This chapter gives some guidelines on the management of information..  Despite the fact that most organisations would see Information Technology  as core to their business, remarkably little attention is given to effective management of information itself.  This chapter is principally aimed at management of information within an organisation, however much of it is also relevant to management of information within large projects, particularly if those projects are undertaken within organisations which have paid inadequate attention to the management of information.

Introduction

Planning for the provision and management of information
The Costs of Information
Information Engineering (IE)
An Information/Data Model
Desirable Characteristics of Information
Notes on managing information in a Project Context

This chapter identifies a number of general notes and guidelines about the application of IT within an organisation or a project.  Much of what is said might be very obvious to some people.  However it wont be to all, and IT continues to be a difficult area for organisations to manage effectively.

Introduction

Primary uses of IT for systems projects
Benefits of the Use of IT
Potential Disadvantages or Problems
Project IT strategy
In-house development of IT tools
Scope of Information System Requirement
Checklist for Effective Implementation of IT
Software Application Tool Selection Criteria
The evaluation process
Integrated IS/IT Supplier Checklist
Directions of IT

Installation is the process of physically putting an item into its final place within a larger system or structure. It:

• occurs with respect to the system itself once it is completed or nearing completion.

• occurs with respect to sub-systems, equipments, or components of the system as they are physically integrated into the system or its sub-parts.

• occurs as a part of maintenance/support/upgrade activities for the system once in use, particularly when parts are replaced.

This chapter does not in general differentiate between the above cases but talks about installation in a general way that might apply to any of the above.

Introduction

Installation planning
Design for Installation
Areas of Installation Inspection/Testing

The support costs are often the highest component of the through-life cost for a system. Inadequate attention to them early enough in a system programme leads to unnecessarily high costs. ILS has arisen as a discipline as an integrated approach to all support considerations which begins as an inherent part of the early conceptual studies for the system, and continues through to the system disposal.

ILS thus encompasses all support issues, in particular:

• As one of a number of specialist areas looking to influence the design itself.
• Ensuring the support environment is itself designed and made available as required.

Many of the more detailed support activities described within this Handbook would, at least for large projects, be co-ordinated under a general heading of ILS.

Introduction

The Scope of Support Required
Outline of ILS topics
Design for Support
Integrated Logistic Support Plan (ILSP)
Potential Inputs/Outputs to/from ILS Activities
The Relationship between and Integration of ILS elements
Procurement of ILS elements
ILS trade-offs
ILS Validation and Verification
Potential Inadequacies in Support
References

The term Integration is used in different ways and is open to misinterpretation. The following are two primary ways the term is used:

1. As an activity carried out during design, to ensure that the design will lead to a fully integrated system once produced and assembled
2. As a process of confirming that the system works in an integrated fashion, preferably prior to final production runs.

Integration in the context of (a) is what this book as a whole is about. This section is concerned with Integration in the context of (b), ie. as a proving/testing activity, to confirm that the component parts, when brought together, do work as a system in the way they were intended.

Introduction

Approaches to Integration Testing
Major steps in Integration Activity - Typical Example
Guidelines on ordering of integration activities
Where carry out Integration Testing?
An Integration Test Facility (ITF)
Use of Stimulators/simulators
Software Control of an ITF
Management of the Integration Testing Programme
Checklist for Conduct of Integration Tests
Integration testing as part of life-cycle testing
Integration Responsibilities

An IPR is an exclusion on the use of something to its owner. This exclusion is of market value because it allows the owner to exploit it whilst his competitors cannot. IPR protection can be more important than protection of property or physical assets.

IPRs are important in the systems engineering and project management context because:

1. They may act as a constraint upon the system design.
2. The designer may wish to claim IPR to certain parts (or all) of the system design.
3. The may provide a valuable source of technical information.

Introduction

Patents
Design Protection
Copyright
Confidential Information - Legal Position
Confidential Information - Practical Measures
Protection of Reputation
Sources of Advise
IPRs as a constraint upon the design.
Placing IPR on the Design or part of the Design

Two or more items are said to be interchangeable if one can be replaced by the other without modification.  Key considerations are what are often termed: Form, Fit, Function.

The term Interchangeability is sometimes used in a weaker sense to refer to, for example, items which have the same 'Fit'. For example, we might have a range of items with different functionality, and wish to fit different items into a given space dependent upon particular circumstances.

The degree of interchangeability desired needs to be established early on in a project's design.

Introduction

Factors associated with Interchangeability

This chapter concerned with the product's interfaces rather than 'management' or 'contract' interfaces.

Introduction

Function and Performance Specification of Interfaces
Function and Performance Interface for Whole System
Mechanical/Structural Interfaces
Service Interfaces
Information Interfaces
'Deliberate' Environmental 'Equipment-Equipment' Interfaces
'Unintentional' Environmental 'Equipment-Equipment' Interfaces
Checklist of issues and questions to be addressed
Use of Interface Standards
An Example of Interface considerations

Management of interfaces (ie. those relating to the product itself and between its component items) is concerned with the mechanisms for specifying and agreeing interfaces, and controlling them once they have been agreed.

It is a fundamental truth of systems management that the major interface problems will occur when separate organisations are responsible for different ends of the interface. Whilst is part of the reason for identifying sub-systems as groups of elements with minimum interfaces between them. However even within a given organisation different individuals will often be responsible for different ends of an interface and effective interface management is necessary to ensure misunderstandings do not arise and the interface is fully specified.

Introduction

Responsibilities for Interface Management
Interface Management Situations
Interface Design
Interface testing/proving
Interface Design Checklist
Single point definition of interface

In an ever increasingly global market place it is being more common for systems engineers and project managers to find themselves working with:

• Potential/actual customers in foreign countries.
• Potential/actual suppliers in foreign countries, either whole products or component parts/services.

This chapter provides a checklist of some of the issues that need to be borne in mind when dealing with foreign organisations or in foreign countries.

Introduction

Differences
Costs and Gains
The Changing International Scene
Foreign Government Purchases

This section concerns communication between people, rather than communication between machines or between man and machine.

Communication underlies most human activities, and effective communication is a vital component of project activities. In a system engineering and management context the complexities, uniqueness, and multi-viewpoint nature of system projects means there are plenty of opportunities for failures of communication, and the effect of these could be catastrophic to the success of the project.

Understanding what effective communication is, and knowing the potential pitfalls is thus necessary for everyone involved in a system project.

Introduction

Checklist of Concepts of Communication
What is Effective Communication?
How to Communicate Effectively
An Ability to Listen
Means of Communication
Benefits and disadvantages of Different Means of Communication
Directions of Communication
The concept and importance of 'Face' and self-presentation in general
Specific Failings in Communication and How to Avoid them
Barriers to Communication
Conflict - Good and Bad
Ways of Improving communication skills
Miscellaneous Issues
Theories of Interpersonal Behaviour