Difference between revisions of "Enabling Businesses and Enterprises"

Latest revision as of 23:23, 18 November 2023

Lead Authors: Art Pyster, Deva Henry, Dave Olwell

Part 5 on Enabling Systems Engineering explores how systems engineeringsystems engineering (SE) is enabled at three levels of an organization: the businessbusiness or enterpriseenterprise (hereafter usually just called "business" --- See Enabling Systems Engineering for more information), the teamteam, and individuals.

The Enabling Businesses and Enterprises Knowledge Area describes the knowledge needed to enable SE at the top level of the organization. Part 3, Systems Engineering and Management, describes how to perform SE once it has been enabled using the techniques described in Part 5. Moreover, a business is itself a system and can benefit from being viewed that way. (See Enterprise Systems Engineering in Part 4.)

Topics

Each part of the SEBoK is divided into knowledge areas (KAs), which are groupings of information with a related theme. The Kas, in turn, are divided into topics. This KA contains the following topics:

Relationship Among Topics

Systems Engineering Organizational Strategy describes how SE delivers value to the business, who makes decisions about SE in the business, how those decisions are made, how resources are allocated, and how the soundness and performance of those decisions are monitored.
Determining Needed Systems Engineering Capabilities in Businesses and Enterprises describes how a business decides what specific SE capabilities are needed; e.g., a business that creates cutting edge products would likely require very strong architecting capabilities, including modeling tools. A business that has a global development team would likely need a very robust collaboration toolset.
Organizing Business and Enterprises to Perform Systems Engineering describes various organizational models; e.g., which SE functions should be centralized, which should be distributed, how much SE every engineer should know.
Assessing Systems Engineering Performance of Business and Enterprises describes how a business understands how well it is doing with respect to the SE actually being performed using the techniques described in Systems Engineering and Management.
Developing Systems Engineering Capabilities within Businesses and Enterprises describes how SE talent that delivers the desired SE capabilities is grown and acquired
Finally, Culture describes how the culture of a business affects SE; e.g., a risk-averse business will likely use plan-driven SE processes; an entrepreneurial, fast-paced business will likely use agile SE processes (See Life Cycle Models).

To some extent, these topics have the character of a "plan-do-check-act" cycle, where the "do" part of the cycle is performing SE using the techniques described in Part 3, Systems Engineering and Management (Deming Part 3). For example, if assessing the business' SE performance shows shortfalls, then additional SE capabilities may need to be developed, the organization may need to be adjusted, processes may need to be improved, etc., all working within the existing cultural norms. If those norms prevent the business from successfully performing SE, then transformational efforts to change the culture may be needed as well.

References

Works Cited

Deming, W.E. 1994. The New Economics. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.

Primary References

Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John Wiley and Sons.

Elliott, C. et al. 2007. Creating Systems That Work – Principles of Engineering Systems for the 21st Century. London, UK: Royal Academy of Engineering. Accessed September 2, 2011. Available at http://www.raeng.org.uk/education/vps/pdf/RAE_Systems_Report.pdf.

Hofstede, G. 1984. Culture’s Consequences: International Differences in Work-Related Values. London, UK: Sage.

Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College, UK.

Morgan, J. and J. Liker. 2006. The Toyota Product Development System: Integrating People, Process and Technology. New York, NY, USA: Productivity Press.

Rouse, W. 2006. Enterprise Transformation: Understanding and Enabling Fundamental Change. Hoboken, NJ, USA: John Wiley and Sons.

Senge, P. M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY, USA: Currency Doubleday.

Shenhar, A.J. and D. Dvir. 2007. Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation. Boston, MA, USA: Harvard Business School Publishing.

Additional References

INCOSE. 2012. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version 3.2.2. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.2.

ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland: International Organisation for Standardisation / International Electrotechnical Commissions. ISO/IEC/IEEE 15288:2015.

< Previous Article | Parent Article | Next Article > SEBoK v. 2.9, released 20 November 2023

@@ Line 1: / Line 1: @@
-This knowledge area demonstrates how businesses and enterprises organize for Systems Engineering (SE), and how they manage and align SE activities to their purpose and goals.  It shows senior systems engineering and technical leaders where to find the information and evidence to do their jobs better.
+----
+'''''Lead Authors:''''' ''Art Pyster, Deva Henry, Dave Olwell''
+----
+Part 5 on [[Enabling Systems Engineering]] explores how {{Term|Systems Engineering (glossary)|systems engineering}} (SE) is enabled at three levels of an organization: the {{Term|Business (glossary)|business}} or {{Term|Enterprise (glossary)|enterprise}} (hereafter usually just called "business" --- See [[Enabling Systems Engineering]] for more information), the {{Term|Team (glossary)|team}}, and individuals.
-Businesses and enterprises usually adopt or enhance their systems engineering capability for one of four reasons:
+The '''Enabling Businesses and Enterprises''' Knowledge Area describes the knowledge needed to enable SE at the top level of the organization. Part 3, [[Systems Engineering and Management]], describes how to perform SE once it has been enabled using the techniques described in Part 5. Moreover, a business is itself a system and can benefit from being viewed that way.  (See [[Enterprise Systems Engineering]] in Part 4.)
-*to do current business better (typically a combination of faster, better, cheaper)
-*to respond to a disruption in the market place requiring them to change the way they do business - a competitive threat or new demands from customers
-*to reposition the business or enterprise in its value chain or open up a new market
-*to develop a new generation product or service.
-=== How this section fits into the rest of BKCASE ===
+==Topics==
-An organization is itself a kind of system; much of the discussion describing systems elsewhere applies to the organization doing the systems engineering. The business level of SE and the organization of the project define the purpose, context, and scope for systems engineering management within projects, described in Part 3, [[Systems Engineering and Management]]. This business or enterprise level of SE sets the context for the systems engineering performed by teams and by individuals, discussed in other elements of Part 5, [[Enabling Teams to Perform Systems Engineering]] and [[Enabling Individuals to Perform Systems Engineering]].
+Each part of the SEBoK is divided into knowledge areas (KAs), which are groupings of information with a related theme. The Kas, in turn, are divided into topics. This KA contains the following topics:
-===Topics===
+*[[Systems Engineering Organizational Strategy]]
-The Enabling Businesses and Enterprise to Perform Systems Engineering knowledge area contains the following topics:
+*[[Determining Needed Systems Engineering Capabilities in Businesses and Enterprises]]
-*[[Deciding on Desired Systems Engineering Capabilities within Businesses and Enterprises]]
+*[[Organizing Business and Enterprises to Perform Systems Engineering]]
-*[[Organizing Business and Enterprises to Perform Systems Engineering]]
+*[[Assessing Systems Engineering Performance of Business and Enterprises]]
-*[[Assessing Systems Engineering Performance of Business and Enterprises]]
+*[[Developing Systems Engineering Capabilities within Businesses and Enterprises]]
-*[[Developing Systems Engineering Capabilities within Businesses and Enterprises]]
 *[[Culture]]
-==Logical flow between topics==
+==Relationship Among Topics==
-The flow between the topics is shown in the Figure 1 diagram, which is essentially a "plan - do - check - act" cycle (Deming 1994).
+*[[Systems Engineering Organizational Strategy]] describes how SE delivers value to the business, who makes decisions about SE in the business, how those decisions are made, how resources are allocated, and how the soundness and performance of those decisions are monitored.
+*[[Determining Needed Systems Engineering Capabilities in Businesses and Enterprises]] describes how a business decides what specific SE capabilities are needed; e.g., a business that creates cutting edge products would likely require very strong architecting capabilities, including modeling tools. A business that has a global development team would likely need a very robust collaboration toolset.
+*[[Organizing Business and Enterprises to Perform Systems Engineering]] describes various organizational models; e.g., which SE functions should be centralized, which should be distributed, how much SE every engineer should know.
+*[[Assessing Systems Engineering Performance of Business and Enterprises]] describes how a business understands how well it is doing with respect to the SE actually being performed using the techniques described in [[Systems Engineering and Management]].
+*[[Developing Systems Engineering Capabilities within Businesses and Enterprises]] describes how SE talent that delivers the desired SE capabilities is grown and acquired
+*Finally, [[Culture]] describes how the culture of a business affects SE; e.g., a risk-averse business will likely use plan-driven SE processes; an entrepreneurial, fast-paced business will likely use agile SE processes (See [[Life Cycle Models]]).
-[[File:Concept_map_for_businesses_and_enterprises_topics.png|frame|center|800px|Figure 1. Concept Map for Businesses and Enterprises Topics (Figure Developed for BKCASE)]]
+To some extent, these topics have the character of a "plan-do-check-act" cycle, where the "do" part of the cycle is performing SE using the techniques described in Part 3, [[Systems Engineering and Management]] (Deming Part 3). For example, if assessing the business' SE performance shows shortfalls, then additional SE capabilities may need to be developed, the organization may need to be adjusted, processes may need to be improved, etc., all working within the existing cultural norms.  If those norms prevent the business from successfully performing SE, then transformational efforts to change the culture may be needed as well.
-===Plan===
+==References==
-*[[Systems Engineering Governance]] sets the [[Systems Engineering Organizational Strategy]] which is constrained by the purpose, context, scope, responsibilities and accountabilities of the business or enterprise. These may be developed by the [[Enterprise Systems Engineering]] activities, and/or flowed down from the level above, and/or negotiated with peers.
+===Works Cited===
-*The business or enterprise assesses what SE capabilities it needs to fulfil its [[Organizational Purpose]]; (see [[Determining Needed Systems Engineering Capabilities in Businesses and Enterprises]])
-===Do===
+Deming, W.E. 1994. ''The New Economics''. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.
-*the business or enterprise organizes to perform systems engineering (see [[Organizing Businesses and Enterprises to Perform Systems Engineering]])
-*SE is performed (see [[Systems Engineering and Management|Systems Engineering and Management in Part 3]])
-===Check===
+===Primary References===
-*Performance is assessed (see [[Assessing Systems Engineering Performance of Business and Enterprises ]])
+Eisner, H. 2008. ''[[Essentials of Project and Systems Engineering Management]]'', 3rd ed. Hoboken, NJ, USA: John Wiley and Sons.
-*Any gap between needed and achieved performance is identified.
-===Act===
+Elliott, C. et al. 2007. ''[[Creating Systems That Work]] – Principles of Engineering Systems for the 21st Century.'' London, UK: Royal Academy of Engineering.  Accessed September 2, 2011. Available at http://www.raeng.org.uk/education/vps/pdf/RAE_Systems_Report.pdf.
-If there is a gap between actual and needed capabilities, measures are taken to develop or improve the capabilities using the available levers to:
+Hofstede, G. 1984. ''[[Culture’s Consequences]]: International Differences in Work-Related Values''. London, UK: Sage.
-*develop, redeploy or get new facilities, services, and individuals;
-*improve [[culture]];
-*adjust organization;
-*adjust and align measures, goals and incentives
-*adjust the definition of the required capabilities;
-*and if necessary renegotiate scope, context, purpose, responsibility and accountability.
-(See [[Developing Systems Engineering Capabilities within Businesses and Enterprises]])
+Lawson, H. 2010. ''[[A Journey Through the Systems Landscape]]''. London, UK: College Publications, Kings College, UK.
-Businesses and enterprises vary enormously in purpose, scope, size, [[culture]] and history, so the way the organization sets up to perform Systems Engineering needs to be tailored according to the specific situation, and will depend greatly on the level of understanding of the added value of systems engineering, and the organization's maturity and homogeneity.
+Morgan, J. and J. Liker. 2006. ''[[The Toyota Product Development System]]: Integrating People, Process and Technology''. New York, NY, USA: Productivity Press.
-This section discusses the implementation of SE in [[Business (glossary)]] and in [[Enterprise (glossary)]], and is also relevant to extended enterprises and to projects that involve multiple “organizations”. This latter case is a particularly difficult challenge because the teams within the project have duties both to the project and to their parent business, and must fit into both cultures and process environments.
+Rouse, W. 2006.  ''[[Enterprise Transformation]]: Understanding and Enabling Fundamental Change.'' Hoboken, NJ, USA: John Wiley and Sons.
-The detailed topics in this Knowledge Area go into further detail of how a business or enterprise determines and prioritizes the Systems Engineering capabilities it needs ([[Determining Needed Systems Engineering Capabilities in Businesses and Enterprises]]), organizes to do Systems Engineering and integrates SE with its other functions ([[Organizing Business and Enterprises to Perform Systems Engineering]]), assesses Systems Engineering performance ([[Assessing Systems Engineering Performance of Business and Enterprises]]), develops and improves its capabilities through organizational learning ([[Developing Systems Engineering Capabilities within Businesses and Enterprises]]) and the impact of [[Culture]].
+Senge, P. M. 2006. ''[[The Fifth Discipline]]: The Art and Practice of the Learning Organization,'' 2nd ed. New York, NY, USA: Currency Doubleday.
-== Goals, Measures and Alignment in an Organization ==
+Shenhar, A.J. and D. Dvir. 2007.  ''[[Reinventing Project Management]]: The Diamond Approach to Successful Growth and Innovation''.  Boston, MA, USA: Harvard Business School Publishing.
-The alignment of goals and measures across the enterprise strongly affects the effectiveness of systems engineering effort and the benefit delivered by SE to the enterprise. For example:
-*(Blockley, D. and Godfrey, P. 2000) describe techniques used successfully to deliver a major infrastructure contract on time and within budget, in an industry normally plagued by adversarial behavior.
+===Additional References===
+INCOSE. 2012. ''Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities,'' version 3.2.2. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.2.
-*Lean thinking (Womack and Jones 2003; Oppenheim et al. 2010) provides a powerful technique for aligning purpose to customer value – provided the enterprise boundary is chosen correctly and considers the whole value stream.
+ISO/IEC/IEEE. 2015. ''Systems and Software Engineering -- System Life Cycle Processes''. Geneva, Switzerland: International Organisation for Standardisation / International Electrotechnical Commissions. ISO/IEC/IEEE 15288:2015.
-*(Fasser,Y.and Brettner, D. 2002, pp 18-19) see an organization as a system, and advocate three principles for organizational design: “increasing value for the ultimate customer”, “strict discipline”, and “simplicity”.
+----
-*EIA 632 (EIA 1999) advocates managing all the aspects required for through-lifecycle success of each element of the system as an integrated “building block”. Similarly, (Blockley 2010) suggests that taking a holistic view of “a system as a process” allows a more coherent and more successful approach to organization and system design, considering each element both as part of a bigger system of interest and as a “whole system” (a “holon”) in its own right.
-*(Elliott et al. 2007) advocate six guiding principles for “making systems that work”: “debate, define, revise and pursue the purpose”; “think holistic”; "follow a systematic procedure”; "be creative”; "take account of the people”; and “manage the project and the relationships”.
-*For organizations new to SE, the INCOSE UK Chapter has published a range of one-page guides on the subject, including http://www.incoseonline.org.uk/Documents/zGuides/Z2_Enabling_SE.pdf (Woodcock 2009) and http://www.incoseonline.org.uk/Documents/zGuides/Z3_Why_invest_in_SE.pdf(Woodcock 2009).
-==References==
-===Citations===
-*Blockley,D.and Godfrey,P. 2000. ''Doing It Differently – Systems For Rethinking Construction.''London, UK: Thomas Telford, Ltd.
-*Deming, W.E. 1994. ''The New Economics''. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.
-*EIA 632. 1999. ''Processes for engineering a system''. Arlington, VA, USA: Electronic Industries Alliance 1998.
-*Elliott, C. et al., 2007. ''Creating systems that work – principles of engineering systems for the 21st century''. London, UK: Royal Academy of Engineering. June 2007: http://www.raeng.org.uk/education/vps/pdf/RAE_Systems_Report.pdf (Accessed September 2, 2011)
-*Fasser,Y. and Brettner, D. 2002. ''Management for Quality in High-Technology Enterprises''. Hoboken, NJ, USA: John Wiley & Sons -Interscience.
-*Farncombe, A. and Woodcock, H. 2009. ''Enabling Systems Engineering''. INCOSE UK Chapter, Somerset, England. Z-2 Guide, Issue 2.0 (March, 2009),http://www.incoseonline.org.uk/Documents/zGuides/Z2_Enabling_SE.pdf (Accessed September 2, 2011)
-*Farncombe, A. and Woodcock, H. 2009. ''Why Invest in Systems Engineering''. INCOSE UK Chapter, Somerset, England. Z-3 Guide, Issue 3.0, (March 2009) http://www.incoseonline.org.uk/Documents/zGuides/Z3_Why_invest_in_SE.pdf(Accessed September 2, 2011)
-*Oppenheim et al. 2010. ''Lean enablers for Systems Engineering''. INCOSE Lean SE WG.  Hoboken, NJ, USA: Wiley Periodicals, Inc.(2010) http://cse.lmu.edu/Assets/Lean+Enablers.pdf (Accessed September 2, 2011)
-*Womack, J. and Jones, D. 2003. ''Lean Thinking: Banish Waste and Create Wealth in Your Corporation''. Revised Edition. New York, New York, USA: Simon & Schuster.
-===Primary References===
-No primary references have been identified for version 0.5.  Please provide any recommendations on primary references in your review.
-===Additional References===
-*INCOSE Systems Engineering Handbook v3.2.1. ''INCOSE Systems Engineering Handbook''. Version 3.2. San Diego, CA, USA: INCOSE.
-*ISO/IEC 15288:2008.''Systems and software engineering - System life cycle processes''. Version 2. Geneva, Switzerland: International Organization for Standardization (ISO)/International Electronical Commission (IEC).
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+<center>[[Enabling Systems Engineering|< Previous Article]] | [[Enabling Systems Engineering|Parent Article]] | [[Systems Engineering Organizational Strategy|Next Article >]]</center>
-====Article Discussion====
-[[{{TALKPAGENAME}}|[Go to discussion page]]]
-<center>[[Systems Engineering Governance|<- Previous Article]] | [[Enabling Systems Engineering|Parent Article]] | [[Deciding on Desired Systems Engineering Capabilities within Businesses and Enterprises|Next Article ->]]</center>
-==Signatures==
+<center>'''SEBoK v. 2.9, released 20 November 2023'''</center>
---[[User:Asquires|Asquires]] 15:20, 15 August 2011 (UTC)
---[[User:Smenck2|Smenck2]] 15:38, 2 September 2011 (UTC)
 [[Category: Part 5]][[Category:Knowledge Area]]