{"product_id":"how-to-do-systems-analysis-9780470007655","title":"How to Do Systems Analysis","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\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.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\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\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003ePreface.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eA Personal Note from William T. Scherer.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eA Personal Note from William F. Gibson.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eA Personal Note from Scott F. Ferber.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eOriginal Preface from Jack Gibson.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAcknowledgments.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Introduction.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 What is a System?\u003c\/p\u003e \u003cp\u003e1.2 Terminology Confusion.\u003c\/p\u003e \u003cp\u003e1.3 Systems Analysis Equals Operations Research Plus Policy Analysis.\u003c\/p\u003e \u003cp\u003e1.4 Attributes of Large-Scale Systems.\u003c\/p\u003e \u003cp\u003e1.5 Intelligent Transportation Systems (ITS): An Example of a Large-Scale System.\u003c\/p\u003e \u003cp\u003e1.6 Systems Integration.\u003c\/p\u003e \u003cp\u003e1.7 What Makes a “Systems Analysis” Different?\u003c\/p\u003e \u003cp\u003e1.8 Distant Roots of Systems Analysis.\u003c\/p\u003e \u003cp\u003e1.9 Immediate Precursors to Systems Analysis.\u003c\/p\u003e \u003cp\u003e1.10 Development of Systems Analysis As a Distinct Discipline: The Influence of RAND.\u003c\/p\u003e \u003cp\u003eHistorical Case Study: IIASA (A).\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003eCase Study:  Fun at Six Flags?\u003c\/p\u003e \u003cp\u003eHistorical Case Study: IIASA (B).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Six Major Phases of Systems Analysis.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 The System Analysis Method: Six Major Phases.\u003c\/p\u003e \u003cp\u003e2.2 The Goal-Centered or Top-Down Approach.\u003c\/p\u003e \u003cp\u003e2.3 The Index of Performance Concept.\u003c\/p\u003e \u003cp\u003e2.4 Developing Alternative Scenarios.\u003c\/p\u003e \u003cp\u003e2.5 Ranking Alternatives.\u003c\/p\u003e \u003cp\u003e2.6 Iteration and the “Error-Embracing” Approach.\u003c\/p\u003e \u003cp\u003e2.7 The Action Phase: The Life-Cycle of a System.\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003eCase Study: Methodologies or Chaos? Part A.\u003c\/p\u003e \u003cp\u003eCase Study: Methodologies or Chaos? Part B.\u003c\/p\u003e \u003cp\u003eCase Study: Wal-Mart Crisis!\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Goal Development.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Seven Steps in Goal Development.\u003c\/p\u003e \u003cp\u003e3.2 On Generalizing the Question.\u003c\/p\u003e \u003cp\u003e3.3 The Descriptive Scenario.\u003c\/p\u003e \u003cp\u003e3.4 The Normative Scenario.\u003c\/p\u003e \u003cp\u003e3.5 The Axiological Component.\u003c\/p\u003e \u003cp\u003e3.6 Developing an Objectives Tree.\u003c\/p\u003e \u003cp\u003e3.7 Fitch’s Goals for Urbanizing America: An Example of Objectives Tree Construction.\u003c\/p\u003e \u003cp\u003e3.8 Content Analysis of Fitch’s Goals.\u003c\/p\u003e \u003cp\u003e3.9 Validate.\u003c\/p\u003e \u003cp\u003e3.10 Iterate.\u003c\/p\u003e \u003cp\u003eCase Study: Distance Learning in the Future?\u003c\/p\u003e \u003cp\u003eHistorical Case Study: Goals of 4C, Inc.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. The Index of Performance.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction.\u003c\/p\u003e \u003cp\u003e4.2 Desirable Characteristics for an Index of Performance.\u003c\/p\u003e \u003cp\u003e4.3 Economic Criteria.\u003c\/p\u003e \u003cp\u003e4.4 Compound Interest.\u003c\/p\u003e \u003cp\u003e4.5 Four Common Criteria for Economic Efficiency.\u003c\/p\u003e \u003cp\u003e4.6 Is there a Problem with Multiple Criteria?\u003c\/p\u003e \u003cp\u003e4.7 What is Wrong with the \u003ci\u003e\u003cb\u003eB-C\u003c\/b\u003e\u003c\/i\u003e Ratio?\u003c\/p\u003e \u003cp\u003e4.8 Can IRR be Fixed?\u003c\/p\u003e \u003cp\u003e4.9 Expected Monetary Value.\u003c\/p\u003e \u003cp\u003e4.10 Nonmonetary Performance Indices.\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003eCase Study: Sky High Airlines\u003c\/p\u003e \u003cp\u003eCase Study: Bridges—Where to Spend the Security Dollars?\u003c\/p\u003e \u003cp\u003eCase Study: Measuring the Process and Outcomes of Regional Transportation Collaboration.\u003c\/p\u003e \u003cp\u003eCase Study: Baseball Free Agent Draft.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Develop Alternative Candidate Solutions.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction.\u003c\/p\u003e \u003cp\u003e5.2 The Classical Approach to Creativity.\u003c\/p\u003e \u003cp\u003e5.3 Concepts in Creativity.\u003c\/p\u003e \u003cp\u003e5.4 Brainstorming.\u003c\/p\u003e \u003cp\u003e5.5 Brainwriting.\u003c\/p\u003e \u003cp\u003e5.6 Dynamic Confrontation.\u003c\/p\u003e \u003cp\u003e5.7 Zwicky’s Morphological Box.\u003c\/p\u003e \u003cp\u003e5.8 The Options Field\/Options Profile Approach.\u003c\/p\u003e \u003cp\u003e5.9 Computer Creativity.\u003c\/p\u003e \u003cp\u003e5.10 Computer Simulation: a Tool in Option Development.\u003c\/p\u003e \u003cp\u003e5.11 Why a Dynamic Simulation for Creating Options?\u003c\/p\u003e \u003cp\u003e5.12 Context-Free Simulation Models?\u003c\/p\u003e \u003cp\u003e5.13 Bottom-Up Simulation or Top-Down?\u003c\/p\u003e \u003cp\u003e5.14 Lessons from the Susquehanna River Basin Model.\u003c\/p\u003e \u003cp\u003e5.15 The Forrester Urban Model (FUM) and Societal Values.\u003c\/p\u003e \u003cp\u003e5.16 Extensions and Variations.\u003c\/p\u003e \u003cp\u003e5.17 Where to go from Here?\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003eCase Study: Winnebago.\u003c\/p\u003e \u003cp\u003eCase Study: Distance Learning in the Future?\u003c\/p\u003e \u003cp\u003eHistorical Case Study: Real-Time Television Link with Mars Orbiter.\u003c\/p\u003e \u003cp\u003eHistorical Case Study: A Highway Vehicle Simulator.\u003c\/p\u003e \u003cp\u003eRFP from DOT.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Rank Alternative Candidates.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction.\u003c\/p\u003e \u003cp\u003e6.2 Rating and Ranking Methods.\u003c\/p\u003e \u003cp\u003e6.3 Condorcet and Arrow Voting Paradoxes.\u003c\/p\u003e \u003cp\u003e6.4 A MultiStage Rating Process.\u003c\/p\u003e \u003cp\u003e6.5 Decision Analysis.\u003c\/p\u003e \u003cp\u003e6.6 Basic Axioms of Decision Theory.\u003c\/p\u003e \u003cp\u003e6.7 Properties of Utility Functions.\u003c\/p\u003e \u003cp\u003e6.8 Constructing a Utility Curve.\u003c\/p\u003e \u003cp\u003e6.9 Some Decision Analysis Classic Examples.\u003c\/p\u003e \u003cp\u003e6.10 Estimation Theory in Decision Analysis.\u003c\/p\u003e \u003cp\u003e6.11 Some Practical Problems with Decision Analysis. \u003c\/p\u003e \u003cp\u003e6.12 Practical Trade Studies.\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003eCase Study: Training Center Location.\u003c\/p\u003e \u003cp\u003eCase Study: Corporate Headquarters Location.\u003c\/p\u003e \u003cp\u003eCase Study: Business School Selection.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Iteration and Transition.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Iteration.\u003c\/p\u003e \u003cp\u003e7.2 Segment and Focus.\u003c\/p\u003e \u003cp\u003e7.3 The Transition Scenario.\u003c\/p\u003e \u003cp\u003e7.4 The Gantt Chart.\u003c\/p\u003e \u003cp\u003e7.5 Interaction Matrices.\u003c\/p\u003e \u003cp\u003e7.6 The Delta Chart.\u003c\/p\u003e \u003cp\u003e7.7 The Audit Trail.\u003c\/p\u003e \u003cp\u003e7.8 Cost of Failure to Stay on Schedule.\u003c\/p\u003e \u003cp\u003e7.9 Responsibilities of Major Actors.\u003c\/p\u003e \u003cp\u003e7.10 Sign-Offs by Cooperating Groups.\u003c\/p\u003e \u003cp\u003eExercises.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Management of the Systems Team.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction.\u003c\/p\u003e \u003cp\u003e8.2 Personal Style in an Interdisciplinary Team.\u003c\/p\u003e \u003cp\u003e8.3.”Out-Scoping” and “In-Scoping” in a System Study.\u003c\/p\u003e \u003cp\u003e8.4 Building the Systems Team.\u003c\/p\u003e \u003cp\u003e8.5 Tips on Managing the Team.\u003c\/p\u003e \u003cp\u003e8.6 Functional or Project Management?\u003c\/p\u003e \u003cp\u003e8.7 How to Make an Effective Oral Presentation.\u003c\/p\u003e \u003cp\u003e8.8 How to Write a Report.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Project Management.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction.\u003c\/p\u003e \u003cp\u003e9.2 Project Management Versus Process Management.\u003c\/p\u003e \u003cp\u003e9.3 The Hersey-Blanchard Four-Mode Theory.\u003c\/p\u003e \u003cp\u003e9.4 Relation of Management Style to Project Management.\u003c\/p\u003e \u003cp\u003e9.5 Preliminary Project Planning.\u003c\/p\u003e \u003cp\u003e9.6 Dealing with Conflict in Project Management.\u003c\/p\u003e \u003cp\u003e9.7 Life-Cycle Planning and Design.\u003c\/p\u003e \u003cp\u003e9.8 PERT\/CPM Program Planning Method: An Example.\u003c\/p\u003e \u003cp\u003e9.9 Quality Control in Systems Projects.\u003c\/p\u003e \u003cp\u003eCase Study: Project Management.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. The 10 Golden Rules of Systems Analysis.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction.\u003c\/p\u003e \u003cp\u003e10.2 Rule 1: There Always Is a Client.\u003c\/p\u003e \u003cp\u003e10.3 Rule 2: Your Client Does Not Understand His Own Problem.\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.\u003c\/p\u003e \u003cp\u003e10.5 Rule 4: The Client Does Not Understand the Concept of the Index of Performance.\u003c\/p\u003e \u003cp\u003e10.6 Rule 5: You are the Analyst, Not the Decision-Maker.\u003c\/p\u003e \u003cp\u003e10.7 Rule 6: Meet the Time Deadline and the Cost Budget.\u003c\/p\u003e \u003cp\u003e10.8 Rule 7: Take a Goal-Centered Approach to the Problem, Not a Technology-Centered or Chronological Approach  .\u003c\/p\u003e \u003cp\u003e10.9 Rule 8: Nonusers Must be Considered in the Analysis and in the Final Recommendations.\u003c\/p\u003e \u003cp\u003e10.10 Rule 9: The Universal Computer Model is a Fantasy.\u003c\/p\u003e \u003cp\u003e10.11 Rule 10: The Role of Decision-Maker in Public Systems is Often a Confused One.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eReferences.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402250002775,"sku":"9780470007655","price":90.86,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470007655.jpg?v=1730479834","url":"https:\/\/bookcurl.com\/products\/how-to-do-systems-analysis-9780470007655","provider":"Book Curl","version":"1.0","type":"link"}