Programming Question

College of Computing and Informatics
Assignment 1
Deadline: Wednesday 04/01/2023 @ 23:59
[Total Mark for this Assignment is 8]
Student Details:
Name:
ID:
CRN:
Instructions:
• You must submit two separate copies (one Word file and one PDF file) using the Assignment Template on
Blackboard via the allocated folder. These files must not be in compressed format.
• It is your responsibility to check and make sure that you have uploaded both the correct files.
• Zero mark will be given if you try to bypass the SafeAssign (e.g. misspell words, remove spaces between
words, hide characters, use different character sets, convert text into image or languages other than English
or any kind of manipulation).
• Email submission will not be accepted.
• You are advised to make your work clear and well-presented. This includes filling your information on the cover
page.
• You must use this template, failing which will result in zero mark.
• You MUST show all your work, and text must not be converted into an image, unless specified otherwise by
the question.
• Late submission will result in ZERO mark.
• The work should be your own, copying from students or other resources will result in ZERO mark.
• Use Times New Roman font for all your answers.
Question One
Pg. 01
Learning
Outcome(s):
Demonstrate how
to development
plan.
Question One
2 Marks
If you were a project manager for developing a new IS in your organization, what would
be the activity you would take to develop the project plan for controlling the project?
Question Two
Pg. 02
Learning
Outcome(s):
Demonstrate the
different
challenges and
issues of an
enterprise.
Question Two
2 Marks
Enterprise faces many challenges; Corona pandemic is considered one of the strongest
challenges for local shops in 2020. Try to apply what we have learned about the
challenges of enterprises with the Corona challenge, and what is the impact of not
adapting to changes.
Question Three
Pg. 03
Learning
Outcome(s):
Question Three
2 Mark
Identify the
During the software design phase, software engineers define details about the product
System
construction, behavior, components, and interfaces. Explain how you can use the
Requirements
Unified Modeling Language (UML) to design your software. Support your answer with
and System
at least two examples of UML diagrams and their advantages.
Design
components.
Question Four
Pg. 04
Learning
Outcome(s):
Investigate the
Systems
Integration Life
Cycle as well as
Human System
Integration
Process, and the
role of
Configuration
Management in
Enterprise
Application
Integration.
Question Four
2 Marks
There are three critical factors in many software design/ development programs and
projects. The scope, schedule, and budget combined affect the quality of work products.
Explain in your own words how these factors affect the quality of work products.
Support your answer with at least one example.
‫ر‬
‫الجامعة السعودية االلكتونية‬
‫ر‬
‫االلكت‬
‫ونية‬
‫الجامعة السعودية‬
‫‪26/12/2021‬‬
‫‪1‬‬
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week 2
Introduction to System Engineering and Management
3
Contents
1. System Engineering
2. Importance of technical direction and
systems management
3. Additional Definitions of System
Engineering
4. Life-cycle methodologies, or processes, for
systems engineering
5. The many dimensions of systems
engineering
6. People, organizations, technology, and
architectures and system families
4
Weekly
Learning
Outcomes
1. Understand the basic concept of System
Engineering.
2. List the steps involved in System Engineering
Life cycle.
3. Demonstrate the steps is needed to solving
System Engineering problems.
4. Discuss the types of people , technology ,
organization involved in System Engineering.
5
1. System Engineering
6
System Engineering
• Systems engineering is a management technology.
• Technology is the organization, application, and delivery of scientific
and other forms of knowledge for the betterment of a client group.
• System Engineering life cycle model : discussion of the functional levels,
or considerations, involved in systems engineering efforts. It consists of
three levels:
➢Systems engineering methods and tools, or technologies
➢Systems methodology or process : a set of phased activities that
support efforts to engineer a system [Products / services]
➢Systems management
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
7
Conceptual Model
Systems Engineering is the management technology :
✓ Assist clients through the formulation, analysis, and interpretation of the impacts of
proposed policies,
✓ Controls a total system life-cycle process,
✓ Involves, and results in the definition, development, and deployment of a system of high
quality, trustworthy, and cost effective in meeting user needs.
System Engineering is an appropriate combination of the methods and tools of systems
engineering with use of a suitable methodological process and systems management procedures.
Example : the stored program digital computer is a technology in that it enhances the ability of a human
to perform computations and, in more advanced forms, to process information.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
8
Three levels of System Engineering
System engineering is distinguished with three levels
as illustrated in the figure:
Level 1- Methods and tools or technologies: covers
the implementation issues concerning the methods to
be used, the tools needed and the required
technologies to respond to the various assets of
requirements as reliability costs, maintainability,
enabling technologies.
Level 2 – Processes Or Methodologies: deals with
all technical issues as systems requirements design
methodologies standards.
Level 3 – System Management: focuses on high
level issues & requirements as business needs and
strategic needs, project management, quality
management.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
9
Conceptual Model
• Management involves the interaction of the organization with the
environment. A purpose of management is to enable organizations to
better cope with their environments so as to achieve purposeful goals
and objectives.
• Management technology involves the interaction of technology,
organizations that are collections of humans concerned with both the
evolvement and use of technologies, and the environment.
• Information strongly couples’ notions of systems engineering with those
of technical direction or systems management of technological
development
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
10
Systems Engineering Knowledge
• Systems engineering knowledge comprises the following:
• Knowledge principles
• Knowledge practices
• Knowledge perspectives
• Knowledge has long been regarded as essential in systems engineering
• and management to distinguish between data and information.
• Information is generally defined as data that are of value for decision
making.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
11
Knowledge Management
• The environment associated with this knowledge needs to be
managed, and this is generally what is intended by use of the term
knowledge management.
• There are three different primary systems engineering life cycles for
technology growth and change:
• System planning and marketing
• Research, development, test, and evaluation (RDT&E)
• System acquisition and production
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
12
Solution for System Engineering Problem
• Three steps is generally needed in solving systems engineering
problems.
• Issue formulation is an effort to identify the needs to be fulfilled and
the requirements associated with these in terms of objectives to be
satisfied, constraints and alterable that affect issue resolution, and
generation of potential alternate courses of action.
• Issue analysis enables us to determine the impacts of the identified
alternative courses of action, including possible refinement of these
alternatives.
• Issue interpretation enables us to rank the alternatives in terms of
need satisfaction and to select one for implementation or additional
study.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
13
Primary System Engineering Steps and Life
Cycle Phases
Microlevel components that make up a part of
the structural framework for systems
methodology.
These aspects compose a set of phases for a
systems engineering life cycle
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
14
Three Systems Engineering Life Cycles And Phases And Steps Within Each
Life Cycle.
The three steps, three phases, and
Three life cycles make up a more
complete methodological,
Or structural, or process-oriented
view of systems engineering.
15
2. Importance Of Technical Direction And
Systems Management
16
Importance Of Technical Direction and Systems
Management
• Many considerations and interrelations
• Many different and perhaps controversial value judgments
• Knowledge from several disciplines
• Knowledge at the levels of principles, practices, and perspectives
• Considerations involving planning or definition, development, and
deployment
• Considerations that cut across the three different life cycles associated
with systems planning and marketing, RDT&E, and system acquisition
or production
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
17
Importance Of Technical Direction and Systems
Management
• Risks and uncertainties involving future events that are difficult to
predict
• Fragmented decision-making structures
• Human and organizational need and value perspectives, as well as
technology perspectives
• Resolution of issues at the level of institutions and values as well as the
level of symptoms
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
18
Systematic Measurement Perspectives
• Inactive : Denotes an organization that does not use metrics or that
does not measure at all except perhaps in an intuitive and qualitative
manner.
• Reactive : Denotes an organization that will perform an outcomes
assessment and, after it has detected a problem, or failure, will
diagnose the cause of the problem and often will get rid of the
symptoms that produce the problem.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
19
Systematic Measurement Perspectives
• Interactive : Denotes an organization that will measure an evolving
product as it moves through various phases of the life-cycle process in
order to (a) detect problems as soon as they occur; (b) diagnose their
causes; and (c) correct the difficulty through recycling, feedback, and
retrofit to and through that portion of the life-cycle process in which
the problem occurred.
• Proactive : Denotes measurements that are designed to predict the
potential for errors and synthesis of an appropriate life-cycle process
that is sufficiently mature such that the potential for errors is
minimized.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
20
3. Additional Definitions of System Engineering
21
Contemporary effects in System Engineering
• Contemporary efforts in systems engineering contain a focus on the
following:
• Tools and methods, and technologies for the engineering of systems
• Systems methodology for the life-cycle process of definition, development, and
deployment that enables appropriate use of these tools, methods, and
technologies
• Systems management approaches that enable the proper embedding of
systems engineering product and process evolution approaches within
organizations and environments
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
22
Scientific and Engineering
• Systems engineering is the application of scientific and engineering
efforts to
• Transform an operational need into a description of system performance
parameters and a system configuration through the use of an iterative process
of definition, synthesis, analysis, design, test, and evaluation;
• Integrate related technical parameters and ensure compatibility of all physical,
functional, and program interfaces in a manner that optimizes the total system
definition and design;
• Integrate reliability, maintainability, safety, survivability, human engineering,
and other factors into the total engineering effort to meet cost, schedule,
supportability, and technical performance objectives.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
23
System Engineering
• Encompasses the scientific and engineering efforts related to the
development, manufacturing, verification, deployment, operations,
support, and disposal of system products and processes;
• Develops needed user training equipment, procedures, and data;
• Establishes and maintains configuration management of the system;
• Develops work breakdown structures and statements of work and
provides information for management decision making.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
24
Additional Definitions of System Engineering
• Structure : Systems engineering is management technology to assist
clients through the formulation, analysis, and interpretation of the
impacts of proposed policies, controls, or complete systems upon the
need perspectives, institutional perspectives, and value perspectives of
stakeholders to issues under consideration.
• Function : Systems engineering is an appropriate combination of the
methods and tools of systems engineering, made possible through use
of a suitable methodological process and systems management
procedures, in a useful process-oriented setting that is appropriate for
the resolution of real-world problems, often of large scale and scope.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
25
Additional Definitions of System Engineering
• Purpose : The purpose of systems engineering is information and
knowledge organization and management to assist clients who desire
to develop policies for management, direction, control, and regulation
activities relative to forecasting, planning, development, production,
and operation of total systems to maintain overall quality, integrity,
and integration as related to performance, trustworthiness, reliability,
availability, and maintainability.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
26
Exclusive Correspondence Between Function And Tools, Structure And
Methodology, And Purpose And Management
✓ Specific process, or product line, results from the
interaction of systems Management and systems
methodology.
✓ Specific acquisition process – shaped by RDT&E and
planning and marketing considerations
✓ Product is the result of the use of a number of methods and
tools
✓ Product itself results from the acquisition process,
✓ Systems methodology – eventuates from use of life-cycle
process
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
27
4. Life-cycle Methodologies, Or Processes, for
Systems Engineering
29
Life cycle methodologies, or Process for
system Engineering
• Systems planning and marketing is the first strategic level effort in
systems engineering. It results in the determination of whether or not
a given organization should undertake the engineering of a given
product or service.
• Creation of an appropriate process or product line for RDT&E and one
for acquisition is one result of systems planning and marketing.
• An appropriate planning process leads to efficient and effective
RDT&E, and to the actual system acquisition that follows appropriate
RDT&E.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
30
Life Cycle Methodologies, Or Process for
System Engineering
• The first phase of any systems engineering life-cycle effort results in
the identification or definition of specifications for the product or
service that is to result from the process.
• Systems architecting is a very important endeavor that leads to the
conceptual structure of the system to be engineered.
• Systems engineering is a creative and process-based effort.
• Systems engineering activities are conceptual in nature at the initial
phases of effort, for any of the three generic lifecycles, and become
operational in later phases.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
31
Life Cycle Methodologies, Or Process for
System Engineering
• A successful systems engineering product or service must be of high
quality and responsive to client needs and requirements.
• A successful systems engineering product or service generally results
only from use of a successful systems engineering process .
• An appropriate systems engineering acquisition or RDT&E process is
the result of successful systems management and appropriate planning
and marketing.
• Appropriate systems engineering efforts need necessarily be
associated with systematic measurements to ensure high-quality
information
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
32
Life Cycle Methodologies, Or Process for
System Engineering
• Appropriate systems engineering efforts are necessarily attuned to
organizational and environmental realities as they affect the client
organization.
• Systems engineering is inherently associated with knowledge
integration and knowledge management.
• Systems engineering efforts must lead to sustainable products and
services if they are to have lasting value.
• Systems engineering efforts are of necessity interactive. However, they
transcend interactivity to include proactivity.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
33
Life Cycle Methodologies, Or Process for System
Engineering
➢ Illustrates a possible manufacturing
life cycle
➢ These
life-cycle
phases
are
sequenced in the iterative manner.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
34
Seven Phases
1.
2.
3.
4.
Requirements and specifications identification.
Preliminary conceptual design and system-level functional architecting.
Logical design and physical architecture specification.
Detailed design of the physical architecture and associated production and
testing.
5. Operational implementation of the resulting product or service system in
the field.
6. Evaluation and modification.
7. Operational deployment.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
35
Issue Formulation
• Problem definition involves isolating, quantifying, and clarifying the
needs that create the issue at hand, and describing that set of
environmental factors that constrain alterable for the system to be
developed.
• Value system design involves selection of the set of objectives or goals
that guide the search for alternatives.
• Systems synthesis involves searching for, or hypothesizing, a set of
alternative courses of action or options.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
36
Analysis
• Systems analysis involves determining specific impacts or
consequences that were specified as relevant by the value system.
• Refinement of the alternatives refers to adjusting, sometimes by
optimizing the system parameters for each alternative in order to meet
system objectives, ideally in a “best” fashion, and to satisfy system
constraints.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
37
Interpretation
• Decision assessment as a conscious activity will lead to decision
making. This involves evaluating the impacts or consequences of the
alternatives developed in analysis relative to the value system.
• Planning for action, or to implement the next phase, includes
communicating the results of the effort to this point. It includes such
pragmatic efforts as scheduling subsequent efforts, allocating
resources to accomplish them, and setting up system management
teams
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
38
5. The Many Dimensions of Systems Engineering
39
The Many Dimensions of Systems Engineering
Processes : described by RDT&E, acquisition or production,
and planning and marketing.
Each of these processes – described in terms of phases :
definition, development, and deployment
Term phase : describe the distinct yet integrated activities
associated with a systems engineering life-cycle process.
Term step : integrated activities associated with one of the
systems engineering phases
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
40
6. People, Organizations, Technology,
Architectures and System Families
41
People, Organizations, Technology,
Architectures And Families
• The three major stakeholders associated with the fielding of a large
system:
• The enterprise for whom the system is to be engineered
• The systems engineering and management team responsible for overall
technical direction, integrity, and integration of the effort
• Implementation specialists, who generally represent the plethora of classical
engineering disciplines in performing invaluable roles in the actual realization
of specific technologies
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
42
People, Organizations, Technology,
Architectures and Families
• Operational Independence of the Individual Systems.
• Managerial Independence of the Systems.
• Geographic Distribution.
• Emergent Behavior.
• Evolutionary and Adaptive Development.
This Presentation is mainly dependent on the textbook: Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
43
This Presentation is mainly dependent on the
textbook:
Chapter 1: Introduction to System
Engineering and System Management
(Handbook of Systems Engineering and
Management, 2nd Edition. Andrew P. Sage,
William B. Rouse.)
44
Thank You
45
‫ر‬
‫الجامعة السعودية االلكتونية‬
‫‪26/12/2021‬‬
‫‪1‬‬
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week 3
Engineering the Enterprise as a System
3
Contents
1. Essential Challenges
2. Enterprise Transformation
3. Enterprises as Systems
4. Transformation Framework
5. Implications for Systems Engineering and
Management
4
Weekly
Learning
Outcomes
1. Understand the different challenges and
issues of an enterprise.
2. Discuss the changes required for the
transformation and also the detail process of
transformation framework.
3. Explain the importance of standards and
specifications.
4. Learn the different types of standards and
specifications
methods
of
System
Engineering.
5
1. Essential Challenges
6
Essential Challenges
• Growth: Increasing impact, perhaps in saturated/declining “markets”
• Value: Enhancing relationships of processes to benefits and costs
• Focus: Pursuing opportunities and avoiding diversions
• Change: Competing creatively while maintaining continuity
• Future: Investing in inherently unpredictable outcomes
• Knowledge: Transforming information to insights to programs
• Time: Carefully allocating the organization’s scarcest resource
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
7
Essential Challenges
• Growth has to be the goal.
• Value provides the foundation for growth.
• Focus provides the path to growth.
• The nature of the future, especially the long-term future, exacerbates
the difficulties of focus and change.
• Knowledge is the means by which enterprises increasingly address
these challenges.
• Time is an overarching challenge for leaders of enterprises.
• Change can create enormous organizational and cultural change
problems.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
8
Relationships among challenges.
• Goals and objectives : in terms of revenues, profits, market
share.
• Growth : economic, behavioral, and/or social impacts in
terms of improved quality, service, and responsiveness
• Value provides the foundation for growth. Understanding
and enhancing the value streams that provide value to
constituencies are keys to successful growth
• Focus provides the path to growth. Pursuit of opportunities
and avoidance of diversions
• Change – designing the enterprise to pursue this path. Both
focus and change can create enormous organizational and
cultural change Problems.
• Knowledge is the means by which enterprises increasingly
address these challenges. Involves both understanding the
roles of information and knowledge in problem solving and
decision making in different domains.
• Time : Transformational leadership involves devoting
personal time to those things that will create lasting value
9
2. Enterprise Transformation
10
Enterprise Transformation
• Change is inherent in all enterprises, whether they are companies,
government agencies, educational institutions, nonprofit associations,
or perhaps even religions.
• The forces driving change may have economic, political, social, and/or
technological sources.
• The implications of change may be both positive and negative, with the
balance between positive and negative depending on perspectives of
the particular types of stakeholder impacted by change.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
11
Contemporary Context
• Senior executives in both private and public sectors are seriously
concerned with how best to respond to the
• trends.
• Change is pervasive in both traditional industries such as automobiles
and leading-edge industries like software.
• Leaders of enterprises must address change creatively and
energetically or risk losing their jobs and/or their enterprises.
• The marketplace will not be patient with “business as usual” and
leaders must accept and pursue the challenge of change.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
12
Pursuing Transformation
• Once managers agree to the premise that business process
improvement will be insufficient for long-term success , their next
concern is how to move beyond improvement to transformation.
• A few broad themes underlie how transformation is typically pursued.
These themes include business processes and value streams,
outsourcing and offshoring, and redeploying assets.
• Business Processes and Value Streams
• Outsourcing and Offshoring
• Asset Management
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
13
Transformation Archetypes
• Transformed Value Propositions : This archetype includes enterprises
that transform their business models and market offerings.
Transformation requires that they dismantle old ways of doing things
and adopt new ways.
• Transformation Via Acquisitions and Mergers : It involves enterprises
that transform the companies they acquire.
• Transformation Via New Value Propositions : Innovative enterprises
that forced competitors and suppliers to transform. They develop and
perfect the new business model and practices.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
14
3. Enterprises as Systems
15
Context of Transformation
• Enterprise transformation occurs in—and is at least partially driven
by—the external context of the economy and markets.
• There is also an internal context of transformation—the “intraprise”
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
16
Modelling the Enterprise
•
•
•
Inputs affect both work processes
and enterprise state.
The state of a system is the set of
variables and their values that
enable assessing where the
system is and projecting where it
is going.
Output is derived from the
evolving state of the enterprise.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
17
Example
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
18
4. Transformation Framework
19
Transformation Framework
➢ Scope of transformation : range from work activities, to business
functions, to overall organizations, to the enterprise as a whole.
➢ Means : range from upgrading people’s skills, to redesigning
business practices, to significant infusions of technology, to
fundamental changes of strategy.
➢ Ends of transformation : range from greater cost efficiencies, to
enhanced market perceptions, to new product and service offerings,
to fundamental changes of markets
➢ The costs and risks of transformation increase as the endeavor
moves farther from the center
➢ Initiatives focused on the center (in green) will typically involve
well-known and mature methods and tools from industrial
engineering and operations management.
➢ In contrast, initiatives towards the perimeter (in red) will often
require substantial changes of products, services, Channels
➢ Any level of transformation requires consideration of all
subordinate levels.
20
Value Deficiencies Drive Transformation
• Value Opportunities. The lure of greater success via market and/or
technology opportunities prompts transformation initiatives.
• Value Threats. The danger of anticipated failure due to market and/or
technology threats prompts transformation initiatives.
• Value Competition. Other players’ transformation initiatives prompt
recognition that transformation is necessary to continued success.
• Value Crises. Steadily declining market performance, cash flow
problems, and so on. prompt recognition that transformation is
necessary to survive.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
21
Work Processes Enable Transformation
• Strategy-oriented approaches
• Markets targeted
• Market channels employed
• Value proposition
• Offerings provided
• Operations-oriented approaches
•
•
•
•
•
Supply chain restructuring
Outsourcing and offshoring,
Process standardization
Process reengineering
Web-enabled processes
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
22
Case studies of Transformations
✓Transformation Of Markets:
➢ Amazon leveraged IT to redefine book buying,
➢ Wal-Mart leveraged IT to redefine the retail industry.
✓Transformation Of Offerings :
➢ CNN redefining news delivery.
➢ IBM moving from an emphasis on selling computer products to providing integrated technology
services.
✓Transformation Of Perceptions
➢ Include dell repositioning computer buying and starbucks
➢ Repositioning coffee buying.
23
5. Implications for Systems Engineering and
Management
24
Executives’ Concerns and Systems Engineering Enablers
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
25
Executives’ Concerns and Systems Engineering Enablers
➢ Systems engineering and systems management are
inherently transdisciplinary in the attempt to find
integrated solutions to problems that are of large scale
and scope
➢ Enterprise transformation involves fundamental change
in terms of redesign of the work processes in complex
systems.
➢ The concepts, principles, methods, and tools have been
applied successfully to definition, design, development,
and deployment of complex platforms ranging from
aircraft to ships to command and control systems.
➢ Table provides as overview of the concerns of
executives who manage enterprises and how systems
engineering can provide the enablers to address these
concerns.
26
Week 3
Standards in Systems Engineering
27
Contents
1. Reasons for Using Specifications and
Standards
2. Proper Application of Specifications and
Standards
3. Selection and Development of
Specifications and Standards
4. Useful Standards in the Systems Engineering
Process
5. Locating and Obtaining Specifications and
Standards
28
1. Reasons for Using Specifications and
Standards
29
Introduction
• Specifications describe the technical requirements for products or
services, and the verification procedures to determine that the
requirements have been met. Specifications are sometimes referred to
as product standards.
• Standards are process-oriented technical documents. They are often
referenced in specifications to establish or limit engineering processes
and practices in the preparation, manufacture, and testing of
materials, designs, and products.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
30
Reasons for Using Specifications & Standards
• Safety
• Save Time and Money
• Quality and Reliability
• Avoid Production Delays
• Improved Communications Between Buyer and Seller
• Market Acceptance and Customer Confidence
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
31
2. Proper Application of Specifications and
Standards
32
Proper Application of Specifications And
Standards
• Few common pitfalls to avoid
• Locking yourself into a set of detailed specifications and standards too early in
the design and development process.
• Over Specifying : There is a tendency to cite more specifications and standards
than are needed in order to meet a requirement or to reduce risk. Such a
practice can increase cost and time, while perhaps increasing risk
• Citing an entire specification or standard when all the requirements within the
referenced document are not applicable.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
33
3. Selection and Development of Specifications
and Standards
34
Selection and Development of Specifications
and Standards
The selection and use
of specifications and
standards is an iterative
process.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
35
Selection and Development of Specifications and Standards
Speciifications and Strandards
input
1.Top level specifications- customer needs
2.Interface specifications
3.Operating engivornment standards
4.Mandatory constraints specification
Requirement analysis,
development and synthesis
Search for existing specification and standard
Develop satisfactory specification and standard
Refine and tailor the specification’s & standards
Specifications and
Standards output
The selection and use of specifications and standards is an
iterative process
Step 1: define the customer’s requirements in
terms of performance, function, need, or objective; any
mandatory physical or operational interfaces; the
environment in which the system must operate; and any
other constraints that must be considered during system
design.
Step 2; The important thing to keep in mind when
selecting or developing the needed specifications and
standards is that these specific technical requirements must
be balanced against cost, schedule, risk, performance, and
the overall customer need.
Step 3: End output is the set of defined, tailored
specifications and
standards that establish the product baseline whose
configuration must be managed.
Specifications and Standards baseline
established and configuration change
controlled
36
4. Useful Standards in the Systems Engineering
Process
37
Useful Standards in the Systems Engineering
Process
• Industry and government generally use EIA 632, IEEE 1220, or ISO/IEC
15288 to identify the fundamental processes and requirements
necessary for a systems engineering program.
• Each of these standards takes a different approach and level of detail
to address systems engineering,
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
38
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
39
5. Locating and Obtaining Specifications and
Standards
40
Locating and Obtaining Specifications and
Standards
• There are hundreds of thousands of international, foreign, U.S.
national, and U.S. government specifications and standards from which
the systems engineer can select when designing a system, and
thousands more documents are created every year.
• The key is knowing where to search for these standards, how to limit
the search, and how to obtain copies of documents.
• Every standards developing organization has an index of its
documents, and many have their indexes available on the Internet.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
41
SES
• The Standards Engineering Society (SES) at www.ses-standards.org
maintains the most complete listing of these standards developing
organizations plus their Web sites to search and order standards.
• The following online sources provide reasonably complete indexes of
large segments of specifications and standards, and many can provide
copies as well.
• www.nssn.org
• www.assistdocs.com
• www.document-center.com
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
42
Continued…
• http://global.ihs.com
• www.ihs.com
• www.ili-info.com
• www.techstreet.com
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
43
This Presentation is mainly dependent on the
textbook:
Chapter 10: Engineering the Enterprise as a
System
Chapter 11: Standards in Systems Engineering
(Handbook of Systems Engineering and
Management, 2nd Edition. Andrew P. Sage,
William B. Rouse.)
44
Thank You
45
‫ر‬
‫الجامعة السعودية االلكتونية‬
‫‪26/12/2021‬‬
‫‪1‬‬
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week 4
Introduction to Software/System Life Cycle
3
Contents
1. Software and Systems Integration Methods
2. Systems Design
3. Software Requirements
4. Software Design/Development
5. Software Implementation
6. Software Integration
7. Software and Systems Integration
8. Software Subcontractor
9. Product Evaluation
4
1. Understand why the methods for software and systems
integration are
needed to be more effective in
developmental military and aerospace programs and project
development.
Weekly
Learning
Outcomes
2. Discuss how the software industry/companies could benefit
as well by adopting these effective methods.
3. Explain the software life cycle, and the importance of
integration operations.
4. Discuss the importance of program planning and teamwork
which is needed for system integration.
5
1. Software and Systems Integration Methods
6
Software and Systems Integration
➢Discipline in supporting the entire software life cycle to develop, operate, and maintain
software and systems integration capabilities inside work product facilities.
➢In the software industry/companies, military and aerospace program and projects do
become effective by the implementation of achievable schedules, sound processes, and
working solutions for software and systems integration
➢Understanding and the start of the right disciplines of these methods will empower and
achieve effective, flexible, and quality results in an integration environment.
7
Software and Systems Integration Methods
• Methods: effective methods improve productivity and help better
prepare for future challenges that could impact integration
environments
• Software: design, code, plans, and test procedures integrated with
applied systems ensure the software developed is done right
• Systems: for systems to be deemed ready for the combination of
software and systems integration they must have accomplished
allocation of software design and engineering practices
• Integration: software, systems, firmware, and hardware must all work
together as one
8
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Software and Systems Integration Methods
➢ Defined software disciplines include an approach or method
during the software life cycle for a program and projects to
provide a plan from start-up to final delivery to the customer.
➢ Senior Managers → conduct many program and project
meetings along with software and hardware engineers.
➢ When the the software or system is not working correctly
when it is time for delivery to integration facilities : Senior
managers and program and project managers discuss with the
hardware and software teams.
➢ Interpretation : Effective methods for software and systems
integration need to have hardware and software designers
working together to solve issues that could have an impact on
integration, quality, and delivery schedules to the customer.
9
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Effective methods flow
• The success of software and systems integration capabilities is dependent upon a
major discipline supporting the entire software life cycle.
10
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
2. Systems Design
11
Systems Design
• Method: analyze customer requirements and develop a
software design/development plan for defining the essential
elements for a designed system to meet the specified
requirements.
• Importance: provides the disciplines required and
implemented during software design/development life cycles.
12
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
3. Software Requirements
13
Software Requirements
• Purpose: the basis for software design and/or development
• Use: provides a systematic approach to development from
multiple resources.
• Method: used for initial development of software
requirements and changes to requirement baselines.
14
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
4. Software Design / Development
15
Software Design / Development
• Purpose: a systematic approach used to create software design
and its development to reflect design and software definitions
related to the work product. Provides traceability according to
software-defined processes and procedures.
• Requirements:
established between the elements of the
design/development. The documented program and project plan.
• Method:
defines details about the product construction,
behavior, components, and interfaces.
16
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
5. Software Implementation
17
Software Implementation
• Purpose: provides assurance that engineering builds function as
expected.
• Use: enables smooth execution for verification and test activities.
• Method: incremental software and test approach adds the
functions incrementally in a series of engineering builds. As
software is tested, build plans are modified for succeeding builds
based results previously demonstrated during troubleshooting,
and checkout.
• Importance: requirement for integration testing in a development,
integration facilities, or the software systems integration facility
(S/SIF).
18
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
6. Software Integration
19
Software Integration
• Purpose: All software delivered or implemented by software
integration or testing is processed through a configuration and
controlled software library system that maintains the official
status accounting for each delivery.
• Method: The integration tasks require that software
design/development and test processes be in place to ensure
integration is ready for team troubleshooting and checkout..
20
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
7. Software and Systems Integration
21
Software and Systems Integration
• Purpose: provides a consistent approach to integration to ensure
that the software and systems elements are assembled properly.
• Method: determines if created elements are prepared and subject
to verification or validation.
22
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
8. Software Subcontractor
23
Software Subcontractor
• Role: to describe how a programs and projects will benefit from
outside resources.
• Provides required software/hardware products to be
under contract and effective.
• presentation to the customer must be understood
from start of the presentation to the finish.
24
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Software and System Integration Delivery
• Purpose: to ensure that units tested are complete and
documented prior to official delivery.
• Requirement: integration testing to ensure both software and
systems are integrated and working mutually.
25
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
9. Product Evaluation
26
Product Evaluation
• Purpose : An effective product evaluation method provides the
necessary process steps to conduct and perform continuous
evaluations of software work products during the
design/development life cycle and integration activities.
• Method : Numerous product evaluation tools and checklists are
developed with associated scheduled processes to perform
required audits and evaluations.
27
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Week 4
Program & Project Planning
28
Contents
1. Definition of Program, Project, And Planning
2. Senior Management
3. Program and Project Planning
4. Planned Schedules
5. Development Plan
6. Teamwork
7. Team Code of Conduct
29
1. Definition of Program, Project, And Planning
30
Definition of Program, Product and Planning
• Program and project planning is important as it describes the
necessary planning for software and system efforts during
software design/development life cycles.
• The initiation of planning starts at the proposal phase with the
customer.
• The result of defined software design/ development plans,
processes, procedures, subcontractor support, and effective
software tools provides estimations for cost.
• The schedules to be available for teams that are impacted from
the start of the proposal phase to delivery of the work products to
the customer.
31
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Essential Elements
• Definitions of systems design
• Software requirements and design
• Configuration control
• Systems and software integration
• Subcontractor involvement
• Deliveries
• Product quality evaluations
32
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
2. Senior Management
33
Senior Management
• Role:
• provide the common framework for program and
project planning to address engineering tasks
• Responsibilities:
• Communicate efficiently and manage a team wisely
• Implement and use reasonable schedules
• Oversee the development of a quality work product
that meets the needs of the customer
• Demand the best from designers and developers
34
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
3. Program and Project Planning
35
Program and Project Planning
• According to CMMI® for Development the project plan:
• Refers to the overall plan for controlling the project.
• Includes a coherent picture of who does what
• Internal organizations in programs and projects develop schedules
and define processes and tasks.
• At the senior management level, managers assign responsibility,
authority, and accountability to program and project managers or
team leaders to define the software design/development to
provide required support.
36
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Program and Project Planning
• Planning activities include:
• Software lessons learned from previous programs and projects
• Cost and schedule estimates and staffing plans
• Software and system requirement definitions
• Defined safety and security requirements
• Selection of appropriate software subcontractors
• Engineering documentation and historical data impacts
• Program and project objectives
• Contract understanding of required or necessary requirements
37
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
4. Planned Schedules
38
Planned Schedules
• Purpose: defines tasks and processes to be conducted for
implementation
• Importance: planned schedules affect team capabilities for risk
assessment, configuration control, and quality.
• It includes three critical factors
✓Scope
✓Budget
✓Quality
39
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
5. Development Plan
40
Development Plan
✓Development plan consists : planned schedules and provide engineering
information and direction for the production of software
✓Planning process is consistent with system-level planning.
✓Development Planning Steps :
➢Define entry and exit criteria for the software design/development
➢Review and assessment of the work product/task requirements
➢Define/update the process for each software activity
➢Develop/update the estimating process
➢Develop initial cost with schedule estimation and potential risks included
➢Prepare detailed implementation plans
41
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Development Planning Steps
• Define entry and exit criteria for the software
design/development
• Review and assessment of the work product/task requirements
• Define/update the process for each software activity
• Develop/update the estimating process
• Develop initial cost with schedule estimation and potential risks
included
• Prepare detailed implementation plans
42
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
6. Teamwork
43
Teamwork
• Energy and consistency influence high-performance goals.
Therefore, trust and cohesiveness must be maintained in the work
environment.
• A plan is successful when a team delivers a high-quality work
product, meets the defined schedule and maintains budget.
• In meeting as one group, the team will accomplish the following:
• Meet and achieve team objectives
• Resolve conflicts and issues
• Satisfy customer requirements
44
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
Team Action Cycle
45
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
7. Team Code of Conduct
46
Team Code of Conduct
• Teams that have the privilege and are able to provide clear
communication and their own opinions seem to be successful.
• When one person speaks, listen and treat that person with
respect.
• Once you help each other, you will:
• Show trust in every individual
• Be honest with your team
• Have ideas that show value
• Stop whining or crying
47
This Presentation is mainly dependent on the textbook:Effective Methods for Software and Systems Integration, Boyd L. Summers, CRC Press, ISBN: 13: 978-1-4398-7663-3
This Presentation is mainly dependent on the
textbook:
Chapter 1: Introduction to
Software/System Life Cycle
Chapter 2: Program & project planning
(Effective Methods for Software and
Systems Integration, Boyd L. Summers, CRC
Press, ISBN: 13: 978-1-4398-7663-3 (eBook
– PDF)
48
Thank You
49
1
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week 5
Discovering System Requirements
3
Contents
•
•
•
•
•
•
•
•
INTRODUCTION
STATING THE PROBLEM
WHAT ARE REQUIREMENTS?
QUALITIES OF A GOOD REQUIREMENT
CHARACTERIZATION OF REQUIREMENTS
THE REQUIREMENTS DEVELOPMENT AND
MANAGEMENT PROCESS
FITTING THE REQUIREMENTS PROCESS INTO
THE SYSTEMS ENGINEERING PROCESS
RELATED ITEMS
4
Contents
continues…
•
•
•
•
REQUIREMENTS VOLATILITY
INSPECTIONS
A HEURISTIC EXAMPLE OF REQUIREMENTS
THE HYBRID PROCESS FOR CAPTURING
REQUIREMENTS
5
Weekly
Learning
Outcomes
1. Understanding the concept of requirement, and their
effectiveness in the project/ system development.
2. Understanding the concept of good requirement by
knowing the characteristics of good requirements.
3. Knowing the heuristic as well as hybrid approach for
collection the requirement.
4. What are various methods for analyzing the
requirements for a system
6
1. Introduction
7
Introduction
• “A requirement is a statement that identifies a capability or function that is
needed by a system in order to satisfy its customer’s needs”.
• In this chapter, we are going to discuss mainly,
• What is a functional requirement?
• What is a customer’s need?
What are not discussed in this chapter…
1. Commercial requirements management tools.
2. Tools for modeling systems
3. Methods for flowing down requirements from the system to subsystems,
from subsystems to components, and so on
4. Scripts for producing specific reports.
8
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
2. STATING THE PROBLEM
9
Stating the Problem
• State the problem in terms of needed capabilities.
• Not in terms of preconceived solutions.
For example, how to state a problem: “A flood washed
out a bridge across the Santa Cruz River near Tucson,
Arizona, and made it difficult for the Indians at Mission
San Xavier del Bac to get to the Bureau of Indian Affairs
Health Center”.
10
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Stating the Problem
Good engineering practice to state the problem in
terms of the capabilities that the system must have. It
involves three basic points
1. Top-level functions: The system must perform.
2. Deficiencies: It might be better to state the problem
in terms of the deficiency that must be ameliorated.
3. Alternate designs: This stimulates consideration of
more alternative designs.
11
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Stating the Problem
• Defining stakeholders (include all the people,
organizations, and institutions that are a part of the
system environment.)
• Identify the Audience(The audience is the customer
and the system developer including the designers,
producers, and testers.)
• Avoid Using the Word Optimal(The word optimal
(or optimize) should not appear in the problem
statement, because there is no single optimal
solution for a complex systems problem.)
12
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
3. WHAT ARE REQUIREMENTS?
13
WHAT ARE REQUIREMENTS?
•
•
•
A requirement is a statement that identifies a capability or function needed
by a system in order to satisfy a customer need.
A functional requirement defines what, how well, and under what conditions
one or more inputs must be converted into one or more outputs at the
boundary in question in order to satisfy the customer’s needs.
The Capability Maturity Model Integration (CMMI, 2006) says that a
requirement is
1.
2.
3.
Condition or capability needed by a user to solve a problem or achieve an objective
or
A condition or capability that must be possessed by a product to satisfy a contract,
standard, or specification.
Requirements should state what the system is to do, but they should not specify
how the system is to do it.
14
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
4. Qualities of Good Requirements
15
Qualities of Good requirements
• What distinguishes a good requirement form a bad one?
• The IEEE says that requirements must be
• Unambiguous, complete, correct, traceable, modifiable, understandable,
verifiable, and ranked for importance and stability.
• The qualities of good requirements are
• Describes What, Not How.
• Atomic (or Unitary or Single-Minded).
• Allocation
• Unique
• Documented and Accessible.
16
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Qualities of Good requirements
• Identifies Its Owner.
• Identifies Its Target.
• Approved.
• Traceable
• Necessary
• Complete
• Is Not Written Negatively.
• Unambiguous
• Is Not Always Written.
• Verifiable.
• States Its Units of Measurement.
17
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Qualities of Good requirements
• Identifies Applicable States
• States Assumptions.
• Usage of Shall, Should, and Will.
• Avoids Certain Words.
• Might Vary in Level of Detail
• Contains Date of Approval.
• States Its Rationale.
• Respects the Media.
• Distinguishes Number.
• Consistent
• May Use Parameters.
18
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
5. CHARACTERIZATION OF REQUIREMENTS
19
Characterization of requirements
There are many independent, orthogonal characterizations of
system requirements. Four of these are types, sources,
expressions, and input–output relationships. A summary of these
characterizations follows.
• Types of Requirements:
There are two types of system requirements: mandatory and
trade-off
• Mandatory Requirements:
•
Specify the necessary and sufficient capabilities that a system must
have in order to be acceptable.
20
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
CHARACTERIZATION OF REQUIREMENTS
•
•
•
Use the words shall and must, although the use of must s now
deprecated
Are passed or failed with no in between (do not use scoring functions)
Should not be included in trade-off studies.
• Tradeoff Requirements:
•
•
State conditions that would make the customer happier and are
expressed with the words shall or perhaps should (often a significant
reward or incentive is attached to how well a performance or trade-off
requirement is satisfied).
Should be described by scoring (utility) functions or measures of
effectiveness
21
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
CHARACTERIZATION OF REQUIREMENTS
•
•
Should be evaluated with multicriterion decision-making techniques,
because none of the feasible alternatives is likely to optimize all the
criteria.
There will be trade-offs among these requirements.
• Relationships Between Mandatory and Trade-off Requirements:
Sometimes there is a relationship between mandatory and
trade-off requirements: a mandatory requirement might be
an upper or lower threshold of a trade-off requirement.
• Scoring Functions:
Scoring (utility) functions reflect how well each requirement
has been met (Danie
22
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
SOURCE OF REQUIREMENTS
• Functions:
Functional requirements describe the functions that the
system must provide
• Input–Output :
Most functional requirements describe an input–output
relationship.
• Technology:
The technology requirement specifies the set of
components—hardware, software, and bioware—that is
available to build the system.
23
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
SOURCE OF REQUIREMENTS
• Performance:
Performance requirements include quantity (how many, how
much), quality (how well), coverage (how much area, how
far), timeliness (how responsive, how frequent), and
readiness (reliability, availability).
• Cost :
There are many types of cost, such as labor, resources, and
monetary cost.
• Trade-off :
Trade-offs between performance and cost are defined as the
different relative value assigned to each factor.
24
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
SOURCE OF REQUIREMENTS
• Trade-off :
Trade-offs between performance and cost are defined as the
different relative value assigned to each factor.
• System Test:
Early in the design process, it should be stated how the final
system will be tested. The purpose of the system test is to
verify that the design and the system satisfy the
requirements.
Other than these source of requirements, there are lots of many
mentioned in your text book. Page number(485-492)
25
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Ways to Express Requirements
The best description of a system will be a list or string of shall and should
statements. Such a list would be useful for acquisition or acceptance testing.
However, it is still very difficult to write with perfect clarity so that all readers
have the same understanding of what is written. Other modalities that can be
used instead of written descriptions include:
•
•
•
•
•
•
•
A Model
A Prototype
A user Manual
Input–output trajectories
Sequence Diagram
Use case Diagram
Computer requirements databases
26
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
6. THE REQUIREMENTS DEVELOPMENT AND
MANAGEMENT PROCESS
27
The requirements development and
management process
•
•
•
•
•
•
Identify Stakeholders
Understand Customer Needs.
State the Problem
Develop Use Case Models
Discover Requirements
Clarify Requirements
•
•
•
Mission Concept Review (MCR)
System Requirements Review (SRR)
System Functional Review.
28
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
The requirements development and
management process
•
•
•
•
•
•
•
•
•
•
Preliminary Design Review (PDR).
Critical Design Review (CDR)
Test Readiness Review (TRR).
Production Readiness Review (PRR).
Total System Test (TST).
Decompose Requirements
Allocate Requirements
Derive Requirements
Prioritize Requirements
Define Evaluation Criteria
29
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
The requirements development and
management process
• Define Evaluation Criteria
•
•
•
•
•
Definitions for Quantitative Measurements
Technical Performance Measures
Characteristics of TPMs
Manage Requirements
Verify and Validate Requirements
•
•
•
•
What are System Validation and Verification
Requirements Validation and Verification
Manage Risk
Manage the Requirements Process
30
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
7. FITTING THE REQUIREMENTS PROCESS INTO
THE SYSTEMS ENGINEERING PROCESS
31
Fitting the requirements process into the
systems engineering process
•
•
•
•
•
The Requirements Discovery Process is one subprocess of the Systems
Design Process.
Systems engineering is a fractal process.
The fact that Discover Requirements is a subprocess in the System Design
Process.
The System Design Process is a subprocess in the Systems Engineering
Process which illustrates the hierarchical nature of systems engineering.
Although it seems that the Systems Design Process has been applied the
four phases—preliminary designs, models, prototypes, and the real
system—the emphasis should be different in each application.
32
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
8. RELATED ITEMS
33
Related items
•
•
•
•
•
•
•
•
Requirements Have Attributes.
Requirements on Whom?
Product or Process.
Requirements Versus Constraints.
High-Level Requirements.
Requirements Versus Goals.
Concept of Operations Versus Operation Concept Description
External Versus Internal.
34
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Related items
• Requirements Versus Specifications.
• Grouping of Requirements.
• Requirements Hierarchy.
35
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
9. REQUIREMENTS VOLATILITY
36
Requirements volatility
• It is not possible to get all of the requirements correctly, up
front. Requirements are emergent. Throughout the design
process the requirements will change. Don’t whine or complain
about it. Design your system so that changing requirements will
affect as few subsystems as possible. The following principles
(from Bahill and Botta, 2008) will help with changing
requirements:
•
•
•
•
State what not how
Use hierarchical, top–down design.
Work on high-risk items first.
Use evolutionary development.
37
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Requirements volatility
•
•
•
•
•
•
•
•
•
•
•
•
Understand your enterprise.
Employ rapid prototyping.
Develop iteratively and test immediately
Create Modules
Create libraries of reusable objects.
Use Open standards.
Design the interfaces.
Control the level of interacting entities.
Identify things that are likely to change.
Write extension points.
Group data and behavior.
Use data hiding
38
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Requirements volatility
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Do not allow undocumented functions.
List functional requirements in the use cases.
Allocate each function to only one component.
Allocate each function to only one component.
Write a glossary of relevant terms.
Provide observable states.
Produce satisficing designs.
Do not optimize early.
Maintain an updated model of the system.
Develop stable intermediates.
Design for testability.
Envelope requirements.
Change the behavior of people.
And many more like this……
39
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
10. INSPECTIONS
40
Inspections
To detect mistakes, software code, use cases, and requirements
are now being regularly inspected.
•
•
•
•
•
•
Several engineers are each given 250 lines of code or text to study.
Each inspector records how much time he/she spent and how many
lines he/she inspected. Each inspection meeting lasts 2 hours.
Each inspector points out mistakes he/she found.
The criticality of each mistake is determined and it is assigned to a
particular person for action.
Formal inspections such as these provide a wealth of data for the
metrics analysis group.
Inspections save time and money and increase performance.
41
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
11. A HEURISTIC EXAMPLE OF REQUIREMENTS
42
A heuristic example of requirements
Earlier several ways to express requirements has been discussed ,
such as narratives, shall and should statements, and computer
models.
This example uses formal logic notation. A requirement should
contain
(1) The description of a system function and its output,
(2) The name of the system that accepts this output,
(3) Conditions under which the requirement must be met,
(4) External inputs associated with the requirement,
(5) All conditions that determine if the system output is correct.
43
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
12. THE HYBRID PROCESS FOR CAPTURING
REQUIREMENTS
44
The hybrid process for capturing
requirements
•
•
•
•
•
•
•
Why Write a Requirements Specification?
Problems with Traditional Requirements.
Use Cases.
The Difficulty.
Strengths and Weaknesses.
Hybrid Requirements Capture Process.
Hybrid Process Defined
•
For complex systems, we believe that a combined use case and shallstatement approach should be employed to capture a system’s
requirements.
45
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
The hybrid process for capturing
requirements
•
•
Use cases provide understandability, context, and direct traceability to
actor needs and interfaces.
Shall-statement requirements add the precision necessary to
completely and unambiguously specify the system
46
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
This Presentation is mainly dependent on the
textbook:
Chapter 4: Discovering System Requirements
(Handbook of Systems Engineering and
Management, 2nd Edition. Andrew P. Sage,
William B. Rouse.)
47
Thank You
48
1
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week5
Configuration Management
3
Contents
1. Introduction
2. Configuration Management within the
System Life Cycle
3. Configuration Status
4. Accounting and Configuration Auditing
5. Configuration Management Responsibilities
6. Configuration Management in Process
Improvement
7. Configuration Management Tools
4
Weekly
Learning
Outcomes
1. Understand the concept of Configuration Management
withing the System Life cycle.
2. Discuss the Configuration accounting and Configuration
auditing.
3. Discussing various responsibilities of Configuration
management, how to improve the CM process.
4. Discussion of various configuration management tools.
5
1. Introduction
6
Introduction
• Definition of Configuration Management:
• CM is defined as the process established to maintain the
integrity of the work products of a program throughout
the system life cycle to include all system components. It
involves the following:
• Identifying a baseline for the configuration of the
system at planned points in the system life cycle.
• Controlling changes to the baselined configuration.
• Ensuring the traceability of the configuration.
• Producing reports that provide status of the changes
to the baseline.
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• Configuration management (CM) is a recognized discipline within the
systems engineering field.
• It is important in every phase of the systems life cycle.
• The International Council on Systems Engineering (INCOSE) requires
knowledge in this area to be certified as a Systems Engineering
Professional.
• The requirement includes knowledge to
• Develop and implement Configuration Management Plans
• Establish and update baselines for requirements and evolving
configurations/products
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• Definition of Configuration Management:
CM is applied to all program hardware, software,
and documentation, regardless of whether it is
developed, purchased commercial off-the-shelf
(COTS), or customer furnished.
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• Establish and implement
• change control processes
• Maintain traceability of configurations
• Participate in Configuration Control Boards
• Participate in configuration item identifications
• Status accounting, participate in functional and
physical configuration audits” (INCOSE, 2007).
• Effective CM is an important factor in successful system
development and maintenance.
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• History of Configuration Management:
• In the missile race of the 1950s, numerous prototypes
were built but were under documented or not
documented at all.
• The result was that items were duplicated or added that
were unnecessary, leading to high costs and mixed
success.
• The Department of Defense (DoD) took the lead in
mandating CM for hardware.
• They issued Army, Navy, Air Force (ANA) Bulletin Nos. 390
and 390A (1953), which described the “Engineering
Change Proposal” or ECP.
11
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• History of Configuration Management:
CM is a critical part of the infrastructure in system development. It should be
noted that often many functions are considered to be part of CM when, in fact,
they are not. These include the following:
• Project or Product Management. These functions are separate from CM and
are the direct responsibility of the project management. They include
resource management, scheduling, and cost management as well as other
tasking.
• Design Responsibility. Although the design phase of the life cycle depends
on requirements documents baselined via CM to create the design and
baselines and controls design documents using a CM process, CM has no
other responsibility in design.
• Product Inspection. CM does not inspect for the quality of products placed
under CM control. Quality control is tasking for which quality assurance is
responsible.
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• Application of Configuration Management
• As one would assume, the more complex the product,
the more control and formal documentation are
required, which is done with CM tasking.
• Early system life-cycle phases of the project can be
less structured and more open to change, requiring
less stringent change control.
• In fact, as we progress in the life cycle, the more
expensive each change will become.
13
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
2. CONFIGURATION MANAGEMENT WITHIN
THE SYSTEM LIFE CYCLE
14
Configuration management within the system life cycle
• Within the system development life cycle, there are a
number of procedures that need to be in place from
the beginning of the life cycle.
• To successfully control change to systems, a CM
process should be put in place.
• A standard process should be developed for the
organization and used for all system development and
maintenance within the organization.
15
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system life cycle
1 Project Initiation Phase:
•
•
•
•
The project initiation phase includes CM activities.
Initial configuration planning is initiated no later than the
inception of new contract proposal activity.
Once initiated, the activity will continue throughout the life
cycle of a program in an iterative fashion.
Tasks of this activity result in invocation of the other
activities of the CM process.
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system life cycle
• To better understand the process, CM responsibilities and
roles of those involved in systems development are
defined, as well as those tools that may aid in the CM
process.
•
•
•
•
Inputs to the Project Initiation Phase.
Project Configuration Management Plan.
Outputs from the Project Initiation Phase.
Measurements.
• Comparison of budgeted CM cost with actual costs of CM
activities throughout the system life cycle
17
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system life cycle
•
•
Comparison of number of estimated people employed per
CM activity with number of people actually used.
Project Initiation Phase Baseline.
2 Requirements Definition Phase:
The requirements definition phase is a critical phase in
CM. It is in this phase that the items to be baselined
are identified and the functional baseline is created.
• The Identification Function
Configuration identification includes the selection of
those components or configuration items to be
managed; the unique identification of each
configuration item (CI).
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This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
• Selection of Software Configuration Items. Small
programs are generally defined as single CIs; larger
programs may require partitioning.
• Selection of Documentation Items. Document
creation is often dictated by the contract and
associated deliverables for the system.
• Selection of Hardware Configuration Items. This
hardware may be hardware associated with the
development process and also hardware that will
be part of the operational system.
19
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
• The Control Function
The control function is introduced in the
requirements definition phase of the system life
cycle.
• Configuration control is the systematic proposal.
• Justification, evaluation, coordination, approval
or disapproval of proposed changes
• The implementation of all approved changes, in
the configuration of a configuration item after
establishment of the configuration baseline.
20
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
• The Control Function
The control function is composed of tasks defined in the
following sections used to define change, create change,
Configuration control is the systematic proposal.
• Configuration and Change Control.
• Change Classification.
• CR(Change request) Preparation.
• CR Evaluation
• CR Implementation
• Change Notification
• Configuration Baseline Control
• Change Control Board
21
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
• CM Audits and Reviews:
With all the audits and reviews, Configuration status
reports are generated to meet the delivery schedule and
are typically used to communicate the following change
management data:
• Proposed changes, deviations, and waivers and the
current status and actions required for each.
• Implementation status of approved changes.
• Current status for all baseline documents (functional,
allocated, design, and product)
• Formal Test Environment Control.
• Requirements Definition Phase Baseline.
22
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
• Requirements Definition Phase Baseline.
• The requirements definition phase baseline is
usually termed the functional baseline.
• The functional baseline is composed of the
system requirements as authenticated by the
customer and is created, at the latest, following a
system requirements review (SRR) or the
equivalent.
• The documents that define this baseline are
delivered to the customer and authenticated by
the customer to establish this baseline.
23
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
3-System Design Phase:
This phase builds on the requirements definition phase. During this
phase, an allocated baseline is created.
• System Design Phase Baseline.
The design baseline is composed of software design documents (SDDs)
and database design documents (DBDDs) or equivalent and is created
following completion of critical design reviews (CDRs)
4-Development Phase:
• The development phase entails the creation of code to meet the
design and the original requirements.
• The code must be traced back to the design.
• Also in this phase, the test libraries are created for subsequent
testing of the code.
24
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
5-Formal Test Environment Control:
Prior to the start of formal program test activities, the
approved test environment is defined and documented
and changes to that environment are controlled.
•Development Phase Baseline
6-Integration and Test Phase:
The testing phase validates that the system that has
been developed meets the original requirements of the
user.
• Integration and Test Phase Baseline
25
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration management within the system
life cycle
7-Deployment and Maintenance Phase:
• The deployment and maintenance phase includes
moving the developed system to the user sites.
• Both user functional and physical configuration
audits are performed during this phase.
• The system undergoes a number of changes as
dictated by the user or by failures within the existing
system.
• These changes must be controlled just as they were
during the original development life cycle.
26
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration Status Accounting and
Configuration Auditing
• Business valuation is part art and part science.
• Assessing tangible assets is usually straightforward.
• Valuing intangible assets is difficult
•
Goodwill
• No single best method for determining value
•
Consider using several
• Deal must work for both parties.
27
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
3. ONFIGURATION STATUS ACCOUNTING AND
CONFIGURATION AUDITING
28
Configuration status accounting and
configuration auditing
Configuration status accounting consists of internal and external
reporting and provides a variety of status information on the
product configuration and approved changes.
• The developer should perform a formal functional configuration audit (FCA)
and a physical configuration audit (PCA).
• Functional Configuration Audit. The Functional configuration audit (FCA)
is defined as the formal examination of functional characteristics of a
configuration item (CI), prior to acceptance, to verify that the item has
achieved the requirements specified in its functional and allocated
configuration documentation.
• Physical Configuration Audit. The physical configuration audit (PCA) is the
formal examination of the “as-built” configuration of a CI against its
technical documentation to establish or verify the CI’s product baseline.
29
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration status accounting and
configuration auditing
In certain systems, the FCA and the PCA may be combined into a
single audit, which are used for some very serious statistics
including
• Configuration Status Accounting.
• Collection, Recording, and Maintenance of Data.
• Status of Proposed Engineering Changes.
• Change Traceability
30
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
4. Configuration Management Responsibilities
31
Configuration Management Responsibilities
• CM is a critical component of system success; therefore, project
team members need to be introduced to the configuration
management process that is to be used on the project.
• Any automated tools that will be used in the CM process should
be acquired at this time.
• A group should be assigned responsibility for the determination of
allowable changes to the system configuration.
• In each phase of the life cycle, there are roles and responsibilities
for all the personnel involved in the system development.
32
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration Management Responsibilities
• This group is usually titled the Change Control Board (CCB).
• In each phase of the life cycle, there are roles and responsibilities
for all the personnel involved in the system development.
Humphrey (1989) states that “the most frustrating software
problems are often caused by poor configuration management.
• The problems are frustrating because they take time to fix, they
often happen at the worst time and they are totally unnecessary.
33
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration Management Responsibilities
• For example,
• A difficult bug that was fixed at great expense suddenly reappears.
• A developed and tested feature is mysteriously missing
• Or a fully tested program suddenly doesn’t work.”
To mitigate these problems, configuration management dictates the CMrelated responsibilities of the personnel on the project to coordinate the
products of the diverse group of people working on a system development.
34
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
5. Configuration Management in Process
Improvement
35
Configuration Management in Process
Improvement
• Configuration management is an important infrastructure function
that is required in many of the established process models
including the Capability Maturity Model Integration (CMMI).
• CMMI helps organizations understand and measure the maturity
of their processes.
• It provides the practices to be followed for product and service
development, maintenance, and acquisition.
36
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Configuration Management in Process
Improvement
The CMMI has three models:
1. CMMI for Acquisition (CMMI-ACQ) is a model that provides
guidance to acquisition organizations for initiating and managing
the acquisition of products and services.
2. CMMI for Development (CMMI-DEV), Version 1.2, is an upgrade
of CMMI-SE/SW/IPPD/SS, Version 1.1. The focus of the CMMI
Version 1.2 effort is on improving the quality of CMMI products
and the consistency of how they are applied.
3. CMMI for Services (CMMI-SVC) is a draft CMMI designed to
cover the activities required to manage, establish, and deliver
services.
37
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
6. CONFIGURATION MANAGEMENT TOOLS
38
Configuration management tools
• Configuration management can be a tedious and time-consuming activity.
• Because of this, tools and methods have been created to aid in various CM
activities.
• In most organizations, CM is considered to be part of standard processes in
system development.
• The tools in existence are usually developed to handle one particular problem
in CM. For example, there exist a number of repository tools. These tools
capture versions of files that must go through a formal checkout and check-in
process before change.
• Configuration Management Tool Developers and Products are provided in the
table 5.6 in the text book for your reference.
39
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
This Presentation is mainly dependent on the
textbook:
Chapter 5: Configuration Management
(Handbook of Systems Engineering and
Management, 2nd Edition. Andrew P. Sage,
William B. Rouse.)
40
Thank You
41
1
College of Computing and Informatics
Bachelor of Science in Information Technology
IT440
System Integration
2
Week 6
System Architecture
3
Contents
1. INTRODUCTION
2. DEFINITION OF ARCHITECTURES
3. STRUCTURED ANALYSIS APPROACH
4. THE EXECUTABLE MODEL
5. PHYSICAL ARCHITECTURE
6. PERFORMANCE EVALUATION
7. OBJECT-ORIENTED APPROACH
8. ARCHITECTURE EVALUATION
9.THE DoD ARCHITECTURE FRAMEWORK
10.CONCLUSION
4
Weekly
Learning
Outcomes
1. Understand the basic concept of System
Architectures.
2. Understanding and disusing various logical and
physical models for the development of systems
architectures .
3. Discussing system architectures performance
evaluation
5
1. Introduction
6
Introduction
• Systems architecting has been defined as the process of creating complex,
unprecedented systems (Rechtin, 1991; Rechtin and Maier, 1997).
• This description fits well for many of the systems that are being created or
planned today, whether in industry, government, or academia.
• The requirements of the marketplace are ill-defined; rapidly evolving technology
has allowed new services to be offered at a global level.
• The word architecture derives from the Greek word “architecton”, which means
master mason or master builder.
• The architect, now as then, is a member of the team responsible for designing and
building a system; then the systems were edifices, now they are computer-based
and software intensive.
7
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Introduction
• One thinks of system architectures when the system in question consists of many
diverse components.
• A system architect, while knowledgeable about the individual components, needs
to have a good understanding of the interrelationships among the components.
• The architect may not know a priori what components are going to be
interconnected when the system is actually implemented.
• While there are many tools and techniques to aid the architect, and there are
well-defined architecture development processes, architecting requires creativity
and vision because of the unprecedented nature of the systems being developed
and the ill-defined requirements.
8
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
2. DEFINITION OF ARCHITECTURES
9
Definition of architectures
• In defining an architecture, especially of an information system, what needs to be
described:
• First, there is an operational concept that describes in broad terms what the
system or the system of systems is expected to accomplish in support of the
enterprise goals.
• In both cases, there are processes that need to take place in order that the
intended mission be accomplished; the individual processes transform either data
or materials that “flow” between them.
• These processes or activities or operations follow some rules that establish the
conditions under which they occur; furthermore, they occur in some order that
need not be deterministic but depends on the initial conditions.
10
This Presentation is mainly dependent on the textbook: effective SMALL BUSINESS management, AN ENTREPRENEURIAL APPROACH, 10th Edition
Definition of architectures
• Software architecture refers to the fundamental structures of a sof…