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Systems Architecting: a Business Perspective
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Viewpoint Hopping 11/27/2018
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Course Program 11/27/2018
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What is Architecting? 11/27/2018
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Goals of the Gaudí Project
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Chapter 1: Process and Organization
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1.1 Process Decomposition of a Business
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Simplified Decomposition of the Business
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Financial Characterization of Decomposition
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The Value Chain and the Opposite Feedback Flow
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Decomposition of the Customer Oriented Process
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1.2 Intermezzo: What Is a Process
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Process Attributes 11/27/2018
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A process within an abstraction hierarchy
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Organization Attributes
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Weak Spots of Organization View
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1.3 Product Creation Process
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The Product Creation Process in Business Context
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Phasing of the PCP at Business Level
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Phasing the Design Control Process
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Advantages and Disadvantages of a Phased Process
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Characteristics of a Phase Model
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V-model versus Evolutionary PCP model
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Decisions and Phase Transitions
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Operational Organization of the PCP
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Decomposition of the Product Creation Process
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The Rules of the Operational Game
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Prime Responsibilities of the Operational Leader
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Operational Teams 11/27/2018
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1.4 Intermezzo: The Importance of Feedback
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Deviation with and without Feedback
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Example with Different Feedback Cycles
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Schools of Architectures
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Theoretical vs Practical work per phase
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Feedback per phase 11/27/2018
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Position Statements 11/27/2018
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1.5 The Systems Architecting Process
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System Architecting Process in Business Context
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Map of System Architecting Process and Neighborhood
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System Architecting Relation between PPP and PCP
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1.6 Intermezzo: Products, Projects, Services
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Projects versus Products
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Convergence of Projects and Products
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Simplified process diagram for project business
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Example of extensive complex of services
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Model of operational services
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System of Systems 11/27/2018
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Chapter 2: Role and Task of the System Architect
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2.1 The Awakening of a System Architect
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Typical Growth of a System Architect
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Generalist versus Specialist
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Generalists and Specialists are Complementary
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Spectrum from Specialist to System Architect
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2.2 Intermezzo: Systems Titles and Roles
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Is Every Architect an Architect?
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Commonly used Titles mapped on Development Life Cycle
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2.3 The Role and Task of the System Architect
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Deliverables of the System Architect
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List of Deliverables 11/27/2018
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Responsibilities of the System Architect
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Examples of Secondary Responsibilities
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What does the System Architect do?
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From Detail to Overview
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Visible Output versus Invisible Work
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2.4 Intermezzo: Dynamic Range of Abstraction Levels in Architecting
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Level of Abstraction Single System
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From system to Product Family or Portfolio
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Product Family in Context
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Architecting 11/27/2018
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Design and Engineering
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Frequently observed gaps
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2.5 Architecting Interaction Styles
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Architecting Styles 11/27/2018
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Chapter 3: From Customer Understanding to Requirements
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3.1 CAFCR+: a Model to relate customer needs to system Realization
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The ``CAFCR'' model 11/27/2018
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Integrating CAFCR 11/27/2018
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CAFCR can be applied recursively
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Example of a small buying organization
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CAFCR+ model; Life Cycle View
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3.2 Fundamentals Of Requirements
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Definition of ``Requirement''
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Flow of Requirements 11/27/2018
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System as a Black Box 11/27/2018
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Stakeholders w.r.t. Requirements
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The ``Formal'' Requirements for Requirements
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The Requirements to Enable Human Use
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3.3 Key Driver How to
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Example Motorway Management Analysis
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Transformation of Key Drivers into Requirements
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Method to create Key Driver Graph
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Recommendation for the Definition of Key Drivers
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3.4 Requirements Elicitation and Selection
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Complementary Viewpoints to Capture Requirements
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Requirement Selection Process
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Simple Qualification Method
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Examples of Quantifiable Aspects
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Chapter 4: System Architect Methods and Means
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4.1 Intermezzo: The Toolbox of the Systems Architect
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Classification of Architecting Tools
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4 Quadrant Comparison of computerized and human tools
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Tools Support Processing of Large Amounts of Details
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From Data to Understandable Information
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Data Flow Early in Creation Process
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Data Flow Mapped on Pyramid
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Formality Levels in Pyramid
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4.2 Basic Working Methods of an Architect
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Many viewpoints 11/27/2018
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Viewpoint Hopping 11/27/2018
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The seemingly random exploration path
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Scanning modes of the architect
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Combined open perceptive and goal oriented scanning
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Coverage of problem and solution space
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Decomposition, interfaces and integration
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Successive quantification refinement
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Example evolution of quantification
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Quantified understanding of waferstepper overlay
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Architect focus on important issues
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Architect ``worry'' list
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Modelling 11/27/2018
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Some examples of models
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Types of models 11/27/2018
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Questions 11/27/2018
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Why broadens scope, How opens details
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Flow from problem to solution
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Multiple propositions
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Assessment of propositions
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Recursive and concurrent application of flow
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4.3 Story How to
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From story to design 11/27/2018
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Example story layout 11/27/2018
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Criteria for a good story
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Example of a story 11/27/2018
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Value and Challenges in this story
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Chapter 5: Strategy
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5.1 Intermezzo: Business Strategy; Methods and Models
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Some Basic Concepts 11/27/2018
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BAPO framework 11/27/2018
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SWOT analysis 11/27/2018
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Core, Key, and Base Technologies
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Examples of Business Models
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Where in the Value Chain?
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Innovation requires all major contributors
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5.2 Roadmapping
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The Roadmap Integrates Five Views
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Granularity of Roadmap Material
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Problems that Occur without Roadmapping
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Management with a Limited Horizon
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Management with a Broader Time Perspective
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Creation or Update of Roadmap in Burst Mode
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Typical Stakeholders of a Roadmap
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Target of the First Session
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Target of the Second Session
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The Roadmap Update Visualized in Time
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From Roadmap to Detailed Plans
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3-Tier Approach 11/27/2018
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Roadmap Essentials 11/27/2018
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Requirements for a Good Roadmap
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Sources of Facts 11/27/2018
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Causes for Overestimation
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5.3 Intermezzo: Change Management; Introducing Systems Architecting Aspects
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Change Management Heuristics
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Introduction of Changes by Earning Credit and by Example
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Bootstrapping the Roadmap Process
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Roadmap Bootstrapping Spiral Model
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5.4 Market Product Life Cycle Consequences for Architecting
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Ideal Bathtub Curve 11/27/2018
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Market Product Life Cycle Phases in Practice
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Examples of Product Classes on the Curve
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Attributes per Phase 11/27/2018
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Chapter 6: Harvesting Synergy, Product Families
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6.1 Product Families and Generic Aspects
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Typical Examples of Generic Developments
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Claimed Advantages of Generic Developments
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Experiences with reuse, from counterproductive to effective
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Successful examples of reuse
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Limits of successful reuse
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Drivers for Generic Developments
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Granularity of generic developments shown in 2 dimensions
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Modified Process Decomposition
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Financial Viewpoint on Process Decomposition
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Value and Feedback Flow
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Modified Operational Organization PCP
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Models for Generic Development
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Propagation Delay Platform Feature to Market
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Sources of Failure in Generic Developments
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6.2 A Method to Explore Synergy between Products
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Types of synergy 11/27/2018
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Approach to Platform Business Analysis
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Explore Markets, Customers, Products and Technologies
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Study one Customer and Product
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Work Flow Analysis for Different Customers/Applications
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Make Map of Customers and Market Segments
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Identify Product Features and Technology Components
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Mapping From Markets to Components
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Example Criteria for Determining Value
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Determine Value of Features
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Example Platform Scoping
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Chapter 7: Supporting Processes
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7.1 Systems Architects And Supporting Processes
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Some of the Supporting Processes
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How to Cope with Problems
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7.2 Granularity of Documentation
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Requirements for the Entire Documentation Structure
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Requirements from Reader Point of View
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Requirements per Document
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Accessibility Requirements
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Responsibility Requirements
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Scalability Requirements
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The Stakeholders of a Single Document
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Decomposition of Large Documents
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Documentation Tree by Recursive Decomposition
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Payload: the Ratio between Content and Overhead
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7.3 Intermezzo: LEAN and A3 Approach to Supporting Processes
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Characteristics of LEAN
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Example of A3 Architecture Overview
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Chapter 8: Systems and Software
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8.1 The Role of Software in Systems
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Relative Contribution of SW
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Control Hierarchy along Technology axis
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Characterization of disciplines
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Quality Attributes annotated with SW relation
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Design Aspects related to SW
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SW Mechanisms 11/27/2018
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8.2 System Integration How to
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Typical Concurrent Product Creation Process
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Zooming in on Integration and Tests
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Integration Takes Place in a Bottom-up Fashion
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Transition from Previous System to New System
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Alternatives to Integrate a Subsystem Early in the Project
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Stepwise Integration Approach
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Order of Functions Required for the IQ of a Waferstepper
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Roles and Responsibilities During the Integration Process
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Simplified Process Diagram
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Configuration Management Entities
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Typical Order of Integration Problems
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Chapter 9: Board Room Presentation
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9.1 Intermezzo: Architect and Manager; the Tense Relation
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Which Managers? 11/27/2018
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Comparison of Caricature of Architects and Managers
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List of Modern Management Techniques
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9.2 How to Present Architecture Issues to Higher Management
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Architectural issues related to managerial viewpoints
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Characteristics of managers in higher management teams
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How to prepare 11/27/2018
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Recommended content 11/27/2018
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Mentioned info, shown info and backup info
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Form is important 11/27/2018
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Don't force your opinion, understand the audience
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How to cope with managerial dominance
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Chapter 10: Human Side
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10.1 The Human Side of Architecting
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Overview of Human Aspects
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Context and Stakeholders of Product Creation
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10.2 Function Profiles; The Sheep with Seven Legs
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System Architect 11/27/2018
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Test Engineer 11/27/2018
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Developer 11/27/2018
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Operational Leader 11/27/2018
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Line Manager 11/27/2018
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Commercial Manager 11/27/2018
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The numbers behind the bars
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10.3 Interpersonal Skills
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Active listening: the art of the receiver to decode the message
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Intense interaction needed for mutual understanding
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Mutual understanding as function of time
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10.4 Team Work
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Teams consist of complementary people
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Organization size and teams
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Very simplistic team model
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Hierarchical simplistic team model
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Many personality and role models are available
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Process of creating and using a team
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``War Room'' is very effective
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Fragmentation lowers efficiency
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Concurrency 11/27/2018
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One person will be member of multiple teams
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Critical Success Factors for teams
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Chapter 11: Reflection and Wrap up
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11.1 Reflection Applied on Systems Architecting
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Scope: What to Reflect on
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Reflection Cycle 11/27/2018
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Exercises
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Exercise Chapter 1; Experienced Students
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Exercise Chapter 1; Less Experienced Students
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Exercise Chapter 2; Experienced Students
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Exercise Chapter 3; Experienced Students
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Exercise Chapter 3; Less Experienced Students
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Exercise Chapter 4; Experienced Students
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Exercise Chapter 4; Less Experienced Students
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Exercise Chapter 5; Experienced Students
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Exercise Chapter 5; Less Experienced Students
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Exercise Chapter 6; Experienced Students
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Exercise Chapter 6; Less Experienced Students
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Exercise Chapter 7; Experienced Students
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Exercise Chapter 7; Less Experienced Students
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Exercise Chapter 8; Experienced Students
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Exercise Chapter 8; Less Experienced Students
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Exercise Chapter 9 11/27/2018
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Exercise Chapter 9; Example Schedule
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Exercise Chapter 9; Hints for Experienced Students
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Exercise Chapter 10; Experienced Students
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Exercise Chapter 10; Work Form
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Exercise Chapter 10; Less Experienced Students
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Exercise Chapter 11; Experienced Students
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Exercise Chapter 11; Less Experienced Students
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Homework Chapter 11; Experienced Students
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Homework Chapter 11; Less Experienced Students
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