By Dan Braha, Ali A. Minai, Yaneer Bar-Yam
Fresh advances in technological know-how and expertise have ended in a speedy increasein the complexity of so much engineered structures. in lots of striking cases,this switch has been a qualitative one instead of only certainly one of magnitude.A new type of complicated Engineered structures (CES) has emerged as a resultof applied sciences comparable to the web, GPS, instant networking, micro-robotics, MEMS, fiber-optics and nanotechnology. those advanced engineered structures are composed of many heterogeneous subsystems and are characterised through observable complicated behaviors that grow to be as a result of the nonlinear spatio-temporal interactions one of the subsystems at numerous degrees of association and abstraction. Examples of such structures comprise the World-Wide net, air and flooring site visitors networks, dispensed production environments, and globally disbursed offer networks, in addition to new paradigms resembling self-organizing sensor networks, self-configuring robots, swarms of self sustaining plane, shrewdpermanent fabrics and buildings, and self-organizing pcs. figuring out, designing, development and controlling such advanced structures goes to be a important problem for engineers within the coming a long time.
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Extra info for Complex Engineered Systems: Science Meets Technology
1. Evolve highly complex systems One way to address the difficulty of complex projects is to simplify what is attempted. However, simplifying the function of an engineered system is not always possible because the necessary or desired core function is itself highly complex. When the inherent nature of a complex task is too large to deal with using conventional large engineering processes, a better solution is to use an evolutionary process , that is to create an environment in which continuous innovation can occur.
E. supervising a certain fraction of the organization, but do not have a particular set of subordinates that they supervise (the “matrix organization”  is an intermediate case). e. that a manager has a particular subset of the individuals and cannot coordinate others outside of this subset, we obtain an upper 28 Multiscale Analysis and Evolutionary Engineering bound on the coordination of a more conventional hierarchy. For the conventional hierarchy, the coordination of the system is further limited since even only two individuals that are in different divisions of the organization require coordination by the CEO.
If we have a system that is formed of many components, and some of these components are responsible for coordinating other components, then we can establish limits on what particular organizational structures can do. It may be that the variety associated with the coordination exceeds the variety of the components. This is true even if the components that must be coordinated are relatively simple. It is also true if the components have a high variety. The key is that quite generally the coordination may require of order N times the variety of the individual components, even in a fixed configuration of coordination.