Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Systems Engineering Handbook > Technical Management Processes > Flashcards

Technical Management Processes Flashcards

1
Q

What processes are included within technical management processes?

A

It includes project planning, project assessment and control, decision management, risk management, configuration management, information management, measurement, and quality assurance.

Page 322

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is the purpose of the Project Planning process?

A

To produce and coordinate effective and workable plans.

Page 322

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is SEMP?

A

The SEMP is the top-level plan for managing the SE effort. It defines how the project will be organized, structured, and conducted and how the total engineering process will be controlled to provide a product that satisfies stakeholder requirements.

Page 330

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

When shall the SEMP be prepared?

A

A SEMP should be prepared early in the project, submitted to the customer (or to management for in-house projects), and used in technical management for the concept and development stages of the project or the equivalent in commercial practice.

Page 332

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Who will be involved in the creation of the SEMP?

A

Participants in the creation of the SEMP should include senior systems engineers, representative subject matter experts, project management, and often the customer.

Page 332

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is the purpose of the Project Assessment and Control process?

A

To assess if the plans are aligned and feasible; determine the status of the project, technical and process performance; and direct execution to ensure that the performance is according to plans and schedules, within projected budgets, to satisfy technical objectives.

Page 338

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Which process does inputs “WBS” “project budget” and “project schedule” of 5.2 come from?

A

All come from 5.1 project planning process.

Page 340

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Is it always true that “what gets measured gets done”?

A

No, projects should avoid the collection of measures that are not used in decision making.

Page 342

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is the purpose of the Decision Management process?

A

To provide a structured, analytical framework for objectively identifying, characterizing and evaluating a set of alternatives for a decision at any point in the life cycle and select the most beneficial course of action.

Page 344

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What decision situations (opportunities) that are commonly encountered in development stage?

A

Select system architecture, system element, lower-level elements, test and evaluation methods.

Page 344

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

5.3 can be executed by a resourced decision team, could you please think of people needs to be involved in such team?

A

A decision maker with full responsibility, authority, and accountability for the decision at hand, a decision analyst with a suite of reasoning tools, subject matter experts with performance models, and a representative set of end users and other stakeholders.

Page 346

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the common analytical approach used by systems engineers?

A

Decision tree, MODA, trade study.

Page 350-352

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the three assessments the subject matter expert can make to assess an upper, nominal, and lower bound measure response?

A
  1. Assuming a low performance,
  2. Assuming moderate performance,
  3. Assuming high performance.

Page 356

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What is the purpose of the Risk Management process?

A

To identify, analyze, treat and monitor the risks continually.

Page 358

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the definitions of “risk” and “opportunity” defined by E.H. Conrow?

A

Traditionally, risk has been defined as the likelihood of an event occurring coupled with a negative consequence of the event occurring. Opportunity is the potential for the realization of wanted, positive consequences of an event.

Page 360

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Is it possible to reduce risks down to zero if risk management is well performed?

A

No, risk cannot be reduced to zero, but to achieve a proper balance between risk and opportunity.

Page 362

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What are the typical strategies for coping with risk?

A

Transference, avoidance, acceptance, or taking action to reduce the anticipated negative effects of the situation.

18
Q

What are the two components of the measurement of risk?

A
  1. The likelihood that an event will occur
  2. The undesirable consequence of the event if it does occur

Page 370

19
Q

What are the four categories of the risk?

A

Technical risk, cost risk, schedule risk and programmatic risk

Page 372-374

20
Q

What are the three key risk management process activities once a risk management strategy and risk profile have been established?

A

Analyze risks, treat risks, and monitor risks

Page 374

21
Q

Give some examples of risk assessment techniques.

A

Brainstorming, checklists, Failure Mode and Effects Analysis (FMEA), fault tree analysis (FTA), Monte Carlo simulation, and Bayesian statistics and Bayes nets.

22
Q

What the four basic approaches to treat risk?

A
  1. Avoid the risk through change of requirements or redesign;
  2. Accept the risk and do no more;
  3. Control the risk by expending budget and other resources to reduce likelihood and/or consequence;
  4. Transfer the risk by agreement with another party that it is in their scope to mitigate. Look for a partner that has experience in the dedicated risk area.

Page 380

23
Q

What steps can be we take to avoid or control unnecessary risks?

A

Requirements scrubbing, selection of most promising options, staffing and team building.

Page 380

24
Q

Risk avoidance is insufficient for high-risk technical tasks, what supplemented approaches can we take?

A
  1. Early procurement;
  2. Initiation of parallel developments;
  3. Implementation of extensive analysis and testing;
  4. Contingency planning

Page 380-382

25
Q

What are the two levels of risks and opportunities?

A
  1. The macro level is the project opportunity itself as a project is the pursuit of an opportunity.
  2. The element level encompasses the tactical opportunities and risks within the project

Page 386

26
Q

What is the purpose of the Configuration Management process?

A

To manage and control system elements and configurations over the life cycle. It also manages consistency between a product and its associated configuration definition.

Page 388

27
Q

What is the fundamental to the objective of configuration management?

A

It is the establishment, control, and maintenance of software and hardware baselines. Baselines are business, budget, functional, performance, and physical reference points for maintaining development and control.

Page 390

28
Q

What are the baseline changes throughout the system life cycle?

A

This includes the identification, recording, review, approval, tracking, and processing of requests for change (RFCs) and requests for variance (RFVs) (also known as deviations).

Page 394

29
Q

Generally, how many major types of baselines at the system level and what are they?

A

Three: functional baseline, allocated baseline, and product baseline.

Page 396

30
Q

What are the most desirable outcomes of an ECP cycle?

A
  1. System functionality is altered to meet a changing requirement;
  2. New technology or a new product extends the capabilities of the system beyond those initially required in ways that the customer desires;
  3. The costs of development, or of utilization, or of support are reduced;
  4. The reliability and availability of the system are improved.

Page 400

31
Q

What are the primary focus of configuration management?

A

Configuration identification, configuration control, configuration status accounting, and configuration audits of the functional and physical configuration (i.e., validation and distribution).

Page 400

32
Q

Changes can sometimes be categorized into how many classes and what are they?

A

Changes are sometimes categorized into two main classes: Class I and Class II. A Class I change is a major or significant changes that affects cost, schedule, or technical performance. Normally, it requires customer approval prior to being implemented. A Class II change is a minor change that often affects documentation errors or internal design details, it generally doesn’t require customer approval.

Page 402

33
Q

What forms provide an organized approach to changing hardware, software, or documentation?

A

Problem/change reports, specification change notice (SCN), ECPs, ECRs, request for deviation/waiver.

Page 406

34
Q

What is the purpose of the Information Management process?

A

To generate, obtain, confirm, transform, retain, retrieve, disseminate and dispose of information, to designated stakeholder.

Page 408

35
Q

What are information assets and please give some examples.

A

Information assets are intangible information and any tangible forms of its representation, including drawings, memos, email, computer files, and database.

Page 410

36
Q

What is the purpose fo the Measurement process?

A

To collect, analyze, and report objective data and information to support effective management and demonstrate the quality of the products, services, and processes.

Page 418

37
Q

What is the value of measurement?

A

The value in measurement comes not from the act of measurement but rather from the eventual analysis of the data and the implementation of action to either correct a variance from a target value or to improve current performance to a more desirable level.

Page 424

38
Q

What are the three categories of organization goals?

A

Cost (development), schedule (development), quality (process)

Page 426

39
Q

What are examples of leading indicator measures?

A

Requirements trends, interface trends, requirements validation trends

Page 428

40
Q

What is the purpose of the Quality Assurance process?

A

To help ensure the effective application of the organization’s Quality Management process to the project.

Page 434

41
Q

How to verify whether QA activities are effective?

A

Analyze statistics from process audits, verification results, product discrepancy reports, customer satisfaction monitoring, and accident and incident reporting to verify whether QA activities are effective.

Page 440

42
Q

What are the common QA techniques?

A

Checklist, quality audit, root cause analysis.

Page 442

Systems Engineering Handbook (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions