Below we show, in an encyclopedic format, common methods and tools (M&Ts) that, on the one hand, support the work of systems design (architectural design and conceptual design) and, on the other, the work of project management.
We deliberately limit ourselves to a short characterization of each, which should allow the reader to judge if certain methods/techniques are suitable in the context of a present project or working step, and if so, which ones exactly. More detailed descriptions or user instructions can be found quickly and easily on the internet, from current information sources such as Wikipedia and internet search engines.
In contrast to other systems engineering promoters we do not regard M&Ts such as risk management, evaluation and decision-making techniques, validation, and verification, as core components of the systems engineering concept. They are important, but in our opinion, the application of certain M&Ts depends heavily on the kind of project or sector and the local practices, norms, binding regulations, customary partners, supplier commitments, and much more.
Methods and tools (M&Ts) assigned to the thematic areas of systems engineering
Information procurement (1) | Information editing (2) | Information illustration (3) | Formulation of objectives (4) |
|---|---|---|---|
– Information acquisition techniques – Information acquisition plan – Questioning – Observation techniques – Checklists – Forecasting techniques – Delphi method – Questionnaire – Interview, interviewing techniques – Activity scanning, (multi-moment observations) – Panel polling, survey – Forecast and predictions – Sample tests – Scenario analysis | – ABC analysis – Flow chart – Analysis techniques – Benchmarking – Capability maturity model, CMMI – Illustration techniques – DSM – EFQM – Flow diagram – Histogram – Information editing techniques – Ishikawa diagram – Kaizen – Key indicator system – Correlation analysis – Mathematical statistics – Sampling – Process analysis – Regression analysis – SysML – UML – Value analysis | – Information preparation/processing methods – Modeling and representation techniques – Failure-causes-measures analysis – Mind mapping – MTBF – MTTR – MTTF – Input–output model – Polarity profile – Network thinking, cause-effect networks – Allocation problems – Visualization techniques (information graphics) | – Operationalization – Target costing – Use case |
Project management (9) | |||
|---|---|---|---|
– Bar chart, Gantt chart – Work breakdown structures | – Project audit – Project management body of knowledge – Configuration management | – Network planning – Critical path method – PERT – Project management software – Milestone monitoring | – Timing trend diagram – To-do list – Lessons learned |
General (0) | |||
|---|---|---|---|
– Eisenhower method – Heuristic methods – Design structure matrix – System dynamics | – Re-engineering – Agile systems engineering – Analysis techniques – Business process model and notation | – Quality management – Safety management – (Total) quality control – Total quality management – Continuous improvement process | – Virtual product development – Digital factory – ISO 9001 – Just in time – Kaizen |
Synthesis of solutions – creativity (5) | Synthesis of solutions – optimization (6) | Analysis of solutions (7) | Evaluation + decision (8) |
|---|---|---|---|
– Analogy method – Bionics – Brainstorming – Just in time – Card technique – Creativity technique – Method 635 – Morphological analysis – Synectics – TRIZ, TIPS | – Operations research – Dynamic optimization – Decision tree – FMEA – Linear programming – Monte Carlo method – Real options – Sequencing problems – Simplex algorithm – Simulation technique – Numeric simulation – Game theory – System dynamics – Queuing models – Assignment or allocation of problems – Use case – Just in time, Just in sequence | – FMEA – Systems theoretic process analysis – EFQM – Fault tree analysis – Risk analysis – MTTF – MTBF – MTTR – Ishikawa diagram – ISO 9001 – Reverse engineering – Risk management – Weak point analysis – Safety analysis, management – Total quality control – Total quality management – Value analysis – Reliability analysis – Six sigma | – Valuation techniques – Analytic hierarchy process – Evaluation techniques – Decision theory – Decision tree method – Value benefit analysis – Cost-benefit analysis – Cost-effectiveness analysis – Economic value analysis – Real options – Sensitivity analyses – Economic efficiency calculation – Economic feasibility calculation – Scoring methods – Criteria plan |
Methods and tools (M&Ts) within the framework of the systems engineering concept
The survey in Sect. 15.1 lists selected M&Ts in columns 1–8 according to the relevant steps of the problem-solving cycle in which they have their main application. This allocation is explained in the following text. However, a definite allocation is not always possible because several techniques are applicable to different steps. Techniques assigned to project management are found in group (9), general techniques in group (0).
M&Ts for Situation Analysis (1) (2) (3)
Here, the focus is particularly on techniques of information acquisition (1), information editing (2), and information illustration (3). Techniques used for the analysis and evaluation of solutions can usually also be used for the analysis and evaluation of the actual condition, which after all represents a special solution.
Creative techniques (5) can be applied universally. They are not only applicable in the solution search but are also useful in situation analysis (for example, brainstorming in the search for problem causes) and in project management (brainstorming with regard to activities to be conducted in a single step). Mathematical methods for optimizing solutions, such as simulation, may also be used to analyze system behavior in the actual condition.
M&Ts for the Formulation of Objectives (4)
Besides the techniques listed in column 4, one can use the techniques of information acquisition (1) and editing (2), for example, interviews and survey techniques, plus, because the formulation of objectives substantiates the value system underlying the decision, the techniques of evaluation and decision-making (8).
M&Ts for the Solution Synthesis (5) (6)
The focus is on creativity techniques (5) and, possibly, optimization techniques (6). In addition to these, techniques of information procurement (1) and processing (2) can also be applied.
M&Ts for Solution Analysis (7)
Here, our concern is of course primarily with the techniques listed in column 7, plus with those of information procurement (1) and processing (2) and possible simulation or other optimization techniques (6).
M&Ts for Evaluation and Decision (8)
The focus is naturally on evaluation techniques (8). Once again, techniques for information procurement (1) and processing (2) are feasible, optionally also techniques for optimization and analysis (6).
The individual M&Ts will be described in alphabetical order in the glossary.
15.1 Self-Check of Knowledge and Understanding: Survey of Methods and Tools
- 1.
Name at least two methods for each step of the problem solving cycle
- 2.
Which M&Ts have you already applied in your projects?
- 3.
What are you missing and why?