137
Foundations in Systems Integration
observe and interrogate the measurements of objects or behaviors. Sometimes
there may be one domain that seems natural for a particular measurement—
the one in which relevant patterns appear and all of the variables relate causally to the patterns. It is prudent to not only include the other domains in the
measurement framework but also to consider the other classes of integration.
In other words, relying on only one interpretation of patterns (regardless of
their supportive interpretations, and corroboration of variables by others),
the alternative views may be the only way to discover a problem, provide
insight, or innovate another solution.
Creating value through processes means providing options to deal with
contingent needs, establishing supply chains for goods and services, building value chains to manage stakeholder value, and improving governance
(Rouse 2004). Processes manage variation, shape interactions, and result in
decisions (Rebovich 2005). Processes form interpersonal relations via their
human carriers, promote project cohesion, and instill metrics for measuring
work (Bausch 1997). Systems engineering processes for the U.S. Department
of Defense often exclude consideration of certain categories of lifecycle support costs and system readiness (leaving those for sustainment budgets) during development and integration of new products or services (GAO 2003).
Project management often considers their primary roles as minimizing distractive external influences and providing sufficient resources to carry out
the work. Overall, there is considerable thought and effort expended by project management to maximize the positive mettle of the project, that is, stir
the spirit of teamness.
Conceptualizing, defining, designing, architecting, developing, integrating, operating, and disposing of a product or service span the lifecycle processes of a product or service. Processes are enabled by objects. People
(objects) using (processes) materials and other assets (objects) build, integrate, and deliver (processes) products or services (objects) to customers and
users (objects). Users (objects) use (processes) products and services (objects)
to perform or enable (processes) work (objects). Processes are inexplicably
intertwined with objects, but processes and objects are dissimilar, distinguishable, and separate. Processes include the cognitive aspects of preparing
for and carrying out of the procedures that result in something done. Like
objects, processes have value and are measurable. The value of processes is
determinable by the results achieved by those processes.
However, there would seem to be no ready method, no easy way of determining value in a process since there are substantial differences in the
makeup, uses, and interpretations of processes. Comparing one process with
another process in itself is a reference by which unlike kinds can be contemplated. Comparing a process to itself (either before or after changes are made)
is a self-referencing process. Either of these two methods allow a summary
finding that while there are two different processes, and if whose objective
functions are similar, their results will have an equivalency of meaning (subjectively), but not necessarily objectively.
Foundations in Systems Integration
observe and interrogate the measurements of objects or behaviors. Sometimes
there may be one domain that seems natural for a particular measurement—
the one in which relevant patterns appear and all of the variables relate causally to the patterns. It is prudent to not only include the other domains in the
measurement framework but also to consider the other classes of integration.
In other words, relying on only one interpretation of patterns (regardless of
their supportive interpretations, and corroboration of variables by others),
the alternative views may be the only way to discover a problem, provide
insight, or innovate another solution.
Creating value through processes means providing options to deal with
contingent needs, establishing supply chains for goods and services, building value chains to manage stakeholder value, and improving governance
(Rouse 2004). Processes manage variation, shape interactions, and result in
decisions (Rebovich 2005). Processes form interpersonal relations via their
human carriers, promote project cohesion, and instill metrics for measuring
work (Bausch 1997). Systems engineering processes for the U.S. Department
of Defense often exclude consideration of certain categories of lifecycle support costs and system readiness (leaving those for sustainment budgets) during development and integration of new products or services (GAO 2003).
Project management often considers their primary roles as minimizing distractive external influences and providing sufficient resources to carry out
the work. Overall, there is considerable thought and effort expended by project management to maximize the positive mettle of the project, that is, stir
the spirit of teamness.
Conceptualizing, defining, designing, architecting, developing, integrating, operating, and disposing of a product or service span the lifecycle processes of a product or service. Processes are enabled by objects. People
(objects) using (processes) materials and other assets (objects) build, integrate, and deliver (processes) products or services (objects) to customers and
users (objects). Users (objects) use (processes) products and services (objects)
to perform or enable (processes) work (objects). Processes are inexplicably
intertwined with objects, but processes and objects are dissimilar, distinguishable, and separate. Processes include the cognitive aspects of preparing
for and carrying out of the procedures that result in something done. Like
objects, processes have value and are measurable. The value of processes is
determinable by the results achieved by those processes.
However, there would seem to be no ready method, no easy way of determining value in a process since there are substantial differences in the
makeup, uses, and interpretations of processes. Comparing one process with
another process in itself is a reference by which unlike kinds can be contemplated. Comparing a process to itself (either before or after changes are made)
is a self-referencing process. Either of these two methods allow a summary
finding that while there are two different processes, and if whose objective
functions are similar, their results will have an equivalency of meaning (subjectively), but not necessarily objectively.