lustries, Inc., Research and Analysis lif.) and Fred J. Ludwig (Litton Industries 'ol Systems Div., Beverly Hills, Calif. ) Prentice-Hall, Inc., 1962. 387 p. of the overall view of major concepts in; and management of man-made systems 18, treating systems technology as it exists able trends and implied conclusions of ext is designed for both management and dishes a general survey of the subject for and the specialist. Specifically covered cepts, including subsystems and compoeffectiveness criteria; (b) special problem subsystems; (c) design and analysis; (d) ; and (e) a systems technology forecast for detail is, for the most part, confined to nstitute the bulk of the book, and are comviding supportive and illustrative material 1 the appendices are (1) a precise definition n of generalized logical design; (3) the parical weapons system; (4) the systems matrix atical model of a conventional digital integrageneralized logic; (7) preliminary consideraince system; (8) remarks on low-level 3 of a behavioral theory of static decisions; ler effect, a new approach to space navigaontemporary terrestrial Doppler navigation splay concept; and (13) application of elecs in the integration of man/machine sys PROJECT MANAGEMENT WITHIN THE ARMY MATERIEL F. S. Besson, Jr. (U.S. Army, Materiel Command, Washington, (National Advanced-Technology Management Conference, Proceedings, Seattle, Wash., Sept. 4-7, 1962.) IN: Science, Technology, and Management. New York, McGrawHill Book Co., Inc., 1963, p. 90-105. Discussion of the recent reorganization of the Army as a result of which the Army Materiel Command is established to integrate the materiel functions of the Army. A strong emphasis is placed upon the use of vertical project management, and it is shown how this concept is being utilized in the AMC. It is suggested that the discussion of the functions. roles, and organizational relationships in this new type of organization should be meaningful in advanced technology industries. The conflict between functional and project management is outlined and ways for ameliorating it are suggested. The idea of the "red line" a subordinate communicating directly with the top level in the organization while bypassing intermediate superiors is presented, and it is indicated that it is a departure from the traditional military concept of single chain of command. (National Advanceu OGRAM MANAGEMENT. nology Management Conference, Proceed ings, Seattle, Wash., Sept. 4-7, 1962.) IN: Science, Technology, and Management. New York, McGrawHill Book Co., Inc., 1963, p. 112-128. Analysis of the problems of government-industry program management based on such projects as the Redstone, the Jupiter IRBM, the Explorer and Juno series, the Pershing missile, and the Saturn space vehicle. The uncertainty in decision making and the conflicts existing during the late 1940's and early 1950's regarding the national rocket and missile program are pointed out. The importance of clearly defining the problems and objectives of a program is stressed, indicating that this is one of the most important managerial functions in establishing a new program on the right basis. However, the conflict of values which often permeates a program is spotlighted precisely and clearly. It is indicated that the built-in conflicts among the customer, the national financial authority, the final user of the product, the scientists and designers, the production-oriented people, and business managers are to be expected in advanced-technology programs. The establishment of dual approaches in meeting new scientific and technical problems is proposed. Finally, valuable suggestions for handling some of the specific problems involved in actually managing a program are provided. The vital importance of maintaining active communication and coordination between the various groups within the project is stressed, and the role of project management in this activity is outlined. A63-16589 FORMATION AND MANAGEMENT OF DEPARTMENT OF ARMY PROGRAMS. August Schomburg (U.S. Army, Supply and Maintenance Command, Washington, D. C.) (National Advanced-Technology Management Conference, Proceedings, Seattle, Wash., Sept. 4-7, 1962.) IN: Science, Technology, and Management. New York, McGrawHill Book Co., Inc., 1963, p. 106-111. Discussion of the importance of the Army's in-house capabilities in meeting technological requirements. A strong case is made A63-13537 IMPLEMENTATION OF A DESIGN REVIEW PROGRAM. (Institute of Radio Engineers, Annual Seminar, 3rd, Reliability of Description of the theoretical development and actual implementation within a divisional organization of a comprehensive design review program. Successful application to the Orbiting Geophysical Observatory program is reported. The initial success of the pilot operation suggests a company-wide application. A63-13246 A METHODOLOGY FOR SYSTEMS ENGINEERING. Arthur D. Hall (Bell Telephone Laboratories, Inc., Murray Hill, N. J.) 478 p. Princeton, N. J., D. Van Nostrand Co., Inc., 1962. $12.00. A treatment of the methodology of systems engineering is presented to increase awareness and understanding of the process, and to sharpen definitions and approaches to the principal recurring problems, such as definition, goal setting, systems synthesis and analysis, and choosing among alternate systems. Intended for teachers and students of systems engineering, creative engineering, design, operations research, management science, and related fields, the material is presented in four groups: (1) description and analysis of the overall process, with identification and discussion of recurring problems; (2) problem definition and development of systems requirements; (3) decision-making, emphasizing problems of setting objectives, and designing effective value systems; and (4) approaches and tools useful in systems synthesis and analysis. Terms that are considered necessary for the logical development of systems engineering are listed in the index. A63-13078 OPERATIONS RESEARCH IN PRODUCTION AND INVENTORY Fred Hanssmann (International Business Machines Corp., Dayton, New York, John Wiley and Sons, Inc., 1962. 254 p. $8.95. Survey of advances in inventory management, with emphasis on problem solving and specific applications. The book was developed from the material in a graduate course taught by the author at Case Institute of Technology. Areas discussed include single station (static deterministic models, static probabilistic models, and dynamic models), parallel stations, and series of stations. A63-10176 A TECHNIQUE FOR MANAGEMENT OF MULTIPLE PROGRAMS B. W. Goldberg (Bendix Corp., Utica Div., Utica, N.Y.) Description of a practical approach to the control of fiscal and technical progress for multiple unrelated engineering projects. The technique incorporates six basic steps: (1) definition of the goals or the project aim; (2) preparation of the engineering estimate; (3) preparation of the project plan; (4) periodic review and evaluation of each project; (5) correlation and coordination of individual projects into the overall engineering operation; and (6) presentation to corporate management. THE DEFENSE INDUSTRY MANAGEMENT CHALLENGE OF John J. Bennett (USAF, Systems Command, Andrews AFB, American Society of Mechanical Engineers, Winter Annual Meeting The paper addresses the alleged incompatibility between the current government procurement practices and the trend toward tighter management control techniques in dealing with defense and space contractors. It attempts to show that the fundamental problem s not incompatibility between greater contractor risk and control, but how government has applied the new control techniques. It describes several actions the government is undertaking to carry out future development and implementation of management control procedures in a more orderly manner and in a way that will reduce the impact on industry. it concludes that considerable opportunity exists for industry to improve its participation in a partnership with government that will benefit both parties. (Author) A66-34251 TOTAL VALUE CONCEPTS IN THE CONTRACT DEFINITION S. Robinson (Radio Corporation of America, Defense Electronic For large military research and development projects, Contract Definition type contracts are meeting the cost-effectiveness challenge by an intensive study of the total value considerations in a project before it starts. This has extended the application of total value concepts throughout all project activities and broadened their scope. Total value concepts are discussed and applied to various aspects of system effectiveness. The effects of configuration, reliability, and system availability upon overall costs are considered, and cost vs performance optimization curves are shown. Practical measures of service life are calculated. Break-even curves relating acquisition and operational costs are shown. A decision matrix method for assessing system value is included. A case study graphically showing the effects of value considerations on a typical radar antenna tower is contained in the paper. (Author) A65-18723 A MODEL FOR DETERMINATION OF INCENTIVE FEE. E. A. Polgar (Lockheed Aircraft Corp., Lockheed Missiles and Space Co., Sunnyvale, Calif.) and J. H. Yueh (Hughes Aircraft Co., Culver City, Calif. ). IN: NATIONAL SYMPOSIUM ON RELIABILITY AND QUALITY CONTROL, 11TH, MIAMI BEACH, FLA., JANUARY 12-14, 1965, PROCEEDINGS. [A65-18710 09-15] Symposium sponsored by the Institute of Electrical and Electronics Engineers, American Society for Quality Control, American Society of Mechanical Engineers, Institute of Environmental Sciences, and Society for Nondestructive Testing. New York, Institute of Electrical and Electronics Engineers, 1965, p. 115-124. Presentation of a procedure for determining the final fee in Cost-Plus-Incentive-Fee (CPIF) contracts. As a basic part of the plan, it is assumed that the contractor is willing to take a risk of having essentially all of its fee eliminated when contract performance is poor, and, in return, be awarded a substantial increase in fee over the negotiated target when contract performance is superior. It is noted that the Armed Services Procurement Regulations (ASPR) limit the final fee to a maximum of 15%. It is shown that between these two limits, the contract performance is determined by four incentive factors: cost incentive, schedule incentive (delivery of hardware and documents), product performance incentive, and reliability incentive. In conclusion, four advantages of CPIF contracts are presented: (1) the contractor will have the added incentive to secure the highest caliber management; (2) the cost of the contractor's operations to fulfill the contract will generally go down; (3) the customer and the contractor share the risks, since the contractor could lose a large portion of his target fee for inferior results; and (4) the reliability requirements become meaningful because they can influence the final fee determination. A65-12837 M. L. PROGRAM MANAGEMENT UNDER FIXED PRICE CONTRACTS. Society of Automotive Engineers, National Aeronautic and Space Discussion of the concept of program management in today's aerospace business in relation to the requirement for an effective management to cope with a complex management task involving multiple interfaces of business and technical disciplines. Some organizational precepts are presented as being fundamental to achieving an effective management system in a multi-program company environment of major aerospace programs. The program management system evolved for the development of the DC-9 Jet Transport is described to illustrate the implementation of the concept. In this program, each program manager has under his direct control the function of contract administration, subcontract administration, work authorization, budget authorization, cost control, and the measurement and control of program progress. A64-19982 THE IMPACT OF CONTRACT INCENTIVES ON AEROSPACE PROGRAMS. M.G. C. C. Walkey and R. M. Jacobs (Douglas Aircraft Co., Inc., Missile and Space Systems Div., Santa Monica, Calif.). American Institute of Aeronautics and Astronautics, Annual Meeting, 1st, Washington, D. C., June 29-July 2, 1964, Paper 64-409. 9 p. 5 refs. Members, $0. 50; nonmembers, $1. 00. Discussion of problems, techniques, trends, and possibilities of incentive contracting, with application to specific aerospace projects. It is stated that it is difficult to draw conclusions about a new and, in a sense, exploding development such as the one treated. The work undertaken to date by the DOD, NASA, and segments of industry promises future benefits. More and more sizable incentive contracts, with greater profit/loss possibilities, are certain. And the planning and execution of these contracts will demand a growing percentage of management's attention. It is noted that lack of sufficient management attention to incentives will preclude successful incentive contracting and thwart the benefits potentially obtainable. A64-19731 VALUE ENGINEERING IN PROGRAM CONTRACTS. S. Robinson (Radio Corporation of America, Missile and Surface Radar Div., Moorestown, N. J.). Journal of Value Engineering, vol. 2, May 15, 1964, p. 61-66. Discussion of the Project Definition Phase (PDP) method of contracting, considered in a sense as an intensive value study conducted by all project activities. A significant aspect of PDP is the concept of system trade-offs among cost, performance, and schedales. A realistic and practical approach is to maximize capability for a specified cost or to minimize cost for a specified capability. The establishment of the PDP system is considered to have put value engineering into official government contracting policy. ious aspects of the problems involved are treated in detail. A63-18030 Var NEW COMPLEXITIES IN R & D PROCUREMENT. Aerospace Management, vol. 6, May 1963, p. 48-51. Consideration of the changes in government contracting which took place in 1962 by enactment of Public Law 87-653, emphasizing the revised Certificate of Current Cost or Pricing Data. The effects which the new law will have on companies carrying R&D contracts are briefly discussed, including consequences in contract procurement and negotiations. The distinction made in PL 87-653 between "pricing data" and "cost data" is described. The procurements for which the Certificate of Current Cost or Pricing Data must be furnished are outlined. # A67-15336 Ambrose B. Nutt (USAF, Systems Command, Research and Technology Div., Flight Dynamics Laboratory, Wright-Patterson AFB, Ohio). American Society of Mechanical Engineers, Winter Annual Meeting and Energy Systems Exposition, New York, N. Y., Nov. 27-Dec. 1, 1966, Paper 66-WA/MGT-18. 9 p. Members, $0.75; nonmembers, $1.50. The ancillary benefits derived from use of an automated R and D resources allocation system are described, prefaced by a brief description of the system itself. The use of the system as an aid to management of a large Air Force R and D laboratory with a wide range of technical responsibilities is outlined. The several resultant benefits, exclusive of those related to resources allocation, are delineated and are shown to range from technical program data retrieval to vastly more knowledgeable planning at the task engineer level. These side benefits are concluded to be equally as useful to management as the basic system itself, which was designed originally only to be an aid to resources allocation. (Author) A66-35534 # INDEPENDENT RESEARCH MANAGEMENT. R. J. McNair and F. C. Shadley (Avco Corp., New York, N. Y.). Dayton, Ohio, Institute of Electrical and Electronics Engineers, Study of the management approach used by Avco Corporation, Electronics Division, to implement and manage its independent research effort. There, the independent research effort is defenseoriented and centers on communication and IR technologies. Factors discussed include experience, personnel, facilities, and available M. F. funding. A66-28435 # AN APPROACH TO SELLING CAPABILITY MANAGEMENT IN: THE CHALLENGE OF SPACE; PROCEEDINGS OF THE THIRD Congress sponsored by the Canaveral Council of Technical Societies. Cocoa Beach, Fla., Canaveral Council of Technical Societies, 1966, p. 427-432. Review of the current approach to selling research and development (R and D) and an attempt to relate it to the workings of related marketing areas. Some fundamental shortcomings of the current practice are pointed out, and a new approach is suggested to the problem. A new concept is introduced in the approach to marketing R and D capabilities to the defense/space market which is based primarily on establishing capability managers as the focal point of the managing function. It is suggested that this is only one of the several new concepts that are needed to meet the challenges of marketing. B. B. Conference sponsored by the Professional Group on Aerospace and Navigational Electronics, Dayton Section of the Institute of Electrical and Electronics Engineers, and American Institute of Aeronautics and Astronautics. Dayton, Institute of Electrical and Electronics Engineers, Dayton Section, 1965, p. 339-345. 5 refs. Description of the Research and Development Effectiveness (RDE) computerized planning program, designed to utilize analytical techniques in the management of research and development resources in the Air Force Flight Dynamics Laboratory. The concept of a mission matrix, expressing the technical needs of the Air Force, is introduced, and the mathematical model of the RDE program is developed. A65-24155 # S.H.B. SCOPE - MANAGEMENT VISIBILITY AND CONTROL SYSTEM. IN: NATIONAL AEROSPACE ELECTRONICS CONFERENCE. Conference sponsored by the Professional Group on Aerospace and Navigational Electronics, Dayton Section of the Institute of Electrical and Electronics Engineers, and American Institute of Aeronautics and Astronautics. Dayton, Institute of Electrical and Electronics Engineers, Dayton Section, 1964, p. 463-478. Description of the SCOPE (from Schedule, Cost, and Performance) computer-aided management system for the budget and schedule control of complex research and development programs. The system uses a computer to combine, assess, and summarize information from various organizational levels to provide data which account for the schedule, cost, and performance of all work units. The SCOPE output, in the form of reports, summaries and graphs, enables management to rapidly recognize cost, schedule, and organizational-interface problems. Project summaries are used to indicate where corrective action can be applied both by line supervision and program management. A64-23347 RESEARCH PROJECT SELECTION FIELD. P.K. William H. Pound (Northwestern University, Technological Institute, Dept. of Industrial Engineering and Management Science, Evanston, Ill.). IEEE Transactions on Engineering Management, vol. EM-11, Mar. 1964, p. 16-22. 7 refs. Results of a field test of a procedure for evaluating research projects. The procedure, based on what is termed an expectedvalue model, considers the following decision elements: (1) the environment of the problem, (2) the decision maker, (3) his objectives, and (4) his alternatives. The decision maker's alternatives, in this case a number of potential research projects, are evaluated in the light of his objectives. The result of the procedure is a ranking of potential projects in terms of their expected values. This procedure was tested in a research laboratory by having four decision makers evaluate a selected list of research projects. The resulting ranking of the projects was found to agree with an intuitive evaluation by the decision makers of the same list of projects. This gives an indication that the expected-value model may be useful in the complex area of research project selection. A64-23346 THE DETERMINANTS OF INVESTMENT VARIATIONS IN RE- Marshall Hall (Wisconsin, University, Dept. of Economics, IEEE Transactions on Engineering Management, vol. EM-11, Mar. 1964, p. 8-15. 13 refs. Research supported by the University of Wisconsin. Presentation and test of a model designed to explain the research and development investment decision of firms. An attempt is made to explain the role of certain variables after isolating other variables that are not specified in the model. Estimates are made of the departure from the desired level of research and development expenditure and the coefficients of important variables that cause deviations from the level. The main variables discussed are profits, sales changes, expected sales changes, and expected capacity changes. The statistical method used to estimate the parameters of the variables is multiple regression analysis. On the basis of the analysis, several hypotheses are proposed and discussed in relation to alternative hypotheses. A64-23238 LABORATORY MANAGEMENT. Charles Cavalconte (Republic Aviation Corp., Power Conversion Div., Farmingdale, N. Y. ). IN: INSTITUTE OF ENVIRONMENTAL SCIENCES, ANNUAL TECHNICAL MEETING, PHILADELPHIA, PA., APRIL 13-15, 1964, PROCEEDINGS. Mt. Prospect, Ill., Institute of Environmental Sciences, 1964, p. 593-595. Discussion of the meaning of the concepts of research, development, and test in terms of the activities of an industrial laboratory. The set of tasks which must be carried out regardless of the project served are considered. These tasks which support the laboratory activities are: technical assistance - engineering, activities concerning the equipment, technician assistance, maintenance, and activities concerning the facilities. A63-18271 MANAGEMENT OF AN INDEPENDENT LABORATORY. Analysis of the problems of managing an independent laboratory in terms of personnel, equipment, scheduling, and establishing of priorities, sales, and economic operation. The differences in operation between an independent laboratory and a government or company laboratory are discussed. A63-16584 MANAGEMENT OF DEFENSE RESEARCH AND DEVELOPMENT. Harold Brown (Dept. of Defense, Office of Defense Research and Engineering, Washington, D.C.) (National Advanced-Technology Management Conference, Proceedings, Seattle, Wash., Sept. 4-7, 1962.) IN: Science, Technology, and Management. New York, McGrawHill Book Co., Inc., 1963, p. 49-60. Presentation of information concerning the current conduct of DOD research and engineering activities. Management of research in the defense establishment is studied. It is shown that management provides the broad environmental influences wherein scientific programs can take place and technical decisions can be made which culminate in major scientific breakthroughs. It is suggested that management should not restrict creative ideas in the initial stages of a program, but should provide wide latitude for research and experimentation. However, it is pointed out that this process of maintaining flexibility and a number of avenues cannot continue through the later processes of engineering and development. At these stages, objectives have to be clearly defined and parameters established; the decision-making process is then more clearly defined. The current problems of the DOD in performing its functions are reviewed, and the actual management of the Office of Defense Research and Engineering program is discussed in detail. Conference sponsored by the Society of Automotive Engineers, the American Society of Mechanical Engineers, and the American Institute of Aeronautics and Astronautics. New York, Society of Automotive Engineers, Inc., 1967, p. 322-330. Discussion of a Specification Tree - a pictorial presentation of the interrelationship of requirement documents, specifications, and standards applicable to a particular program. Its purpose as a management tool consists in (1) providing a basis for technical management of Hardware and Software control, (2) forming a part of the Program Work Package Structure for Earned Value administration and control, (3) serving as a ready-reference document for procuring agency and contractor personnel, and (4) portraying pictorially the effect of decisions on the configuration and data requirements for the Contract End Items. Diagrams of specification tree samples are included. (Author) COMPUTER AIDS TO ENGINEERING MANAGEMENT AND DESIGN A MANAGER'S VIEW. Fred W. Maxwell (Boeing Co., Aerospace Group, Missile and Infor mation Systems Div., Seattle, Wash.). American Institute of Aeronautics and Astronautics, Annual Meeting and Technical Display, 4th, Anaheim, Calif., Oct. 23-27, 1967, Paper 67-920. 9 p. Members, $1.00; nonmembers, $1.50. Description of an AGM-69A (an air-to-surface missile system) program-management system using a CRT display which translates PERT/Time and Cost Control data directly from computer storage into program-control displays. Thus the need for manual handling of the data and preparation of graphic illustrations is eliminated. This system has been given the acronyms COACH, for computeraided chartroom, and IMPACT, for instantaneous method for predicting, appraising, communicating, and tracking. A technical description of the system, the operation of the system, the application of the system to the AGM-69A program, and the lessons learned to date regarding the use of the system are given from a manager's point of view. P.v. T. ANALYSIS AND COMPARISON OF SPACECRAFT RESOURCES American Institute of Aeronautics and Astronautics, Annual Meeting and Technical Display, 4th, Anaheim, Calif., Oct. 23-27, 1967, Paper 67-809. 16 p. 41 refs. Members, $1.00; nonmembers, $1.50. Review of existing resource-predicting techniques for making effective decisions in marketing and facility planning of future space programs in connection with a forthcoming tougher evaluation of future space programs by the Executive Branch and Congress in terms of priority shifts and low confidence in cost-forecasting preciSelected techniques are compared and evaluated for Mariner C and Voyager with emphasis on proposed program-resource forecasting against expenditure estimates for a program underway. The impact of new technology not specifically reflected in these techniques, such as increasing complexity of experiments, long-life reliability, and sterilization, on the forecasting precision is discussed. V. Z. s:on. A67-33635 HYBRID SIMULATORS INDISPENSABLE FOR SYSTEMS MANAGE- Eveline Gottzein (Bölkow GmbH, Ottobrunn, West Germany). Discussion of hybrid simulators, with description of a large unit which has been in operation for some time at Bölkow GmbH mainly for aerospace and military programs. It consists of analogcomputer units with a total of approximately 1200 operational amplifiers, two digital computers adapted to the special requirements of hybrid computation, and the interface units for handling the data flow between analog- and digital-computer elements. The necessity of such units for planning and accomplishing large-scale programs is shown. Examples are taken from the development of the third stage of the Europa 1 launch vehicle. F.R.L. A67-33634 PERT - A PLANNING METHOD (PERT EIN PLANUNGSVER- Discussion of the PERT (Program Evaluation and Review Technique) planning method, the primary objective of which is to give project management a simple means for controlling the project with respect to time in order to accomplish a task with a known capacity in the shortest possible time. The project being planned is first described by a model, in order to ensure that at any moment the method supplies information on the state of the project and on the chances for future development and that it is always possible to determine the influences of possible decisions and of new events on the further progress of the project with the greatest possible accuracy. A PERT method is described in detail. F.R.L. A67-30223 THE USE OF CRITICAL PATH ANALYSIS METHODS IN THE I. Stevenson (European Space Vehicle Launcher Development IN: INTERNATIONAL COMPUTERS AND TABULATORS, NETWORK PLANNING USERS CONFERENCE, LONDON, ENGLAND, JUNE 8, 1967, PAPERS. [A67-30221 15-34] London, International Computers and Tabulators, Ltd., 1967, p. 43-53. Outline of the Critical Path Analysis system (CPA), a project control system based on network techniques which has been adopted by ELDO to coordinate the separate development programs of its Member States into an overali plan. This plan snouta (1) provide an effective overall planning method, a common progress-reporting routine, and a timely informed project management at all levels, and (2) be easy to introduce, compatible with systems used by individual Member States, and understandable at all levels of management. V.Z. |