This chapter gives a few notes about management of individual tasks, which exist at the bottom end of the overall project programme.

Introduction

Tasking an individual
Being tasked
Managing a small team to achieve a task
Relationship of task to project
Team Leader Functions and Checklist
Task Management Forms

The term 'team' is often used to refer to any group of people working together on a common task. Used in this way there is nothing new to say about teamworking that is not covered by general management principles. However there is a more narrow use of the term TEAM that is used to refer to small groups of people who take joint responsibility for a task. This is the definition of TEAM used in the context of this chapter.

Introduction

Teams as alternatives to individuals working separately
Teams for Specific Tasks
Team Roles
Teams and Leaders
Team Building
Problems within teams

Technical Performance budget management is a particular type of Technical Performance Management - see PERFORMANCE - where a parameter value at a higher level, eg. system level, is split up and allocated to its component parts.  Ie. the higher level value is said to be budgeted across the lower level systems.  This chapter identifies some particular concerns about identifying and managing these budgets.

Introduction

Examples of Budget areas

This chapter makes some observations about the applications of new technology, noting that many system projects are looking to take benefit from new technology where they are sufficiently mature or the risks are justified.

Introduction

Use of New Technology (in the system itself)
Use of New Technology (in the design/production process)
Risks in the application of new technology
Perceptions of the state of Technology
Examples of new technology areas
Technology Direction Checklist

Introduction

Purposes of Testing
Testing Concepts
Testing Terminology
Different Types of Test
Usage/Mission Profiles
Statistical Accept-Reject Decisions
Equipments Used in Testing
Design for Test
Relationship with Quality Assurance
Test Strategies
Design/Production proving Test Strategies
Repeat Build Test Strategies
In-Service Testing Strategies
Management of a Test Programme (for (proof) testing)
Test Event Preparation
Test Procedures
Required actions in the light of failure during (proof) testing
Management of Testing (Production)
Management of Testing (In-service)
Examples of (proof) Test Documentation
Costs of Testing and of Not Testing
Checklist on System Testing

This chapter identifies the potential for equipments to test and generally support other equipments.

Test equipment ranges from hand tools and simple gauges to highly sophisticated automated test and diagnostic equipment. They need to be considered as important as the prime system equipment itself since failure in test equipment can have the same affect as failure in the prime equipment itself, ie. the non operation of the prime equipment. As such care must be taken in design, procurement, acceptance, in-service handling, etc. The support equipment itself will need supporting. (This loop is not never ending since support equipment is in general simpler in many ways than the equipment it is supporting, quickly leading to higher reliability and an ability to maintain with simpler tools).

Introduction

Items of Test and Support Equipment
Process associated with Acquisition of Test and Support Equipment
Example Trade-Offs in Test Equipment Selection
General Requirements/Characteristics of Test and Support Equipments
Some Notes on Automatic Test Equipment

Tolerance is the amount of variation, ie. the difference between the maximum and minimum values that a parameter takes, noting that the maximum and minimum may be defined in statistical terms (ie. in terms of the percentage of items within the value).

Introduction

Consequences of tolerances
Factors which might affect the setting of a tolerance value
Tolerance Tiering
What to do about inaccuracies/tolerances
General Notes with respect to tolerances

This chapter describes what is meant by the term 'Top Down Design', and how the term and concepts behind it are often misused in the context of Systems Design.

Introduction

TQM is an approach to business management which is structured around quality. It requires that the whole organisation, at every level, undertakes a commitment to produce a quality product, and continually reviews the processes carried out to try to improve them. Its underlying philosophy is that prevention is better than detection and rectification.

Introduction

Analysis Tools Used in TQM
TQM concepts
The steps of TQM
Obstacles to implementation
Generic Features of TQM that should be widely accepted
Checklist of potential reasons for Late Deliver to Customer
Applications of TQM to SPEM

Trade-offs are required because we have choices to make. Trade-off analysis is the process of making these choices when there are a number of different factors involved.

This chapter discusses some of the more conceptual issues associated with trade-offs and gives some examples of common areas where trade-offs often need to be applied. It is not intended to be a complete list and many other examples are given throughout this book.

Introduction

The right time to make a Choice
Underlying principles of the trade-off process
Some 'Mathematics' of Trade-offs
Potential Biasing of Results by Vested Interests
Trade-off Opportunities
Performance in one area against performance in another
Detailed Trade-Offs

This chapter is concerned with training requirements pertaining to the system itself, rather than training of project teams such as system designers.  It is an important consideration to ensure that the system can be effectively used and maintained when it needs to be.

Introduction

Contribution of training to the system
Analysis of Training Needs
Training Plan
Characteristics of Training Methods
Levels of Skill training
Training Facilities
Training Scenarios
Training Course Requirements
On-system training facilities
Use of system itself for training
Areas typically covered by Trainers
Potential Areas of Requirement for Off-system Training Systems
Trainer Required Realism
Miscellaneous Notes on Trainers
Training Requirement Checklist
Future Directions of Training Facilities