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System Architecture: Strategy and Product Development for Complex Systems, First Edition

Name: System Architecture: Strategy and Product Development for Complex Systems, First Edition
ISBN: 9780136462989

by Daniel Selva, Bruce Cameron, Edward Crawley

April 2015

Intermediate to advanced

480 pages

21h 24m

English

Pearson

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System Architecture Strategy and Product Development for Complex Systems
Contents
Foreword
Preface
About the Authors
Part 1 System Thinking
Chapter 1 Introduction to System Architecture
Architecture of Complex Systems
The Advantages of Good Architecture
Learning Objectives
Organization of the Text
References

Chapter 2 System Thinking
2.1 Introduction
2.2 Systems and Emergence
SystemsEmergence
2.3 Task1: Identify the System, Its Form, and Its Function
Form and FunctionInstrument – Process – Operand: Canonical Patterns in Human Thought?
2.4 Task 2: Identify Entities of a System, Their Form, and Their Function
Entities with Form and FunctionDefine the Initial Decomposition into EntitiesIdentify the Potential Entities of the System—Holistic ThinkingInclude the Important Entities of the System—FocusCreate or Recognize Abstractions for the EntitiesDefine the Boundary of the System, and Separate It from Context
2.5 Task 3: Identify the Relationships among the Entities
Form and Function of RelationshipsExternal Interfaces
2.6 Task4 Emergence
The Importance of EmergenceSystem FailurePredicting EmergenceEmergence Depends on Entities and Relationships
2.7 Summary
References
Chapter 3 Thinking about Complex Systems
3.1 Introduction
3.2 Complexity in Systems
ComplexityIntroducing Team XT
3.3 Decomposition of Systems
DecompositionHierarchyHierarchic DecompositionSimple Systems, Medium-Complexity Systems, and Complex SystemsAtomic Parts
3.4 Special Logical Relationships
The Class/Instance RelationshipThe Specialization RelationshipRecursion
3.5 Reasoning through Complex Systems
Top-down/Bottom-up ReasoningZigzagging
3.6 Architecture Representation Tools: SysML and OPM
Views and ProjectionsSysMLOPM
3.7 Summary
References
Part 2 Analysis of System Architecture
References
Chapter 4 Form
4.1 Introduction
4.2 Form in Architecture
FormAnalytical Representation of Form; ObjectsDecomposition of Form
4.3 Analysis of Form in Architecture
Defining the SystemIdentifying the Entities of FormThe Pump as a Medium-Complexity System
4.4 Analysis of Formal Relationships in Architecture
Formal RelationshipsSpatial/Topological Formal RelationshipsRepresenting Formal Relationships with Graphs and Diagrams; OPMRepresenting Formal Relationships with Table and Matrix-like Views; DSMConnectivity Formal RelationshipsOther Formal RelationshipsAddressSequenceMembershipOwnershipHuman relationships
4.5 Formal Context
The Accompanying Systems, Whole Product System, and System BoundaryThe Use Context
4.6 Form in Software Systems
The Software System: Informational Form and DualityFormal Entities and Relationships in SoftwareSoftware Whole Product Systems, Boundaries, and Use Context
4.7 Summary
References
Chapter 5 Function
5.1 Introduction
5.2 Function in Architecture
FunctionFunction as Process Plus OperandOperandsProcessesAnalytical Representation of Function
5.3 Analysis of External Function and Value
Primary Externally Delivered FunctionValue-Related Operands
5.4 Analysis of Internal Function
Internal FunctionIdentifying Internal Function
5.5 Analysis of Functional Interactions and Functional Architecture
Functional Interactions and Functional ArchitectureIdentifying Functional InteractionsThe Value PathwayEmergence and ZoomingFunctional Architecture in Software Systems
5.6 Secondary Value-Related External and Internal Functions
5.7 Summary
References
Chapter 6 System Architecture
6.1 Introduction
6.2 System Architecture: Form and Function
Mapping of Form and FunctionNo instrument, or combined operand and instrument objectOne-to-one mapping with increasing operand complexityOne-to-many and many-to-many mapping of process and operandIdentifying Form-to-Process MappingStructure of Form Enables and Informs Functional InteractionsIdentifying How Formal Structure Enables Function and Performance
6.3 Non-idealities, Supporting Layers, and Interfaces in System Architecture
Non-idealities in System ArchitectureSupporting Functions and Layers in ArchitectureSystem Interfaces in Form and Function
6.4 Operational Behavior
OperatorBehaviorOperations Cost
6.5 Reasoning about Architecture Using Representations
Simplified System RepresentationProjected System RepresentationsProjection onto ObjectsProjection onto Form
6.6 Summary
References
Chapter 7 Solution-Neutral Function and Concepts
7.1 IntroductionForward Engineering and More Complex SystemsAn Introduction to Solution-Neutral Function and to Concept
7.2 Identifying the Solution-Neutral Function
7.3 Concept
The Notion of ConceptFramework for Developing ConceptSteps for Developing ConceptsNaming ConceptsSorting Alternative ConceptsBroader Concepts and Hierarchy
7.4 Integrated Concepts
7.5 Concepts of Operations and Services
7.6 Summary
References
Chapter 8 From Concept to Architecture
8.1 Introduction
8.2 Developing the Level 1 Architecture
Expanding Concept to Functional ArchitectureDefining the FormQuestionQuestionQuestionMapping the Function to Form
8.3 Developing the Level 2 Architecture
Intent and Recursion at Level 2Developing the Level 2 Architecture
8.4 Home Data Network Architecture at Level 2
8.5 Modularizing the System at Level 1
8.6 Summary
References
Part 3 Creating System Architecture
Chapter 9 The Role of the Architect
9.1 Introduction
9.2 Ambiguity and the Role of the Architect
The Role of the ArchitectReducing AmbiguityDeliverables of the Architect
9.3 The Product Development Process
Similarities and Differences among Enterprise PDPsGeneric Product Development Process
9.4 Summary
References
Chapter 10 Upstream and Downstream Influences on System Architecture
10.1 Introduction
10.2 Upstream Influence: Corporate Strategy
10.3 Upstream Influence: Marketing
Inbound MarketingStakeholders and their needsSegmentation of markets, market sizing, penetrationCompetitors and competing productsOutbound marketing
10.4 Upstream Influence: Regulation and Pseudo-Regulatory Influences
Sources of RegulationPseudo-Regulation: Anticipated Regulation, Standards, Liability
10.5 Upstream Influence: Technology Infusion
10.6 Downstream Influence: Implementation—Coding, Manufacturing, and Supply Chain Management
10.7 Downstream Influence: Operations
Commissioning and DecommissioningContingencies, Emergencies, and Stand-Alone Operations
10.8 Downstream Influence: Design for X
10.9 Downstream Influence: Product and System Evolution, and Product Families
Reuse and Legacy ElementsProduct LinesPlatforming and Architecture
10.10 The Product Case: Architecture Business Case Decision (ABCD)
10.11 Summary
References
Chapter 11 Translating Needs into Goals
11.1 Introduction
11.2 Identifying Beneficiaries and Stakeholders
Beneficiaries and StakeholdersIdentifying the Needs of Beneficiaries and StakeholdersIdentifying Stakeholders and Needs from an ExchangeGrouping Stakeholders
11.3 Characterizing Needs
Stakeholders as a System; Indirect Value Delivery and Stakeholder MapsPrioritizing Needs across StakeholdersSummary of Needs Prioritization
11.4 Interpreting Needs as Goals
Criteria for GoalsHumanly Solvable Goals; System Problem StatementsIteration 1: System Problem StatementIteration 2: System Problem Statement
11.5 Prioritizing Goals
CriticallyImportantlyDesirably
Critically
Importantly
Desirably
Consistent and Attainable Goals
11.6 Summary
References
Chapter 12 Applying Creativity to Generating a Concept
12.1 Introduction
12.2 Applying Creativity to Concept
CreativityUnstructured CreativityStructured CreativityIdentifying Concept
12.3 Develop the Concepts
12.4 Expand the Concepts and Develop the Concept Fragments
Expanding the Propulsion FunctionConcept Fragments for Seven Additional Internal Functions of the Hybrid VehicleConcept Fragment 1: Motor Start-StopConcept Fragment 2: Regenerative BrakingConcept Fragment 3: Power BoostConcept Fragment 4: Load Level IncreaseConcept Fragment 5: Electric DrivingConcept Fragment 6: External Battery ChargingConcept Fragment 7: Gliding
12.5 Evolve and Refine the Integrated Concepts
12.6 Select a Few Integrated Concepts for Further Development
12.7 Summary
References
Chapter 13 Decomposition as a Tool for Managing Complexity
13.1 Introduction
13.2 Understanding Complexity
ComplexityComplex versus ComplicatedEssential Complexity
13.3 Managing Complexity
Choosing a DecompositionModularity and Decomposition
13.4 Summary
References
Part 4 Architecture as Decisions
Chapter 14 System Architecture as a Decision-Making Process
14.1 Introduction
14.2 Formulating the Apollo Architecture Decision Problem
Heuristics for DecisionsApollo DecisionsConstraints and MetricsComputed Apollo Architecture
14.3 Decisions and Decision Support
14.4 Four Main Tasks of Decision Support Systems
14.5 Basic Decision Support Tools
Morphological MatrixDesign Structure MatrixDecision Trees
14.6 Decision Support for System Architecture
14.7 Summary
References
Chapter 15 Reasoning about Architectural Tradespaces
15.1 Introduction
15.2 Tradespace Basics
15.3 The Pareto Frontier
The Pareto Frontier and DominanceThe Pareto Frontier of a GNC System ExampleThe Fuzzy Pareto Frontier and Its BenefitMining Data on the Fuzzy Pareto FrontierPareto Frontier Mechanics
15.4 Structure of the Tradespace
15.5 Sensitivity Analysis
15.6 Organizing Architectural Decisions
Impact on Other DecisionsImpact on MetricsDecision Space ViewSequencing DecisionsConcluding Remarks about Decisions and Sequence
15.7 Summary
References
Chapter 16 Formulating and Solving System Architecture Optimization Problems
16.1 Introduction
16.2 Formulating a System Architecture Optimization Problem
16.3 NEOSS Example: An Earth Observing Satellite System for NASA
16.4 Patterns in System Architecting Decisions
From Programmed Decisions to PatternsThe DECISION-OPTION PatternThe DOWN-SELECTING PatternThe ASSIGNING PatternThe PARTITIONING PatternThe PERMUTING PatternThe CONNECTING Pattern
16.5 Formulating a Large-scale System Architecture Problem
Overlap between PatternsDecomposition into Sub-problems
16.6 Solving System Architecture Optimization Problems
IntroductionFull-Factorial EnumerationHeuristics for Architecture OptimizationA Generic Population-Based Heuristic OptimizationGenerating the Initial PopulationCompleting an Initial Population with Deterministic ArchitecturesGeneral Heuristics and Meta-Heuristics for Efficient SearchHeuristics in Genetic AlgorithmsAugmenting the Genetic Algorithm with More Heuristics
16.7 Summary
References
Appendices
Appendix A: Effect of the Choice of Architecture Set on the Decision Sensitivity Metric
Appendix B: Clustering Algorithms and Applications to System Architecture
General-Purpose Clustering AlgorithmsFinding the Optimal System DecompositionFinding the Optimal Sequence of Decisions
Appendix C: Rule-based Systems and Applications to System Architecture
Rule-based SystemsDeclarative Enumeration of ArchitecturesExpressing Synergies and Interferences as Rules
Appendix D: Classical Combinatorial Optimization Problems
References
Chapter Problems
System Architecture–Chapter 3
System Architecture–Chapter 4
System Architecture–Chapter 5
System Architecture–Chapter 6
System Architecture–Chapter 7
System Architecture–Chapter 8
System Architecture–Chapter 9
System Architecture–Chapter 10
System Architecture–Chapter 11
System Architecture–Chapter 12
System Architecture–Chapter 13
System Architecture–Chapter 14
System Architecture–Chapter 15
System Architecture–Chapter 16
Index
A
B
C
D
E
F
G
H
I
K
L
M
N
O
P
Q
R
S
T
U
V
W
Z
Principles of System Architecture

Content preview from System Architecture: Strategy and Product Development for Complex Systems, First Edition

9.2 Ambiguity and the Role of the Architect

The Role of the Architect

Before the architect is engaged, there has been an “upstream process” that has defined issues, opportunities, and needs for the new system. This upstream is full of ambiguity. For example, what are the high-priority needs of the customer vs. the “nice to haves”? What are the regulations that must be considered and how will they be dealt with? And how is manufacturing competence aligned with the envisioned product?

The architect drives ambiguity from the upstream process. The architect is responsible for creating boundaries and concretizing goals. This includes:

Interpreting corporate and functional strategies
Interpreting competitive marketing analyses
Listening to users, beneficiaries, ...

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System Architecture: Strategy and Product Development for Complex Systems, First Edition

by Daniel Selva, Bruce Cameron, Edward Crawley

9.2 Ambiguity and the Role of the Architect

The Role of the Architect

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