Formal System Concepts
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Capabilities in Systems Engineering: an Overview
Capabilities in Systems Engineering: An Overview Gon¸caloAntunes and Jos´eBorbinha INESC-ID, Rua Alves Redol, 9 1000-029 Lisboa Portugal {goncalo.antunes,jlb}@ist.utl.pt, WWW home page: http://web.ist.utl.pt/goncalo.antunes Abstract. The concept of capability has been deemed relevant over the years, which can be attested by its adoption in varied domains. It is an abstract concept, but simple to understand by business stakeholders and yet capable of making the bridge to technical aspects. Capabilities seem to bear similarities with services, namely their low coupling and high cohesion. However, the concepts are different since the concept of service seems to rest between that of capability and those directly related to the implementation. Nonetheless, the articulation of the concept of ca- pability with the concept of service can be used to promote business/IT alignment, since both concepts can be used to bridge different concep- tual layers of an enterprise architecture. This work offers an overview of the different uses of this concept, its usefulness, and its relation to the concept of service. Key words: capability, service, alignment, information systems, sys- tems engineering, strategic management, economics 1 Introduction The concept of capability can be defined as \the quality or state of being capable" [19] or \the power or ability to do something" [39]. Although simple, it is a powerful concept, as it can be used to provide an abstract, high-level view of a product, system, or even organizations, offering new ways of dealing with complexity. As such, it has been widely adopted in many areas. -
Existing Cybernetics Foundations - B
SYSTEMS SCIENCE AND CYBERNETICS – Vol. III - Existing Cybernetics Foundations - B. M. Vladimirski EXISTING CYBERNETICS FOUNDATIONS B. M. Vladimirski Rostov State University, Russia Keywords: Cybernetics, system, control, black box, entropy, information theory, mathematical modeling, feedback, homeostasis, hierarchy. Contents 1. Introduction 2. Organization 2.1 Systems and Complexity 2.2 Organizability 2.3 Black Box 3. Modeling 4. Information 4.1 Notion of Information 4.2 Generalized Communication System 4.3 Information Theory 4.4 Principle of Necessary Variety 5. Control 5.1 Essence of Control 5.2 Structure and Functions of a Control System 5.3 Feedback and Homeostasis 6. Conclusions Glossary Bibliography Biographical Sketch Summary Cybernetics is a science that studies systems of any nature that are capable of perceiving, storing, and processing information, as well as of using it for control and regulation. UNESCO – EOLSS The second title of the Norbert Wiener’s book “Cybernetics” reads “Control and Communication in the Animal and the Machine”. However, it is not recognition of the external similaritySAMPLE between the functions of animalsCHAPTERS and machines that Norbert Wiener is credited with. That had been done well before and can be traced back to La Mettrie and Descartes. Nor is it his contribution that he introduced the notion of feedback; that has been known since the times of the creation of the first irrigation systems in ancient Babylon. His distinctive contribution lies in demonstrating that both animals and machines can be combined into a new, wider class of objects which is characterized by the presence of control systems; furthermore, living organisms, including humans and machines, can be talked about in the same language that is suitable for a description of any teleological (goal-directed) systems. -
Introduction to Cybernetics and the Design of Systems
Introduction to Cybernetics and the Design of Systems © Hugh Dubberly & Paul Pangaro 2004 Cybernetics named From Greek ‘kubernetes’ — same root as ‘steering’ — becomes ‘governor’ in Latin Steering wind or tide course set Steering wind or tide course set Steering wind or tide course set Steering wind or tide course set correction of error Steering wind or tide course set correction of error Steering wind or tide course set correction of error correction of error Steering wind or tide course set correction of error correction of error Steering wind or tide course set correction of error correction of error Cybernetics named From Greek ‘kubernetes’ — same root as ‘steering’ — becomes ‘governor’ in Latin Cybernetic point-of-view - system has goal - system acts, aims toward the goal - environment affects aim - information returns to system — ‘feedback’ - system measures difference between state and goal — detects ‘error’ - system corrects action to aim toward goal - repeat Steering as a feedback loop compares heading with goal of reaching port adjusts rudder to correct heading ship’s heading Steering as a feedback loop detection of error compares heading with goal of reaching port adjusts rudder feedback to correct heading correction of error ship’s heading Automation of feedback thermostat heater temperature of room air Automation of feedback thermostat compares to setpoint and, if below, activates measured by heater raises temperature of room air The feedback loop ‘Cybernetics introduces for the first time — and not only by saying it, but -
Need Means Analysis
The Systems Engineering Tool Box Dr Stuart Burge “Give us the tools and we will finish the job” Winston Churchill Needs Means Analysis (NMA) What is it and what does it do? Needs Means Analysis (NMA) is a systems thinking tool aimed at exploring alternative system solutions at different levels in order to help define the boundary of the system of interest. It is based around identifying the “need” that a system satisfies and using this to investigate alternative solutions at levels higher, the same and lower than the system of interest. Why do it? At any point in time there is usually a “current” or “preferred” solution to a particular problem. In consequence organizations will develop their operations and infrastructure to support and optimise that solution. This preferred solution is known as the Meta-Solution. For example Toyota, Ford, General Motors, Volkswagen et al all have the same meta-solution when it comes to automobile – in simple terms two-boxes with wheel at each corner. All of the automotive companies have slowly evolved in to an industry aimed at optimising this meta-solution. Systems Thinking encourages us to “step back” from the solution to consider the underlying problem or purpose. In the case of an automobile, the purpose is to “transport passengers and their baggage from one point to another” This is also the purpose of a civil aircraft, passenger train and bicycle! In other words for a given purpose there are alternative meta-solutions. The idea of a pre-eminent meta-solution has also been discussed by Pugh (1991) who introduced the idea of dynamic and static design concepts. -
Collection System Manager
CITY OF DALY CITY JOB SPECIFICATION EXEMPT POSITION COLLECTION SYSTEM MANAGER DEFINITION Under the general direction of the Director of Water and Wastewater Resources or authorized representative, supervises all activities of the Collection System Maintenance Division, including wastewater collection and recycled water systems, and performs other duties as assigned. EXAMPLES OF DUTIES Manage, supervise, schedule, and review the work of maintenance personnel in the maintenance, inspection and repair of wastewater collection and recycled water distribution systems in the Collection System Maintenance Division of the Department of Water and Wastewater Resources; ensure safe, efficient and effective compliance with local, state and federal laws, rules and regulations, and industrial practices. Implement City, Department and Division Rules and Regulations, policies, procedures and practices. Ensure that required records are accurately maintained. Oversee a comprehensive preventive maintenance program of facilities. Ensure that supervisors conduct regular safety training and maintain a safe work environment. Develop and maintain training programs for employees; ensure that employees maintain required certification. Formally evaluate or ensure the evaluation and satisfactory job performance of assigned employees. Manage crews in support of City departments in maintenance operations, such as the storm drain collection system maintenance and construction program. Work to complete Department and Division goals and objectives. Prepare and manage the Division budget; propose, develop and manage capital projects and manage contracts for the Division. Prepare reports, and make presentations to the City Manager, City Council or others as required. When required, maintain 24-hour availability to address Division emergencies. Develop and maintain good working relationships with supervisors, coworkers, elected officials, professional peer groups and the public. -
Rocket D3 Database Management System
datasheet Rocket® D3 Database Management System Delivering Proven Multidimensional Technology to the Evolving Enterprise Ecient Performance: C#, and C++. In addition, Java developers can access Delivers high performance via Proven Technology the D3 data files using its Java API. The MVS Toolkit ecient le management For over 30 years, the Pick Universal Data Model (Pick provides access to data and business processes via that requires minimal system UDM) has been synonymous with performance and and memory resources both SOAP and RESTful Web Services. reliability; providing the flexible multidimensional Scalability and Flexibility: database infrastructure to develop critical transac- Scales with your enterprise, tional and analytical business applications. Based on from one to thousands of Why Developers the Pick UDM, the Rocket® D3 Database Manage- users ment System offers enterprise-level scalability and Choose D3 D3 is the choice of more than a thousand applica- Seamless Interoperability: efficiency to support the dynamic growth of any tion developers world-wide—serving top industries Interoperates with varied organization. databases and host including manufacturing, distribution, healthcare, environments through government, retail, and other vertical markets. connectivity tools Rapid application development and application Rocket D3 database-centric development environ- customization requires an underlying data structure Data Security: ment provides software developers with all the that can respond effectively to ever-changing Provides secure, simultaneous necessary tools to quickly adapt to changes and access to the database from business requirements. Rocket D3 is simplistic in its build critical business applications in a fraction of the remote or disparate locations structure, yet allows for complex definitions of data time as compared to other databases; without worldwide structures and program logic. -
A Conceptual Framework for Investigating Organizational Control and Resistance in Crowd-Based Platforms
Proceedings of the 50th Hawaii International Conference on System Sciences | 2017 A Conceptual Framework for Investigating Organizational Control and Resistance in Crowd-Based Platforms David A. Askay California Polytechnic State University [email protected] Abstract Crowd-based platforms coordinate action through This paper presents a research agenda for crowd decomposing tasks and encouraging individuals to behavior research by drawing from the participate by providing intrinsic (e.g., fun, organizational control literature. It addresses the enjoyment) and/or extrinsic (e.g., status, money, need for research into the organizational and social social interaction, etc.) motivators [3]. Three recent structures that guide user behavior and contributions Information Systems (IS) reviews of crowdsourcing in crowd-based platforms. Crowd behavior is research [6, 4, 7] emphasize the importance of situated within a conceptual framework of designing effective incentive systems. However, organizational control. This framework helps research on motivation is somewhat disparate, with scholars more fully articulate the full range of various categorizations and often inconsistent control mechanisms operating in crowd-based findings as to which incentives are the most effective platforms, contextualizes these mechanisms into the [4]. Moreover, this approach can be limited by its context of crowd-based platforms, challenges existing often deterministic and rational assumptions of user rational assumptions about incentive systems, and behavior and motivation, which overlooks normative clarifies theoretical constructs of organizational and social aspects of human behavior [8]. To more control to foster stronger integration between fully understand the dynamics of crowd behavior and information systems research and organizational and governance of crowd-based projects, IS researchers management science. -
Putting Systems to Work
i PUTTING SYSTEMS TO WORK Derek K. Hitchins Professor ii iii To my beloved wife, without whom ... very little. iv v Contents About the Book ........................................................................xi Part A—Foundation and Theory Chapter 1—Understanding Systems.......................................... 3 An Introduction to Systems.................................................... 3 Gestalt and Gestalten............................................................. 6 Hard and Soft, Open and Closed ............................................. 6 Emergence and Hierarchy ..................................................... 10 Cybernetics ........................................................................... 11 Machine Age versus Systems Age .......................................... 13 Present Limitations in Systems Engineering Methods............ 14 Enquiring Systems................................................................ 18 Chaos.................................................................................... 23 Chaos and Self-organized Criticality...................................... 24 Conclusion............................................................................ 26 Chapter 2—The Human Element in Systems ......................... 27 Human ‘Design’..................................................................... 27 Human Predictability ........................................................... 29 Personality ............................................................................ 31 Social -
The Holy Spirit and the Physical Uníverse: the Impact of Scjentific Paradigm Shifts on Contemporary Pneumatology
Theological Studies 70 (2009) . THE HOLY SPIRIT AND THE PHYSICAL UNÍVERSE: THE IMPACT OF SCJENTIFIC PARADIGM SHIFTS ON CONTEMPORARY PNEUMATOLOGY WOLFGANG VONDEY A methodological shift occurred in the sciences in the 20th century that has irreversible repercussions for a contemporary theology of the Holy Spirit. Newton and Einstein followed fundamentally different trajectories that provide radically dissimilar frame- works for the pneumatological endeavor. Pneumatology after Einstein is located in a different cosmological framework constituted by the notions of order, rationality, relationality, symmetry, and movement. These notions provide the immediate challenges to a contemporary understanding of the Spirit in the physical universe. HPHE PARADIGM SHIFT IN SCIENCE from Ptolemaic to Copernican cosmo- Â logy is clearly reflected in post-Enlightenment theology. The wide- ranging implications of placing the sun instead of the earth at the center of the universe marked the beginnings of both the scientific and religious revolutions of the 16th century. A century later, Isaac Newton provided for the first time a comprehensive system of physical causality that heralded space and time as the absolute constituents of experiential reality from the perspective of both natural philosophy and theology.^ Despite the echoes WOLFGANG VONDEY received his Ph.D. in systematic theology and ethics at Marquette University and is currently associate professor of systematic theology in the School of Divinity, Regent University, Virginia. A prolific writer on Pneu- matology, ecclesiology, and the dialogue of science and theology, he has most recently published: People of Bread: Rediscovering Ecclesiology (2008); "Pentecos- tal Perspectives on The Nature and Mission of the Church" in "The Nature and Mission of the Church": Ecclesial Reality and Ecumenical Horizons for the Twenty- First Century, ed. -
Fundamentals of Systems Engineering
Fundamentals of Systems Engineering Prof. Olivier L. de Weck Session 12 Future of Systems Engineering 1 2 Status quo approach for managing complexity in SE MIL-STD-499A (1969) systems engineering SWaP used as a proxy metric for cost, and dis- System decomposed process: as employed today Conventional V&V techniques incentivizes abstraction based on arbitrary do not scale to highly complex in design cleavage lines . or adaptable systems–with large or infinite numbers of possible states/configurations Re-Design Cost System Functional System Verification Optimization Specification Layout & Validation SWaP Subsystem Subsystem . Resulting Optimization Design Testing architectures are fragile point designs SWaP Component Component Optimization Power Data & Control Thermal Mgmt . Design Testing . and detailed design Unmodeled and undesired occurs within these interactions lead to emergent functional stovepipes behaviors during integration SWaP = Size, Weight, and Power Desirable interactions (data, power, forces & torques) V&V = Verification & Validation Undesirable interactions (thermal, vibrations, EMI) 3 Change Request Generation Patterns Change Requests Written per Month Discovered new change “ ” 1500 pattern: late ripple system integration and test 1200 bug [Eckert, Clarkson 2004] fixes 900 subsystem Number Written Number Written design 600 major milestones or management changes component design 300 0 1 5 9 77 81 85 89 93 73 17 21 25 29 33 37 41 45 49 53 57 61 65 69 13 Month © Olivier de Weck, December 2015, 4 Historical schedule trends -
ESD.00 Introduction to Systems Engineering, Lecture 3 Notes
Introduction to Engineering Systems, ESD.00 System Dynamics Lecture 3 Dr. Afreen Siddiqi From Last Time: Systems Thinking • “we can’t do just one thing” – things are interconnected and our actions have Decisions numerous effects that we often do not anticipate or realize. Goals • Many times our policies and efforts aimed towards some objective fail to produce the desired outcomes, rather we often make Environment matters worse Image by MIT OpenCourseWare. Ref: Figure 1-4, J. Sterman, Business Dynamics: Systems • Systems Thinking involves holistic Thinking and Modeling for a complex world, McGraw Hill, 2000 consideration of our actions Dynamic Complexity • Dynamic (changing over time) • Governed by feedback (actions feedback on themselves) • Nonlinear (effect is rarely proportional to cause, and what happens locally often doesn’t apply in distant regions) • History‐dependent (taking one road often precludes taking others and determines your destination, you can’t unscramble an egg) • Adaptive (the capabilities and decision rules of agents in complex systems change over time) • Counterintuitive (cause and effect are distant in time and space) • Policy resistant (many seemingly obvious solutions to problems fail or actually worsen the situation) • Char acterized by trade‐offs (h(the l ong run is often differ ent f rom the short‐run response, due to time delays. High leverage policies often cause worse‐before‐better behavior while low leverage policies often generate transitory improvement before the problem grows worse. Modes of Behavior Exponential Growth Goal Seeking S-shaped Growth Time Time Time Oscillation Growth with Overshoot Overshoot and Collapse Time Time Time Image by MIT OpenCourseWare. Ref: Figure 4-1, J. -
The Relative Use of Formal and Informal Information in The
THE RELATIVE USE OF FORMAL AND INFORMAL INFORMATION IN THE EVALUATION OF INDIVIDUAL PERFORMANCE by GENE H. JOHNSON, B.B.A., M.S. in Acct. A DISSERTATION IN BUSINESS ADMINISTRATION Submitted to the Graduate Faculty of Texas Tech University in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY December, 1986 • //^,;¥ (c) 1986 Gene H. Johnson ACKNOWLEDGMENTS Funding for this research project was provided by the National Association of Accountants, and was especially beneficial in that it allowed the author to complete the project in a timely manner. Subjects for the project were provided by the research entity which must, for the sake of anonymity, remain unnamed. Nonetheless, their partici pation is greatly appreciated. Early conceptual development of the project was facilitated by a number of individuals, including the doctoral students and Professors Don Clancy and Frank Collins of Texas Tech University. Also helpful were the experiences of Louis Johnson, John Johnson, Sam Nichols, Darrell Adams, and Del Shumate. The members of the committee provided valuable guidance and support throughout the project; and although not a member of the committee. Professor Roy Howell provided valuable assistance with data analysis. Finally, Professor Donald K. Clancy served not only as committee chairman but also as a role model/mentor for the author. His participation made the project interesting, educational, and enjoyable. 11 CONTENTS ACKNOWLEDGMENTS ii ABSTRACT vi LIST OF TABLES viii LIST OF FIGURES ix I. INTRODUCTION AND BACKGROUND 1 Formal and Informal Information 2 Performance Evaluation 4 Purpose, Objectives, and Significance . 6 Organization 7 II. PREVIOUS STUDIES OF INFORMATION FOR PERFORMANCE EVALUATION 8 Goals and Goal-Directed Behavior 9 Early Studies on Performance Measures .