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E-raamat: Triumvirate Approach to Systems Engineering, Technology Management and Engineering Management

  • Formaat: 348 pages
  • Ilmumisaeg: 31-Jan-2022
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9781000541106
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  • Formaat: 348 pages
  • Ilmumisaeg: 31-Jan-2022
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9781000541106
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This text is meant for introductory and midlevel program and project managers, Systems Engineering (SE), Technology Management (TM) and Engineering Management (EM) professionals. This includes support personnel who underpin and resource programs and projects. Anyone who wishes to understand what SE, TM and EM are, how they work together, what their differences are, when they should be used and what benefits should be expected, will find this text an invaluable resource. It will also help students to understand the career paths in innovation and entrepreneurship to choose from. There is considerable confusion today on when and where to use each discipline, and how they should be applied to individual circumstances. This text provides practitioners with the guidelines necessary to know when to use a specific discipline, how to use them and what results to expect. The text clearly shows how the disciplines retain focus of goals and targets, using cost, scope, schedule and risk to their advantage, while complying with and informing investors, oversight and those related personnel who eventually govern corporate or government decisions. It is more of an entry and midlevel general overview instructing the reader how to use the disciplines and when to use them. To use them all properly, more in-depth study is always necessary. However, the reader will know when to start, where to go and what disciplines to employ depending on the product, service, market, infrastructure, system or service under consideration. To date, none of this is available in existing literature. All texts on the subject stretch to try and cover all things, which is simply not possible, even with the definitions assigned by the three disciplines.



This guide enables technical personnel to understand the interrelationship of the triumvirate of Systems Engineering, Technology Management and Engineering Management in a program and project management setting.

Preface iii
1 Programs and Projects are Ubiquitous; Discipline is Essential 1(21)
The Quandary of Technology Development
1(2)
The Realism of Oversight with Investors and Resource Providers
3(1)
The Triumvirate Approach to Technology Development
3(1)
Defining Technology Based Programs and Projects
4(1)
The Management of Innovation
5(2)
The Disciplines and Tools in Triumvirate Program Management
7(1)
Triumvirate Disciplines: Systems Engineering, Technology Management and Engineering Management
8(2)
A Summary of Systems Engineering and Its Relationship to PPM
10(1)
Using PPM to Track and Report Systems Engineering
10(1)
A Summary of Technology Management and Its Relationship to PPM
11(1)
Using PPM to Track and Report Technology Management
12(1)
The Differences Between Systems Engineering and
Technology Management
13(1)
Completing the Triumvirate with Engineering Management
13(1)
A Structured Approach to the Management of Innovation
14(1)
Why Manage Innovation
14(1)
The Rationale for Managing Innovation
15(2)
Grouping of Programs and Projects
17(2)
Measuring and Managing Success Using the PPM Tools
19(1)
Innovation, PPM and the Triumvirate are Now Inseparable
20(1)
Summary
21(1)
2 Defining the Problem to Obtain a Solution 22(23)
Knowing What is Required, and the Reason
22(1)
Clearly Stating What and Why
23(1)
Need, Want and Desire
24(1)
The Necessity of Summary Documentation
25(1)
The Beginning of the Development Activity
25(1)
Classifying Technology Products and Services
26(1)
The Delivery of Innovation to Meet Mission
27(1)
Problem Description - Stating Reasons for Change
28(1)
The Five Big Questions: What, When, Where, Why, Who
28(2)
Description Construction
30(1)
Objective Statement - Delivering Change
31(1)
The Path to a Solution - How
32(1)
Project Statement: Summary for Baseline Documents
33(1)
Relationship to Systems Engineering
34(2)
Matching Tasks to Tracking
36(1)
Entry Criteria
37(2)
Building the Team: Talent and Personalities
39(1)
Building the Team: Staging the Hiring
40(2)
Form the Team - Then Form the Project
42(1)
Summary
43(2)
3 Pre-Planning to Planning 45(29)
Problem Description and Objective Statement
45(10)
Concept of Operations
55(6)
Requirements Generation
61(11)
Summary
72(2)
4 The Technology Strategy Process 74(22)
The Technology Strategy
74(1)
Rationale for Technology Strategy
75(1)
Technology Strategy Development
76(1)
Analysis of Alternatives
76(8)
Risk Profile and Management
84(7)
Initial Design
91(3)
Summary
94(2)
5 The Technology Development Process 96(23)
Innovation from Planning
96(2)
Accommodating the Innovative Process
98(1)
Modeling and Simulation
98(10)
Proof of Concept
108(2)
Detailed Design
110(1)
Initial Design
111(6)
Summary
117(2)
6 Testing, Feedback, Adaptation and Initial Production 119(22)
Human Factors and Considerations
119(2)
Trade Space
121(1)
Balance and Tradeoff
122(1)
Testing for Development
122(1)
Pressure on Testing
123(2)
The Difference Between Testing and Evaluation
125(1)
First Article (Alpha) Testing
126(7)
Initial Production (Beta) Testing
133(2)
Modifications from Feedback of Testing
135(6)
7 Verification, Production, Quality and Operations 141(22)
Field and Market Testing
141(2)
Verification and Validation
143(2)
Production is a Technology Management Function
145(7)
Maintenance Plan - Discipline Crossover
152(1)
Boundary Conditions and Interfaces
153(1)
Documentation Package
153(1)
The Business Development Consideration
154(5)
Legal Liability
159(1)
Summary
160(3)
8 Systems Engineering to Technology Management 163(13)
Transfer to Operations - Release to Market - Delivery to Customer
163(6)
Aftermarket Support
169(1)
Market Availability
170(1)
Performance Review
171(1)
The Transition Point or Exit Criteria
172(1)
Boundary Conditions for Transition
172(1)
Life Cycle Considerations
173(2)
Summary
175(1)
9 Technology Management 176(17)
Technology Management Discipline Structure
176(13)
Infrastructure or Service Performance Testing
189(1)
Entry Criteria
189(2)
Enterprise Architecture Revisited for Technology Management
191(1)
Summary
192(1)
10 Specifying the Need for Change 193(17)
The Teams Involved
193(2)
Team Goals and Targets
195(1)
System Behavior and Performance
195(1)
Management of Expectations
195(1)
Operating Baseline
196(1)
Problem Descriptions are Process-Focused
197(1)
Process-Focused Problem Statement
198(1)
The Triage Team
199(1)
Crafting the Objectives Statement
200(1)
Requirements Generation
201(2)
Specifications
203(1)
Analysis of Alternatives-First Cut
204(1)
Market Research
205(3)
Summary
208(2)
11 Selection, Acquisition and Evaluation of the Solution 210(17)
Risk Profile and Its Management
210(4)
Bidding/Acquisition Documents
214(7)
Evaluation and Acquisition-The Final Steps
221(4)
Summary
225(2)
12 Evaluation, Selection and Installation 227(24)
Testing and Evaluation
227(2)
Market Survey
229(7)
Cost/Benefit Analysis Validation
236(10)
Selection and Installation
246(3)
Summary
249(2)
13 Operations, Maintenance and Beneficial Use 251(28)
Operations
251(13)
Maintenance Planning and Execution
264(13)
Parts and Service Provisioning
277(1)
Summary
278(1)
14 Efficiency, Effectiveness, Ongoing Costs and Upgrades/Replacement 279(18)
The Concepts of Efficiency and Effectiveness
283(2)
Life Cycle Extensions
285(7)
Major Renovations and Obsolescence
292(3)
Obsolescence
295(1)
Summary
296(1)
15 Engineering Management: Binding it All Together 297(18)
Engineering Management
297(5)
Defining Engineering Management
302(6)
The Human Aspect of Engineering Decisions
308(1)
Decision-Making in Engineering Management
309(2)
The Unique Case of Certain Government Entities
311(2)
Summary
313(2)
References by
Chapter
315(15)
Glossary 330(5)
Index 335
Thomas J. Day, Ph.D. is an international practitioner and lecturer in the fields of Engineering Management, Systems Engineering and Technology Management. He has developed and managed programs and projects exceeding $1.1 Billion USD. He holds undergraduate degrees in marketing and management, BS in Electrical Engineering, ME in Computer and Software Engineering and Ph.D. in Engineering Management. He earned the first Ph.D. in Engineering Management ever to be conferred at the Stevens Institute of Technology, Hoboken, NJ, USA.