Part IV: Organizing to Perform Systems Engineering

1. Part IV: Organizing to Perform Systems Engineering Art, Alice, Heidi, Richard, Hillary, James, Garry, Ken

2. Major Issues • Need chapter lead for: “People” • Need additional Part authors • Coming to consensus on presentation of the content between chapter leads • Consistent use of terminology throughout • Consistent use of enterprise, service, product • Collaboration with Part III

3. Overview • Part 4 describes how to organize to effectively perform SE activities. Types of organizations are categorized into the following: • individuals • teams • projects • businesses • enterprises

4. Six Common Considerations • Each organization has to consider the following: • What is the organizational purpose? • How are the SE activities allocated among the various organizational entities? • Who performs the SE activities? • What competencies are expected from the parts of the organization that perform SE activities and how does the organization gain those competencies? • What does an organization need to do to improve and how does it do it • How do those who perform systems engineering activities interact with others in the organization?

5. Three Driving Factors • The six areas of organizational considerations are largely driven by three factors: • The characteristics of the system which the SE activities support; for example, the size, complexity, primary design factors, major components, critical specialties and areas of life cycle, required products, etc… • The organizational context in which the SE activities occur, including organizational purpose, value measures, and culture. • The phases of the life cycle in which the activities being performed; for example development, deployment, operations, or maintenance of a product or service.

6. Structure • Each chapter follows the six common considerations: • Chapter 4.1:Strategy – weave purpose into strategy - how to approach the other four considerations in a holistic fashion (governance includes measures and controls, policies, pace, tailoring, contextual domain, cross culture, human nature, knowledge management, etc.) (Art) • Chapter 4.2:Structure – where in the organization are SE activities performed (resource sharing) (Richard) • Chapter 4.3: People – who performs SE activities (?) • Chapter 4.4:Competencies - what competencies should people possess to perform SE activities well (what do SEs need to know about specialty engineering) (Heidi) • Chapter 4.5: Organizational Learning – what does an organization need to do to improve and how does it do it (Alice) • Chapter 4.6: Interactions – how do those who perform SE activities interact with others in the organization (interactions with specialty engineers, emergent properties of the interactions, communications, dynamics at each level) (Hillary) • Each chapter explores its topic in the context of the three factors – system characteristics, organizational context, and life cycle phase.

7. Topics for Chapter 4.4 Competency(Material Available, Amount of Work as H/M/L) • Introduction (Some, M) • Competency, Capability, and Performance (New, H, per reviewers) • Application at Each Level (Some, H) • Existing SE Competency Models (Some, H, per reviewers) • Relationship of SE Competencies to Other Competencies (Some, M) • Levels of Expertise (Most, L) • Assessing Competency Needs (Most, L) • Strategies to Close Gaps (Most, L) • Maintenance of Competency Plans (Most, L) • Ethics and Professional Conduct (Most, L) • Standardization (Most, L) • Expediting Development (Most, L)

8. Topics for Chapter 4.5 Org Learning(Material Available, Amount of Work as H/M/L) • Introduction (New, H) • Models/Theory of (New, H) • Innovation (New, H) • Improvement and Change (Some (7?), M) • Planned Change (Some (7?), M) • Embedded Change (New, H) • Embedded Knowledge (methods, process, tools) (New, H) • Knowledge Management (New, H)

9. Some References • Intelligent Enterprises: A Collection of Knowledge Claims, Document No.: INCOSE-TD-2007-001-01 -http://www.incose.org/practice/techactivities/wg/intelent/docs/IEWGKnowledgeClaimsCollectionReport2007-0315.pdf • Value chains (M. Porter, Competitive Advantage, Free Press, 1985); • Results chains (J. Thorp, The Information Paradox, McGraw Hill, 1998), • Benefits chains (B. Boehm, A. Jain, "A Value-Based Theory of Systems Engineering," Proceedings, INCOSE 2006). • R. Valerdi, The Constructive Systems Engineering Cost Model (COSYSMO), VDM Verlag, 2008. • SEI People Capability Maturity Model (B. Curtis, W. Hefley, and S. Miller, Addison Wesley, 2002) • Lawson 2010 Chapter 8 presents a treatment of quality and environment management standards (as systems) and addresses Organizations and Enterprises as Systems and provides some useful paradigms that can be considered • Peter Senge's discussion of a Learning Organization that will tie back to Systems Thinking in Chapter 2. • James Martin's thesis