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Value Chain Modelling 价值链模型
Pub Date : 2018-11-16 DOI: 10.1049/PBPC020E_CH12
J. Holt, Simon Perry
Many organisations find it difficult to know where to apply limited resources for the most return. Having a healthy sales funnel is vital, but what is the best way to use a limited marketing budget? All face questions like `Should we attend the ACME Conference this year?' and `E-Corp want another meeting. We have already had three and got no work. Should we bother?' This chapter outlines an initial Value Chain Framework (VCF) that the authors have developed (and are continuing to develop) to help them capture current and past business in order to analyse and decide where to target limited sales and marketing resources in the best way to answer the kinds of questions posed above and to help generate future business. In keeping with the rest of this book, you should not be surprised to find that the VCF has been developed using MBSE best practice - the Framework for Architectural Frameworks (FAF) as described in Chapter 11. The use of MBSE was also one of the key drivers in the development of the VCF: the authors are both firm believers that the best MBSE starts at home. Do not just preach (and hopefully practice) MBSE with you customers and the Systems you are developing for them, but preach and most definitely practice MBSE in your own Organisation, by applying MBSE to understanding and improving the way the Organisation works and to how it (and you) carry out MBSE. This is, all too sadly, very rare in many Systems Engineering Organisations; there are many that are great advocates of Systems Engineering (if not MBSE) but who never turn such a powerful tool on themselves and the way they work. Trying to understand the value of using MBSE for a non-systems engineering activity was of great interest to the authors and this, of course, meant that thinking about and capturing value chain had to be done using MBSE techniques. Following this introduction, the aims of the VCF are presented. The main concepts used by the VCF are then defined and described and its Viewpoints identified. Each Viewpoint is defined, with an example View that conforms to the Viewpoint. Rules are then defined that constrain the use of the VCF. The chapter concludes with some observations on issues and future work that are being considered.
许多组织发现很难知道在哪里使用有限的资源以获得最大的回报。拥有一个健康的销售渠道是至关重要的,但是怎样才能最好地利用有限的营销预算呢?所有人都面临这样的问题:“我们应该参加今年的ACME会议吗?”和E-Corp想再开一次会。我们已经有三个了,还没有工作。我们应该麻烦一下吗?”本章概述了最初的价值链框架(VCF),作者已经开发(并将继续开发),以帮助他们捕获当前和过去的业务,以便分析和决定在哪里瞄准有限的销售和营销资源,以最好的方式回答上述各种问题,并帮助产生未来的业务。为了与本书的其余部分保持一致,您应该不会惊讶地发现VCF是使用MBSE最佳实践开发的——第11章中描述的架构框架的框架(FAF)。MBSE的使用也是VCF开发的关键驱动因素之一:两位作者都坚信,最好的MBSE始于家庭。不要只是向你的客户和你正在为他们开发的系统宣传(并希望实践)MBSE,而是在你自己的组织中宣传和实践MBSE,通过应用MBSE来理解和改进组织的工作方式,以及它(和你)如何实施MBSE。令人遗憾的是,这在许多系统工程组织中非常罕见;有许多人是系统工程(如果不是MBSE)的伟大倡导者,但他们从未将如此强大的工具用于自己和他们的工作方式。试图理解在非系统工程活动中使用MBSE的价值是作者非常感兴趣的,当然,这意味着必须使用MBSE技术来思考和捕获价值链。在此介绍之后,介绍了VCF的目标。然后定义和描述VCF使用的主要概念,并确定其视点。每个视点都被定义,并带有一个符合视点的示例视图。然后定义约束VCF使用的规则。本章最后对正在审议的问题和今后的工作提出了一些看法。
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引用次数: 0
The 'Tool' “工具”
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_ch18
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引用次数: 3
Appendix A Ontology and Glossary 附录A本体和术语表
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_appendixa
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引用次数: 0
Model Maturity 成熟度模型
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_ch20
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引用次数: 0
Back Matter 回到问题
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_bm
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引用次数: 0
Part 4 – Case Study 第4部分-案例研究
Pub Date : 2018-11-16 DOI: 10.1049/PBPC020E_PT4
J. Holt, Simon Perry
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引用次数: 0
The 'Process' “过程”
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_ch17
The Committee The University Study Abroad Committee (USAC or the Committee), is charged by the Provost with sole responsibility for reviewing and approving the academic, cultural, linguistic, logistical and administrative components of each proposal for a new undergraduate study abroad program, whether it is sponsored and operated by Northwestern, an exchange program, a consortium, or an affiliation with an existing external program abroad.
大学出国留学委员会(USAC或委员会)由教务长负责审查和批准新的本科出国留学项目提案的学术、文化、语言、后勤和行政组成部分,无论该项目是由西北大学赞助和运营的,还是交换项目、财团,还是与现有的国外外部项目有联系。
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引用次数: 3
The Case Study 案例研究
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_ch14
Magdalena Zalewska-Turzyńska
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引用次数: 0
Appendix C Process Model for ISO15288:2015 附录C ISO15288:2015过程模型
Pub Date : 2018-11-16 DOI: 10.1049/pbpc020e_appendixc
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引用次数: 0
Appendix D Competency Framework 附录D胜任力架构
Pub Date : 2018-11-16 DOI: 10.1049/PBPC020E_APPENDIXD
J. Holt, Simon Perry
This appendix describes the MBSE Competency Framework that can be used as a basis for carrying out assessments as described in Chapter 16. This appendix also defines a number of Competency Scopes for the Stakeholder Roles identified as being important for the realisation of MBSE in an Organisation. The diagram in Figure D.1 shows a recap of the key concepts associated with Competence taken from the MBSE Ontology that has been used throughout this book. An example Competency Framework, the MBSE Competency Framework will now be described that is based and, therefore, is consistent with the MBSE Ontology. It should be stressed that the Competency Framework provided here is for guidance only and is not intended to be definitive for all MBSE activities in all Organisations. The Competency Framework presented here is based on real work and has been applied in industry.
本附录描述了MBSE能力框架,它可以作为执行第16章所述评估的基础。本附录还定义了一些利益相关者角色的能力范围,这些角色对于在组织中实现MBSE非常重要。图D.1中的图表显示了从本书中使用的MBSE本体中与能力相关的关键概念的概述。一个能力框架的例子,MBSE能力框架现在将被描述为基于,因此,与MBSE本体是一致的。应该强调的是,这里提供的能力框架仅供指导,并不打算用于所有组织的所有MBSE活动。本文提出的胜任力框架以实际工作为基础,并已在行业中得到应用。
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引用次数: 0
期刊
SysML for Systems Engineering: A Model-Based Approach
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