Difference between revisions of "Enabling Businesses and Enterprises"

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Part 5 on [[Enabling Systems Engineering]] explores how [[Systems Engineering (glossary)|systems engineering]] (SE) is enabled at three levels of an organization: the [[Business (glossary)|business]] or [[Enterprise (glossary)|enterprise]] (hereafter usually just called "business" as a shorthand because a business is a specific type of enterprise that has sufficiently strong central authority and motivation to take steps to effectively enable SE. See [[Enabling Systems Engineering]] for more on this.), the [[Team (glossary)|team]], and individuals. The '''Enabling Businesses and Enterprises to Perform Systems Engineering''' Knowledge Area describes the knowledge 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. A business is itself a system and can benefit from being viewed that way.  (See [[Enterprise Systems Engineering]] in Part 4.)
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'''''Lead Authors:''''' ''Art Pyster, Deva Henry, Dave Olwell''
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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.  
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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 download a PDF of all of Part 5 (including this knowledge area), please [http://www.sebokwiki.org/075/images/7/7a/SEBoK075_Part5.pdf click here].
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==Topics==
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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===
 
This knowledge area contains the following topics:
 
 
*[[Systems Engineering Organizational Strategy]]  
 
*[[Systems Engineering Organizational Strategy]]  
*[[Deciding on Desired Systems Engineering Capabilities within Businesses and Enterprises]]  
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*[[Determining Needed Systems Engineering Capabilities in 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]]  
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*[[Culture]]
  
 
==Relationship Among Topics==
 
==Relationship Among Topics==
*[[Systems Engineering Organizational Strategy]] describes the knowledge about how SE delivers value to the business, who makes decisions about SE in the business, how are those decisions made, how resources are allocated, and how are the soundness and performance of those decisions are monitored.
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*[[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.
*[[Deciding on Desired Systems Engineering Capabilities within Businesses and Enterprises]] describes the knowledge about 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
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*[[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 the knowledge about various organizational models; e.g., which SE functions should be centralized, which should be distributed, how much SE every engineer should know
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*[[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 the knowledge about 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]]
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*[[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 the knowledge about how the SE talent needed to provide the desired SE capabilities is grown and acquired
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*[[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 the knowledge about how does the culture of a business affect SE; e.g., a risk-averse business will likely use plan-driven SE processes; an entrepreneurial fast-pace business will likely use agile SE processes (See [[Life Cycle Models]]).
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*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 (Deming 1994), where the "do" part of the cycle is performing SE using the techniques described in Part 3: [[Systems Engineering and Management]]. 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.
 
 
 
== Goals, Measures and Alignment in a Business ==
 
The alignment of goals and measures within the business strongly affects the effectiveness of the SE effort, and the benefit delivered by SE to the business, and needs to be carefully understood. For example:
 
 
 
*(Blockley, D. and P. Godfrey. 2000) describes techniques used successfully to deliver a major infrastructure contract on time and within budget, in an industry normally plagued by adversarial behavior.
 
 
 
*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.
 
 
 
*(Fasser, Y. and Brettner, D. 2002, 18-19) sees 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-life cycle 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) advocates 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 (Farncombe and Woodcock 2009) and http://www.incoseonline.org.uk/Documents/zGuides/Z3_Why_invest_in_SE.pdf (Farncombe and Woodcock 2009).
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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==  
 
==References==  
 
===Works Cited===
 
===Works Cited===
ANSI/EIA. 2003. ''Processes for Engineering a System''. Philadelphia, PA, USA: American National Standards Institute (ANSI)/Electronic Industries Association (EIA). ANSI/EIA 632‐1998.
 
  
Blockley,D. and Godfrey, P. 2000. ''Doing It Differently – Systems For Rethinking Construction.'' London, UK: Thomas Telford, Ltd.
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Deming, W.E. 1994. ''The New Economics''. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.
  
Deming, W.E. 1994. ''The New Economics''. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.
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===Primary References===
  
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 .
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Eisner, H. 2008. ''[[Essentials of Project and Systems Engineering Management]]'', 3rd ed. Hoboken, NJ, USA: John Wiley and Sons.
  
Fasser, Y. and D. Brettner. 2002. ''Management for Quality in High-Technology Enterprises''. Hoboken, NJ, USA: John Wiley & Sons-Interscience.
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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.
  
Farncombe, A. and H. Woodcock. 2009. "Enabling Systems Engineering". ''Z-2 Guide,'' Issue 2.0. Somerset, UK: INCOSE UK Chapter. March, 2009. Accessed September 2, 2011. Available at http://www.incoseonline.org.uk/Documents/zGuides/Z2_Enabling_SE.pdf.
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Hofstede, G. 1984. ''[[Culture’s Consequences]]: International Differences in Work-Related Values''. London, UK: Sage.
  
Farncombe, A. and H. Woodcock 2009. "Why Invest in Systems Engineering".  ''Z-3 Guide,'' Issue 3.0. Somerset, UK: INCOSE UK Chapter. March 2009. Accessed September 2, 2011. Available at http://www.incoseonline.org.uk/Documents/zGuides/Z3_Why_invest_in_SE.pdf.
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Lawson, H. 2010. ''[[A Journey Through the Systems Landscape]]''. London, UK: College Publications, Kings College, UK.
  
Oppenheim, B., E.M. Murman, D.A. Secor. 2010. ''Lean Enablers for Systems Engineering''. ''Systems Engineering''. 14(1): 29-55. Accessed on September 14, 2011. Available at http://cse.lmu.edu/Assets/Lean+Enablers.pdf.
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Morgan, J. and J. Liker. 2006. ''[[The Toyota Product Development System]]: Integrating People, Process and Technology''. New York, NY, USA: Productivity Press.
  
Womack, J. and D. Jones. 2003. ''Lean Thinking: Banish Waste and Create Wealth in Your Corporation,'' Revised Edition. New York, NY, USA: Simon & Schuster.
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Rouse, W. 2006. ''[[Enterprise Transformation]]: Understanding and Enabling Fundamental Change.'' Hoboken, NJ, USA: John Wiley and Sons.
  
===Primary References===
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Senge, P. M. 2006. ''[[The Fifth Discipline]]: The Art and Practice of the Learning Organization,'' 2nd ed. New York, NY, USA: Currency Doubleday.
Blockley,D. and Godfrey, P. 2000. ''[[Doing It Differently – Systems for Rethinking Construction]]''. London, UK: Thomas Telford, Ltd.
 
  
Elliott, C. et al. 2007. ''[[Creating Systems That Work]] – Principles of Engineering Systems for The 21st Century.'' London, UK: Royal Academy of EngineeringAccessed September 2, 2011. Available at http://www.raeng.org.uk/education/vps/pdf/RAE_Systems_Report.pdf.
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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===
 
===Additional References===
INCOSE. 2011. ''Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities'', version 3.2.1. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.1.
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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 2008. ''Systems and Software Engineering -- System Life Cycle Processes''. Geneva, Switzerland: International Organisation for Standardisation / International Electrotechnical Commissions. ISO/IEC/IEEE 15288:2008.
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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.
  
 
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<center>[[Enabling Systems Engineering|< Previous Article]] | [[Enabling Systems Engineering|Parent Article]] | [[Systems Engineering Organizational Strategy|Next Article >]]</center>
 
<center>[[Enabling Systems Engineering|< Previous Article]] | [[Enabling Systems Engineering|Parent Article]] | [[Systems Engineering Organizational Strategy|Next Article >]]</center>
  
{{5comments}}
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<center>'''SEBoK v. 2.10, released 06 May 2024'''</center>
  
 
[[Category: Part 5]][[Category:Knowledge Area]]
 
[[Category: Part 5]][[Category:Knowledge Area]]
{{DISQUS}}
 

Latest revision as of 23:09, 2 May 2024


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

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.


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