Integrating Program Management and Systems Engineering: Methods, Tools, and Organizational Systems for Improving Performance

"A great contribution to systems engineering and project management, this book lays out the fundamental challenges of integrating these two disciplines and offers well–written practical guidance on how to address those challenges. This is the most comprehensive examination I have seen on the ties between systems engineering and program management."
Dr. Art Pyster, Professor and Associate Dean for Research Volgenau School of Engineering, George Mason University

"The integration of program management and systems engineering is the vital mixture for success of complex organization and societal challenges. This was the critical ingredient for the Apollo mission, and it is urgently needed for today′s fast–paced and networked world. This is an indispensable book for those seeking evidence–based research and results."
Edward J. Hoffman, Ph.D, former, Chief Knowledge Officer NASA and Executive in Residence, Columbia University, School of Professional Studies

"Through real life cases and examples, this book makes the case for genuine integration of program management and systems engineering. It shows how a combination of shared vision, responsiveness to change, empowerment of teams and technical competence lead to value realization when dealing with complex socio–technical systems. A must–read book!"
Michel Thiry, Ph.D, FAPM, PMI Fellow

Achieve Greater Performance by Integrating your Key Program Functions

Integrating Program Management and Systems Engineering makes the case for achieving significant program and project improvements through the strategic integration of program managers and system engineers.

Developed through an alliance between the Project Management Institute (PMI), International Council on Systems Engineering (INCOSE), and the Consortium for Engineering Program Excellence (CEPE) at the Massachusetts Institute of Technology (MIT), this integrated approach and framework offers path of successful practices for creating better solutions. This guidebook presents a diverse group of contributors in program management, systems engineering, and academia, who share their collective knowledge of best approaches to improving program results through a unified working relationship between program managers and systems engineers. From defining the integrated goal to making a successful transition, everything you need is inside, including:

Tools for assessing your current capabilities and building up to custom fit your organizational needs Proven tactics to improve cost, schedule, and technical performance of programs and projects Innovative techniques for managing risk through every stage of integration and performance improvement

Break through the silos in your organization and accomplish more together with Integrating Program Management and Systems Engineering.

PART I: IN SEARCH OF INTEGRATED SOLUTIONS

1 Toward a New Mindset

1.1 Striving for Perfection in Complex Work

1.2 Boldly Going Again Where People Have Gone Before

1.3 Strategy Realization Requires Good Management

1.4 Workforce + Organizational Capabilities = Competitive Advantage

1.5 Rays of Hope

1.6 Trekking Toward a New Mindset

1.7 Summary

1.8 Discussion Questions

1.9 References

2 The Engineering Program Performance Challenge

2.1 Introduction

2.2 Making White Elephants Extinct

2.3 Large Engineering Programs are Complex

2.4 We Need a Better Solution

2.5 Summary

2.6 Discussion Questions

2.7 References

Additional Resources

3 The Features of Successful Integration of Program Management and Systems Engineering

3.1 A Major Engineering Program Failure?

3.2 Bridging Boundaries to Foster Program Success

3.3 Contributors to Success in Action

3.4 Summary and Key Takeaways

3.5 Discussion Questions

3.6 References

Additional Resources

4 The Case for Integrating Program Management and Technical Management

4.1 The Roots of Nonintegration

4.2 Program Management and Systems Engineering Are Different

4.3 Program Management

4.4 Systems Engineering

4.5 Why Divergence is Such a Problem

4.6 Integrating is Difficult, but Not Impossible

4.7 Discussion Questions

4.8 References

Additional Resources

5 Key Concepts in Integration

5.1 Introduction

5.2 Assessing Integration Between Disciplines

5.3 Attributes of Integration in Complex Organizations

5.4 Practitioner Perspectives on Integration

5.5 Summary

5.6 Discussion Questions

5.7 References

Part II: Building Capabilities to Effectively Execute Engineering Programs

6 How Integration Works in Programs

6.1 Introduction

6.2 The Integration Framework

6.3 Summary and Key Takeaways

6.4 Discussion Questions

6.5 References

7 Integration in Practice in the F/A–18E/F Program

7.1 Introduction

7.2 F/A–18E/F Program Background and the Context of Integration

7.3 Twelve Days of August A Start on the Integration Journey

7.4 Enabling Integration by Reducing Program Complexity

7.5 A Parallel Process in NAVAIR to Improve Integration

7.6 The E/F Program Pilots a New Way of Working Together

7.7 Improved Decision Making

7.8 Program Delivery

7.9 Integration Practices Observed in the F/A–18E/F Program

7.10 Summary and Key Takeaways

7.11 Discussion Questions

7.12 References

8 Program Management & Systems Engineering Integration Processes, Practices, and Tools

8.1 Introduction

8.2 Episodic Integration Mechanisms

8.3 Pervasive Integration Mechanisms

8.4 A Note on Tailoring

8.5 Summary

8.6 Discussion Questions

8.7 References

Additional Resources

9 The Organizational Environment

9.1 Introduction

9.2 Structural Dimensions of Integration

9.3 Organizational Environmental Factors

9.4 The Challenges of Integration in Large Scale Programs: Systems Failure

9.5 Characteristics of Successful Program Integration

9.6 The International Space Station: A Model in Systems Integration

9.7 Summary and Key Takeaways

9.8 Discussion Questions

9.9 References

Additional Resources

10 Developing Integration Competencies in People

10.1 Introduction

10.3 Identifying Integration Competencies

10.4 Developing Integration Competencies

10.5 Managing Integration Competencies

10.6 Summary and Key Takeaways

10.7 Discussion Questions

10.8 References

Additional Resources

11 Integration Throughout the Program Life Cycle

11.1 Introduction

11.2 Integration and the Generic Life Cycle

11.3 Life Cycle Stages for Systems Engineering

11.4 Program Management Life Cycle Characteristics

11.5 Large–Scale Infrastructure Programs

11.6 Life Cycle Integration

11.7 Leadership Styles for the Big Dig s Five Stages of Program Management

11.8 Summary

11.9 Discussion Questions

11.10 References

Additional Resources

12 The Impact of Effective Integration on Program Performance

12.1 Introduction

12.2 Program Performance

12.3 Measuring Integration in Programs

12.4 Integration as a Catalyst for Program Performance

12.5 Case Study: Electronic Support Upgrade for the Royal Australian Navy s Anzac Class Frigate

12.6 Summary and Key Takeaways

12.7 Discussion Questions

12.8 References

Part III: Developing Integration Competencies in Your Organization

13Integration Means Change

13.1 Introduction: The Case for Change

13.2 The Need to be Thoughtful About Change

13.3 Frameworks and Models for Change

13.4 Readiness Assessment

13.5 The Road Ahead and How to Prepare for It

13.6 Key Takeaways

13.7 Discussion Questions

13.8 References

Additional Resources

14 Successful Change Programs that Improved Integration

14.1 Introduction

14.2 Redefining What is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles & Space Company

14.3 Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs

14.4 Integrating Software Engineering and Program Management at Nationwide

14.5 Managing Change in Engineering Program Organizations: Boosting Productivity in BMW s Engineering Department

14.6 Delivering the World s Most Complex Inner–City Infrastructure Program: Boston s Big Dig

14.7 Summary

14.8 Discussion Questions

14.9 References

15 Leading an Integration Change Program

15.1 Introduction

15.2 Understanding the Work Ahead The Organizational Context

15.3 Planning for Change within the Organizational Context

15.4 Putting the Four Input Dimensions for Change Together

15.5 Practices to Consider

15.6 Summary and Key Takeaways

15.7 References

Part IV: A Call to Action

16 Calls to Action

16.1 Call to Action for Academia: Help Budding Professionals Learn to Adapt

16.2 Call to Action for Enterprise: Build the Right Engine for Strategy Implementation

16.3 Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways

16.4 Call to Action for Industry and Professional Societies: Take an Interdisciplinary View

16.5 Call to Action for Researchers: Explore Interdisciplinary Systems

16.6 References

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.