TUM Library

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Cover; Half Title; Title; Copyright; Dedication; Contents; Preface; Acknowledgements; Author; Other Books by This Author; Chapter 1 Introduction; 1.1 Why This Book Is Different; 1.2 How to Read and Use This Book; 1.3 The Parts of This Book; 1.4 Thinking; 1.5 Top-Down and Bottom-Up Thinking; 1.5.1 Analysis; 1.5.2 Synthesis; 1.5.3 Combining Analysis and Synthesis; 1.6 Judgement and Creativity; 1.6.1 Critical Thinking; 1.6.2 Systems Thinking; 1.6.3 The Two Distinct Types of Systems Thinking; 1.6.4 Beyond Systems Thinking; References; Chapter 2 Perceptions of Systems Engineering; 2.1 Continuum

2.1.1 The Three Types of Systems Engineering2.1.2 The Five Types of System Engineers; 2.1.3 The Three Different Domains of Systems Engineering; 2.1.4 The Difference between SETA and SETR; 2.1.5 The 'A' and the 'B' Paradigms in Systems Engineering; 2.1.6 The Eight Different Camps of Systems Engineering; 2.1.7 The Three Streams of Activities; 2.1.8 The Five Layers of Systems Engineering; 2.1.9 The Tools Paradox; 2.1.10 The Emergent Properties Dichotomy; 2.1.11 The Difference in the Contents of Textbooks; 2.1.12 The Difference in the Knowledge Content of Master's Degrees in Systems Engineering

2.2 Big Picture2.2.1 The Goals of Systems Engineering; 2.2.2 Problem Solving and Systems Engineering; 2.2.3 The Interdependency and Overlap Between the Systems Engineering, Project Management and Other Engineering Activities; 2.3 Functional; 2.4 Operational; 2.5 Structural; 2.5.1 The Standards for Systems Engineering; 2.6 Generic; 2.7 Quantitative; 2.7.1 The Return on Investment in Systems Engineering; 2.8 Temporal; 2.8.1 The Successes and Failures of Systems Engineering; 2.8.2 The Evolution of Systems Engineering; 2.8.3 The Evolution of the Role of the Systems Engineer; 2.9 Scientific

2.9.1 Frameworks for Systems Engineering2.9.2 The Principle of Hierarchies; 2.9.3 The Hitchins-Kasser-Massie Framework (HKMF); 2.9.4 The Overlapping Streams of Work; 2.9.5 What the Standards Seem to Have Achieved; 2.9.6 Systems Engineering Is a Discipline; 2.10 The Emergent Properties Dichotomy; 2.11 The Answers to the Questions Posed in Chapter 1; 2.11.1 What Is Systems Engineering?; 2.11.2 Why Are There Different Opinions on the Nature of Systems Engineering?; 2.11.3 Why Does Systems Engineering Succeed at Times?; 2.11.4 Why Does Systems Engineering Fail at Other Times?

2.11.5 Why Does Systems Engineering Seem to Overlap Project Management and Problem-Solving?2.11.6 Why Do the Textbooks about Systems Engineering Cover Such Different Topics?; 2.11.7 What Do System Engineers Actually Do in the Workplace?; 2.11.8 Is Systems Engineering an Undergraduate Course or a Post Graduate Course?; 2.11.9 Which Come First, Functions or Requirements?; 2.11.10 Why Is There No Standard Definition of a System?; 2.12 Summary; References; Chapter 3 Perceptions of Problem-Solving; 3.1 Big Picture; 3.1.1 Assumptions Underlying Formal Problem-Solving

3.1.2 Selected Myths of Problem-Solving

This book will change the way you think about problems. It focuses on creating solutions to all sorts of complex problems by taking a practical, problem-solving approach. It discusses not only what needs to be done, but it also provides guidance and examples of how to do it. The book applies systems thinking to systems engineering and introduces several innovative concepts such as direct and indirect stakeholders and the Nine-System Model, which provides the context for the activities performed in the project, along with a framework for successful stakeholder management. A list of the figures and tables in this book is available at https://www.crcpress.com/9781138387935. FEATURES Treats systems engineering as a problem-solving methodology Describes what toolssystems engineers use and how they use them in each state of the system lifecycle Discusses the perennial problem of poor requirements, defines the grammar and structure of a requirement, and provides a template for a good imperative construction statement and the requirements for writing requirements Provides examples of bad and questionable requirements and explains the reasons why they are bad and questionable Introduces new concepts such as direct and indirect stakeholders and the Shmemp! Includes the Nine-System Model and other unique tools for systems engineering

OCLC-licensed vendor bibliographic record.