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El. knyga: Systems Thinker''s Toolbox: Tools for Managing Complexity

(Principal, The Right Requirement, Australia)
  • Formatas: 564 pages
  • Išleidimo metai: 03-Oct-2018
  • Leidėjas: CRC Press
  • ISBN-13: 9780429882678
Kitos knygos pagal šią temą:
Systems Thinker''s Toolbox: Tools for Managing ComplexityDidesnis paveikslėlis
  • Formatas: 564 pages
  • Išleidimo metai: 03-Oct-2018
  • Leidėjas: CRC Press
  • ISBN-13: 9780429882678
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Systems Thinker's Toolbox: Tools for Managing Complexity provides more than 100 tools based on systems thinking and beyond. Each tool is described, and when necessary, examples are provided of how each of them can be used. Some of the simplest tools can be combined into more complex tools. The tools may be things such as lists, causal loops, and templates, as well as processes and methodologies.

Key Features











Provides an explanation of the two views of systems thinking; systemic and systematic thinking, and then shows how to perform each of them in a complimentary manner Presents a set of thinking tools that can be used to apply systems thinking to solving problems in project management, engineering, systems engineering, new product development, and business Describes the tools from simple such as lists, and goes on to more complex such as Categorized Requirements in Process (CRIP) charts, and then onto the processes Introduces new tools that have been tested with positive feedback Discusses a set of communication tools that can improve project reviews and communicating innovative ideas
List of Figures
xxi
List of Tables
xxvii
Preface xxxi
Acknowledgments xxxiii
Author xxxv
Chapter 1 Introduction
1(18)
1.1 How to Read and Use This Book
2(2)
1.2 Thinking
4(4)
1.3 The Systems Approach
8(2)
1.4 Systems Thinking
10(2)
1.4.1 The Two Distinct Types of Systems Thinking
10(2)
1.4.2 Systems Thinking and Beyond
12(1)
1.5 Problem-Solving
12(1)
1.6 Alphabetical List of Tools
13(3)
1.7 Summary
16(3)
References
16(3)
Chapter 2 Charts
19(44)
2.1 Bar Charts
20(1)
2.2 Cause and Effect Charts
21(2)
2.2.1 Using a Cause and Effect Chart
22(1)
2.2.2 Creating a Cause and Effect Chart
23(1)
2.3 Compound Bar Charts
23(1)
2.4 Compound Line and Bar Charts
24(1)
2.5 Control Charts
25(1)
2.6 Financial Charts
26(2)
2.7 Flowcharts
28(12)
2.7.1 Types of Flowcharts
28(1)
2.7.2 Flowchart Symbols
29(1)
2.7.3 Rules for Drawing a Flowchart
30(1)
2.7.4 Creating a Flowchart to Represent a Process
31(1)
2.7.4.1 Starting from the Ending
31(2)
2.7.4.2 Starting from the Beginning
33(1)
2.7.4.3 Starting in the Middle
33(1)
2.7.5 The Most Common Mistakes Made When Drawing Flowcharts
33(4)
2.7.5.1 Creating Flowcharts When Designing Software
37(1)
2.7.5.2 Perceptions of an Amateur Radio Contest
38(1)
2.7.5.3 Creating the Flowcharts
38(2)
2.8 Hierarchical Charts
40(3)
2.9 Histograms
43(2)
2.10 N2 Charts
45(6)
2.10.1 The Basic N2 Chart
45(1)
2.10.2 The Aggregation Example
46(2)
2.10.3 Creating an N2 Chart
48(3)
2.10.4 Inserting Data in the N2 Chart
51(1)
2.11 Pareto Charts
51(2)
2.12 Pie Charts
53(1)
2.13 Polar Charts
54(1)
2.14 Product-Activity-Milestone (PAM) Charts
55(4)
2.14.1 Creating a PAM Chart
56(2)
2.14.2 The PAM Network Chart
58(1)
2.15 Trend Charts
59(1)
2.16 XY Charts
60(1)
2.17 Summary
60(3)
References
61(2)
Chapter 3 Critical Thinking
63(50)
3.1 Viewing Critical Thinking from a Perspectives Perimeter
64(12)
3.1.1 The Big Picture Perspective
64(1)
3.1.2 The Operational Perspective
64(2)
3.1.3 The Functional Perspective
66(1)
3.1.3.1 Reasoning
67(3)
3.1.3.2 Evaluating Ideas
70(2)
3.1.3.3 Process Used in Critical Thinking
72(2)
3.1.4 The Continuum Perspective
74(1)
3.1.5 The Temporal Perspective
74(1)
3.1.6 The Structural Perspective
74(1)
3.1.7 The Quantitative Perspective
75(1)
3.1.8 The Scientific Perspective
76(1)
3.2 Applications of Critical Thinking
76(18)
3.2.1 The "Do Statement"
76(2)
3.2.1.1 Using the "Do Statement"
78(2)
3.2.1.2 Creating the "Do Statement"
80(1)
3.2.2 The "Don't Care" Situation
80(1)
3.2.2.1 Buying a New Car
81(1)
3.2.2.2 Putting a Tolerance on a Requirement
81(1)
3.2.2.3 Simplifying Software Interfaces
82(4)
3.2.3 The KISS Principle
86(1)
3.2.3.1 How to Keep Things Simple
87(1)
3.2.4 Ladder of Inference
88(1)
3.2.4.1 Uses of the Ladder of Inference
89(1)
3.2.5 Miller's Rule
90(1)
3.2.5.1 Using Miller's Rule in Idea Generation Situations
90(1)
3.2.6 Occam's Razor
90(1)
3.2.7 The Principle of Hierarchies
91(1)
3.2.8 Process for Critical Analysis of an Argument
92(2)
3.2.9 The STALL Technique
94(1)
3.3 Evaluating Critical Thinking
94(6)
3.3.1 Wolcott and Gray's Five Levels
95(1)
3.3.1.1 Confused Fact Finder
95(1)
3.3.1.2 Biased Jumper
95(1)
3.3.1.3 Perpetual Analyzer
96(1)
3.3.1.4 Pragmatic Performer
96(1)
3.3.1.5 Strategic Revisioner
96(1)
3.3.2 Paul and Elder's Student Profiles
97(1)
3.3.3 Facione and Facione's Four Levels
97(1)
3.3.4 Perry's Nine-Level Approach
97(1)
3.3.5 Ability to Detect Similarities and Differences
98(1)
3.3.6 The Updated Bloom's Taxonomy
99(1)
3.4 Creating Assignments to Encourage and Evaluate Critical Thinking
100(10)
3.4.1 Changing the Focus of the Assignment
102(1)
3.4.2 Knowledge Readings
102(3)
3.4.2.1 Student Reaction to the Knowledge Readings
105(5)
3.5 Summary
110(3)
References
111(2)
Chapter 4 Decisions and Decision-Making
113(56)
4.1 Qualitative and Quantitative Decision-Making
113(1)
4.2 Decision Traps
114(2)
4.3 Decision Outcomes
116(1)
4.4 Sources of Unanticipated Consequences or Outcomes
117(2)
4.5 The Four Key Elements in Making Decisions
119(1)
4.6 Decision-Making Tools
120(46)
4.6.1 Decision Trees
121(1)
4.6.1.1 Travelling Home from Class
121(4)
4.6.1.2 Travelling from Vivo City to Kent Vale
125(2)
4.6.1.3 Smartening Up the Decision Tree
127(1)
4.6.2 Multi-Attribute Variable Analysis
128(1)
4.6.2.1 Travelling from Vivo City to Kent Vale
129(6)
4.6.2.2 Finding His Perfect Mate
135(11)
4.6.3 Ordering and Ranking
146(1)
4.6.3.1 The Survey
147(1)
4.6.3.2 Survey Results
148(2)
4.6.3.3 Further Analysis
150(1)
4.6.3.4 Sensitivity Analysis on Project Management Risk-Indicators
151(1)
4.6.3.5 The "Other" Category
152(1)
4.6.3.6 The Risk-Indicators with Most Disagreements
152(1)
4.6.3.7 The Risk-Indicators Receiving Least Agreement
153(1)
4.6.3.8 Validating the Survey Results
154(1)
4.6.4 Pair-Wise Comparison
155(1)
4.6.4.1 The PWC Process
155(2)
4.6.4.2 Using PWC to Make a Decision
157(1)
4.6.4.3 The Downside of PWC
158(1)
4.6.5 The Perfect Score Approach
159(3)
4.6.6 Prioritization
162(1)
4.6.7 The Pugh Matrix
163(1)
4.6.8 Screening, Reducing or Preselecting the Criteria
164(2)
4.7 Class Exercise
166(1)
4.8 Summary
166(3)
References
167(2)
Chapter 5 Frameworks
169(16)
5.1 The 2×2 Format Generic Framework
169(1)
5.2 The Hitchins-Kasser-Massie Framework
170(3)
5.3 A Problem Classification Framework
173(5)
5.3.1 The Four Levels of Difficulty of the Problem
174(2)
5.3.2 The Structure of the Problem
176(1)
5.3.2.1 Well-Structured Problems
176(1)
5.3.2.2 Ill-Structured Problems
177(1)
5.3.2.3 Wicked Problems
177(1)
5.3.3 Positioning Problems in the Matrix
178(1)
5.4 The Risk Rectangle
178(4)
5.4.1 The Fallacy in the Risk Rectangle
180(1)
5.4.2 Setting Up and Using a Risk Rectangle
181(1)
5.5 Summary
182(3)
References
182(3)
Chapter 6 Graphics
185(14)
6.1 Different Types of Graphics
185(13)
6.1.1 Causal Loops
186(2)
6.1.1.1 Creating a Causal Loop
188(1)
6.1.1.2 The Process for Creating a Causal Loop Describing the Relationships between the Elements in a Cup of Coffee
189(2)
6.1.1.3 Causal Loops and Flowcharts
191(1)
6.1.1.4 Common Errors in Causal Loops
191(1)
6.1.2 Concept Maps and Relationship Diagrams
192(2)
6.1.2.1 Creating a Concept Map
194(2)
6.1.2.2 The Two Most Common Mistakes Made When Creating and Presenting Concept Maps
196(1)
6.1.3 Graphs
196(1)
6.1.4 Mind Maps
197(1)
6.1.5 Rich Pictures
197(1)
6.2 Summary
198(1)
References
198(1)
Chapter 7 Idea Generation Tools
199(30)
7.1 Active Brainstorming
199(7)
7.1.1 Using Active Brainstorming
200(1)
7.1.1.1 Before the Session Begins
200(1)
7.1.1.2 The Session or Workshop
201(2)
7.1.1.3 Post-Workshop Idea Sorting and Storing
203(1)
7.1.2 Typical Active Brainstorming Questions
203(1)
7.1.2.1 Typical Questions from the Big Picture Perspective
203(1)
7.1.2.2 Typical Questions from the Operational Perspective
203(1)
7.1.2.3 Typical Questions from the Functional Perspective
204(1)
7.1.2.4 Typical Questions from the Structural Perspective
204(1)
7.1.2.5 Typical Questions from the Generic Perspective
204(1)
7.1.2.6 Typical Questions from the Continuum Perspective
204(1)
7.1.2.7 Typical Questions from the Temporal Perspective
205(1)
7.1.2.8 Typical Questions from the Quantitative Perspective
205(1)
7.1.2.9 Typical Questions from the Scientific Perspective
205(1)
7.1.3 Key Questions
205(1)
7.1.4 Questions to Focus on Problems and Situations
206(1)
7.1.5 Using Active Brainstorming as an Individual
206(1)
7.2 Association of Ideas
206(2)
7.2.1 Using Association of Ideas
207(1)
7.3 Brainstorming
208(2)
7.3.1 Requirements for Brainstorming Sessions
209(1)
7.4 Constraint Mapping
210(1)
7.4.1 Categories of Constraints
210(1)
7.4.2 How to Perform Constraint Mapping
211(1)
7.5 The Five Whys
211(4)
7.5.1 Simple Situations
212(1)
7.5.2 Complex Situations
213(1)
7.5.2.1 The First "Why"
213(1)
7.5.2.2 The Second "Why"
213(1)
7.5.2.3 The Third "Why"
213(1)
7.5.3 Failure Prediction and Prevention
214(1)
7.6 The Kipling Questions
215(2)
7.7 Lateral Thinking
217(3)
7.7.1 Blue Hat Thinking
217(1)
7.7.2 White Hat Thinking
218(1)
7.7.3 Green Hat Thinking
218(1)
7.7.4 Yellow Hat Thinking
219(1)
7.7.5 Black Hat Thinking
219(1)
7.7.6 Red Hat Thinking
219(1)
7.8 Letter and Word Manipulation
220(1)
7.9 Nominal Group Technique
221(1)
7.10 Slip Writing
222(1)
7.11 Visualization
223(3)
7.11.1 How to Visualize
224(2)
7.11.2 A Visualization Exercise
226(1)
7.12 Summary
226(3)
References
227(2)
Chapter 8 Management Tools
229(98)
8.1 Categorized Requirements in Process (CRIP) Charts
230(26)
8.1.1 The Five-Step CRIP Approach
231(1)
8.1.1.1 Step 1: Identify Categories for the Requirements
231(1)
8.1.1.2 Step 2: Quantify Each Category into Ranges
232(1)
8.1.1.3 Step 3: Categorize the Requirements
232(1)
8.1.1.4 Step 4: Place Each Requirement into a Range in Each Category
232(1)
8.1.1.5 Step 5: States of Implementation
233(1)
8.1.2 Populating and Using the CRIP Chart
233(3)
8.1.3 Advantages of the CRIP Approach
236(1)
8.1.4 Disadvantages of the CRIP Approach
237(1)
8.1.5 Examples of Using CRIP Charts in Different Types of Projects
237(4)
8.1.5.1 The Ideal Project
241(4)
8.1.5.2 A Project with Requirements Creep
245(7)
8.1.5.3 The Challenged Project
252(2)
8.1.5.4 The "Make Up Your Mind" Project
254(2)
8.1.6 Comments
256(1)
8.2 Earned Value Analysis
256(11)
8.2.1 The Elements of EVA
257(1)
8.2.2 EVA Terminology
257(1)
8.2.2.1 Planning or Estimating Terminology
258(1)
8.2.2.2 Project Monitoring and Controlling Terminology
258(1)
8.2.2.3 Indices and Summary Terminology
258(1)
8.2.3 EVA Calculations
258(2)
8.2.4 Requirements for the Use of EVA in a Project
260(1)
8.2.5 Advantages and Disadvantages of EVA
261(1)
8.2.5.1 EVA Advantages
261(1)
8.2.5.2 EVA Disadvantages
261(1)
8.2.6 Examples of the Use of EVA
262(1)
8.2.6.1 The Master's Degree Project
262(1)
8.2.6.2 The Data Centre Upgrade Project
262(4)
8.2.7 The Systems Approach Perspective on EVA
266(1)
8.3 Financial Budgets
267(5)
8.3.1 Preparing a Project Financial Budget
268(1)
8.3.1.1 Personnel
269(1)
8.3.1.2 Equipment
269(1)
8.3.1.3 Travel
269(1)
8.3.1.4 Benefits
269(1)
8.3.1.5 Consultants
269(1)
8.3.1.6 Additional
269(1)
8.3.1.7 Contingencies
270(1)
8.3.1.8 Indirect Costs
270(1)
8.3.1.9 Validating the Budget
270(1)
8.3.2 Creating a Financial Budget for a Master's Degree
270(2)
8.4 Gantt Charts
272(7)
8.4.1 How to Create a Gantt Chart
273(3)
8.4.2 Showing Schedule Changes in Gantt Charts
276(1)
8.4.2.1 Changes at Milestones Causing Iteration
276(2)
8.4.2.2 Changes due to Delays
278(1)
8.5 The Golden Rules
279(1)
8.5.1 The Golden Rule Governing Behaviour
279(1)
8.5.2 The Golden Rule Pertaining to Funding
280(1)
8.6 Just-In-Time Decision-Making
280(1)
8.7 Management by Exception
281(2)
8.7.1 The Key Ingredients in MBE
281(1)
8.7.2 Advantages and Disadvantages of MBE
282(1)
8.7.3 Using MBE
283(1)
8.8 Management by Objectives
283(2)
8.8.1 MBO in the Planning State of a Project
284(1)
8.9 Mission Statements
285(1)
8.10 PERT Charts
286(5)
8.10.1 How to Create a PERT Chart
288(3)
8.11 Project Plans
291(4)
8.11.1 The Two Planning Paradigms
292(1)
8.11.2 Creating the Project Plan
293(2)
8.12 The Technology Availability Window of Opportunity
295(11)
8.12.1 Framing the Original Problem
296(1)
8.12.2 The Traditional Non-Systems Approach
296(1)
8.12.2.1 The Undesirable Situation
297(1)
8.12.2.2 Assumption
297(1)
8.12.2.3 The FCFDS
297(1)
8.12.2.4 The Problem
297(1)
8.12.2.5 The Solution
297(2)
8.12.3 The Systems Approach to Remedying the Undesirable Situation
299(1)
8.12.3.1 The Undesirable Situation
299(3)
8.12.3.2 Assumptions
302(1)
8.12.3.3 The FCFDS
302(1)
8.12.3.4 The Problem
302(1)
8.12.3.5 The Solution
302(1)
8.12.4 Perceptions of the TAWOO
303(1)
8.12.4.1 The Temporal Perspective
303(1)
8.12.4.2 The Generic Perspective
304(1)
8.12.4.3 The Scientific Perspective
304(1)
8.12.4.4 Comments
305(1)
8.13 The "Thank You"
306(1)
8.14 The Three Streams of Activities
307(1)
8.15 Timelines
308(2)
8.15.1 Creating a Timeline
309(1)
8.15.2 Using PERT and GANT Views as a Cross-Check
309(1)
8.16 Traffic Light and Enhanced Traffic Light Charts
310(8)
8.16.1 Traffic Light Charts
310(1)
8.16.2 Enhanced Traffic Light Charts
311(5)
8.16.2.1 Creating an ETL Chart for Use in a Presentation
316(1)
8.16.2.2 Adding Even More Information
317(1)
8.17 The Waterfall Chart
318(1)
8.18 Work Breakdown Structures
318(2)
8.18.1 Basic Principles for Creating a WBS
318(1)
8.18.2 Common Errors in Developing a WBS
319(1)
8.19 Work Packages
320(3)
8.19.1 The Benefits of Using WPs
323(1)
8.20 Summary
323(4)
References
324(3)
Chapter 9 Miscellaneous Tools
327(12)
9.1 Attribute Profiles
327(2)
9.2 Budgets
329(2)
9.2.1 Creating a Budget
330(1)
9.3 Lessons Learned
331(1)
9.4 Lists
332(2)
9.4.1 Types of Lists
332(1)
9.4.2 Creating a List
333(1)
9.4.3 Dos and Don'ts for Creating Lists
333(1)
9.5 Tables and Matrices
334(4)
9.5.1 Comparison Tables
334(1)
9.5.2 Compliance Matrix
335(3)
9.5.3 Data or Information Tables
338(1)
9.6 Summary
338(1)
Reference
338(1)
Chapter 10 The Perspectives Perimeter
339(36)
10.1 Holistic Thinking Perspectives
340(31)
10.1.1 The External HTPs
341(1)
10.1.2 The Internal HTPs
342(1)
10.1.3 The Progressive HTPs
342(1)
10.1.4 The Remaining HTPs
343(1)
10.1.5 Descriptions and Examples of the HTPs
343(1)
10.1.5.1 The Big Picture Perspective
343(1)
10.1.5.2 The Operational Perspective
344(1)
10.1.5.3 The Functional Perspective
344(1)
10.1.5.4 The Structural Perspective
345(1)
10.1.5.5 The Generic Perspective
346(2)
10.1.5.6 The Continuum Perspective
348(11)
10.1.5.7 The Temporal Perspective
359(2)
10.1.5.8 The Quantitative Perspective
361(3)
10.1.5.9 The Scientific Perspective
364(5)
10.1.6 Building Up a Complete Picture or Linking the HTPs
369(1)
10.1.7 Storing Information in the HTPs
370(1)
10.1.8 Documenting Real-World Situations
371(1)
10.2 The Knowledge-Application of Knowledge Perspectives Perimeter
371(1)
10.3 Summary
372(3)
References
373(2)
Chapter 11 Process Tools
375(58)
11.1 The Generic Problem-Solving Process
375(22)
11.1.1 Milestone to Provide Authorization to Proceed
378(1)
11.1.2 Define the Problem
379(1)
11.1.3 Gaining an Understanding
380(1)
11.1.4 Conceive Solution Options
380(1)
11.1.5 Identify Ideal Solution Selection Criteria
381(1)
11.1.6 Perform Trade-Off to Find the Optimum Solution
381(1)
11.1.7 Select the Preferred Option
382(1)
11.1.8 Formulate Strategies and Plans to Implement the Preferred Option
382(1)
11.1.9 Milestone to Confirm Consensus to Proceed with Implementation Phase
383(1)
11.1.10 Myths and Realities in the Problem-Solving Process
383(1)
11.1.10.1 The Word "Problem" Has an Unambiguous Meaning
384(1)
11.1.10.2 The Fixation on a Single Correct Solution
385(2)
11.1.10.3 The Incomplete Problem-Solving Process
387(2)
11.1.10.4 A Single Pass through the Problem-Solving Process Leads to an Optimal Solution to the Problem
389(1)
11.1.10.5 A Single Problem-Solving Approach Fits All Types of Problems
390(4)
11.1.10.6 All Problems Can Be Solved
394(1)
11.1.10.7 The Problem-Solving Process Is a Linear, Time-Ordered Sequence
395(2)
11.2 The Cataract Methodology for Systems and Software Acquisition
397(8)
11.2.1 Build Zero
402(3)
11.3 Plan-Do-Check-Act
405(3)
11.3.1 Using PDCA
408(1)
11.4 Process for Creating Technical and Other Project Documents
408(11)
11.4.1 Locate and Evaluate a Template or Similar Document
410(1)
11.4.2 Develop Metrics for the Document
410(1)
11.4.3 Create the Abstract
411(3)
11.4.4 Prepare an Annotated Outline
414(1)
11.4.5 Perform the Iterative Part, or Filling in the Annotated Outline
414(2)
11.4.5.1 Produce Peer Review Copy of Document
416(1)
11.4.5.2 Circulate Document for Comment
416(1)
11.4.5.3 Request and Receive Comments
417(1)
11.4.5.4 Evaluate and Incorporate Comments
417(1)
11.4.5.5 Hold an Informal Document Review/Walkthrough
418(1)
11.4.6 Publish Formal Draft Copy of Document
418(1)
11.4.7 Update Document Based on Reviewer's Comments
418(1)
11.4.8 Publish the Document
418(1)
11.5 Process for Tackling a Problem
419(2)
11.6 A Process for Finding Out-of-the-box Solutions
421(5)
11.6.1 Case Studies
424(1)
11.6.1.1 The Kiosk Queue
424(1)
11.6.1.2 The Long Wait at the Traffic Light
425(1)
11.7 TRIZ
426(3)
11.7.1 The Big Picture Perspective
427(1)
11.7.2 The Temporal Perspective
427(1)
11.7.3 The Scientific Perspective
428(1)
11.7.4 The Functional Perspective
429(1)
11.8 Working Backwards from the Solution
429(1)
11.9 Summary
430(3)
References
430(3)
Chapter 12 Risks and Risk Management
433(10)
12.1 The Nature of Risks
434(1)
12.2 Risk Management
434(1)
12.3 Risks and Uncertainty
435(1)
12.4 Ways of Assessing/Estimating/Measuring Uncertainty and Risk
436(1)
12.5 Risks and Opportunities
436(2)
12.5.1 Characteristics of Risks and Opportunities
437(1)
12.5.2 Categories of Risks and Opportunities
437(1)
12.6 The Traditional Approach to Risk Management
438(1)
12.7 Myths in the Traditional Approach to Risk Management
439(1)
12.8 Risk-Based Analysis
440(1)
12.9 Risk Mitigation and Prevention
441(1)
12.10 Summary
442(1)
References
442(1)
Chapter 13 Systems Engineering Tools
443(40)
13.1 Checkland's Soft Systems Methodology
443(22)
13.1.1 The Seven Stages of SSM
444(1)
13.1.1.1 Stage 1: Recognizing the Existence of a Problematic or Undesirable Situation
444(1)
13.1.1.2 Stage 2: Expressing the Real-World Problematic Situation
444(2)
13.1.1.3 Stage 3: Formulating Root Definitions of Relevant Systems
446(3)
13.1.1.4 Stage 4: Building Conceptual Models of the Relevant Systems
449(1)
13.1.1.5 Stage 5: Comparing Conceptual Models with Reality
450(1)
13.1.1.6 Stages 6 and 7: Action to Improve the Existing Situation
451(1)
13.1.2 The Command, Control, Communications, and Intelligence (C3I) Group Morale Case Study
451(2)
13.1.2.1 Task 2: Define the Problem
453(8)
13.1.2.2 Task 6: Select the Preferred Option
461(1)
13.1.2.3 Task 7: Formulate Strategies and Plans to Implement the Preferred Option
462(2)
13.1.2.4 Preparation and Delivery of the Final Report
464(1)
13.1.3 Comments
464(1)
13.1.3.1 Lessons Learned
465(1)
13.2 Concept of Operations
465(2)
13.2.1 IEEE Standard 1320--1998
466(1)
13.2.2 Creating a CONOPS
467(1)
13.3 A Framework for Tackling Complexity
467(8)
13.3.1 The Non-Systems Approach
468(1)
13.3.1.1 Not Distinguishing between Subjective and Objective Complexity
468(2)
13.3.1.2 The Systems Optimization Paradox
470(2)
13.3.2 The Systems Approach
472(1)
13.3.2.1 Abstracting Out the Non-Pertinent Aspects of Objective Complexity
473(1)
13.3.2.2 Partitioning the System
473(1)
13.3.2.3 Redrawing the Boundary of the System to Suit the Purpose
474(1)
13.3.2.4 Attempting to Dissolve the Problem
475(1)
13.4 Mathematical Tools
475(1)
13.5 The Zone of Ambiguity
476(4)
13.5.1 Use of the Tool
476(1)
13.5.1.1 "Do the 13 Hypotheses Need to Be Ranked?"
476(1)
13.5.1.2 "What Is the Required Level of Confidence in the Data?"
476(1)
13.5.1.3 "What Is the Relationship between Sample Size and Level of Confidence?"
477(1)
13.5.2 Using the Zone of Ambiguity
478(2)
13.6 Summary
480(3)
References
480(3)
Chapter 14 Templates
483(32)
14.1 Annotated Outlines
484(2)
14.2 Idea Storage Templates
486(8)
14.2.1 The SWOT Idea Storage Template
487(2)
14.2.2 The Observations, Assumptions Risks and Problems Template
489(1)
14.2.3 The Functions Requirements Answers and Test Template
490(1)
14.2.3.1 Example of FRAT Applied to Systems
491(2)
14.2.4 The Schedules, Products, Activities, Resources and risKs Template
493(1)
14.3 The Problem Formulation Template
494(1)
14.3.1 Framing Classroom Exercises Using the Problem Formulation Template
495(1)
14.4 A Generic Functional Template for a System
495(6)
14.4.1 Some Advantages of the Use of Functions
497(1)
14.4.1.1 Supports Abstract Thinking
497(1)
14.4.1.2 Maximizes Completeness of a System
498(1)
14.4.1.3 The Use of a Standard Functional Template for a System
498(1)
14.4.1.4 Improves Probability of Completeness at Design Time
499(2)
14.5 Generic Template for a Document
501(1)
14.6 Generic Template for a Presentation
501(2)
14.7 Template for a Student Exercise Presentation
503(2)
14.7.1 Example of Creating a Presentation Using the Template
503(2)
14.8 Template for a Management Review Presentation
505(1)
14.9 The Waterfall Chart
506(6)
14.9.1 States in the Waterfall Chart
507(2)
14.9.2 Milestones in the Waterfall View
509(1)
14.9.3 Misuse of the Waterfall Chart
510(1)
14.9.4 The V Model
510(2)
14.10 Summary
512(3)
References
512(3)
Author Index 515(4)
Subject Index 519
Joseph Kasser has been a practicing systems engineer and project manager for more than 45 years and an academic for almost 20 years. He is a Fellow of the Institution of Engineering and Technology (IET), a Fellow of the Institution of Engineers (Singapore), the author of four books and many conference and journal papers. He is a recipient of many awards including NASAs Manned Space Flight Awareness Award (Silver Snoopy) for quality and technical excellence for performing and directing systems. He spent 2007-2016 teaching and researching the nature of systems thinking.
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