Preface |
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ix | |
Original Preface from Jack Gibson |
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xiii | |
Acknowledgments |
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xv | |
About the Companion Website |
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xvii | |
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3 | (25) |
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4 | (2) |
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1.2 Terminology Confusion |
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6 | (4) |
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1.3 Systems Analysis Equals Operations Research Plus Policy Analysis |
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10 | (1) |
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1.4 Attributes of Large-Scale Systems |
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11 | (2) |
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1.5 Transportation Systems: An Example of a Large-Scale System |
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13 | (3) |
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16 | (1) |
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1.7 What Makes a "Systems Analysis" Different? |
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17 | (2) |
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1.8 Distant Roots of Systems Analysis |
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19 | (1) |
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1.9 Immediate Precursors to Systems Analysis |
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20 | (3) |
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1.10 Development of Systems Analysis as a Distinct Discipline: The Influence of RAND |
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23 | (3) |
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26 | (2) |
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2 Six Major Phases of Systems Analysis |
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28 | (27) |
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2.1 The Systems Analysis Method: Six Major Phases |
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28 | (7) |
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28 | (2) |
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2.1.2 Establish Criteria for Ranking Alternative Candidates |
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30 | (1) |
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2.1.3 Develop Alternative Solutions |
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31 | (1) |
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32 | (2) |
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34 | (1) |
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35 | (1) |
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2.2 The Goal-Centered or Top-Down Approach |
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35 | (6) |
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2.3 The Index of Performance Concept |
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41 | (4) |
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2.4 Developing Alternative Scenarios |
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45 | (2) |
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47 | (1) |
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2.6 Iteration and the "Error-Embracing" Approach |
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47 | (4) |
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2.7 The Action Phase: The Life Cycle of a System |
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51 | (2) |
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53 | (2) |
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55 | (21) |
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3.1 Seven Steps in Goal Development |
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55 | (4) |
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3.2 On Generalizing the Question |
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59 | (2) |
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3.3 The Descriptive Scenario |
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61 | (2) |
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3.4 The Normative Scenario |
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63 | (1) |
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3.5 The Axiological Component |
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63 | (4) |
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3.6 Developing an Objectives Tree |
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67 | (6) |
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73 | (1) |
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74 | (1) |
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75 | (1) |
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4 The Index of Performance |
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76 | (25) |
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76 | (2) |
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4.2 Desirable Characteristics for an Index of Performance |
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78 | (3) |
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81 | (2) |
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4.4 Four Common Criteria of Economic Efficiency |
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83 | (3) |
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4.5 Is There a Problem with Multiple Criteria? |
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86 | (4) |
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4.6 What is Wrong with the B--C Ratio? |
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90 | (2) |
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92 | (2) |
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4.8 Expected Monetary Value |
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94 | (2) |
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4.9 Nonmonetary Performance Indices |
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96 | (3) |
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99 | (2) |
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5 Develop and Evaluate Alternative Candidate Solutions |
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101 | (29) |
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101 | (1) |
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5.2 The Classical Approach to Creativity |
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101 | (2) |
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5.3 Concepts in Creativity |
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103 | (1) |
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104 | (3) |
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107 | (2) |
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5.6 Dynamic Confrontation |
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109 | (1) |
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5.7 Zwicky's Morphological Box |
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110 | (2) |
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5.8 The Options Field/Options Profile Approach |
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112 | (3) |
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115 | (1) |
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116 | (4) |
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120 | (7) |
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127 | (3) |
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6 The 10 Golden Rules of Systems Analysis |
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130 | (19) |
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130 | (1) |
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6.2 Rule 1: There Always is a Client |
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131 | (1) |
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6.3 Rule 2: Your Client Does Not Understand His Own Problem |
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132 | (1) |
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6.4 Rule 3: The Original Problem Statement is too Specific: You Must Generalize the Problem to Give it Contextual Integrity |
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133 | (2) |
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6.5 Rule 4: The Client Does Not Understand the Concept of the Index of Performance |
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135 | (2) |
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6.6 Rule 5: You are the Analyst, Not the Decision Maker |
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137 | (2) |
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6.7 Rule 6: Meet the Time Deadline and the Cost Budget |
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139 | (1) |
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6.8 Rule 7: Take a Goal-Centered Approach to the Problem, not a Technology-Centered or Chronological Approach |
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140 | (1) |
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6.9 Rule 8: Non-users Must Be Considered in the Analysis and in the Final Recommendations |
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141 | (2) |
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6.10 Rule 9: The Universal Computer Model is a Fantasy |
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143 | (1) |
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6.11 Rule 10: The Role of Decision Maker in Public Systems is Often a Confused One |
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143 | (2) |
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145 | (4) |
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Cases in Systems Engineering |
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149 | (34) |
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149 | (2) |
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151 | (1) |
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152 | (1) |
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Implementing the Case Study Method |
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152 | (1) |
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152 | (1) |
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In-Class Group Activities |
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153 | (1) |
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153 | (1) |
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154 | (1) |
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154 | (1) |
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Using Case Studies to Build Teamwork and Communications Skills |
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154 | (1) |
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Building the Systems Team |
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155 | (1) |
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Tips on Managing the Team |
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156 | (1) |
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How to Make an Effective Oral Presentation |
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157 | (5) |
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162 | (2) |
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Aligning Case Studies with the Ten Golden Rules of Systems Analysis |
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164 | (1) |
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To Winnebago or to not Winnebago? |
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164 | (5) |
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How can this Case be Used to Teach and Reinforce Systems Analysis? |
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169 | (1) |
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170 | (1) |
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Validation of Learning: Evidence-Based Learning |
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170 | (1) |
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Sample Evaluation Instrument: Exam with Solutions |
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171 | (5) |
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Sample Evaluation Instrument: Exam without Solutions |
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176 | (7) |
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183 | (5) |
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188 | (1) |
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Case 3 Extended Engineering Education |
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189 | (3) |
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Case 4 Systems Engineering Majors Proliferating |
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192 | (1) |
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Case 5 Motor Carrier Safety and Compliance |
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193 | (9) |
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Case 6 Is Getting There Half the Fun? |
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202 | (4) |
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Case 7 Is Getting There Half the Fun? (Revisited) |
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206 | (4) |
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Case 8 Which Camper Should We Choose? |
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210 | (7) |
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217 | (2) |
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Case 10 Baseball Free Agent Draft---20xx |
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219 | (2) |
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221 | (1) |
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222 | (2) |
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224 | (2) |
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226 | (1) |
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227 | (1) |
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228 | (2) |
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Case 17 Corporate Headquarters |
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230 | (1) |
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Case 18 The Ad Forecaster |
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231 | (1) |
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Case 19 For the Birds (Revisited) |
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232 | (2) |
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234 | (1) |
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Case 21 Health Insurance? What Health Insurance? |
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235 | (2) |
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Case 22 Social Media in Emergency Management |
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237 | (4) |
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Case 23 Which Bridges to Repair? |
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241 | (4) |
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Case 24 Going-to-the-Sun Road Rehabilitation Project |
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245 | (11) |
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256 | (3) |
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Case 26 "Show Me the Money!" |
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259 | (2) |
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Case 27 The Collections Subsidiary |
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261 | (5) |
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Case 28 MNB One Credit Card Portfolio |
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266 | (7) |
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Case 29 Select Collections |
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273 | (5) |
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Case 30 To Distance or Not to Distance? Is That the Question? |
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278 | (1) |
Index |
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279 | |