Systems Engineering & Project Management INCOSE UK / APM Joint Working Group

Transcription

1 Systems Engineering & Project Management INCOSE UK / APM Joint Working Group David Cole, Andrew Gray; Systems Thinking SIG INCOSE UK Bristol Local Group, 14 May 2018

2 Agenda Introduction to the APM/ INCOSEUK SEPM Joint Working Group - and its transition into the Systems Thinking Specific Interest Group SEPM Life Cycles & Processes SEPM Roles & Responsibilities Next Steps Questions

3 Systems Engineering and Programme/Project Management (SEPM) SE and PM are often regarded as: Distinct disciplines requiring different skill sets. Use different tools and often operate largely independently. Sometimes use different language to mean the same thing. Sometimes us the same language to mean different things. Both are delivered by practitioners, with different motivations and philosophies (although the practitioners often come from the same technical background). SE and PM both focus on achievement of business goals through successful delivery but have different perspectives and priorities which can lead to confusion, inefficient and sometimes ineffective delivery: PM focuses on the business requirement; the why, when and how much (although the when is dependent on the what and the how ). SE focuses on the business solution; the what and the how (although these are dependent upon the when and how much ).

4 Benefits of Integrating SE and PM PMI, INCOSE and MIT considered 157 programmes and identified the approximate benefits from intelligently integrating PM and SE as: 14% budget reduction 17% schedule reduction 21% improvement in customer requirements 15% increased customer satisfaction (Source: PMI Webinar, Integrating Program Management & Systems Engineering, 2017)

5 SEPM JWG/ ST SIG Timeline & Deliveries White Papers Fusion Point Guidance Presentations Guide To Life-Cycle Models Guide To SE & PM Processes Guide To SEPM Roles & Responsibilities Integrated Life-Cycle Representation SEPM Value Proposition Comparing and Contrasting T5 to T2 and NATS Prestwick to Swanwick SEPM Case Studies Systems Thinking For Portfolio, Programme and Project Managers Systems Thinking: How Is It Used In Project Management? Governance Interdependencies Product Based Planning Requirements Architecture Modelling Integrated Gate Reviews Transition Roles & Responsibilities Systems Engineering and Project Management: Top Ten Tips (Z11 Guide) SEPM Value Proposition (ASEC14) Valuing Our Place In The World (ASEC15) Foundations For improved Integration (ASEC16(*)) Foundations For improved Integration (IS17) Common Aspiration, Different Perspectives (ASEC17) Systems Thinking For P3M (APM SWWE) Systems Thinking For P3M (APM Webinar)

6 SEPM Life-Cycle and Process Integration Andrew Gray, Systems Thinking SIG

7 Recognise Different Perspectives Systems Engineering perspective Portfolio, Programme & Project Management perspective

8 Facilities SDLC Iterative Stages CADMID/T Sequential Software Rapid Prototyping Programme Portfolio Project vs Product INCREMENTAL Waterfall Spiral PLAN OF WORK Rational Unified Process Generic The life cycle of something such as an idea, product, or organization is the series of developments that take place in it from its beginning until the end of its usefulness. Phases Services Agile Development Experimental VEE Project Transformation Scrum Agile PjM Business change Tranches Life cycle definition from Collins Dictionary

9 Life Cycle Categorisation Scenarios A high-level strategic representation of standard change cycles within an organisation, sector or environment. Approaches Representations of interactions and flows between discrete models within business scenarios Models A methodology or framework of how processes and activities relate together

10 Life Cycle Categorisation - Elements Scenarios New product or facility design, development and introduction Transformational change Capability or service acquisition Approaches Representations Base of interactions and flows between discrete Experimental models within business scenarios Incremental Evolutionary Models A methodology Development or framework of how processes Management and activities relate together

11 Life Cycle Categorisation - Example Scenarios IDEA DEVELOP VALIDATE RELEASE CONCEPT DESIGN VALIDATE LAUNCH TECHNOLOGY DEFINITION PRODUCT DEFINITION * RELEASE Approaches IDEA 1 Base Experimental Incremental Evolutionary IDEA 2 IDEA 3 Taking an experimental approach to the technology definition phase Models Development Management Development Management * Hypothetical scenario, after Cummins Turbo Technologies Idea 3 project using agile technology development model

12 Life Cycle Integration Organisational Drivers Business Analysis Programme Vision Stakeholder Needs and Programme Definition Requirements Definition User Requirements Programme Blueprint (Operational Architecture) Programme Planning Programme Plan System Requirements Definition System Requirements Architecture Definition System Architecture Design Definition System Analysis Project Planning Project Plans Project Controls Strategic Objectives Benefits Benefits Realisation Operation, Maintenance Operational Capability (Validated System) Capability Validation Delivery Outcomes Change Transition Management Capability Elements Programme Delivery Verified System Verification Integrated System Integration System Elements Project Delivery Implementation

13 Process Comparison ISO example ISO ISO Estimate resources Decision-making Control resources Integration Estimate costs Resource Mgmt Develop charter Implementation Plan quality Investment Mgmt Perform quality control Verification Define project organisation Perform quality assurance Quality Mgmt Validation Define scope Identify stakeholders Define activities Transition Project assessment Create WBS Establish team Architectural design Develop project plans Develop budget Estimate activity durations System life cycle process mgmt Project planning Develop schedule Manage communications Stakeholder requirements defn Configuration Mgmt Control change Project control Control schedule Close project or project phase Enterprise environment mgmt Control costs Requirements analysis Risk Mgmt Control risks Collect lessons learned Identify risks Operation Information Mgmt Assess risks Manage project team Acquisition process Treat risks Maintenance Control scope Distribute information Disposal Supply process Plan procurements Develop project team Administer procurements Manage stakeholders Select suppliers Plan communications

14 How much do the processes overlap? Scale of Interaction Fusion Overlap Touch point Gap

15 Development of fusion areas: >> 2 Systems Thinking in P3M SE in Product Based Planning Governance Requirements definition in contract management Managing interdependencies System of Systems approach to programme definition and mgmt Verification and validation in benefits realisation Applying SSM to Stakeholder Management Portfolio and programme architecture Transition to operations Review Gates

16 SEPM Roles and Responsibilities David Cole, Systems Thinking SIG

17 JWG SEPM Guide To Roles & Responsibilities Document Approach Programme/ project management: APM Body of Knowledge v6, Axelos Managing Successful Programmes (MSP ), Axelos Managing Successful Projects With PRINCE2, Systems engineering: INCOSE Systems Engineering Handbook v3.2.2, ISO/IEC/IEEE Systems and software engineering -- System life cycle processes, 2015 NASA Project Management & Systems Engineering Competency Framework, NASA Systems Engineering Handbook, SP-610S, Sarah Sheard s Twelve Systems Engineering Roles, 1996.

18 SEPM In Context: 4 Communities Business community: executes Business processes and supports the Agreement processes. PM community: executes PM processes and is responsible for the Agreement processes. SE community: executes Technical processes and supports the Agreement processes. Supplier community: supports Project, Technical and Agreement processes, while executing their internal Business, Project, Technical and Agreement processes. (Processes: ISO/IEC/IEEE 15288: 2015

19 Key Management Products - RASCI Table Business Community PM Community SE Community Spon sor SRO Technic al Directo r User Prog ram me Man ager Proje ct Spon sor Projec t Mana ger Team Mana ger/ Suppli er Chief Engin eer Tech Auth ority System Elemen t Lead Require ments Manage r Vision & Brief A R C I I I I I I I I I Product Breakdown Structure Work Breakdown Structure PM Management Plan I I C/I A S S S R S S S I I I I A S S S R R R R I C/I I A S R C S C C C SE Management Plan I C/I I S S C S A S C C

20 SEPM Flow Of Accountability & Management Behaviours To maintain effective working, different management behaviours are necessary from the SRO, Programme/Project Manager and Chief Engineer for each life cycle phase: Identification: behaviour facilitates to identify the scope, objectives and business benefits to be achieved. Final scope and potential solutions should stay open for as long as possible to give time and space to develop new ideas. Definition: behaviour focuses the teams on defining the approach and work required to achieve the objectives and business benefits. While the approach is open, the scope and objectives are not. Delivery: behaviour directs development of the components required to achieve the objectives are delivered to scope, quality, time and cost. Transition: behaviour supports users taking the outputs and putting them into operation to realise business benefits.

21 Conflict Management SE and PM have overlaps and philosophical differences: PMs ensure work is planned and organised to time and cost requirements, but may not give technical scope and quality aspects sufficient consideration. SEs also ensure work is planned and organised, but may focus on scope and quality without fully considering the time and cost aspects. SE and PM may interpret the vision, requirement and approach by their perceptions. To achieve the best business solution, combine talents and develop a solution all accept and can work with. Some ground-rules are: Accept that common goals and shared responsibility are necessary for success. Seek a win-win approach. This is does not necessarily mean seeking compromise. Use the creativity of both disciplines to achieve a better result. Define and use the common language, processes and infrastructure provided by intelligently integrating SE and PM to improve communication. Listen without judgement perspectives. Sincere listening increases trust and demonstrates care and attention to the needs of others.

22 Conflict Management Accidental Adversaries Conflict can arise as the unintended consequence of good intentions

23 Summary Intelligently integrating SE and PM roles & responsibilities results in: Better linkage between outputs and business results from establishing a common understanding of the systems being developed. SE and PM activities more focussed on the business outcomes as a result of establishing a common understanding of boundaries. Smoother transition with earlier and fuller benefits realisation as a result of identifying and improved communication with stakeholders. Reduced risk through the definition and adoption of common standards and reuse of generic flexible products and common services wherever possible. Reduction in programme/project budget and schedule. Improved achievement of Customer requirements and increased customer satisfaction.

24 Next Steps

25 Disseminating our existing knowledge Conference papers Presentations & lectures Handouts Z11 & Z13 Guidance documents Research Videos to come

26 Expanding awareness & knowledge base Systems Thinking Portfolio, Programme & Project Management Systems Engineering SE/ST/P3M Knowledge base Why Case Systems studies (good Thinking? & bad). ST/SE/PM ST 'Elevator application pitches' for notes CEOs. Develop Explain how and ST publish helps an deliver integrated Value ST/SE/PM rather that competency just achieve framework. Time, Cost, Something Quality. else? ST Glossary and SE of toolkit Systems for Thinking PMs terminology. Guidance for PMs on how ST Something else? Expanding enables different the use viewpoints of SE to be Guidance considered. for SEs on how ST enables ST Habits different Sheet For viewpoints PMs. to be considered. Extend the integrated V model to Extend encompass the integrated upstream and V model to encompass downstream upstream SE activities and and downstream corresponding SE portfolio activities mgmt & related / portfolio business activities. mgt/business activities. ST Something Habits Sheet else? For SEs. Something else?

27 APM/ INCOSE UK Systems Thinking SIG ST SIG Resources: Twitter: From the APM Systems Thinking SIG Webpage LinkedIn:

28 Questions