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It has to be appreciated that the design of a large physical system is a massive undertaking. The problem is undoubtedly beyond the capabilities of any one engineer and will require for its solution the skills and capabilities of many different people drawn from many different fields.
Book
Systems Engineering and Management
Authors
David B. Smith and George Rowland
Addison-Wesley Publishing Company Ltd.
Reading, Massachusetts.
1974
153 pages
Contents
Chapter 1 General System Concepts
Chapter 2 The Chronological View of Systems Engineering
Chapter 3 The Process of Systems Engineering
Chapter 4 Human Factors Aspects of Systems Development
Chapter 5 Systems Management
Epilogue
References
General Systems Concepts - Some Important Points
Definition of a System
A regularly interacting or interdependent group of items forming a unified whole.
A definition given by Hall and Fagen (1956)
" A system is a set of objects together with the relationship between the objects and between their attributes. "
Definition of David B. Smith
" A system is a collection of functional units which may include both man and machines, which interact with each other and with the environment to perform purposeful behavior."
Systems Engineering - Views
In this book the following aspects of systems engineering are explored.
1. The chronological phases of systems design
2. The logical steps of systems design.
3. The man-machine interface of systems design.
4. The management of systems design.
The authors have explicitly stated they have not covered the mathematical tools of systems design.
It has to be appreciated that the design of a large physical system is a massive undertaking. The problem is undoubtedly beyond the capabilities of any one engineer and will require for its solution the skills and capabilities of many different people drawn from many different fields.
The Compleat Systems Engineer
He requires technical skills. He must have the capability of assimilating ideas and concepts in one field and translating them to another. He must also be familiar with administrative and marketing matters. He must be a persuasive advocate. Most systems involve large financial costs and require agreement of many decision makers. He must be able to communicate with them in the language they understand.
The systems engineers cannot be expected to be familiar with all fields. But they should be able to communicate with the experts and to make informed decisions based on their inputs to them.
The Chronological View of Systems Engineering
This chapter examines how complex engineering systems come into being.
1. Useful output from scientific research.
2. "Needs" research
3. Exploratory studies that establish the feasibility of developing a system
4. Definition of system
5. Engineering Design
6. Personnel subsystem design
7. System integration plan
8. System integration design
9. Equipment evaluation and test
10. Prototype system, test and evaluation
11. Hardware acquisition
12. Final test and evaluation
The Process of Systems Engineering
1. Problem definition
2. Environmental constraints
Physical environment
Science and technology environment
Economic environment
Legal, social and political environment
Contiguous systems environment
Ambient and transitional environment
3. Selection criteria
Primary
Utility
Cost
Timeliness
Competitive factors
Secondary
Quality
Reliability
Compatibility
Adaptability
Permanence
Simplicity
Safety
4. Synthesis stage
5. System analysis stage
6. Evaluation
Human Factors Aspects of Systems Development
1. Comprehensive job and task descriptions of personal requirements
2. Equipment redesign or confirmation
3. Job and task redesign or confirmation
4. Training redesign or confirmation
5. Personal training support
Redesign or confirmation is an interesting usage of the terms. It identifies that the designer at the previous stage has done the design related to human factor also to a large extent. Hence the specialist human factors or human effort man is to first evaluate it. If he feels design is adequate he can confirm the design that was given to him. Only if need is there, he has to redesign.
The Management of Systems Design
The managerial process involves:
Establish objectives
Allocate resources
Communicate plans and programs
Monitor results
Managerial Control Systems - PERT and CPM
If the system design process has number of activities and hence events or milestones, PERT and CPM techniques can be used for planning and controlling system design process. The data required has to be estimated for each of the activities of events by the persons associated with those activities. These individual activity estimates can be coordindated at the systems management office to come out with time lines for integrating various activities.
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