Centrifugal pump analysis, 58–63
elements of form, 60
entity identification, 60–61
external functions of, 92–93, 96
functional architecture of, 100–102
hierarchy in elements of form, 61
internal functions of, 96–97, 100–102
medium-complexity system, 61–63
operation of, 58–59
principle value-related internal functions, 94, 96
process-operand (PO) array for, 96–97, 102
simple system, 58–61
simplified system representation of, 129–130
supporting layers of, 122–123
system architecture of, 117–118, 122–123, 129–130
system of, 59–60
value-related operand of, 92–93
value stream objects, 132, 133
Channelized architecture style, 377–378, 399
Charitable stakeholders, 228
Choice activity, 318
Circulatory system
abstractions in, 23
form and function identification, 14, 16
principle value-related internal functions, 94–95
Civil architecture, system architecture versus, 193–196
Class/instance relationships, 43
Clustering, 173–175, 436–440
algorithms, 436–440
decomposition from, 437–438
Level 1 architecture, 173–175
optimization from, 437–440
sequence of decisions from, 438–440
system architecture applications, 436–440
Clusters, tradespace analysis use of, 341–343
Combinatorial optimization problems, 445–447
Combined operand and instrument object mapping, 114–115
Commissioning, 210–212
Competition, marketing and, 203
Complex systems, , 35–50
approaches to thinking about, 49
architecture of, , 262–263
architecture representation tools for, 45–48
atomic parts of, 41, 42–43
complicated versus, 36
creativity and, 262–263
decomposition of, 39–43
defined, 35–36
design development, 36–39
design of,
features of, 48
hierarchy of, 39–41
integrated D models, 45–48
logical relationships, 43–44
reasoning through, 44–45
top-down/bottom-up reasoning, 44
zigzagging, 44–45
Complexity, 35–36, 286–308
apparent, 36, 289–291
architect management of, 178, 179
complicated versus, 36, 288–290
decomposition for management of, 286–308
defined, 287
essential, 291–295
hierarchy and, 288
investment in, 295
managing, 295–302
organization and, 291
principle of “2 down, 1 up,” 298
principle of 2nd law, 295
principle of apparent complexity, 292
principle of decomposition, 296
principle of elegance, 300
principle of essential complexity, 292–295
systems and, 35–36, 286–288
understanding, 286–295
Compliance with regulations, 205
Complicated things, complexity and, 36, 288–291
Concept fragments, 153–154, 269–274
concept ballooning for combinations of, 279–280
creativity applied to, 269–247
decomposition for, 269–271
development of, 269–274
function expansion for, 269–271
integrated concepts and, 153–154
morphological matrix for, 153–154
Concepts, 137–159
applying creativity to, 263–268
ballooning (expanding) and recombining fragments, 263–264, 279–280
creativity and generation of, 262–285
defined, 142
development of, 143–146, 268–269, 271–274
evolution and refinement of, 274–277
expanded to architecture, 162–163
fragments, 153–154, 269–274
functional intent of, 146, 149, 153
hierarchy of, 149, 151–152
identifying, 266–268
integrated, 152–156, 274–279
intent and, 149, 151–152
naming conventions, 147
notion of, 142–143
operations (conops), 157–158
organizing alternatives, 147–150
selection of for further development, 277–279
services and, 157–158
software patterns as, 146
solution-neutral functions and, 137–138
specialization of solution-neutral function, 143–145
system architecture and, 160–176
system descriptions from, 137–138
CONNECTING Pattern, 385–389
Connections, 64, 66, 118
Connectivity, degree of, 350–351
Connectivity formal relationships, 71–74, 80, 81
Consistent goal, 245, 252–253
Constraints, 314–315, 363, 443
architecture models, 314–315
architecture problems, 363
declarative enumeration and, 443
Context, 24–26
boundary definition and, 24–26
defined, 24
formal, 75–77
use, 76–77
Contingency operations, 212
Corporate strategy, 198–201
business unit, 199
enterprise goals, 200
executive, 199
functional, 199–200
initiatives and action plans, 201
mission and scope, 200
resource allocation decisions, 200
shareholder annual report, 198–199
upstream influences on, 198–201
Coupling, emergence and, 327
Coupling and organization of architectural decisions, 354
Coupling of needs, 236
Creativity, 262–285
applying to concept, 263–268
architect role and, 178, 179
architectural competition, 280–284
ballooning (expanding) concepts, 263–264, 279–280
complex system architecture and, 262–263
concept fragment development, 269, 271–274
concept generation and, 262–285
developing concepts, 268–269
function expansion, 269–271
identifying concepts, 266–268
integrated concept evolution and refinement, 274–277
principle of, 267
Pugh matrix for concept selection, 277–279
selection of integrated concepts for further development, 277–279
structured, 265–266
unstructured, 263–264
Critical goals, 250–252
Cross-strapping architecture style, 378–379, 399
Crossover points, 400–401
