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E-raamat: Systems Engineering and Safety: Building the Bridge

(GlisWorks Engineering & Consulting, PLLC, Brooklyn, New York, USA)
  • Formaat: 132 pages
  • Ilmumisaeg: 01-May-2013
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781040061299
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Systems Engineering and Safety: Building the BridgeSuurem pilt
  • Formaat: 132 pages
  • Ilmumisaeg: 01-May-2013
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781040061299
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"Systems engineering principles are currently being applied to system safety best practices in several industries, as well as state and local governments. This book covers the payoff in both dollars and goodwill to the investment made in merging those two important and often neglected disciplines. It can be read, understood, and acted upon by the Chief Executive Officer of a multinational corporation, right down to the line manager of systems engineering or the technical professional in the safety department. The value in terms of cost savings, be it in the form of financial, human, or social capital, is clearly illustrated with real world examples"--

Consultant safety engineer Glismann introduces system engineers to safety, safety professionals to systems engineering, and others to how the two fields are connected. He covers scope, systems engineering methodology, safety tools, technical processes, project processes, management C4, and real life examples including the failures of the Challenger and Columbia space shuttles. Annotation ©2013 Book News, Inc., Portland, OR (booknews.com)

Enhancing awareness of the interdependence of systems engineering and safety, Systems Engineering and Safety: Building the Bridge covers systems engineering methodology, safety tools, and the management needed to build the bridge between these two disciplines. It underscores the relationship between the disciplines and how understanding the relationship can benefit your organization and industry.

The book lays out the purpose of the methodology of systems engineering and the tools of safety. It identifies the importance of management and the culture, commitment, communication, and coordination that management must provide. The author describes the systems engineering methodology: the lifecycle, processes, and management and the technical processes that systems engineers and safety professionals must be familiar with. He merges management, systems engineering, and safety into the lifecycle through project processes. Using real-world examples, he also examines the roles and responsibilities of management, and a breakdown theory of safety in the management processes: The Glismann Effect.

The strength of this book is that it can be read, understood, and hopefully acted upon by the chief executive officer of a corporation, right down to the line manager of systems engineering or the subject matter expert in the safety department. This value can be measured in cost savings, be it in the form of human, social, or financial capital.

Arvustused

"Glismann undertook a difficult endeavor to take system safety engineering out of the science discourse and into a discussion of social breakdown. Glismann offers a clear narrative of the social aspects to argue that safety breakdown has more to do with the C4 than flawed system analysis. His argument is an ideal introduction to safety and a must read for managers." Kevin J. Brogan, Virginia Polytechnic Institute and State University, Blacksburg, USA "Glismann undertook a difficult endeavor to take system safety engineering out of the science discourse and into a discussion of social breakdown. Glismann offers a clear narrative of the social aspects to argue that safety breakdown has more to do with the C4 than flawed system analysis. His argument is an ideal introduction to safety and a must read for managers."Kevin J. Brogan, Virginia Polytechnic Institute and State University, Blacksburg, USA

Preface xi
Acknowledgments xiii
About the Author xv
Introduction xvii
Chapter 1 Scope
1(4)
1.1 Purpose of Systems Engineering
1(1)
1.2 Purpose of Safety
1(1)
1.3 Need to Bui Id the Bridge
2(3)
Chapter 2 Systems Engineering: Methodology
5(6)
2.1 Systems Engineering Life Cycle
5(2)
2.2 Systems Engineering Process
7(1)
2.3 Systems Engineering Management
8(3)
Chapter 3 Safety: Tools
11(26)
3.1 Safety Techniques
11(12)
3.2 Safety Processes
23(8)
3.2.1 Preliminary Hazard Analysis (PHA)
23(2)
3.2.2 System Hazard Analysis (SHA)
25(1)
3.2.3 Subsystem Hazard Analysis (SSHA)
26(2)
3.2.4 Operating and Support Hazard Analysis
28(2)
3.2.5 Sneak Circuit Analysis (SCA)
30(1)
3.2.6 Software Hazard Analysis (SWHA)
31(1)
3.3 Safety Management
31(6)
Chapter 4 Technical Processes
37(16)
4.1 Role of Technical Processes
37(1)
4.2 Requirements Definition Process
37(2)
4.2.1 Capture Source Requirements
37(1)
4.2.2 Initialize the Requirements Database
38(1)
4.2.3 Establish the Concept of Operations
39(1)
4.3 Requirements Analysis Process
39(6)
4.3.1 Selection of Requirements (Characteristics of Good Requirements)
41(1)
4.3.2 Define System Capabilities and Performance Objectives
42(1)
4.3.3 Define, Derive, and Refine Functional/Performance Requirements
42(1)
4.3.4 Develop Specification Trees and Specifications
42(2)
4.3.5 Allocate Requirements and Establish Traceability
44(1)
4.3.6 Generate System Specification (System Design Document)
44(1)
4.4 Architectural Design Process
45(2)
4.4.1 Define Selection Criteria
45(1)
4.4.2 Create System Element Alternatives
45(1)
4.4.3 Architecture Selection
46(1)
4.4.4 Architectural Configuration
46(1)
4.5 Implementation Process
47(1)
4.5.1 Implementation Strategy
47(1)
4.5.2 Training Plan
47(1)
4.6 Integration Process
47(2)
4.6.1 Integration Strategy
48(1)
4.6.2 Integration Constraints on Design
48(1)
4.6.3 Integration Procedures
48(1)
4.6.4 System Build
48(1)
4.6.5 System Integration with External Systems
49(1)
4.7 Verification and Validation (V&V) Process
49(2)
4.7.1 Verification and Validation Strategy
49(1)
4.7.2 Verification and Validation Concepts
49(2)
4.8 Transition and Cutover Process
51(1)
4.8.1 Transition and Cutover Strategy
51(1)
4.9 Operation Process
51(1)
4.9.1 Operation Strategy
52(1)
4.10 Maintenance Process
52(1)
4.10.1 Maintenance Strategy
52(1)
Chapter 5 Project Processes
53(16)
5.1 Role of Project Processes
53(1)
5.2 Project Planning Process
53(5)
5.2.1 Systems Engineering Management Plan
54(2)
5.2.2 Integrated Product Development Team
56(2)
5.3 Project Assessment and Control Process
58(1)
5.3.1 Assessment
58(1)
5.3.2 Control
58(1)
5.4 Decision Management Process
58(3)
5.5 Risk Management Process
61(3)
5.5.1 Risk Management Approach
62(2)
5.6 Configuration Management Process
64(3)
5.7 Information Management Process
67(2)
Chapter 6 Management C4
69(14)
6.1 Skills, Roles, and Responsibilities
69(3)
6.1.1 Skills
70(1)
6.1.2 Roles
70(1)
6.1.3 Responsibilities
71(1)
6.2 Culture
72(1)
6.3 Commitment
73(1)
6.4 Communication
73(2)
6.5 Coordination
75(1)
6.6 Safety Breakdown Theory: The Glismann Effect
76(7)
6.6.1 Glismann Effect: Biases
77(1)
6.6.1.1 Representative Bias
77(2)
6.6.1.2 Availability Bias
79(1)
6.6.1.3 Adjustment/Anchor Bias
79(2)
6.6.1.4 Feedback Bias
81(1)
6.6.1.5 Confirmation Bias
81(1)
6.6.1.6 Pressure Bias
81(2)
Chapter 7 Real-Life Examples
83(24)
7.1 USS Iowa Explosion
83(9)
7.1.1 Incident
85(3)
7.1.2 Analysis
88(2)
7.1.3 Aftermath
90(2)
7.2 NASA Shuttle Challenger Tragedy
92(10)
7.2.1 Incident
92(1)
7.2.2 Analysis
93(3)
7.2.2.1 Acceptable Risk Process
96(1)
1.2.22 Decision Making in the SRB Work Group
96(1)
7.2.2.3 Construction of Risk
97(1)
7.2.2.4 Three Safety Review Teams That NASA Utilized, Two Internal and One External
97(2)
7.2.2.5 Flight Readiness Review
99(1)
7.2.2.6 The Night before the Launch
99(1)
7.2.3 Aftermath
100(2)
7.3 NASA Shuttle Columbia Tragedy
102(5)
7.3.1 Incident
102(1)
7.3.2 Analysis
103(2)
7.3.3 Aftermath
105(2)
Chapter 8 The Road Ahead
107(2)
Bibliography 109(2)
Index 111
Peter J. Glismann
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