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Engineering and Operations of System of Systems [Hardback]

(School of Aerospace, Mechanical and Manufacturing Engineering, RMIT University, Australia), (The Reinvention Network/Swinburne University of Technology, Australia)
  • Formāts: Hardback, 270 pages, height x width: 234x156 mm, weight: 558 g, 48 Illustrations, color; 15 Illustrations, black and white
  • Izdošanas datums: 15-Nov-2018
  • Izdevniecība: CRC Press
  • ISBN-10: 1138634735
  • ISBN-13: 9781138634732
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Engineering and Operations of System of SystemsPalielināt
  • Formāts: Hardback, 270 pages, height x width: 234x156 mm, weight: 558 g, 48 Illustrations, color; 15 Illustrations, black and white
  • Izdošanas datums: 15-Nov-2018
  • Izdevniecība: CRC Press
  • ISBN-10: 1138634735
  • ISBN-13: 9781138634732
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781138634732.html
Keywords:
Modern engineering systems are complex and multi-faceted, and must be flexible, adaptable, and fully integrated with the supply chain and other stakeholders to deliver an effective level of performance. Therefore, this book aims to create an operational view and new understanding of modern system design, commissioning, operation, services and support. It includes system of systems modelling and analysis techniques essential to develop whole of system in view of essential requirements. This book will address professional engineers/operations managers required to design, develop, implement and operate a complex socio-technical system containing many engineering systems.

Key Features

Develops a holistic view of system of systems from all possible fields of interest

Introduces the idea of system configurability to understand system of systems in parallel with the typical, classical concepts of engineering systems design

Offers effective coverage of both the engineering aspects and operational aspects of systems of systems

Focuses on pragmatic viewpoints on how to analyze system of systems

Provides practical tools and methods for the readers to develop competence to configure and operate system of systems
Preface ix
Authors xv
Part 1 Systems Thinking
1 Foundation of Systems Thinking
3(12)
1.1 The Role of Engineering in Systems
3(5)
1.2 System Challenges
8(2)
1.3 Case Study
10(1)
1.4 Systems Engineering Lifecycle Model
11(2)
1.5 Reflections
13(1)
1.6 Additional Reading
13(2)
2 Defining System Architecture
15(24)
2.1 Why Do We Need Architecture Modeling?
15(3)
2.2 Enterprise Reference Architecture
18(13)
2.3 International Standards
31(4)
2.4 Case Study
35(3)
2.5 Reflections
38(1)
2.6 Reference
38(1)
2.7 Additional Reading
38(1)
3 System of Systems Framework and Environment
39(18)
3.1 Characterizing a System of Systems Framework and Environment
39(4)
3.2 Stakeholders, Architecture Description, and Rationale
43(4)
3.3 Mission and Functionality
47(1)
3.4 Drivers and Multiple Viewpoints
48(3)
3.5 Operating Environment Considerations
51(1)
3.6 Case Study
52(2)
3.7 Reflections
54(1)
3.8 References
55(1)
3.9 Additional Reading
56(1)
4 Modeling of Socio-Technical Systems
57(18)
4.1 Requirements of a Socio-Technical Model
57(2)
4.2 Case Study 1
59(4)
4.3 System Capability Assessment
63(1)
4.4 Case Study 2
64(8)
4.5 Reflections
72(1)
4.6 References
72(3)
Part 2 Network-Centric Operations and Matters of Context
5 Infrastructure Network Applications
75(1)
5.1 The Influence of Infrastructure
75(2)
5.2 Infrastructure Development and Operation
77(3)
5.3 Infrastructure Support Systems
80(1)
5.4 The Pursuit of Absolute Reliability
81(4)
5.5 The Use of Modeling and Simulation Tools
85(1)
5.6 Case Study
86(1)
5.7 Reflections
87(1)
5.8 References
87(1)
5.9 Additional Reading
88(1)
6 Network-Centric Operations
89(18)
6.1 A Diversity of Network-Centric Operations
89(4)
6.2 A Focus on Decision Systems
93(4)
6.3 The Pursuit of Adaptable Connectivity
97(3)
6.4 Sustaining Multiple Modes of Operation
100(2)
6.5 Case Study
102(2)
6.6 Reflections
104(1)
6.7 References
104(2)
6.8 Additional Reading
106(1)
7 Social Networks and Creative Collaboration
107(18)
7.1 Social Networks and Social Capital
107(1)
7.2 Why Collaborate?
108(1)
7.3 The Contingent Nature of Collaboration
109(1)
7.4 Can Collaboration Be Designed?
110(2)
7.5 Generic Stakeholders and the Identification of Concerns
112(4)
7.6 Viewpoints and Models
116(2)
7.7 Case Study
118(5)
7.8 Reflections
123(1)
7.9 References
123(1)
7.10 Additional Reading
124(1)
8 IT Infrastructure and the Internet of Things
125(16)
8.1 Internet of Things
125(1)
8.2 Business Systems over the Internet
126(7)
8.3 Challenging Issues in Developing Internet-Based IT infrastructure
133(3)
8.4 Economic Issues
136(1)
8.5 Reflections
137(1)
8.6 References
138(3)
9 Governance
141(12)
9.1 What is Governance?
141(2)
9.2 Governance for Enterprises
143(1)
9.3 Occupational Health and Safety Requirements
144(3)
9.4 Systems and Subsystems Design Authorities
147(1)
9.5 System Safety
147(2)
9.6 Reflections
149(1)
9.7 Additional Reading
149(4)
Part 3 Organizing in Business Networks
10 Virtual Enterprise Collaboration Concepts
153(1)
10.1 What Is a Virtual Enterprise?
153(1)
10.2 Policies for a Virtual Enterprise
154(4)
10.3 A Ship Service Virtual Enterprise
158(5)
10.4 What Are Interacting Networks?
163(7)
10.5 Case Study
170(2)
10.6 Global Operation Support Services
172(2)
10.7 Reflections
174(1)
10.8 References
174(1)
10.9 Additional Reading
174(1)
11 Markets and Service Ecosystems
175(18)
11.1 Some Matters of Context
175(1)
11.2 A Stakeholder Perspective
176(2)
11.3 Viewpoints and Models
178(7)
11.4 Case Study
185(5)
11.5 Reflections
190(1)
11.6 References
190(1)
11.7 Additional Reading
191(2)
12 Business Models Making Operational Sense
193(20)
12.1 Perceptions of Value
193(1)
12.2 Design Thinking and Business Models
194(2)
12.3 Business Model Ontologies
196(3)
12.4 Business Models as Activity Systems
199(8)
12.5 Business Model Innovation
207(2)
12.6 Case Study
209(1)
12.7 Reflections
210(1)
12.8 References
211(1)
12.9 Additional Reading
212(1)
13 Innovation in Ecosystems
213(16)
13.1 The Centrality of Ideas and Champions
213(4)
13.2 Regional Innovation Systems
217(2)
13.3 Innovation as an Evolutionary Process
219(2)
13.4 Matters of Time and Place
221(1)
13.5 Case Study
222(2)
13.6 Reflections
224(1)
13.7 References
225(1)
13.8 Additional Reading
226(3)
Part 4 System Operation and Configuration Management
14 Capability and Performance Assessment
229(18)
14.1 Why Assess Capability and Performance?
229(1)
14.2 The Nature of Performance-Based Contracting
230(1)
14.3 Performance-Based Contracting Case Studies
231(4)
14.4 Recommendations
235(3)
14.5 Performance Modeling
238(3)
14.6 A Worked Example
241(4)
14.7 Reflections
245(1)
14.8 References
245(1)
14.9 Additional Reading
245(2)
15 Managing System Models
247(12)
15.1 Fundamental Concept of System Modeling
247(1)
15.2 Functional Analysis
248(1)
15.3 Functional Flow Block Diagrams
249(2)
15.4 Data Flow Diagrams
251(1)
15.5 Petri Net
252(2)
15.6 Unified Modeling Language
254(3)
15.7 Reflections
257(1)
15.8 Additional Reading
257(2)
Index 259
Professor John Mo obtained his PhD from Loughborough University, in Manufacturing Engineering. He is Professor of Manufacturing Engineering and formerly Head of Manufacturing Engineering Discipline in School of Engineering at RMIT University. Prior to joining RMIT, he was Senior Principal Research Scientist in CSIRO and led several teams including Manufacturing Systems and Infrastructure Network Systems in the Division of Manufacturing and Infrastructure Technology. His expertise includes system integration, data communication, sensing and signal diagnostics. In his 11 years in CSIRO, he led a team of 15 professional research staff worked on risks analysis algorithms, electricity market simulation, wireless communication, fault detection and production scheduling. He was the project leader for many large-scale government projects including productivity improvement in furnishing industry and consumer goods supply chain integration.

Professor Ron Beckett is an Engineers Australia Fellow, and holds a Doctor of Business Administration (UWS) based on research into ways of implementing organisational learning concepts in a high technology company. He has more than 25 years experience in R&D, operations and strategic management in international aerospace manufacturing, and more than 10 years management consulting experience. He works at the academia industry interface and has written more than 100 papers related to innovation, collaboration and knowledge management. He is an Adjunct Professor in the Swinburne University of Technology Business School, and lectures in some Masters of Engineering subjects at RMIT.