LEADER 05701oam 2200517Mu 450 001 9910814959803321 005 20240509102628.0 010 $a0-429-75949-5 010 $a0-429-42593-7 010 $a0-429-75948-7 035 $a(CKB)4100000009372269 035 $a(MiAaPQ)EBC5898072 035 $a(OCoLC)1120696341 035 $a(OCoLC-P)1120696341 035 $a(FlBoTFG)9780429425936 035 $a(EXLCZ)994100000009372269 100 $a20190921d2019 uy 0 101 0 $aeng 135 $aurcnu---unuuu 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aSystems Engineering $eA Systemic and Systematic Methodology for Solving Complex Problems 205 $a1st ed. 210 $aMilton $cCRC Press LLC$d2019 215 $a1 online resource (473 pages) 300 $aDescription based upon print version of record. 300 $a3.1.2 Selected Myths of Problem-Solving 311 $a1-138-38793-2 320 $aIncludes bibliographical references. 327 $aCover; Half Title; Title; Copyright; Dedication; Contents; Preface; Acknowledgements; Author; Other Books by This Author; Chapter 1 Introduction; 1.1 Why This Book Is Different; 1.2 How to Read and Use This Book; 1.3 The Parts of This Book; 1.4 Thinking; 1.5 Top-Down and Bottom-Up Thinking; 1.5.1 Analysis; 1.5.2 Synthesis; 1.5.3 Combining Analysis and Synthesis; 1.6 Judgement and Creativity; 1.6.1 Critical Thinking; 1.6.2 Systems Thinking; 1.6.3 The Two Distinct Types of Systems Thinking; 1.6.4 Beyond Systems Thinking; References; Chapter 2 Perceptions of Systems Engineering; 2.1 Continuum 327 $a2.1.1 The Three Types of Systems Engineering2.1.2 The Five Types of System Engineers; 2.1.3 The Three Different Domains of Systems Engineering; 2.1.4 The Difference between SETA and SETR; 2.1.5 The 'A' and the 'B' Paradigms in Systems Engineering; 2.1.6 The Eight Different Camps of Systems Engineering; 2.1.7 The Three Streams of Activities; 2.1.8 The Five Layers of Systems Engineering; 2.1.9 The Tools Paradox; 2.1.10 The Emergent Properties Dichotomy; 2.1.11 The Difference in the Contents of Textbooks; 2.1.12 The Difference in the Knowledge Content of Master's Degrees in Systems Engineering 327 $a2.2 Big Picture2.2.1 The Goals of Systems Engineering; 2.2.2 Problem Solving and Systems Engineering; 2.2.3 The Interdependency and Overlap Between the Systems Engineering, Project Management and Other Engineering Activities; 2.3 Functional; 2.4 Operational; 2.5 Structural; 2.5.1 The Standards for Systems Engineering; 2.6 Generic; 2.7 Quantitative; 2.7.1 The Return on Investment in Systems Engineering; 2.8 Temporal; 2.8.1 The Successes and Failures of Systems Engineering; 2.8.2 The Evolution of Systems Engineering; 2.8.3 The Evolution of the Role of the Systems Engineer; 2.9 Scientific 327 $a2.9.1 Frameworks for Systems Engineering2.9.2 The Principle of Hierarchies; 2.9.3 The Hitchins-Kasser-Massie Framework (HKMF); 2.9.4 The Overlapping Streams of Work; 2.9.5 What the Standards Seem to Have Achieved; 2.9.6 Systems Engineering Is a Discipline; 2.10 The Emergent Properties Dichotomy; 2.11 The Answers to the Questions Posed in Chapter 1; 2.11.1 What Is Systems Engineering?; 2.11.2 Why Are There Different Opinions on the Nature of Systems Engineering?; 2.11.3 Why Does Systems Engineering Succeed at Times?; 2.11.4 Why Does Systems Engineering Fail at Other Times? 327 $a2.11.5 Why Does Systems Engineering Seem to Overlap Project Management and Problem-Solving?2.11.6 Why Do the Textbooks about Systems Engineering Cover Such Different Topics?; 2.11.7 What Do System Engineers Actually Do in the Workplace?; 2.11.8 Is Systems Engineering an Undergraduate Course or a Post Graduate Course?; 2.11.9 Which Come First, Functions or Requirements?; 2.11.10 Why Is There No Standard Definition of a System?; 2.12 Summary; References; Chapter 3 Perceptions of Problem-Solving; 3.1 Big Picture; 3.1.1 Assumptions Underlying Formal Problem-Solving 330 $aThis book will change the way you think about problems. It focuses on creating solutions to all sorts of complex problems by taking a practical, problem-solving approach. It discusses not only what needs to be done, but it also provides guidance and examples of how to do it. The book applies systems thinking to systems engineering and introduces several innovative concepts such as direct and indirect stakeholders and the Nine-System Model, which provides the context for the activities performed in the project, along with a framework for successful stakeholder management. A list of the figures and tables in this book is available at https://www.crcpress.com/9781138387935. FEATURES Treats systems engineering as a problem-solving methodology Describes what toolssystems engineers use and how they use them in each state of the system lifecycle Discusses the perennial problem of poor requirements, defines the grammar and structure of a requirement, and provides a template for a good imperative construction statement and the requirements for writing requirements Provides examples of bad and questionable requirements and explains the reasons why they are bad and questionable Introduces new concepts such as direct and indirect stakeholders and the Shmemp! Includes the Nine-System Model and other unique tools for systems engineering 606 $aSystems engineering 615 0$aSystems engineering. 676 $a620.001171 700 $aKasser$b Joseph Eli$01634374 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910814959803321 996 $aSystems Engineering$93974561 997 $aUNINA