BS EN 9320:2014

Foreword
1 Scope
2 Normative references
3 Terms and definitions and abbreviated terms
4 Acquisition process
5 Supply process
6 Life cycle model management process
7 Infrastructure management process
8 Budget management process
9 Resource management process
10 Quality management process
11 Project planning process
12 Project control and assessment process
13 Decision-making process
14 Risk management process
15 Configuration management process
16 Information management process
17 Measuring process
18 Requirement establishment and analysis process
19 Architecture design process
20 Execution process
21 Integration process
22 Verification process
23 Validation process
24 Qualification process
25 Operating process
26 Maintenance process
27 Withdrawal from service process
Bibliography

Includes the open system acquisition and supply processes.

These general guidelines cover the open system acquisition and supply processes.

There is an increasing requirement for systems designed and produced by industry, particularly in the aeronautic, space and defence fields, to be used with other systems designed, produced, acquired and operated independently.

The concept of open systems is touched upon in many systems engineering documents. This document deals specifically with this subject. To this end, through the various processes applied, it provides information to stakeholders (buyers, suppliers, designers, subcontractors, supervisors, etc.) on the best practice to be adopted.

The specific nature of openness for a system is defined by all the following properties:

• Interchangeability,

• Interoperability,

• Upgradability,

• Reusability,

• Reversibility,

• Flexibility,

• Affordability.

These properties are defined in the glossary for these general guidelines.

These general guidelines are largely based on the structure and system life cycle processes described in standard ISO/IEC 15288:2008.

The characteristics of openness also relate to:

• The products or services offered by the company (target systems resulting from use of company processes).

• The company’s processes (project systems). Several stakeholders, with their own assignments, cultures, jobs and geographical locations, different working methods, modelling frameworks, standards, tools and aids, etc. are involved in the activities, which are sometimes multidisciplinary, of the internal and external processes of a company. These diverse elements are not necessarily all suited to working together without causing certain risks, a loss of autonomy, effectiveness and/or efficiency, etc. A company must, for example, develop its ability and capacity in terms of interoperability both internally (between the systems of which it is made) and externally (with other partners), including, by way of an example:

• Ability of each stakeholder and each department involved to maintain efficient and trusting relationships with other stakeholders, taking into account deadline, cost and quality objectives,

• Ability to exchange, communicate and use the necessary flows (data, information, knowledge, materials, energy) autonomously, without error and dynamically throughout the life cycle of the target system,

• Ability to coordinate, synchronise and manage common tasks and share and use resources (human, machine or application) and services efficiently and appropriately.