The Autumn Assembly  2002 Programme

Systems Engineering the Intelligent Enterprise – Session Chair Allen Fairbairn

IE4SE (Intelligent Enterprise for Systems Engineering) Allen Fairbairn, John Boardman Associates

Why do Systems Engineers need to think about Enterprise level stuff to do their SE jobs? What value does IE thinking applied to SE activity (IE4SE for short) add? A short presentation followed by a discussion session.

EA/SE (Enterprise Architecture and Systems Engineering) Peter Webb, BMT Defence Systems Ltd

This will be an introductory presentation of a paper that makes practical points about the necessary integration of activity properly treated at the enterprise level, the use of SE to assist this and its utility to carrying out "orthodox" SE at the implementation level/phase.

INCOSE IEWG (Intelligent Enterprise Working Group) - Dr Matthew Turner, Elipsis

A report on the progress of the IEWG during its first year will be given, including a reminder of its stated purpose and objectives. One of these is to develop a practically based action research type project for exploring the essential elements of an Intelligent Enterprise.

Support for a UK Based IEWG Project - Peter Webb, Allen Fairbairn, and Patrick Moore, BSC Consulting

The IEWG wants to get on with a practical project. Some within its ranks want to carry on defining what it is that an IE is supposed to be about first; others are counselling compromise and suggesting that that would be best determined by a project that seeks to make the IEWG itself an IE and learn and refine from that process what an IE actually is. (Sound familiar? For "IE" substitute "SE" and recall the discussions of the early years in INCOSE about what SE really is!) Attempting to circumvent this nugatory phase, what support might there be for a UK based IE project? This session will present a review of current and relevant UK based initiatives and formulate proposals for further discussion within the Chapter and, hopefully, ACTION!

 INCOSE UK AGM

The Application of Systems Engineering Standards

Modelling ISO 15288 – is this town big enough? - Jon Holt, Brass Bullet Ltd

Progressive improvements in the understanding of Systems Engineering have been captured in an evolving sequence of standards that seek to present more refined and more practical models of this complex discipline. What are the implications of yet another new standard and how will it affect current process models and quality systems? This paper looks at the topology of the new international standard for system life cycles – ISO/IEC 15288 – and relates it to some existing systems-related standards.

From universal principles to global business practices Jonathan Earthy, Lloyd’s Register of Shipping and Stuart Arnold, QinetiQ

ISO/IEC 15288 has been six years in the making and during this time a view of Systems Engineering has evolved that is more relevant to present day commerce and that fits better into existing structures of business process. The perspective taken by this new International Standard on fundamental system principles is more in keeping with the demands of today’s global trading scene and it places Systems Engineering firmly at the centre of business practice. The natural step from ISO/IEC 15288 principles into commercial practice will be described in the context of marine transportation.

Talking the language of Systems Engineering - Julian Johnson, BAE SYSTEMS

With Systems Engineering the devil is often in the detail. This is hardly more evident than in the communication of Systems Engineering information between the computer-based tools that support system engineering processes and methods. Tackling this ‘devil’ has been a major aspect of the international standardisation effort to develop an application protocol for Systems Engineering: AP-233 (ISO 10303-233). The achievement to date of this major Systems Engineering standard development, and the influence of its delivered solution on Systems Engineering practitioners and systems organisations alike, will be described in this paper.

Building Systems Engineering environments based on international models - Hillary Sillitto, Thales Optronics

The working environment of the organisation is where Systems Engineering happens. Establishing, improving and benefiting from the capability to conduct Systems Engineering in a well-structured and coherent way, within and between organisations, is key to many businesses and market sectors. Common models that define and measure the levels of attainment in Systems Engineering are thus an important enabler of trade. Experience with one of the principal approaches to standardising the so-called capability maturity of an organisations is described. Its benefits, and the challenges encountered in employing this approach to Systems Engineering improvement, will be described.

Dinner – with After Dinner Speaker Jeremy Bliss – Systems Designer for ThrustSSC – the record breaking supersonic car

Jeremy Bliss worked for several years for Lotus Engineering in Norfolk. He was initially involved with vehicle aerodynamics but quickly moved over to the development of active suspension systems, where he worked on everything from Formula 1 racing cars to armoured vehicles. He became involved with ThrustSSC in designing an active suspension system and eventually became responsible for all of the vehicles systems and the management of the vehicle build. Jeremy is delighted to share some of his experiences with INCOSE UK at our Autumn Assembly.

 Systems Engineering and Project Management – Working Together in Harmony?! – Session Chair Paul Davies

Smart Acquisition - Charles Draper, DG Smart Acquisition MOD

Mr Draper will describe his new role as the Director General responsible within the MOD for all aspects of Smart Acquisition. He will assess the current state of play with Smart Acquisition, and how Systems Engineering has been used to underpin the success of the initiative thus far. He will set out a vision for where Smart Acquisition is going and the envisaged relationship between Project Management and Systems Engineering. He will also look at some of the threats to that relationship and suggest some of the things the Engineering community can do to bridge the gap.

Project Management and Systems Engineering Need Each Other - Prof Philip M’Pherson

A typical view of the Project Manager is of a hard hat whose objective is to finish a contracted project creditably, take the profit, and get on with the next project. To a Systems Engineer the project is only the maternity ward of a system that is to provide a life-time of value for money in an uncertain and risky environment. It’s the old argument of the short-term vs. the long term: shouting "Faster, Cheaper, Better" does not resolve the argument. What happens to system value if the short-term is accentuated at the expense of the long: if Earned Project-Value predominates over Life-Cycle Value?

Applying Systems Engineering Principles to Projects - Prof Alan Smith, Director of University College London’s Centre for Systems Engineering

Projects may be considered as a type of soft systems that have a finite duration and that are able to reconfigure during their lifetime. A generic Systems Engineering lifecycle is mapped against the project lifecycle. It will be shown that project management has many direct analogies with Systems Engineering practice albeit using a different terminology. Particular emphasis will be given to project-system design using UML.

Characteristics of communications failures between Project Management and Systems Engineering – and a Routemap for Correction - Andrew Farncombe, JBA / Ellipsis

We seem to have been talking about Systems Engineering for ages, yet project fiascos, overruns, failures to deliver, disappointments and so on continue to blight the landscape. Certainly after (but in many cases during) ‘difficult’ projects, the causal factors underlying the difficulties seem obvious enough, so why can’t we agree a ‘route map to salvation’ to avoid continually having to learn lessons the hard way? This talk will look at some of the most important impediments to making the promise of constructive systems thinking a reality within organisations, and propose an agenda for reform and improvement.

Keeping it Together: Project, Process, and Systems Engineering - Matthew Hause, Artisan Software Tools

This presentation will examine the roles of Project Manager and Systems Engineer, how the roles overlap, and how they communicate, (and fail to communicate) with one another. It will then investigate some practical methods to improve their communication and their working relationship.

Systems Engineering Techniques in Support of Business Improvement - Duncan Kemp, John Cole, Warship Support Agency DLO

This paper discusses the use of Systems Engineering concepts and techniques in business improvement projects being undertaken within the UK’s Warship Support Agency, part of the Defence Logistics Organisation. The paper discusses the use of systems modelling to link business change requirements to benefits, the business systems model we use to design/analyse business solutions, and the change management techniques used to implement changes.

Deliver Complex Projects Successfully by Managing Uncertainty - Dave Mawby, David Stupples, PA Consulting

Track record shows that the vast majority of complex projects are going to overrun their cost and schedule targets, often by large margins. These overruns are usually caused by rework that has been generated within the project by its inability to manage the inherent uncertainty.A methodology for better managing complexity and disruptions, by dynamic modelling of rework cycles, will be described. Comment and analysis will be added on the latest results validating the tool, for the benefit of both the Project Manager and the Systems Engineer.

Establishing the Systems Engineering Skill Set – Session Chair Prof Alan Smith

Systems Engineering – A culture in conflict - Philip Oakley, Sensor Systems Division, BAE SYSTEMS

Systems Engineering is often seen as ‘all things to all men’, with customer-facing and supplier-facing roles, along with many other roles. When viewed through the social ideas of Quinn these conflicts can be rationalised to identify where the conflicts can be expected to occur. This framework allows the management of these issues. The paper will bring Quinn’s ideas and framework to the wider audience and aid in the reduction of SE conflict.

Competence Management in the Systems Engineering of Major Projects - John Williams, University of Birmingham

As a starting point for this paper it is proposed to use a definition of Systems Engineering along the following lines: "Systems Engineering deals with complex systems: its aim is to remove uncertainties in a way which provides a reliable shared system concept of the system required so that a new system can be created with the minimum risk of the need for rework". One way in which uncertainties may be managed in the various phases of the Systems Engineering lifecycle will be reviewed, together with how this relates to the learning that the project is accomplishing. The elements that lead to successful learning will be discussed and the conclusions will be then related to the auditing and management of Systems Engineering competence at appropriate project stages.

How to build a Systems Engineer! - Dr Peter W Bolton BAE SYSTEMS Astute Class Ltd

Whilst there are many (and varied) definitions of Systems Engineering by process and increasingly roles, little is written on the skills and abilities required to practice Systems Engineering. This paper presents a framework of SE competencies (knowledge, skills and abilities) and qualities, mapped to process and role, which importantly, are currently supported by UK and US academic training.

A model of Systems Engineering competence - Mike Brownsword & Dr Jon Holt, Brass Bullet Ltd

This paper presents a view of professional development including its lifecycle, processes, competencies and documentation. Possible ways to use the learning of competencies to achieve career or business aspirations and goals will also be discussed, along with ideas on how to prove that these competencies have been achieved.