bluuebunny/crossref_metadata_2025_split huggingface dataset:
3 TAILORED RISK MANAGEMENT
Authors: Palmer John A. , Dechoretz Jason A. 
Published: November 2014

AbstractUnited Defense is the prime contractor for Crusader, a high performance self propelled howitzer system for the Army. In managing this Integrated Product and Process Development program, United Defense has utilized an aggressive risk management approach. This approach involves five steps: identification, assessment and analysis, mitigation, tracking and closure. Each step is briefly described, but emphasis is placed on new methodologies developed to improve the accuracy, acceptance and believability of quantitative technical, cost and schedule risk assessments. An inhouse effort was successfully employed using program team working groups to develop risk category/threshold definitions and risk scales calibrated to the Crusader program. An electronic database supported life cycle for conducting and coordinating risk assessments has also been successfully employed. A “Top Ten” risk list has been routinely published based on a composite Technical/Cost/Schedule risk rating for all key Work Breakdown Structure items. The development of this process, its testing, results and management application are described.
4 Tailoring Generic Systems Engineering Processes: an agent‐oriented method
Authors: Murdoch John , McDermid John A. , Wilkinson Philip 
Published: November 2014

AbstractThe task of tailoring generic systems engineering process models to the particular needs of an organisation is addressed. Current process standards distinguish between different agents involved in a development process, for example, customer, developer and supplier roles. This approach is linked to existing agent‐oriented process modelling techniques, leading to an agent‐oriented method for tailoring systems engineering processes. Four process representations are developed to support the outline method. Objectives of the work include the embedding of systems engineering activity within the total end‐to‐end product development process, the organisation of legacy procedural documentation and support for defining information, tool integration and related needs.
1 The Resource Management Segment ‐ A Case Study in the Role of Software Architecture in the Systems Engineering Process
Authors: Gallini Thomas E. 
Published: November 2014

AbstractThis paper provides a case study of the development of the Resource Management Segment (RMS) of the Air Force Satellite Control Network (AFSCN). The focus of the study is the role of the system architecture in the systems engineering process for this project. The RMS project was an attempt to modernize and consolidate software used for AFSCN resource scheduling, orbit analysis, and resource monitoring. The approach taken by the responsible contractor was to do a complete object‐oriented development using the 4+1 View methodology described by Phillipe Kruchten in (Kruchten 1995). Specifically, this paper outlines the architectural approach, describes key issues that arose, and discusses the processes that surrounded the architecture. The discussion is focused on how the architecture fits into the RMS systems engineering approach. Finally, some lessons learned are summarized.
2 An IT Enterprise Architecture Process Model
Authors: Grossman Ira M. , Sargent James 
Published: November 2014

AbstractThis paper describes the authors' experiences using a process to develop Information Technology (IT) Enterprise Architectures. An IT Enterprise Architecture is a blueprint that explains how all the IT and Information Management elements work together as a whole. The IT Enterprise Architecture is characterized by four views: Work and Location, Information Sets, Applications, and Technology Infrastructure. The IT Enterprise Architecture Process is based on a seven step model. The seven steps are: (1) Define the IT Vision, Objectives and Principles, (2) Characterize the IT Baseline, (3) Create the IT Target Architecture, (4) Identify the Immediate and Future Opportunities and Perform a Gap Analysis, (5) Develop Migration Options, (6) Implement the IT Architecture, and (7) Continuously Review and Update IT Enterprise Architecture.
4 Analyzing Tool Interoperability Relative to Systems & Software Engineering Data Workflow
Authors: Ahearn Susan M. , Brown Jeffrey A. , Hruby Jim J. 
Published: November 2014

AbstractAt Raytheon Systems Company, Fullerton Operations, systems and software engineering have taken the approach that programs need a ‘tool thread’, which supports model‐based development with connectivity across all engineering phases. The study group has conducted an extensive analysis, examining many tools for each of the system engineering domains — requirements management (RM), systems architecting (SA), system software development (SW), and system integration and test (I&T). This analysis scored not only the performance of the tool in the applicable engineering domain and its support to model‐based development, but also scored a tool's interfaces to other tools. This analysis is a practical tool selection approach supporting the three tenets of simulation‐based acquisition: integrated engineering environment, iterative acquisition process, and evolved acquisition culture.
1 Systems Engineering in the 21st Century
Authors: Hitchins Derek K 
Published: November 2014

AbstractWhile every age has its vicissitudes, western society is exhibiting some unique, well‐defined and persistent trends that will present major social challenges in the next century. Some of these trends are identified and their implications briefly described. Population growth continues, as does our global failure to recycle renewable resources, such as fresh water.At the same time, systems engineering is continuing to evolve its problem‐solving potential, to the point where it could, and may need to, contribute to “social systems engineering”. Social engineering is all around us. Present political practice is raising society to a dynamic level in which social “scares” are invoking nation‐wide hysteria, as with BSE. Meanwhile the tempo of life and warfare rises inexorably.Systems engineering can help. By understanding the behaviour of dynamic socio‐economic systems, it is possible to create societal models that self sustain and which do not “collapse” in the familiar domino syndrome.The key, as so often in systems, is coupling and binding—of and between social groups and structures. Unpredictable non‐linear dynamic behaviour is promoted by increased coupling, while stable behaviour is exhibited by tightly‐bound functional groupings. Variety is an important factor, also—not too much, but not too little, either. Stable systems are comprised of complementary parts, implying variety with co‐operation. Size appears to be a factor. Too big, and a social structure fractures. Too small, and it cannot self‐sustain. Putting these and other systems engineering ideas together enables a variety of potential societal structures, organizations and “ways of living” to be created—a vision of the future.
3 Mature Procurement of Large Scale Systems: A Better Way to Buy
Authors: Courteney H. , Ruston S. 
Published: November 2014

ABSTRACTThis paper examines current procurement practices in the systems engineering industry, and identifies some underlying features of the system that sometimes make it fail. It will mainly focus on the structure of rewards within and between organisations, and will also touch briefly on the unrealistic treatment of requirement specification. Finally it will be argued that a more mature approach to procurement is needed, and describe some features that ‘mature’ organisations might be expected to have.Performance metrics and fixed price contract bids have been central in the systems engineering industry for the past decade. These have provided some important management tools, but there can be a damaging downside to these practices. This paper will examine a characteristic of some metrics within companies, contractual arrangements between organisations, and procurement policies, that can result in the opposite outcome to the intended goal.A further point will examine the unrealistic assumptions about requirement specifications made by current commercial practice. It will be suggested that large scale projects based upon such false premises are inevitably flawed from the outset, and that a more realistic approach is needed to achieve program plans that actually deliver a satisfactory product on time and within budget.Finally, it will be suggested that the next generation of management and commercial policy should refine their current approach in order to take account of these factors. A possible means by which this might be achieved is outlined.
4 System Engineering for Faster, Cheaper, Better
Authors: Forsberg Kevin , Co‐Principals Harold Mooz 
Published: November 2014

ABSTRACTThe continued thrust to increase competitiveness and shorten time‐to‐market in industry, and the more recent effort to “reinvent” the procurement process in government, has created sustained pressure to adopt new paradigms for aerospace projects. The banner of “faster, cheaper, better” places emphasis on use of Commercial Off‐The‐Shelf (COTS) systems and components, Non‐Development Items (NDI) (previously developed products that are not commercially available), and advanced, lightweight components.To make the concept of “System Engineering: Sharing the Future” effective, we must learn from the past. This paper reviews two successful and two unsuccessful projects, examining the processes they followed compared to the “traditional” approach used from the 1960s through the 1990s. The results illustrate that, without a valid and comprehensive process, “faster and cheaper” does not automatically lead to “better,” and, conversely, that an intelligently tailored process can greatly improve the success rate for “faster, cheaper, better” projects.
4 Shuttle Orbiter Production Change Impact Assessment Process ‐ A Collaborative Team Effort
Authors: Hines James E. , Weeks Donald P. , McCallister Timothy P. , Ouellette Fred A. 
Published: November 2014

AbstractThe present Space Shuttle program is one in transition ‐ both from the government agency and the contractor level. NASA is restructuring the management of the Space Shuttle Program by turning over the reins of the day‐to‐day operations to a prime contractor, United Space Alliance (USA) ‐ a joint venture partnership with Boeing and Lockheed Martin as major subcontractors. This move is intended to save millions of dollars in costs by eliminating duplicate resources, streamlining operations, and reducing nonessential program requirements. Most separate shuttle related contracts have been consolidated into one Shuttle Program. While this consolidation effort is taking place, NASA, USA, Boeing are working closely together to provide the American public a Space Shuttle Program that continues to be technically viable, safe, and now more cost effective.Central to organizational consolidation is the way people think and do their work. Changes have been made emphasizing working together as teams and improving the processes they use. A critical process, that was changed, is the Orbiter modifications and upgrades change process. This process covers all changes to the Orbiter hardware, which fix flight to flight anomalies (modifications) as well as make upgrades, which increase safety, meet upcoming manifests, improve supportability and reduce costs. This paper deals specifically with process improvements made to the change control process methodology and implementation procedures (known as the change impact assessment process) by NASA, USA and Boeing to be more proactive and cost effective.
1 Systems Analysis of Personal Transport
Authors: Lowson Martin V. 
Published: November 2014

AbstractAnalysis of current types of public transport shows that they are mismatched to geography of modern towns, the form of which is dominated by the availability of the car. The requirements for a future urban public transport system are defined in general terms. The requirements cover those of the user, the urban environment, and technical requirements. It has been found that exploitation of existing technologies can meet these requirements in a new type of transport. This can be described as a personal automatic taxi system running on its own guideway network. The new transport system, which is an improved version of types previously proposed under the general description of Personal Rapid Transit (PRT), appears to offer an attractive and sustainable alternative to the car for urban transport in the next century.
4 Telecom and Defense Systems: Exploring Differences in the Practice of Systems Engineering
Authors: Martin James N. 
Published: November 2014

AbstractMuch of the work in developing process, methods, and tools for systems engineering (SE) has been performed in, or on behalf of, the defense and aerospace business domains. It is shown in this paper that there are significant differences in how systems are developed in these traditional domains of SE versus the telecommunications industry. Because of this, there will be difficulty in implementing “standard” SE process, methods, and tools in other domains than defense and aerospace. In order to successfully “transition” good SE practices to other domains, it is essential that the differences in implementation be understood and accounted for.
1 Implementing Systems Engineering on a CERCLA Project
Authors: Beitel George A. 
Published: November 2014

AbstractThe Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), enacted in 1980, provides a regulatory and legal mechanism to reduce risks from prior disposal of hazardous and toxic chemicals. Regulations, Standards, and Guidelines have been published to further define the CERCLA Process. The OU 7–10 Staged Interim Action Project at the Idaho National Environmental and Engineering Laboratory (INEEL) is a CERCLA project working to remediate a pre‐1970 disposal pit in which transuranic materials had been disposed. This paper analyzes the CERCLA process from a systems engineering perspective and describes how systems engineering is implemented on this project.
1 Exploiting Web‐Based Technology to Foster IPDT Productivity
Authors: Brown Phillip J. , Lavender Jack K. 
Published: November 2014

AbstractVery few organizations are able to show a “bottom line” impact directly attributable to investments in information technology. While many reasons are postulated for this failure to produce measurable improvements, a large part of the solution appears to be getting the userinvolvedin defining requirements, identifying cost benefits, and implementing reengineered product development processes.This approach was tried and validated for the Integrated Product Development Team (IPDT) on which it was applied. The product was a ground based weapon system. Results of the experiment exceeded expectations. Utilization of the system engineering process was an essential element in making this a successful endeavor.Described herein is the process by which IPDT perspectives were changed, the role of cost benefit analysis, results obtained, and what was learned about transforming a well‐established culture.
2 Managing Research and Development Projects: A Systems Engineering Approach in the Early Stages of Design
Authors: Brink James R. , Peisert Gregory D. , Ventresca Carol 
Published: November 2014

AbstractEarlier is better. The notion that decisions made early in the design process profoundly influence subsequent product cost and quality is well understood and widely accepted. Making better decisions earlier means we can avoid costly mistakes and dead‐end paths. For example, in the United States Department of Defense, 60 ‐ 70 percent of most weapon systems' costs are incurred subsequent to initial deployment of the system.1 Said another way, by the time a system is deployed, we are “locked into” most of the system's costs by the decisions we made during its design and subsequent production. Thus, making more informed decisions early in the design of a system can have far‐reaching life‐cycle cost implications. The questions thus become: How early is early? What process(es) can be applied early?This paper presents an approach for applying systems engineering in the research and development (R&D) phase of system design. The approach centers on the notion that with quantitative methods and an underlying information technology infrastructure, project managers in R&D can make use of the information that is critical to making better decisions. The hypothesis is that better processes produce better products. A basic premise of this approach is that the use of quantitative techniques in R&D is just as appropriate and powerful as their implementation in a production environment. Specifically, modified six sigma methods can be applied early in the design process thus providing the manager with a measurably better way to evaluate and decide among competing design approaches. Having knowledge of the techniques, coupled with a set of tools to implement the approach, project managers can bring technology in R&D to a point that it can be transitioned into a “real” system.The approach and tools presented in this paper have been adopted from industry best practices under U. S. Air Force sponsorship. After presenting the approach and associated tools, we discuss lessons learned based on U. S. Air Force pilot projects in which these methods are being employed to improve the affordability of high‐technology products.
3 Total Technology Development – Shifting the View in Systems Development
Authors: Schulz Armin P. , Clausing Don P. , Negele Herbert , Fricke Ernst 
Published: November 2014

ABSTRACTTechnologies have become a critical issue within product development, since superior technologies are the foundation for successful products. Technology development until now has suffered from a fuzzy innovation process based on trial and error in a high‐pressure product development environment, often leaving no time for real innovation. Technologies developed under these circumstances seldom become superior, robust, mature and flexible, which are the criteria considered to be critical for technologies to provide competitive advantage.In this paper the idea of separating technology development from product development into a steady technology stream is evolved. This enables companies to supply their product development programs with winning technologies at the right time. A four‐phase process framework to support and catalyze the technology development cycle is introduced, discussing the first phase in depth. The proposed framework is based on an integration of five major development methodologies and aims at providing competitive advantage to companies by emphasizing superior, robust, mature, and flexible technologies.
1 System Engineering and Simulation Tools for Naval Combat Systems
Authors: BELANT Thierry , GASMI Bernadette , GUILLERME Marie‐Pierre 
Published: November 2014

AbstractThis paper describes how modeling and simulation tools may be used to support the different phases of the System Engineering process. It is based on the experience acquired by THOMSON‐CSF/NCS‐France in Naval Combat Systems design and development.Modeling and simulation tools cover studies and analysis at different levels of the System Engineering process:Throughout the proposal phase:
Tactical and operational level where a simulation tool is used to assess the performance and effectiveness of a Combat System,
Throughout the program phase :
System requirement analysis level,
System design to consolidate the performance of system hardware and software architecture.
This paper shows how the authors use the technico‐operational simulation tool 1TACSIT to assess the performance of a Naval Combat System and the 2SESworkbench™ tool to assess a system architecture design.Two examples based on real projects illustrate the benefits of modeling and simulation.
4 RISK MANAGEMENT FOR THE NEW MILLENNIUM
Authors: Hillson David 
Published: November 2014

ABSTRACTProject risk management has been recognised for some time as a formal discipline in its own right, and there is growing consensus on the elements which comprise best practice. However the project risk management field has not fully matured and there are a number of areas requiring further development. This paper presents the author's perceptions on the directions in which project risk management might develop in the short to medium term, comprising five key areas. These are : organisational bench‐marking using maturity model concepts; integration of risk management with overall project management and corporate culture; increased depth of analysis and breadth of application; inclusion of behavioural aspects in the risk process; and development of a body of evidence to justify and support use of risk management.
1 A Proven Approach to Driving Quality into the Bottom Line
Authors: Thomas Donna 
Published: November 2014

AbstractToday's software development efforts need a conscience to drive quality into the bottom line. Historically, software development efforts have been overrun and delivered late, and unfortunately, the quality has suffered. A “proven” roadmap to achieving mission success for the quality assurance organization as well as the program will be provided in this paper. The approach has been taken with several programs contributed to improving total customer satisfaction, improving productivity, improving the reputation of the Quality Assurance department and growing the business.
2 The Transition from Spacecraft Development to Flight Operations: Human Factor Considerations
Authors: Basilio Ralph R. 
Published: November 2014

AbstractIn the field of aeronautics and astronautics, a paradigm shift has been witnessed by those in academia, research and development, and private industry. Long development life cycles and the budgets to support such programs and projects has given way to aggressive task schedules and leaner resources to draw from – all the while challenging assigned individuals to create and produce improved products or processes. However, this “faster, better, cheaper” concept cannot merely be applied to the design, development, and test of complex systems such as earth‐orbiting or interplanetary robotic spacecraft. Full advantage is not possible without due consideration and application to mission operations planning and flight operations. Equally as important as the flight system, the mission operations system consisting of qualified personnel, ground hardware and software tools, and verified and validated operational processes, should also be regarded as a complex system requiring personnel to draw upon formal education, training, related experiences, and heuristic reasoning in engineering an effective and efficient system.
3 Inter‐Stakeholder Behavior Analysis and Design Engineering
Authors: Mayhew Mick , Alessi Sam 
Published: November 2014

AbstractSystems Engineering encounters situations where stakeholders disagree. Disagreement shows itself both in the form of different claims and through particular human interaction patterns. In situations of strong disagreement, systems engineers can benefit from social science methods. This paper presents such an approach that combines elements of cultural anthroplogy, family systems therapy, and systems engineering. It is intended to be used to document stakeholder behavior in a more rigorous and defensible manner and to point toward additional technical information that can benefit the systems engineering effort. Knowledge of stakeholder interaction patterns can also enable engineers to form better questions during requirements inquiry and can lead to a healther overall team environment.