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E-grāmata: Systems Architecting: A Business Perspective

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(Embedded System Institute, the Netherlands)
  • Formāts: 268 pages
  • Izdošanas datums: 08-Sep-2011
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781439897300
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Systems Architecting: A Business PerspectivePalielināt
  • Formāts: 268 pages
  • Izdošanas datums: 08-Sep-2011
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781439897300
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Derived from industry-training classes that the author teaches at the Embedded Systems Institute at Eindhoven, the Netherlands and at Buskerud University College at Kongsberg in Norway, Systems Architecting: A Business Perspective places the processes of systems architecting in a broader context by juxtaposing the relationship of the systems architect with enterprise and management. This practical, scenario-driven guide fills an important gap, providing systems architects insight into the business processes, and especially into the processes to which they actively contribute.

The book uses a simple reference model to enable understanding of the inside of a system in relation to its context. It covers the impact of tool selection and brings balance to the application of the intellectual tools versus computer-aided tools. Stressing the importance of a clear strategy, the authors discuss methods and techniques that facilitate the architects contribution to the strategy process. They also give insight into the needs and complications of harvesting synergy, insight that will help establish an effective synergy-harvesting strategy. The book also explores the often difficult relationship between managers and systems architects.

Written in an approachable style, the book discusses the breadth of the human sciences and their relevance to systems architecting. It highlights the relevance of human aspects to systems architects, linking theory to practical experience when developing systems architecting competence.
Chapter 1 Process and Organization
1(30)
1.1 Process Decomposition of a Business
1(4)
1.1.1 Introduction
1(1)
1.1.2 Process Decomposition
1(2)
1.1.3 Process versus Organization
3(1)
1.1.4 Value Chain and Feedback
4(1)
1.1.5 Decomposition of the Customer-Oriented Process
5(1)
1.2 Intermezzo: What Is a Process?
5(3)
1.2.1 Introduction
5(1)
1.2.2 What Is a Process?
5(1)
1.2.3 The Relation between Processes and Organizations
6(2)
1.2.4 Process Improvement
8(1)
1.3 Product Creation Process
8(11)
1.3.1 Introduction
8(1)
1.3.2 The Context of the Product Creation Process
9(1)
1.3.3 Phases of the Product Creation Process
9(2)
1.3.4 Evolutionary Models for Product Creation
11(2)
1.3.5 Milestones and Decisions
13(1)
1.3.6 Organization of the Product Creation Process
14(5)
1.4 Intermezzo: The Importance of Feedback
19(3)
1.4.1 Introduction
19(1)
1.4.2 Why Feedback?
19(1)
1.4.3 Theory versus Practice
20(2)
1.5 The Systems Architecting Process
22(3)
1.5.1 Introduction
22(1)
1.5.2 Systems Architecting in the Business Context
22(2)
1.5.3 Purpose of the Systems Architecting Process
24(1)
1.5.4 The Systems Architect as Process Owner
24(1)
1.5.5 Systems Architecting in Product Creation Context
25(1)
1.6 Intermezzo: Products, Projects, Services
25(6)
1.6.1 Introduction
25(1)
1.6.2 Products and Projects
25(2)
1.6.3 Services
27(2)
1.6.4 System of Systems
29(2)
Chapter 2 Role and Task of the Systems Architect
31(20)
2.1 The Awakening of a Systems Architect
31(3)
2.1.1 Introduction
31(1)
2.1.2 The Development of Systems Architects
31(1)
2.1.3 Generalist versus Specialist
32(2)
2.2 Intermezzo: Systems Titles and Roles
34(3)
2.2.1 Introduction
34(1)
2.2.2 Cultural Differences in Terms
34(1)
2.2.3 Title versus Skills and Actual Job
35(1)
2.2.4 Systems Roles and Titles
36(1)
2.3 The Role and Task of the Systems Architect
37(5)
2.3.1 Introduction
37(1)
2.3.2 Deliverables of the Systems Architect
37(1)
2.3.3 Systems Architects' Responsibilities
38(2)
2.3.4 What Does the Systems Architect Do?
40(2)
2.3.5 Task versus Role
42(1)
2.4 Intermezzo: Dynamic Range of Abstraction Levels in Architecting
42(5)
2.4.1 Introduction
42(1)
2.4.2 From System-of-Interest to Context
42(2)
2.4.3 Architecture and Architecting
44(1)
2.4.4 Revisiting Design and Engineering
45(1)
2.4.5 Architecting and Design in Practice
46(1)
2.5 Architecting Interaction Styles
47(4)
2.5.1 Introduction
47(1)
2.5.2 Provocation
47(1)
2.5.3 Facilitation
47(1)
2.5.4 Leading
48(1)
2.5.5 Empathic
48(1)
2.5.6 Interviewing
48(1)
2.5.7 Whiteboard Simulation
48(1)
2.5.8 Judo Tactics
49(2)
Chapter 3 From Customer Understanding to Requirements
51(18)
3.1 CAFCR+: A Model to Relate Customer Needs to System Realization
51(3)
3.1.1 Introduction
51(1)
3.1.2 The CAFCR Model
51(2)
3.1.3 Who Is the Customer?
53(1)
3.1.4 Life-Cycle View
54(1)
3.2 Fundamentals of Requirements
54(5)
3.2.1 Introduction
54(1)
3.2.2 Definition of Requirements
55(1)
3.2.3 System as a Black Box
56(1)
3.2.4 Stakeholders
57(1)
3.2.5 Requirements for Requirements
57(2)
3.3 Key Driver How to
59(4)
3.3.1 Introduction
59(1)
3.3.2 Example Motorway Management
59(1)
3.3.3 CAF-Views and Key-Drivers
60(3)
3.4 Requirements Elicitation and Selection
63(6)
3.4.1 Introduction
63(1)
3.4.2 Viewpoints on Needs
63(2)
3.4.3 Requirements Value and Selection
65(4)
Chapter 4 Systems Architect Methods and Means
69(30)
4.1 Intermezzo: The Toolbox of the Systems Architect
69(8)
4.1.1 Introduction
69(1)
4.1.2 Overview of Systems Architecting Tools
69(4)
4.1.3 Human versus Computer-Assisted Tools
73(1)
4.1.4 Flow: From Data to Overview and Understanding
74(3)
4.2 Basic Working Methods of an Architect
77(14)
4.2.1 Introduction
77(1)
4.2.2 Viewpoint Hopping
78(4)
4.2.3 Decomposition and Integration
82(1)
4.2.4 Quantification
83(2)
4.2.5 Coping with Uncertainty
85(1)
4.2.6 Modeling
86(2)
4.2.7 WWHWWW Questions
88(1)
4.2.8 Decision-Making Approach
89(2)
4.3 Story How to
91(8)
4.3.1 Introduction
91(1)
4.3.2 How to Create a Story
92(1)
4.3.3 How to Use a Story
93(1)
4.3.4 Criteria
93(2)
4.3.5 Example Story
95(4)
Chapter 5 Strategy
99(22)
5.1 Intermezzo: Business Strategy-Methods, and Models
99(5)
5.1.1 Introduction
99(1)
5.1.2 Basic Concepts
99(1)
5.1.3 Methods for Strategy Support
100(2)
5.1.4 Examples of Strategic Choices
102(1)
5.1.5 Innovation
103(1)
5.2 Roadmapping
104(8)
5.2.1 Introduction
104(1)
5.2.2 What Is in a Roadmap?
104(2)
5.2.3 Why Roadmapping?
106(1)
5.2.4 How to Create and Update a Roadmap
107(2)
5.2.5 Roadmap Deployment
109(1)
5.2.6 Roadmap Essentials
110(2)
5.3 Intermezzo: Change Management-Introducing Systems Architecting Aspects
112(4)
5.3.1 Introduction
112(1)
5.3.2 Earning Credit, Work on Urgent Issues
113(1)
5.3.3 Example: Bootstrapping the Roadmapping Process
114(2)
5.4 Market Product Life-Cycle Consequences for Architecting
116(5)
5.4.1 Introduction
116(1)
5.4.2 Observed Life-Cycle Curve in Practice
116(2)
5.4.3 Life-Cycle Model
118(3)
Chapter 6 Harvesting Synergy, Product Families
121(20)
6.1 Product Families and Generic Aspects
121(12)
6.1.1 Introduction
121(1)
6.1.2 Why Generic Developments?
121(2)
6.1.3 Granularity Of Generic Developments
123(2)
6.1.4 Modified Process Decomposition
125(2)
6.1.5 Modified Organization of Product Creation
127(1)
6.1.6 Approaches to Generic Developments
128(3)
6.1.7 Common Pitfalls
131(2)
6.2 A Method to Explore Synergy between Products
133(8)
6.2.1 Introduction
133(1)
6.2.2 Stepwise Method to Explore Synergy Opportunities
134(5)
6.2.3 Example of Synergy
139(2)
Chapter 7 Supporting Processes
141(14)
7.1 Systems Architects and Supporting Processes
141(2)
7.1.1 Introduction
141(1)
7.1.2 The Critical Role of the Systems Architect
142(1)
7.2 Granularity of Documentation
143(7)
7.2.1 Introduction
143(1)
7.2.2 Stakeholders
143(1)
7.2.3 Requirements
144(2)
7.2.4 Documentation Structure
146(2)
7.2.5 Payload, the Ratio between Overhead and Content
148(2)
7.3 Intermezzo: LEAN and A3 Approach to Supporting Processes
150(5)
7.3.1 Introduction
150(1)
7.3.2 LEAN and Supporting Processes in General
150(1)
7.3.3 A3 Essentials
150(1)
7.3.4 Example of an A3
151(4)
Chapter 8 Systems and Software
155(20)
8.1 The Role of Software in Systems
155(6)
8.1.1 Introduction
155(1)
8.1.2 Why Is Software a Bottleneck in Development?
155(3)
8.1.3 Systems or Software Issues?
158(3)
8.2 System Integration: How to
161(14)
8.2.1 Introduction
161(2)
8.2.2 What, How, When, and Who of Integration
163(6)
8.2.3 Configuration Management
169(2)
8.2.4 Typical Order of Integration Problems Occurring in Real Life
171(4)
Chapter 9 Boardroom Presentation
175(12)
9.1 Intermezzo: Architect versus Manager; the Tense Relation
175(4)
9.1.1 Introduction
175(1)
9.1.2 What Is a Manager?
175(1)
9.1.3 Comparison of Architect and Manager
176(2)
9.1.4 How to Improve the Relationship
178(1)
9.2 How to Present Architecture Issues to Higher Management
179(8)
9.2.1 Introduction
179(1)
9.2.2 Preparation
180(1)
9.2.3 The Presentation Material
181(2)
9.2.4 The Presentation
183(4)
Chapter 10 Human Side
187(24)
10.1 The Human Side of Architecting
187(4)
10.1.1 Introduction
187(1)
10.1.2 Human Aspects
187(3)
10.1.3 Human Context
190(1)
10.2 Function Profiles: The Sheep with Seven Legs
191(8)
10.2.1 Introduction
191(1)
10.2.2 Systems Architect Profile
191(2)
10.2.3 Test Engineer Profile
193(1)
10.2.4 Developer Profile
194(1)
10.2.5 Operational Leader Profile
194(1)
10.2.6 Line Manager Profile
194(2)
10.2.7 Commercial Manager Profile
196(1)
10.2.8 Definition of Characteristics
196(3)
10.3 Interpersonal Skills
199(2)
10.3.1 Introduction
199(1)
10.3.2 The Wonder of Communication
199(2)
10.4 Teamwork
201(10)
10.4.1 Why Work in Teams?
201(1)
10.4.2 Team Size
202(2)
10.4.3 Team Composition
204(1)
10.4.4 The Process of Creating and Employing a Team
205(1)
10.4.5 Housing and Location
206(1)
10.4.6 Concurrency
207(2)
10.4.7 Critical Success Factors
209(2)
Chapter 11 Reflection and Wrap-Up
211(6)
11.1 Reflection Applied on Systems Architecting
211(2)
11.1.1 Learning and Reflection
211(1)
11.1.2 How to Reflect
212(1)
11.1.3 Reflection Report
213(1)
11.2 Wrap-Up
213(4)
11.2.1 Red Threads
213(4)
References 217(2)
Pictorial Index 219
Gerrit Muller
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
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