(Ebook) System Management Planning Enterprise Identity and Deployment 2nd Edition by Jeffrey O Grady ISBN 1439820139 9781439820131

(Ebook) System Management Planning Enterprise Identity and Deployment 2nd Edition by Jeffrey O Grady ISBN 1439820139 9781439820131

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ISBN 10: 1439820139 
ISBN 13: 9781439820131
Author: Jeffrey O Grady

The second edition of a bestseller, System Management: Planning, Enterprise Identity, and Deployment demonstrates how to make systems development work for any organization. Updated with new chapters, examples, and figures, it discusses the optimum marriage between specific program planning and a company's generic identity. The author focuses on the management aspects of the functional departments and programs and highlights the areas that must be improved in order to implement outstanding systems capability. The book examines the what and why of a process and includes a detailed example of a common process model and discusses how to document one. The author builds the case for a matrix structure in which the enterprise has several programs in the house at any one time, the complex problems these programs must solve, and the need for information from many different knowledge domains. He explores the rationale behind placing a generic process under a central management authority with contributions from all functional departments. The book then covers two sets of program planning strings based on the product entity structure and organizes management techniques for the three fundamental system developments efforts: requirements analysis, synthesis, and verification. It concludes with a discussion of assessment and improvement. Recognizing the three areas involved in the development of any new or updated system—the system under development, the enterprise itself, and the program within the enterprise responsible for the development work—this book examines how all three of these systems should be developed using the principals of system engineering. Clearly identifying the important elements of the enterprise and program information sets that have to be skillfully manipulated, it covers strategies that help organizations already using a systems approach fine tune their systems and give those not using a systems approach the tools to develop systems of their own.

(Ebook) System Management Planning Enterprise Identity and Deployment 2nd Table of contents:

Part one: The foundation of systems development
Chapter one Introduction to systems development
1.1 The notion of system
1.2 Purpose and scope of the books
1.3 Jobs of interest in system development
1.3.1 The general system engineer
1.3.2 Domain system engineers
1.3.3 The program manager
1.3.4 The functional manager
1.3.5 The enterprise technical architect
1.4 Content
1.4.1 System management
1.4.2 System requirements analysis
1.4.3 System synthesis
1.4.4 System verification
1.5 Series applications
1.6 Closure
Chapter two The human foundation of systems development*
2.1 The expanding knowledge base and its effects
2.2 Knowledge dimensions
2.3 Knowledge bond
2.4 Knowledge and its exchange
2.5 Individual versus group work
2.6 Communication facilitation and facilitization
2.7 The enterprise knowledge base
2.8 The system engineering art not yet fulfilled
Chapter three The fundamentals
3.1 Product system
3.2 Creator process system
3.3 Grand systems
3.4 Introduction to system development
3.5 Introduction to program management
3.6 Introduction to functional management
3.7 Introduction to system engineering
3.8 Standards
3.9 Something more than management competence
3.10 Changing paradigms
Part two: System development process
Chapter four Process fundamentals*
4.1 The ultimate process step—The enterprise vision
4.2 What exactly is flowing?
4.3 Product line effects
4.4 Customer base effects
4.5 Specific customer program staging/ phasing patterns
4.5.1 Department of Defense
4.5.2 Federal Aviation Administration
4.5.3 National Aeronautics and Space Administration
4.6 Structured process analysis and process expansion
4.7 Sequence models
4.8 Documentation media
4.9 Common process versus agility
Chapter five Systems development description*
5.1 The ultimate enterprise functionality
5.2 First-tier functionality expansion
5.3 The marriage of enterprise and system functionality
5.4 Functionality allocation
5.5 Define system, F41
5.5.1 Customer needs analysis, F411
5.5.2 Universal architecture description framework, F412
5.5.3 Requirements analysis, F413
5.5.4 Manage system definition, F416
5.5.4.1 Audit, assure traceability, integrate, and validate requirements, F4162
5.5.4.2 Publish specifications, F4166
5.6 Synthesize system, F42
5.6.1 Design system, F421
5.6.1.1 Preliminary design, F4211
5.6.1.2 Item team detailed design, F4212
5.6.2 Material operations, F422
5.6.3 Manufacture system, F423
5.7 Verify system, F44
5.8 System sustainment, F48
5.8.1 Logistically support system, F482 and F483
5.8.2 Deliver/deploy product system, F481
5.8.3 Modify product system, F484
5.8.4 Dispose of system, F485
5.9 Use system, F47
5.10 Manage program, F49
5.11 Ensure product and process quality, F46
Chapter six Process documentation*
6.1 Enterprise generic documentation tree
6.2 Practices documentation content and responsibility
6.3 The process specification
6.3.1 Our past is not always a happy one
6.3.2 The current reality
6.3.3 Structured analysis in your future?
6.3.4 A representative enterprise generic process specification
6.4 Engineering practices manual
6.5 System engineering manual
6.5.1 Preparation
6.5.2 External standards mapping
6.5.3 The discipline for process compliance
6.6 The program management manual
6.7 Practices deployment to programs
6.8 Process quality assurance on programs
6.9 Functional metrics
6.10 Process improvement
Part three: Organizational structures
Chapter seven Introduction to organizational structures*
7.1 Updating matrix management
7.2 A model program organization structure
7.3 Physical collocation options
7.3.1 The virtual organization
7.3.2 Virtual functional organization
7.3.3 Flexible optimum collocation policy
7.4 Resistance to IPPT
7.4.1 Human resistance
7.4.2 C/SCS criteria conflict
7.4.2.1 What are the criteria?
7.4.2.2 Alternative approaches
7.4.3 IPPT-stimulated personnel staffing problems
7.4.4 Personnel evaluation problems
7.5 Model matrix for this book
7.6 Enterprise integration team
Chapter eight Enterprise knowledge requirements and the functional organization*
8.1 The knowledge transform
8.2 Generic knowledge needs
8.3 Product line base
8.4 The customer base
8.5 Organizing possibilities
8.5.1 Projectized enterprises
8.5.2 Functionally organized enterprises
8.5.3 Matrix-organized enterprises
8.6 Program implementation through teams
8.7 Building modes
Chapter nine Functional organization charters and relations*
9.1 Functional department formation
9.2 First-tier functional departments
9.3 Expansion of the functional organizational hierarchy and charter development
9.4 The popular knowledge map
9.5 Program knowledge interfaces
9.5.1 Intra-task relationships
9.5.2 Inter-task relationships
9.6 Process integration
Chapter ten Program organizational structures*
10.1 Overview
10.2 The two axes
10.3 Team structures
10.4 Team formation and staffing on programs
10.5 IPPT work
10.6 PIT activity
10.7 The PIT–IPPT team matrix
Part four: Generic planning
Chapter eleven Generic planning strings
11.1 Preamble
11.2 Process component
11.3 Responsibility component
11.4 Work responsibility fusion through allocation
11.5 Functional strings
11.6 Pull the strings
11.7 One meaning of lean
Chapter twelve Generic task cost and schedule estimating*
12.1 The three principal program planning parameters
12.1.1 Margins of various kinds
12.1.2 Cost/schedule control systems
12.2 Task data sheets
12.3 Estimate improvement
Chapter thirteen How-to knowledge access*
13.1 Knowledge depth differences
13.2 Sources
13.2.1 External standards
13.2.1.1 ANS1/E1A-632
13.2.1.2 IEEE 1220
13.2.1.3 ISO 9001
13.2.1.4 Defense System Management College
13.2.1.5 Other documents
13.2.1.6 Multiple standards
13.2.2 Textbooks
13.2.3 Company system engineering manual
13.2.4 Training courses
13.2.5 Registered experts
13.3 How-to knowledge directory
13.3.1 Directory format
13.3.2 Directory development responsibility
13.3.3 How-to knowledge access
Chapter fourteen System engineering training program development*
14.1 Training program overview
14.2 Process evaluation and training prioritization
14.3 The low-cost lunchtime seminar
14.4 Local university cooperation
14.4.1 University readiness for system engineering training
14.4.2 Impediments and overcoming them
14.4.3 UCSD extension case study
14.5 Purchase of a tailored commercial certificate program
14.6 A system engineering help window
14.6.1 Current realities
14.6.2 Enter the help window
14.6.3 Route to the initial window
14.6.4 The external and mixed alternatives
14.6.5 Preplanned or incremental window improvements
14.6.6 Work tool linkage
14.6.7 Help window conclusions
Part five: Program planning
Chapter fifteen Product system definition*
15.1 System development process overview
15.2 System requirements analysis
15.2.1 Requirements analysis background
15.2.2 The need and its expansion
15.2.3 Structured decomposition
15.2.4 Grand systems and hardware approaches
15.2.5 Computer software approaches
15.2.6 Performance requirements analysis
15.2.7 Design constraints analysis
15.2.7.1 Interface requirements analysis
15.2.7.2 Environmental requirements analysis
15.2.7.3 Specialty engineering requirements analysis
15.3 Product entity synthesis
15.4 Product-only WBS
Chapter sixteen Interface development in a new world*
16.1 Interface fundamentals
16.1.1 Interface defined
16.1.2 Interface characteristics
16.1.3 Classes of interface media
16.1.4 Functional versus physical plane identification of interfaces
16.2 Interface depiction
16.2.2 Schematic block diagrams
16.2.2 n-Square diagrams
16.3 Terminal responsibility
16.3.1 Three faces of interface
16.3.2 Cross-organizational interface
16.4 Interface documentation
16.4.1 Requirements documentation
16.4.2 Design documentation
16.5 Traditional management of interface development
16.5.1 Internal interface management
16.5.2 Supplier interface management
16.5.3 Associate interface management
16.5.4 Cross-program interface management
16.6 Management of interfaces within the context of ownership dynamics
16.6.1 A new reality
16.6.2 The use of cross-functional teams
16.6.3 Team relationship dynamics
16.6.4 Tools and documentation flexibility
16.7 International effects
16.8 Summary
Chapter seventeen Program work definition fundamentals*
17.1 Aggregate planning goals
17.2 Generic planning data structure
17.3 Program planning structure
17.3.1 Reviewing program management needs
17.3.2 Program phases
17.3.3 Program events
17.3.4 Teaming phenomena
17.4 Cost and schedule estimating
17.4.1 Task cost and schedule estimating
17.4.1.1 Generic task estimating
17.4.1.2 Bottom-up program estimates
17.4.1.3 Top-down program estimates
17.4.1.4 Estimating granularity
17.4.2 Integrated master schedule
17.4.2.1 Program start and complete framework
17.4.2.2 IMP task level selection
17.4.2.3 IMP/IMS event selection
17.4.2.4 IMP import
17.4.2.5 IPPT scheduling expansion
17.4.3 Material cost estimating
17.5 Making the transform between generic and program models
17.5.1 The USAF integrated management model
17.5.2 GSD planning model
17.5.3 Correlation between models
Chapter eighteen Customer life cycle acquisition models
18.1 The general situation
18.2 Department of Defense
18.3 National Aeronautics and Space Administration
18.4 Federal Aviation Administration
18.5 Program phasing linkage
Chapter nineteen Program planning structures*
19.1 The ultimate requirement and program beginnings
19.2 Program plan tree
19.3 Simple program-centric planning
19.4 Using the USAF integrated management system
19.4.1 Know thyself through generic program planning data
19.4.2 Integrated management system overview
19.4.3 Generating the six primary documents
19.4.3.1 The system specification
19.4.3.2 The work breakdown structure dictionary
19.4.3.3 The statement of work
19.4.3.4 Integrated master plan and schedule
19.4.3.5 Contract data requirements list
19.4.4 Work responsibility
19.4.5 Who plans the program?
19.4.6 A generic SEM/SEMP for you
19.4.7 Rapid identity documentation
19.5 JOG system engineering planning model
19.5.1 Goals again
19.5.2 Functional structures
19.5.3 Program structures
19.5.4 Mapping generic identity to program structures
19.5.5 Functional department mapping
19.5.6 The apparent disappearance of the WBS and SOW
19.5.7 Integration of inputs into the IMP
19.5.8 Integrated master schedule
19.5.9 GSD planning development process
Part six: Program implementation management
Chapter twenty Proposal and concept development
20.1 New business acquisition
20.2 RFP and proposal process overview
20.3 Prepare proposal
20.4 Proposal team structure
20.5 Post-proposal activity
Chapter twenty-one Resource acquisition and program facilitization
2.1 The major steps
21.2 A good plan
21.3 Program organization and personnel
21.4 Facilities
21.5 Work product readiness
Chapter twenty-two System requirements analysis management
22.1 Overview
22.2 Total quality management
22.3 Program initiation
22.3.1 Resource identification and acquisition
22.3.2 Program specification development methods
22.3.3 Applicable documents assessment
22.3.4 Program specifications plan
22.3.4.1 Program-specific document identification
22.3.4.2 Responsibility assignment
22.3.4.3 Specification scheduling and statusing
22.3.4.4 Specification baseline identification
22.3.4.5 Baseline definition documentation
22.3.4.6 The physical baseline
22.3.4.7 Electronic specification library
22.3.4.8 Specification change management
22.3.4.9 Program preparation
22.3.5 Program specification standards
22.3.6 Program specifications library
22.3.6.1 PSL initiation
22.3.6.2 PSL variations
22.3.6.3 Security
22.3.6.4 Availability
22.3.6.5 PSL finances
22.3.6.6 Specification standards loading
22.3.6.7 Requirements database interface
22.4 Program implementation
22.41 Specification tree development
22.4.2 Principal engineer selection, assignment, and training
22.4.3 Regulating the plunge
22.4.4 Selective requirements development
22.4.5 Modularization of the schedule
22.4.6 Process controls
22.4.6.1 IPPT meeting structure
22.4.6.2 Requirements traceability audit
22.4.6.3 Status tracking
22.4.6.4 Integration and optimization activity
22.4.7 Technical risk management
22.4.7.1 Margin management
22.4.7.2 Technical performance measurement
22.4.7.3 Risk mitigation process
22.5 Development data package concept
22.6 Tailoring the development intensity
Chapter twenty-three System synthesis management
23.1 Program sequencing
23.1.1 Grand plan development
23.1.2 Incremental development
23.2 Integration
23.2.1 Integration components, spaces, and cells
23.2.1.1 Setting the stage for integration decomposition
23.2.1.2 Integration components
23.2.1.3 Integration spaces
23.2.1.4 Integration cells
23.2.1.5 Program world line
23.2.1.6 This may be a little mad
23.2.2 Interface integration
23.2.2.1 Three views of interface
23.2.2.2 Interface responsibility model
23.2.3 The special need for external interface development
23.3 System optimization
23.4 Other PIT actions during design
23.5 Special hardware-software integration needs
Chapter twenty-four System verification management*
24.1 Verification classes
24.2 Item qualification verification
24.2.1 Setting the management stage
24.2.2 Documentation overview
24.2.3 The management agent
24.2.4 Task integration and scheduling
24.2.5 Task readiness review and task authorization
24.2.6 Evaluation and refinement of evidence
24.2.6.1 In-house review of in-house verification reports
24.2.6.2 In-house review of supplier verification reports
24.2.6.3 Associate interaction and interface verification resolution
24.2.6.4 IV&V witnessing and review
24.2.6.5 Customer coordination
24.2.7 Staging the FCA
24.2.7.1 Single or multiple audits
24.2.7.2 Audit preparation
24.2.8 Presentation of the qualification results, the audit
24.2.9 Post-review action
24.2.10 Information resources
24.3 System qualification verification
24.3.1 System verification overview
24.3.2 System verification audit
24.3.2.1 System audit planning
24.3.2.2 The audit
24.3.3 System test planning
24.3.4 System-level testing and analysis implementation
24.3.4.1 Product cases
24.3.4.2 System test categories
24.3.4.3 Test results applications
24.3.5 Other forms of system testing
24.3.5.1 Quality and reliability monitoring
24.3.5.2 System compatibility test
24.4 Item acceptance verification
24.4.1 The final stage of verification
24.4.2 The beginning of acceptance verification
24.4.3 The basis of acceptance
24.4.4 Acceptance documentation
24.4.5 Management of the work
24.4.6 FRACAS
24.4.6.1 Acceptance ethics
24.4.6.2 FRACAS implementation
24.4.7 Physical configuration audit
24.4.7.1 PCA planning and preparation
24.4.7.2 PCA implementation
24.4.7.3 Post-PCA activity
24.4.8 Software acceptance
24.4.9 Long-term acceptance implementation
Chapter twenty-five Risk management
25.1 Introduction
25.2 Risk identification and measurement
25.3 Risk prioritization
25.4 Risk mitigation action and status reporting
25.5 Organizing the risk search
25.6 A program risk metric
Chapter twenty-six Work performance management*
26.1 The complicated world of design
26.2 Controlling the well-planned program
26.2.1 Program execution controls
26.2.2 Alas, good planning is not everything
26.2.3 Implementing the IMP/IMS
26.2.4 Controlling the advancing wave
26.2.5 Summing up
26.3 Discontinuity management
26.3.2 Discontinuity defined
26.3.2 Discontinuity detection
26.3.2.1 Cost and schedule triggers
26.3.2.2 Product performance trigger
26.3.2.3 Technology trigger
26.3.3 Risk assessment and abatement
Chapter twenty-seven Cost and schedule management
27.1 The fundamentals
27.2 Building the cost and schedule plan
27.2.1 Cost planning
27.2.1.1 Material cost
27.2.1.2 Labor cost
27.2.2 Schedule planning
27.3 Managing the cost and schedule plan
Chapter twenty-eight Configuration and data management
28.1 Configuration management during development
28.1.1 Information and baselines
28.1.2 Baseline information relationships
28.1.3 Data source
28.1.4 Formal review and release process
28.2 Physical product configuration control
28.2.1 Physical product representations
28.2.2 Procurement, production equipment, and software
28.2.3 The deliverable product
28.3 Product flexibility
28.4 The baseline again
Chapter twenty-nine Tools base
29.1 Program focus tool relationships
29.1.1 System requirements focus
29.1.2 System synthesis focus
29.1.3 System verification focus
29.1.4 Management focus
29.2 The use of computers
29.2.1 The precomputer past
29.2.2 Islands in the stream
29.2.3 A new paradigm
29.2.3.1 Semiautomatic operation
29.2.3.2 Fully automatic operation
29.3 Where are you?
Part seven: It just keeps getting better
Chapter thirty System engineering assessment and improvement*
30.1 Is a static identity adequate?
30.2 Procedures media
30.3 Lessons learned and continuous improvement
30.3.1 Continuous improvement process
30.3.2 The servo loop analogy
30.3.3 Benchmarking
30.4 Performance measurement systems
30.4.1 Cost/schedule control systems
30.4.2 Technical performance measurement
30.4.3 Generic process metrics
30.5 Formal postmortem
30.6 Two-dimensional process audit
30.7 External maturity models
30.7.1 Malcolm Baldrige National Quality Award
30.7.2 ISO 9001 certification
30.7.3 Carnegie Mellon software capability maturity model
30.7.4 Carnegie Mellon system engineering CMM
30.7.5 INCOSE system engineering capability maturity model
30.7.6 The EIA 731 model
30.7.7 Integrated capability maturity model
Chapter thirty-one Motivation of the systems approach*
31.1 The logic is not everywhere accepted
31.2 The causes of poor system engineering performance on programs
31.2.1 Supply problems
31.2.2 Demand problems
31.2.3 Deployment problems
31.3 Changing manager attitudes
31.3.1 Functional domain managers
31.3.2 Program managers
31.3.3 Managers within programs
31.4 Customer demand for improvement
31.5 Moving the top person’s attitude
31.6 The workers
31.7 Need for motivation
Chapter thirty-two Closing
Bibliography
Index

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