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More About This Title Integrating Program Management and Systems Engineering: Methods, Tools, and Organizational Systems for Improving Performance
English
Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient, and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by System Engineering and Program Management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule, and technical performance, and coverage of risk management throughout helps you ensure the success of your organization's own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corporate classroom, and the discussion's practical emphasis provides a direct path to implementation.
The integration of management and technical work paves the way for smoother projects and more positive outcomes. This book describes the integrated goal, and provides a clear framework for successful transition.
- Overcome challenges and improve cost, schedule, and technical performance
- Assess current capabilities and build to the level your organization needs
- Manage risk throughout all stages of integration and performance improvement
- Deploy best practices for teams and systems using the most effective tools
Complex engineering systems are prone to budget slips, scheduling errors, and a variety of challenges that affect the final outcome. These challenges are a sign of failure on the part of both management and technical, but can be overcome by integrating the roles into a cohesive unit focused on delivering a high-value product. Integrating Program Management with Systems Engineering provides a practical route to better performance for your organization as a whole.
English
Eric Rebentisch leads research projects at the Massachusetts Institute of Technology's (MIT) Sociotechnical Systems Research Center (SSRC). His research focuses on improving the performance of technically driven organizations and their product offerings.
English
List of Figures xxvii
List of Tables xxxiii
Foreword: Practices, Knowledge, and Innovation xxxv
Preface xxxix
Reference xli
Acknowledgments xliii
Introduction xlvii
The Origins of an Important Collaboration xlvii
Creating a Knowledge Foundation through Exploratory Research xlviii
Phase I Study xlix
Phase II and III Studies l
Phase IV Study li
Strengths and Limitations of the Research Foundation lii
Integrating Practitioner Knowledge with Research lii
Overview of the Book liii
References liv
PART I: IN SEARCH OF INTEGRATED SOLUTIONS 1
1 TOWARD A NEW MINDSET 3
1.1 Striving for Perfection in Complex Work 3
1.2 Boldly Going Again Where People Have Gone Before 4
1.3 Strategy Realization Requires Good Management 8
1.4 Workforce + Organizational Capabilities = Competitive Advantage 10
1.5 Rays of Hope 12
1.6 Trekking toward a New Mindset 12
1.7 Summary 14
1.8 Discussion Questions 14
1.9 References 14
2 THE ENGINEERING PROGRAM PERFORMANCE CHALLENGE 17
2.1 Introduction 17
2.2 Making White Elephants Extinct 17
2.3 Large Engineering Programs Are Complex 20
2.4 We Need a Better Solution 31
2.5 Summary 31
2.6 Discussion Questions 33
2.7 References 33
Additional Resources 36
3 THE FEATURES OF SUCCESSFUL INTEGRATION OF PROGRAM MANAGEMENT AND SYSTEMS ENGINEERING 37
3.1 A Major Engineering Program Failure? 37
3.2 Bridging Boundaries to Foster Program Success 40
3.3 Contributors to Success in Action 42
3.4 Summary 47
3.5 Discussion Questions 48
3.6 References 48
Additional Resources 49
4 THE CASE FOR INTEGRATING PROGRAM MANAGEMENT AND TECHNICAL MANAGEMENT 51
4.1 The Roots of Nonintegration 51
4.2 Program Management and Systems Engineering Are Different 52
4.3 Program Management 53
4.4 Systems Engineering 62
4.5 Why Divergence Is Such a Problem 69
4.6 Integrating Is Difficult, but Not Impossible 75
4.7 Discussion Questions 76
4.8 References 76
Additional Resources 78
5 KEY CONCEPTS IN INTEGRATION 79
5.1 Introduction 79
5.2 Assessing Integration between Disciplines 79
5.3 Attributes of Integration in Complex Organizations 83
5.4 Practitioner Perspectives on Integration 88
5.5 Summary 93
5.6 Discussion Questions 94
5.7 References 95
PART II: BUILDING CAPABILITIES TO EFFECTIVELY EXECUTE ENGINEERING PROGRAMS 97
6 HOW INTEGRATION WORKS IN PROGRAMS 99
6.1 Introduction 99
6.2 The Integration Framework 99
6.3 Summary 115
6.4 Discussion Questions 115
6.5 References 116
7 INTEGRATION IN PRACTICE IN THE F/A-18E/F SUPER HORNET PROGRAM 119
7.1 Introduction 119
7.2 F/A-18E/F Super Hornet Program Background and the Context of Integration 121
7.3 Twelve Days of August: A Start on the Integration Journey 122
7.4 Enabling Integration by Reducing Program Complexity 124
7.5 A Parallel Process in NAVAIR to Improve Integration 125
7.6 The E/F Program Pilots a New Way of Working Together 126
7.7 Improved Decision Making 128
7.8 Program Delivery 138
7.9 Integration Practices Observed in the F/A-18E/F Program 140
7.10 Summary 140
7.11 Discussion Questions 141
7.12 References 142
8 PROGRAM MANAGEMENT AND SYSTEMS ENGINEERING INTEGRATION PROCESSES, PRACTICES, AND TOOLS 143
8.1 Introduction 143
8.2 Episodic Integration Mechanisms 144
8.3 Pervasive Integration Mechanisms 151
8.4 A Note on Tailoring 164
8.5 Summary 165
8.6 Discussion Questions 166
8.7 References 166
Additional Resources 168
9 THE ORGANIZATIONAL ENVIRONMENT 169
9.1 Introduction 169
9.2 Structural Dimensions of Integration 169
9.3 Organizational Environmental Factors 174
9.4 The Challenges of Integration in Large-Scale Programs: Systems Failure 178
9.5 Characteristics of Successful Program Integration 180
9.6 The International Space Station: A Model in Systems Integration 182
9.7 Summary 185
9.8 Discussion Questions 186
9.9 References 186
Additional Resources 189
10 DEVELOPING INTEGRATION COMPETENCIES IN PEOPLE 191
10.1 Introduction 191
10.2 Identifying Integration Competencies 194
10.3 Developing Integration Competencies 198
10.4 Managing Integration Competencies 207
10.5 Summary 210
10.6 Discussion Questions 211
10.7 References 211
Additional Resources 215
11 INTEGRATION THROUGHOUT THE PROGRAM LIFE CYCLE 217
11.1 Introduction 217
11.2 Integration and the Generic Life Cycle 217
11.3 Life Cycle Stages for Systems Engineering 219
11.4 Program Management Life Cycle Characteristics 220
11.5 Large-Scale Infrastructure Programs 225
11.6 Life Cycle Integration 227
11.7 Leadership Styles for the Big Dig’s Five Stages of Program Management 232
11.8 Summary 233
11.9 Discussion Questions 233
11.10 References 234
Additional Resources 236
12 THE IMPACT OF EFFECTIVE INTEGRATION ON PROGRAM PERFORMANCE 237
12.1 Introduction 237
12.2 Program Performance 237
12.3 Measuring Integration in Programs 240
12.4 Integration as a Catalyst for Program Performance 244
12.5 Case Study: Electronic Support Upgrade for the Royal Australian Navy’s Anzac Class Frigate 249
12.6 Summary 255
12.7 Discussion Questions 256
12.8 References 256
PART III: DEVELOPING INTEGRATION COMPETENCIES IN YOUR ORGANIZATION 259
13 INTEGRATION MEANS CHANGE 261
13.1 Introduction: The Case for Change 261
13.2 The Need to Be Thoughtful about Change 262
13.3 Frameworks and Models for Change 265
13.4 Readiness Assessment 271
13.5 The Road Ahead and How to Prepare for It 273
13.6 Summary 273
13.7 Discussion Questions 274
13.8 References 275
Additional Resources 276
14 SUCCESSFUL CHANGE PROGRAMS THAT IMPROVED INTEGRATION 279
14.1 Introduction 279
14.2 Redefining What Is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles & Space Company 280
14.3 Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs 284
14.4 Integrating Software Engineering and Program Management at Nationwide 287
14.5 Managing Change in Engineering Program Organizations: Boosting Productivity in BMW’s Engineering Department 291
14.6 Delivering the World’s Most Complex Inner-City Infrastructure Program: Boston’s Big Dig 299
14.7 Summary 303
14.8 Discussion Questions 305
14.9 References 306
15 LEADING AN INTEGRATION CHANGE PROGRAM 309
15.1 Introduction 309
15.2 Understanding the Work Ahead: The Organizational Context 310
15.3 Planning for Change within the Organizational Context 312
15.4 Putting the Four Input Dimensions for Change Together 329
15.5 Practices to Consider 334
15.6 Summary 338
15.7 References 339
PART IV: A CALL TO ACTION 341
16 CALLS TO ACTION 343
16.1 Call to Action for Academia: Help Budding Professionals Learn to Adapt 344
16.2 Call to Action for Enterprise: Build the Right Engine for Strategy Implementation 349
16.3 Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways 353
16.4 Call to Action for Industry and Professional Societies: Take an Interdisciplinary View 357
16.5 Call to Action for Researchers: Explore Interdisciplinary Systems 359
16.6 References 361
AFTERWORD: TOWARD AN INTEGRATED FUTURE 365
The Case for Integration 365
New Insights Gained Along the Way 366
The Path Forward 368
GLOSSARY 371
INDEX 381
