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Organizational Centric Exercises Table 5.2 continued Role System analyst Role Description
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An individual or organization that applies analytical methods and techniques (scienti c, mathematical, statistical, nancial, political, social, cultural, etc.) to provide meaningful data to support informed decision making by mission planners, system operators, and system maintainers. An individual, organization, or enterprise responsible for supporting the system, its capabilities, and/or performance at a sustainment level that ensures successful achievement of the system s mission and objectives. System support includes activities such as maintenance, training, data, technical manuals, resources, and management. An individual, organization, or enterprise accountable for ensuring that the EQUIPMENT System Element is properly maintained via preventive and corrective maintenance, system upgrades, etc. An individual or organization accountable for training all members of the PERSONNEL System Element to achieve a level of performance standard based pro ciency in achieving the system mission and its objectives. An individual, organization, or enterprise with competitive, adversarial, or hostile motivations to publicize the shortcomings of a system to ful ll its assigned missions, goals, and objectives in a cost effective, value-added manner and/or believes the system is a threat to some other system for which the System Critic serves as a System Advocate. An individual, organization, or enterprise whose missions, goals, and objectives compete to capture similar mission outcomes. EXAMPLE 5.5 Examples include market share, physical space, etc.
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A hostile individual, organization, or enterprise whose interests, ideology, goals, and objectives are: 1. Counter to another system s missions, goals, and/or objectives. 2. Exhibits behavioral patterns and actions that appear to be threatening. A competitive, adversarial, or hostile individual, organization, or enterprise actively planning and/or executing missions, goals, and objectives that are counter to another system s missions, goals, and/or objectives.
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ORGANIZATIONAL CENTRIC EXERCISES
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1. Identify a contract program within your organization. Interview the program and technical directors to identify the system s roles and stakeholders, using Table 5.2 as a checklist. 2. Identify a services group within your organization such as communications, accounting, or contracts. Identify the role and stakeholders of the services system using Table 5.2 as a checklist. 3. Using any system, product, or service your organization provides, identify what human system roles the product supports.
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System Acceptability
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6.1 INTRODUCTION
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The degree of success of any human-made system and its mission(s) ultimately depends on: 1. Whether the marketplace is ready for introduction of the system an operational need driven window of opportunity. 2. The User s perception of the system s operational utility, suitability, and availability. 3. The system s ability to accomplish the User s mission system effectiveness. 4. The return on investment (ROI) for the resources expended to operate and maintain the system cost effectiveness. Most people view system acceptability in a customer satisfaction context. Engineers often shrug it off as something that can be measured by customer satisfaction surveys AFTER a system or product has been delivered or distributed to the marketplace. Based on WHAT the organization learns from the postdelivery surveys, they may improve the system or product if: 1. The User awards them another contract to correct any de ciencies, assuming the de ciences are not covered by the contract. 2. Longer term pro t projections make internal investment worthwhile. You should understand the User s operational needs prior to the system development rather than from postdelivery surveys. You need to understand: 1. HOW the User intends to use the system or product. 2. WHAT measures of success are to be applied 3. The consequences and rami cations of User failure or degrees of success. Author s Note 6.1 This topic is seldom addressed by many texts and is typically one of the last concepts engineers learn. Yet, it is one of the most important concepts. If system developers do not understand the success criteria for user acceptance, the most elegant designs are worthless. Therefore, this topic is introduced as part of the System Entity Concepts. The four degree of success factors listed at the start of this chapter are seldom optimum simultaneously. Though appearing to be equal, psychologically, the subjective measures namely, perception of operational utility, suitability, and availability (factor 2) often obscure the objective measures of system success system and cost effectiveness (factors 3 and 4).
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System Analysis, Design, and Development, by Charles S. Wasson Copyright 2006 by John Wiley & Sons, Inc.
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