{"product_id":"how-to-do-systems-analysis-hardback-9780470007655","title":"How to Do Systems Analysis (Hardback) 9780470007655","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eHow to Do Systems Analysis\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eJohn E. Gibson (Author), William T. Scherer (Author), William F. Gibson (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470007655, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 8 June 2007\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e368 pages\u003cbr\u003e24.3 x 16.5 x 2.6 cm, 0.676 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cem\u003e\u003cfont size=\"3\"\u003e\"[The] book is solidly grounded in the application of theory … .A very comprehensive book that junior or student systems analysts would find helpful for fundamental concepts.\" (\u003ci\u003eThe Computer Journal\u003c\/i\u003e, January 2009)  \u003cp\u003e\"…a real-world view of systems and how best to analyze them…recommended.\" (\u003ci\u003eCHOICE\u003c\/i\u003e, December 2007)\u003c\/p\u003e\u003c\/font\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eThis book focuses on systems analysis, broadly defined to also include problem formulation and interpretation of proposed alternatives in terms of the value systems of stakeholders. Therefore, the book is a complement, not a substitute to other books when teaching systems engineering and systems analysis. The nature of problem solving discussed in this book is appropriate to a wide range of systems analyses. Thus the book can be used as a stand-alone book for teaching the analysis of systems. Also unique is the inclusion of broad case studies to stress problem solving issues, making \u003ci\u003eHow to Do Systems Analysis\u003c\/i\u003e a complement to the many fine works in systems engineering available today.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eA Personal Note from \u003ci\u003eWilliam T. Scherer\u003c\/i\u003e xv\u003c\/p\u003e \u003cp\u003eA Personal Note from \u003ci\u003eWilliam F. Gibson \u003c\/i\u003exvii\u003c\/p\u003e \u003cp\u003eA Personal Note from \u003ci\u003eScott F. Ferbe\u003c\/i\u003er xix\u003c\/p\u003e \u003cp\u003eOriginal Preface from \u003ci\u003eJack Gibso\u003c\/i\u003en xxi\u003c\/p\u003e \u003cp\u003eAcknowledgments xxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 What Is a System? 2\u003c\/p\u003e \u003cp\u003e1.2 Terminology Confusion 4\u003c\/p\u003e \u003cp\u003e1.3 Systems Analysis Equals Operations Research Plus Policy Analysis 6\u003c\/p\u003e \u003cp\u003e1.4 Attributes of Large-Scale Systems 7\u003c\/p\u003e \u003cp\u003e1.5 Intelligent Transportation Systems (ITS): An Example of a Large-Scale System 8\u003c\/p\u003e \u003cp\u003e1.6 Systems Integration 11\u003c\/p\u003e \u003cp\u003e1.7 What Makes a “Systems Analysis” Different? 12\u003c\/p\u003e \u003cp\u003e1.8 Distant Roots of Systems Analysis 14\u003c\/p\u003e \u003cp\u003e1.9 Immediate Precursors to Systems Analysis 15\u003c\/p\u003e \u003cp\u003e1.10 Development of Systems Analysis As a Distinct Discipline: The Influence of RAND 17\u003c\/p\u003e \u003cp\u003eHistorical Case Study: IIASA (A) 20\u003c\/p\u003e \u003cp\u003eExercises 24\u003c\/p\u003e \u003cp\u003eCase Study: Fun at Six Flags? 25\u003c\/p\u003e \u003cp\u003eHistorical Case Study: IIASA (B) 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Six Major Phases of Systems Analysis 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 The Systems Analysis Method: Six Major Phases 29\u003c\/p\u003e \u003cp\u003e2.2 The Goal-centered or Top-Down Approach 35\u003c\/p\u003e \u003cp\u003e2.3 The Index of Performance Concept 40\u003c\/p\u003e \u003cp\u003e2.4 Developing Alternative Scenarios 44\u003c\/p\u003e \u003cp\u003e2.5 Ranking Alternatives 45\u003c\/p\u003e \u003cp\u003e2.6 Iteration and the “Error-embracing” Approach 46\u003c\/p\u003e \u003cp\u003e2.7 The Action Phase: The Life Cycle of a System 48\u003c\/p\u003e \u003cp\u003eExercises 50\u003c\/p\u003e \u003cp\u003eCase Study: Methodologies or Chaos? Part A 51\u003c\/p\u003e \u003cp\u003eCase Study: Methodologies or Chaos? Part B 52\u003c\/p\u003e \u003cp\u003eCase Study: Wal-Mart Crisis! 53\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Goal Development 55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Seven Steps in Goal Development 55\u003c\/p\u003e \u003cp\u003e3.2 On Generalizing the Question 59\u003c\/p\u003e \u003cp\u003e3.3 The Descriptive Scenario 61\u003c\/p\u003e \u003cp\u003e3.4 The Normative Scenario 62\u003c\/p\u003e \u003cp\u003e3.5 The Axiological Component 63\u003c\/p\u003e \u003cp\u003e3.6 Developing an Objectives Tree 66\u003c\/p\u003e \u003cp\u003e3.7 Fitch’s Goals for an Urbanizing America: An Example of Objectives Tree Construction 73\u003c\/p\u003e \u003cp\u003e3.8 Content Analysis of Fitch’s Goals 79\u003c\/p\u003e \u003cp\u003e3.9 Validate 82\u003c\/p\u003e \u003cp\u003e3.10 Iterate 83\u003c\/p\u003e \u003cp\u003eCase Study: Distance Learning in the Future? 84\u003c\/p\u003e \u003cp\u003eHistorical Case Study: Goals of 4C, Inc. 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The Index of Performance 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction 89\u003c\/p\u003e \u003cp\u003e4.2 Desirable Characteristics for an Index of Performance 91\u003c\/p\u003e \u003cp\u003e4.3 Economic Criteria 95\u003c\/p\u003e \u003cp\u003e4.4 Compound Interest 96\u003c\/p\u003e \u003cp\u003e4.5 Four Common Criteria of Economic Efficiency 98\u003c\/p\u003e \u003cp\u003e4.6 Is There a Problem with Multiple Criteria? 100\u003c\/p\u003e \u003cp\u003e4.7 What Is Wrong with the B–C Ratio? 105\u003c\/p\u003e \u003cp\u003e4.8 Can IRR Be Fixed? 107\u003c\/p\u003e \u003cp\u003e4.9 Expected Monetary Value 109\u003c\/p\u003e \u003cp\u003e4.10 Nonmonetary Performance Indices 111\u003c\/p\u003e \u003cp\u003eExercises 114\u003c\/p\u003e \u003cp\u003eCase Study: Sky High Airlines 116\u003c\/p\u003e \u003cp\u003eCase Study: Bridges—Where to Spend the Security Dollars? 122\u003c\/p\u003e \u003cp\u003eCase Study: Measuring the Process and Outcomes of Regional Transportation Collaboration 122\u003c\/p\u003e \u003cp\u003eCase Study: Baseball Free Agent Draft 123\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Develop Alternative Candidate Solutions 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 129\u003c\/p\u003e \u003cp\u003e5.2 The Classical Approach to Creativity 129\u003c\/p\u003e \u003cp\u003e5.3 Concepts in Creativity 131\u003c\/p\u003e \u003cp\u003e5.4 Brainstorming 132\u003c\/p\u003e \u003cp\u003e5.5 Brainwriting 135\u003c\/p\u003e \u003cp\u003e5.6 Dynamic Confrontation 137\u003c\/p\u003e \u003cp\u003e5.7 Zwicky’s Morphological Box 137\u003c\/p\u003e \u003cp\u003e5.8 The Options Field\/Options Profile Approach 139\u003c\/p\u003e \u003cp\u003e5.9 Computer Creativity 143\u003c\/p\u003e \u003cp\u003e5.10 Computer Simulation: a Tool in Option Development 144\u003c\/p\u003e \u003cp\u003e5.11 Why a Dynamic Simulation for Creating Options? 145\u003c\/p\u003e \u003cp\u003e5.12 Context-Free Simulation Models? 147\u003c\/p\u003e \u003cp\u003e5.13 Bottom-Up Simulation or Top-Down? 148\u003c\/p\u003e \u003cp\u003e5.14 Lessons from the Susquehanna River Basin Model 151\u003c\/p\u003e \u003cp\u003e5.15 The Forrester Urban Model (FUM) and Societal Values 153\u003c\/p\u003e \u003cp\u003e5.16 Extensions and Variations 157\u003c\/p\u003e \u003cp\u003e5.17 Where to go from Here? 159\u003c\/p\u003e \u003cp\u003eExercises 159\u003c\/p\u003e \u003cp\u003eCase Study: Winnebago 160\u003c\/p\u003e \u003cp\u003eCase Study: Distance Learning in the Future? 160\u003c\/p\u003e \u003cp\u003eHistorical Case Study: Real-Time Television Link with Mars Orbiter 160\u003c\/p\u003e \u003cp\u003eHistorical Case Study: A Highway Vehicle Simulator RFP From DOT 180\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Rank Alternative Candidates 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 185\u003c\/p\u003e \u003cp\u003e6.2 Rating and Ranking Methods 186\u003c\/p\u003e \u003cp\u003e6.3 Condorcet and Arrow Voting Paradoxes 188\u003c\/p\u003e \u003cp\u003e6.4 A MultiStage Rating Process 192\u003c\/p\u003e \u003cp\u003e6.5 Decision Analysis 197\u003c\/p\u003e \u003cp\u003e6.6 Basic Axioms of Decision Theory 199\u003c\/p\u003e \u003cp\u003e6.7 Properties of Utility Functions 203\u003c\/p\u003e \u003cp\u003e6.8 Constructing a Utility Curve 205\u003c\/p\u003e \u003cp\u003e6.9 Some Decision Analysis Classic Examples 207\u003c\/p\u003e \u003cp\u003e6.10 Estimation Theory in Decision Analysis 213\u003c\/p\u003e \u003cp\u003e6.11 Some Practical Problems with Decision Analysis 221\u003c\/p\u003e \u003cp\u003e6.12 Practical Trade Studies 224\u003c\/p\u003e \u003cp\u003eExercises 231\u003c\/p\u003e \u003cp\u003eCase Study: Training Center Location 234\u003c\/p\u003e \u003cp\u003eCase Study: Corporate Headquarters Location 235\u003c\/p\u003e \u003cp\u003eCase Study: Business School Selection 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Iteration and Transition 239\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Iteration 239\u003c\/p\u003e \u003cp\u003e7.2 Segment and Focus 241\u003c\/p\u003e \u003cp\u003e7.3 The Transition Scenario 241\u003c\/p\u003e \u003cp\u003e7.4 The Gantt Chart 242\u003c\/p\u003e \u003cp\u003e7.5 Interaction Matrices 243\u003c\/p\u003e \u003cp\u003e7.6 The Delta Chart 248\u003c\/p\u003e \u003cp\u003e7.7 The Audit Trail 250\u003c\/p\u003e \u003cp\u003e7.8 Cost of Failure to Stay on Schedule 252\u003c\/p\u003e \u003cp\u003e7.9 Responsibilities of Major Actors 253\u003c\/p\u003e \u003cp\u003e7.10 Sign-Offs by Cooperating Groups 253\u003c\/p\u003e \u003cp\u003eExercises 254\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Management of the Systems Team 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction 257\u003c\/p\u003e \u003cp\u003e8.2 Personal Style in an Interdisciplinary Team 257\u003c\/p\u003e \u003cp\u003e8.3 “Out-Scoping” and “In-Scoping” in a System Study 260\u003c\/p\u003e \u003cp\u003e8.4 Building the Systems Team 261\u003c\/p\u003e \u003cp\u003e8.5 Tips on Managing the Team 263\u003c\/p\u003e \u003cp\u003e8.6 Functional or Project Management? 264\u003c\/p\u003e \u003cp\u003e8.7 How to Make an Effective Oral Presentation 266\u003c\/p\u003e \u003cp\u003e8.8 How to Write a Report 273\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Project Management 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction 277\u003c\/p\u003e \u003cp\u003e9.2 Project Management Versus Process Management 279\u003c\/p\u003e \u003cp\u003e9.3 The Hersey–Blanchard Four-Mode Theory 281\u003c\/p\u003e \u003cp\u003e9.4 Relation of Management Style to Project Management 285\u003c\/p\u003e \u003cp\u003e9.5 Preliminary Project Planning 286\u003c\/p\u003e \u003cp\u003e9.6 Dealing with Conflict in Project Management 287\u003c\/p\u003e \u003cp\u003e9.7 Life-Cycle Planning and Design 288\u003c\/p\u003e \u003cp\u003e9.8 PERT\/CPM Program Planning Method: An Example 292\u003c\/p\u003e \u003cp\u003e9.9 Quality Control in Systems Projects 297\u003c\/p\u003e \u003cp\u003eCase Study: Project Management 298\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 The 10 Golden Rules of Systems Analysis 301\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction 301\u003c\/p\u003e \u003cp\u003e10.2 Rule 1: There Always Is a Client 302\u003c\/p\u003e \u003cp\u003e10.3 Rule 2: Your Client Does Not Understand His Own Problem 303\u003c\/p\u003e \u003cp\u003e10.4 Rule 3: The Original Problem Statement is too Specific: You Must Generalize the Problem to Give it Contextual Integrity 304\u003c\/p\u003e \u003cp\u003e10.5 Rule 4: The Client Does Not Understand the Concept of the Index of Performance 306\u003c\/p\u003e \u003cp\u003e10.6 Rule 5: You are the Analyst, Not the Decision-Maker 309\u003c\/p\u003e \u003cp\u003e10.7 Rule 6: Meet the Time Deadline and the Cost Budget 310\u003c\/p\u003e \u003cp\u003e10.8 Rule 7: Take a Goal-Centered Approach to the Problem, Not a Technology-Centered or Chronological Approach 311\u003c\/p\u003e \u003cp\u003e10.9 Rule 8: Nonusers Must be Considered in the Analysis and in the Final Recommendations 312\u003c\/p\u003e \u003cp\u003e10.10 Rule 9: The Universal Computer Model is a Fantasy 314\u003c\/p\u003e \u003cp\u003e10.11 Rule 10: The Role of Decision-Maker in Public Systems is Often a Confused One 314\u003c\/p\u003e \u003cp\u003eReferences 319\u003c\/p\u003e \u003cp\u003eIndex 331\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Computer programming \/ software development [\u003ca title=\"See our other books on Computer programming \/ software development\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Computer%20programming%20\/%20software%20development%20%5BUM%5D%22\"\u003eUM\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley-Interscience","offers":[{"title":"Brand New","offer_id":52255214010648,"sku":"9780470007655","price":72.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470007655.jpg?v=1781273788","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/how-to-do-systems-analysis-hardback-9780470007655","provider":"Freshly Printed Books","version":"1.0","type":"link"}