presentation from november 4, 2003 dinner meeting

8/9/2019 Presentation from November 4, 2003 Dinner Meeting

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(C) Stevens Institute of Technology -- Dr. Michael Pennotti

November 4, 2003 (C) 2003 Stevens Institute of Technology -- Dr. M. Pennotti 1

Systems Engineering andSystems Engineering and

Integration:Integration:

An Executive PerspectiveAn Executive Perspective

Dr. Michael PennottiDr. Michael PennottiIndustry Professor andIndustry Professor and

Associate Director, SDOE ProgramAssociate Director, SDOE Program

Stevens Institute of TechnologyStevens Institute of Technology

Hoboken, NJHoboken, NJ

Abstract

The growing role of systems integrators in both defense and commercial

marketplaces, together with the increasing complexity of systems of all types, has

created a renewed interest in, and emphasis on, the practice of systems

engineering. No longer can a company or a battle force hope to gain competition

advantage simply by having the best products. Increasingly, it is the way that

individual products work together, and how they interact with other systems that

surround them, that differentiate the winners from the losers in every type of conflict.

Earlier this year, Stevens Institute of Technologies convened a panel of executive

experts in the fields of defense, aerospace, information technology, and

telecommunications to discuss the current state of systems engineering and

priorities for the future. The results of the forum are presented as a basis for

discussing the challenges and opportunities facing systems engineers in the twenty-

first century.


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Participants:Participants:

Jerry Beck OSDNatalie Crawford RAND

Cliff Geiger OCNO

Ralph Giffen LockheedMartin

Ken Horn RAND

Jack Irving LockheedMartin

John Marione Lucent

Gordon Neary Boeing

Ralph Nelson IBMAntti Perttula Nokia

Art Pyster FAA


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Systems engineering is a process that

Defines a systems purpose, requirements and external interfaces before

detail design is begun

Focuses on the interfaces between components, not just the components

themselves

Addresses all phases of the life-cycle up-front, when leverage is maximized


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Why was it the best? Clear measures of

success (3-4) Single, passionate

champion Dedicated team Creative people Process Build-test-build

Time/cost constraints

Why was it the best?Why was it the best? Clear measures of

success (3-4) Single, passionate

champion Dedicated team Creative people Process Build-test-build Time/cost constraints

We asked panel members to talk about the best experience they hadhad on a

project. We then asked them why it was the best.


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Why was it the worst? Time/cost constraints

Skipped steps

No up-front analysis

Too few questions

Suppressed dissent

Lack of system test

Appetite too big

Inadequatecommunication

Why was it the worst?Why was it the worst? Time/cost constraints

Skipped steps

No up-front analysis

Too few questions

Suppressed dissent

Lack of system test

Appetite too big

Inadequate

communication

We also asked to panel to speak about their worst experience and why it was the

worst.


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ReferenceReference

Top Five Systems Engineering Issues inthe Defense Industry

January 2003

NDIA SE Division Task Group Report

Lack of awareness of SE importance

Too few qualified people

Insufficient tools and environments

Inconsistent requirements process

Poor initial program formulation

We introduced the panel to an NDIA study on systems engineering that was

released earlier this year.


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ReferenceReference

Top Five Systems Engineering Issues inthe Defense Industry

January 2003

NDIA SE Division Task Group Report

Lack of awareness of SE importance

Too few qualified people

Insufficient tools and environments

Inconsistent requirements process

Poor initial program formulation

We asked them about two of the issues identified in the NDIA study.


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Is Awareness of SE Benefits anIs Awareness of SE Benefits an

Issue?Issue? Yes!Yes!

How have you convinced

others? (Or what

convinced you?)

A leader who believes

Training (including inscience and engineering)

Autopsy on failures

Keep people in place longer

Analysis of successes

Make it part of everydaywork

How have you convinced

others? (Or what

convinced you?)

A leader who believes

Training (including inscience and engineering)

Autopsy on failures

Keep people in place longer

Analysis of successes Make it part of everyday

work


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Is Training and Experience anIs Training and Experience an

Issue?Issue? Yes!Yes!

What are you looking for? User perspective (and

producer, and maintainer, ) Understand the business (big

picture) Experience Communication skills Broad and up vs. deep and down Creative people

How do you find the peopleyou need?

Grow your own Hire and rotate Bring in a catalyst

What are you looking for? User perspective (and

producer, and maintainer, ) Understand the business (big

picture) Experience Communication skills Broad and up vs. deep and down Creative people

How do you find the peopleyou need?

Grow your own Hire and rotate Bring in a catalyst


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The Role of theThe Role of the

Systems IntegratorSystems Integrator

We defined it as:

Forum members added:

You must also own a

technology

Must bring somethingof Value!

Systems Integrator A company or business that

Provides a function or a complete system solution

Assumes full responsibility for technical, cost and schedule risk, throughout

the system lifecycle


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Systems IntegrationSystems Integration

The Buyers PerspectiveThe Buyers Perspective

Simpler

Buyer must be competent

Liability issues

Performance penalties

Simpler

Buyer must be competent

Liability issues

Performance penalties

Buyers were enthusiastic about the growing trend toward system integrators.


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Systems IntegrationSystems Integration

The Suppliers PerspectiveThe Suppliers Perspective

Performance incentives

Increased margins

Continuous improvement

Feedback loop

Performance incentives

Increased margins

Continuous improvement

Feedback loop

Suppliers were equally enthusiastic. They were confident that they could do a

better job AND make more money in the process.


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When asked what results systems engineers can impact, students identify important

business results:

Cost

Quality

Profitability

Customer Satisfaction

Revenue Growth


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When asked what systems engineers should be held accountable for, students say

performing a variety of activities:

Requirements Baseline

System Architecture

System Scope

Requirements Mgmt

Quality of Work Products


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The panel was clear about

SE accountabilities: System performance that is

it operates as a system Producibility

Supportability Life-cycle cost

The panel was clear aboutThe panel was clear about

SE accountabilities:SE accountabilities: System performance that is

it operates as a system Producibility

Supportability Life-cycle cost

Systems Engineering is a line responsibility, not a staff function!

The executive panel was quite clear about what they held systems engineers

accountable for.

System performance that is, that the system operates as a system

Producibility/supportability

Lifecycle cost


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If you could improve one aspect of SE,

what would it be?

Rapid development/component maturity

Transition (systems and data)

Look beyond technology

Systems engineering status

Senior management training

Systems engineering certification

Separate the process from theorganization

Systems engineering is everyonesresponsibility Its a point of view!


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Thank you!Thank you!

presentation from november 4, 2003 dinner meeting

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