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The Helix Paradox : the Uncommon Mind, Skills, and Careers of Effective Systems Engineers.
A guide that explores what enables systems engineers to be effective in their profession and reveals how organizations can help them attain success The Paradoxical Mindset of Systems Engineers offers an in-depth look at the proficiencies and personal qualities effective systems engineers require and...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated,
2018.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Intro; Title Page; Copyright Page; Contents; About the Authors; Acknowledgments; Foreword; Preface; Chapter 1 Paradoxical Mindset; What is Systems Engineering?; Being a Systems Engineer; Book Structure; Chapter 1: Paradoxical Mindset; Chapter 2: Six Uncommon Values; Chapter 3: Fifteen Roles; Chapter 4: A Systems Engineer's Proficiencies; Chapter 5: Hidden in Plain Sight; Chapter 6: Proficiency Profiles; Chapter 7: Three Forces; Chapter 8: Successful Careers; Chapter 9: Secondarily a Systems Engineer; Chapter 10: Thrive; Career Development "Ecosystem" for Systems Engineers.
- A Short Summary of the Helix ProjectVignettes; Notes and References; Chapter 2 Six Uncommon Values; The Parable of the Three Stonecutters; What is Greatness, Anyhow?; Value 1: Keep and Maintain The System Vision; Value 2: Translate Technical Jargon Into Business or Operational Terms and Vice Versa; Value 3: Enable Diverse Teams to Successfully Develop Systems; Value 4: Manage Emergence in Both the Project and the System; Value 5: Enable Good Technical Decisions at the System Level; Value 6: Support the Business Case for the System; How Others View Systems Engineers; Notes and References.
- Chapter 3 Fifteen RolesRoles Focused on the Systems Being Developed; Roles Focused on Systems Engineering Process and Organization; Roles Focused on Teams that Build Systems; Relationship between Roles and Values; Art Pyster at Digital Sound Corporation; Systems Engineers Often Perform Management Roles; Seniority; The Seniority Framework; Three Systems Engineers with Increasing Seniority; Junior Systems Engineer; Mid-Level Systems Engineer; Senior-Level Systems Engineer; Notes and References; Chapter 4 A Systems Engineer's Proficiencies; Engineering Proficiency Cluster.
- Notes and ReferencesChapter 6 Proficiency Profiles; Assessing Proficiency; The Self-Assessment Rubric; MITRE's Early Use of Atlas and Personal Proficiency profiles; Exemplar and Recommended Proficiency Profiles; Aggregate Proficiency Profiles; Notes and References; Chapter 7 Three Forces; Force 1: Experiences; Force 2: Mentoring; Force 3: Education & Training; Force Multipliers; Personal Characteristics as Force Multipliers; Self-Assessing Personal Characteristics; Organizational Characteristics as Force Multipliers; Notes and References; Chapter 8 Successful Careers.