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Computer Systems
Engineering Management
ELECTRICAL ENGINEERING AND ELECTRONICS
Editors
Marlin O. Thurston William Middendorf
Department of Electrical Department of Electrical
Engineering and Computer Engineering
The Ohio State University University of Cincinnati
Columbus, Ohio Cincinnati, Ohio
Robert S. Alford
BBN Communications Corporation
Cambridge, Massachusetts
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Alford, Robert S.
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For Poppy
Preface
V
vi Preface
Roberts. Alford
Introduction
The rapid growth of the computer industry and the widespread ap-
plication of microprocessor technology have led to an explosion in
the number of engineering organizations that are involved in some
form of computer systems engineering. From the small shop de-
veloping a simple microprocessor-based controller to the large teams
of engineers working on space programs, literally hundreds of thou-
sands of engineers are engaged today in expanding the application
of this technology and changing the world in which we live.
The computer systems engineering world is not all roses,
however. For every great success there are many more failures,
and—perhaps worse—there are many, many more projects that
finish way behind schedule and/or over budget, and with less than
expected results. While there is risk involved in any high technology
venture that pushes the state of the art, there are much more funda-
mental reasons for the overwhelming successes and the much more
common failures.
vii
viii Introduction
Preface v
Introduction vii
xi
xii Contents
4. Systems Engineering 85
4.1 The Systems Engineer 88
4.2 Product Planning 89
4.3 Developing the System Architecture 95
4.4 Project Management 100
4.5 Build vs. Buy Decisions 100
4.6 Major Component Selection 102
4.7 Prototype Systems 105
4.8 System Integration and Test 107
4.9 Summary 109
Further Reading 109
Contents xiii
Index 367
1
Engineering and Development Overview
1
Throughout the history of engineering a principle seems to emerge:
Great engineering is simple engineering. Ideas which become too
cumbersome, inflexible, and problematic, tend to be replaced with
newer, conceptually cleaner ideas which, compared with the old,
are aesthetic in their simplicity.
James Martin
Thirty years ago or so, a new age was born, the age of the compu-
ter. It did not take long for this new creation of man to become an
important part of our daily lives, and with the advent of the micro-
processor in the mid 1970s, the computer rapidly spread to many
new applications. By the early 1980s, the computer had become
so commonplace that children began learning programming along
with their fundamental reading and writing skills, and the home
computer had started to become a reality.
3
4 Engineering and Development Overview
Along with this great new age came a whole new engineer-
ing field. By the late 1960s, electrical engineers with skills in the
computer and digital design area became very much in demand,
and the industry's appetite for software people became almost in-
satiable. Universities began to offer degree programs in computer
science, and a whole new set of professions came into being. The
race was on to create new products and services, all based on the
technology of the computer system. Microprocessors now control
everything from children's toys to locomotives, personal computers
are so commonplace that they seem natural in the office or the
home, and supercomputers of tomorrow are under development to
tackle problems whose solutions have eluded us for ages.
The age of the computer, and the extremely rapid growth
of the industry it fostered, have brought their own problems with
them. The pressure to get products to market (or win a contract,
or get to space first), coupled with a new and somewhat undisci-
plined engineering field, has resulted in as many failures as suc-
cesses. Engineering organizations presented with the task of de-
signing and maintaining computer-based systems continue to strug-
gle with the problems associated with applying advanced technol-
ogy to commercial ventures effectively and efficiently.
Computer systems engineering and development can be
managed, as numerous successful efforts attest. There are, however,
many organizations that do not manage the process well at all, re-
sulting in the infamous cost overruns and inferior products that we
all have heard about. What, then, is the difference between the
successful and the not-to-successful engineering organization in
the computer systems field? A major difference is in the manage-
ment and leadership within the organization. The tools and tech-
niques for success are the topic of this book.
Scope of Engineering and Development 5
ing part of the effort. Finally the whole product must be readied
for release, and then turned over to Manufacturing so that it can
be reliably and cost-effectively produced in quantity. This step is
often referred as "taking it from the lab to the cookie cutter."
Effectively accomplishing this vital step of the project often makes
the difference between a successful product and an "also ran."
Many otherwise good designs have not succeeded because Engineer-
ing did not know how to accomplish this step.
Finally there is product support. It is my belief that sup-
port does not belong within the Engineering and Development or-
ganization, but rather in a dedicated support group. This point is
Kemin markkinat.
*****
*****
Oli siis kyllin ruokaa ja juomaa. Olin nälissäni, mutta näytti siltä,
kuin tulisin täällä kärsimään Tantaluksen tuskia. Muun muassa oli
minulle tuotu kaunis lohi, mutta pataa sen keittämiseksi ei tahtonut
kukaan antaa, koska olin kalaa kädelläni koskenut. Kyllä minua
säälittiin, mutta ei kukaan rohjennut minua auttaa. Väkijoukossa oli
myöskin Kuusamosta tänne siirtynyt nainen, kreikan uskoon
kääntynyt, mutta ei hän kuitenkaan ollut starovärtsi. Hän sääli
tilaani, lähti asiasta puhumaan papille, ja palasi tuoden häneltä
kyökki- ja pöytäastioita, vieläpä tuoden tervehdyksenkin papilta, että
ei voinut itse saapua, sillä hän oli rakennustöissä. Tätä naista sain
kiittää siitä, että vihdoin pääsin ikävästä pulasta.
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