16
Chapter 2: Overview of Essentials ISE 443 / ETM 543 Fall 2013

Chapter 2: Overview of Essentials

  • Upload
    aglaia

  • View
    35

  • Download
    0

Embed Size (px)

DESCRIPTION

Chapter 2: Overview of Essentials. ISE 443 / ETM 543 Fall 2013. “ a system is any process that converts inputs to outputs ” (pg. 3). and is usually composed of hardware, software, and human beings. For example, - PowerPoint PPT Presentation

Citation preview

Page 1: Chapter 2: Overview of Essentials

Chapter 2: Overview of Essentials

ISE 443 / ETM 543

Fall 2013

Page 2: Chapter 2: Overview of Essentials

2443/543– 1

“a system is any process that converts inputs to outputs” (pg. 3)

and is usually composed of hardware, software, and human beings. For example, radar systems convert electromagnetic radiation into information about objects in

the airspace around an airport radar, communication, and other systems, as well as the human controllers are part

of the air traffic control system at the airport air traffic control, transportation, and other systems, along with pilots, planners, and

other humans are the National Aviation System (NAS) etc.

“A project is an assemblage of people and equipment ...” that “addresses the matter of designing and developing ... systems” (pg. 4)

Page 3: Chapter 2: Overview of Essentials

3443/543– 1

“The success of a system is dependent on the skills of the people on a project and how well they are able to work together.” (pg. 4)

The project manager (PM) bears primary responsibility for the success of the project team the PM might be an engineer but the role is bigger

than that For large-scale systems, the Chief Systems

Engineer (CSE) is responsible for the technical aspects of the project

Page 4: Chapter 2: Overview of Essentials

There are a number of definitions of systems engineering ...

“An interdisciplinary approach and means to enable the realization of successful systems.” (INCOSE)

“An interdisciplinary engineering management process to evolve and verify an integrated, life cycle balanced set of system solutions that satisfy customer needs.” (Defense Systems Management College)

“A robust approach to the design, creation and operation of systems.” (NASA)*

4443/543– 1

TABLE 1.1

Page 5: Chapter 2: Overview of Essentials

The Department of Defense says that Systems Engineering ... Involves design and management of a total

system which includes hardware and software, as well as other system life-cycle elements. The systems engineering process is a structured, disciplined, and documented technical effort through which systems products and processes are simultaneously denned, developed and integrated. Systems Engineering is most effectively implemented as part of an overall integrated product and process development effort using multidisiplinary teamwork.

5443/543– 1

FIGURE 1.2

Page 6: Chapter 2: Overview of Essentials

6443/543– 1

The goal is an effective and cost-effective solution System cost is determined from a life-cycle

perspective, with the 3 major categories being1. Research, development, test, and evaluation

(RDT&E)2. Acquisition or procurement, and3. Operations and maintenance (O&M)

System effectiveness is a function of1. Availability2. Dependability3. Capability

Page 7: Chapter 2: Overview of Essentials

7443/543– 1

NASA lists 17 “common technical processes” in the systems design process (pg. 9-10)

Page 8: Chapter 2: Overview of Essentials

8443/543– 1

Page 9: Chapter 2: Overview of Essentials

9443/543– 1

All systems are subject to errors ... Type 1 errors

The system does not respond to an input Car alarm fails to go off during a break in Radar fails to detect an object in the airspace Flights cancelled or delayed

Type 2 errors The system responds inappropriately (“false alarm”)

Car alarm goes off when no one is around Radar shows a “target” that isn’t there Plane is diverted midflight due to bad weather

A critical goal of systems engineering is to identify, quantify, and control the errors that might occur in the system.

Page 10: Chapter 2: Overview of Essentials

Problems in the management of projects can be attributed to the “big 3”

Scope

CostTime10443/543– 1

FIGURE 1.3

Page 11: Chapter 2: Overview of Essentials

There are a number of reasons why projects don’t satisfy these 3, including ...

Inadequate articulation of requirements Poor planning Inadequate technical skills and continuity Lack of teamwork Poor communications and coordination Insufficient monitoring of progress Inferior corporate support

11443/543– 1

FIGURE 1.4

Page 12: Chapter 2: Overview of Essentials

12443/543– 1

(pg. 16)

Page 13: Chapter 2: Overview of Essentials

The “systems approach” provides guidance

13443/543– 1

(pg. 17)

Page 14: Chapter 2: Overview of Essentials

A [typical?] project organization might look like this ...

14443/543– 1

Page 15: Chapter 2: Overview of Essentials

Project teams are formed within the larger corporate structure

15443/543– 1

Page 16: Chapter 2: Overview of Essentials

A key role of the PM is to interact with a variety of constituencies to ensure project success ... Management Functional managers Accounting/finance Contracts Marketing/sales Human resources CIO / CTO Customers

16443/543– 1