Atnaujinkite slapukų nuostatas

Systems Engineering for Projects: Achieving Positive Outcomes in a Complex World [Kietas viršelis]

5.00/5 (2 ratings by Goodreads)
Kitos knygos pagal šią temą:
Systems Engineering for Projects: Achieving Positive Outcomes in a Complex WorldDidesnis paveikslėlis
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780815362951.html
Raktažodžiai:
Systems engineering has been applied to some of the most important projects of our time, including those that have helped humanity explore the world and the universe, expand our technical abilities, and enhance the quality of human life.

Without formal training in systems engineering, the discipline is often difficult to understand and apply, and its use within projects is often confusing. Systems Engineering for Projects: Achieving Positive Outcomes in a Complex World provides an approach that utilizes a combination of the most effective processes from both project management and systems engineering disciplines in a simplified and straightforward manner.

The processes described in the book are lightweight, flexible, and tailorable. They provide the shortest path to success in projects across the entire project life cycle, from research to operations, and from simple to the most complex. The book also addresses how this methodology can be used in a continually adapting and changing world, as projects span disciplines and become even more interconnected across all areas of human existence.

Each chapter includes diagrams, templates, summary lists, a case study, and a thought-provoking question and answer section that assists readers in immediate application of the material to their own projects. The book is a project managers resource for understanding how to directly apply essential processes to projects in a way that increases the probability of achieving success. It is a comprehensive, go-to manual on the application of systems engineering processes to projects of all types and complexity.
Dedication vii
List of Illustrations and Tables xvii
Preface xix
Acknowledgments xxi
About the Author xxiii
Chapter 1 The Discipline of Systems Engineering 1(26)
Chapter Roadmap
2(1)
1.1 Origination of Systems Engineering
2(2)
1.2 Evolution of the Systems Engineering Discipline
4(3)
1.2.1 Terminology
5(1)
1.2.2 Standards
6(1)
1.3 Organizational Implementation of Systems Engineering
7(1)
1.3.1 Organizational Structure and Culture
7(1)
1.4 Overview of the Systems Engineering Discipline
8(5)
1.4.1 System Approach
8(2)
1.4.2 System-of-Systems Approach
10(3)
1.5 Case Study: Trans-Greenland Expedition
13(9)
1.5.1 Structure and Purpose
13(1)
1.5.2 Project Charter and Plan
14(2)
1.5.3 Stakeholder Engagement and Communications Management
16(1)
1.5.4 Scope Management
16(2)
1.5.5 Schedule Management
18(1)
1.5.6 Acquisition Management
18(1)
1.5.7 Risks and Opportunity Management
18(2)
1.5.8 Quality Management
20(1)
1.5.9 Test, Verification, and Validation
20(1)
1.5.10 Governance
21(1)
1.5.11 Outcomes and Lessons Learned
21(1)
1.5.12 Case Analysis
21(1)
1.6 Key Point Summary
22(1)
1.7 Apply Now
23(1)
References
23(4)
Chapter 2 Systems Engineering as a Project Enabler 27(36)
Chapter Roadmap
28(1)
2.1 The Structure of Projects
28(21)
2.1.1 Basic Definition of a Project
29(1)
2.1.2 The Project Management Discipline
30(6)
2.1.3 Types of Project Management Methods
36(1)
2.1.4 The Systems Engineering Discipline
37(12)
2.2 Process Alignment Between Two Disciplines
49(4)
2.2.1 Stakeholder Management
50(1)
2.2.2 Communications Management
51(1)
2.2.3 Scope Management
51(1)
2.2.4 Schedule Management
52(1)
2.2.5 Procurement Management
52(1)
2.2.6 Risk Management
52(1)
2.2.7 Quality Management
52(1)
2.2.8 Governance
53(1)
2.3 Using a Combined Method to Drive Project Outcomes
53(1)
2.4 Case Study: FIRST Robotics Competition-University of Detroit Jesuit High School and Academy Robocubs Team #1701
54(6)
2.4.1 Project Charter and Plan
55(1)
2.4.2 Stakeholder and Communications Management
55(1)
2.4.3 Scope Management
55(2)
2.4.4 Acquisition Strategy and Integration
57(1)
2.4.5 Risks and Opportunity Management
57(1)
2.4.6 Quality Management
58(1)
2.4.7 Test, Verification, and Validation
58(1)
2.4.8 Governance
58(1)
2.4.9 Outcomes
59(1)
2.4.10 Lessons Learned
59(1)
2.4.11 Case Analysis
59(1)
2.5 Key Point Summary
60(1)
2.5.1 Key Concepts
60(1)
2.6 Apply Now
60(1)
References
61(2)
Chapter 3 Application of Complementary Processes 63(42)
Chapter Roadmap
64(1)
3.1 Stakeholder-Focused Complementary Processes
64(11)
3.1.1 Stakeholder Engagement
65(4)
3.1.2 Communications Management
69(6)
3.2 Solution-Focused Complementary Processes
75(21)
3.2.1 Scope Management
76(6)
3.2.2 Schedule Management
82(2)
3.2.3 Procurement Management
84(3)
3.2.4 Risk Management
87(3)
3.2.5 Quality Management
90(3)
3.2.6 Governance
93(3)
3.3 Case Study: Simon Beck's Snow Art
96(5)
3.3.1 Project Charter and Plan
96(1)
3.3.2 Stakeholder and Communications Management
97(1)
3.3.3 Scope Management
97(1)
3.3.4 Schedule Management
98(1)
3.3.5 Procurement Management
99(1)
3.3.6 Risks and Opportunity Management
99(1)
3.3.7 Quality Management
100(1)
3.3.8 Governance
100(1)
3.3.9 Outcomes
100(1)
3.3.10 Lessons Learned
101(1)
3.3.11 Case Analysis
101(1)
3.4 Key Point Summary
101(1)
3.4.1 Key Concepts
101(1)
3.5 Apply Now
102(2)
References
104(1)
Chapter 4 Application of Unique Processes 105(30)
Chapter Roadmap
106(1)
4.1 Stakeholder-Focused Unique Processes
106(4)
4.1.1 Stakeholder Engagement
107(3)
4.2 Solution-Focused Unique Processes
110(15)
4.2.1 Scope Management
112(2)
4.2.2 Schedule Management
114(3)
4.2.3 Financial Management
117(2)
4.2.4 Human Resource Management
119(2)
4.2.5 Risk Management
121(2)
4.2.6 Quality Management
123(2)
4.3 Case Study: Jill and Julia-Singers, Songwriters, Musicians
125(6)
4.3.1 Project Charter and Plan
126(1)
4.3.2 Stakeholder and Communications Management
126(1)
4.3.3 Scope Management
127(1)
4.3.4 Schedule Management
128(1)
4.3.5 Procurement Management
128(1)
4.3.6 Risks and Opportunity Management
129(1)
4.3.7 Quality Management
129(1)
4.3.8 Test, Verification, and Validation
130(1)
4.3.9 Governance
130(1)
4.3.10 Outcomes
130(1)
4.3.11 Lessons Learned
130(1)
4.3.12 Case Analysis
131(1)
4.4 Key Point Summary
131(1)
4.4.1 Key Concepts
131(1)
4.5 Apply Now
131(2)
References
133(2)
Chapter 5 Success Measurements 135(40)
Chapter Roadmap
136(1)
5.1 Defining Success
136(3)
5.1.1 Successful Outcomes
136(1)
5.1.2 Project Management Successes
137(1)
5.1.3 Systems Engineering Successes
138(1)
5.2 The Use of Measurements
139(6)
5.2.1 Supporting Foundations
139(4)
5.2.2 Measurements Watch Items
143(2)
5.3 Types of Measurements
145(4)
5.3.1 Trend and Variance Analysis
146(1)
5.3.2 Statistical Sampling Measurements
146(1)
5.3.3 Key Performance Indicators
147(1)
5.3.4 Technical Readiness
147(2)
5.4 Essential Measurements
149(15)
5.4.1 Baseline Control
149(6)
5.4.2 Resources Control
155(1)
5.4.3 Risk Control
156(1)
5.4.4 Quality Control
157(5)
5.4.5 Governance Measurements
162(2)
5.5 Communicating Measurements
164(3)
5.6 Case Study: Alva-Green Coaching Group
167(3)
5.6.1 Project Charter and Plan
167(1)
5.6.2 Stakeholder and Communications Management
167(1)
5.6.3 Scope Management
168(1)
5.6.4 Acquisition Strategy and Integration
168(1)
5.6.5 Risks and Opportunity Management
169(1)
5.6.6 Quality Management
169(1)
5.6.7 Test, Verification, Validation
169(1)
5.6.8 Governance
170(1)
5.6.9 Outcomes
170(1)
5.6.10 Lessons Learned
170(1)
5.6.11 Case Analysis
170(1)
5.7 Key Point Summary
170(1)
5.7.1 Key Concepts
171(1)
5.8 Apply Now
171(3)
References
174(1)
Chapter 6 Tailoring 175(32)
Chapter Roadmap
176(1)
6.1 Definition of Tailoring
176(1)
6.2 Applying Tailoring
177(6)
6.2.1 Tailoring by Requirements
178(1)
6.2.2 Tailoring Risks
179(1)
6.2.3 Tailoring by Life Cycle Phase
180(1)
6.2.4 Tailoring for Different Management Methods
181(2)
6.3 Tailoring Project Management Processes
183(3)
6.3.1 Stakeholder Engagement
183(1)
6.3.2 Collaboration and Communications
184(1)
6.3.3 Total Project Scope
184(1)
6.3.4 Total Project Schedule
185(1)
6.3.5 Financial Management
185(1)
6.3.6 Risk Management
185(1)
6.3.7 Quality Management
186(1)
6.3.8 Integrative Management
186(1)
6.4 Tailoring Systems Engineering Processes
186(6)
6.4.1 System Stakeholder Engagement
187(1)
6.4.2 Communications and Decision Support
187(1)
6.4.3 Technical Scope Management
188(1)
6.4.4 Interface Management
188(1)
6.4.5 Technical Schedule Management
189(1)
6.4.6 Acquisition and Procurement Management
189(1)
6.4.7 Risk Reduction
190(1)
6.4.8 Quality and Measurements
190(1)
6.4.9 Test, Verification, Validation
190(1)
6.4.10 Governance
191(1)
6.5 Communicating About Project Tailoring
192(3)
6.6 Case Study: Greenland to Scotland Challenge-In the Wake of the Finnmen
195(9)
6.6.1 Project Charter and Plan
196(1)
6.6.2 Stakeholder Engagement/Communications Management
196(1)
6.6.3 Scope Management
196(3)
6.6.4 Schedule Management
199(1)
6.6.5 Cost Management
200(1)
6.6.6 Risks and Opportunity Management
200(2)
6.6.7 Quality, Test, Verification, Validation
202(1)
6.6.8 Governance
202(1)
6.6.9 Outcomes
203(1)
6.6.10 Lessons Learned
203(1)
6.6.11 Case Analysis
204(1)
6.7 Key Point Summary
204(1)
6.7.1 Key Concepts
205(1)
6.8 Apply Now
205(1)
References
206(1)
Chapter 7 Methodology Synthesis and Application 207(36)
Chapter Roadmap
208(1)
7.1 Step 1: Understand the Environment
208(4)
7.1.1 Organizational Considerations
208(3)
7.1.2 Complex Project Organizational Considerations
211(1)
7.2 Step 2: Structure the Project
212(1)
7.3 Step 3: Apply the Processes
213(10)
7.3.1 Stakeholder-Focused Complementary and Unique Processes
214(4)
7.3.2 Solution-Focused Complementary and Unique Processes
218(5)
7.4 Step 4: Choose Measurements
223(4)
7.4.1 Essential Measurements
224(2)
7.4.2 Performance Metrics
226(1)
7.5 Step 5: Tailor the Processes
227(1)
7.6 Step 6: Implement the Project
228(1)
7.7 Case Study: Carolina Soap Market
228(9)
7.7.1 Project Charter and Plan
229(1)
7.7.2 Stakeholder Engagement
229(1)
7.7.3 Communications Management
229(1)
7.7.4 Scope Management
230(4)
7.7.5 Schedule Management
234(1)
7.7.6 Acquisition Strategy and Integration
234(1)
7.7.7 Risk and Opportunity Management
235(1)
7.7.8 Quality, Test, Verification, Validation
235(1)
7.7.9 Governance
236(1)
7.7.10 Outcomes
236(1)
7.7.11 Lessons Learned
236(1)
7.7.12 Case Analysis
237(1)
7.8 Key Point Summary
237(1)
7.8.1 Key Concepts
237(1)
7.9 Apply Now
238(3)
References
241(2)
Chapter 8 The Future of Systems Engineering 243(32)
Chapter Roadmap
244(1)
8.1 Systems Engineering Origins
244(3)
8.2 Adapting to the Changing World
247(22)
8.2.1 Societal Responsibilities
248(7)
8.2.2 Human Sustainment
255(9)
8.2.3 Human Interactions
264(2)
8.2.4 Human Accomplishments
266(3)
8.3 Systems Engineering Process Evolution
269(1)
8.4 Key Point Summary
270(1)
8.4.1 Key Concepts
270(1)
8.5 Apply Now
271(1)
References
272(1)
Acronyms
273(2)
Glossary 275(8)
Bibliography 283(6)
Index 289
Lory Mitchell Wingate has an MBA in Information Technology Management, and is an INCOSE certified Expert Systems Engineering Professional (ESEP), and Project Management Institute (PMI) Certified Project Management Professional (PMP), and is author of the book Project Management for Research and Development, Auerbach Publications, 2014. She has achieved notable success in applying systems engineering within projects that range from the simple to the highly complex within diverse fields such as policy research, aerospace engineering, production and support, and scientific research. With over twenty-five years of experience in both forprofit and non-profit companies, Wingate possesses detailed knowledge and expertise in systems engineering and project management.