Value Engineering Model

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VI. DISCUSSION A. IT Value Engineering Model (ITVEM) of Choice Based on the numerical validation above, the applied central ITVEM is the parallel instead of the serial configuration. In addition to the numerical validation results, there are some other justifications why the parallel configuration to be elected, as follows. Firstly, from a definite point of views, the serial configuration connotes to run firmly sequential processing so that it is no intersection of the consecutive process times on individual subsystems. In other words, each subsystem seizes the similar average amount of time to handle and the subsequent subsystem initiates processing simply if the previous subsystem is terminated. On the other hand, the parallel configuration…show more content…
Meanwhile, the current systems engineering process is an iterative, classified, top-down breakdown of system requests, which the iterative process begins with a system-level breakdown while the classified breakdown contains practical analysis, allocation, and synthesis and at that time proceeds through the practical subsystem level, all the way to the assembly and program level [37]. Accordingly, this effort is undertaken by the pre-emptive and organized accomplishment of precise actions and the usage of management tools to achieve the goals effectively [12],…show more content…
The Comprehensive ITVE Model Furthermore, the systems engineering process ultimately resulted in the comprehensive ITVEM model as figure out in Fig. 3. This system model is to solve the problem above, which facilitates the performance improvement at the lower costs. Accordingly, this system model meets three model criteria [17], namely the model reflects an original target, does not map all target properties into the model, and should be meaningful to represent the actual target. Moreover, the system model input is the preferred output, in this case: the preferred revenue (y*t) at period t. This input (y*t) consists of four inputs of the subsystems, viz. the firm performance (FP), the firm core competence (FCC), the firm capability (FC), and the IT resource (ITR). Each subsystem owns indicators, linking each subsystem to another. For example, FP has indicators profitability, effectiveness, and total-amount value created, and so do the other subsystems. Rationally, those indicators can relate each other in cause-and-effect relationships to form one system. This relation depicts the figure as the parallel configuration, namely the relationship of the subsystem is an addition operation mathematically as stated
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