Systems, Organizations, and System Methodologies MT 246 Module 5

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Systems, Organizations, and System Methodologies
MT 246 - Module 5
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Last Lecture

• Job Opening Process
• Job Requisition
• Job Posting
• Resumes
• Functional
• Chronological
• Interviewing and Acceptance

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Systems Thinking

• Opposite of analytical thinking
• Focus on whole organism
• Put order into complex situation
• Project Managers must be system thinkers

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Definition of a System

• Organized or complex whole
• Assemblage of parts interacting in a coordinated
  way
• Parts do not have to be physical entities
• Features
• Parts are affected by being integral, changed if
  moved from the system
• Holism
• Synergy

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Definition of System (Continued)

• The parts do something
• Dynamic behavior
• Behavior depends on the kind of system
• System type characterized by inputs and outputs
• The Assemblage of Parts is of particular interest
• Exist in the mind of the beholder
• Can be altered of made flexible by the beholder

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System Concepts and Principles

• Elements and Subsystems
• Divided into smaller and smaller parts
• Subsystem is a component of system
• Smallest part is an element
• Subsystem can be an element
• Attributes
• Describe condition in qualitative of quantitative
  form
• Monitor and measure system behavior
• Cost and Progress f(t)

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System Concepts and Principles (Continued)

• Environment and Boundary
• Area outside the control or influence of the
  Decision Maker
• Influences the behavior or outcome of System
• The Boundary Separates the System from the
  Environment
• Relevant and Irrelevant Environment

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System Concepts and Principles (Continued)

• Objectives
• Clear concise statement to Do Something
• Broken down into Subsystem Objective
• Further down to sub objectives
• Further to Requirements both Hardware and
  Software
• System Structure
• Elements and Subsystem linked by relationships
• Form is the System Structure
• Hierarchical Structure
• Network Structure

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System Concepts and Principles (Continued)

• Inputs, Process,Outputs
• Inputs are the Raw Materials
• System Input is Feedback
• Process converts inputs to Outputs
• Output is end result of the System
• Constraints and Conflicts
• Time and Money are examples
• Subsystem Objectives often in conflict

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System Concepts and Principles (Continued)

• Open and Closed Systems
• Closed Systems
• Machines are good Example
• Self Contained
• Focus on Internal Operation
• No regard for External Environment
• Open Systems
• Biological and Social Systems
• Interact with Environment
• Adaptable
• Views structures, processes, functions and
  relationships among components
• Integration
• Natural versus Human-Made Systems

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System Concepts and Principles (Continued)

• Integration
• System Elements must perform in Synergy
• All Elements work in Unison
• Seamless functioning of its elements and
  subsystems
• PM Integrates Components and modules to Produces
  the Product
• Will be covered in later Lectures

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System Concepts and Principles (Continued)

• Natural vs Human-Made Systems
• Natural Systems reflect natural Processes
• Human Systems designed and operated by people
• Projects Exist to Create human-made Systems
• Natural Systems altered to become part of H-M
  System
• H-M Systems embedded in Natural Systems

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Human Organizations or Goal Oriented Systems

• Organizations as Open Systems
• Environmental Subsystems
• Properties of Organizations
• Project Management System

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Organizations as Open Systems

• Organization have large number of Objectives
• They do not die
• Boundaries are permeable
• PMs are Boundary Agents
• Hierarchical
• Depend on Feedback

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Environmental Subsystems

• All Organizations compete for Resources
• Respect the Opportunities and Limitations of the
  environment
• Manager Must
• Assess Forces in the Environment
• Understand those which affect Organization
• Integrate into Organizations goals, objectives
  and operations
• Project will not Succeed if outside divergent
  forces are not Controlled

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Properties of Organizations

• Organizations are Socio-Technical Systems
• Functional Structure
• Marketing Subsystem
• Production Subsystem
• Personnel Subsystem
• Financial Subsystem
• RD Subsystem
• Project Subsystem

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Project Management System

• Management Subsystem is the Project Management
  System
• Project Control Chapter 11
• Project Management Information System (PMIS)
  Chapter 12

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Systems Approach

• Systems Approach Framework
• Orderly Way of Appraisal
• System Life Cycle

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Systems Approach Framework

• Approach for structuring problems as systems and
  for doing things
• Recognition of interdependency and Cause-effect
  among Elements
• Managers recognize Elements
• Inputs
• Outputs
• Environment
• Magnitude of the Problem
• Consequences of Actions

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Systems Approach Framework (Continued)

• No Problem can be solved in Isolation
• Environmental Fallacy
• Solutions for the Parts leads to Failure

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Orderly Way of Appraisal

• Methodology for Solving Problems and Managing
  Systems
• Problem Solver Must Keep System,
• Objectives and Performance Measures
• Environment and Constraints
• Elements
• Management
• Foremost in Mind.

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Systems Life Cycle

• Product
• Conception
• Introduction
• Capture Market Share
• Decline and Discontinued
• Organizations and Projects
• Systems Development Cycle Chapters 4 and 5
• The Process is Systems Engineering

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Systems Analysis

• Elements of Systems Analysis
• Physical Model
• Scaled Down Representation of System
• Conceptual Model
• Elements, Structure and Flows in the System
• Usually Mathematical (Operations Research)

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Systems Analysis (Continued)

• Sensitivity Analysis
• Do Not Catch Modelitis

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Systems Analysis (Continued)

• Elements of Every Systems Analysis
• Objectives
• Decision Maker and Analyst must Agree
• Criteria
• Requirements
• Specifications
• Alternatives
• Resources and Constraints
• Analysis Model
• Must Incorporate all of the Above and be Balanced

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Process of Conducting a Systems Analysis

• Formulation
• Objectives
• Criteria Measures
• Research
• Criteria, Performance Requirements
• Resources and Constraints
• Alternatives
• Interdisciplinary teams
• Concurrent Engineering

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Process of Conducting a Systems Analysis
(Continued)

• Analysis and Judgment
• Performed by Analyst
• Judgment by the Decision Maker
• Verification
• Empirical Evidence Collected
• Ensures appropriate Solution
• Iteration is almost a requirement

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Systems Engineering - The Science of Designing
Complex Systems

• Systems Engineering brings a System into Being
• Conception, Design and Development of Complex
  Systems
• Components must be designed from Scratch and
  Integrated to form Mission Objectives
• Systems Analysis focuses on Decisions about a
  System

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Systems Engineering - The Science of Designing
Complex Systems(Continued)

• Systems Architecture
• Characteristics and Configuration for a class of
  Systems
• Systems Partitioning
• System subdivided into Parts designed and Tested

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Stages of Systems Engineering

• System Concept
• System Definition and Preliminary Design
• Detailed Design and Development
• System Production or Fabrication
• System Operation and Support

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Systems Management - The Management and Operation
of Organizations as Systems

• Total-System Oriented Mission and Objectives
• Decisions which emphasize the Overall System not
  Subsystems
• Responsibility Oriented
• Subsystems Measure of performance is to the Total
  System

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Next Lecture

• System Engineering Appendix A
• Homework Assignment
• Read Chapter 3
• Answer Review Questions1, 4, 8, 10, 13,14, 19, 21,