This chapter is a checklist of parameters/characteristics which might be relevant to a system. It is far from complete. Organisations should develop their own checklists relevant to the types of system in which they are interested.
Such a checklist is useful when deriving requirements for a system, or considering the range of considerations which need to be taken account of in the design.
A general observiation is that 80% of some output is usually caused by 20% of the input. This is also sometimes know as the 80/20 rule. A Pareto Analysis is one that looks to act upon this observation by focussing resources into identifying and addressing a small number of principle causes.
Introduction
Examples of Application of Pareto Rule
This chapter is concerned with what organisations should do to develop its people. Whilst not explicitly a system project issue it is an issue which affects people who work on system projects, and something that can affect their general capabilities and motivation.
Introduction
What is training and why do it?
Types of Training
Analysis of Training Needs
Detailed Planning and Running of Training Programme
Costs of Training Courses
Checklist for someone running or preparing a given training course
Pre-conditions for effective learning
Checklist for attending a training course
Monitoring the effectiveness of training courses
General Development
Developing Managers
Characteristics required of senior managers
Developing Engineers as Managers
The Older Employees
Career Paths for Engineers
A System Project Development Culture
This chapter describes what is meant by performance (as a characteristic of a system), and the key role managing performance has on the system design.
Introduction
Turning Operational Performance statements into Design
Performance Statements
Performance in the System Hierarchy
Interdependence between performance parameters
Technical Performance Parameter Characteristics
Technical Performance Measurement
Performance Quantification Techniques
Management of Performance Information
Packaging, Handling, Storage, and Transportation is a general ILS concern, and taken account of in the design process through the ILS discipline. It is also a concern relating to manufacturing and production, particularly for large systems involving many parts being assembled over a long period of time. If is an issue which if given attention to early on should not cause a problem, but which could be a problem if inadequate attention is given to it. It is worth noting for example that the largest shocks many items will potentially have during their lives is during transportation.
Introduction
Who undertakes PHS&T?
Packaging Concerns and Issues
Handling Concerns and Issues
Storage Concerns and Issues
Transportation Concerns and Issues
Transportation mode selection
Scope of Distribution (for Mass Produced Goods)
Example of Distribution Issues 1 - Finished good inventory positioning.
Example of Distribution Issues 2 - Inventory Levels
Design for PHS&T
Preparing for PHS&T of finished system item
Politics occurs on system projects. The larger the project the more the politics. Rather than bemoan the fact and treat politics as an uncontrollable factor, engineers and managers must learn to understand what drives political decisions and themselves bring the political factors inside the decision process. Not only is this more satisfying in that the engineer/manager regains a certain degree of understanding and control over the decision making process, but it significantly reduces the opportunity of those playing politics to bring their self interest into the decision making process
Introduction
'Political' Factors
The Engineering Management of Politics
Application of, and combating self interest
Post Design Services are those residual design activities that continue after the system has been accepted by the customer and has entered service. Whilst PDS is carried out during the primary support period for the system, it should not be seen as just another feature of the support environment. In the context of this handbook, PDS is the continuation of the system project when in service. A key responsibility of PDS is to retain Design Authority for the system. Whilst PDS will include minor system upgrades, major upgrades should be treated as other system projects in their own right.
Introduction
PDS Responsibilities
Types of Update
PDS Tasks
Content of the Design Definition
Build State
The relationship between Design Records and Build Records
Maintenance and Distribution of PDS Support
Documentation
Modifying the Design
Defect Investigations
Modifying the Build
Maintenance and Utilisation of Reference Equipments
Maintenance of Special Purpose Jigs and Tools
Forms of PDS contract
Power is the ability to get people to do what you want them to do. The term tends to have negative connotations. However it is an inherent part of management, and an effective manager must have power in order to mobilise an organisation's resources. The negative connotation of power is due to its frequent mis-use, ie. individuals using it for their own personal ends rather than truly for the good of the organisation. Those working on projects must understand power and how to use it and also how to prevent others mis-using power.
Introduction
Types of Power
How to Acquire More Power
Illegitimate uses of power
The Wielding of Power
Being able to give effective presentations is an important skill, and one that can be easily learnt with a bit of effort. The giving of presentations is something that is very common in a project environment, both on the system engineering side and on the project management side.
Introduction
Overcoming Reluctance or Nervousness About Giving Presentations
Checklist for Giver of Presentation
Checklist for Organiser of Presentation
The term Prime Contractor is used where a contract is placed with a single organisation, but that organisation itself places a large number of sub-contracts in order to meet its contractual obligation. This is a common situation with large system contracts where no single organisation has the full range of expertise to carry out all the required activities. The prime contract organisation itself may be a single company, or may be a Joint Venture Company. PART 1 of this Handbook (Overview) largely assumes that systems projects are undertaking using a form of Prime Contracting. This chapter makes a few general observations about Prime Contracting.
NOT YET AVAILABLE
A problem is something for which we want to find a solution. The solution may or may not be some absolute solution, but it will be an identification of something that is better than the situation in which we are, and it will in some way be the best of a number of alternative solutions we might reasonably have identified within the constraints of the situation.
This chapter looks at both philosophical approaches to problem solving, and also provides guidance on everyday problem solving. The former is useful because it conditions the way we approach problems, noting for example that a system project itself can be treated as a problem (ie. a need to be satisfied), to which the system design is a major part of the solution.
Introduction
Scientific Method - 1 - The Classical Approach
Scientific Method - 2
The Application of Scientific Method to Systems Development - 1
The Application of Scientific Method to Systems Development - 2
Some Philosophical Discussions on Problem Solving
Everyday problem solving
Understanding the problem
Identifying potential solutions
Determining which of a number of solutions best satisfies the problem
Implementing the solution, and subsequent monitoring and adaption
Putting it all together
The Psychology of Problem Solving
Creativity, Lateral Thinking, and Problem Solving
Group Problem Solving
A problem solving checklist
The term 'Process' is much used but little thought about. This chapter considers briefly what is meant by process, and identifies its essential features, and thus the fact that we should be continually looking to improve.
Procurement is concerned with contracting with SUPPLIERS, ie. with buying in products and services. Procurement is a key project activity, and management or sub-contracts a key systems engineering and project management activity. Even those not directly involved in procurement activities need to understand the principles, and recognise that much of the output of their activities are ultimately realised through subcontracts. (Noting that by its very nature system projects mostly subcontract for detailed design and for manufacture activities.)
Introduction
Procurement involvement in Customer Contract
Procurement Area Identification
Bid List Preparation and Supplier Suitability Assessments
Request Contents and Preparation
Issuing of Requests and Dealing with Enquiries
Receipt of Responses
Assessment of Responses and Selection
Placing contract
Monitoring contract
Dealing with amendments
Accepting contract deliverables
Dealing with non-performance
Closing contracts
Contract Steps
Checklist of Factors relevant to Procurement Decisions
Site/Office Procurement/Purchasing
This chapter considers both production as a subject in its own right, to give the reader some understanding of the issues and concerns relevant to those responsible for manufacturing and production, and production as an issue to be addressed as part of a system project.
An important consideration for a system project is to develop a system which can be produced at a cost compatible with the overall project cost targets. And since most of the production costs are directly related to the design, then Design for Production is an important specialist engineering function to be integrated into the overall system design activity. In addition the system project will also 'procure' the manufacturing and production of the system.
Note that this chapter is concerned with the production of hardware elements. The production of software is described under SOFTWARE, although ensuring appropriate integration of hardware and software is considered under Design for Production below.
Introduction
Production Activities and Concerns
Material Transformation Activities
Functions of Production Operations Management
Product Plans and Production Design
Production Staff Management
Materials Management
Inventory Control
Waste Management
Production in the context of Organisational Strategy
Quality in the Production Process
Process Design
Application of expert systems to Production
Capacity Planning
Facility Layouts
Master Production Scheduling and Priorities
Facility Management
Production Facility Requirements (Plant Engineering, Manufacturing
Engineering, Methods Engineering)
The need for flexibility in Production Systems
The changing production environment
Specific Examples and Benefits of Automation/Computerisation
Production in the System Life-Cycle
Design For Production
Design for Production - Checklist
Manufacturing/Production Design
Assembly and Integration Proving
Assembly Strategy Planning
Production and Support
Issues associated with small production runs over a long time
Choosing a Producer
In support of the chapter on PROGRAMME MANAGEMENT which discusses the role of program planning
and scheduling; this chapter describes some of the widely used notations which
underlie the appropriate techniques.
Introduction
Bar Charts
Arrow Diagrams
Critical Path Network Diagram
Program Evaluation and Review Technique (PERT)
Checklist for choosing Project Management Software
A programme is a network of project activities which need to be planned and managed in order to achieve the project goals. Deriving and maintaining an effective programme is one of the core project management activities. For complex system projects this is far from trivial, and something that is often poorly carried out.
Introduction
What is a Programme?
Programme Related Plans
The scope of Programme Management and the role of the Programme Manager
Milestones
Steps in Deriving a Programme
Deriving a Robust Programme
Checklist for deriving an effective plan
Deriving Overall Project Estimates
Interface with Accounts
Level of Detail
Updating/Maintaining the Programme
Contingency Planning
A Hierarchy of Programmes
Defining Activity Objectives and end points
Activity Estimation
The origin of problems with plans
Activity Management Concepts
This chapter is concerned with the provision of a Central Filing system for a project, which then overlaps with the requirements for Library and Registry services. The need for effective FILING generally, and the need for effective provision of the above services is often underestimated by a project and the overall productivity of project activities suffers.
Introduction
Requirements of a Central Filing System
Central Project Filing/Library System - Contents
Library Services
Registry Services
Archiving
The Impact of IT
Guidance Notes on setting up a Project Central
Filing System
Project Management of system projects is one of the core topics of this Handbook, and is extensively covered in Part 1 (Overview) and in many of the other specialist topics. This chapter provides an overview of Project Management as a generic activity which can be read as a short introduction to the topic.
Introduction
Key Functions of Management
The Key Functions of Project Management
The scope, responsibilities, authority, and activities
(including techniques) of
Project Management
Customer Interfacing/Interaction
Own Organisation Interfacing
Common interests of Customer Needs and Own Organisation Needs
The Project Manager
Who Does Project Management?
The use of experienced managers in a system project environment
Progress Reporting
Taking Corrective Action
Stages of a mismanaged project
Project Wash up activities
A prototype is a physical version of a system, with some of the characteristics of the final required system, built prior to the finalisation of the design (and as part of confirming adequacy of the design). Prototypes can vary from fairly simple superficial versions of the real thing, to detailed mock-ups or even fully working versions of the real thing itself.
Introduction
Potential Roles of a prototype
Types of Prototype as used during different Project Phases
Characteristics of a Prototype
Notes on the Use of Prototypes
Purchasing refers to placing orders for off-the-shelf items such as materials, equipments, etc. It is differentiated from sub-contracting by the fact that purchased items are against a suppliers description of an existing product whereas a sub-contract is against a customer's requirement.
Introduction
Items Typically Purchased
The Role and Operation of Purchasing
The Scope of a Purchase Agreement
Criteria for Choice of Supplier
Purchase Requisition Form
Purchase Order
Dealing with non-conforming items
Guidelines on Effective Purchasing
Purchasing People