Helps to regulate life and make it in a minute and organization system arrangement
is the problem conituest ?
it's the project symbolic to the saying experience is the best teacher . sad to say the field is complex engineering.
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Systems engineering seeks a safe and balanced design in the face of opposing interests and multiple, sometimes conflicting constraints. This is the art of knowing when and where to probe
systems engineering is important 'cause it analizes complex problems and structures highly elaborated and scientific solutions . By scientific solution I mean using observation, theory, experimantation, feedback, realcases, documentation, sintesis, laws, researching, development flow, producttion flowing, diary use, extreme use, adverse condition, worst condition, undetermined condition.....
systems engineering is important, cause it solves clomplex problems using structures methodology
System engineering is really a good measure for dealing with complex issues.
THE SYSTEMS ENGINEERING ARE REQUIREMENT IN ALL SCENARIOS
Systems engineering is important because essential information would not be there, such as the "Extra Reading Materials" required to view the topic above as a pretext before engaging in conversation about said topic in the workplace and field. The problem is, i've searched this site extremely well to realize there is no course "extra reading materials" for this course.
In late June and early July 2005 a row erupted concerning the operation of a major flagship of government social policy, the tax credit system. Introduced in 2003, it was designed to help those on low incomes and whose social circumstances prevented them from working full-time (Citizens Advice Bureau, 2005).
The article reprinted in Box 1 indicates the extent of the political unrest with a system that left families relying on food parcels, and that has been variously described as being ‘in chaos’ and ‘shambolic’. Such problems have become a familiar story and the steady stream of failures seems destined to continue into the future.
During the same period a committee of members of parliament issued a warning that of 254 government-funded computer projects currently under development, 70 had been given a ‘red light’, meaning that they will fail to deliver the promised benefits unless immediate action is taken. Of these 70 projects, 8 had been given ‘double-red warnings’ (Guardian, 5 July 2005).
There is, however, nothing inevitable about such failures, as the example of London's congestion charging scheme demonstrates. In February 2003 those entering a 22 km2 zone in central London in a private car between 7 a.m. and 6 p.m. were liable to a pay a congestion charge of £5. The scheme is enforced by a network of over 700 cameras at 203 sites located at all entry and exit points to the zone, plus some additional mobile patrol and other units.
The analogue data from these cameras is streamed back to a central hub and is put into an automatic number plate recognition system which then checks details against prepayment, the Driver and Vehicle Licensing Centre database and, when necessary, sends out penalty notices and manages revenue collection. The system is designed to cope with up to ‘250,000 vehicles [making] 450,000 movements into the charging zone during the period 7 a.m. to 6.30 p.m. with 40,000 vehicles an hour driving into the congestion charging zone during the morning peak (7 a.m.-10 a.m.)’ (Transport for London, 2005). This complex system combining a number of different technologies was developed and became operational within 18 months.
You should now read the document "Box 1- Chaotic scheme that left families relying on food parcels", in the section titled 'Extra reading materials'.
It is all too easy to dismiss problems like that being experienced with the tax credit system as being inherent in the design and implementation of computer-based systems.
But they are not restricted to computer systems, as the example of the Phoenix project in Box 2 shows.
You should now read the document "Box 2- Fly-away drones put robot air force off course", in the section titled 'Extra reading materials'.
Software and software-focused systems of the sort highlighted in Box 1 seem to create severe difficulties when it comes to delivering what is required, when it is required and at the estimated cost. As Brooks (1987) put it:
"Of all the monsters that fill the nightmares of our folklore, none terrify more than werewolves, because they transform unexpectedly from the familiar into horrors. For these, one seeks bullets of silver that can magically lay them to rest.
The familiar software project, at least as seen by the non-technical manager, has something of this character; it is usually innocent and straightforward, but is capable of becoming a monster of missed schedules, blown budgets, and flawed products. So we hear desperate cries for a silver bullet - something to make software costs drop as rapidly as computer hardware costs do.
But, as we look to the horizon of a decade hence, we see no silver bullet. There is no single development, in either technology or in management technique, that by itself promises even one order-of-magnitude improvement in productivity, in reliability, in simplicity".
It is nearly twenty years since these gloomy predictions were made, but the example reported in Box 1 suggests that we have still not found the silver bullet with which to lay the werewolves of software-focused systems developments to rest. Equally, the example in Box 2 of the Phoenix unmanned surveillance aircraft shows that failure is not confined to software projects.
The problems that lead to the partial or complete failure of a complex systems project can be grouped into three categories:
• A misunderstanding or uncertainty about the ‘wants’ being addressed (see Example 1 in the following unit).
• An inability to design a system that will meet a requirements set (Example 1).
• An incomplete or poorly executed implementation (Example 2).
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