The Advanced Automation System ( Aas ) Essay

For this report there were 2 managers interviewed for this topic, Scot Carpenter Director of System Engineering at Teledyne controls and Masood Hassan, Vice President and General Manager of Teledyne Controls. Scot was brought in as the director of System engineering on May of 2016 to oversee the System Engineering group and to handle change for a couple items within the group, mainly the restructuring of the group from 2 functional managers to a 6 distinct groups within the group. Scot has worked with the company as Program Managers which has required him to oversee program with multiple groups while working with individual employees to ensure the success of his product lines. Masood has been with the company for over 20 years and has been the Vice President for more than 15 years. In that time frame he has to work through down turn in the aviation do to the events on 9/11 and other events. He has made changes to the structure of the company, creating System Engineering group, deciding the correct course of action to bring products to production and other aspects of running a company with 500 or more employees.

In 1959, the United States Air Force took the beginning steps of implementing a process that was based on the Government Accountability Office’s recommendation. This process required certification of contractor cost data, as recommended. The Department of Defense followed the example set by the Air Force by issuing a revision to the Armed Services Procurement Regulations to require certification of cost data.

The odds are that at some point in time, most people in America will travel by air. What most of these people do not realize is that a simple flight is in reality a well-oiled, complex machine unlike any other air navigation service provider in the world. After the Wright brothers took their first successful flight, America embraced air travel.  The Federal Aviation Agency (now Administration) officially began operations in May of 1958, and later developed a sophisticated air traffic control system that is responsible for the largest volume of air traffic in the world (“A Brief History of the FAA”). Today, however, many politicians believe that government involvement in air traffic control is inhibiting the overall performance of air traffic control. Several bills have been proposed to Congress since the 1970s in attempt to separate air traffic control (referenced as ATC) from the FAA by privatization, corporatization, or other means (Elias 2). The most recent of these bills has caused serious debate in the aviation world over economic policies, safety regulations, and overall effectiveness of the current ATC system. The Aviation Innovation, Reform, and Reauthorization Act (21st Century AIRR Act) as proposed by Representative Bill Shuster should not be passed by Congress because it would privatize air traffic control by removing it from the Federal Aviation Administration. This would entail the creation of a board of stakeholders who would have the power to make regulatory

An assessment of Aircraft Solutions (AS) as to what Security Vulnerabilities that might be found, two areas discussed are Hardware & Policy weakness and impact.

The issues that Alcan was facing were numerous to say the least. The fact that the leadership in the IT side had been vacant for more than a year was very problematic. Another large chunk of the infrastructure issue revolved around how decentralized the business groups that made up Alcan were. “Every business group was completely independent, with its own strategic IT plan, infrastructure choices based on its specific needs, and IT applications and services. Each group had its own IT organization that pursued its objectives based on the group’s needs and orientation. Groups’ needs, like their activities, were highly diversified. Over the years, this culture of autonomy had been reinforced by mergers and acquisitions” (Bernier & Dube & Roy, 2009). Another issue that was identified was that Alcan had more than one thousand information systems, and many of these systems managed information that was financial. It completely makes it difficult to comprehend how you would even attempt to be able to work with over 1,000 systems within Alcan. Another identified issue was that there was a problem with accessible skills which were insufficient, and crudely positioned to meet requirements of the information technology infrastructure. This also resulted in these needs not being evaluated, identified, or even compensated in a similar way as other various business groups. Instead the outsourced providers instead minimized the deficiencies

Supporters for privatizing air traffic control claim that it is time to address long delays and inefficiencies in an aging airspace network that doesn't fully utilize modern aviation technology. UK-based NATS projects delays will exponentially increase from the current 90,000 minutes a year to approximately 4 million in the next 15 years unless the United Kingdom government invests in modernization by replacing outdated airspace technology by switching to satellite-based control. In the United States the federal government has a history of moving at a snail's pace when it comes to updating national infrastructure. For example, New York City just completed a subway upgrade that was originally approved in 1929. A revamping of the system similar to the innovative changes that transformed call center voice recording equipment from simple recording devices to systems that capture conversations and enable digital archiving and instant sharing via cloud-based technology, will help modernize our airspace management strategies. The time to act is now if we want to avoid problems in the

My decision is to continue on the same course that Boeing Australia Limited (BAL) is on. I feel, after reading this case study that BAL has been on the correct path with regard to building their systems architecture. There is a need for a more sophisticated procurement process and the issue of a procurement application may be easily found. The key is the process by which BAL has implemented all other IT applications, they have been very successful. They are thorough and have processes in place to rationalize whether a new by-in application or an in-house developed program would be best. My thought is that at least one, if not more; of the current systems have an appropriate off the shelf

MED-X, a Fortune 500 pharmaceutical company with headquarters in Houston, Texas with 54 plants and more than 40,000 employees world-wide, has undertaken a $2 million Ariba e-procurement project implementation. MED-X was spending $3 billion annually on indirect goods and services. It is estimated that implementation of the Ariba e-procurement system will save the company $200 million annually and also reduce spending, streamline the procurement process and expedite user adoption. An additional benefit of the project is going to be nationwide

With the rapid growth of commercial air travel in the 1970s, the FAA recognized that the nation’s airports contributed significantly to the national economy and international commerce, as well as being a critical mode of transport for the public. Airports needed funding to improve safety and maintain airport infrastructure such as runways, taxiways, NAVAIDS, and land acquisition. The Federal Aviation Administration (FAA) formed the National Airport System Plan (NASP) to ensure these significant airports received Federal grants to make these improvements. The FAA revised the NASP with the Airport and Airway Improvement Act of 1982 and called the National Plan of Integrated Airport Systems (NPIAS) to reflect the further expansion.

While BAE was already working on United’s baggage system, the PMT recognized the need for a fully integrated baggage-handling system for all of DIA. Since no other airlines were emerging with plans to develop their own baggage system, airport planners and consultants drew up plans for an airport wide baggage-handling system and sent out request for bids to several different companies. Initially BAE declined to bid on the project due to one main reason; the technology required to operate a system of such a large size and complexity should be determined very early in the project life cycle. BAE had the technology that was needed (destination-coded vehicles moving at high speed) but implementing this technology into such a complex project would have required much more time then was available.

In recent discussions of growing technology, a controversial issue has been whether we are ready for the advancements of driverless vehicles. On the one hand, some argue that these advancements have already proven that we are ready. On the other hand, however, others argue that we need to have more experience with the technology before we can be ready. In sum, then, the issue is are we ready or not for driver-less cars. While others think that driverless vehicles can’t be trusted yet without a commission to help lawmakers with regulating the vehicles and government officials that know more about this technology to better watch over it, I believe that we are ready for this new evolving automobile because driverless vehicles already has too much potential beginning with its self-automated breaking system and warnings.

What was to be the world’s largest automated airport baggage handling system, became a classic story in how technology projects can go wrong. Faced with the need for greater airport capacity, the city of Denver elected to construct a new state of the art airport that would cement

From the city of Denver’s perspective, it was an easy choice to award BAE Automated Systems with the contract. The initial project design (as cited in Montealgre et al, 1996, p. 8) did not incorporate an airport-wide baggage system; the city expected the individual airlines, largely consisting of United and Continental Airlines, to build their own systems in their respective concourses as in most other American airports. The city sent out initial requests for bids to take on the first attempt at implementing such a complex baggage system, with not much response. Eventually they had no choice but to approach BAE, whose superior reputation in the field of baggage handling had already motivated United Airlines to contract them to design their baggage handling system. This system was to be implemented in United’s Concourse B without integration with the other concourses (Montealgre et al, 1996, p. 8). In return, BAE offered the city of Denver a proposal to develop the “most complex automated baggage system ever built” (Montealgre et al, 1996, p. 9). The whole DIA project was to be a public works project involving many shareholders with various financial sources and intentions. The main shareholders

Strict adherence to formal procedures characterizes sealed bidding which attempts to provide a “level playing field” or as a multitude of references point out equal footing to all bidders who compete for a contract. Competitive negotiation is a more flexible process that enables the agency to conduct discussions, evaluate offers, and award the contract using price and other factors. The Federal Acquisition Regulation (FAR), whose origins can be traced back to the ASPA of 1947 was codified at Title 48 of the Code of Federal Regulations and became effective 1 April 1984. The FAR contains the uniform policies and procedures for acquisitions by all federal agencies to date. It addresses nearly every procurement related statute or executive policy; and subsequently encompasses every stage of the acquisition process. In a nutshell, FAR appears to have modernized and thus enveloped the aforementioned three acts.

The three founding partners of Automation Consulting Services (ACS) are meeting in the weekend, as they have done twice a year for the past six years, to discuss how business is going and to plan the future. ACS has four offices, one in Boston, one in Philadelphia, one in Detroit and one in San Jose. Before the three founding partners met they visited all four offices and discussed the situation at each office with the partners and managers at each office. During Saturday and Sunday they discuss their concerns and ideas they came across while visiting the offices. On Saturday they make sure they cover all their concerns and ideas, and they will use that to write down an