could not change the existing
    design.
  • She was therefore long and tall.
  • The king heard that a rival boat in Denmark was
    being built with 2 gundecks so he insisted on an
    extra gundeck. This made the VASA top heavy.

4
Things arent always as they seem
  • If you see the VASA today your first impression
    may be NO WAY!
  • The boat looks tall, narrow, top-heavy etc.
  • But most of the boats at that time did look that
    way and most were stable.
  • Calculations done today on the resurrected ship
    show that the proportions were only slightly off
    by a couple of inches here and there.

5
Check the design
  • There are no surviving plans for the Vasa,
    because there never were any!
  • In those days nobody made detailed drawings.
  • Naval architect had a few carefully guarded
    calculation tables and rules of thumb.
  • Most of the boat was built on the fly!

6
Know what you dont know
  • State of practice in those days was rudimentary.
  • Calculations of center of mass etc were not known
    or done.
  • It was therefore practically impossible to know
    if a design was stable or not.
  • It was amazing that more boats didnt sink!!

7
Dont ignore data
  • Several days before the launch the Vasas
    builders did a very pragmatic stability test on
    the ship.
  • 30 sailors ran from one side of the boat to the
    other.
  • After three runs, the sailors had to store
    because the boat was heeling too much.
  • But the king was out of the country and no one
    else dared postpone the launch.

8
Maintain continuity of Architecture
  • Principle architect died midway through the
    project.
  • Prior to his death, both he and his assistant
    were in charge.
  • This illustrates what happens when a single and
    strong point of leadership is lost.

9
Are you in a hurry, as usual?
  • The Vasa was built in about two years.
  • There was a lot of schedule pressure.
  • The urgency to get the project finished no doubt
    contributed to some bad decision making.

10
Are you focusing on the wrong features?
  • Numerous ornate carvings and decorations were
    completed on time for the Vasa.
  • Clear example of featuritis.

11
When the design is bad
  • A criticism of the day is that the shipbuilders
    didnt load enough ballast into the hold to make
    the boat more stable.
  • They ACTUALLY crammed in as much as there was
    room for.
  • Even if they had added more balast the boat
    would have ridden lower and water would have
    poured through the portals of the lower deck.

12
The difference between prototype and product
  • Given her experimental design, the Vasa should
    have been considered a prototype not a product.
  • When the shipbuilders discovered she was unstable
    during her tests, they should have put her in a
    museum 333 years early.
  • BUT it was the Kings boat and cost 4 of the
    countrys income for that year. It was also
    needed for a war.

13
References
  • http//www.vasamuseet.se/indexeng.html
  • Software Engineering Process with the UPEDU,
    Pierre Robillard and Phillippe Kruchten, Pearson
    Education Inc.
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