
Integrating Program Management and Systems Engineering
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Content
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
ACKNOWLEDGMENTS
This book results from a significant collaborative effort involving many individuals and institutions during the course of the last five years. The comparison of this collaborative effort to a program is appropriate. It has defined objectives, many stakeholders, and a stream of benefits generated over time. This book is but one project producing benefits for the overall effort.
Like any program, multiple stakeholders operate in a number of different functions to produce the overall benefit. Each plays a unique role that collectively produces something that they individually could not produce. Some of the contributions are managerial, some are technical, and others are enabling. Upon reflection, over the course of the last 16 months during which this book has been in various stages of development, many have contributed. This is an attempt to acknowledge their efforts in what has become a fairly dynamic project. Some of those who started the project were unable to complete it or completed their parts early and went on to other things. Others joined partway through, or even close to the completion. Others have been part of the project from start to finish. They represent participation from a broad spectrum, and truly exemplify the spirit of this book: bringing together multiple perspectives to create something unique and noteworthy. It is not intentional that anyone who contributed to this effort would not be recognized, and all contributions and involvement have been deeply appreciated whether acknowledged here or not.
The overall effort was directed through the PMI/INCOSE/MIT Alliance team, which included Randall Iliff (INCOSE lead), Stephen Townsend (PMI lead), and Eric Rebentisch (MIT lead), with Tina Srivastava, Kenneth M. Zemrowski, Jack Stein, Ashok Jain, Richard Gryzbowski, and Eileen Arnold, all from INCOSE, and Keith Rosenbaum from PMI. This group helped to define the vision for the book, helped organize and enable the research activities that supported the knowledge base for the book, organized the dissemination of the findings at conferences and other venues, and assisted with the development and publication. They also helped to identify and recruit the numerous contributors to the book from within their respective professional communities. Both PMI and INCOSE mobilized their network of chapters and chapter leads to solicit subject matter expert and practitioner participation and contributions to this book. Notably, Jean-Claude Roussel, the INCOSE EMEA Sector Director, Claes Bengtsson from the INCOSE Swedish chapter, and Jack Stein from the INCOSE Michigan chapter helped to recruit contributors to this effort.
Playing central roles in creating the knowledge foundation for this book were Maria Pacenza from PMI Market Research, who conducted the first integration survey and presented the initial findings. Edivandro Conforto and Monica Rossi performed in-depth analysis of the first integration survey data, and followed up with additional interviews and synthesis of findings to clarify what is meant by integration between program management and systems engineering. Thomas Reiner and Lucia Beceril conducted follow-on confirmatory research as part of their graduate studies to further refine and validate the concept of integration. Additional perspective in shaping and directing the book content came from Randall Iliff, Jeffrey Thompson, Ann Bachelor, Claude Baron, Samuel Boutin, and Tomoichi Sato. PMI and INCOSE members Heinz Stoewer, James Armstrong, Brian Maddocks, Jeffrey Thompson, Randall Iliff, and Tina Srivastava helped to build awareness of program management and systems engineering integration's potential through their conference presentations, as did presentations by MIT researchers Josef Oehmen, Edivandro Conforto, and Eric Rebentisch.
The editors and contributors have been acknowledged in lists in the front of the book. They had formally designated roles in creating the content of this book. The editors created chapter drafts that form the basic structure of the book. The contributors provided significant and important content for those chapters. Their roles are in fact not so easily defined, as many of them filled in and took on the work that needed to be done to produce the book. While all their contributions provide the substance of this book and are greatly appreciated, two individuals played an outsized role and deserve additional mention for their contributions. Marvin Nelson filled the role of principal co-editor of this book. In addition to writing chapters in the book, he also edited and integrated the entire manuscript of the book and did much of the detailed technical work that is necessary when publishing a book. Stephen Townsend wrote or played a significant role in writing a number of chapters in the book. Additionally, he provided essential leadership in shepherding the manuscript through the many steps and around potential pitfalls in the process to getting a completed manuscript. Both were critical to the completion of this process, and whose contributions are not adequately captured by their appearance in the lists above.
As the manuscript was taking shape, many subject matter expert reviewers from both PMI and INCOSE helped to review an early draft of the manuscript and provide feedback on its strengths, weaknesses, and omissions. Over one thousand comments were provided by these experts from North America, Europe and Asia, who provided good ideas, important insights, and in some cases the awareness of the need to change course or redo some sections. They were Bryan Pflug, Brigitte Daniel-Alle, Alain Roussel, Jean-Claude Roussel, Gary Smith, J. Robert Wirthlin, Med Ahmadoun, Laurie Wiggins, Liew PakSan, Linda Agyapong, Clement Yeung, Kambiz Moghaddam, Claes Bengtsson, Magnus Cangard, Timothy H. Wiseley, Dennis Van Gemert, Jörg Lalk, Cecilia Haskins, Timothy Ferris, Arie Wessels, Kenneth Zemrowski, Virginia Lentz, Joseph Dyer, Eduardo Flores, Heather Ramsey, Michael Morgan, and Garry Roedler.
Others provided essential support for this effort by enabling connections to people, content, or in the form of knowledge of how to write a book. Donn Greenberg (PMI Publications Manager) helped to facilitate initial contacts with Wiley and offered valuable advice on structuring agreements between the parties. Barbara Walsh (PMI Publications Department) facilitated the graphics design work for the book. Holly Witte and Bob Kenley from the INCOSE Publications Office provided assistance in enabling access to INCOSE content and in the formal INCOSE review process. Paul Schreinemakers (Technical Director), Mike Celentano (Deputy Technical Director), and Kenneth Zemrowski from the INCOSE Technical Operations Team helped with the review and approval of the final manuscript by INCOSE. Margaret Cummings (Executive Editor at John Wiley & Sons) was an invaluable source of guidance and support throughout this project and was able to effortlessly identify a path forward through all potential challenges.
Because of the multistakeholder nature of this project, legal expertise proved to be essential. Elizabeth Levy (MIT Office of General Counsel), Marjorie Gordon (PMI Counsel), and Gita Srivastava, Stephanie Tso, and Laura Kalesnik (from Norton Rose Fulbright, INCOSE's Counsel) played key roles in structuring the legal frameworks for the book project and related collaborative agreements needed to allow the collaborative work to proceed. Peter Bebergal (MIT Technology Licensing Office) and Catherine Viega (from PMI) helped in making the intellectual property from their respective organizations available to the team to produce the final manuscript. Thanks also to Benjamin Lindorf, General Counsel, Institute for Defense Analysis, for his help in making the content of Chapter 7 readily available for this book.
Others provided essential enabling support to the project. Craig Killough (PMI Vice President, Organization Markets) supported the participation of Stephen Townsend and Marvin Nelson in the production of the book, which proved critical to its completion. Cindy Anderson (PMI Vice President, Brand) signed off on the co-brand license with Wiley. David Long (Past INCOSE President) did the same for INCOSE. Jordon Sims (PMI Organization Relations Director) helped with engaging Larry Prusak to write the Foreword. Thanks also go to David Long (Past INCOSE President) and John A. Thomas (Past INCOSE President) for their enthusiastic support of the PMI/INCOSE Alliance and the origins of this particular project. Seemingly simple things can often make a big difference in the progress of a project. In this case, being able to meet as a team periodically to discuss, take stock, and make plans was very important to being able to maintain progress toward the end goal. Thanks to Jillian Moriera and the Sociotechnical Systems Research Center at MIT, Stephen Townsend at PMI, and Randall Iliff at BB7 each for hosting these important meetings of the team.
Last, but far from least, not a few families and those close to the authors and contributors were inconvenienced by "the book project" as writing was underway, and particularly around key deadlines. A special thank you goes to them for their patience and support during this project.
This is the product of many hands. As the saying goes, many hands make light work. In a complex project involving the coordination and reconciliation of a diverse set of inputs, that doesn't always seem to be the case. However, in the case of this book, it is correct to say that many hands make superior work-that is the message (and the experience) of this effort. Any errors or omissions, however unintentional, are the sole...
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