{"product_id":"how-to-do-systems-analysis-primer-and-casebook-9781119179573","title":"How to Do Systems Analysis  Primer and Casebook","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003ePresents the foundational systemic thinking needed to conceive systems that address complex socio-technical problems     This book emphasizes the underlying systems analysis components and associated thought processes.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePreface ix\u003c\/p\u003e \u003cp\u003eOriginal Preface from Jack Gibson xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003eAbout the Companion Website xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: Primer\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Introduction 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 What is a System? 4\u003c\/p\u003e \u003cp\u003e1.2 Terminology Confusion 6\u003c\/p\u003e \u003cp\u003e1.3 Systems Analysis Equals Operations Research Plus Policy Analysis 10\u003c\/p\u003e \u003cp\u003e1.4 Attributes of Large-Scale Systems 11\u003c\/p\u003e \u003cp\u003e1.5 Transportation Systems: An Example of a Large-Scale System 13\u003c\/p\u003e \u003cp\u003e1.6 Systems Integration 16\u003c\/p\u003e \u003cp\u003e1.7 What Makes a “Systems Analysis” Different? 17\u003c\/p\u003e \u003cp\u003e1.8 Distant Roots of Systems Analysis 19\u003c\/p\u003e \u003cp\u003e1.9 Immediate Precursors to Systems Analysis 20\u003c\/p\u003e \u003cp\u003e1.10 Development of Systems Analysis as a Distinct Discipline: The Influence of RAND 23\u003c\/p\u003e \u003cp\u003eReferences 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Six Major Phases of Systems Analysis 28\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 The Systems Analysis Method: Six Major Phases 28\u003c\/p\u003e \u003cp\u003e2.1.1 Determine Goals 28\u003c\/p\u003e \u003cp\u003e2.1.2 Establish Criteria for Ranking Alternative Candidates 30\u003c\/p\u003e \u003cp\u003e2.1.3 Develop Alternative Solutions 31\u003c\/p\u003e \u003cp\u003e2.1.4 Rank Alternatives 32\u003c\/p\u003e \u003cp\u003e2.1.5 Iterate 34\u003c\/p\u003e \u003cp\u003e2.1.6 Action 35\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 41\u003c\/p\u003e \u003cp\u003e2.4 Developing Alternative Scenarios 45\u003c\/p\u003e \u003cp\u003e2.5 Ranking Alternatives 47\u003c\/p\u003e \u003cp\u003e2.6 Iteration and the “Error-Embracing” Approach 47\u003c\/p\u003e \u003cp\u003e2.7 The Action Phase: The Life Cycle of a System 51\u003c\/p\u003e \u003cp\u003eReferences 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 63\u003c\/p\u003e \u003cp\u003e3.5 The Axiological Component 63\u003c\/p\u003e \u003cp\u003e3.6 Developing an Objectives Tree 67\u003c\/p\u003e \u003cp\u003e3.7 Validate 73\u003c\/p\u003e \u003cp\u003e3.8 Iterate 74\u003c\/p\u003e \u003cp\u003eReferences 75\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. The Index of Performance 76\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction 76\u003c\/p\u003e \u003cp\u003e4.2 Desirable Characteristics for an Index of Performance 78\u003c\/p\u003e \u003cp\u003e4.3 Economic Criteria 81\u003c\/p\u003e \u003cp\u003e4.4 Four Common Criteria of Economic Efficiency 83\u003c\/p\u003e \u003cp\u003e4.5 Is There a Problem with Multiple Criteria? 86\u003c\/p\u003e \u003cp\u003e4.6 What is Wrong with the \u003ci\u003eB–C\u003c\/i\u003e Ratio? 90\u003c\/p\u003e \u003cp\u003e4.7 Can IRR be Fixed? 92\u003c\/p\u003e \u003cp\u003e4.8 Expected Monetary Value 94\u003c\/p\u003e \u003cp\u003e4.9 Nonmonetary Performance Indices 96\u003c\/p\u003e \u003cp\u003eReferences 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Develop and Evaluate Alternative Candidate Solutions 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 101\u003c\/p\u003e \u003cp\u003e5.2 The Classical Approach to Creativity 101\u003c\/p\u003e \u003cp\u003e5.3 Concepts in Creativity 103\u003c\/p\u003e \u003cp\u003e5.4 Brainstorming 104\u003c\/p\u003e \u003cp\u003e5.5 Brainwriting 107\u003c\/p\u003e \u003cp\u003e5.6 Dynamic Confrontation 109\u003c\/p\u003e \u003cp\u003e5.7 Zwicky’s Morphological Box 110\u003c\/p\u003e \u003cp\u003e5.8 The Options Field\/Options Profile Approach 112\u003c\/p\u003e \u003cp\u003e5.9 Computer Creativity 115\u003c\/p\u003e \u003cp\u003e5.10 Trade Study Methods 116\u003c\/p\u003e \u003cp\u003e5.11 Trade Study Example 120\u003c\/p\u003e \u003cp\u003eReferences 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. The 10 Golden Rules of Systems Analysis 130\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 130\u003c\/p\u003e \u003cp\u003e6.2 Rule 1: There Always is a Client 131\u003c\/p\u003e \u003cp\u003e6.3 Rule 2: Your Client Does Not Understand His Own Problem 132\u003c\/p\u003e \u003cp\u003e6.4 Rule 3: The Original Problem Statement is too Specific: You Must Generalize the Problem to Give it Contextual Integrity 133\u003c\/p\u003e \u003cp\u003e6.5 Rule 4: The Client Does Not Understand the Concept of the Index of Performance 135\u003c\/p\u003e \u003cp\u003e6.6 Rule 5: You are the Analyst, Not the Decision Maker 137\u003c\/p\u003e \u003cp\u003e6.7 Rule 6: Meet the Time Deadline and the Cost Budget 139\u003c\/p\u003e \u003cp\u003e6.8 Rule 7: Take a Goal-Centered Approach to the Problem, not a Technology-Centered or Chronological Approach 140\u003c\/p\u003e \u003cp\u003e6.9 Rule 8: Non-users Must Be Considered in the Analysis and in the Final Recommendations 141\u003c\/p\u003e \u003cp\u003e6.10 Rule 9: The Universal Computer Model is a Fantasy 143\u003c\/p\u003e \u003cp\u003e6.11 Rule 10: The Role of Decision Maker in Public Systems is Often a Confused One 143\u003c\/p\u003e \u003cp\u003eReferences 145\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: Casebook \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases in Systems Engineering 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 149\u003c\/p\u003e \u003cp\u003eThe Case Study Method 151\u003c\/p\u003e \u003cp\u003eWhat is a “Case”? 152\u003c\/p\u003e \u003cp\u003eImplementing the Case Study Method 152\u003c\/p\u003e \u003cp\u003eChat Rooms and Polls 152\u003c\/p\u003e \u003cp\u003eIn-Class Group Activities 153\u003c\/p\u003e \u003cp\u003eCase Study Assignments 153\u003c\/p\u003e \u003cp\u003ePeer Review 154\u003c\/p\u003e \u003cp\u003eThe Case Studies 154\u003c\/p\u003e \u003cp\u003eUsing Case Studies to Build Teamwork and Communications Skills 154\u003c\/p\u003e \u003cp\u003eBuilding the Systems Team 155\u003c\/p\u003e \u003cp\u003eTips on Managing the Team 156\u003c\/p\u003e \u003cp\u003eHow to Make an Effective Oral Presentation 157\u003c\/p\u003e \u003cp\u003eHow to Write a Report 162\u003c\/p\u003e \u003cp\u003eAligning Case Studies with the Ten Golden Rules of Systems Analysis 164\u003c\/p\u003e \u003cp\u003eTo Winnebago or to not Winnebago? 164\u003c\/p\u003e \u003cp\u003eHow can this Case be Used to Teach and Reinforce Systems Analysis? 169\u003c\/p\u003e \u003cp\u003eA Word about the Cases 170\u003c\/p\u003e \u003cp\u003eValidation of Learning: Evidence-Based Learning 170\u003c\/p\u003e \u003cp\u003eSample Evaluation Instrument: Exam with Solutions 171\u003c\/p\u003e \u003cp\u003eSample Evaluation Instrument: Exam without Solutions 176\u003c\/p\u003e \u003cp\u003eCase 1: Great Buys 183\u003c\/p\u003e \u003cp\u003eCase 2: Surf’s Up? 188\u003c\/p\u003e \u003cp\u003eCase 3: Extended Engineering Education 189\u003c\/p\u003e \u003cp\u003eCase 4: Systems Engineering Majors Proliferating 192\u003c\/p\u003e \u003cp\u003eCase 5: Motor Carrier Safety and Compliance 193\u003c\/p\u003e \u003cp\u003eCase 6: Is Getting There Half the Fun? 202\u003c\/p\u003e \u003cp\u003eCase 7: Is Getting There Half the Fun? (Revisited) 206\u003c\/p\u003e \u003cp\u003eCase 8: Which Camper Should We Choose? 210\u003c\/p\u003e \u003cp\u003eCase 9: Seat Belt Issue 217\u003c\/p\u003e \u003cp\u003eCase 10: Baseball Free Agent Draft—20xx 219\u003c\/p\u003e \u003cp\u003eCase 11: For the Birds? 221\u003c\/p\u003e \u003cp\u003eCase 12: Wal-Mart Crisis 222\u003c\/p\u003e \u003cp\u003eCase 13: Ocean Cleanup 224\u003c\/p\u003e \u003cp\u003eCase 14: BRAC 226\u003c\/p\u003e \u003cp\u003eCase 15: Opportunity? 227\u003c\/p\u003e \u003cp\u003eCase 16: Risky Business 228\u003c\/p\u003e \u003cp\u003eCase 17: Corporate Headquarters 230\u003c\/p\u003e \u003cp\u003eCase 18: The Ad Forecaster 231\u003c\/p\u003e \u003cp\u003eCase 19: For the Birds (Revisited) 232\u003c\/p\u003e \u003cp\u003eCase 20: Best MBA? 234\u003c\/p\u003e \u003cp\u003eCase 21: Health Insurance? What Health Insurance? 235\u003c\/p\u003e \u003cp\u003eCase 22: Social Media in Emergency Management 237\u003c\/p\u003e \u003cp\u003eCase 23: Which Bridges to Repair? 241\u003c\/p\u003e \u003cp\u003eCase 24: Going-to-the-Sun Road Rehabilitation Project 245\u003c\/p\u003e \u003cp\u003eCase 25: HEV versus HOV? 256\u003c\/p\u003e \u003cp\u003eCase 26: “Show Me the Money!” 259\u003c\/p\u003e \u003cp\u003eCase 27: The Collections Subsidiary 261\u003c\/p\u003e \u003cp\u003eCase 28: MNB One Credit Card Portfolio 266\u003c\/p\u003e \u003cp\u003eCase 29: Select Collections 273\u003c\/p\u003e \u003cp\u003eCase 30: To Distance or Not to Distance? Is That the Question? 278\u003c\/p\u003e \u003cp\u003eIndex 279\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407004311895,"sku":"9781119179573","price":90.86,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119179573.jpg?v=1730497853","url":"https:\/\/bookcurl.com\/products\/how-to-do-systems-analysis-primer-and-casebook-9781119179573","provider":"Book Curl","version":"1.0","type":"link"}