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When speci cation requirements issues are discovered, surfacing the issue to the surprise of the Acquirer program manager in a major technical review may have consequences. People, in general, do not like surprises, especially in public forums. Although the handling of an issue depends on the personnel and organizations involved, the best advice may be for the System Developer s program or technical director to informally introduce the issue off-line meaning in private conversation with the Acquirer program manager prior to a review. Depending on the outcome and response, the System Developer may choose to address the issue formally through normal procurement channels. Finally, the reluctance and willingness of the Acquirer to entertain the idea of speci cation requirements changes may be driven by having to implement a contract modi cation that requires numerous approvals and justi cations, a laborious and career risk process. It also challenges the initiator(s) to explain to your management WHY you failed to recognize this situation and rectify it during contract negotiations.

heat as close to the source as possible. If you remove heat from the rack before it reaches the room, the cooling is more efficient. Features within the chassis/rack, such as heat exchangers and filler panels (which prevent hot air in the back from going to the front), help by removing the heat within the chassis/rack. Power and cooling management have been addressed through software as well. Power-management software has been introduced by multiple blade system vendors to help in monitoring, managing, and automating management relative to power and cooling. At the lowest level, some blades include circuitry that communicates with the management module to allow control of power management (for example, reducing clock speed if power is low). Monitoring software tracks power consumption, measures voltages, and reports both at a given point in time, as well as over time. More-advanced software allows policy-management functionality, such as capping power at a specified amount.

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When speci cation requirements issues and clari cations are identi ed, it is critical to bring all of them to closure quickly. One mechanism for tracking closure status is to establish a metric that represents the number of outstanding COIs, CTIs, TBDs, TBSs, and clari cations.

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As a System Developer, one of the most common questions posed by management to SEs is: Can we meet the speci cation s requirements The response typically involves words such as comply, conform, and meet. Since SEs often lack training on the proper usage of the terms, you will nd these terms are used interchangeably. So, what do the terms mean If you delve into the de nitions of comply, conform, or meet in most dictionaries, you may emerge in a state of confusion. The reason is that most dictionary de nitions of these terms employ either of the other two terms as part of the de nition, resulting in circular references. So, to bring some clarity to this confusion, consider the following explanations.

The term, compliance, is often used in references to requirements compliance, process compliance, and regulatory compliance. In general, compliance infers STRICT adherence or obedience to the letter of a requirement with no exceptions. Despite the term s intent you will often nd degrees of compliance. Within the system development contracting domain, there is an expectation that any organization that refuses to or is unable to comply with speci cation requirements formally noti-

Consider features such as power-supply efficiency, air flow, and powermanagement software when making decisions on blade system vendors.

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