Mike.ryschkewitsch
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This document discusses key aspects of systems engineering that are important but often overlooked. It emphasizes that: 1) While there is no single formula for success, key ingredients include clear communication, leadership, planning, and rigorous verification processes. 2) Systems engineers require a variety of skills, including the ability to see the big picture, think creatively, hunt for problems, and maintain a constructive paranoia about potential failures. 3) Designing for faults and unexpected failures is essential, as complex systems can fail in unpredicted ways and tests can never reveal all risks. The goal should be designing for success by accounting for what could go wrong.
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Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
Knowledge based systems
This document discusses the development of knowledge-based systems. It describes knowledge-based systems as computer programs that use a knowledge base to reason and solve complex problems. It outlines various methodologies for developing knowledge-based systems, including Weitzel and Kerschberg's KBSDLC methodology which divides the development process into five phases: identification, conceptualization, formalization, implementation, and validation. The document also discusses the roles of knowledge engineers and different representations that can be used such as rules, frames and objects.
unit 2 Summer 2019 (11).pptx
This document provides an introduction to systems engineering. It defines systems engineering as an interdisciplinary approach that focuses on defining customer needs, documenting requirements, and enabling the realization of successful systems through design, validation, and considering the complete problem. Systems engineering integrates all disciplines into a team effort to develop products that meet user needs. The document discusses how systems engineering emerged to manage complexity and reduce risks associated with new systems. It also discusses systems thinking, systems engineering leadership, and professional development.
Communication And Connectnedness B A World V2
This document discusses the importance of communication and connectedness in business analysis. It emphasizes that project success hinges on effectively communicating with stakeholders to understand requirements, set expectations, and show how the project will help stakeholders. The business analyst plays a key role as the communicator, translator, and connector between technology and stakeholders' needs. Effectively analyzing stakeholders, understanding how they communicate and learn, learning the project context, and leveraging new communication channels are discussed as important for business analysts to effectively elicit requirements and ensure project success.
KM & HPT: USCG 2010 HPT Conference
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Systems Engineering : The Art of Gluing Pieces
The document summarizes a presentation on systems engineering and technical leadership given at the Escuela Técnica Superior de Ingenieros Industriales, Universidad Politécnica de Madrid on May 22, 2017. It discusses systems engineering as an interdisciplinary approach that requires technical leadership to integrate different skills and address increasingly complex problems. It also examines the skills and career path of systems engineers, including their roles in facilitating collaboration and enabling successful project outcomes through systems thinking.
Y3 ICT Lecture 6 Planning
This document summarizes planning and approaches to integrating ICT in primary education. It discusses waterfall and iterative planning models and agile principles for developing software. It also covers using ICT to support learning across subjects, evaluating embedded versus separate ICT approaches, and pedagogical patterns for teaching with technology. Key challenges in secondary ICT like unreliable equipment and classroom management issues are also noted.
Emergent Architecture - March 2011
This document discusses balancing upfront planning and emergence in enterprise architecture. It addresses finding the right balance between anticipating needs through planning and adapting to emerging needs. The key is focusing on the goal of maximizing value delivery and ROI through the appropriate level of planning based on the context. Emergence is defined as harnessing the collective intelligence of an organization through empowering individuals and enabling novel solutions to emerge from interactions between agents rather than top-down control. Fostering emergence involves attending to relationships and enabling small changes to lead to large effects.
Foundations Fundamentals
The document discusses systems engineering foundations and introduces several key concepts, including metaclasses, states, functions, and class hierarchies. It provides examples of how these foundational ideas can be applied, such as defining system states using state diagrams and organizing functions according to states. Studying SE foundations is suggested to provide insights, improve current practices, and help develop new capabilities.
The Impact of New Technology on the Role of the Forecaster
Tools like CenterBridge are sufficiently different from our old forecasting spreadsheets to prompt more than a few changes in our processes. No longer forced to be as linear as we used to be, we can solve problems in more holistic ways, sometimes from multiple angles. All of this adds up to analytical capability that can make the executive team impressed with Workforce Management, but are there implications for existing staff members? This presentation describes the experience of an early CenterBridge user as she implemented the software, and as she checked in with each user ten years later.
Design process
This document summarizes several models of the design process that involve analysis and synthesis steps. It begins by presenting a basic two-step model of analysis and synthesis from Koberg and Bagnall. It then expands on this model by adding more steps and levels of detail. Other models discussed oscillate between analysis and synthesis, separate analysis from synthesis, or involve diverging and converging phases. The document explores different conceptualizations of the relationship between analysis and synthesis, such as whether they are discrete sequential steps or overlapping processes. Overall, it examines how the analysis-synthesis dichotomy has been modeled in design processes.
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The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
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The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
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Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Wood frank
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
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The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
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This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
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Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
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The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
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This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
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This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
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This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
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The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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Mike.ryschkewitsch
- 1. Some Things You Always Needed to Know About Systems Engineering but Didn’t Know You Needed to Know PM Challenge Conference February 2008 M.G. Ryschkewitsch NASA Chief Engineer
- 2. There is no cookbook which can guarantee success but there are necessary ingredients Application Policy, Process Information, tools, techniques Knowledge Circulation Questions & Innovation Competencies Human Behaviors Culture of rigorous inquiry
- 3. A Systems Engineer requires a variety of capabilities- some can be learned in class, others are personal and must be developed Makes connections Intellectual curiosity Ability Communications skills Big Picture View Proper paranoia Self confident Attitude Experience Comfortable with Change Well-grounded in relevant work Comfortable with uncertainty Education Appreciation for Process Understand Resources and margins
- 4. Creation of new systems requires engineering science, art and lots of perspiration Analysis, Needs, goals, objectives Ideas, Decomposition Constraints evolving into Options requirements Creative leaps, Operations Intense iteration and Systems Life Cycle Alternatives, Concept Concept Assessments
- 5. All requirements sets are wrong, some are useful (with apologies to George Box) • Working to requirements is essential for good engineering but they must continually be validated • If we ever stop asking “Does this makes sense” we are poised for failure • There are no such things as concept or operations independent requirements; One must always play the requirements and evolving design against the operations planning English is a lousy engineering language Analyses and models are always approximations “Test as you will fly” helps but it is just as important to know what the tests don’t tell you!
- 6. ”Success is not simply the absence of failure, it also masks potential modes of failure” -- Henry Petroski * Complex systems can fail catastrophically in ways which are impossible to predict * We must allow for both the known unknown and the unknown unknown * In the space business, no two systems can be the same; heritage is imperfect at best and usually less than we think * What is the simplest possible “fail to” configuration which allows us to survive and fight another day * How good are our tests and what do they NOT tell us * How much capability do we have beyond the requirement and how can we use that when things change We must design for success by designing for faults and failures
- 7. Complete Systems Engineering is Key to Success *Confident Leadership *Clear Communication *Task plans *Creative Architecting *Team & *Problem hunting *Activity Management *Constructive Paranoia *Process Control *Big Picture Thinking *Detailed Verifification
- 8. Suggested reading ----Mike Griffin, speech on the two cultures of engineering at Purdue University, March 28, 2007 http://www.nasa.gov/news/speeches/admin/mg_speech_collection_archive_2.html ----Ferguson, E.S. (1992) Engineering in the Mind's Eye. Cambridge, MA: MIT Press. ----Henry Petroski - “Success through Failure: The Paradox of Design”, Princeton University Press, 2006 - “To Engineer is Human”, Vintage Books, 1992