Technical performance measure

About: Technical performance measure is a research topic. Over the lifetime, 90 publications have been published within this topic receiving 910 citations.

A framework for performance prediction during development of systems of systems

Abstract: This paper addresses the need for predicting performance in a system of systems (SoS) during development. Historically, technical performance measures (TPMs) along with modelling and simulation have been used by senior decision makers to predict if a system under development will meet the required performance needs. This methodology does not appear to be directly translatable to SoS’s for several reasons including the inherent complexity of the SoS and the operational flexibility the end user has in employing the SoS. An approach to dealing with the SoS performance prediction need is presented that addresses the use and integration of multiple technologies into a SoS and the decision maker’s options in the use of these technologies. This approach is used to develop a metric defined as a ‘SoS performance measure (SPM)’, an equivalent to a TPM for a SoS. An anti-submarine warfare mission construct is used to demonstrate this new metric.

A Statistical Approach to the Development of Progress Plans Utilizing Bayesian Methods and Expert Judgment

Abstract: : The development of progress plans for each identified technical performance parameter (TPP) is a critical element of technical performance measurement. The measured values of TPPs are referred to as technical performance measures (TPMs). These terms are used interchangeably; however, TPMs more directly reflect how technical progress and technical risk are measured and evaluated. Progress plans, or planned performance profiles, are crucial to effective risk assessment; however, methods for developing these plans are subjective in nature, have no statistical basis or criteria as a rule, and are not sufficiently addressed in literature. The methodology proposed herein for progress plan development will involve the elicitation of expert judgments to formulate probability distributions that reflect the expected values/estimates used to establish progress plans.

Maintenance Commitments and Goals

Abstract: Goals and social commitments, respectively, capture agents’ behavior and interactions. In this technical report we propose a theoretical framework that unifies these constructs with regard to maintenance and facilitates effective cooperation between agents. Our contribution is threefold. (1) We formulate maintenance commitments as a construct in their own right, distinct from achievement commitments to complex temporal formulas. (2) We show how achievement and maintenance commitments and goals can be composed, and give pragmatic patterns of reasoning. (3) We develop an operational semantics that describes the interplay between maintenance commitments and goals. We illustrate our approach on a real-world scenario drawn from the aerospace aftermarket business service domain.

Transition of Technical Personnel to Managers: An Investigation in Information Technology Companies

Abstract: Although many technical personnel want to make the transition to managers, they often do not understand the issues involved. This lack of understanding is especially extreme for those who are building careers in information technology companies. This study identifies the perceived issues of the transition of technical personnel to managers based on a survey of technical personnel and their managers in eight companies. Five major issues were identified: 1) the pressure to become managers; 2) the need for technical education/training; 3) the need for management education/training; 4) the fear of technical obsolescence; and 5) the ability to make waves and create change. Both technical personnel and managers strongly agreed on the need for technical and management education/training regardless of their ages or years in their current positions. They also agreed that technical personnel feel pressured to become managers. In addition, they perceived that both technical personnel and managers can create ...

How to lead today's technical professional

Abstract: Traditional management principles meet with only minimal success when applied to technical professionals. It is argued that technical leadership requires a special combination of knowledge about science and technology to acquire respect, knowledge about behavior, and skill to lead. Extensive research conducted over a three-year period in 19 technologically oriented companies was examined. The degree to which technical leaders were able to facilitate the achievement of individual and group goals over multiple projects was related to their ability to address five strategic dimensions of technical leadership: coach for peak performance, run organizational interference, orchestrate professional development, expand individual productvity through teamwork, and facilitate self-management. Blending of strategic thinking and behavioral competence across dimensions was most characteristic of the more effective leaders. >