ВУЗ: Казахская Национальная Академия Искусств им. Т. Жургенова
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13-22 Standards and Practices
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Preparer's name
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Description of the change
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Reason for the change
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Equipment and materials to be added or deleted
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Material costs or savings
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Labor costs or savings
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Total cost of this change (increase or decrease)
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Impact on the schedule
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Program Management
Systems engineering is both a technical process and a management process. Both processes
must be applied throughout a program if it is to be successful. The persons who plan and carry
out a project constitute the project team. The makeup of a project team will vary depending on
the size of the company and the complexity of the project. It is up to management to provide the
necessary human resources to complete the project.
13.1.3g
Executive Management
The executive manager is the person who can authorize that a project be undertaken. This person
can allocate funds and delegate authority to others to accomplish the task. Motivation and com-
mitment is toward the goals of the organization. The ultimate responsibility for a project's suc-
cess is in the hands of the executive manager. This person's job is to get things done through
other people by assigning group responsibilities, coordinating activities between groups, and
resolving group conflicts. The executive manager establishes policy, provides broad guidelines,
approves the project master plan, resolves conflicts, and assures project compliance with com-
mitments.
Executive management delegates the project management functions and assigns authority to
qualified professionals, allocates a capital budget for the project, supports the project team, and
establishes and maintains a healthy relationship with project team members.
Management has the responsibility to provide clear information and goals—up front—based
upon their needs and initial research. Before initiating a project, the company executive should
be familiar with daily operation of the facility, analyze how the company works, how the staff
does their jobs, and what tools they need to accomplish the work. Some points that may need to
be considered by an executive before initiating a project include:
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What is the current capital budget for equipment?
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Why does the staff currently use specific equipment?
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What function of the equipment is the weakest within the organization?
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What functions are needed but cannot be accomplished with current equipment?
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Is the staff satisfied with current hardware?
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Are there any reliability problems or functional weaknesses?
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Systems Engineering
Systems Engineering 13-23
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What is the maintenance budget, and is it expected to remain steady?
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How soon must the changes be implemented?
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What is expected from the project team?
Only after answering the appropriate questions will the executive manager be ready to bring
in expert project management and engineering assistance. Unless the manager has made a sys-
tematic effort to evaluate all the obvious points about the facility requirements, the not-so-obvi-
ous points may be overlooked. Overall requirements must be broken down into their component
parts. Do not try to tackle ideas that have to many branches. Keep the planning as basic as possi-
ble. If the company executive does not make a concerted effort to investigate the needs and prob-
lems of a facility thoroughly before consulting experts, the expert advice will be shallow and
incomplete, no matter how good the engineer.
Engineers work with the information they are given. They put together plans, recommenda-
tions, budgets, schedules, purchases, hardware, and installation specifications based upon the
information they receive from interviewing management and staff. If the management and staff
have failed to go through the planning, reflection, and refinement cycle before those interviews,
the company will likely waste time and money.
13.1.3h
Project Manager
Project management is an outgrowth of the need to accomplish large complex projects in the
shortest possible time, within the anticipated cost, and with the required performance and reli-
ability. Project management is based upon the realization that modern organizations may be so
complex as to preclude effective management using traditional organizational structures and
relationships. Project management can be applied to any undertaking that has a specific end
objective.
The project manager is the person who has the authority to carry out a project. This person
has been given the legitimate right to direct the efforts of the project team members. The man-
ager's power comes from the acceptance and respect accorded him or her by superiors and subor-
dinates. The project manager has the power to act, and is committed to group goals.
The project manager is responsible for getting the project completed properly, on schedule
and within budget, by utilizing whatever resources are necessary to accomplish the goal in the
most efficient manner. The manager provides project schedule, financial, and technical require-
ment direction and evaluates and reports on project performance. This requires planning, orga-
nizing, staffing, directing, and controlling all aspects of the project.
In this leadership role, the project manager is required to perform many tasks including the
following:
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Assemble the project organization.
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Develop the project plan.
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Publish the project plan.
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Set measurable and attainable project objectives.
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Set attainable performance standards.
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Determine which scheduling tools (PERT, CPM, and/ or GANTT) are right for the project.
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Systems Engineering
13-24 Standards and Practices
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Using the scheduling tools, develop and coordinate the project plan, which includes the bud-
get, resources, and the project schedule.
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Develop the project schedule.
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Develop the project budget.
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Manage the budget.
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Recruit personnel for the project.
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Select subcontractors.
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Assign work, responsibility, and authority so team members can make maximum use of their
abilities.
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Estimate, allocate, coordinate, and control project resources.
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Deal with specifications and resource needs that are unrealistic.
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Decide upon the right level of administrative and computer support.
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Train project members on how to fulfill their duties and responsibilities.
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Supervise project members, giving them day-to-day instructions, guidance, and discipline as
required to fulfill their duties and responsibilities.
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Design and implement reporting and briefing information systems or documents that respond
to project needs.
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Control the project.
Some basic project management practices can improve the chances for success. Consider the
following:
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Secure the necessary commitments from top management to make the project a success.
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Set up an action plan that will be easily adopted by management.
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Use a work breakdown structure that is comprehensive and easy to use.
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Establish accounting practices that help, not hinder, successful completion of the project.
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Prepare project team job descriptions properly up-front to eliminate conflict later on.
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Select project team members appropriately the first time.
After the project is under way, follow these steps:
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Manage the project, but make the oversight reasonable and predictable.
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Get team members to accept and participate in the plans.
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Motivate project team members for best performance.
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Coordinate activities so they are carried out in relation to their importance with a minimum of
conflict.
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Monitor and minimize inter-departmental conflicts.
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Get the most out of project meetings without wasting the team's productive time. Develop an
agenda for each meeting, and start on time. Conduct one piece of business at a time. Assign
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Systems Engineering
Systems Engineering 13-25
responsibilities where appropriate. Agree on follow-up and accountability dates. Indicate the
next step for the group. Set the time and place for the next meeting. End on time.
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Spot problems and take corrective action before it is too late.
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Discover the strengths and weaknesses in project team members and manage them to get the
desired results.
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Help team members solve their own problems.
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Exchange information with subordinates, associates, superiors, and others about plans,
progress, and problems.
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Make the best of available resources.
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Measure project performance.
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Determine, through formal and informal reports, the degree to which progress is being made.
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Determine causes of and possible ways to act upon significant deviations from planned per-
formance.
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Take action to correct an unfavorable trend, or to take advantage of an unusually favorable
trend.
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Look for areas where improvements can be made.
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Develop more effective and economical methods of managing.
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Remain flexible.
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Avoid “activity traps”.
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Practice effective time management.
When dealing with subordinates, each person must:
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Know what they are supposed to do, preferably in terms of an end product.
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Have a clear understanding of what their authority is, and its limits.
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Know what their relationship with other people is.
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Know what constitutes a job well done in terms of specific results.
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Know when and what they are doing exceptionally well.
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Understand that there are just rewards for work well done, and for work exceptionally well
done.
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Know where and when they are falling short of expectations.
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Be made aware of what can and should be done to correct unsatisfactory results.
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Feel that their superior has an interest in them as an individual.
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Feel that their superior believes in them and is anxious for them to succeed and progress.
By fostering a good relationship with associates, the manager will have less difficulty com-
municating with them. The fastest, most effective communication takes place among people with
common points of view.
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Systems Engineering
13-26 Standards and Practices
The competent project manager watches what is going on in great detail and can, therefore,
perceive problems long before they flow through the paper system. Personal contact is faster than
filing out formal forms. A project manager who spends most of his or her time in the manage-
ment office instead of roaming through the places where the work is being done, is headed for
catastrophe.
13.1.3i
Systems Engineer
The term systems engineer means different things to different people. The systems engineer is
distinguished from the engineering specialist, who is concerned with only one aspect of a well-
defined engineering discipline in that he must be able to adapt to the requirements of almost any
type of system. The systems engineer provides the employer with a wealth of experience gained
from many successful approaches to technical problems developed through hands-on exposure to
a variety of situations. This person is a professional with knowledge and experience, possessing
skills in a specialized and learned field or fields. The systems engineer is an expert in these
fields; highly trained in analyzing problems and developing solutions that satisfy management
objectives.
A competent systems engineer has a wealth of technical information that can be used to speed
up the design process and help in making cost effective decisions. The experienced systems engi-
neer is familiar with proper fabrication, construction, installation, and wiring techniques and can
spot and correct improper work.
Training in personnel relations, a part of the engineering curriculum, helps the systems engi-
neer communicate and negotiate professionally with subordinates and management.
Small in-house projects can be completed on an informal basis and, indeed, this is probably
the normal routine where the projects are simple and uncomplicated. In a large project, however,
the systems engineer's involvement usually begins with preliminary planning and continues
through fabrication, implementation, and testing. The degree to which program objectives are
achieved is an important measure of the systems engineer's contribution.
During the design process the systems engineer:
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Concentrates on results and focuses work according to the management objectives.
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Receives input from management and staff.
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Researches the project and develops a workable design.
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Assures balanced influence of all required design specialties.
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Conducts design reviews.
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Performs trade-off analyses.
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Assists in verifying system performance.
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Resolves technical problems related to the design, interface between system components, and
integration of the system into the facility.
Aside from designing a system, the systems engineer has to answer any questions and resolve
problems that may arise during fabrication and installation of the hardware. This person must
also monitor the quality and workmanship of the installation. The hardware and software will
have to be tested and calibrated upon completion. This too is the concern of the systems engi-
neer. During the production or fabrication phase, systems engineering is concerned with:
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Systems Engineering