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Introduction

Life is full of risk. We encounter many uncalculated outcomes, some beneficial and others adverse. Businesses, especially in the financial context, often consider risk in terms of opportunities for gain. Risk in our context is a way of describing the probability and consequences of harm, or at worst a disaster. Risk management involves many stakeholders who can themselves influence the risks facing an organisation. Integrated management systems help ensure that safety, quality, environmental
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Developing Future Leaders

If Woodie Flowers gets his way, students with the vision and initiative to change the world will be commonplace at MIT – rather than the extraordinary exemplars who speak on his panel: Elizabeth Basha, who’s developing an early storm warning system for rural villages in a Honduras river basin prone to

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Where the Sun Shines, There Hack They
Even if the typical MIT hacker doesn’t qualify as a secret agent, he or she is to be admired for pulling off the collegiate world’s most surreptitious, elegant pranks, believes Jay Keyser. While Harvard students get a chuckle out of “putting panties over statues,” MIT students have placed a telephone booth and a police cru
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5.2 Neural ageing: article 2
This unit looks at two topics that are of immense worldwide social, economic, ethical, and political importance – ‘addiction’ and ‘neural ageing’. You will develop a Master's level approach to the study of specific issues within these two important subject areas.
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4.3.2 Wave power
Access to safe, clean and sustainable energy supplies is one of the greatest challenges facing humanity during the twenty-first century. This unit will survey the world’s present energy systems and their sustainability problems, together with some of the possible solutions to those problems and how these might emerge in practice.
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References

Further reading and resources
Collapse at Kinzua: Evidence for Tay on open2.net.
Forensic engineering: the Tay Bridge disaster on open2.net.
Lewis, PR and Reynolds, K (2002) ‘Forensic engineering: a reappraisal of the Tay Bridge disaster’, Interdisciplinary Science Reviews, vol. 27, no. 4, pp. 287–98.
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4.3.1 ‘Players in the game’
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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4.1 Types of projects
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.3 Conclusions
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.2.7 Ways that groups go wrong
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.9 Conclusions
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.8 Why do (only some) teams succeed?
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.7 New types of team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.4 The contract team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.1 The functional team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3 Types of teams
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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6 Summary

This unit has covered the background to systems engineering. It began by addressing the question ‘Why is systems engineering important?’ Two reasons were discussed:

  • projects go wrong, and the increasing incorporation of software means that they go wrong more often now than in the past

  • complication, complexity and risk are all increasing and need to be managed.

In the second section I examined the development
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4.1 Beginnings

Systems engineering has its roots in three linked strands of thinking: the concepts of systems science, engineering and public policy problem resolution. The first of these can be traced back to the work of von Bertalanffy (1968, pp. 8–15, 96–98) and others during the 1920s and 1930s but received a significant impetus when, in 1954, the Society for General Systems Theory was established at the annual meeting of the American Association for the Advancement of Science. The society later cha
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3.11 Summary

This topic has introduced the systems approach, which is the foundation of systems engineering. The systems approach consists of three elements.

  • A set of concepts that can be used to understand the structural and dynamic features of operations systems.

  • Methodologies for managing change. Two current methodologies have been presented: the hard systems approach can be applied in situations where there is a measure of agreement about the
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Introduction

This unit starts by giving an overview of the two main categories of disasters: disasters of natural origin and disasters of human origin. It then analyses the Tay Bridge disaster, which was caused by mechanical failure.

Inevitably, human factors emerge as important in many major disasters. They may involve the failure by engineers, designers or managers to recognise faults in safety-critical products, or managers overriding the design team for other reasons – such as keeping to a dea
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