Edison Design System
Takako Dito
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This dialogue went on for much longer than what I was comfortable with. I began to grow aware of people behind me in the queue, wondering if I was making a fool of myself. I blamed myself for holding up the line, even if just for a little while.
Restaurants that use food ordering chits are an example of a system that makes customers do the hard work. You would have to try and understand the chit while referring to a separate menu. The paper that you mark orders on is what the staff reads to prepare your food. The structure, layout and design of the chit is optimised for them, not you.
Operational and backend staff are users too, and they deserve well-designed interfaces that make their life easier. Increased productivity and efficiency makes for happy employees, and happy employees make for happy customers.
Systems Analysis and Design I provides students with concepts of the analysis and design processes and allows students to use industry standard methodology and framework to develop business information systems. The course combines terminology with conceptual and practical approaches to designing and implementing business systems. Analytical and problem-solving skills are developed through a modern integrated, structured approach. Predictive and adaptive approaches to systems development life cycle (SDLC) using an iterative approach are covered. The course contains the entire analysis and design process from conception through implementation, including training and support, system documentation and maintenance, and relevant project management techniques. Tools and techniques to optimize performance and secure the system are introduced. Tools that optimize performance and secure the system include SDLC, Unified Process (UP), Extreme Programming (XP), and Scrum.Study Methods- :Credits: 3
Preview the Online Syllabus
(Please visit the University bookstore to view the correct materials for each course by semester as the contents of the actual online syllabus may differ from the preview due to updates or revisions)
One of the first steps to achieve a higher level of design maturity should be to analyze existing processes and design patterns in the organization. Sorting out inconsistencies and developing clear methods of operation may have an impact not only on improving the quality of implementation, but also on creating a new, more friendly work culture.
Are you dealing with a product or a company for which the visual identification is an important element of communication and building customer relations? Surely you have come across brandbook or corporate identity book. They contain a set of guidelines, the application of which guarantees consistency of particular elements, regardless of contexts and media in which they will appear.
If all members of our hypothetical team had a consistent Design System, the risk of inconsistency would be largely eliminated. Instead of drawing or coding individual elements from scratch, they would use the existing ones or work on their appearance together, thus avoiding chaos.
Building system design should be treated as one of the important elements of UX strategy. Especially in large organizations whose products are simultaneously created and supported by many specialists in different cities or countries. However, if you are just creating the Minimum Viable Product (MVP), which will eventually be extended with new functionalities, you can also consider preparing the right foundations for building a consistent interface.
If you are wondering whether introducing a design system into your organization is a good idea, pay attention to how the work between the design team and the implementation team goes. It is important for designers to find a common language with programmers. The next step should be a comprehensive audit of existing components and identification of inconsistencies.
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MAGNANTI: Welcome, everyone. Delighted to have you with us, those here at MIT and those at a distance. My name is Tom Magnanti. I'm one of the co-directors of the System Design and Management program.
And it's my pleasure to welcome you to our first distinguished lecture series in complex systems. We are very fortunate to have with us today and over this semester Professor Thomas Hughes, distinguished professor, and I think it's probably appropriate to say, dean of the history of technology in the United States and maybe in the world.
Professor Hughes is well known for his insightful look at technology, particularly look at large scale projects and of developing a framework for looking at these projects and for providing insight for all of us at technical institutions such as MIT and elsewhere. We're just delighted to have Professor Hughes with us on this occasion.
He's going to give two public addresses. The first address will be today, and the second address will be on October 30. And he will also be meeting with the System Design and Management students in a more intimate setting.
I'd just like to, for those who are not familiar with the System Design and Management program, it's an educational program at MIT, whose intent is to educate future technical leaders in architecting, engineering, and designing complex systems and complex products. The intellectual content of this program revolves around complexity, complex systems, and complex products.
There clearly are many ways to look at complexity. There's various modeling approaches to looking at it. There's engineering ways of looking at it. But certainly among those viable ways of looking at technology is a historical perspective of trying to understand lessons from history, what we've learned from the evolution of our understanding of complex systems, our understanding of technology. And Professor Hughes, I think, brings a rather unique perspective on that in terms of his understanding of particular large scale projects.
MAGNANTI: I hope this is a little bit better. He's intimately involved, has been intimately involved with the System Design and Management program. I think about six years ago or so now, we had a committee at MIT that was convened by our previous dean of engineering provost Joel Moses and Dan Roos, our associate dean for engineering systems, that was looking at large scale systems. And we brought together, at that time, engineers, management people from MIT, anthropologists, historians to try to get our arms around this whole issue of large scale systems.
And I think that was a previous occasion in which Professor Hughes was visiting MIT. And he joined us in those deliberations. So I think it's fair to say that he's had a touch, from the beginning, on the overall direction and orientation of this program System Design and Management.
I think those of us involved with the program couldn't think of anyone better to inaugurate this distinguished lecture series on complex systems than Professor Hughes, who will tell us a little bit about, I think, some of the elements of his book and some of the projects that he's been involved with and provide us with his own unique perspective on these issues. Professor Hughes.
I'm very happy to be here talking to the people about whom I write, that is engineers. Historians do not have this opportunity very often. I'm very fortunate to have it this afternoon and on other occasions.
Tom mentioned this National Public Radio. He said I got a good response. I'm not sure it was a good response. I got an interesting response. I'll tell you about it very briefly before I go into my prepared remarks.
The program is called the Public Issue, Public Concerns, Public Issue. It comes on every day in the week. And after the guest described is interviewed about a book or some other activity, then the audience out there in radio land has an opportunity to call in and ask questions.
And I was getting a rather expected, what I expected by way of questions, until somebody from Pennsylvania named Mike, I believe, called in and he said, professor, I don't want you to think that I'm a crock. But he said, when I was young, aliens abducted me. This is on National Public Radio. Aliens abducted me. I spent time with them.
And I know in your book, you write about intercontinental ballistic missiles and computer networks. And I happen to know from being with the aliens that all of this is reverse alien engineering. Well, he said, did you find any evidence to support this?
So the person who was interviewing me was rolling her eyes. And all I could think of saying was, I've only been able to interview earthlings. And I said, but you have these contacts. And if you can renew them and do some serious interviewing, then turn these over to historians, we can use this to revise our interpretation. So this is true. I mean, if he comes through with those interviews, we will revise our. Interpretations. So he seemed quite satisfied.
Today, my subject is systems, does creating systems, creating large complex systems, as Tom said. First, a word about the historical approach of which you will share with me today. I think what the historian can do can help engineers in several ways.
One way is to put an engineer's present work into some perspective. I hope today, when I describe the creation of several very large systems, that you will be, those of you who are into system design and management, will be drawing analogies on your own with what I'm describing historical cases with what you experience in your work today and yesterday and tomorrow.
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