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xix | |
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xxv | |
Preface |
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xxvii | |
Acknowledgments |
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xxix | |
Author |
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xxxi | |
Acronyms |
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xxxiii | |
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Part one The fundamentals |
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3 | (14) |
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1.1 Systems and their birth |
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3 | (1) |
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1.2 Synthesis, optimization, and integration: What are they? |
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4 | (3) |
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1.3 Toward a more effective process |
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7 | (4) |
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1.4 Scope of integration work |
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11 | (1) |
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11 | (6) |
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1.5.1 Part one: The fundamentals |
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13 | (1) |
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1.5.2 Part two: Enterprise common process integration |
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14 | (1) |
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1.5.3 Part three: Product system definition |
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14 | (1) |
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1.5.4 Part four: Product design synthesis |
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15 | (1) |
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1.5.5 Part five: Specialty engineering methods and models |
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15 | (1) |
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1.5.6 Part six: Concurrent post-design process synthesis |
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15 | (1) |
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1.5.7 Part seven: Closing |
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16 | (1) |
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Chapter two System development process overview |
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17 | (16) |
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17 | (1) |
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2.2 Top-down work sequence models |
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18 | (6) |
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2.2.1 Traditional waterfall model |
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19 | (2) |
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21 | (1) |
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22 | (2) |
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24 | (1) |
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2.4 Variations on a theme |
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25 | (3) |
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28 | (5) |
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Chapter three The human basis for integration |
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33 | (12) |
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3.1 Human limitations drive integration |
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33 | (2) |
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3.2 The fundamental integration mechanism |
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35 | (2) |
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3.3 Integration from a link perspective |
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37 | (1) |
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3.4 The dark ages of system engineering |
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38 | (2) |
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3.5 Order versus creativity |
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40 | (2) |
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3.6 Mathematical chaos as an alternative |
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42 | (3) |
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Chapter four Integration components, spaces, and cells |
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45 | (16) |
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4.1 Setting the stage for integration decomposition |
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45 | (1) |
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4.2 Integration components |
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46 | (3) |
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49 | (3) |
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52 | (1) |
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53 | (1) |
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4.6 Integration principles |
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54 | (4) |
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4.7 Domain of the system engineer |
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58 | (1) |
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4.8 This may be a little mad |
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59 | (2) |
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Chapter five The key roles |
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61 | (6) |
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5.1 Specialization run amuck |
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61 | (1) |
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62 | (1) |
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5.3 Program managers and team leaders |
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63 | (1) |
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64 | (1) |
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64 | (1) |
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65 | (2) |
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Chapter six Organizational structures |
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67 | (30) |
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6.1 Updating matrix management |
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67 | (3) |
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6.2 A model program organization structure |
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70 | (3) |
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6.3 An alternative team structure |
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73 | (1) |
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74 | (4) |
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74 | (1) |
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6.4.2 IPPT-stimulated personnel staffing problems |
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75 | (1) |
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6.4.3 Personnel evaluation problems |
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76 | (1) |
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6.4.4 C/SCS criteria conflict |
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77 | (1) |
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6.5 Model matrix for this book |
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78 | (3) |
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6.6 The virtual team concept |
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81 | (2) |
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6.7 Extension to large organizations |
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83 | (9) |
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6.8 Lowest common team concept |
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92 | (4) |
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6.9 A process-based organization |
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96 | (1) |
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6.10 The organizational structure for the thoroughly modern person |
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96 | (1) |
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Chapter seven Information systems and communications |
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97 | (28) |
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7.1 The critical nature of communications |
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97 | (4) |
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101 | (1) |
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7.3 Program interim common database |
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101 | (17) |
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7.3.1 The development information grid |
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102 | (3) |
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105 | (1) |
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7.3.3 Toolbox ring-to-DIG interface |
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106 | (5) |
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7.3.4 The tool-to-tool interface |
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111 | (2) |
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7.3.5 DIG content evolution to the final data repository |
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113 | (1) |
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7.3.6 Common database approach |
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113 | (4) |
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7.3.7 Web-based common data |
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117 | (1) |
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7.4 Model-based development |
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118 | (1) |
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118 | (1) |
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7.6 Virtual teams in your future |
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119 | (1) |
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7.7 Integration excellence = communications |
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120 | (1) |
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121 | (4) |
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Part two Enterprise common process integration |
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Chapter eight Enterprise process requirements definition |
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125 | (20) |
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8.1 Process requirements sources |
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125 | (1) |
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8.2 Enterprise structured analysis |
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125 | (9) |
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8.2.1 The enterprise vision statement |
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126 | (1) |
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8.2.2 Structured analysis of enterprise vision |
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127 | (6) |
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8.2.3 Enterprise entity structure |
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133 | (1) |
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8.3 Industry process standards |
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134 | (5) |
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8.3.1 Standards as process requirements |
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134 | (1) |
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8.3.2 System engineering standard |
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135 | (1) |
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8.3.3 Software engineering standard |
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135 | (1) |
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8.3.4 Coordination between internal and external standards |
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136 | (3) |
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8.4 Enterprise process documentation |
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139 | (3) |
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8.5 Knowledge base coordination with process responsibilities |
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142 | (1) |
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143 | (2) |
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Chapter nine Enterprise process design |
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145 | (24) |
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145 | (1) |
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145 | (1) |
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9.3 Responsibility component |
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146 | (1) |
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9.4 Work responsibility fusion through allocation |
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147 | (1) |
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148 | (1) |
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149 | (1) |
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9.7 Functional planning strings |
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149 | (1) |
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9.7.1 All of the functions |
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149 | (1) |
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9.7.2 The organizational RAS |
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149 | (1) |
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9.8 The functional departments |
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150 | (3) |
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153 | (1) |
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9.10 Generic program preparation and continuous process improvement |
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153 | (16) |
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9.10.1 Being prepared is better than not |
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153 | (2) |
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9.10.2 Continuous process improvement using metrics |
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155 | (3) |
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9.10.3 Generic preparation |
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158 | (5) |
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9.10.4 Tuning our process to customer needs |
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163 | (2) |
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9.10.5 Applicable documents analysis |
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165 | (2) |
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9.10.6 Program audits by functional departments |
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167 | (1) |
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167 | (1) |
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9.10.8 Where is your process description? |
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168 | (1) |
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chapter ten Integrated program planning |
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169 | (20) |
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169 | (1) |
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10.2 Traditional planning methods |
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169 | (9) |
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10.2.1 The need statement |
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170 | (1) |
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10.2.2 The system specification |
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171 | (1) |
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10.2.3 The work breakdown structure dictionary |
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172 | (2) |
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10.2.4 The statement of work |
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174 | (3) |
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10.2.5 Work coding and detailed work planning |
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177 | (1) |
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10.3 U.S. Air Force integrated management system |
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178 | (1) |
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10.4 Introduction to the JOG system engineering planning model |
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179 | (2) |
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10.5 Progressive planning granularity |
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181 | (2) |
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183 | (6) |
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Chapter eleven Transition to implementation |
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189 | (12) |
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11.1 Awaiting contract award |
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189 | (3) |
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189 | (1) |
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11.1.2 Program work definition |
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189 | (1) |
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11.1.3 Work assignment and implementation |
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190 | (1) |
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11.1.4 Functional management responsibilities |
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191 | (1) |
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11.2 Populating the teams |
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192 | (1) |
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11.3 Bringing in the resources |
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193 | (3) |
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193 | (1) |
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11.3.2 Space improvements and team space allocation |
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194 | (1) |
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11.3.3 Computing and communication |
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195 | (1) |
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11.4 Firing up the program relationships |
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196 | (1) |
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196 | (1) |
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11.4.2 The procurement process |
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196 | (1) |
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11.4.3 Associate relations |
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197 | (1) |
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11.5 Winding down the beginning |
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197 | (4) |
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Part three Product system definition |
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Chapter twelve System modeling and requirements identification |
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201 | (22) |
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201 | (3) |
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12.2 Development pattern overviews |
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204 | (1) |
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12.2.1 The current system and hardware pattern |
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204 | (1) |
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12.2.2 The current software pattern |
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205 | (1) |
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205 | (10) |
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12.3.1 Initial system architecting |
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205 | (1) |
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12.3.2 Traditional structured analysis |
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206 | (4) |
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12.3.3 Top-down software development |
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210 | (5) |
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12.4 Integration at the gap |
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215 | (4) |
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12.5 Tools integration in the near term |
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219 | (1) |
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12.6 Next generation integrated development |
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220 | (2) |
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222 | (1) |
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Chapter thirteen Product entity definition |
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223 | (20) |
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223 | (6) |
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13.2 Product entity structure synthesis overview |
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229 | (4) |
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13.3 Product entity block diagramming |
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233 | (1) |
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13.4 Product entity overlays |
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234 | (9) |
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234 | (3) |
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13.4.2 Configuration item overlay |
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237 | (1) |
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13.4.3 Specification tree overlay |
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238 | (1) |
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13.4.4 Manufacturing, procurement, and engineering breakdown structure overlays |
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239 | (2) |
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241 | (2) |
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Chapter fourteen Interface definition |
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243 | (30) |
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243 | (1) |
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244 | (1) |
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14.3 The interface dilemma |
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245 | (1) |
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245 | (1) |
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14.5 n-Square diagramming methods |
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246 | (4) |
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250 | (11) |
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250 | (1) |
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14.6.2 Schematic symbols schematic discipline |
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251 | (1) |
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14.6.3 Schematic symbols interface coding |
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251 | (1) |
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14.6.4 Schematic symbols interface coding ultimate SBD |
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252 | (3) |
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14.6.5 Schematic symbols interface coding ultimate SBD expansion |
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255 | (1) |
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14.6.6 Schematic symbols interface coding ultimate SBD innerface expansion |
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256 | (1) |
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14.6.7 Crossface expansion |
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256 | (3) |
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14.6.8 Crossface compound expansion |
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259 | (2) |
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14.7 Interface dictionary |
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261 | (1) |
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14.8 Three views of interface |
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261 | (2) |
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14.9 Interface responsibility models |
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263 | (5) |
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14.9.1 Set theoretic view |
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263 | (3) |
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14.9.2 Annotated schematic block diagram |
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266 | (2) |
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14.10 The special need for external interface development |
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268 | (1) |
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14.11 Degree of interface extension |
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269 | (1) |
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14.12 A rationale in support of IPPT |
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270 | (3) |
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Chapter fifteen Requirements integration |
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273 | (20) |
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15.1 What is requirements integration? |
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273 | (1) |
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15.2 Requirements integration responsibility |
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273 | (1) |
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15.3 System level SRA overview |
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274 | (1) |
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15.4 Requirements integration activities |
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274 | (7) |
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15.4.1 Individual requirements audit |
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276 | (1) |
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276 | (1) |
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15.4.1.2 Correctness of style |
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276 | (1) |
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15.4.1.3 Understandability |
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276 | (1) |
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15.4.1.4 Singleness of purpose |
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276 | (1) |
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277 | (1) |
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277 | (1) |
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15.4.1.7 Good judgment and good sense |
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278 | (1) |
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15.4.2 Requirements set attributes |
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278 | (1) |
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278 | (1) |
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278 | (1) |
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279 | (1) |
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279 | (1) |
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279 | (1) |
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280 | (1) |
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280 | (1) |
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15.4.5 Specification format check |
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280 | (1) |
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15.5 Engineering specialty integration overview |
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281 | (1) |
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15.6 Interface requirements analysis integration |
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281 | (2) |
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15.7 Environmental requirements analysis integration |
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283 | (1) |
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15.8 Programmatic requirements integration |
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283 | (2) |
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15.9 Hardware-software integration |
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285 | (1) |
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15.10 Structured constraints deconfliction |
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286 | (7) |
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15.10.1 Can there be too many requirements? |
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286 | (1) |
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287 | (6) |
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Part four Product design synthesis |
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Chapter sixteen Program execution |
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293 | (18) |
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293 | (1) |
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16.2 Controlling the well-planned program |
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294 | (6) |
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16.2.1 Program execution controls |
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294 | (1) |
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16.2.2 Alas, good planning is not everything |
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295 | (1) |
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16.2.3 Implementing the IMP/IMS |
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296 | (1) |
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16.2.4 Controlling the advancing wave |
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296 | (3) |
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299 | (1) |
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16.3 Discontinuity management |
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300 | (10) |
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16.3.1 Discontinuity defined |
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300 | (1) |
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16.3.2 Discontinuity detection |
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301 | (2) |
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16.3.2.1 Cost and schedule triggers |
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303 | (1) |
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16.3.2.2 Product performance trigger |
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303 | (1) |
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16.3.2.3 Technology trigger |
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304 | (2) |
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16.3.3 Risk assessment and abatement |
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306 | (1) |
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16.3.4 Formal risk identification |
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307 | (3) |
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310 | (1) |
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Chapter seventeen Design modeling and simulation |
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311 | (8) |
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311 | (1) |
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17.2 How are models used in the synthesis work? |
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312 | (2) |
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17.3 Use of models and simulations |
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314 | (4) |
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314 | (1) |
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315 | (1) |
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17.3.3 Prototypes and pilot models |
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315 | (1) |
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17.3.4 Descriptive models |
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316 | (1) |
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317 | (1) |
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17.4 Representation configuration control |
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318 | (1) |
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Chapter eighteen Product design decision making |
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319 | (20) |
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319 | (20) |
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319 | (1) |
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18.1.2 The bridge between problem and solution |
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320 | (3) |
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18.1.3 Preferred solution selection |
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323 | (1) |
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18.1.3.1 Trade fundamentals |
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323 | (1) |
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18.1.3.2 Trade requirements |
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324 | (1) |
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18.1.3.3 Our value system |
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324 | (1) |
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18.1.3.4 Identifying candidates |
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325 | (2) |
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18.1.3.5 Candidate development |
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327 | (1) |
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18.1.3.6 Candidate values |
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328 | (1) |
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18.1.4 Trade study matrix models |
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328 | (1) |
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328 | (1) |
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18.1.4.2 Pugh concept selection approach |
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329 | (1) |
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18.1.4.3 Technometric trade study approach |
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330 | (1) |
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18.1.4.4 Objective trade study approach |
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330 | (6) |
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18.1.5 Trade study or design concept review |
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336 | (1) |
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18.1.6 Post-concept action |
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337 | (1) |
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18.1.6.1 Concept documentation |
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337 | (1) |
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18.1.6.2 Configuration management of trade results |
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338 | (1) |
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Chapter nineteen Product design integration in an IPPT environment |
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339 | (12) |
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19.1 What is the principal problem? |
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339 | (2) |
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19.2 How do we accomplish crossface integration? |
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341 | (2) |
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19.3 There are more interfaces |
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343 | (1) |
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344 | (1) |
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19.5 Other PIT actions during design |
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345 | (1) |
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19.6 Special hardware-software integration needs |
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346 | (5) |
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Chapter twenty Preliminary design |
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351 | (8) |
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20.1 The purpose of preliminary design |
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351 | (1) |
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20.2 Requirements validation, risk identification, and risk mitigation |
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351 | (1) |
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20.3 Design ideas capture and baseline control |
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352 | (1) |
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20.4 Design communication |
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353 | (1) |
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353 | (1) |
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20.4.2 Continuous meeting |
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353 | (1) |
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20.4.3 Cyclical work and meetings |
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354 | (1) |
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20.5 Preliminary design review |
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354 | (5) |
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Chapter twenty-one Detailed design |
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359 | (12) |
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21.1 Information and communication importance |
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359 | (1) |
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21.2 Integrated team activity |
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359 | (1) |
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21.3 Specialty engineering relations |
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360 | (1) |
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21.4 Configuration control |
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361 | (1) |
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21.4.1 Representations control |
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361 | (1) |
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21.4.2 Continuing specifications maintenance |
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362 | (1) |
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21.4.3 Product design control |
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362 | (1) |
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21.5 Technical control of hardware sources |
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362 | (4) |
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362 | (1) |
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21.5.2 Design to specification procurement |
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363 | (1) |
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21.5.3 Manufacture to print procurement |
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364 | (1) |
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21.5.4 Commercial off the shelf |
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364 | (1) |
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21.5.5 Parts, materials, and processes |
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365 | (1) |
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21.5.6 Sister division sources |
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366 | (1) |
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366 | (1) |
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21.7 Critical design review |
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367 | (4) |
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Chapter twenty-two Integration of test and analysis results |
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371 | (10) |
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22.1 Two "V"s for victory |
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371 | (2) |
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22.2 Configuration control |
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373 | (1) |
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22.3 V&V article control matrix |
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374 | (2) |
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376 | (1) |
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22.5 Non-test integration |
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377 | (4) |
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Part five Specialty engineering methods and models |
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Chapter twenty-three Introduction to specialty engineering and concurrent engineering |
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381 | (32) |
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23.1 Specialty fundamentals |
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381 | (15) |
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23.1.1 Systems and their development |
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381 | (1) |
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23.1.2 The knowledge foundation |
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382 | (1) |
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23.1.3 Enter the specialty disciplines |
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383 | (1) |
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23.1.4 Several kinds of specialists |
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384 | (1) |
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384 | (1) |
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23.1.4.2 The system analyst |
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384 | (1) |
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23.1.4.3 The specialty engineer |
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385 | (1) |
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385 | (5) |
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390 | (1) |
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23.1.7 A generic specialty engineering process |
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390 | (1) |
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23.1.7.1 Concurrent development and IPPT overview |
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391 | (2) |
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23.1.7.2 The concurrent engineering bond |
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393 | (1) |
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394 | (2) |
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23.2 Specialty engineering in requirements analysis |
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|
396 | (10) |
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23.2.1 Parent team requirements development |
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|
396 | (2) |
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23.2.2 Child team requirements development |
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|
398 | (1) |
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23.2.3 Specialty engineering requirements identification responsibility aid |
|
|
399 | (2) |
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23.2.4 Requirements capture |
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|
401 | (1) |
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23.2.5 Requirements integration |
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|
402 | (1) |
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23.2.6 Specialty constraints communication |
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|
403 | (1) |
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23.2.6.1 Checklist approach |
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404 | (1) |
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23.2.6.2 Individual person-to-person |
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|
405 | (1) |
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23.2.6.3 Organized interaction meetings |
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|
405 | (1) |
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23.3 Specialty engineering in design |
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|
406 | (3) |
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23.3.1 Concurrent preliminary design development |
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|
406 | (2) |
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23.3.2 Concurrent detailed design development |
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|
408 | (1) |
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|
409 | (1) |
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23.4 Specialty design assessment |
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|
409 | (2) |
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23.4.1 Noncompliance identification |
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|
410 | (1) |
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23.4.2 Noncompliance correction |
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|
410 | (1) |
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23.5 Engineering specialty activities |
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|
411 | (2) |
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Chapter twenty-four Reliability |
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|
413 | (10) |
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24.1 Reliability overview |
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|
413 | (1) |
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24.2 Reliability modeling and allocation |
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|
413 | (2) |
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24.3 Failure modes effects and criticality analysis |
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|
415 | (2) |
|
24.4 Reliability analysis and prediction |
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|
417 | (1) |
|
24.5 Other design support functions |
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|
418 | (1) |
|
24.6 Reliability verification |
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|
419 | (1) |
|
24.7 Field reliability data |
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|
420 | (3) |
|
Chapter twenty-five Maintainability |
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|
423 | (4) |
|
25.1 Maintainability overview |
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|
423 | (1) |
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25.2 Maintainability modeling and allocation |
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|
423 | (3) |
|
25.3 Maintainability analysis and prediction |
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|
426 | (1) |
|
25.4 Maintainability verification |
|
|
426 | (1) |
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Chapter twenty-six Availability and RAM integration |
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|
427 | (2) |
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26.1 Availability overview |
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|
427 | (1) |
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26.2 Availability measures |
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|
427 | (1) |
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26.2.1 Inherent availability |
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|
427 | (1) |
|
26.2.2 Achieved availability |
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|
428 | (1) |
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26.2.3 Operational availability |
|
|
428 | (1) |
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26.3 Availability integrity |
|
|
428 | (1) |
|
26.4 Availability verification |
|
|
428 | (1) |
|
Chapter twenty-seven Logistics engineering |
|
|
429 | (14) |
|
27.1 Supportability and integrated logistics support |
|
|
429 | (1) |
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27.2 Maintenance engineering |
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|
430 | (3) |
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|
433 | (2) |
|
27.4 Personnel and training |
|
|
435 | (1) |
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|
436 | (1) |
|
27.6 Testability, integrated diagnostics, and built-in test |
|
|
437 | (1) |
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|
438 | (3) |
|
27.8 Transportability, mobility, and portability |
|
|
441 | (1) |
|
27.9 Packaging and shipping |
|
|
441 | (2) |
|
Chapter twenty-eight Safety, human engineering, security, and environmental impact |
|
|
443 | (10) |
|
28.1 System safety and health hazards |
|
|
443 | (1) |
|
28.2 Hazard analysis and reporting |
|
|
444 | (2) |
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|
446 | (3) |
|
|
449 | (1) |
|
28.5 Environmental impact |
|
|
449 | (4) |
|
Chapter twenty-nine Parts, materials, and processes engineering |
|
|
453 | (6) |
|
29.1 PMP engineering overview |
|
|
453 | (1) |
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|
453 | (2) |
|
29.3 Materials engineering |
|
|
455 | (1) |
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|
455 | (1) |
|
29.5 Contamination control |
|
|
455 | (1) |
|
29.6 Application to software |
|
|
456 | (3) |
|
Chapter thirty Other specialty disciplines |
|
|
459 | (8) |
|
30.1 How many can there be? |
|
|
459 | (1) |
|
30.2 Survivability and vulnerability |
|
|
459 | (1) |
|
30.3 Electromagnetic compatibility |
|
|
460 | (1) |
|
30.4 Radio frequency spectrum management |
|
|
460 | (1) |
|
30.5 Electrostatic discharge |
|
|
461 | (1) |
|
|
461 | (1) |
|
|
461 | (1) |
|
30.8 Design to cost and life cycle cost |
|
|
462 | (1) |
|
|
462 | (1) |
|
30.10 Operations research or analysis |
|
|
462 | (2) |
|
30.11 Other specialty engineering disciplines |
|
|
464 | (3) |
|
Chapter thirty-one System analysis disciplines |
|
|
467 | (8) |
|
31.1 Specialty engineering differences |
|
|
467 | (1) |
|
|
467 | (1) |
|
31.3 Space engineering and packaging |
|
|
468 | (1) |
|
|
469 | (1) |
|
31.5 Structural dynamics and stress analysis |
|
|
469 | (1) |
|
|
469 | (1) |
|
31.7 Thermodynamics and thermal analysis |
|
|
470 | (1) |
|
|
470 | (5) |
|
Part six Concurrent and post-design process synthesis |
|
|
|
Chapter thirty-two Procurement and material integration |
|
|
475 | (8) |
|
|
475 | (1) |
|
32.2 Procurement as an early team member |
|
|
475 | (1) |
|
|
476 | (4) |
|
32.3.1 Buy to specification |
|
|
476 | (2) |
|
|
478 | (1) |
|
|
479 | (1) |
|
32.4 Procurement cycle need for engineering support |
|
|
480 | (2) |
|
|
480 | (1) |
|
32.4.2 Source selection and contract award |
|
|
481 | (1) |
|
32.4.3 Monitoring the supplier |
|
|
481 | (1) |
|
32.5 What is so different about suppliers? |
|
|
482 | (1) |
|
Chapter thirty-three Manufacturing process design and integration |
|
|
483 | (12) |
|
|
483 | (6) |
|
33.1.1 Process definition |
|
|
484 | (1) |
|
33.1.2 Manufacturing instructions development |
|
|
485 | (1) |
|
33.1.3 Kitting material development |
|
|
485 | (3) |
|
|
488 | (1) |
|
33.1.5 Personnel and training |
|
|
488 | (1) |
|
|
489 | (1) |
|
33.2 Integrated product development during production |
|
|
489 | (6) |
|
Chapter thirty-four Quality influences |
|
|
495 | (4) |
|
|
495 | (1) |
|
34.2 Product quality components |
|
|
495 | (4) |
|
|
495 | (1) |
|
|
496 | (3) |
|
Chapter thirty-five Post development |
|
|
499 | (10) |
|
35.1 System employment overview |
|
|
499 | (1) |
|
35.2 Operational test and evaluation |
|
|
499 | (2) |
|
35.3 Initial operational capability |
|
|
501 | (1) |
|
35.4 Operations and maintenance |
|
|
502 | (1) |
|
|
503 | (1) |
|
35.6 Fielded system modification |
|
|
504 | (1) |
|
35.7 Disposal and possible rebirth |
|
|
505 | (1) |
|
35.8 Integration during system phaseout |
|
|
505 | (4) |
|
|
|
Chapter thirty-six Closing |
|
|
509 | (14) |
|
36.1 Integration at the beginning |
|
|
509 | (1) |
|
|
510 | (2) |
|
36.3 The current cutting edge |
|
|
512 | (10) |
|
36.3.1 Universal modeling set for system architecting |
|
|
512 | (6) |
|
36.3.2 Model-driven development |
|
|
518 | (1) |
|
36.3.3 System development in a broader context |
|
|
519 | (3) |
|
36.4 Integration at the end |
|
|
522 | (1) |
Bibliography |
|
523 | (2) |
Index |
|
525 | |