SEBoK v2.1
SEBoK v2.1
to the
Systems Engineering Body of
Knowledge (SEBoK), version 2.2
Released 31 October 2019
Please note that this is a PDF extraction of the content from www.sebokwiki.org
Guide to the Systems
Engineering Body of
Knowledge
version 2.1
PDF generated using the open source mwlib toolkit. See http://code.pediapress.com/ for more information.
PDF generated at: Thu, 31 Oct 2019 14:59:58 EDT
Contents
Articles
Front Matter 1
Letter from the Editor 1
BKCASE Governance and Editorial Board 2
Acknowledgements and Release History 7
Cite the SEBoK 9
Bkcase Wiki:Copyright 10
Table of Contents 11
SEBoK Table of Contents 11
Part 3: 240
References
Article Sources and Contributors 1043
Image Sources, Licenses and Contributors 1049
1
Front Matter
The next obvious change should be the way glossary bubbles have been
updated. They are more readable now, with a grey background and black text.
Other changes include new articles on:
• Digital Engineering
• Mission Engineering
• Set Based Design
• MBSE Adoption Trends 2009-2018
Additionally, we have updated content on Resilience, Human Systems Integration, and Capability Engineering. Part
1 also received a wire brushing. We have also begun incorporating video. You will find a short video on the Main
page. We are also going to begin to look at existing INCOSE YouTube channel content to look for 1-3 minute clips
we can strategically place throughout the SEBoK to add value.
There is a big announcement to be made relative to the SEBoK. The IEEE Computer Society has been one of the
three stewards of the SEBoK from the beginning. They have had a seat on the Board of Governors, and have
provided invaluable counsel. In January 2020, that stewardship will be transferred from the IEEE Computer Society
to the IEEE Systems Council. The Editorial Board looks forward to the continued support and participation of IEEE.
Thank you IEEE Computer Society, and in particular to Rich Hilliard and Andy Chen.
Regarding the reach of the SEBoK, there were over 29,000 visitors and 68,781 page views during the the month of
July 2019. That brings our total page views to over 3.45M since 2012. Top content pages in July: 1) Stakeholder
Needs and Requirements, 2) Types of Models, 3) Types of Systems, 4) Systems Requirements, and 5) Reliability,
Availability, and Maintainability. Top countries accessing the SEBoK in July:
1. US
2. India
3. Australia
4. United Kingdom
5. Philippines
Looking forward to the next release, it is my hope that those of you that enjoy working with video will think about
creating video content now that we have that capability. Please limit your submissions to no more than 3 minute
Letter from the Editor 2
Editorial Board
The SEBoK Editorial Board is chaired by an Editor in Chief, supported by a group of Associate Editors.
Robert J. Cloutier
University of South Alabama
[1]
[email protected]
Responsible for the appointment of SEBoK Editors and for the strategic direction and overall
quality and coherence of the SEBoK.
Nicole Hutchison
Stevens Institute of Technology
[2] [3]
[email protected] or [email protected]
Responsible for the the day-to-day operations of the SEBoK and supports the Editor in Chief.
Each Editor has his/her area(s) of responsibility, or shared responsibility, highlighted in the table below.
Assistant Editor: Tim Ferris Cranfield University Assistant Editor: Bernardo Delicado
[19]
[email protected] MBDA / INCOSE
[20]
[email protected]
David H. Olwell
St. Martin's University (USA)
[23]
[email protected]
Associate Editor for SEBoK.
Interested in Editing?
The Editor in Chief is looking for additional editors to support the evolution of the SEBoK. Editors are responsible
for maintaining and updating one to two knowledge areas, including recruiting and working with authors, ensuring
the incorporation of community feedback, and maintaining the quality of SEBoK content. We are specifically
interested in support for the following knowledge areas:
• System Deployment and Use
• Product and Service Life Management
• Enabling Businesses and Enterprises
• Systems Engineering and Software Engineering
• Procurement and Acquisition
• Systems Engineering and Specialty Engineering
BKCASE Governance and Editorial Board 6
If you are interested in being considered for participation on the Editorial Board, please visit the BKCASE website
http://www.bkcase.org/join-us/or contact the BKCASE Staff directly at [email protected] [24].
SEBoK v. 2.1, released 31 October 2019
References
[1] mailto:rcloutier@southalabama. edu
[2] mailto:nicole. hutchison@stevens. edu
[3] mailto:emtnicole@gmail. com
[4] mailto:gary. r. smith@airbus. com
[5] mailto:dori@mit. edu
[6] mailto:dhyberts@mitre. org
[7] mailto:Peter@coexploration. net
[8] mailto:dagli@mst. edu
[9] mailto:boehm@usc. edu
[10] mailto:kforsberg@ogrsystems. com
[11] mailto:gparnell@uark. edu
[12] mailto:garry. j. roedler@lmco. com
[13] mailto:prmarbach@gmail. com
[14] mailto:kenneth. zemrowski@incose. org
[15] mailto:jdahmann@mitre. org
[16] mailto:M. J. d. Henshaw@lboro. ac. uk
[17] mailto:james. martin@incose. org
[18] mailto:Rick. Hefner@ngc. com
[19] mailto:Timothy. Ferris@cranfield. ac. uk
[20] mailto:bernardo. delicado@mbda-systems. com
[21] mailto:alice. squires@wsu. edu
[22] mailto:cliftonbaldwin@gmail. com
[23] mailto:dolwell@stmartin. edu
[24] mailto:bkcase. incose. ieeecs@gmail. com
Acknowledgements and Release History 7
Governance
The SEBoK is shaped by the BKCASE Editorial Board and is overseen by the BKCASE Governing Board. A
complete list of members for each of these bodies can be found on the BKCASE Governance and Editorial Board
page.
Main Releases
• Version 2.1 - Current version. This is a significant release with new articles, new functionality, and minor updates
throughout.
• Version 2.0 - This was a major release of the SEBoK which included incorporation of multi-media and a number
of changes to the functions of the SEBoK.
• Version 1.9.1 - This was a micro release of the SEBoK which included updates to the editorial board, and a
number of updates to the wiki software.
• Version 1.9 - A minor update which included updates to the System Resilience article in Part 6: Related
Disciplines, as well as a major restructuring of Part 7: Systems Engineering Implementation Examples. A new
example has been added around the use of model based systems engineering for the thirty-meter telescope.
• Version 1.8 - A minor update, including an update of the Systems of Systems (SoS) knowledge area in Part 4:
Applications of Systems Engineering where a number of articles were updated on the basis of developments in
the area as well as on comments from the SoS and SE community. Part 6: Related Disciplines included updates to
the Manufacturability and Producibility and Reliability, Availability, and Maintainability articles.
• Version 1.7 - A minor update, including a new Healthcare SE Knowledge Area (KA), expansion of the MBSE
area with two new articles, Technical Leadership and Reliability, Availability, and Maintainability and a new case
study on the Northwest Hydro System.
• Version 1.6 - A minor update, including a reorganization of Part 1 SEBoK Introduction, a new article on the
Transition towards Model Based Systems Engineering and a new article giving an overview of Healthcare
Systems Engineering, a restructure of the Systems Engineering and Specialty Engineering KA.
• Version 1.5 - A minor update, including a restructure and extension of the Software Engineering Knowledge
Area, two new case studies, and a number of corrections of typographical errors and updates of outdated
references throughout the SEBoK.
• Version 1.4 - A minor update, including changes related to ISO/IEC/IEEE 15288:2015 standard, three new case
studies and updates to a number of articles.
• Version 1.3 - A minor update, including three new case studies, a new use case, updates to several existing
articles, and updates to references.
• Version 1.2 - A minor update, including two new articles and revision of several existing articles.
• Version 1.1 - A minor update that made modest content improvements.
• Version 1.0 - The first version intended for broad use.
Click on the links above to read more information about each release.
Acknowledgements and Release History 9
Wiki Team
In January 2011, the authors agreed to move from a document-based SEBoK to a wiki-based SEBoK, and beginning
with v. 0.5, the SEBoK has been available at www.sebokwiki.org [4] Making the transition to a wiki provided three
benefits:
1. easy worldwide access to the SEBoK;
2. more methods for search and navigation; and
3. a forum for community feedback alongside content that remains stable between versions.
The Managing Editor is responsible for maintenance of the wiki infrastructure as well as technical review of all
materials prior to publication. Contact the managing editor at [email protected] [3]
The wiki is currently supported by Ike Hecht from WikiWorks.
SEBoK v. 2.1, released 31 October 2019
References
[1] http:/ / www. sercuarc. org
[2] http:/ / www. incose. org
[3] http:/ / www. computer. org
[4] http:/ / www. sebokwiki. org
Bkcase Wiki:Copyright
Please read this page which contains information about how and on what terms you may use, copy, share,
quote or cite the Systems Engineering Body of Knowledge (SEBoK):
Attribution
When using text material from the SEBoK, users who have accepted one of the Creative Commons Licenses
described above terms noted below must attribute the work as follows:
This material is used under a Creative Commons Attribution-NonCommercial ShareAlike 3.0 Unported License
from The Trustees of the Stevens Institute of Technology.
When citing the SEBoK in general, please refer to the format described on the Cite the SEBoK page.
When using images, figures, or tables from the SEBoK, please note the following intellectual property (IP)
classifications:
• Materials listed as "SEBoK Original" may be used in accordance with the Creative Commons attribution (above).
• Materials listed as "Public Domain" may be used in accordance with information in the public domain.
• Materials listed as "Used with Permission" are copyrighted and permission must be sought from the copyright
owner to reuse them.
11
Table of Contents
Part 1
• Part 1: SEBoK Introduction
• Introduction to the SEBoK
• Scope of the SEBoK
• Structure of the SEBoK
• Introduction to Systems Engineering
• Systems Engineering Overview
• Economic Value of Systems Engineering
• Systems Engineering: Historic and Future Challenges
• Systems Engineering and Other Disciplines
• Introduction to SE Transformation
• Transitioning Systems Engineering to a Model-based Discipline
• Model-Based Systems Engineering Adoption Trends 2009-2018
• Digital Engineering
• Set-Based Design
• Systems Engineering Core Concepts
• SEBoK Users and Uses
• Use Case 0: Systems Engineering Novices
• Use Case 1: Practicing Systems Engineers
• Use Case 2: Other Engineers
• Use Case 3: Customers of Systems Engineering
• Use Case 4: Educators and Researchers
• Use Case 5: General Managers
SEBoK Table of Contents 12
Part 2
• Part 2: Foundations of Systems Engineering
• Knowledge Area: Systems Fundamentals
• Topic: Introduction to System Fundamentals
• Topic: Types of Systems
• Topic: Complexity
• Topic: Emergence
• Topic: Fundamentals for Future Systems Engineering
• Knowledge Area: Systems Approach Applied to Engineered Systems
• Topic: Overview of the Systems Approach
• Topic: Engineered System Context
• Topic: Identifying and Understanding Problems and Opportunities
• Topic: Synthesizing Possible Solutions
• Topic: Analysis and Selection between Alternative Solutions
• Topic: Implementing and Proving a Solution
• Topic: Deploying, Using, and Sustaining Systems to Solve Problems
• Topic: Applying the Systems Approach
• Knowledge Area: Systems Science
• Topic: History of Systems Science
• Topic: Systems Approaches
• Knowledge Area: Systems Thinking
• Topic: What is Systems Thinking?
• Topic: Concepts of Systems Thinking
• Topic: Principles of Systems Thinking
• Topic: Patterns of Systems Thinking
• Knowledge Area: Representing Systems with Models
• Topic: What is a Model?
• Topic: Why Model?
• Topic: Types of Models
• Topic: System Modeling Concepts
• Topic: Integrating Supporting Aspects into System Models
• Topic: Modeling Standards
Part 3
• Part 3: Systems Engineering and Management
• Knowledge Area: Introduction to Life Cycle Processes
• Topic: Generic Life Cycle Model
• Topic: Applying Life Cycle Processes
• Topic: Life Cycle Processes and Enterprise Need
• Knowledge Area: Life Cycle Models
• Topic: System Life Cycle Process Drivers and Choices
• Topic: System Life Cycle Process Models: Vee
• Topic: System Life Cycle Process Models: Iterative
• Topic: Integration of Process and Product Models
SEBoK Table of Contents 13
Part 4
• Part 4: Applications of Systems Engineering
• Knowledge Area: Product Systems Engineering
• Topic: Product Systems Engineering Background
• Topic: Product as a System Fundamentals
• Topic: Business Activities Related to Product Systems Engineering
• Topic: Product Systems Engineering Key Aspects
• Topic: Product Systems Engineering Special Activities
• Knowledge Area: Service Systems Engineering
• Topic: Service Systems Background
• Topic: Fundamentals of Services
• Topic: Properties of Services
• Topic: Scope of Service Systems Engineering
• Topic: Value of Service Systems Engineering
• Topic: Service Systems Engineering Stages
• Knowledge Area: Enterprise Systems Engineering
• Topic: Enterprise Systems Engineering Background
• Topic: The Enterprise as a System
• Topic: Related Business Activities
• Topic: Enterprise Systems Engineering Key Concepts
• Topic: Enterprise Systems Engineering Process Activities
• Topic: Enterprise Capability Management
• Knowledge Area: Systems of Systems (SoS)
• Topic: Architecting Approaches for Systems of Systems
• Topic: Socio-Technical Features of Systems of Systems
• Topic: Capability Engineering
• Knowledge Area: Healthcare Systems Engineering
• Topic: Overview of the Healthcare Sector
• Topic: Systems Engineering in Healthcare Delivery
• Topic: Systems Biology
• Topic: Lean in Healthcare
Part 5
• Part 5: Enabling Systems Engineering
• Knowledge Area: Enabling Businesses and Enterprises
• Topic: Systems Engineering Organizational Strategy
• Topic: Determining Needed Systems Engineering Capabilities in Businesses and Enterprises
• Topic: Organizing Business and Enterprises to Perform Systems Engineering
• Topic: Assessing Systems Engineering Performance of Business and Enterprises
• Topic: Developing Systems Engineering Capabilities within Businesses and Enterprises
• Topic: Culture
• Knowledge Area: Enabling Teams
• Topic: Team Capability
• Topic: Team Dynamics
SEBoK Table of Contents 15
Part 6
• Part 6: Related Disciplines
• Knowledge Area: Systems Engineering and Software Engineering
• Topic: Software Engineering in the Systems Engineering Life Cycle
• Topic:The Nature of Software
• Topic: An Overview of the SWEBOK Guide
• Topic: Key Points a Systems Engineer Needs to Know about Software Engineering
• Topic: Software Engineering Features - Models, Methods, Tools, Standards, and Metrics
• Knowledge Area: Systems Engineering and Project Management
•
Topic: The Nature of Project Management
•
Topic: An Overview of the PMBOK® Guide
•
Topic: Relationships between Systems Engineering and Project Management
•
Topic: The Influence of Project Structure and Governance on Systems Engineering and Project
Management Relationships
• Topic: Procurement and Acquisition
• Knowledge Area: Systems Engineering and Industrial Engineering
• Knowledge Area: Systems Engineering and Specialty Engineering
• Topic: Reliability, Availability, and Maintainability
• Topic: Human Systems Integration
• Topic: Safety Engineering
• Topic: Security Engineering
• Topic: Electromagnetic Interference/Electromagnetic Compatibility
• Topic: System Resilience
• Topic: Manufacturability and Producibility
• Topic: Affordability
• Topic: Environmental Engineering
Part 7
• Part 7: Systems Engineering Implementation Examples
• Matrix of Implementation Examples
• Commercial Examples
• Complex Adaptive Taxi Service Scheduler
• Complex Adaptive Project Management System
• Denver Airport Baggage Handling System
• Global Positioning System Case Study
• Global Positioning System Case Study II
• Next Generation Medical Infusion Pump
• Medical Radiation
SEBoK Table of Contents 16
SEBoK Introduction
The purpose of the Guide to the Systems Engineering Body of Knowledge (SEBoK) is to provide a widely accepted,
community-based, and regularly updated baseline of systems engineering (SE) knowledge. SEBoK Part 1 contains
an introduction to both the discipline of SE and an introduction to the SEBoK wiki and how to use it.
Figure 1 SEBoK Part 1 in context (SEBoK Original). For more detail see Structure of the SEBoK
Part 1 also includes an introduction to some of the emerging aspects of systems engineering and a discussion of how
these are transforming the discipline. As this knowledge matures it will be migrated into the main body of the
SEBoK.
SEBoK Introduction 18
References
Works Cited
None
Primary References
None
Topics
Each part of the SEBoK is divided into KAs (knowledge areas), which are groupings of information with a related
theme. The KAs in turn are divided into topics. This KA contains the following topics:
• Scope of the SEBoK
• Structure of the SEBoK
References
Works Cited
None.
Primary References
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, Fourth
Edition. San Diego, CA, USA: International Council on Systems Engineering (INCOSE).
INCOSE-TP-2003-002-004.
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.
Sage, A. and W. Rouse (eds). 2009. Handbook of Systems Engineering and Management, 2nd ed. Hoboken, NJ,
USA: John Wiley and Sons, Inc.
Additional References
None.
SEBoK Purposes
Ongoing studies of system cost and schedule failures (Gruhl & Stutzke 2005; Johnson 2006, GAO 2016) and safety
failures (Leveson 2012) have shown that the failures have mostly come not from their domain disciplines, but from
lack of adequate Systems Engineering (NDIA 2003, 2006, 2016). To provide a foundation for the mutual
understanding of SE needed to reduce these failure, the SEBoK describes the boundaries, terminology, content, and
structure of SE. In so doing, the SEBoK systematically and consistently supports six broad purposes, described in
Table 1.
1 Inform Practice Inform systems engineers about the boundaries, terminology, and structure of their discipline and point them to useful
information needed to practice SE in any application domain.
2 Inform Research Inform researchers about the limitations and gaps in current SE knowledge that should help guide their research
agenda.
3 Inform Interactors Inform performers in interacting disciplines (system implementation, project and enterprise management, other
disciplines) and other stakeholders of the nature and value of SE.
4 Inform Curriculum Inform organizations defining the content that should be common in undergraduate and graduate programs in SE.
Developers
5 Inform Certifiers Inform organizations certifying individuals as qualified to practice systems engineering.
6 Inform SE Staffing Inform organizations and managers deciding which competencies that practicing systems engineers should possess in
various roles ranging from apprentice to expert.
Scope of the SEBoK 21
The SEBoK is a guide to the body of SE knowledge, not an attempt to capture that knowledge directly. It provides
references to more detailed sources of knowledge, all of which are generally available to any interested reader. No
proprietary information is referenced, but not all referenced material is free—for example, some books or standards
must be purchased from their publishers. The criterion for including a source is simply that the authors & editors
believed it offered the best generally available information on a particular subject.
The SEBoK is global in applicability. Although SE is practiced differently from industry to industry and country to
country, the SEBoK is written to be useful to systems engineers anywhere. The authors & editors were chosen from
diverse locales and industries, and have refined the SEBoK to broaden applicability based on extensive global
reviews of several drafts.
The SEBoK aims to inform a wide variety of user communities about essential SE concepts and practices, in ways
that can be tailored to different enterprises and activities while retaining greater commonality and consistency than
would be possible without the SEBoK. Because the world in which SE is being applied continues to evolve and is
dynamic, the SEBoK is designed for easy, continuous updating as new sources of knowledge emerge.
SEBoK Uses
The communities involved with SE include its various specialists, engineers from disciplines other than systems
engineering, managers, researchers, and educators. This diversity means that there is no single best way to use the
SEBoK. The SEBoK includes use cases that highlight potential ways that particular communities can draw upon the
content of the SEBoK, identify articles of interest to those communities, and discuss primary users (those who use
the SEBoK directly), and secondary users (those who use the SEBoK with assistance from a systems engineer). For
more on this, see the article SEBoK Users and Uses.
References
Works Cited
GAO, 2016. Weapon System Requirements. Detailed Systems Engineering Prior to Product Development Positions
Programs for Success. Government Accounting Office Report to Congressional Committees.
Gruhl, W. and Stutzke, R. 2005. "Werner Gruhl Analysis of SE Investments and NASA Overruns," in R. Stutzke,
Estimating Software-Intensive Systems. Boston, MA, USA: Addison Wesley, page 290.
Johnson, J. 2006. My Life Is Failure: 100 Things You Should Know to Be a Better Project Leader. Boston, MA,
USA: Standish Group International.
Leveson, N. 2012. Engineering a Safer World: Systems Thinking Applied to Safety. Cambridge, MA, USA: MIT
Press.
NDIA (National Defense Industrial Association). 2003. Top 5 Systems Engineering Issues Top 5 Systems
Engineering Issues within DOD and Defense Industry Task Report. Version 9, dated 1/23/03July. Last accessed
10/25/2019 from https:/ / www. aticourses. com/ sampler/ TopFiveSystemsEngineeringIssues_In_DefenseIndustry.
pdf [1].
NDIA (National Defense Industrial Association). 2006. Top 5 Systems Engineering Issues Top 5 Systems
Engineering Issues within DOD and Defense Industry DOD and Defense Industry: Task Report. Dated July 26-27,
2006. Last accessed 10/25/2019 from https:/ / ndiastorage. blob. core. usgovcloudapi. net/ ndia/ 2006/ systems/
Wednesday/rassa5.pdf.
NDIA (National Defense Industrial Association). 2016. Top Systems Engineering Issues In US Defense Industry
2016. Version 7c. Last accessed 10/25/2019 from https:/ / www. ndia. org/ -/ media/ sites/ ndia/ divisions/
systems-engineering/studies-and-reports/ndia-top-se-issues-2016-report-v7c.ashx?la=en.
Primary References
None.
Additional References
None.
References
[1] https:/ / ndiastorage. blob. core. usgovcloudapi. net/ ndia/ 2006/ systems/ Wednesday/ rassa5. pdf
Structure of the SEBoK 23
SEBoK Structure
Figure 1, below, gives a summary of the 7 parts of the SEBoK and how they are related.
The scope of each part and the key relationships amongst them is briefly discussed below. For a more detailed
discussion of how this structure was evolved see (Adcock et al, 2016).
Structure of the SEBoK 24
Overview of Parts
Addenda
The SEBoK contains a Glossary of Terms, which provides authoritatively-referenced definitions of key terms. This
information is displayed when the reader hovers the mouse pointer over a glossary term within an article. It also
contains a list of Primary References, with additional information about each reference. Quicklinks in the left margin
provide additional background information, including a table of contents, a listing of articles by topic [1], and a list of
Acronyms.
References
Works Cited
Adcock, R., Hutchison, N., Nielsen, C., 2016, "Defining an architecture for the Systems Engineering Body of
Knowledge," Annual IEEE Systems Conference (SysCon) 2016.
Primary References
None.
Additional References
None.
References
[1] http:/ / sebokwiki. org/ 1. 1. 1/ index. php?title=Category:Topic
27
Topics
Each part of the SEBoK is divided into KAs, which are groupings of information with a related theme. The KAs in
turn are divided into topics. This KA contains the following topics:
• Systems Engineering Overview
• Economic Value of Systems Engineering
• Systems Engineering: Historic and Future Challenges
• Systems Engineering and Other Disciplines
Systems Engineering
SE is a transdisciplinary approach and means to enable the realization of successful systems. Successful systems
must satisfy the needs of its customers, users and other stakeholders. Some key elements of systems engineering are
highlighted in Figure 1 and include:
• The principles and concepts that characterize a system, where a system is an interacting combination of system
elements to accomplish a defined objective(s). The system interacts with its environment, which may include
other systems, users, and the natural environment. The system elements that compose the system may include
hardware, software, firmware, people, information, techniques, facilities, services, and other support elements.
• A systems engineer is a person or role who supports this transdisciplinary approach. In particular, the systems
engineer often serves to elicit and translate customer needs into specifications that can be realized by the system
development team.
• In order to help realize successful systems, the systems engineer supports a set of life cycle processes beginning
early in conceptual design and continuing throughout the life cycle of the system through its manufacture,
deployment, use and disposal. The systems engineer must analyze, specify, design, and verify the system to
ensure that its functional, interface, performance, physical, and other quality characteristics, and cost are balanced
to meet the needs of the system stakeholders.
• A systems engineer helps ensure the elements of the system fit together to accomplish the objectives of the whole,
and ultimately satisfy the needs of the customers and other stakeholders who will acquire and use the system.
Introduction to Systems Engineering 28
References
None.
Figure 3. System Boundaries of Systems Engineering, Systems Implementation, and Project/Systems Management.
(SEBoK Original)
Systems Engineering (SE) is an interdisciplinary approach and means to enable the realization of
successful systems. It focuses on holistically and concurrently understanding stakeholder needs;
exploring opportunities; documenting requirements; and synthesizing, verifying, validating, and
evolving solutions while considering the complete problem, from system concept exploration through
system disposal. (INCOSE 2012, modified)
More recently, the INCOSE Fellows have offered an updated definition of SE that has been adopted as the official
INCOSE definition:
A transdisiplinary and integrative approach to enable the successful realization, use, and retirement of
engineered systems, using systems principles and concepts, and scientific, technological, and
management methods.
Part 3: Systems Engineering and Management, elaborates on the definition above to flesh out the scope of SE more
fully.
Figure 2. SE and Engineered System Project Life Cycle Context: Related Agents, Activities, and Artifacts. (SEBoK Original)
For each primary project life cycle phase, we see activities being performed by primary agents, changing the state of
the ES.
• Primary project life cycle phases appear in the leftmost column. They are system definition, system initial
operational capability (IOC) development, and system evolution and retirement.
• Primary agents appear in the three inner columns of the top row. They are systems engineers, systems developers,
and primary project-external bodies (users, owners, external systems) which constitute the project environment.
• The ES, which appears in the rightmost column, may be a product, a service, and/or an enterprise.
Systems Engineering Overview 32
In each row:
• boxes in each inner column show activities being performed by the agent listed in the top row of that column
• the resulting artifacts appears in the rightmost box.
Arrows indicate dependencies: an arrow from box A to box B means that the successful outcome of box B depends
on the successful outcome of box A. Two-headed arrows indicate a two-way dependencies: an arrow that points both
from box A to box B and from box B to box A means that the successful outcome of each box depends on the
successful outcome of the other.
For example, consider how the inevitable changes that arise during system development and evolution are handled:
• One box shows that the system’s users and owners may propose changes.
• The changes must be negotiated with the systems developers, who are shown in a second box.
• The negotiations are mediated by systems engineers, who are shown in a third box in between the first two.
• Since the proposed changes run from left to right and the counter-proposals run from right to left, all three boxes
are connected by two-headed arrows. This reflects the two-way dependencies of the negotiation.
An agent-activity-artifact diagram like Figure 1 can be used to capture complex interactions. Taking a more detailed
view of the present example demonstrates that:
• The system’s users and owners (stakeholders) propose changes to respond to competitive threats or opportunities,
or to adapt to changes imposed by independently evolving external systems, such as Commercial-off-the-Shelf
COTS products, cloud services, or supply chain enablers.
• Negotiation among these stakeholders and the system developers follows, mediated by the SEs.
• The role of the SEs is to analyze the relative costs and benefits of alternative change proposals, and synthesize
mutually satisfactory solutions.
References
Works Cited
Checkland, P. 1981. Systems Thinking, Systems Practice. Hoboken, NJ, USA: Wiley.
INCOSE. 2012. Systems Engineering Handbook, version 3.2.2. San Diego, CA, USA: International Council on
Systems Engineering (INCOSE). INCOSE-TP-2003-002-03.2.
Fellows. 2019. INCOSE Fellows Briefing to INCOSE Board of Directors. January 2019.
Rechtin, E. 1991. Systems Architecting. Upper Saddle River, NJ, USA: Prentice Hall.
Primary References
INCOSE. 2012. Systems Engineering Handbook, version 3.2.2. San Diego, CA, USA: International Council on
Systems Engineering (INCOSE). INCOSE-TP-2003-002-03.2.
Additional References
None.
Figure 1. Relation of SE Investments to NASA Program Cost Overruns (Stutzke 2005). Released by NASA HDQRT/Gruhl.
Economic Value of Systems Engineering 34
Typically, small projects can quickly compensate for neglected SE interface definition and risk resolution; however,
as projects grow larger and have more independently-developed components, the cost of late rework negates any
savings in reduced SE effort. Additionally, medium-sized projects have relatively flat operating regions, while very
large projects pay extremely large penalties for neglecting thorough SE. Extensive surveys and case study analyses
corroborate these results.
Survey data on software cost and schedule overruns in My Life Is Failure: 100 Things You Should Know to Be a
Better Project Leader (Johnson 2006) indicates that the primary sources of the roughly 50% of the commercial
projects with serious “software overruns” are the result of shortfalls in SE (lack of user input, incomplete
requirements, unrealistic expectations, unclear objectives, and unrealistic schedules). The extensive survey of 46
government-contracted industry projects conducted by the Software Engineering Institute (SEI)/National Defense
Industrial Association (NDIA) illustrated a strong correlation between higher project SE capability and higher
project performance (Elm et al. 2007). Ongoing research that combined project data and survey data reported in
Economic Value of Systems Engineering 35
“Toward an Understanding of The Value of SE” (Honour 2003) and “Effective Characterization Parameters for
Measuring SE” (Honour 2010) has provided additional evidence as to the economic value of SE and further insights
on critical factors the affect SE success.
A calibrated model for determining “how much SE is enough”, the Constructive Systems Engineering Cost Model
(COSYSMO) has been developed and is discussed in (Valerdi 2008). It estimates the number of person-months that
a project needs for SE as a function of system size (i.e., requirements, interfaces, algorithms, and operational
scenarios), modified by 14 factors (i.e., requirements understanding, technology risk, personnel experience, etc.),
which dictates the amount of SE effort needed. Other economic considerations of SE include the costs and benefits
of reuse (Wang, Valerdi and Fortune 2010), the management of SE assets across product lines (Fortune and Valerdi
2013), the impact of SE on project risk (Madachy and Valerdi 2010), and the role of requirements volatility on SE
effort (Pena and Valerdi 2010).
References
Works Cited
Boehm, B., Brown, A.W., Basili, V., and Turner, R. 2004. "Spiral Acquisition of Software-Intensive Systems of
Systems." CrossTalk. May, pp. 4-9.
Boehm, B., R. Valerdi, and E.C. Honour. 2008. "The ROI of Systems Engineering: Some Quantitative Results for
Software-Intensive Systems." Systems Engineering. 11(3): 221-234.
Elm, J. P., D.R. Goldenson, K. El Emam, N. Donatelli, and A. Neisa. 2008. A Survey of Systems Engineering
Effectiveness-Initial Results (with Detailed Survey Response Data). Pittsburgh, PA, USA: Software Engineering
Institute, CMU/SEI-2008-SR-034. December 2008.
Fortune, J., and R. Valerdi. 2013. "A Framework for Systems Engineering Reuse." Systems Engineering 16(2).
Honour, E.C. 2003. "Toward An Understanding of The Value of Systems Engineering." Proceedings of the First
Annual Conference on Systems Integration, March 2003, Hoboken, NJ, USA.
Honour, E.C. 2010. "Effective Characterization Parameters for Measuring Systems Engineering." Proceedings of the
8th Annual Conference on Systems Engineering Research (CSER). March 17-19, 2010. Hoboken, NJ, USA.
Johnson, J. 2006. My Life Is Failure: 100 Things You Should Know to Be a Better Project Leader. Boston, MA,
USA: Standish Group International.
Madachy, R., and R. Valerdi. 2010. Automating Systems Engineering Risk Assessment. 8th Conference on Systems
Engineering Research, Hoboken, NJ.
Pena, M., and R. Valerdi. 2010. "Characterizing the Impact of Requirements Volatility on Systems Engineering
Effort." 25th Forum on COCOMO and Systems/Software Cost Modeling, Los Angeles, CA.
Stutzke, R. 2005. Estimating Software-Intensive Systems. Boston, MA, USA: Addison Wesley.
Valerdi, R. 2008. The Constructive Systems Engineering Cost Model (COSYSMO): Quantifying the Costs of Systems
Engineering Effort in Complex Systems. Saarbrücken, Germany: VDM Verlag.
Wang, G., R. Valerdi, and J. Fortune. 2010. “Reuse in Systems Engineering,” IEEE Systems Journal. 4(3): 376-384.
Economic Value of Systems Engineering 36
Primary References
Boehm, B., R. Valerdi, and E.C. Honour. 2008. "The ROI of Systems Engineering: Some Quantitative Results for
Software-Intensive Systems." Systems Engineering, 11(3): 221-234.
Honour, E.C. 2010. "Effective Characterization Parameters for Measuring Systems Engineering." Proceedings of the
8th Annual Conference on Systems Engineering Research (CSER). March 17-19, 2010. Hoboken, NJ, USA.
Valerdi, R. 2008. The Constructive Systems Engineering Cost Model (COSYSMO): Quantifying the Costs of Systems
Engineering Effort in Complex Systems. Saarbrücken, Germany: VDM Verlag.
Additional References
Hughes, T.P. 2000. Rescuing Prometheus: Four Monumental Projects that Changed the Modern World. New York,
NY: Vintage Books.
Vanek, F., R. Grzybowski, P. Jackson, and M. Whiting. 2010. "Effectiveness of Systems Engineering Techniques on
New Product Development: Results from Interview Research at Corning Incorporated." Proceedings of the 20th
Annual INCOSE International Symposium. 12-15 July 2010. Chicago, IL.
Historical Perspective
Some of the earliest relevant challenges were in organizing cities. Emerging cities relied on functions such as storing
grain and emergency supplies, defending the stores and the city, supporting transportation and trade, providing a
water supply, and accommodating palaces, citadels, afterlife preparations, and temples. The considerable holistic
planning and organizational skills required to realize these functions were independently developed in the Middle
East, Egypt, Asia, and Latin America, as described in Lewis Mumford’s The City in History (Mumford 1961).
Megacities, and mobile cities for military operations, such as those present in the Roman Empire, emerged next,
bringing another wave of challenges and responses. These also spawned generalists and their ideological works, such
as Vitruvius and his Ten Books on Architecture (Vitruvius: Morgan transl. 1960). “Architecture” in Rome meant not
just buildings, but also aqueducts, central heating, surveying, landscaping, and overall planning of cities.
The Industrial Revolution brought another wave of challenges and responses. In the nineteenth century, new holistic
thinking and planning went into creating and sustaining transportation systems, including canal, railroad, and
metropolitan transit. General treatises, such as The Economic Theory of the Location of Railroads (Wellington
1887), appeared in this period. The early twentieth century saw large-scale industrial enterprise engineering, such as
the Ford automotive assembly plants, along with treatises like The Principles of Scientific Management (Taylor
1911).
Systems Engineering: Historic and Future Challenges 37
The Second World War presented challenges around the complexities of real-time command and control of
extremely large multinational land, sea, and air forces and their associated logistics and intelligence functions. The
postwar period brought the Cold War and Russian space achievements. The U.S. and its allies responded to these
challenges by investing heavily in researching and developing principles, methods, processes, and tools for military
defense systems, complemented by initiatives addressing industrial and other governmental systems. Landmark
results included the codification of operations research and SE in Introduction to Operations Research (Churchman
et. al 1957), Warfield (1956), and Goode-Machol (1957) and the Rand Corporation approach as seen in Efficiency in
Government Through Systems Analysis (McKean 1958). In theories of system behavior and SE, we see cybernetics
(Weiner 1948), system dynamics (Forrester 1961), general systems theory (Bertalanffy 1968), and mathematical
systems engineering theory (Wymore 1977).
Two further sources of challenge began to emerge in the 1960s, and accelerated in the 1970s through the 1990s:
awareness of the criticality of the human element, and the growth of software functionality in engineered systems.
Concerning awareness of the human element, the response was a reorientation from traditional SE toward “soft” SE
approaches. Traditional hardware-oriented SE featured sequential processes, pre-specified requirements,
functional-hierarchy architectures, mathematics-based solutions, and single-step system development. A Soft
Systems approach to SE is characterized by emergent requirements, concurrent definition of requirements and
solutions, combinations of layered service-oriented and functional-hierarchy architectures, heuristics-based
solutions, and evolutionary system development. Good examples are societal systems (Warfield 1976), soft systems
methodology (Checkland 1981), and systems architecting (Rechtin 1991 and Rechtin-Maier 1997). As with
Vitruvius, "architecting" in this sense is not confined to producing blueprints from requirements, but instead extends
to concurrent work on operational concepts, requirements, structure, and life cycle planning.
The rise of software as a critical element of systems led to the definition of Software Engineering as a closely related
discipline to SE. The Systems Engineering and Software Engineering knowledge area in Part 6: Related Disciplines
describes how software engineering applies the principles of SE to the life cycle of computational systems (in which
any hardware elements form the platform for software functionality) and of the embedded software elements within
physical systems.
approaches have also been introduced, in which independent system elements developed and deployed within their
own life cycle are brought together to address mission and enterprise needs.
Creating flexible and tailored life cycles and developing solutions using combinations of engineered systems, each
with its own life cycle focus, creates its own challenges of life cycle management and control. In response to this
enterprise systems engineering (ESE) approaches have been developed, which consider the enterprise itself as a
system to be engineered. Thus, many of the ambitious smart system projects discussed above are being delivered as a
program of managed life cycles synchronized against a top down understanding of enterprise needs. It is important
that within these approaches we create the flexibility to allow for bottom-up solutions developed by combining open,
interoperable system elements to emerge and be integrated into the evolving solutions.
More recently, emerging technologies such as artificial intelligence, machine learning, deep learning, mechatronics,
cyberphysical systems, cybersecurity, Internet of Things (IoT), additive manufacturing, digital thread, Factory 4.0,
etc. are challenging approaches to SE.
Many of the challenges above, and the SE response to them, increase the breadth and complexity of the systems
information being considered. This increases the need for up to date, authoritative and shared models to support life
cycle decisions. This has led to the development and ongoing evolution of model-based systems engineering
(MBSE) approaches.
Future Challenges
The INCOSE Systems Engineering Vision 2025 (INCOSE 2014) considers the issues discussed above and from this
gives an overview of the likely nature of the systems of the future. This forms the context in which SE will be
practiced and give a starting point for considering how SE will need to evolve:
• Future systems will need to respond to an ever growing and diverse spectrum of societal needs in order to create
value. Individual engineered system life cycles may still need to respond to an identified stakeholder need and
customer time and cost constraint. However, they will also form part of a larger synchronized response to
strategic enterprise goals and/or societal challenges. System life cycles will need to be aligned with global trends
in industry, economy and society, which will, in turn, influence system needs and expectations.
• Future systems will need to harness the ever growing body of technology innovations while protecting against
unintended consequences. Engineered system products and services need to become smarter, self-organized,
sustainable, resource efficient, robust and safe in order to meet stakeholder demands.
• These future systems will need to be engineered by an evolving, diverse workforce which, with increasingly
capable tools, can innovate and respond to competitive pressures.
These future challenges change the role of software and people in engineered systems. The Systems Engineering and
Software Engineering knowledge area consider the increasing role of software in engineered systems and its impact
on SE. In particular it considers the increasing importance of Cyber-Physical Systems in which technology, software
and people play an equally important part in the engineered systems solutions. This requires a SE approach able to
understand the impact of different types of technology, and especially the constraints and opportunities of software
and human elements, in all aspects of life cycle of an engineered systems.
All of the challenges, and the SE responses to them, make it even more important that SE continues its transition to a
model based discipline.
The changes needed to meet these challenges will impact the life cycle processes described in Part 3: Systems
Engineering and Management and on the knowledge, skills and attitudes of systems engineers and the ways they are
organized to work with other disciplines as discussed in Part 5: Enabling Systems Engineering and Part 6: Related
Disciplines. The different ways in which SE is applied to different types of system context, as described in Part 4:
Applications of SE, will be a particular focus for further evolution to meet these challenges. The Introduction to SE
Transformation knowledge area in SEBoK Part 1 describes how SE is beginning to change to meet these challenges.
Systems Engineering: Historic and Future Challenges 39
References
Works Cited
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications. New York, NY, USA:
George Braziller.
Checkland, P. 1981. Systems Thinking, Systems Practice. Hoboken, NJ, USA: Wiley, 1981.
Churchman, C.W., R. Ackoff, and E. Arnoff. 1957. Introduction to Operations Research. New York, NY, USA:
Wiley and Sons.
International Council on Systems Engineering (INCOSE), 2014, Systems Engineering Vision 2025 July, 2014;
Accessed February 16 at http://www.incose.org/docs/default-source/aboutse/se-vision-2025.pdf?sfvrsn=4
Ferguson, J. 2001. "Crouching Dragon, Hidden Software: Software in DoD Weapon Systems." IEEE Software,
July/August, p. 105–107.
Forrester, J. 1961. Industrial Dynamics. Winnipeg, Manitoba, Canada: Pegasus Communications.
Goode, H. and R. Machol. 1957. Systems Engineering: An Introduction to the Design of Large-Scale Systems. New
York, NY, USA: McGraw-Hill.
McKean, R. 1958. Efficiency in Government Through Systems Analysis. New York, NY, USA: John Wiley and Sons.
Mumford, L. 1961. The City in History. San Diego, CA, USA: Harcourt Brace Jovanovich.
Rechtin, E. 1991. Systems Architecting. Upper Saddle River, NJ, USA: Prentice Hall.
Rechtin, E. and M. Maier. 1997. The Art of Systems Architecting. Boca Raton, FL, USA: CRC Press.
Taylor, F. 1911. The Principles of Scientific Management. New York, NY, USA and London, UK: Harper &
Brothers.
Vitruvius, P. (transl. Morgan, M.) 1960. The Ten Books on Architecture. North Chelmsford, MA, USA: Courier
Dover Publications.
Warfield, J. 1956. Systems Engineering. Washington, DC, USA: US Department of Commerce (DoC).
Wellington, A. 1887. The Economic Theory of the Location of Railroads. New York, NY, USA: John Wiley and
Sons.
Wiener, N. 1948. Cybernetics or Control and Communication in the Animal and the Machine. New York, NY, USA:
John Wiley & Sons Inc.
Wymore, A. W. 1977. A Mathematical Theory of Systems Engineering: The Elements. Huntington, NY, USA:
Robert E. Krieger.
Primary References
Boehm, B. 2006. "Some Future Trends and Implications for Systems and Software Engineering Processes." Systems
Engineering. Wiley Periodicals, Inc. 9(1), pp 1-19.
INCOSE Technical Operations. 2007. Systems Engineering Vision 2020, version 2.03. Seattle, WA: International
Council on Systems Engineering, Seattle, WA, INCOSE-TP-2004-004-02.
International Council on Systems Engineering (INCOSE), 2014, Systems Engineering Vision 2025, July 2014;
Accessed February 16 at http://www.incose.org/docs/default-source/aboutse/se-vision-2025.pdf?sfvrsn=4
Warfield, J. 1956. Systems Engineering. Washington, DC, USA: US Department of Commerce (DoC). Report
PB111801.
Warfield, J. 1976. Societal Systems: Planning, Policy, and Complexity. New York, NY, USA: John Wiley & Sons.
Systems Engineering: Historic and Future Challenges 40
Wymore, A. W. 1977. A Mathematical Theory of Systems Engineering: The Elements. Huntington, NY, USA:
Robert E. Krieger.
Additional References
Hitchins, D. 2007. Systems Engineering: A 21st Century Methodology. Chichester, England: Wiley.
The MITRE Corporation. 2011. "The Evolution of Systems Engineering." in The MITRE Systems Engineering
Guide. Accessed 8 March 2012 at [1].
Sage, A. and W. Rouse (eds). 1999. Handbook of Systems Engineering and Management. Hoboken, NJ, USA: John
Wiley and Sons, Inc.
References
[1] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ evolution_systems. html
to operate as a systems engineer. The aircraft-domain expertise remains needed for effective engineering of the wider
systems. As discussed in (Guest 1991), most good systems engineers are “T-shaped” people, with both a working
knowledge of wider-system considerations, and a deep expertise in a relevant domain, such as aeronautical,
manufacturing, software, or human factors engineering.
Engineering disciplines that are intertwined with SE include software engineering (SwE), human factors engineering,
and industrial engineering. SwE and SE are not just allied disciplines, they are intimately intertwined (Boehm 1994).
Most functionality of commercial and government systems is now implemented in software, and software plays a
prominent or dominant role in differentiating competing systems in the marketplace. Software is usually prominent
in modern systems architectures and is often the “glue” for integrating complex system components.
The scope of SwE includes both software SE and software construction, but does not include hardware SE. Thus
neither SwE nor SE is a subset of the other. See Figure 1 in Scope of the SEBoK. For a definition of the relationship
between the SEBoK and the Guide to the Software Engineering Body of Knowledge (SWEBOK), which is published
by the Institute of Electrical and Electronics Engineers (IEEE) (Bourque and Fairley 2014.) see Systems Engineering
and Software Engineering.
Human factors engineering, from micro-ergonomics to macro-ergonomics, is intertwined with SE (Booher 2003;
Pew and Mavor 2007). See Human Systems Integration in Part 6.
Industrial engineering overlaps significantly with SE in the industrial domain, but also includes manufacturing and
other implementation activities outside of SE. See Systems Engineering and Industrial Engineering in Part 6.
Finally, to field a successful system, a systems engineer may need to know one or more of the many specialty fields
in engineering, e.g., security, safety, reliability, availability, and maintainability engineering. Most of these are
considered professional disciplines in their own right and many have their own bodies of knowledge. For
explanations of how these disciplines relate to SE, overviews of what most systems engineers need to know about
them, and references within their bodies of knowledge, see Systems Engineering and Specialty Engineering in Part 6.
Non-Engineering Disciplines
SE is intimately intertwined with two non-technical disciplines: technical management (TM), and procurement and
acquisition (also known as acquisition and procurement). TM often falls within the purview of a systems engineer.
Many SE textbooks, competency models, and university programs include material about TM. TM is a specialization
of project management (PM). SE and PM have significant common content in TM, but neither is a subset of the
other. See Figure 1 in the article Scope of the SEBoK. For a definition of the relationship between the SEBoK and
the Guide to the Project Management Body of Knowledge (PMBOK), which is published by the Project Management
Institute (PMI) (PMI 2013), see Systems Engineering and Project Management in Part 6.
Procurement and acquisition practitioners draw upon SE to determine the scope and overall requirements of the
system to be procured or acquired. They then prepare requests for proposals and statements of work, determine
evaluation criteria, and design source selection processes. Once a leading source is selected, they decide upon
contracting options that encompass payments, reviews, audits, incentive fees, acceptance criteria, procedures, and the
nature of deliverables. Finally, they monitor progress with respect to plans (including those for SE), and negotiate
and execute changes and corrective actions. Many of these activities amount to specialty disciplines within
procurement and acquisition. See the article Related Disciplines in Part 6.
Systems Engineering and Other Disciplines 42
References
Works Cited
Boehm, B. W. "Integrating Software Engineering and Systems Engineering." The Journal of NCOSE Vol. 1 (No. 1):
pp. 147-151. 1994
Boehm, B. and A. Jain. 2006. "A Value-Based Theory of Systems Engineering." Proceedings, INCOSE IS 2006.
Also available at: http://sunset.usc.edu/csse/TECHRPTS/2006/usccse2006-619/usccse2006-619.pdf.
Booher, H. 2003. Handbook of Human-Systems Integration. New York, NY, USA: John Wiley & Sons Inc.
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Guest, D. 1991. "The hunt is on for the Renaissance Man of computing." The Independent. London, England:
September 17, 1991.
INCOSE. 2011. Systems Engineering Handbook, version 3.2.1. San Diego, CA, USA: International Council on
Systems Engineering (INCOSE). INCOSE-TP-2003-002-03.2.
Pew, R. and A. Mavor. 2007. Human-System Integration in the System Development Process. Washington, DC,
USA: The National Academies Press.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Primary References
Booher, H. 2003. Handbook of Human-Systems Integration. New York, NY, USA: John Wiley & Sons Inc.
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Gallagher, B., M. Phillips, K. Richter, and S. Shrum. 2011. CMMI For Acquisition: Guidelines for Improving the
Acquisition of Products and Services, second ed. Upper Saddle River, NJ, USA: Addison Wesley.
Paulk, M., C. Weber, B. Curtis, and M. Chrissis. 1995. The Capability Maturity Model: Guidelines for Improving the
Software Process. Upper Saddle River, NJ, USA: Addison Wesley.
Pyster, A. (ed.). 2009. Graduate Software Engineering 2009 (GSwE2009): Curriculum Guidelines for Graduate
Degree Programs in Software Engineering. Integrated Software & Systems Engineering Curriculum Project.
Hoboken, NJ, USA: Stevens Institute of Technology, September 30, 2009.
Pew, R. and A. Mavor. 2007. Human-System Integration in the System Development Process. Washington, DC,
USA: The National Academies Press.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
None.
Introduction to SE Transformation
While the primary focus of the SEBoK is on the current practice of domain independent systems engineering, it is
also concerned with the future evolution of the discipline.
The topics in this Knowledge Area (KA) summarize SE knowledge which is emerging and transitioning to become
part of the practice of systems engineering, such as Model-Based Systems Engineering (MBSE). In general topics
will be introduced here and then expanded into other SEBoK KA's over time.
The knowledge covered in this KA reflects the transformation and continued evolution of SE. For a summary of the
current and future challenges that contribute to this evolution, see Systems Engineering: Historic and Future
Challenges. This notion of SE transformation and the other areas of knowledge which it includes are discussed
briefly below.
Topics
Each part of the SEBoK is divided into Knowledge Areas (KA), which are groupings of information with a related
theme. The KAs in turn are divided into topics. This KA contains the following topics:
• Transitioning Systems Engineering to a Model-based Discipline
• Systems Engineering Core Concepts
Vision 2025 and define the attributes of a transformed SE discipline in the future:
• Relevant to a broad range of application domains, well beyond its traditional roots in aerospace and defense, to
meet society’s growing quest for sustainable system solutions to providing fundamental needs, in the globally
competitive environment.
• Applied more widely to assessments of socio-physical systems in support of policy decisions and other forms of
remediation.
• Comprehensively integrating multiple market, social and environmental stakeholder demands against
“end-to-end” life-cycle considerations and long-term risks.
• A key integrating role to support collaboration that spans diverse organizational and regional boundaries, and a
broad range of disciplines.
• Supported by a more encompassing foundation of theory and sophisticated model-based methods and tools
allowing a better understanding of increasingly complex systems and decisions in the face of uncertainty.
• Enhanced by an educational infrastructure that stresses systems thinking and systems analysis at all learning
phases.
• Practised by a growing cadre of professionals who possess not only technical acumen in their domain of
application, but who also have mastery of the next generation of tools and methods necessary for the systems and
integration challenges of the times.
Some of these future directions of SE are covered in the SEBoK. Other need to be introduced and fully integrated
into the SE knowledge areas as they evolve. This KA will be used to provide an overview of these transforming
aspects of SE as they emerge. This transformational knowledge will be integrated into all aspects of the SEBoK as it
matures.
References
Works Cited
International Council on Systems Engineering (INCOSE), 2014, Systems Engineering Vision 2025, July, 2014;
Accessed February 16 at http://www.incose.org/docs/default-source/aboutse/se-vision-2025.pdf?sfvrsn=4
MBSE Transition
The INCOSE Systems Engineering Vision 2025 (INCOSE 2014, pg 38) describes the current state of MBSE as
follows: 'Model-based systems engineering has grown in popularity as a way to deal with the limitations of
document-based approaches, but is still in an early stage of maturity similar to the early days of CAD/CAE.'
SE Vision 2025 also describes a continuing transition of SE to a model-based discipline in which: 'Formal systems
modeling is standard practice for specifying, analyzing, designing, and verifying systems, and is fully integrated with
other engineering models. System models are adapted to the application domain, and include a broad spectrum of
models for representing all aspects of systems. The use of internet driven knowledge representation and immersive
technologies enable highly efficient and shared human understanding of systems in a virtual environment that span
the full life cycle from concept through development, manufacturing, operations, and support.'
The transition to a more model-based discipline is not without its challenges. This requires both advancements in the
practice, and the need to achieve more widespread adoption of MBSE within organizations across industry sectors.
Advancing the practice requires improvements in the modeling languages, methods, and tools. The modeling
languages must continue to improve in terms of their expressiveness, precision, and usability. MBSE methods, such
as those highlighted in A Survey of Model-Based Systems Engineering (MBSE) Methodologies (Estefan 2008), have
continued to evolve, but require further advancements to provide a rigorous approach to modeling a system across
the full system lifecycle, while being more adaptable to a diverse range of application domains. The modeling tools
must also continue to evolve to support the modeling languages and methods, and to integrate with other
multi-disciplinary engineering models and tools in support of the broader model-based engineering effort. The
movement towards increased use of modeling standards, that are more widely available in commercial tools, and
rigorous model-based methodologies, increase the promise of MBSE.
Many organizations are adopting aspects of MBSE to improve their systems engineering practice, particularly since
MBSE was introduced in the INCOSE Systems Engineering Vision 2020 in 2007. However, as indicated in the SE
Vision 2025, MBSE is still being applied in pockets within organizations and unevenly across industry sectors.
Similar to the evolution of model-based approaches in other disciplines such as mechanical and electrical
engineering, the transition occurs incrementally as the methods and tools mature.
The adoption of MBSE requires a workforce that is skilled in the application of MBSE. This requires organizations
to provide an infrastructure that includes MBSE methods, tools, and training, and a commitment to deploy this
capability to their programs As with any organizational change, this must be approached strategically to grow this
capability and learn from their experiences.
Like other engineering disciplines, the transition of systems engineering to a model-based discipline is broadly
recognized as essential to meet the challenges associated with increasing system complexity, and achieving the
productivity and quality improvements. The SEBoK will continue to reflect the growing body of knowledge to
facilitate this transition.
Transitioning Systems Engineering to a Model-based Discipline 47
References
Works Cited
Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, rev, B. Seattle, WA:
International Council on Systems Engineering.
INCOSE-TD-2007-003-02. Accessed April 13, 2015 athttp:/ / www. omgsysml. org/
MBSE_Methodology_Survey_RevB.pdf
INCOSE Technical Operations. 2007. Systems Engineering Vision 2020, version 2.03. Seattle, WA: International
Council on Systems Engineering, Seattle, WA, INCOSE-TP-2004-004-02.
International Council on Systems Engineering (INCOSE), 2014,Systems Engineering Vision 2025July, 2014;
Accessed February 16 at http://www.incose.org/docs/default-source/aboutse/se-vision-2025.pdf?sfvrsn=4
Long , James E., 2000,Systems Engineering (SE) 101, CORE ®: Product & Process Engineering Solutions , Vitech
training materials,Vitech Corporation , Vienna, VA.
Object Management Group (OMG), 2003, Model-Driven Architecture (MDA) Guide, v1.01, June 12 2003, available
at http://www.omg.org/mda/.
Object Management Group (OMG), 2015, OMG Systems Modeling Language (OMG SysML™), V1.4, OMG
document number formal/2015-06-03, September 2015; http://www.omg.org/spec/SysML/1.4/
Object Management Group (OMG), 2013, Unified Profile for DoDAF/MODAF (UPDM) OMG document number
formal/2013-08-04, August 2013, http://www.omg.org/spec/UPDM/2.1/
Standard for Integration Definition for Function Modeling(IDEF0), 1993, Draft Federal Information Processing
Standards, Publication 183, December 21, 1993.
Wymore, W.,Model-Based Systems Engineering. Boca Raton, FL: CRC Press , 1993
Primary References
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities [1], Section
9.2 Model-Based Systems Engineering, version 4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN:
978-1-118-99940-0
Additional References
MBSE Wikipedia. Accessed February 16, 2015, http://www.omgwiki.org/MBSE/doku.php
References
[1] http:/ / sebokwiki. org/ draft/ INCOSE_Systems_Engineering_Handbook
Digital Engineering 48
Digital Engineering
Lead Author: Ron Giachetti
The US Under Secretary of Defense for Research and Development released the US Department of Defense (DoD)
Digital Engineering Strategy in June 2018 describing five goals to streamline the DoD acquisition process through
the creation of a digital thread enabling the conception, design, and development of complex weapon systems (DoD
2018; Zimmerman 2017). The crux of digital engineering is the creation of computer readable models to represent all
aspects of the system and to support all the activities for the design, development, manufacture, and operation of the
system throughout its lifecycle. These computer models would have to be based on shared data schemata so that in
effect a digital thread integrates all the diverse stakeholders involved in the acquisition of new weapon systems. The
Digital Engineering Strategy anticipates digital engineering will lead to greater efficiency and improved quality of all
the acquisition activities.
Digital Twin
A digital twin is a related yet distinct concept to digital engineering. The digital twin is a high-fidelity model of the
system, which can be used to emulate the actual system. An organization would be able to use a digital twin to
analyze design changes prior to incorporating them into the actual system.
References
Works Cited
Bone, M.A., M.R. Blackburn, D.H. Rhodes, D.N. Cohen, and J.A. Guerrero. 2018 "Transforming systems
engineering through digital engineering." The Journal of Defense Modeling and Simulation (2018):
1548512917751873.
Digital Engineering 49
DoD. 2018. DoD Digital Engineering Strategy. Office of the Undersecretary of Defense for Research and
Engineering (OUSD R&E), US Department of Defense. June 2018.
Giachetti, R.E. 2015. "Evaluation of the DoDAF Meta-model's Support of Systems Engineering." Procedia
Computer Science 61 (2015): 254-260.
Vaneman, W.K. 2018. "Evolving Model‐Based Systems Engineering Ontologies and Structures." Proceedings of the
International Council on Systems Engineering (INCOSE) International Symposium, 7-12 July 2018, Washington
DC. Symposium Proceedings vol. 28, no. 1, pp. 1027-1036.
Zimmerman, P. "DoD Digital Engineering Strategy." Proceedings of the 20th Annual National Defense Industrial
Association (NDIA) Systems Engineering Conference, 23-26 October 2017, Springfield, VA.
Primary References
Bone, M.A., M.R. Blackburn, D.H. Rhodes, D.N. Cohen, and J.A. Guerrero. 2018 "Transforming systems
engineering through digital engineering." The Journal of Defense Modeling and Simulation (2018):
1548512917751873.
Singh, V. and K.E. Willcox. "Engineering Design with Digital Thread." AIAA Journal 56(11) (2018): 4515-4528.
Zimmerman, P. "DoD Digital Engineering Strategy." Proceedings of the 20th Annual National Defense Industrial
Association (NDIA) Systems Engineering Conference, 23-26 October 2017, Springfield, VA.OUSD R&E,DoD
Digital Engineering Strategy, (June 2018).
Additional References
None.
Set-Based Design
Lead Authors: Eric Specking, Gregory S. Parnell, and Ed Pohl
Set-based design (SBD) is a complex design method that enables robust system design by 1) considering a large
number of alternatives, 2) establishing feasibility before making decisions, and 3) using experts who design from
their own perspectives and use the intersection between their individual sets to optimize a design (Singer, Doerry,
and Buckley 2009). Model-based engineering (MBE)/model-based system engineering (MBSE) with an integrated
framework can enable the use of SBD tradespace exploration, and for some situations (i.e. early-design stage with
low fidelity models), in near-real time (Specking et al. 2018a). This article provides insights on using model-based
design to create and assess alternatives with set-based design.
Introduction
SBD analyzes sets of alternatives instead of single solutions. Sets are “two or more design points that have at least
one design option in common” (Specking et al. 2018b) or “the range of options for a design factor” (Singer et al.
2017). A design factor is a “solution parameter, characteristics, or relationship that influences the design at the
system level.” (Singer et al. 2017) Systems engineers should develop sets determining the design factors and
separating the design factors into set drivers or set modifiers. Set drivers are “fundamental design decisions that
define the system characteristics that enable current and future missions”, while set modifiers are “design decisions
that are ‘added on’ to the system and can be modified to adapt for new missions and scenarios” (Specking et al.
2018b).
SBD is not the best design method for every situation. SBD is particularly useful in early-stage design and if the
project contains the following attributes:
• A large number of design variables,
• Tight coupling among design variables,
• Conflicting requirements,
• Flexibility in requirements allowing for trades, or
• Technologies and design problems not well understood – learning required for a solution (Singer et al. 2017)
In early-stage design, SBD helps inform requirements analysis and assess design decisions. (Parnell et al. 2019)
Quantitative SBD requires an integrated, MBE environment to assess the effects of constraining and relaxing
requirements on the feasible tradespace. For example, Figure 2 demonstrates the effects of constraining or relaxing
requirements of an unmanned aerial vehicle case study with all of the explored designs in orange, the tradespace
effected by non-requirement constraints (e.g. physics with requirements relaxed to not affect the tradespace) in blue,
the original UAV feasible tradespace in yellow, and the relaxed (black)/constrained (red) tradespaces.
Set-Based Design 51
Figure 1. Effects of Requirements on the UAV's Feasible Tradespace (Parnell et al. 2019, used with permission)
The tornado diagram, seen in Figure 3 shows results of a one requirement at a time analysis. This makes it easy to
see how the constraining/relaxing each individual requirement effects the feasible tradespace. Figure 3 shows that
the requirements “Detect Human Activity at Night” and “Detect Human Activity in Daylight” have the greatest
impact on the feasible tradespace.
Figure 2. UAV Case Study Results of One-by-One Requirement Analysis (Parnell et al. 2019, used with permission)
Changing the requirements does not always translate to finding improved designs. The individual one requirement at
a time analysis scatterplot provides important information, as seen in an example illustration in Figure 4. It is
important to carefully analyze the Pareto Frontier created by each change (represented by a different color) and
compare it the Pareto Frontier of the original analysis. If the original requirement level produces better alternatives,
Set-Based Design 52
then it does not make sense to change (constrain or relax) the requirement.
Figure 3. Effect on Feasible Tradespace by Changing Most Sensitive UAV Requirement (Specking et al. 2019, used with permission)
Additionally, using SBD can add value to the overall project and team. Some of the advantages include:
• enables reliable, efficient communications,
• allows much greater parallelism in the process, with much more effective use of subteams early in the process,
• allows the most critical, early decisions to be based on data, and
• promotes institutional learning. (Ward et al. 1995)
Figure 4. SBD Conceptual Framework for Systems Design (Specking et al. 2019, used with permission)
SBD is a social-technical process and should involve input and interactions from several teams, but Figure 6
provides a SBD tradespace exploration process for system analysts. (Specking et al. 2019) This process is especially
useful to perform early-stage design and is an eight step process (Specking et al. 2018b). The system analyst starts by
analyzing the business/mission needs and system requirements. Systems engineers use this information, along with
models and simulations developed by themselves or provided by systems and subsystem teams, to develop an
integrated model. Systems engineers include requirements to assess feasible and infeasible alternatives using this
integrated model. They explore the tradespace by treating each design decision as a uniform (discrete or continuous)
random variable. An alternative consists of an option from every design decision. Systems engineers then use the
integrated model to evaluate each alternative and to create the feasible tradespace. Monte Carlo simulation is one
method that enables a timely alternative creation and evaluation process. The created tradespace will consist of
infeasible and feasible alternatives based upon the requirements and any physics based performance models and
simulations. Systems engineers should work with the appropriate stakeholders to inform requirements when the
tradespace produces a significantly small number of or no feasible alternatives. In addition to feasibility, systems
engineers should also analyze each design decision by using descriptive statistics and other analyses and data
analytics techniques. This information provides insights into how each design factor influences the feasible
tradespace. Once the tradespace contains an acceptable number of alternatives, it is then classified by sets. This is an
essential part of SBD. If the set drivers or design factors are not known, system engineers should view the tradespace
by each design decision for insights. Systems engineers should use dominance analysis and other optimization
methods to find optimal or near optimal alternatives based upon the measures of effectiveness. Systems engineers
should explore the remaining sets for additional insights on the feasible tradespace and the requirements. The final
part of this process is to select one or more sets to move to the next design-stage. It should be noted that this process
contains cycles. At any part of this process, systems engineers should use the available information, such as from
tradespace exploration or set evaluation, to inform requirement analysis or update the integrated model. Additionally,
the systems engineer should update the integrated model with higher fidelity models and simulations as they become
available. The key is to have the “right” information from the “right” people at the “right” time.
Set-Based Design 54
References
Works Cited
Parnell, G.S., E. Specking, S. Goerger, M. Cilli, and E. Pohl. 2019. “Using Set-Based Design to Inform System
Requirements and Evaluate Design Decisions.” Proceedings of the 29th Annual International Council on Systems
Engineering (INCOSE) International Symposium, 20-25 July 2019, Orlando, FL.
Singer, D.J., N. Doerry, and M. E. Buckley. 2009. “What Is Set-Based Design?” Naval Engineers Journal. 121(4):
31–43.
Singer, D., J. Strickland, N. Doerry, T. McKenney, and C. Whitcomb. 2017. “Set-Based Design.” SNAME T&R
Bulletin SNAME (mt) Marine Technology Technical and Research Bulletin.
Specking, E., C. Whitcomb, G. Parnell, S. Goerger, E. Kundeti, and N. Pohl. 2018a. “Literature Review: Exploring
the Role of Set-Based Design in Trade-off Analytics.” Naval Engineers Journal. 130 (2): 51-62.
Specking, E., G. Parnell, E. Pohl, and R. Buchanan. 2018b. “Early Design Space Exploration with Model-Based
System Engineering and Set-Based Design.” IEEE Systems. 6(4): 45.
Specking, E., G. Parnell, S. Goerger, M. Cilli, and E. Pohl. 2019. "Using Set-Based Design to Inform System
Requirements and Evaluate Design Decisions." Proceedings of the 29th Annual International Council on Systems
Engineering (INCOSE) International Symposium, 20-25 July 2019, Orlando, FL.
Ward, A., I. Durward Sobek, J. C. John, and K. L. Jeffrey. 1995. “Toyota, concurrent engineering, and set-based
design.” in Engineered in Japan: Japanese Technology-management Practices. Oxford, England: Oxford University
Press. pp. 192–216.
Set-Based Design 55
Primary References
None.
Additional References
None.
The MBSE Initiative was kicked off at the INCOSE International Workshop (IW) in 2007 at the Albuquerque, NM,
USA Embassy Suites. There was approximately 45 INCOSE members for this first meeting, held the two days
preceding IW.
Surveys were conducted in 2009, 2012, 2014, and 2018, and 2019 to better understand the adoption trends of
model-based systems engineering.
Introduction
Model-based systems engineering (MBSE) is not a new concept. Wymore (1993) published the seminal work on the
topic. This book presents the mathematical theory behind MBSE. Since that time, engineering has made significant
movement from text-based approaches using office-based tools (e.g. Harvard Graphics, Microsoft PowerPoint,
Microsoft Visio, etc.) to an interconnected set of graphical diagrams. These diagrams are generally created in a tool
with a specialized graphical user interface.
Today aerospace engineers no longer use drafting boards to create their drawings – they use computer aided design
(CAD) tools. Likewise, software engineers seldom use EMACS or Vi (text editors), instead, they use software GUIs
that allow them to code, check syntax, compile, link, and run their software all in a single environment.
Broadly speaking, a {{TermModel_(glossary) can be thought of as a facsimile or abstraction of reality. To this end,
even a requirements document can be considered a model – it represents what a real system should do in performing
its mission or role. While systems engineering has used models for a very long time, MBSE is the systems
engineering migration to computer-based graphical user interfaces to perform our analysis and design tasks just as
our other engineering brethren have moved to computer-based graphical user interfaces.
A discussion of available tools is beyond the scope of this article, and not the practice of the SEBoK to review or
promote specific tool offerings. However, it is fair to state that current MBSE tools fall into three broad categories:
1) Functional decomposition tools that use IDEF0 (also called IPO) diagrams, N2 diagrams, functional flow block
diagrams, etc., 2) Object-oriented tools that implement the Object Management Group’s Systems Modeling
Language (SysML), and 3) Mathematical modeling tools.
This migration for systems engineering might have begun in the late 90’s. The INCOSE INSIGHT publication
proclaimed that MBSE was a new paradigm (INSIGHT 1998). Cloutier (2004) addressed the migration from a
waterfall systems engineering approach to an object-oriented approach on the Navy Open Architecture project. At
that time, SysML did not exist, and the teams were using the Unified Modeling Language (UML) that was
predominately a software modeling tool. Zdanis & Cloutier (2007a, 2007b) addressed the use of activity diagrams
Model-Based Systems Engineering Adoption Trends 2009-2018 56
instead of sequence diagrams for systems engineering based on the newly released SysML. In 2009, the INCOSE
INSIGHT publication proclaimed MBSE was THE new paradigm (INSIGHT 2009).
Approach
In 2009 a survey was commissioned by the Object Management Group (OMG) with the intent of informing the
SysML Working Group on necessary changes to SysML since its first release [Cloutier & Bone 2010). That survey
focused on process more than adoption. Beginning in 2012, INCOSE has commissioned three more surveys to
understand adoption trends and obstacles. The survey instrument remained relatively unchanged for 2012, 2014, and
2018 (Cloutier 2015, Cloutier 2019a). In January of 2019, the Jet Propulsion Lab (JPL) conducted an MBSE
Workshop (Cloutier 2019b). A survey of those participants was conducted, and the intent of the questions was to
augment knowledge gained from the 2018 survey. The table below shows the number of respondents in each of the
surveys.
Table 1. MBSE Survey Purposes and Responses (Cloutier 2019, used with permission)
Country Responses Country Responses
France 30 China 2
Australia 20 Poland 2
Netherlands 19 Russia 1
Japan 8 Romania 1
Canada 6 Turkey 1
Italy 6 Columbia 1
Sweden 6 Norway 1
Switzerland 4 UAE 1
Brazil 4 Belarus 1
India 4
Model-Based Systems Engineering Adoption Trends 2009-2018 57
As part of the demographics, Figure 1 shows the represented industries. Because the “Other” category was so large,
the data was analyzed to better understand Figure 2.
Figure 1. Industries Represented in the 2018 MBSE Survey. (Cloutier 2019a, used with permission)
Figure 2. "Other" Industries Represented in the 2018 MBSE Survey. (Cloutier 2019a, used with permission)
The 2018 survey indicated that there seems to be an increased application of MBSE in traditionally civil engineering
industries – specifically energy, infrastructure, and transportation (Figure 2) One of the most interesting aspects of
the 2018 survey is the finding that MBSE is being applied in the early phases of systems engineering, and less so in
the later phases as shown in Figure 3.
Model-Based Systems Engineering Adoption Trends 2009-2018 58
Figure 3. MBSE is More Likely to be Used in Early Stages of Systems Engineering (Cloutier 2019a, used with permission)
This was confirmed by the JPL question “Where do we believe MBSE holds the most promise?” Figure 4 shows that
76% of the responses indicated System/subsystem architecting, 42% thought requirements analysis, and 39%
believed early conceptualization (note: the question allowed for multiple answers).
Figure 4. JPL Workshop Response Regarding "Where MBSE Holds the Most Promise" (Coutier 2019b, used with
permission)
Model-Based Systems Engineering Adoption Trends 2009-2018 59
Figure 5. JPL Workshop Response Regarding "Is Your Modeling Experience Valued by Management?" (Coutier 2019b,
used with permission)
When asked whether the JPL survey respondents believed that their systems modeling experience is recognized as a
valued skill supporting career growth of systems engineers in my organization, just over 50% believed management
valued their experience. A smaller number, 21%, believed their modeling experience was not valued (Figure 5).
Figure 6. Shift of MBSE Adoption in New Industries (Cloutier 2019a, used with permission)
Model-Based Systems Engineering Adoption Trends 2009-2018 60
Model-based systems engineering seems to be expanding in influence in that it is not just in the purview of the
systems engineers. While systems and software engineers find value in MBSE practices, Figure 6 demonstrates that
the customer is finding value in MBSE practices. It is also interesting that software engineers perceived value of
MBSE is declining from survey to survey.
Figure 7. Perceived Value of MBSE Practices to Different Project Segments (Cloutier 2019a, used with permission)
Model-Based Systems Engineering Adoption Trends 2009-2018 61
Figure 8. Inhibitors to the Successful Adoption of MBSE within an Organization/Company (Cloutier 2019a, used with permission)
Figure 8 demonstrates that availability of MBSE skills, cultural and general resistance to change have continued to
increase. Lack of perceived value reflects the findings in Figure 6 – software and hardware engineers are not seeing
the value of MBSE.
Conclusions
Surveys conducted between 2012 and 2018 demonstrate that MBSE practices are spreading beyond traditional
Defense and Space domains. Most MBSE practitioners are finding MBSE is most useful in the early project phases
of conceptualization, requirements analysis, and systems architecting. There continues to be a skills shortage, yet
companies/organizations are providing less training to improve MBSE skills. Both systems engineers, systems
engineering management, and the systems engineering customer are finding value to using models to perform
systems engineering.
References
Works Cited
Cloutier, R. 2004. "Migrating from a Waterfall Systems Engineering Approach to an Object Oriented Approach –
Lessons Learned." ICSE and INCOSE Region II Conference, 15 September 2004, Las Vegas, NV.
Cloutier, R. and M. Bone. 2010. "Compilation of SysML RFI- Final Report: Systems Modeling Language (SysML)
Request For Information." OMG Document: syseng/2009-06-01. Report date: 02/20/2010. Retrieved from http:/ /
www. omgwiki. org/ OMGSysML/ lib/ exe/ fetch. php?media=sysml-roadmap:omg_rfi_final_report_02_20_2010-1.
pdf on 10/24/2019
Cloutier, R. 2015. "Current Modeling Trends in Systems Engineering." INSIGHT, A Publication of the International
Council on Systems Engineering (INCOSE). Volume 18, Issue 2.
Model-Based Systems Engineering Adoption Trends 2009-2018 62
Cloutier, R. 2019a. "2018 MBSE Survey Results." Proceedings of the 2019 INCOSE MBSE Workshop, presented at
the INCOSE 2019 International Workshop, 26-29 January 2019, Torrance, CA.
Cloutier, R. 2019b. "2019 JPL MBSE Survey Results." Presented at the 2019 Jet Propulsion Lab (JPL) MBSE
Workshop, January 2019, Pasadena, CA.
INSIGHT. 1998. Model-Based Systems Engineering: A New Paradigm. A Publication of the International Council
on Systems Engineering (INCOSE). Volume 1, Issue 3.
INSIGHT. 2009. Special Edition on Model-based Systems Engineering: The New Paradigm. A Publication of the
International Council on Systems Engineering (INCOSE). Volume 12, Issue 4.
Wymore, W. 1993. Model-Based Systems Engineering. Boca Raton, FL: CRC Press.
Zdanis, L. and R. Cloutier. 2007. "The Use of Behavioral Diagrams in SysML." Hoboken, NJ: Stevens Institute of
Technology. Proceedings of the Conference on Systems Engineering Research (CSER) 2007, 14-16 March 2007,
Hoboken, NJ, USA. ISBN 0-9787122-1-8.
Zdanis, L. and R. Cloutier. 2007. "The Use of Behavioral Diagrams in SysML." IEEE Long Island Systems,
Applications and Technology Conference, Farmingdale, NY, 2007, pp. 1-1. doi: 10.1109/LISAT.2007.4312634
Primary References
Bone, M. and R. Cloutier. 2010. "The Current State of Model Based Systems Engineering: Results from the OMG™
SysML Request for Information 2009." Proceedings of the 8th Conference on Systems Engineering Research
(CSER), 17-19 March 2010, Hoboken, NJ. http://www.omgsysml.org/news-articles.htm
Cloutier, R. and M. Bone. 2012. "MBSE Survey 2." Presented at the International Council on Systems Engineering
(INCOSE) International Workshop, 21-24 January 2012, Jacksonville, FL.
Cloutier, R. 2019a. "2018 MBSE Survey Results." Proceedings of the 2019 INCOSE MBSE Workshop, presented at
the INCOSE 2019 International Workshop, 26-29 January 2019, Torrance, CA.
Cloutier, R. 2019b. "2019 JPL MBSE Survey Results." Presented at the 2019 Jet Propulsion Lab (JPL) MBSE
Workshop, January 2019, Pasadena, CA.
Additional References
Batarseh, O., L. McGinnis, J. Lorenz. 2012. “MBSE Supports Manufacturing System Design.” Proceedings of the
22nd Annual International Council of Systems Engineering (INCOSE) International Symposium, 9-12 July 2012,
Rome Italy. Paper ID: 2950
Kernschmidt, K., B. Vogel-Heuser. 2013. "An interdisciplinary SysML based modeling approach for analyzing
change influences in production plants to support the engineering." Proceedings of the 2013 IEEE International
Conference on Automation Science and Engineering (CASE), 17-20 Aug. 2013. pp.1113-1118. doi:
10.1109/CoASE.2013.6654030
Gulan, S., S. Johr, R. Kretschmer, S. Rieger, M. Ditze. 2013. “Graphical Modelling meets formal methods."
Proceedings of the 11th IEEE International Conference on Industrial Informatics (INDIN), 29-31 July 2013.
pp.716-721. doi: 10.1109/INDIN.2013.6622972
Hoffmann, H. 2012. "Streamlining the development of complex systems through model-based systems engineering,"
Proceedings of the 2012 IEEE/AIAA 31st Digital Avionics Systems Conference (DASC), 14-18 Oct. 2012.
pp.6E6-1,6E6-8. doi: 10.1109/DASC.2012.6382404
Paredis, C.J.J., Y. Bernard, R.M. Burkhart, H.P. de Koning, S. Friedenthal, P. Fritzson, N.F. Rouquette, W. Schamai.
2010. "An overview of the SysML-Modelica transformation specification." Proceedings of the 2010 International
Council on Systems Engineering (INCOSE) International Symposium, 11-15 July 2010, Chicago, IL.
Model-Based Systems Engineering Adoption Trends 2009-2018 63
Pihlanko, P., S. Sierla, K. Thramboulidis, M. Viitasalo. "An industrial evaluation of SysML: The case of a nuclear
automation modernization project." Proceedings of the 18th IEEE Conference on Emerging Technologies & Factory
Automation (ETFA), 10-13 September 2013. pp.1-8. doi: 10.1109/ETFA.2013.6647945
Ramos, A.L., J.V. Ferreira, J. Barcelo. "Model-Based Systems Engineering: An Emerging Approach for Modern
Systems." IEEE Transactions on Systems, Man, and Cybernetics, Part C: Applications and Reviews. 42(1):101-111,
Jan. 2012. doi: 10.1109/TSMCC.2011.2106495
SECM Approach
A concept model, called the Concept Map, was developed by the original SEBoK team prior to release of the SEBoK
v1.0 in 2012, and was used to support integration of the initial concepts across the SEBoK topic areas. The Concept
Map included a concept model, and a mapping of the concepts to the glossary terms and to the sections of the
SEBoK.
The SECM captures the Systems Engineering concepts and their relationship that are contained in today’s SEBoK.
The small subset of UML constructs and symbols, shown in Figure 1, are used to represent the SECM model. The
choice of notations is intended to balance simplicity, understandability, and precision.
Figure 2 below shows a usage of these constructs and symbols when applied to a simple example of a Car. This
diagram shows that a Car is kind of a Vehicle, and that the Driver drives the car (a reference relationship), and that
there are four wheels that are parts of the Car.
Systems Engineering Core Concepts 64
The SECM is presented in a series of diagrams that generally represent concepts for particular knowledge areas and
topics in the SEBoK, and also include references to glossary terms in the SEBoK.
The approach used to capture the SECM content from the SEBoK is described in the following steps:
1. A topic within a SEBoK knowledge area is selected and the text is evaluated to identify key Systems Engineering
concepts
2. From the sentences containing the concepts, the subjects, i.e. the concepts, and the predicate, i.e. the relationship
between concepts, are identified. The predicate is a statement that says something about the subject
3. A search is conducted for this concept in other areas of the SEBoK, and the accompanying text, is evaluated to
further refine the concept and its relationships to other concepts.
4. The definition of the concept in the SEBoK glossary, if available, is evaluated.
5. The use and definition of this concept in the other two industry references is evaluated.
6. The concept and a derived definition from the above evaluation are added to the SECM.
7. The discovered relationships between the concepts are added to the model and to the relevant diagrams. The
diagrams group related concepts often associated with a SEBoK Knowledge Area or Topic.
8. As new contributions are made to the SEBoK, this approach can be used to identify new concepts and
relationships, and add them to the SECM.
References
Works Cited
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
SysML Roadmap: Systems Engineering Concept Model Workgroup (SECM) [OMG SysML Portal] http:/ / www.
omgwiki.org/OMGSysML/doku.php?id=sysml-roadmap%3Asystems_engineering_concept_model_workgroup
Primary References
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Additional References
None
< Previous Article | Parent Article | Next Article >
SEBoK v. 2.1, released 31 October 2019
67
Primary Users
Primary users are those who use the SEBoK directly, as shown in Table 1. Hyperlinks in the second column link to
the associated use case, where one has been written. The use cases are listed at the end of the topic, and may also be
seen here. [1]
1 Practicing Systems Engineers • Taking on a new SE role in a project; preparing by finding references for study
ranging from novice through expert • Expanding SE expertise and specialization; preparing by finding references for study
• Seeking to understand the principles of SE; seeking the best references to elaborate on those principles
• Reviewing a project or mentoring a new SE performer; seeking to understand what best practices to
look for
• Pursuing professional development through study of SE topics, including new developments in SE
2 Process engineers responsible for • Maintaining a library of SE process assets; seeking to understand which SE process models and
defining or implementing SE standards are most relevant
processes • Tailoring a process for a specific project; seeking to learn how others have tailored processes, or how a
specific application domain affects tailoring
• Measuring the effectiveness of an organization’s SE processes; seeking to learn how others have done
that
• Defining standards for a professional society or standards organization
3 Faculty Members • Developing a new graduate program in SE, and deciding what core knowledge all its students must
master; the user should consult the Graduate Reference Curriculum for Systems Engineering
(GRCSE™) in conjunction with the SEBoK
• Developing a new SE course; seeking to identify course objectives, topics, and reading assignments
• Incorporate SE concepts in courses or curricula focused on engineering disciplines other than SE
4 GRCSE authors • As members of the GRCSE author team, deciding what knowledge to expect from all SE graduate
students
• See Graduate Reference Curriculum for Systems Engineering (GRCSE™) (Pyster et al. 2015)
SEBoK Users and Uses 68
5 Certifiers • Defining a company’s in-house SE certification program; seeking to understand what others have done,
how such programs are typically structured, and how to select the knowledge that each person seeking
certification should master
• Defining certification criteria for a professional society or licensure program
6 General Managers, Other • Mastering basic vocabulary, boundaries, and structure of SE; seeking a few primary references
Engineers, developers, testers, • Learning what the scope of SE is, relative to the General Manager role
researchers • Learning what the role of the systems engineer consists of, relative to others on a project or in an
organization
• Learning to effectively perform a general manager role on an SE integrated product team
7 Customers of Systems Engineering • Providing resources to and receiving artifacts from systems engineers
• Seeking to better understand what to ask for, how to request it, how much to pay for it, and how to
judge the quality of what is received
8 SE managers • Evaluating possible changes in team processes and tools proposed by systems engineers on various
teams; seeking independent information with which to evaluate the proposals
• Hiring systems engineers, and developing competency-based job descriptions
9 SE researchers • Looking for gaps are in SE knowledge to help guide a research agenda
• Getting familiarize with a research topic; seeking the most important articles about the topic
Secondary Users
Secondary users are those who use the SEBoK with assistance from a systems engineer, as shown in Table 2.
1 Human resource • Supporting the hiring and professional development of systems engineers
development
professionals
2 Non-technical managers • Augmenting understanding of central concerns with information about relevant SE topics; e.g., a contracting
manager might want to better understand SE deliverables being called out in a contract
3 Attorneys, policy makers • Defining the impact of SE performance on central concerns; e.g., understanding the liability of a systems engineer
for errors in judgment on a project, or the limitations of SE in guaranteeing the success of a project against
actions of sponsors, managers, or developers
References
Works Cited
None.
Primary References
None.
Additional References
None.
References
[1] http:/ / sebokwiki. org/ draft/ Case_Studies
Get an Overview
The next step for someone new to SE is get an overview of the discipline. Part 1: SEBoK Introduction contains four
articles particularly helpful to one new to SE.
• The article Systems Engineering Overview frames systems engineering inside the larger topic of ‘Systems
Science.’
• The article Economic Value of Systems Engineering makes the business case for investing in systems engineering
as a way to reduce total ownership cost.
• The article Systems Engineering and Other Disciplines discusses briefly how systems engineers and other
engineers interact as together they develop complex systems.
• Finally, the article Systems Engineering: Historic and Future Challenges gives a quick history of the discipline
and discusses what lays ahead.
References
Works Cited
None.
Primary References
None.
Additional References
None.
can benefit from bridging the gap between legacy and more-recently-acquired knowledge. For more information, see
Enabling Teams in Part 5.
• life cycle processes, management, technical practices, in Part 3 (Systems Engineering and Management KA)
• approaches for specifying, architecting, verifying and validating the hardware, software, and human factors
aspects of the product, as well as common pitfalls to avoid and risks to manage, also in Systems Engineering and
Management
• guidelines for the systems engineering of products, in Part 4: Applications of Systems Engineering, including
references
• SE knowledge, skills, abilities, and attitudes (KSAAs) needed for a project in Part 5: Enabling Systems
Engineering including references
• specialty engineering disciplines that may be key to the project’s success, in Part 6: Related Disciplines
Tara's awareness of the deaths caused by the Therac-25 radiation therapy device motivates her to study not only the
Safety Engineering topic in Part 6, but all of its key references as well.
While reading about SE life cycle process models in Systems Engineering and Management in Part 3, Tara notes the
reference to the Next Generation Medical Infusion Pump Case Study in Part 7. This case study strikes Tara as highly
relevant to her medical-device work, and she observes that it is organized into phases similar to those used at
HealthTech. From the case study, Tara gains understanding of how a project such as hers would progress: by
concurrently evaluating technology opportunities, by discovering the needs of various device stakeholders such as
patients, nurses, doctors, hospital administrators, and regulatory agencies, and by working through increasingly
detailed prototypes, specifications, designs, plans, business cases, and product safety analyses.
The case study mentions its source: Human-System Integration in the System Development Process [3] (Pew and
Mavor 2007), published by the U.S. National Research Council. Tara obtains this book. In it, she finds numerous
good practices for human-systems needs analysis, organizational analysis, operations analysis, prototyping, usability
criteria formulation, hardware-software-human factors integration, process decision milestone review criteria, and
risk management.
As a result of her SEBoK-based study, Tara feels better-qualified to plan, staff, organize, control, and direct the SE
portion of the HealthTech radiation therapy device project and to help bring the project to a successful conclusion.
Summary
In the SEBoK, practicing engineers have an authoritative knowledge resource that can be accessed quickly to gain
essential high-level information, and to identify the best references for in-depth study and research into SE topics
when an individual’s initial level of understanding is not adequate to get the job done.
The SEBoK is also a resource for practicing engineers who teach, as well as those taking training courses.
References
Works Cited
Pew, R. and A. Mavor. 2007. Human-System Integration in the System Development Process: A New Look.
Washington, DC, USA: The National Academies Press.
Use Case 1: Practicing Systems Engineers 76
Primary References
None.
Additional References
None.
References
[1] http:/ / www. mediawiki. org/ wiki/ Help:Searching
[2] http:/ / meta. wikimedia. org/ wiki/ Help:Go_button
[3] http:/ / www. nap. edu/ catalog. php?record_id=11893
Use of Topics
For engineers from non-SE backgrounds, each part of the SEBoK contributes something to the experience of
learning about systems engineering.
• Part 1 provides an overview both of systems engineering and of the SEBoK itself
• Part 2 highlights the areas of systems knowledge most relevant to systems engineering, providing a foundation for
the theory and practice of systems engineering as explained in Parts 3, 4 and 5
• Part 3 includes the knowledge areas of Life Cycle Models, System Definition, System Realization, and System
Deployment and Use, all highly important when approaching study of SE from another discipline.
• Also in Part 3, Systems Engineering Management includes such relevant topics as risk management,
measurement, configuration management, and quality management.
• Part 4 identifies the SE activities for four kinds of engineered systems, namely products, services, enterprises, and
systems of systems (SoS).
• The primary references and glossary terms — not just the content — for a given type of system are essential
reading for an engineer developing or modifying a system of that kind.
• Part 5, especially Team Capability, explains how systems engineers and other types of engineers fit into the larger
picture of enabling individuals and teams to perform systems engineering activities, and into the larger picture of
systems engineering organizational strategies.
Use Case 2: Other Engineers 77
• Systems Engineering Management makes it clear that new configuration management (CM) and information
management (IM) procedures need to be adopted for federal database controls and integrity. We can use the
references in Systems Engineering Standards to learn how to define processes and develop test cases.
• Part 5: Enabling Systems Engineering makes a convincing case that having the right people for a new systems
engineering culture is critical. We should probably hire a systems engineer or two to augment our engineering
department expertise.
• Our application must deal with private data concerns, and Part 7: Systems Engineering Implementation Examples,
the FBI Virtual Case File System Case Study could help us avoid pitfalls that have hurt others in similar
situations. We can put this in context based on Security Engineering in Part 6: Related Disciplines, and then
follow up with further study based on the references.
Now Jose feels that he is better prepared to adapt his processes for new system lifecycles and environments, and that
he can see a clear path through the morass of agencies and regulations. His priorities are to quantify the value
proposition for his technology innovations, make inroads into new markets, and strengthen his staff for the long-term
enterprise.
These readings show Cindy how closely systems engineering and software engineering are intertwined. For example,
they remind her to include security specialists at both the software level and the systems level from the beginning.
From her initial plunge into study of the SEBoK, Cindy has gained an appreciation of the wide range of system
constraints she must account for, and the many engineering disciplines she must work with as a result. She plans to
consult the references in the SEBoK on each unfamiliar subject that she encounters throughout the architecting,
design, development and deployment of the new platforms.
Summary
Engineers from disciplines other than systems engineering benefit from the insights about SE principles that the
SEBoK provides. Studying the knowledge areas highlighted in this use case and the sources to which their references
point can help such engineers become more interdisciplinary. Ultimately, they can consider broadening their work
responsibilities, rendering them more valuable to their employers and society.
References
Works Cited
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Primary References
None.
Additional References
None.
References
[1] http:/ / www. computer. org/ portal/ web/ swebok
Use Case 3: Customers of Systems Engineering 80
Use of Topics
For customers of SE, most parts of the SEBoK offer immediately relevant knowledge about SE.
Part 1:
• explains the relationship between SE, system development, and project management,
• summarizes overall trends in the rate of growth of systems interdependency, complexity, assurance levels, and
pace of change, and of the evolving nature of integrated hardware-software-human systems, and
• provides pointers to other parts of the SEBoK of interest to customers.
Part 3:
• explains evolving system life cycle models and their elements, indicating which elements are SE-intensive (see
Life Cycle Models),
• provides overall perspectives on customer participation in SE activity,
• identifies customer influence points on SE activity, and
• explains how customers can express their concerns in the form of needs, expectations, and requirements (see
System Definition).
Part 4:
• explains how the SE function varies by class of system product, service, enterprise, and systems of systems
engineering).
Part 6:
• explains how SE relates to project management, procurement and acquisition, and specialty engineering for such
customer-intensive specialties as safety, security, maintainability, usability, and affordability.
Part 7:
Use Case 3: Customers of Systems Engineering 81
• provides case studies and examples to illustrate how the parts have been used in similar situations, presenting
successes to emulate and failures to avoid.
If there is a central theme here, it is that the quality of customer input is critical. That is because the systems engineer
evaluates customer input, then uses it in formulating an approach to defining and realizing the system. Part 3
addresses this, explaining that the customer should expect the systems engineer to provide:
• a well-architected product, service, enterprise, or system of systems that meets customer needs and expectations
(again, this depends on high quality input from stakeholders — see System Definition)
• a managed life cycle model from the customer need and requirements to the delivered product, service, enterprise
or system of systems (see Life Cycle Models)
• verification that the system-of-interest (SoI) meets the needs and requirements of the stakeholders, and
• validation that the final result, when deployed in an operational environment, provides the value added that was
desired are critical to systems engineering (see System Realization and System Deployment and Use).
Implementation Examples
Good examples provide a basis for deeper understanding. In Part 7, the SEBoK provides summaries of and
references to full case studies and examples. These are linked back to the appropriate areas of the SEBoK and a
matrix is provided that shows the primary areas of the SEBoK addressed by each example. Readers can use the
matrix to find case studies and examples- and through these, references - that relate to their concerns.
• Given that a supply chain management system combines product, service, enterprise, and SoS views, how do we
understand what goes into all those views, and keep the overall picture clear?
Barbara's final question is addressed in Part 6: Systems Engineering and Other Disciplines:
• How do we integrate SE and software engineering (SwE)?
Once in command of the answers to these questions, Barbara is ready to lead the IPT in analyzing, negotiating, and
defining an approach that is satisfactory to all of the success-critical stakeholders. By having the IPT members read
the portions of the SEBoK that she has found most valuable, Barbara begins to build a shared vision within the IPT.
As the IPT defines a Next-Generation Supply Chain Management System and prepares the transition from the old
system to the new, the SEBoK is an important tool and resource.
Summary
For the customers of SE, the SEBoK provides both general and specific knowledge that will help users gain
important insight in relating to systems engineers. Key to this is learning about life cycles, the definition of SoIs, and
how to provide guidance in expressing needs, concerns, and requirements. Further, customers need to know what to
expect as a result of SE activities in the form of well-architected products, services, enterprises, or systems of
systems and a managed life cycle. The results of verification of stakeholder requirements and the validation of the
final result in respect to fulfilling the user needs are vital.
References
Works Cited
Lane, J. and T. Bohn. 2010. Using SySML to Evolve Systems of Systems. Los Angeles, CA, USA: USC CSSE
Technical Report. USC-CSSE-2010-506.
Primary References
INCOSE. 2011. Systems Engineering Handbook, version 3.2.2. San Diego, CA, USA: International Council on
Systems Engineering (INCOSE). INCOSE-TP-2003-002-03.2.
Jamshidi, M. (ed.) 2009. Systems of Systems Engineering - Principles and Applications. Boca Raton, FL, USA: CRC
Press.
Sage, A., and Rouse, W. (eds.) 1999. Handbook of Systems Engineering and Management. Hoboken, NJ, USA: John
Wiley and Sons, Inc.
U.S. Department of Defense. 2008. Systems Engineering Guide for System of Systems, version 1.0. Arlington, VA:
U.S. Department of Defense. Accessed 18 April 2013, available at: http:/ / www. acq. osd. mil/ se/ docs/
SE-Guide-for-SoS.pdf.
Additional References
P. Bourque and R.E. Fairley (eds), Guide to the Software Engineering Body of Knowledge, Version 3.0, IEEE
Computer Society, 2014; Available at http://www.swebok.org
Implementation Examples
Good examples make for good teaching. The Systems Engineering Implementation Examples in the SEBoK consist
of relatively in-depth case studies and shorter examples, which are linked back to appropriate areas of the SEBoK. A
matrix shows which SEBoK topics are addressed by each case study or vignette.
Each case study in the SEBoK is actually a summary of an original case found in the SE literature, and is
accompanied by a reference to the full, published case study. Case study summaries or examples from the SEBoK
may be incorporated in curricula.
Use Case 4: Educators and Researchers 85
Educator
University faculty may use the SEBoK and GRCSE to develop:
• a complete SE curriculum,
• a single course in systems engineering, either for use in an SE curriculum, or in a curriculum that belongs to some
other discipline, or
• assessment criteria for curricula or courses.
Likewise, professional trainers use the SEBoK to develop training material, or to evaluate or update existing training
courses.
Both faculty and trainers pursue professional development, in the form of SE study, using the SEBoK.
Researcher
Researchers use SEBoK topics and their primary and additional references to learn about the state of the art in the
subject areas of topics, and to look for opportunities to advance those areas by further research.
Summary
Educators use the SEBoK as a framework or a resource which helps them:
• determine what subject matter should be included in a new curriculum
• identify gaps in an existing curriculum and craft plans to address those gaps, and
• design individual courses.
The case studies and vignettes in the SEBoK may be used by educators in the classroom.
To develop curricula at the program level, educators should use the SEBoK in tandem with the GRCSE.
Researchers use the SEBoK to learn about the state of the systems engineering discipline, and to look for
opportunities to advance that state by further research.
References
Works Cited
Bloom, B.S., M.D. Engelhart, E.J. Furst, W.H. Hill, and D.R. Krathwohl. 1956. Taxonomy of Educational Objectives
the Classification of Educational Goals Handbook I: Cognitive Domain. London, UK: Longman Group Ltd.
Primary References
Pyster, A., D.H. Olwell, T.L.J. Ferris, N. Hutchison, S. Enck, J.F. Anthony, D. Henry, and A. Squires (eds). 2015.
Graduate Reference Curriculum for Systems Engineering (GRCSE™), version 1.1. Hoboken, NJ, USA: The
Trustees of the Stevens Institute of Technology ©2015. Available at: http://www.bkcase.org/grcse-2/.
Use Case 4: Educators and Researchers 87
Additional References
None.
References
[1] http:/ / www. grcse. org
Use of Topics
For general managers, most parts of the SEBoK offer immediately relevant knowledge about SE.
Part 1:
• explains the relationship between SE, system development, and project management
• summarizes overall trends in the nature of systems interdependency, complexity, assurance levels, and pace of
change
• describes the evolving nature of integrated hardware-software-human systems and
• provides pointers to other parts of the SEBoK of interest to general managers.
Part 3:
• explains evolving system life cycle models and their elements, indicating which elements are SE-intensive (see
Life Cycle Models) and
• provides overall guidance on the management of SE activity.
Part 4:
• explains how the SE function varies by class of system product, service, enterprise, and systems of systems
engineering).
Part 5:
• explains SE governance and competence development.
Part 6:
• explains how SE relates to software engineering, project management, industrial engineering, procurement and
acquisition, and specialty engineering for such specialties as safety, security, maintainability, and usability.
Use Case 5: General Managers 88
Part 7:
• provides case studies and vignettes to illustrate how the parts have been used in similar situations in successes to
emulate and failures to avoid.
Summary
For the general manager whose organization includes systems engineers, the relationship between SE, systems
development, project management, and life cycle support is a central concern. The SEBoK provides insights and
guidance about this and other aspects of SE principle and practice, and explains the role of SE in a variety of
management challenge areas and application domains.
The SEBoK complements the general management guidance available in sources such as the PMBOK® Guide (PMI
2013).
References
Works Cited
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Primary References
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
P. Bourque and R.E. Fairley (eds), Guide to the Software Engineering Body of Knowledge, Version 3.0, IEEE
Computer Society, 2014; Available at http://www.swebok.org
Booher, H. 2003. Handbook of Human-Systems Integration. New York, NY, USA: John Wiley & Sons Inc.
Hooks, I.F. and K. Farry. 2000. Customer Centered Products: Creating Successful Products Through Smart
Requirements Management. New York NY, USA: AMACON/American Management Association.
Use Case 5: General Managers 90
Pew, R. and A. Mavor. 2007. Human-System Integration in the System Development Process. Washington, DC,
USA: The National Academies Press.
Part 2 of the Guide to the SE Body of Knowledge (SEBoK) is a guide to foundational knowledge which is relevant
or useful to systems engineering (SE).
Figure 1 SEBoK Part 2 in context (SEBoK Original). For more detail seeStructure of the SEBoK
This knowledge is included in the SEBoK firstly to help systems engineers benefit from an understanding of the
foundations of their discipline, and to provide them with access to some of the theories and practices of systems
science and other fields of systems practice. Including this wider integrative systems science context in the SEBoK
should also help to make SE knowledge more accessible to a wider audience outside of its traditional domains.
Foundations of Systems Engineering 92
Introduction
Most systems engineers are practitioners, applying processes and methods that have been developed and evolved
over decades. SE is a pragmatic approach, inherently interdisciplinary, yet specialized. Systems engineers usually
work within a specific domain, using processes and methods that are tailored to their domain’s unique problems,
constraints, risks and opportunities. These processes and methods have evolved to capture domain experts’
knowledge regarding the best approach to applying SE the particular domain.
Specific domains in which systems approaches are used and adapted include:
• Technology products, integrating multiple engineering disciplines
• Information-rich systems, e.g. command & control, air traffic management etc.
• Platforms, e.g. aircraft, civil airliners, cars, trains, etc.
• Organizational and enterprise systems, which may be focused on delivering service or capability
• Civil engineering/infrastructure systems, e.g. roads networks, bridges, builds, communications networks, etc.
The specific skill-sets for each domain, and the kinds and scales of system it considers, may be quite different.
However, there are certain underlying unifying systems principles that can improve the effectiveness of the systems
approach in any domain. In particular, shared knowledge of systems principles and terminology will enable
communication and improve system engineers’ ability to integrate complex systems that span traditional domain
boundaries (Sillitto 2012). This integrated approach is increasingly needed to solve today’s complex system
challenges, but as these different communities come together they may find that assumptions underpinning their
world-views are not shared.
how it applied to them. The generalization of knowledge can be informal, providing coverage of the most common
specializations or being the domains current best understanding of the general case. A truly general description must
be based upon stronger theoretical considerations and be in some sense proven to predict and cover all special cases.
Knowledge described in the SEBoK will usually be informally generalized knowledge, with any specific knowledge
being identified as such and related to the general as appropriate.
The INCOSE Vision 2025 includes an aim for systems engineering to be become a discipline with a formally
defined theoretical basis. Such a general theory of SE would be largely included in SEBoK Part 2. The current
SEBoK part 2 does not include such a theory. It provides generalized descriptions of foundational knowledge which
has a pragmatic value to help describe and improve the current and future practice of systems engineering. We would
expect any emerging general theory of systems engineering to draw from and expand these foundations. As such a
theory is defined it will be included in Part 2 of the SEBoK.
Figure 1. The Systems Praxis Framework, Developed as a Joint Project of INCOSE and ISSS. (© 2012 International Federation for
Systems Research) Released under Creative Commons Attribution 3.0 License. Source is available at http:/ / systemspraxis. org/
framework. pdf.
explanation for all aspects of a typical system “problematique”; therefore, a more pragmatic approach is needed.
Traditional systems approaches are often described to be either hard or soft:
• Hard approaches are suited to solving well-defined problems with reliable data and clear goals, using analytical
methods and quantitative techniques. Strongly influenced by “machine” metaphors, they focus on technical
systems, objective complexity, and optimization to achieve desired combinations of emergent properties. They are
based on “realist” and “functionalist” foundations and worldview.
• Soft approaches are suited to structuring problems involving incomplete data, unclear goals, and open inquiries,
using a “learning system” metaphor, focus on communication, intersubjective complexity, interpretations and
roles, and draw on subjective and “humanist” philosophies with constructivist and interpretivist foundations.
Pragmatic (pluralist or critical) approaches judiciously select an appropriate set of tools and patterns that will give
sufficient and appropriate insights to manage the issue at hand, by applying multiple methodologies drawn from
different foundations as appropriate to the situation. Heuristics, boundary critiques, model unfolding, etc, enable the
understanding of assumptions, contexts, and constraints, including complexity due to different stakeholders’ values
and valuations. An appropriate mix of “hard”, “soft”, and custom methods draws on both systems and
domain-specific traditions. Systems may be viewed as networks, societies of agents, organisms, ecosystems,
rhizomes, discourses, machines, etc.
The set of “clouds” that collectively represents systems praxis is part of a wider ecosystem of knowledge, learning,
and action. Successful integration with this wider ecosystem is the key to success with real world systems. Systems
science is augmented by “hard” scientific disciplines, such as physics and neuroscience, and by formal disciplines,
such as mathematics, logic and computation. It is both enhanced by, and used in, humanistic disciplines, such as
psychology, culture, and rhetoric, and pragmatic disciplines, such as accounting, design, and law. Systems practice
depends on measured data and specified metrics relevant to the problem situation and domain, the solicitation of
local values and knowledge, and the pragmatic integration of experience, legacy practices, and discipline knowledge.
In summary, Integrative Systems Science allows us to identify, explore, and understand patterns of complexity
through contributions from the foundations, theories, and representations of systems science and other disciplines
relevant to the “problematique”. Systems Approaches to Practice address complex problems and opportunities
using methods, tools, frameworks, patterns, etc., drawn from the knowledge of integrative systems science, while the
observation of the results of systems practice enhances the body of theory. Systems Thinking binds the two together
through appreciative and reflective practice using systems concepts, principles, patterns, etc.
Scope of Part 2
Part 2 of the SEBoK contains a guide to knowledge about systems, which is relevant to a better understanding of SE.
It does not try to capture all of this systems knowledge here; rather, it provides an overview of a number of key
aspects of systems theory and practice especially relevant to SE.
The organization of knowledge in Part 2 is based around the Praxis Framework discussed above (IFSR 2012). The
need to develop a clear guide to the underpinning knowledge of SE is one of the motivations behind the praxis
framework. It is expected that the coverage of systems knowledge will be significantly increased in future versions
of the SEBoK as this work progresses.
The following diagram summarizes the way in which the knowledge in SEBoK Part 2 is organized.
Foundations of Systems Engineering 96
Figure 2. The Relationships between Key Systems Ideas and SE. (SEBoK Original)
The diagram is divided into five sections, each describing how systems knowledge is treated in the SEBoK.
1. The Systems Fundamentals Knowledge Area considers the question “What is a System?” It explores the wide
range of system definitions and considers open systems, system types, groupings of systems, complexity, and
emergence. All of these ideas are particularly relevant to engineered systems and to the groupings of such systems
associated with the systems approach applied to engineered systems (i.e. product system, service system,
enterprise system and system of systems).
2. The Systems Approach Applied to Engineered Systems Knowledge Area defines a structured approach to
problem/opportunity discovery, exploration, and resolution, that can be applied to all engineered systems. The
approach is based on systems thinking and utilizes appropriate elements of system approaches and
representations. This KA provides principles that map directly to SE practice.
3. The Systems Science Knowledge Area presents some influential movements in systems science, including the
chronological development of systems knowledge and underlying theories behind some of the approaches taken
in applying systems science to real problems.
4. The Systems Thinking Knowledge Area describes key concepts, principles and patterns shared across systems
research and practice.
5. The Representing Systems with Models Knowledge Area considers the key role that abstract models play in both
the development of system theories and the application of systems approaches.
Systems thinking is a fundamental paradigm describing a way of looking at the world. People who think and act in a
systems way are essential to the success of both the research and practice of system disciplines. In particular,
individuals who have an awareness and/or active involvements in both research and practice of system disciplines
are needed to help integrate these closely related activities.
Foundations of Systems Engineering 97
The knowledge presented in this part of the SEBoK has been organized into these areas to facilitate understanding;
the intention is to present a rounded picture of research and practice based on system knowledge. These knowledge
areas should be seen together as a “system of ideas” for connecting research, understanding, and practice, based on
system knowledge which underpins a wide range of scientific, management, and engineering disciplines and applies
to all types of domains.
References
Works Cited
IFSR. 2012. The Systems Praxis Framework, developed as a joint project of INCOSE and ISSS. Vienna, Austria:
International Federation for Systems Research (IFSR). Source is available at http:/ / systemspraxis. org/ framework.
pdf.
Sillitto, H G, 2012. "Integrating Systems Science, Systems Thinking, and Systems Engineering: understanding the
differences and exploiting the synergies", Proceedings of the 22nd INCOSE International Symposium, 9-12 July,
2012, Rome, Italy.
Wordnet. 2012. “Praxis.” Accessed 4/16/2013 at http:/ / wordnetweb. princeton. edu/ perl/ webwn?s=praxis&
sub=Search+WordNet&o2=&o0=1&o8=1&o1=1&o7=&o5=&o9=&o6=&o3=&o4=&h=
Primary References
Bertalanffy, L., von. 1968. General System Theory: Foundations, Development, Applications, rev. ed. New York,
NY, USA: Braziller.
Checkland, P. B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons.
Additional References
Blanchard, B., and Fabrycky, W. 2010. Systems Engineering and Analysis, (5th edition). Saddle River, NJ, USA:
Prentice Hall.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College,
UK.
Martin J, Bendz J, Chroust G, Hybertson D, Lawson H, Martin R, Sillitto H, Singer J, Singer M, Takaku T.
“Towards a Common Language for Systems Praxis”, proceedings of the 23rd INCOSE International Symposium,
Philadelphia, June 2013.
MITRE Corporation. 2011. Systems Engineering Guide: Comprehensive Viewpoint.. Accessed 20 November 2014 at
MITRE http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
comprehensive_viewpoint/
MITRE Corporation. 2011. Systems Engineering Guide: Systems Thinking.. Accessed 20 November 2014 at MITRE
http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/ comprehensive_viewpoint/
systems_thinking.html
Senge, P. M. 1990. The Fifth Discipline: The Art & Practice of the Learning Organization. New York, NY:
Doubleday Business.
Foundations of Systems Engineering 98
Systems Fundamentals
Lead Author: Rick Adcock, Contributing Authors: Janet Singer, Duane Hybertson
This knowledge area (KA) provides a guide to some of the most important knowledge about a system, which forms
part of systems thinking and acts as a foundation for the related worlds of integrative systems science and systems
approaches to practice.
This is part of the wider systems knowledge, which can help to provide a common language and intellectual
foundation and make practical systems concepts, principles, patterns and tools accessible to systems engineering
(SE) as discussed in Part 2: Foundations of Systems Engineering.
Topics
Each part of the SEBoK is divided into KAs, which are groupings of information with a related theme. The KAs in
turn are divided into topics. This KA contains the following topics:
• Introduction to System Fundamentals
• Types of Systems
• Complexity
• Emergence
• Fundamentals for Future Systems Engineering
Systems Fundamentals 100
Introduction
The word system is used in many areas of human activity and at many levels. But what do systems researchers and
practitioners mean when they use the word system? Is there some part of that meaning common to all applications?
The following diagram summarizes the ways in which this question is explored in this KA.
The concepts of open system and closed system are explored. Open systems, described by a set of elements and
relationships, are used to describe many real world phenomena. Closed systems have no interactions with their
environment. Two particular aspects of systems, complexity and emergence, are described in this KA. Between
them, these two concepts represent many of the challenges which drive the need for systems thinking and an
appreciation of systems science in SE.
Some systems classifications, characterized by type of element or by purpose, are presented.
Within the SEBoK an engineered system is defined as encompassing combinations of technology and people in the
context of natural, social, business, public or political environments, created, used and sustained for an identified
purpose. The application of the Systems Approach Applied to Engineered Systems requires the ability to position
problems or opportunities in the wider system containing them, to create or change a specific engineered
system-of-interest, and to understand and deal with the consequences of these changes in appropriate wider systems.
The concept of a system context allows all of the system elements and relationships needed to support this to be
identified.
The discussions of engineered system contexts includes the general idea of groups of systems to help deal with
situations in which the elements of an engineered system are themselves independent engineered systems. To help
provide a focus for the discussions of how SE is applied to real world problems, four engineered system contexts are
introduced in the KA:
Systems Fundamentals 101
References
Works Cited
None.
Primary References
Bertalanffy, L., von. 1968. General System Theory: Foundations, Development, Applications, rev. ed. New York,
NY, USA: Braziller.
Magee, C. L., O.L. de Weck. 2004. "Complex System Classification." Proceedings of the 14th Annual International
Council on Systems Engineering International Symposium, 20-24 June 2004, Toulouse, France.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press.
Sheard, S.A. and A. Mostashari. 2009. "Principles of Complex Systems for Systems Engineering". Systems
Engineering, 12(4): 295-311.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering". Journal of Systems Science and Systems
Engineering, 12(1): 13-38.
Additional References
None.
This article forms part of the Systems Fundamentals knowledge area (KA). It provides various perspectives on
systems, including definitions, scope, and context.
This article provides a guide to some of the basic concepts of systems developed by systems science and discusses
how these relate to the definitions to be found in systems engineering (SE) literature. The concept of an engineered
system is introduced as the system context of critical relevance to SE.
Overview
In the System Fundamentals KA we will define some terms and ideas which are foundational to the understanding
and practice of Systems Engineering (SE). In particular, a number of views of system are explored; these are
summarized below and described in more detail with links to relevant references in the rest of this article.
• A simple definition of System is any set of related parts for which there is sufficient coherence between the
parts to make viewing them as a whole useful. If we consider more complex situations in which the parts of a
system can also be viewed as systems we can identify useful common systems concepts to aid our understanding.
This allows the creation of systems theories, models and approaches useful to anyone trying to understand, create
or use collections of related things, independent of what the system is made of or the application domain
considering it.
• Many of these common systems ideas relate to complex networks or hierarchies of related system elements. A
System Context is a set of system interrelationships associated with a particular system of interest (SoI)
within a real world environment. One or more views of a context allow us to focus on the SoI but not lose sight
of its broader, holistic relationships and influences. Context can be used for many kinds of system but is
particularly useful for scoping problems and enabling the creation of solutions which combine people and
technology and operate in the natural world. These are referred to as socio-technical system contexts.
• Systems Engineering is one of the disciplines interested in socio-technical systems across their whole life. This
includes where problems come from and how they are defined, how we identify and select candidate solutions,
how to balance technology and human elements in the wider solution context, how to manage the complex
organizational systems needed to develop new solutions, and how developed solutions are used, sustained and
disposed of. To support this we define an Engineered System as a socio-technical system which is the focus of
a Systems Engineering life cycle.
• While SE is focused on the delivery of an engineered system of interest a SE should consider the full
Engineered System Context so that the necessary understanding can be reached and the right systems
engineering decisions can be made across each Life Cycle.
Introduction to System Fundamentals 103
System Context
Bertalanffy (1968) divided open systems into nine real world types ranging from static structures and control
mechanisms to socio-cultural systems. Other similar classification systems are discussed in the article Types of
Systems.
The following is a simple classification of system elements which we find at the heart of many of these
classifications:
• Natural system elements, objects or concepts which exist outside of any practical human control. Examples: the
real number system, the solar system, planetary atmosphere circulation systems.
• Social system elements, either abstract human types or social constructs, or concrete individuals or social groups.
• Technological System elements, man-made artifacts or constructs; including physical hardware, software and
information.
While the above distinctions can be made as a general abstract classification, in reality there are no hard and fast
boundaries between these types of systems: e.g., natural systems are operated by, developed by, and often contain
social systems and social systems depend on technical systems to fully realize their purpose. Systems which contain
technical and either human or natural elements, are often called socio-technical systems. The behavior of such
systems is determined both by the nature of the technical elements and by their ability to integrate with or deal with
the variability of the natural and social systems around them.
Many of the original ideas upon which GST, and other branches of system study, are based come from the study of
systems in the natural and social sciences. Many natural and social systems are initially formed as simple structures
through the inherent cohesion among a set of elements. Once formed, they will tend to stay in this structure, as well
as combine and evolve further into more complex stable states to exploit this cohesion in order to sustain themselves
in the face of threats or environmental pressures. Such complex systems may exhibit specialization of elements, with
elements taking on roles which contribute to the system purpose, but loosing some or all of their separate identify
outside of the system. Such roles might include management of resources, defense, self-regulation or problem
solving and control. Natural and social systems can be understood through an understanding of this wholeness,
cohesion and specialization. They can also be guided towards the development of behaviors which not only enhance
their basic survival, but also fulfill other goals of benefit to them or the systems around them. In The Architecture of
Complexity (Simon 1962) has shown that natural or social systems which evolve via a series of stable “hierarchical
intermediate forms” will be more successful and resilient to environmental change.
Thus, it is often true that the environment in which a particular system sits and the elements of that system can
themselves be considered as open systems. It can be useful to consider collections of related elements as both a
system and a part of one or more other systems. For example, a “holon” or system element was defined by Koestler
as something which exists simultaneously a whole and as a part (Koestler 1967). At some point, the nature of the
relationships between elements within and across boundaries in a hierarchy of systems may lead to complex
structures and emergent behaviors which are difficult to understand or predict. Such complexity can often best be
dealt with not only by looking for more detail, but also by considering the wider open system relationships.
Introduction to System Fundamentals 105
A system context describes all of the external elements which interact across the boundary of a particular system of
interest (SoI) and a sufficient view of the elements within its boundary, to allow the SoI to be better understood as
part of a wider systems whole. To fully understand the context we also need to identify the environment in which the
SoI and wider system sit and the systems in the environment which influence them.
Many man-made systems are designed as networks and hierarchies of related system elements to achieve desirable
behaviors and the kinds of the resilience seen in natural systems. While such systems can be deliberately created to
take advantage of system properties such as holism and stability, they must also consider system challenges such as
complexity and emergence. Considering different views of a SoI and its context over its life can help enable this
understanding. Considering systems in context allows us to focus on a SoI while maintaining the necessary wider,
holistic systems perspective. This is one of the foundations of the Systems Approach described in SEBoK part 2, and
forms a foundation of systems engineering.
firmware, people, information, techniques, facilities, services, and other support elements." While these definition
covers the socio-technical systems created by SE it is also necessary to consider the natural or social problem
situation in which these system sits, the social systems which developed, sustained and used them, and the
commercial or public enterprises in which these all sit as systems (Martin 2004).
Hence, while many SE authors talk about systems and systems ideas they are often based on a particular world view
which related to engineered artifacts. It would also be useful to take a broader view of the context in which these
artifacts sit, and to consider through life relationships as part of that context. To help promote this the SEBoK will
try to be more precise with its use of the word system, and distinguish between general systems principles and the
specific socio-technical systems created by SE.
The term socio-technical system is used by many in the systems community and may have meanings outside of that
relevant to SE. Hence, we will define an engineered system as a socio-technical system forms the primary focus or
system of interest (SoI) for an application of SE. A SE life cycle will consider an engineered system context, from
initial problem formulation through to final safe removal from use (INCOSE 2015). A more detailed discussion of
engineered system context and how it relates to the foundations of systems engineering practice can be found below.
with these aspects of complexity in the definition of life cycle and life cycle processes applied to an engineered
system context is fully explored in Part 3
Figure 2: Life Cycle Terminology (Modified from Capability Engineering – an Analysis of Perspectives (modified from (Henshaw et al, 2011), used
with permission))
In the above figure the capability needed to enable an enterprise to achieve its goals is delivered by the synchronized
use of services. Those services are provided by service system which are created, sustained and deployed by one or
more organisations. A service system is composed from people, technology, information, and access to related
services and other necessary resources. Some of these resources are provided by enabling services and the
technological elements may be developed and supplied as product systems. An enterprise system describes a
collection of related capabilities and associated services which together enable the achievement of the overall
purpose of an enterprise as a government, business or societal entity. Measurement and review of enterprise goals
Introduction to System Fundamentals 108
may define needs for change which require an organisation to acquire or modify, and integrate the elements needed
to evolve its service systems. The general terminology above is described briefly in the associated glossary
definitions and expanded in related articles in Part 4: Applications of Systems Engineering.
In this view a service system related directly to a capability need sets the overall boundary. This need establishes the
problem situation or opportunity which encapsulates the starting point of any life cycle. Within this service system
are the related services, products and people (or intelligent software agents) needed to fully deliver a solution to that
need. The environment includes any people, organisations, rules or conditions which influence or constrain the
service system or the things within it. The SoI for a particular SE life cycle may be defined at any level of this
general context. While the focus of the context will vary for each life cycle it is important that some version of this
general context is considered for all SE life cycles, to help maintain a holistic view of problem and solution. This is
discussed in Types of Systems.
An engineered system context describes the context for a SoI so that the necessary understanding can be reached and
the right systems engineering decisions can be made across the life of that SoI. This will require a number of
different views of the context across a SE life cycle, both to identify all external influence on the SoI and to guide
and constraint the systems engineering of the elements of the SoI. A full engineered systems context will include the
problem situation from which a need for a SoI is identified, one or more socio technical solutions, the organizations
needed to create and sustain new solutions and the operational environment within which those solutions must be
integrated, used and eventually disposed of. The kinds of views which can be used to represent a SoI context over its
Introduction to System Fundamentals 109
life and how those views can be combined into models is discussed in the Representing Systems with Models KA in
Part 2. The activities which use those models are described conceptually in the Systems Approach Applied to
Engineered Systems KA in part 2 and related to more formal SE life cycle processes in Part 3.
References
Works Cited
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, rev. ed. New York:
Braziller.
Boardman, J. and B. Sauser. 2008. Systems Thinking: Coping with 21st Century Problems. Boca Raton, FL, USA:
Taylor & Francis.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: Wiley and Sons, Inc.
Dori, D. 2002. Object-Process Methodology – A Holistic Systems Paradigm. Verlag, Berlin, Heidelberg, New York:
Springer.
Henshaw, M., D. Kemp, P. Lister, A. Daw, A. Harding, A. Farncombe, and M. Touchin. 2011. "Capability
Engineering - An Analysis of Perspectives." Presented at International Council on Systems Engineering (INCOSE)
21st International Symposium, June 20-23, 2011, Denver, CO, USA.
Hitchins, D. 2009. “What Are the General Principles Applicable to Systems?” INCOSE Insight, 12(4): 59-63.
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version
4.0. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.2.
Johnson, R.A., F.W. Kast, and J.E. Rosenzweig. 1963. The Theory and Management of Systems. New York, NY,
USA: McGraw-Hill Book Company.
Koestler, A. 1990. The Ghost in the Machine, 1990 reprint ed. Penguin Group.
Martin, J, 2004. "The Seven Samurai of Systems Engineering: Dealing with the Complexity of 7 Interrelated
Systems". Proceedings of the 14th Annual International Council on Systems Engineering International Symposium,
20-24 June, 2004, Toulouse, France.
Miles, R.F. (ed). 1973. System Concepts. New York, NY, USA: Wiley and Sons, Inc.
M’Pherson, P.K. 1974. "A perspective on systems science and systems philosophy". Futures. 6(3):219-39.
Simon, H.A. 1962. "The Architecture of Complexity." Proceedings of the American Philosophical Society. 106(6)
(Dec. 12, 1962): 467-482.
Primary References
Bertalanffy, L., von. 1968. General System Theory: Foundations, Development, Applications, rev. ed. New York,
NY, USA: Braziller.
INCOSE. 2015. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version
4.0. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.2.
Additional References
Hybertson, Duane. 2009. Model-oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Boca Raton, FL, USA: CRC Press.
Hubka, Vladimir, and W. E. Eder. 1988. Theory of Technical Systems: A Total Concept Theory for Engineering
Design. Berlin: Springer-Verlag.
Introduction to System Fundamentals 110
Laszlo, E., ed. 1972. The Relevance of General Systems Theory: Papers Presented to Ludwig von Bertalanffy on His
Seventieth Birthday. New York, NY, USA: George Brazillier.
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SEBoK v. 2.1, released 31 October 2019
Types of Systems
Lead Author: Rick Adcock, Contributing Authors: Brian Wells, Scott Jackson
This article forms part of the Systems Fundamentals knowledge area (KA). It provides various perspectives on
system classifications and types of systems, expanded from the definitions presented in What is a System?.
The modern world has numerous kinds of systems that influence daily life. Some examples include transport
systems; solar systems; telephone systems; the Dewey Decimal System; weapons systems; ecological systems; space
systems; etc. Indeed, it seems there is almost no end to the use of the word “system” in today’s society.
This article considers the different classification systems which some systems science authors have proposed in an
attempt to extract some general principles from these multiple occurrences. These classification schemes look at
either the kinds of elements from which the system is composed or its reason for existing.
The idea of an engineered system (glossary) is expanded. Four specific types of engineered system context are
generally recognized in systems engineering: product system, service system, enterprise system and system of
systems.
System Classification
A taxonomy is "a classification into ordered categories" (Dictionary.com 2011). Taxonomies are useful ways of
organizing large numbers of individual items so their similarities and differences are apparent. No single standard
systems taxonomy exists, although several attempts have been made to produce a useful classification taxonomy, e.g.
(Bertalanffy 1968) and (Miller 1986).
Kenneth Boulding (Boulding 1956), one of the founding fathers of general system theory, developed a systems
classification which has been the starting point for much of the subsequent work. He classifies systems into nine
types:
1. Structures (Bridges)
2. Clock works (Solar system)
3. Controls (Thermostat)
4. Open (Biological cells)
5. Lower organisms (Plants)
6. Animals (Birds)
7. Man (Humans)
8. Social (Families)
9. Transcendental (God)
These approaches also highlight some of the subsequent issues with these kinds of classification. Boulding implies
that physical structures are closed and natural while social ones are open. However, a bridge can only be understood
by considering how it reacts to traffic crossing it, and it must be sustained or repaired over time (Hitchins 2007).
Boulding also separates humans from animals, which would not fit into more modern thinking.
Peter Checkland (Checkland 1999, 111) divides systems into five classes: natural systems, designed physical
systems, designed abstract systems, human activity systems and transcendental systems. The first two classes are
Types of Systems 111
self-explanatory.
• Designed abstract systems – These systems do not contain any physical artifacts but are designed by humans to
serve some explanatory purpose.
• Human activity systems – These systems are observable in the world of innumerable sets of human activities
that are more or less consciously ordered in wholes as a result of some underlying purpose or mission. At one
extreme is a system consisting of a human wielding a hammer. At the other extreme lies international political
systems.
• Transcendental systems – These are systems that go beyond the aforementioned four systems classes, and are
considered to be systems beyond knowledge.
Checkland refers to these five systems as comprising a “systems map of the universe”. Other, similar categorizations
of system types can be found in (Aslaksen 1996), (Blanchard 2005) and (Giachetti 2009).
Magee and de Weck (Magee and de Weck 2004) provide a comprehensive overview of sources on system
classification such as (Maier and Rechtin 2009), (Paul 1998) and (Wasson 2006). They cover some methods for
classifying natural systems, but their primary emphasis and value to the practice of systems engineer is in their
classification method for human-designed, or man-made, systems. They examine many possible methods that
include: degree of complexity, branch of the economy that produced the system, realm of existence (physical or in
thought), boundary, origin, time dependence, system states, human involvement / system control, human wants,
ownership and functional type. They conclude by proposing a functional classification method that sorts systems by
their process (transform, transport, store, exchange, or control), and by the entity that they operate on matter, energy,
information and value.
Types of Systems 112
Figure 1 shows four general cases of system of interest (SoI) which might be the focus of a life cycle.
• A technology focused product system SoI embedded within one or more integrated products,
• An integrated multi-technology product system SoI used directly to help provide a service,
• An enabling service system SoI supporting multiple service systems
• A service system SoI created and sustained to directly deliver capability.
In a product life cycle this wider context defines the fixed and agreed relationships within which the SoI must
operate, and the environmental influences within which the life cycle must be delivered. This gives the product
developer the freedom to make solution choices within that context and to ensure these choices fit into and do not
disrupt the wider context.
A product life cycle may need to recommend changes to enabling services such as recruitment and training of
people, or other infrastructure upgrades. Appropriate mechanisms for the implementation of these changes must be
part of the agreement between acquirer and supplier and be integrated into the product life cycle. A product life cycle
may also suggest changes in the wider context which would enhance the products ownership or use, but those
changes need to be negotiated and agreed with the relevant owners of the systems they relate to before they can be
added to the life cycle outputs.
A more detailed discussion of the system theory associated with product systems can be found in History of Systems
Science and an expansion of the application of systems engineering to service systems in the Product Systems
Engineering KA in Part 4.
and support all of the capital equipment, software, people, etc. in order to obtain the capabilities needed to satisfy
users.
Services have been part of the language of systems engineering (SE) for many years. Either as a way to describe the
context of a product focused life cycle or to describe commercial arrangements for the 'out sourcing' of product
ownership and operation to others. The use of the term service system in more recent times is often associated with
software configurable and information intensive systems, i.e.,
...unique features that characterize services – namely, services, especially emerging services, are
information-driven, customer-centric, e-oriented, and productivity-focused. (Tien and Berg 2003, 13)
A more detailed discussion of the system theory associated with service systems can be found in History of Systems
Science and an expansion of the application of systems engineering to service systems in the Service Systems
Engineering KA in Part 4.
Systems of Systems
A product, service or enterprise context can be defined as a hierarchy of system elements, with the additional
definition of which elements are part of a SoI solution, which form the related problem context and which influence
any life cycle associated with that context.
The additional concepts of a Systems of Systems (SoS) or Federations of Systems (FoS) is used for some contexts.
In terms of the general description in figure 1 above this would apply to any life cycle context in which elements
within the SoI have independent life cycle relationships. This concept could apply to any of the life cycle contexts
above, although it is of particular relevance to the service and enterprise contexts.
Types of Systems 115
It is important to understand that the term SoS is an addition to the general concept of system hierarchy that applies
to all system. Maier examined the meaning of System of Systems in detail and used a characterization approach
which emphasizes the independent nature of the system elements, (Maier 1998, 268). Maier describes both
independence in how a system element operates (e.g. an element in the SoI also has its own separate mission or is
part of another SoI) and in how an element is developed or sustained (e.g. an element is made available, modified or
configured by a different organization to the one responsible for the rest of SoI).
There are advantages to being able to have elements shared across a number of engineered systems and to being able
to quickly create solutions to problems by combining existing engineered systems. As the technology to enable
integration of independent systems becomes more common this SoS approach is becoming a common aspect of
many SE life cycle.
Wherever system elements in an engineered system context have any degree of independence from the SoI life cycle
this adds a further complexity; specifically, by constraining how the resulting engineered system can be changed or
controlled. This dimension of complexity affects the management and control aspects of the systems approach.
A more detailed discussion of the different system grouping taxonomies developed by systems science can be found
in Part 4 Applications of Systems Engineering and an expansion of the ways we deal with SoS complexity can be
found n the Systems of Systems KA in part 4.
References
Works Cited
Aslaksen, E.W. 1996. The Changing Nature of Engineering. New York, NY, USA: McGraw-Hill.
Bertalanffy, L. von. 1968. General System Theory. New York, NY, USA: Brazillier.
Blanchard, B.S., and W.J. Fabrycky. 2005. Systems Engineering and Analysis, 4th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Boulding, K. 1956 “General Systems Theory: Management Science, 2, 3 (Apr. 1956) pp.197-208; reprinted in
General Systems, Yearbook of the Society for General Systems Research, vol. 1, 1956.
Checkland, P.B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons Ltd.
Dictionary.com, s.v. "Taxonomy," Accessed December 3 2014 at Dictionary.com http:/ / dictionary. reference. com/
browse/taxonomy.
Encyclopedia Britannica, s.v. "Service Industry," Accessed December 3 2014 at Dictionary.com http:/ / www.
britannica.com/EBchecked/topic/535980/service-industry.
DeRosa, J. K. 2005. “Enterprise Systems Engineering.” Air Force Association, Industry Day, Day 1, 4 August 2005,
Danvers, MA.
Giachetti, R.E. 2009. Design of Enterprise Systems: Theory, Architectures, and Methods. Boca Raton, FL, USA:
CRC Press.
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: Wiley.
Lusch, R.F. and S. L. Vargo (Eds). 2006. The service-dominant logic of marketing: Dialog, debate, and directions.
Armonk, NY: ME Sharpe Inc.
Magee, C.L. and O.L. de Weck. 2004. "Complex System Classification". Proceedings of the 14th Annual
International Symposium of the International Council on Systems Engineering, 20-24 June, 2004, Toulouse, France.
Maier, M. W. 1998. "Architecting Principles for Systems-of-Systems". Systems Engineering, 1(4): 267-84.
Maier, M., and E. Rechtin. 2009. The Art of Systems Architecting, 3rd Ed.. Boca Raton, FL, USA: CRC Press.
Miller J. G. 1986. "Can Systems Theory Generate Testable Hypothesis?: From Talcott Parsons to Living Systems
Theory?" Systems Research. 3:73-84.
Paul, A.S. 1998. "Classifying Systems." Proceedings of The 8th Annual International Council on Systems
Engineering International Symposium, 26-30 July, 1998, Vancouver, BC, Canada.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press.
Ring, J., 1998. "A Value Seeking Approach to the Engineering of Systems." Proceedings of the IEEE Conference on
Systems, Man, and Cybernetics. p. 2704-2708.
Sampson, S.E. 2001. Understanding Service Businesses. New York, NY, USA: John Wiley.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12(1): 13-38.
Wasson, C.S. 2006. System Analysis, Design and Development. Hoboken, NJ, USA: John Wiley and Sons.
Types of Systems 117
Primary References
Checkland, P. B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons.
Magee, C. L., O.L. de Weck. 2004. "Complex System Classification." Proceedings of the 14th Annual International
Council on Systems Engineering International Symposium, 20-24 June 2004, Toulouse, France.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering". Journal of Systems Science and Systems
Engineering. 12(1): 13-38.
Additional References
None.
Complexity
Lead Author: Rick Adcock, Contributing Authors: Hillary Sillitto, Sarah Sheard
This article is part of the Systems Fundamentals knowledge area (KA). It gives the background and an indication of
current thinking on complexity and how it influences systems engineering (SE) practice.
Complexity is one of the most important and difficult to define system concepts. Is a system's complexity in the eye
of the beholder, or is there inherent complexity in how systems are organized? Is there a single definitive definition
of complexity and, if so, how can it be assessed and measured? This topic will discuss how these ideas relate to the
general definitions of a system given in What is a System?, and in particular to the different engineered system
contexts. This article is closely related to the emergence topic that follows it.
2. Organized Complexity can be found in a system with many strongly coupled, organized and different elements
which possess certain emergent properties and phenomena such as those exhibited by economic, political or social
systems. Such a system can not be described well by traditional analysis techniques.
Weaver's ideas about this new kind of complex problem are one of the foundational ideas of systems thinking. (See
also Systems Thinking.)
Later authors, such as Flood and Carson (Flood and Carson 1993) and Lawson (Lawson 2010), expand organized
complexity to systems which have been organized into a structure intended to be understood and thus amenable to
engineering and life cycle management (Braha et al. 2006). They also suggest that disorganized complexity could
result from a heterogeneous complex system evolving without explicit architectural control during its life
(complexity creep). This is a different use of the terms organized and disorganized to that used by Weaver. Care
should be taken in mixing these ideas
Complexity should not be confused with "complicated". Many authors make a distinction between ordered and
disordered collections of elements.
Ordered systems have fixed relationships between elements and are not adaptable. Page (Page 2009) cites a watch as
an example of something which can be considered an ordered system. Such a system is complicated, with many
elements working together. Its components are based on similar technologies, with clear mapping between form and
function. If the operating environment changes beyond prescribed limits, or one key component is removed, the
watch will cease to perform its function.
In common usage, chaos is a state of disorder or unpredictability characterized by elements which are not
interconnected and behave randomly with no adaptation or control. Chaos Theory (Kellert 1993) is applied to certain
dynamic systems (e.g., the weather) which, although they have structure and relationships, exhibit unpredictable
behavior. These systems may include aspects of randomness but can be described using deterministic models from
which their behavior can be described given a set of initial conditions. However, their structure is such that
(un-measurably) small perturbations in inputs or environmental conditions may result in unpredictable changes in
behavior. Such systems are referred to as deterministically chaotic or, simply, chaotic systems. Simulations of
chaotic systems can be created and, with increases in computing power, reasonable predictions of behavior are
possible at least some of the time.
On a spectrum of order to complete disorder complexity is somewhere in the middle, with more flexibility and
change than complete order and more stability than complete disorder (Sheard and Mostashari 2009).
Complex systems may evolve “to the edge of chaos”, resulting in systems which can appear deterministic but which
exhibit counter intuitive behavior compared to that of more ordered systems. The statistics of chance events in a
complex system are often characterized by a power-law distribution, the “signature of complexity” (Sheard 2005).
The power-law distribution is found in a very wide variety of natural and man-made phenomena, and it means that
the probability of a low probability—large impact event is much higher than a Gaussian distribution would suggest.
Such a system may react in a non-linear way to exhibit abrupt phase changes. These phase changes can be either
reversible or irreversible. This has a major impact on engineered systems in terms of the occurrence, impact and
public acceptance of risk and failure.
Objective complexity is an attribute of complex systems and is a measure of where a system sits on this spectrum. It
is defined as the extent to which future states of the system cannot be predicted with certainty and precision,
regardless of our knowledge of current state and history. Subjective complexity is a measure of how easy it is for an
observer to understand a system or predict what it will do next. As such, it is a function of the perspective and
comprehension of each individual. It is important to be prepared to mitigate subjective complexity with consistent,
clear communication and strong stakeholder engagement (Sillitto 2009).
The literature has evolved to a fairly consistent definition of the characteristics of system elements and relationships
for objective systems complexity. The following summary is given by Page (Page 2009):
Complexity 120
1. Independence: Autonomous system elements which are able to make their own decisions; influenced by
information from other elements and the adaptability algorithms it carries with it (Sheard and Mostashari 2009).
2. Interconnectedness: System elements connect via a physical connection, shared data or simply a visual
awareness of where the other elements are and what they are doing, as in the case of the flock of geese or the
squadron of aircraft.
3. Diversity: System elements which are either technologically or functionally different in some way. For example,
elements may be carrying different adaptability algorithms.
4. Adaptability: Self-organizing system element which can do what it wants to do to support itself or the entire
system in response to their environment (Sheard and Mostashari 2009). Adaptability is often achieved by human
elements but can be achieved with software. Pollock and Hodgson (2004) describe how this can be done in a
variety of complex system types, including power grids and enterprise systems.
Due to the variability of human behavior as part of a system and the perceptions of people outside the system, the
inclusion of people in a system is often a factor in their complexity. People may be viewed as observing systems or
as system elements which contribute to the other types of complexity (Axelrod and Cohen 1999). The rational or
irrational behavior of individuals in particular situations is a vital factor in respect to complexity (Kline 1995). Some
of this complexity can be reduced through education, training and familiarity with a system. Some is irreducible, and
must be managed as part of a problem or solution. Checkland (Checkland 1999) argues that a group of stakeholders
will have its own world views which lead them to form different, but equally valid, understandings of a system
context. These differences cannot be explained away or analyzed out, and must be understood and considered in the
formulation of problems and the creation of potential solutions.
Warfield (Warfield 2006) developed a powerful methodology for addressing complex issues, particularly in the
socio-economic field, based on a relevant group of people developing an understanding of the issue in the form of a
set of interacting problems - what he called the “problematique”. The complexity is then characterized via several
measures, such as the number of significant problems, their interactions and the degree of consensus about the nature
of the problems. What becomes clear is that how, why, where and by whom a system is used may all contribute to its
perceived complexity.
Sheard and Mostashari (Sheard and Mostashari 2011) sort the attributes of complexity into causes and effects.
Attributes that cause complexity include being non-linear; emergent; chaotic; adaptive; tightly coupled;
self-organized; decentralized; open; political (as opposed to scientific); and multi-scale; as well as having many
pieces. The effects of those attributes which make a system be perceived as complex include being uncertain;
difficult to understand; unpredictable; uncontrollable; unstable; unrepairable; unmaintainable and costly; having
unclear cause and effect; and taking too long to build.
References
Works Cited
Axelrod, R. and M. Cohen. 1999. Harnessing Complexity: Organizational Implications of a Scientific Frontier. New
York, NY, USA: Simon and Schuster.
Braha, D., A. Minai, and Y. Bar-Yam (eds.). 2006. Complex Engineered Systems: Science Meets Technology. New
York, NY, USA: Springer.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Flood, R. L., and E.R. Carson. 1993. Dealing with Complexity: An Introduction to The Theory and Application of
Systems Science", 2nd ed. New York, NY, USA: Plenum Press.
Lawson, H. W. 2010. A Journey Through the Systems Landscape. Kings College, UK: College Publications.
Complexity 121
Kellert, S. 1993. In the Wake of Chaos: Unpredictable Order in Dynamical Systems, Chicago, IL, USA: University
of Chicago Press. p. 32.
Kline, S. 1995. Foundations of Multidisciplinary Thinking. Stanford, CA, USA: Stanford University Press.
Page, Scott E. 2009. Understanding Complexity. Chantilly, VA, USA: The Teaching Company.
Pollock, J.T. and R. Hodgson. 2004. Adaptive Information. Hoboken, NJ, USA: John Wiley & Sons.
Senge, P.M. 1990. The Fifth Discipline: The Art & Practice of The Learning Organization. New York, NY, USA:
Doubleday/Currency.
Sheard, S.A. 2005. "Practical Applications of Complexity Theory for Systems Engineers". Proceedings of the
Fifteenth Annual International Council on Systems Engineering. Volume 15 Issue 1.
Sheard, S.A. and A. Mostashari. 2009. "Principles of Complex Systems for Systems Engineering." Systems
Engineering, 12(4): 295-311.
Sheard, SA. and A. Mostashari. 2011. "Complexity Types: From Science to Systems Engineering." Proceedings of
the 21st Annual of the International Council on Systems Engineering (INCOSE) International Symposium, 20-23
June 2011, Denver, Colorado, USA.
Sillitto H 2014, "Architecting Systems - Concepts, Principles and Practice", College Publications 2014
Warfield, J.N. 2006. An Introduction to Systems Science. London, UK: World Scientific Publishing.
Weaver, W. 1948. "Science and Complexity." American Science. 36: 536-544.
Primary References
Flood, R. L., & E.R. Carson. 1993. Dealing with Complexity: An Introduction to The Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
Page, Scott E. 2009. Understanding Complexity. Chantilly, VA, USA: The Teaching Company.
Sheard, S.A. and A. Mostashari. 2009. "Principles of Complex Systems for Systems Engineering". Systems
Engineering, 12(4): 295-311.
Additional References
Ashby, W.R. 1956. An Introduction to Cybernetics. London, UK: Chapman and Hall.
Aslaksen, E.W. 2004. "System Thermodynamics: A Model Illustrating Complexity Emerging from Simplicity".
Systems Engineering, 7(3). Hoboken, NJ, USA: Wiley.
Aslaksen, E.W. 2009. Engineering Complex Systems: Foundations of Design in the Functional Domain. Boca Raton,
FL, USA: CRC Press.
Aslaksen, E.W. 2011. "Elements of a Systems Engineering Ontology". Proceedings of SETE 2011, Canberra,
Australia.
Eisner, H. 2005. Managing Complex Systems: Thinking Outside the Box. Hoboken, NJ, USA: John Wiley & Sons.
Jackson, S., D. Hitchins, and H. Eisner. 2010. What is the Systems Approach? INCOSE Insight 13(1) (April 2010):
41-43.
MITRE. 2011. "Systems Engineering Strategies for Uncertainty and Complexity." Systems Engineering Guide.
Accessed 9 March 2011 at http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
comprehensive_viewpoint/sys_engineering_strategies_uncertainty_complexity.html.
Ryan, A. 2007. "Emergence Is Coupled to Scope, Not Level, Complexity". A condensed version appeared in
INCOSE Insight, 11(1) (January 2008): 23-24.
Sillitto H.G. 2009. "On Systems Architects and Systems Architecting: Some Thoughts on Explaining The Art and
Science of System Architecting." Proceedings of the 19th Annual International Council on Systems Engineering
Complexity 122
Emergence
Lead Author: Rick Adcock, Contributing Authors: Scott Jackson, Dick Fairley, Janet Singer, Duane Hybertson
This topic forms part of the Systems Fundamentals knowledge area (KA). It gives the background to some of the
ways in which emergence has been described, as well as an indication of current thinking on what it is and how it
influences systems engineering (SE) practice. It will discuss how these ideas relate to the general definitions of
systems given in What is a System?; in particular, how they relate to different engineered system contexts. This topic
is closely related to the complexity topic that precedes it.
Emergence is a consequence of the fundamental system concepts of holism and interaction (Hitchins 2007, 27).
System wholes have behaviors and properties arising from the organization of their elements and their relationships,
which only become apparent when the system is placed in different environments.
Questions that arise from this definition include: What kinds of systems exhibit different kinds of emergence and
under what conditions? Can emergence be predicted, and is it beneficial or detrimental to a system? How do we deal
with emergence in the development and use of engineered systems? Can it be planned for? How?
There are many varied and occasionally conflicting views on emergence. This topic presents the prevailing views
and provides references for others.
Overview of Emergence
As defined by Checkland, emergence is “the principle that entities exhibit properties which are meaningful only
when attributed to the whole, not to its parts.” (Checkland 1999, 314). Emergent system behavior can be viewed as a
consequence of the interactions and relationships between system elements rather than the behavior of individual
elements. It emerges from a combination of the behavior and properties of the system elements and the systems
structure or allowable interactions between the elements, and may be triggered or influenced by a stimulus from the
systems environment.
Emergence is common in nature. The pungent gas ammonia results from the chemical combination of two odorless
gases, hydrogen and nitrogen. As individual parts, feathers, beaks, wings, and gullets do not have the ability to
overcome gravity. Properly connected in a bird, however, they create the emergent behavior of flight. What we refer
to as “self-awareness” results from the combined effect of the interconnected and interacting neurons that make up
the brain (Hitchins 2007, 7).
Hitchins also notes that technological systems exhibit emergence. We can observe a number of levels of outcome
which arise from interaction between elements in an engineered system context. At a simple level, some system
outcomes or attributes have a fairly simple and well defined mapping to their elements; for example, center of
gravity or top speed of a vehicle result from a combination of element properties and how they are combined. Other
behaviors can be associated with these simple outcomes, but their value emerges in complex and less predictable
ways across a system. The single lap performance of a vehicle around a track is related to center of gravity and
speed; however, it is also affected by driver skill, external conditions, component ware, etc. Getting the 'best'
performance from a vehicle can only be achieved by a combination of good design and feedback from real laps
under race conditions.
Emergence 123
There are also outcomes which are less tangible and which come as a surprise to both system developers and users.
How does lap time translate into a winning motor racing team? Why is a sports car more desirable to many than
other vehicles with performances that are as good or better?
Emergence can always be observed at the highest level of system. However, Hitchins (2007, 7) also points out that to
the extent that the systems elements themselves can be considered as systems, they also exhibit emergence. Page
(Page 2009) refers to emergence as a “macro-level property.” Ryan (Ryan 2007) contends that emergence is coupled
to scope rather than system hierarchical levels. In Ryan’s terms, scope has to do with spatial dimensions (how system
elements are related to each other) rather than hierarchical levels.
Abbott (Abbott 2006) does not disagree with the general definition of emergence as discussed above. However, he
takes issue with the notion that emergence operates outside the bounds of classical physics. He says that “such
higher-level entities…can always be reduced to primitive physical forces.”
Bedau and Humphreys (2008) and Francois (2004) provide comprehensive descriptions of the philosophical and
scientific background of emergence.
Types of Emergence
A variety of definitions of types of emergence exists. See Emmeche et al. (Emmeche et al. 1997), Chroust (Chroust
2003) and O’Connor and Wong (O’Connor and Wong 2006) for specific details of some of the variants. Page (Page
2009) describes three types of emergence: "simple", "weak", and "strong".
According to Page, simple emergence is generated by the combination of element properties and relationships and
occurs in non-complex or “ordered” systems (see Complexity) (2009). To achieve the emergent property of
“controlled flight” we cannot consider only the wings, or the control system, or the propulsion system. All three must
be considered, as well as the way these three are interconnected-with each other, as well as with all the other parts of
the aircraft. Page suggests that simple emergence is the only type of emergence that can be predicted. This view of
emergence is also referred to as synergy (Hitchins 2009).
Page describes weak emergence as expected emergence which is desired (or at least allowed for) in the system
structure (2009). However, since weak emergence is a product of a complex system, the actual level of emergence
cannot be predicted just from knowledge of the characteristics of the individual system components.
The term strong emergence is used to describe unexpected emergence; that is, emergence not observed until the
system is simulated or tested or, more alarmingly, until the system encounters in operation a situation that was not
anticipated during design and development.
Strong emergence may be evident in failures or shutdowns. For example, the US-Canada Blackout of 2003 as
described by the US-Canada Power System Outage Task Force (US-Canada Power Task Force 2004) was a case of
cascading shutdown that resulted from the design of the system. Even though there was no equipment failure, the
shutdown was systemic. As Hitchins points out, this example shows that emergent properties are not always
beneficial (Hitchins 2007, 15).
Other authors make a different distinction between the ideas of strong, or unexpected, emergence and unpredictable
emergence:
• Firstly, there are the unexpected properties that could have been predicted but were not considered in a systems
development: "Properties which are unexpected by the observer because of his incomplete data set, with regard to
the phenomenon at hand" (Francois, C. 2004, 737). According to Jackson et al. (Jackson et al. 2010), a desired
level of emergence is usually achieved by iteration. This may occur as a result of evolutionary processes, in which
element properties and combinations are "selected for", depending on how well they contribute to a systems
effectiveness against environmental pressures or by iteration of design parameters through simulation or build/test
cycles. Taking this view, the specific values of weak emergence can be refined and examples of strong emergence
can be considered in subsequent iterations so long as they are amenable to analysis.
Emergence 124
• Secondly, there are unexpected properties which cannot be predicted from the properties of the system’s
components: "Properties which are, in and of themselves, not derivable a priori from the behavior of the parts of
the system" (Francois, C. 2004, 737). This view of emergence is a familiar one in social or natural sciences, but
more controversial in engineering. We should distinguish between a theoretical and a practical unpredictability
(Chroust 2002). The weather forecast is theoretically predictable, but beyond certain limited accuracy practically
impossible due to its chaotic nature. The emergence of consciousness in human beings cannot be deduced from
the physiological properties of the brain. For many, this genuinely unpredictable type of complexity has limited
value for engineering. (See Practical Considerations below.)
A type of system particularly subject to strong emergence is the system of systems (sos). The reason for this is that
the SoS, by definition, is composed of different systems that were designed to operate independently. When these
systems are operated together, the interaction among the parts of the system is likely to result in unexpected
emergence. Chaotic or truly unpredictable emergence is likely for this class of systems.
Emergent Properties
Emergent properties can be defined as follows: “A property of a complex system is said to be ‘emergent’ [in the case
when], although it arises out of the properties and relations characterizing its simpler constituents, it is neither
predictable from, nor reducible to, these lower-level characteristics” (Honderich 1995, 224).
All systems can have emergent properties which may or may not be predictable or amenable to modeling, as
discussed above. Much of the literature on complexity includes emergence as a defining characteristic of complex
systems. For example, Boccara (Boccara 2004) states that “The appearance of emergent properties is the single most
distinguishing feature of complex systems”. In general, the more ordered a systems is, the easier its emergent
properties are to predict. The more complex a system is, the more difficult predicting its emergent properties
becomes.
Some practitioners use the term “emergence” only when referring to “strong emergence”. These practitioners refer to
the other two forms of emergent behavior as synergy or “system level behavior” (Chroust 2002). Taking this view,
we would reserve the term "Emergent Property" for unexpected properties, which can be modeled or refined through
iterations of the systems development.
Unforeseen emergence causes nasty shocks. Many believe that the main job of the systems approach is to prevent
undesired emergence in order to minimize the risk of unexpected and potentially undesirable outcomes. This review
of emergent properties is often specifically associated with identifying and avoiding system failures (Hitchins 2007).
Good SE isn't just focused on avoiding system failure, however. It also involves maximizing opportunity by
understanding and exploiting emergence in engineered systems to create the required system level characteristics
from synergistic interactions between the components, not just from the components themselves (Sillitto 2010).
One important group of emergent properties include properties such as agility and resilience. These are critical
system properties that are not meaningful except at the whole system level.
Practical Considerations
As mentioned above, one way to manage emergent properties is through iteration. The requirements to iterate the
design of an engineered system to achieve desired emergence results in a design process are more lengthy than those
needed to design an ordered system. Creating an engineered system capable of such iteration may also require a
more configurable or modular solution. The result is that complex systems may be more costly and time-consuming
to develop than ordered ones, and the cost and time to develop is inherently less predictable.
Sillitto (2010) observes that “engineering design domains that exploit emergence have good mathematical models of
the domain, and rigorously control variability of components and subsystems, and of process, in both design and
operation”. The iterations discussed above can be accelerated by using simulation and modeling, so that not all the
Emergence 125
iterations need to involve building real systems and operating them in the real environment.
The idea of domain models is explored further by Hybertson in the context of general models or patterns learned
over time and captured in a model space (Hybertson 2009). Hybertson states that knowing what emergence will
appear from a given design, including side effects, requires hindsight. For a new type of problem that has not been
solved, or a new type of system that has not been built, it is virtually impossible to predict emergent behavior of the
solution or system. Some hindsight, or at least some insight, can be obtained by modeling and iterating a specific
system design; however, iterating the design within the development of one system yields only limited hindsight and
often does not give a full sense of emergence and side effects.
True hindsight and understanding comes from building multiple systems of the same type and deploying them, then
observing their emergent behavior in operation and the side effects of placing them in their environments. If those
observations are done systematically, and the emergence and side effects are distilled and captured in relation to the
design of the systems — including the variations in those designs — and made available to the community, then we
are in a position to predict and exploit the emergence.
Two factors are discovered in this type of testing environment: what works (that is, what emergent behavior and side
effects are desirable); and what does not work (that is, what emergent behavior and side effects are undesirable).
What works affirms the design. What does not work calls for corrections in the design. This is why multiple systems,
especially complex systems, must be built and deployed over time and in different environments; to learn and
understand the relations among the design, emergent behavior, side effects, and environment.
These two types of captured learning correspond respectively to patterns and “antipatterns”, or patterns of failure,
both of which are discussed in a broader context in the Principles of Systems Thinking and Patterns of Systems
Thinking topics.
The use of iterations to refine the values of emergent properties, either across the life of a single system or through
the development of patterns encapsulating knowledge gained from multiple developments, applies most easily to the
discussion of strong emergence above. In this sense, those properties which can be observed but cannot be related to
design choices are not relevant to a systems approach. However, they can have value when dealing with a
combination of engineering and managed problems which occur for system of systems contexts (Sillitto 2010). (See
Systems Approach Applied to Engineered Systems.)
References
Works Cited
Abbott, R. 2006. "Emergence Explained: Getting Epiphenomena to Do Real Work". Complexity. 12(1)
(September-October): 13-26.
Bedau, M.A. and P. Humphreys, P. (eds.). 2008. "Emergence" In Contemporary Readings in Philosophy and
Science. Cambridge, MA, USA: The MIT Press.
Boccara, N. 2004. Modeling Complex Systems. New York: Springer-Verlag.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Chroust. G. 2002. "Emergent Properties in Software Systems." 10th Interdisciplinary Information Management
Talks; Hofer, C. and Chroust, G. (eds.). Verlag Trauner Linz, pages 277-289.
Chroust, G., C. Hofer, C. Hoyer (eds.). 2005. The Concept of Emergence in Systems Engineering." The 12th Fuschl
Conversation, April 18-23, 2004, Institute for Systems Engineering and Automation, Johannes Kepler University
Linz. pp. 49-60.
Emmeche, C., S. Koppe, and F. Stjernfelt. 1997. "Explaining Emergence: Towards an Ontology of Levels." Journal
for General Philosophy of Science. 28: 83-119 (1997). Accessed December 3 2014 at Claus Emmeche http:/ / www.
nbi.dk/~emmeche/coPubl/97e.EKS/emerg.html.
Emergence 126
Francois, C. 2004. International Encyclopedia of Systems and Cybernetics, 2nd edition, 2 volumes. K.G.Saur,
Munchen.
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley &
Sons.
Honderich. T. 1995. The Oxford Companion to Philosophy. New York: Oxford University Press.
Hybertson, D. 2009. Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Auerbach/CRC Press, Boca Raton, FL.
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1) (April
2010): 41-43.
O’Connor, T. and H. Wong. 2006. "Emergent Properties". Stanford Encyclopedia of Philosophy. Accessed December
3 2014 at Stanford Encyclopedia of Philosophy http://plato.stanford.edu/entries/properties-emergent/.
Page, S.E. 2009. Understanding Complexity. The Great Courses. Chantilly, VA, USA: The Teaching Company.
Ryan, A. 2007. "Emergence is Coupled to Scope, Not Level." Complexity. 13(2) (November-December).
Sillitto, H.G. 2010. "Design Principles for Ultra-Large-Scale Systems". Proceedings of the 20th Annual International
Council on Systems Engineering (INCOSE) International Symposium, July 2010, Chicago, IL, USA, reprinted in
“The Singapore Engineer”, April 2011.
US-Canada Power System Outage Task Force. 2004. Final Report on the August 14, 2003 Blackout in the United
States and Canada: Causes and Recommendations. April, 2004. Washington-Ottawa. Accessed December 3 2014 at
US Department of Energy http:/ / energy. gov/ oe/ downloads/
blackout-2003-final-report-august-14-2003-blackout-united-states-and-canada-causes-and
Primary References
Emmeche, C., S. Koppe, and F. Stjernfelt. 1997. "Explaining Emergence: Towards an Ontology of Levels." Journal
for General Philosophy of Science, 28: 83-119 (1997). http:/ / www. nbi. dk/ ~emmeche/ coPubl/ 97e. EKS/ emerg.
html.
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley &
Sons.
Page, S. E. 2009. Understanding Complexity. The Great Courses. Chantilly, VA, USA: The Teaching Company.
Additional References
Sheard, S.A. and A. Mostashari. 2008. "Principles of Complex Systems for Systems Engineering." Systems
Engineering. 12: 295-311.
This article forms part of the Systems Fundamentals knowledge area (KA). It considers future trends in SE and how
these might influence the evolution of future fundamentals.
The SEBoK contains a guide to generalized knowledge about the practice of SE. It does not pass judgement on that
knowledge. However, it can be useful in some cases to indicate which parts of the knowledge are rooted in existing
practice and which points towards the future evolution of SE.
This article provides a sketch of how SE is changing and suggests how these changes may affect the future of
systems engineering, the SEBoK, and the foundations in Part 2.
INCOSE Vision
The INCOSE Vision 2025 statement (INCOSE 2014) depicts some future directions in:
Broadening SE Application Domains
• SE relevance and influence will go beyond traditional aerospace and defense systems and extend into the broader
realm of engineered, natural and social systems.
• SE will be applied more widely to assessments of socio-physical systems in support of policy decisions and other
forms of remediation
More intelligent and autonomous systems
• Systems of the future need to become smarter, self-organized, sustainable, resource-efficient, robust and safe
• More autonomous vehicles and transportation systems
• Systems become more “intelligent” and dominate human-safety critical applications
Theoretical Foundations
• SE will be supported by a more encompassing foundation of theory and sophisticated model-based methods and
tools allowing a better understanding of increasingly complex systems and decisions in the face of uncertainty
• Challenge: A core body of systems engineering foundations is defined and taught consistently across academia
and forms the basis for systems engineering practice
In this article we will consider how the fundamentals of SE might need to evolve to support this vision.
Evolution of Fundamentals
These ongoing change to SE places more emphasis on the role of autonomus agents in systems engineering, and
agency will be an area of increased emphasis in the systems engineering and SEBoK of the future. Hybertson
(Hybertson, 2019) spells out in more detail the increased role of agents and agency in future SE. Moving from a total
control model to a shared responsibility model changes the nature of engineering to something more like collective
actualization, as proposed by Hybertson (2009 and 2019). Systems will represent a combination and interplay of
technology and social factors, and they can range from technical product to service provider to social entity. In many
cases they will be a socio-technical combination or hybrid.
The above trends have an impact on SE foundations, including technical aspects, social aspects, and ethical aspects.
Inclusion of people in systems implies significant expansion of foundation sciences, to provide principles, theories,
models, and patterns of the human, biological, social, and agent realm as well as the technical and physical realm.
Emphasis on agents implies a revised conceptualization of system change, from the traditional model of mechanistic
and controlled fixes and upgrades to a more organic change model that involves growth, self-learning,
self-organizing, and self-adapting. Ethical considerations will include how to allocate responsibility for a system in a
shared responsibility model. Further discussion of the expanded foundation and a list of foundation disciplines for
future SE are presented in (Hybertson 2009 and 2019).
References
Works Cited
Hybertson, D. (2009). Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems, Auerbach/CRC Press, Boca Raton, FL.
Hybertson, D. (2019 forthcoming). Systems Engineering Science. Chapter in G. S. Metcalf, H. Deguchi, and K.
Kijima (editors in chief). Handbook of Systems Science. Tokyo: Springer.
INCOSE (2014). A world in motion: systems engineering vision 2025. International Council on Systems
Engineering.
Fundamentals for Future Systems Engineering 129
Primary References
None.
Additional References
None.
This knowledge area (KA) provides a guide for applying the systems approach as a means of identifying and
understanding complex problems and opportunities, synthesizing possible alternatives, analyzing and selecting the
best alternative, implementing and approving a solution, as well as deploying, using and sustaining engineered
system solutions. The active participation of stakeholders during all the activities of the systems approach is the key
to the success of the systems approach.
In an engineered system context, a systems approach is a holistic approach that spans the entire life of the system;
however, it is usually applied in the development and operational/support life cycle stages. This knowledge area
defines a systems approach using a common language and intellectual foundation to ensure that practical systems
concepts, principles, patterns and tools are accessible to perform systems engineering (SE), as is discussed in the
introduction to Part 2: Foundations of Systems Engineering.
Topics
Each part of the Guide to the SE Body of Knowledge (SEBoK) is divided into KAs, which are groupings of
information with a related theme. The KAs in turn are divided into topics. This KA contains the following topics:
• Overview of the Systems Approach
• Engineered System Context
• Identifying and Understanding Problems and Opportunities
• Synthesizing Possible Solutions
• Analysis and Selection between Alternative Solutions
• Implementing and Proving a Solution
• Deploying, Using, and Sustaining Systems to Solve Problems
• Applying the Systems Approach
Systems Approach Applied to Engineered Systems 131
Systems Approach
This KA describes a high-level framework of activities and principles synthesized from the elements of the systems
approach, as described earlier in Part 2 of the SEBoK, and is mapped to the articles Concepts of Systems Thinking,
Principles of Systems Thinking, and Patterns of Systems Thinking. The concept map in Figure 1 describes how the
knowledge is arranged in this KA and the linkage to the KA in Part 3.
According to Jackson et al. (Jackson et al. 2010, 41-43), the systems approach to engineered systems is a
problem-solving paradigm. It is a comprehensive problem identification and resolution approach based upon the
principles, concepts, and tools of systems thinking and systems science, along with the concepts inherent in
engineering problem-solving. It incorporates a holistic systems view that covers the larger context of the system,
including engineering and operational environments, stakeholders, and the entire life cycle.
Successful systems practice should not only apply systems thinking to the system being created, but should also
utilize systems thinking in consideration of the way in which work is planned and conducted. See Part 5: Enabling
Systems Engineering for further discussions on how individuals, teams, businesses and enterprises may be enabled to
perform systems engineering.
Systems Approach Applied to Engineered Systems 132
References
Works Cited
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?". INCOSE Insight. 13(1): 41-43.
Primary References
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4).
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1): 41-43.
Additional References
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley &
Sons.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Senge, P. M. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York,
Doubleday/Currency.
This knowledge area (KA) considers how a systems approach relates to engineered systems and to systems
engineering (SE). The article Applying the Systems Approach considers the dynamic aspects of how the approach is
used and how this relates to elements of SE.
patterns and representations of systems thinking. These two views are discussed in the following sections.
1. Whole System
The system coupling diagram (Figure 1), describes the scope of a systems approach to engineered systems (Lawson
2010).
Figure 1. System Coupling Diagram (Lawson 2010). Reprinted with permission of Harold "Bud" Lawson. All other
rights are reserved by the copyright owner.
• The situation system is the problem or opportunity either unplanned or planned. The situation may be natural,
man-made, a combination of both, or a postulated situation used as a basis for deeper understanding and training
(e.g. business games or military exercises).
• The respondent system is the system created to respond to the situation. The parallel bars indicate that this
system interacts with the situation and transforms it to a new situation. Respondent systems have several names,
project, program, mission, task force, or in a scientific context, experiment.
• System assets are the sustained assets of one or more enterprises to be used in response to situations. System
assets must be adequately managed throughout the life of a system to ensure that they perform their function
when instantiated in a respondent system. Examples include: value-added products or services, facilities,
instruments and tools, and abstract systems, such as theories, knowledge, processes and methods.
Martin (Martin 2004) describes seven types of system, or “the seven samurai of systems engineering”, all of which,
system developers need to understand to develop successful systems:
• the context system
• the intervention system
• the realization system
• the deployed system
• collaborating systems
• the sustainment system
• competing systems
Martin contends that all seven systems must be explicitly acknowledged and understood when engineering a solution
for a complex adaptive situation.
These views, and others, describe one aspect of the systems approach when applied to engineered systems; in
addition, it is applicable to understanding a problem, it organizes the resolution of that problem, and creates and
integrates any relevant assets and capabilities to enable that solution.
Overview of the Systems Approach 135
2. Whole Lifecycle
Ring (Ring 1998) provides a powerful framework for the continuing management and periodic upgrade of long-life
and “immortal” systems. It also accurately represents the “continuous” or very rapid product launch and refreshment
cycle driven by market feedback and constant innovation that is seen in most product and service system consumer
markets.
Figure 2. Ellipse Graphic (Ring 1998). © 1998 IEEE. Reprinted, with permission, from Jack Ring, Engineering Value-Seeking Systems,
IEEE-SMC. Conference Proceedings. All other rights are reserved by the copyright owner.
Enterprise systems engineering may be considered in multiple concurrent instances of this model for different
sub-sets of enterprise assets and services, in order to maintain a capability to pursue enterprise goals in a complex
and dynamic external environment.
The dynamic nature of this cycle and its relationship to Life Cycle thinking is discussed in the article Applying the
Systems Approach.
3. Whole Problem
The article Identifying and Understanding Problems and Opportunities considers the nature of problem situations. It
discusses the relationship between hard system and soft system views of problems and how they relate to engineered
systems. Engineered systems are designed to operate with and add value to a containing social and/or ecological
system. The scope of problems is captured by frameworks, such as Political, Economic, Social, Technological, Legal
and Environmental (PESTLE) (Gillespie 2007) or Social, Technical, Economic, Environmental, Political, Legal,
Ethical and Demographic (STEEPLED).
The idea of a wicked problem (Rittel and Webber 1973) is also discussed. These problems cannot be quantified and
solved in a traditional engineering sense.
Sillitto (Sillitto 2010) describes a lifecycle model in which the decision as to what parts of problems can be “solved”
and what parts must be “managed” is the first key decision and emphasizes the need for a solution approach that
provides flexibility in the solution to match the level of uncertainty and change in the problem and stakeholder
expectations. It is now normal to view a problem as one that "changes over time” and to promote the belief that value
is determined by the perceptions of key stakeholders.
Overview of the Systems Approach 136
Figure 3. Engineered vs Managed Problems (Sillitto 2010). Reproduced with permission of Hillary Sillitto. All other rights are reserved by the
copyright owner.
Thus, a systems approach can be useful when addressing all levels of a problematic situation, from individual
technologies to the complex socio-technical issues that come about in the area of engineered systems development.
4. Multi-Disciplinary
As discussed by Sillitto (Sillitto 2012), the methods and thinking applied by many practicing systems engineers have
become optimized to the domains of practice. While systems thinking concepts, patterns and methods are used
widely, they are not endemic in SE practice. As a result, SE practitioners find it difficult to share systems ideas with
others involved in a systems approach. Part 4: Applications of Systems Engineering describes traditional (product
based) SE (Lawson 2010) and examines this against the SE approaches that are applicable to service, enterprise, and
system of systems capability. These approaches require more use of problem exploration, a broader solution context,
and a purpose driven life cycle thinking.
The inclusion of systems thinking in SE competency frameworks (INCOSE 2010) represents a general move toward
a desire for more use of systems thinking in SE practice. There is a wide stakeholder desire to acquire the benefits of
a systems approach through the application of SE, particularly in areas where current SE approaches are inadequate
or irrelevant. Hence, there is a need for a better articulation of the systems approach and how to apply it to
non-traditional problems.
References
Works Cited
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Churchman, C.W. 1979. The Systems Approach and Its Enemies. New York, NY: Basic Books.
Gillespie. 2007. Foundations of Economics - Additional chapter on Business Strategy. Oxford University Press.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?". INCOSE Insight. 12(4).
Hitchins, D. 2007. Systems Engineering, a 21st Century Systems Methodology. Hoboken, NJ: Wiley.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
INCOSE. 2012. INCOSE 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.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Martin, J, 2004. "The Seven Samurai of Systems Engineering: Dealing with the Complexity of 7 Interrelated
Systems." Proceedings of the 14th Annual INCOSE International Symposium, 20-24 June 2004, Toulouse, France.
Overview of the Systems Approach 138
Ring, J., 1998. "A Value Seeking Approach to the Engineering of Systems." Proceedings of the IEEE Conference on
Systems, Man, and Cybernetics. p. 2704-2708.
Rittel, H. and M. Webber. 1973. "Dilemmas in a General Theory of Planning." Policy Sciences. 4:155–169.
Ryan, A. 2008. “What is a Systems Approach?” Journal of Non-linear Science.
Senge, P.M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY,
USA: Doubleday Currency.
Sillitto, H. 2010. “Design principles for ultra-large scale systems.” Proceedings of the INCOSE International
Symposium, Chicago, July 2010, re-printed in "The Singapore Engineer" July 2011.
Sillitto, H.G. 2012: "Integrating Systems Science, Systems Thinking, and Systems Engineering: understanding the
differences and exploiting the synergies", Proceedings of the INCOSE International Symposium, Rome July 2012.
Primary References
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4).
Senge, P.M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY,
USA: Doubleday Currency.
Additional References
Biggs, J.B. 1993. "From Theory to Practice: A Cognitive Systems Approach". Journal of Higher Education &
Development. Accessed December 4 2014 Taylor and Francis from http:/ / www. informaworld. com/ smpp/
content~db=all~content=a758503083.
Boardman, J. and B. Sauser 2008. Systems Thinking: Coping with 21st Century Problems. Boca Raton, FL, USA:
CRC Press.
Edson, R. 2008. Systems Thinking. Applied. A Primer. Arlington, VA, USA: Applied Systems Thinking (ASysT)
Institute, Analytic Services Inc.
Ring J. 2004. "Seeing an Enterprise as a System." INCOSE Insight. 6(2): 7-8.
This article is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the further expansion of the ideas of an engineered system and engineered system context that
were introduced in the Systems Fundamentals KA.
The single most important principle of the systems approach is that it is applied to an engineered system context and
not just to a single system (INCOSE 2012). The systems approach includes models and activities useful for the
understanding, creation, use, and sustainment of engineered systems to enable the realization of stakeholder needs.
Disciplines that use a systems approach (like systems engineering (SE)) consider an engineered system context that
defines stakeholder needs, and look for the best ways to provide value by applying managed technical activities to
one or more selected engineered systems of interest (SoI).
Generally, four specific types of engineered system contexts are recognized in SE:
• product system (glossary)
• service system (glossary)
• enterprise system (glossary)
• system of systems (SoS) capability
One of the key distinctions between these system contexts pertains to the establishment of how and when the SoI
boundary is drawn.
Engineered System-of-Interest
We use the idea of an engineered system context to define an engineered SoI and to capture and agree on the
important relationships between it, the systems it works directly with, and any other systems with which it work. All
applications of a systems approach (and hence of SE) are applied in a system context rather than only to an
individual system.
A system context can be constructed around the following set of open system relationships (Flood and Carson 1993):
• The Narrower System-of-Interest (NSoI) is the system of direct concern to the observer. The focus of this
system is driven by the scope of authority or control with implicit recognition that this scope may not capture all
related elements.
• The Wider System-of-Interest (WSoI) describes a logical system boundary containing all of the elements needed
to fully understand system behavior. The observer may not have authority over all of the elements in the WSoI,
but will be able to establish the relationships between WSoI elements and NSoI elements.
• The WSoI exists in an environment. The immediate environment contains engineered, natural, and/or social
systems, with which the WSoI (and thus some elements of the NSoI) directly interact with for the purpose of
exchanging material, information, and/or energy to achieve its goals or objective.
• A Wider Environment completes the context and contains systems that have no direct interaction with the SoI,
but which might influence decisions related to it during its life cycle.
• "Some Theoretical Considerations of Mathematical Modeling" (Flood 1987) extends this context to include a
meta-system (MS) that exists outside of the WSoI and exercises direct control over it.
The choice of the SoI boundary for particular activities depends upon what can be changed and what must remain
fixed. The SoI will always include one or more NSoI, but may also include WSoI and a MS if appropriate, such as
when considering a service or an enterprise system.
Engineered System Context 140
makes use of existing products or resources within or outside of the enterprise, it must be ensured that they are
available for this use and that this does not adversely affect other services. Part of getting the right service may
require the negotiation of changes to the wider enterprise context, but this must be by agreement with the relevant
authority.
For a service system, and also when considering the service system context, the value is realized only through
service transactions. The end-user co-creates value at the time of the request to use the service. For example, to make
a flight reservation using a smart phone, the service system is composed of many service system entities (the caller,
the person called, the smart phone, the access network, the core Internet Protocol (IP) network, the Internet Service
provider (ISP), the World Wide Web (WWW), data centers, etc. All these are necessary to enable the service. When
a caller makes a reservation and then books the flight, the value has been created.
This definition of a service system, as associated with dynamic Information Technology (IT) services, is discussed
further in the article Service Systems Engineering.
References
Works Cited
Flood, R.L. 1987. "Some Theoretical Considerations of Mathematical Modeling." In Problems of Constancy and
Change (proceedings of 31st Conference of the International Society for General Systems Research, Budapest),
Volume 1, p. 354 - 360.
Flood, R.L. and E.R. Carson. 1993. Dealing with Complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
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),
Engineered System Context 142
INCOSE-TP-2003-002-03.2.2.
Spohrer, J. 2008. "Service Science, Management, Engineering, and Design (SSMED): An Emerging
Discipline-Outline & References." International Journal of Information Systems in the Service Sector. 1(3) (May).
Primary References
Chang, C.M., 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley and Sons.
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.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press.
Rouse, W.B. 2005. "Enterprise as Systems: Essential Challenges and Enterprise Transformation". Systems
Engineering. 8(2): 138-50.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering". Journal of Systems Science and Systems
Engineering. 12(1): 13-38.
Additional References
ANSI/EIA. 2003. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA). ANSI/EIA 632‐1998.
Bernus, P., L. Nemes, and G. Schmidt (eds.). 2003. Handbook on Enterprise Architecture. Heidelberg, Germany:
Springer.
Chang, C.M., 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley and Sons.
DeRosa, J. K. 2006. “An Enterprise Systems Engineering Model.” Proceedings of the 16th Annual International
Council on Systems Engineering, 9-13 July 2006, Orlando, FL, USA.
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press.
Joannou, P. 2007. "Enterprise, Systems, and Software—The Need for Integration." IEEE Computer. 40(5) (May):
103-105.
Katzan, H. 2008. Service Science. Bloomington, IN, USA: iUniverse Books.
Maglio P., S. Srinivasan, J.T. Kreulen, and J. Spohrer. 2006. “Service Systems, Service Scientists, SSME, and
Innovation." Communications of the ACM. 49(7) (July).
Martin J.N. 1997. Systems Engineering Guidebook. Boca Raton, FL, USA: CRC Press.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press.
Rouse, W.B. 2009. "Engineering the Enterprise as a System". In Handbook of Systems Engineering and
Management, 2nd ed. A.P. Sage and W.B. Rouse (eds.). New York, NY, USA: Wiley and Sons.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering". Journal of Systems Science and Systems
Engineering. 12(1): 13-38.
Valerdi, R. and D.J. Nightingale. 2011. "An Introduction to the Journal of Enterprise Transformation." Journal of
Enterprise Transformation 1(1):1-6.
Engineered System Context 143
This topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the identification and exploration of problems or opportunities in detail. The problem situations
described by the activities in this topic may form a starting point for Synthesizing Possible Solutions. Any of the
activities described below may also need to be considered concurrently with other activities in the systems approach
at a particular point in the life of a system-of-interest (SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this knowledge area, Applying the Systems Approach, considers the dynamic
aspects of how these activities are used as part of the systems approach and how this relates in detail to elements of
systems engineering (SE).
The phrase "problem or opportunity" used herein recognizes that the "problem" is not always a negative situation and
can also be a positive opportunity to improve a situation.
Introduction
According to Jenkins (1969), the first step in the systems approach is “the recognition and formulation of the
problem.” The systems approach described in the Guide to the SE Body of Knowledge (SEBoK) is predominantly a
hard system approach. The analysis, synthesis, and proving parts of the approach assume a problem or opportunity
has been identified and agreed upon and that a "new" engineered system (glossary) solution is needed.
However, the systems approach does not have to apply to the development and use of a newly designed and built
technical solution. Abstract or experimental solutions to potential problems might be explored to help achieve
agreement on a problem context. Solutions may involve reorganizing existing system of systems (SoS) contexts or
the modification or re-use of existing products and services. The problem and opportunity parts of the approach
overlap with soft system approaches. This is discussed in more detail below.
One thing that must be considered in relation to system complexity is that the opportunity situation may be difficult
to fully understand; therefore, system solutions may not solve the problem the first time, but is still useful in
increasing the understanding of both problem issues and what to try next to work toward a solution.
Hence, problem exploration and identification is often not a one-time process that specifies the problem, but is used
in combination with solution synthesis and analysis to progress toward a more complete understanding of problems
and solutions over time (see Applying the Systems Approach for a more complete discussion of the dynamics of this
aspect of the approach).
Identifying and Understanding Problems and Opportunities 144
Problem Exploration
Soft system thinking does not look for "the problem", but considers a problematic situation. Forming systems views
of this situation can help stakeholders better understand each other's viewpoints and provide a starting point for
directed intervention in the current system context. If a full soft systems intervention is undertaken, such as a soft
systems methodology (SSM) (Checkland 1999), it will not include formal analysis, synthesis, and proving. However,
the SSM method was originally based on hard methodologies, in particular one presented by Jenkins (1969). It
follows the basic principles of a systems approach: "analyzing" conceptual models of shared understanding,
"synthesizing" intervention strategies, and "proving" improvements in the problematic situation.
Often, the distinction between hard and soft methods is not as clear cut as the theory might suggest. Checkland
himself has been involved in applications of SSM as part of the development of information system design
(Checkland and Holwell 1998). It is now agreed upon by many that while there is a role for a "pure soft system"
approach, the service and enterprise problems now being tackled can only be dealt with successfully by a
combination of soft problematic models and hard system solutions. Mingers and White (Mingers and White 2009)
give a number of relevant examples of this. In particular they reference "Process and Content: Two Ways of Using
SSM" (Checkland and Winters 2006). It is likely in the future that engineered system problems will be stated, solved,
and used as part of a predominately soft intervention, which will place pressure on the speed of development needed
in the solution space. This is discussed more fully in the topic Life Cycle Models.
The critical systems thinking and multi-methodology approaches (Jackson 1985) take this further by advocating a
"pick and mix" approach, in which the most appropriate models and techniques are chosen to fit the problem rather
than following a single methodology (Mingers and Gill 1997). Thus, even if the hard problem identification
approach described below is used, some use of the soft system techniques (such as rich pictures, root definitions, or
conceptual models) should be considered within it.
Problem Identification
Hard system thinking is based on the premise that a problem exists and can be stated by one or more stakeholders in
an objective way. This does not mean that hard systems approaches start with a defined problem. Exploring the
potential problem with key stakeholders is still an important part of the approach.
According to Blanchard and Fabrycky (Blanchard and Fabrycky 2006, 55-56), defining a problem is sometimes the
most important and difficult step. In short, a system cannot be defined unless it is possible to clearly describe what it
is supposed to accomplish.
According to Edson (Edson 2008, 26-29), there are three kinds of questions that need to be asked to ensure we fully
understand a problem situation. First, how difficult or well understood is the problem? The answer to this question
will help define the tractability of the problem. Problems can be “tame,” “regular,” or “wicked”:
• For tame problems, the solution may be well-defined and obvious.
• Regular problems are those that are encountered on a regular basis. Their solutions may not be obvious, thus
serious attention should be given to every aspect of them.
• Wicked problems (Rittel and Webber 1973) cannot be fully solved, or perhaps even fully defined. Additionally,
with wicked problems, it is not possible to understand the full effect of applying systems to the problem.
Next, who or what is impacted? There may be elements of the situation that are causing the problem, elements that
are impacted by the problem, and elements that are just in the loop. Beyond these factors, what is the environment
and what are the external factors that affect the problem? In examining these aspects, the tools and methods of
systems thinking can be productively applied.
Finally, what are the various viewpoints of the problem? Does everyone think it is a problem? Perhaps there are
conflicting viewpoints. All these viewpoints need to be defined. Persons affected by the system, who stand to benefit
from the system, or can be harmed by the system, are called stakeholders. Wasson (Wasson 2006, 42-45) provides a
Identifying and Understanding Problems and Opportunities 145
comprehensive list of stakeholder types. The use of soft systems models, as discussed above, can play an important
part in this. Describing a problem using situation views can be useful when considering these issues, even if a single
problem perspective is selected for further consideration.
Operations research is a hard systems method which concentrates on solving problem situations by deploying known
solutions. The problem analysis step of a typical approach asks questions about the limitation and cost of the current
system to identify efficiency improvements that need to be made (Flood and Carson 1993).
Traditional SE methods tend to focus more on describing an abstract model of the problem, which is then used to
develop a solution that will produce the benefits stakeholders expect to see (Jenkins 1969). The expectation is often
that a new solution must be created, although this need not be the case. Jenkins suggests that SE is just as applicable
to a redesign of existing systems. A clear understanding of stakeholder expectations in this regard should produce a
better understanding of part of the problem. Do stakeholders expect a new solution or modifications to their existing
solutions, or are they genuinely open to solution alternatives which consider the pros and cons of either. Such
expectations will influence suggestions of solution alternatives, as discussed in the Synthesizing Possible Solutions
article.
An important factor in defining the desired stakeholder outcomes, benefits, and constraints is the operational
environment, or scenario, in which the problem or opportunity exists. Armstrong (Armstrong 2009, 1030) suggests
two scenarios: the first is the descriptive scenario, or the situation as it exists now, and the second is the normative
scenario, or the situation as it may exist sometime in the future.
All of these aspects of problem understanding can be related to the concept of a system context.
Problem Context
The Engineered System Context topic identifies a way by which a complex system situation can be resolved around
a system-of-interest (glossary) (SoI). The initial identification of a "problem context" can be considered as the
outcome of this part of the systems approach.
The systems approach should not consider only soft or hard situations. More appropriately, a problem or opportunity
should be explored using aspects of both. In general, the application of the systems approach with a focus on
engineered system contexts will lead to hard system contexts in which an identified SoI and required outcome can be
defined.
An initial description of the wider SoI and environment serves as the problem or opportunity problem scope. Desired
stakeholder benefits are expressed as outcomes in the wider system and some initial expression of what the SoI is
intended for may be identified. Jenkins (1969) defines a problem formulation approach where one:
• states the aim of the SoI
• defines the wider SoI
• defines the objectives of the wider SoI
• defines the objectives of the system
• defines economic, informational, and other conditions.
In a hard system problem context, a description of a logical or ideal system solution may be included. This ideal
system cannot be implemented directly, but describes the properties required of any realizable system solution.
To support this problem or opportunity description, a soft context view of the SoI will help ensure wider stakeholder
concerns are considered. If a soft system context has been defined, it may include a conceptual model (Checkland
1999) which describes the logical elements of a system that resolve the problem situation and how they are perceived
by different stakeholders. Unlike the hard system view, this does not describe the ideal solution, but provides an
alternative view on how aspects of any solution would be viewed by potential stakeholders.
In problem contexts with a strong coercive dimension, the problem context should include an identification of the
relative power and the importance of stakeholders.
Identifying and Understanding Problems and Opportunities 146
The problem context should include some boundaries on the cost, time to deployment, time in use, and operational
effectiveness needed by stakeholders. In general, both the full problem context and an agreed version of the problem
to be tackled next are described. (see Applying the Systems Approach).
References
Works Cited
Armstrong, Jr., J.E., 2009. "Issue Formulation." In A.P. Sage and W.B. Rouse (eds.). Handbook of Systems
Engineering and Management, 2nd edition. Hoboken, NJ, USA: Wiley.
Blanchard, B. and W.J. Fabrycky. 2006. Systems Engineering and Analysis. Upper Saddle River, NJ, USA: Prentice
Hall.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: Wiley.
Checkland, P. and S. Holwell. 1998. Information, Systems and Information Systems: Making Sense of the Field.
Hoboken, NJ, USA: Wiley.
Checkland, P. and M. Winter. 2006. "Process and Content: Two Ways of Using SSM". Journal of Operational
Research Society. 57(12): 1435-1441.
Edson, R. 2008. Systems Thinking. Applied. A Primer. Arlington, VA, USA: Applied Systems Thinking (ASysT)
Institute, Analytic Services Inc.
Flood, R. L. and E.R. Carson 1993. Dealing with Complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
Jackson, M. 1985. "Social Systems Theory and Practice: The Need for A Critical Approach". International Journal
of General Systems. 10: 135-151.
Jenkins, G.M. 1969. "The Systems Approach." The Journal of Systems Engineering. 1(1).
Mingers, J. and A. Gill. 1997. Multimethodology: Theory and Practice of Combining Management Science
Methodologies. Chichester, UK: Wiley.
Mingers, J. and L. White. 2009. A Review of Recent Contributions of Systems Thinking to Operational Research and
Management Science, Working Paper 197. Canterbury, UK: Kent Business School.
Rittel, H. and M. Webber. 1973. "Dilemmas in a General Theory of Planning." In Policy Sciences. 4:155–169.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: Wiley.
Primary References
Blanchard, B. & W.J. Fabrycky. 2006. Systems Engineering and Analysis. Upper Saddle River, NJ, USA: Prentice
Hall.
Edson, R. 2008. Systems Thinking. Applied. A Primer. Arlington, VA, USA: Applied Systems Thinking (ASysT)
Institute, Analytic Services Inc.
Additional References
None
This topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the synthesis of possible solution options in response to the problem situations described by
activities from Identifying and Understanding Problems and Opportunities topic. The solution options proposed by
the synthesis activities will form the starting point for the Analysis and Selection between Alternative Solutions. Any
of the activities described below may also need to be considered concurrently with other activities in the systems
approach at a particular point in the life of a system-of-interest (SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this KA, Applying the Systems Approach, considers the dynamic aspects of
how these activities are used as part of the systems approach and how this relates in detail to elements of systems
engineering (SE).
Synthesis Overview
System synthesis is an activity within the systems approach that is used to describe one or more system solutions
based upon a problem context for the life cycle of the system to:
• Define options for a SoI with the required properties and behavior for an identified problem or opportunity
context.
• Provide solution options relevant to the SoI in its intended environment, such that the options can be assessed to
be potentially realizable within a prescribed time limit, cost, and risk described in the problem context.
• Assess the properties and behavior of each candidate solution in its wider system context.
The iterative activity of system synthesis develops possible solutions and may make some overall judgment
regarding the feasibility of said solutions. The detailed judgment on whether a solution is suitable for a given
iteration of the systems approach is made using the Analysis and Selection between Alternative Solutions activities.
Essential to synthesis is the concept of holism, according to Hitchins (Hitchins 2009), and states that a system must
be considered as a whole and not simply as a collection of its elements. The holism of any potential solution system
requires that the behavior of the whole be determined by addressing a system within an intended environment and
not simply the accumulation of the properties of the elements. The latter process is known as reductionism and is the
opposite of holism, which Hitchins (Hitchins 2009, 60) describes as the notion that “the properties, capabilities, and
behavior of a system derive from its parts, from interactions between those parts, and from interactions with other
systems.”
When the system is considered as a whole, properties called emergent properties often appear (see Emergence).
These properties are often difficult to predict from the properties of the elements alone. They must be evaluated
within the systems approach to determine the complete set of performance levels of the system. According to
Jackson (Jackson 2010), these properties can be considered in the design of a system, but to do so, an iterative
approach is required.
In complex systems, individual elements will adapt to the behavior of the other elements and to the system as a
whole. The entire collection of elements will behave as an organic whole. Therefore, the entire synthesis activity,
particularly in complex systems, must itself be adaptive.
Hence, synthesis is often not a one-time process of solution design, but is used in combination with problem
understanding and solution analysis to progress towards a more complete understanding of problems and solutions
over time (see Applying the Systems Approach topic for a more complete discussion of the dynamics of this aspect
of the approach).
Synthesizing Possible Solutions 148
Synthesis Activities
The following activities provide an outline for defining the SoI: grouping of elements, identification of the
interactions among the elements, identification of interfaces between elements, identification of external interfaces to
the SoI boundary and common sub-elements within the SoI boundary.
The activities of systems synthesis are built on the idea of a balanced reduction vs. holism approach as discussed in
What is Systems Thinking? topic. It is necessary to divide system elements and functions to create a description of
the SoI which is realizable, either through combinations of available elements or through the design and construction
of new elements. However, if the system is simply decomposed into smaller and smaller elements, the holistic nature
of systems will make it more and more difficult to predict the function and behavior of the whole. Thus, synthesis
progresses through activities that divide, group, and allocate elements, and then assesses the complete system’s
properties in context relevant to the user need the SoI will fulfill. Hence, synthesis occurs over the entire life cycle of
the system as the system and its environment change.
References
Works Cited
Beishon, J. 1980. Systems Organisations: the Management of Complexity. Milton Keynes; Open University press.
Blanchard, B. and W.J. Fabrcky. 2006. Systems Engineering and Analysis. Upper Saddle River, NJ: Prentice Hall.
Boehm, B. 2009. "Applying the Incremental Commitment Model to Brownfield System Development". Proceedings
of the 7th Annual Conference on Systems Engineering Research (CSER), Loughborough, UK.
Browning, T.R. 2009. "Using the Design Structure Matrix to Design Program Organizations". In Sage, A.P. and
W.B. Rouse (eds.). Handbook of Systems Engineering and Management, 2nd ed. Hoboken, NJ, USA: John Wiley &
Sons.
Buede, D.M. 2009. "Functional Analysis". In Sage, A.P. and W.B. Rouse (eds.). Handbook of Systems Engineering
and Management, 2nd ed. Hoboken, NJ, USA: John Wiley & Sons.
Checkand, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Flood, R.L. and E.R. Carson. 1993. Dealing with Complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4) (December
2009): 59-63.
INCOSE. 1998. "INCOSE SE Terms Glossary." INCOSE Concepts and Terms WG (eds.). Seattle, WA, USA:
International Council on Systems Engineering.
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?". INCOSE Insight. 13(1) (April
2010): 41-43.
Jones, L. 1982. "Defining System Boundaries in Practice: Some Proposals and Guidelines." Journal of Applied
Systems Analysis, 9: 41-55.
Levin, A.H. 2009. "System Architectures". In Sage, A.P. and W.B. Rouse (eds.). Handbook of Systems Engineering
and Management, 2nd ed. Hoboken, NJ, USA: John Wiley & Sons.
Page, S.E. 2009. "Understanding Complexity". The Great Courses. Chantilly, VA, USA: The Teaching Company.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
White, Jr., K.P. 2009. "Systems Design." In Sage, A.P. and W.B. Rouse (eds.). Handbook of Systems Engineering
and Management, 2nd ed. Hoboken, NJ, USA: John Wiley & Sons.
Primary References
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4) (December
2009): 59-63.
ISO/IEC/IEEE. 2015. Systems and software engineering -- System life cycle processes. Geneva, Switzerland:
International Organisation for Standardisation/International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineer. ISO/IEC/IEEE 15288:2015.
Jackson, S., D. Hitchins and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1) (April
2010): 41-43.
Synthesizing Possible Solutions 152
Additional References
None
This topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the analysis and selection of a preferred solution from the possible options, which may have
been proposed by Synthesizing Possible Solutions. Selected solution options may form the starting point for
Implementing and Proving a Solution. Any of the activities described below may also need to be considered
concurrently with other activities in the systems approach at a particular point in the life of a system-of-interest
(SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this KA, Applying the Systems Approach, considers the dynamic aspects of
how these activities are used as part of the systems approach and how this relates in detail to elements of systems
engineering (SE).
System Analysis
System analysis is an activity in the systems approach that evaluates one or more system artifacts created during the
activities involved in Synthesizing Possible Solutions, such as:
• Defining assessment criteria based on the required properties and behavior of an identified problem or
opportunity system situation.
• Accessing the properties and behavior of each candidate solution in comparison to the criteria.
• Comparing the assessments of the candidate solutions and identification of any that could resolve the problem or
exploit the opportunities, along with the selection of candidates that should be further explored.
As discussed in Synthesizing Possible Solutions topic, the problem context for an engineered system will include a
logical or ideal system solution description. It is assumed that the solution that “best” matches the ideal one will be
the most acceptable solution to the stakeholders. Note, as discussed below, the “best” solution should include an
understanding of cost and risk, as well as effectiveness. The problem context may include a soft system conceptual
model describing the logical elements of a system to resolve the problem situation and how these are perceived by
different stakeholders (Checkland 1999). This soft context view will provide additional criteria for the analysis
process, which may become the critical issue in selecting between two equally effective solution alternatives.
Hence, analysis is often not a one-time process of solution selection; rather, it is used in combination with problem
understanding and solution synthesis to progress towards a more complete understanding of problems and solutions
over time (see Applying the Systems Approach topic for a more complete discussion of the dynamics of this aspect
of the approach).
Analysis and Selection between Alternative Solutions 153
Effectiveness Analysis
Effectiveness studies use the problem or opportunity system context as a starting point.
The effectiveness of a synthesized system solution will include performance criteria associated with both the
system’s primary and enabling functions. These are derived from the system’s purpose, in order to enable the
realization of stakeholder needs in one or more, wider system contexts.
For a product system there are a set of generic non-functional qualities that are associated with different types of
solution patterns or technology, e.g., safety, security, reliability, maintainability, usability, etc. These criteria are
often explicitly stated as parts of the domain knowledge of related technical disciplines in technology domains.
For a service system or enterprise system the criteria will be more directly linked to the identified user needs or
enterprise goals. Typical qualities for such systems include agility, resilience, flexibility, upgradeability, etc.
In addition to assessments of the absolute effectiveness of a given solution system, systems engineers must also be
able to combine effectiveness with the limitations of cost and timescales included in the problem context. In general,
the role of system analysis is to identify the proposed solutions which can provide some effectiveness within the cost
and time allocated to any given iteration of the systems approach (see Applying the Systems Approach for details). If
none of the solutions can deliver an effectiveness level that justifies the proposed investment, then it is necessary to
return to the original framing of the problem. If at least one solution is assessed as sufficiently effective, then a
choice between solutions can be proposed.
Trade-Off Studies
In the context of the definition of a system, a trade-off study consists of comparing the characteristics of each
candidate system element to those of each candidate system architecture, in order to determine the solution that
globally balances the assessment criteria in the best way. The various characteristics analyzed are gathered in cost
analysis, technical risks analysis, and effectiveness analysis (NASA 2007). To accomplish a trade off study there are
a variety of methods, often supported by tooling. Each class of analysis is the subject of the following topics:
• Assessment criteria are used to classify the various candidate solutions. They are either absolute or relative. For
example, the maximum cost per unit produced is c$, cost reduction shall be x%, effectiveness improvement is
y%, and risk mitigation is z%.
• Boundaries identify and limit the characteristics or criteria to be taken into account at the time of analysis (e.g.,
the kind of costs to be taken into account, acceptable technical risks, and the type and level of effectiveness).
• Scales are used to quantify the characteristics, properties, and/or criteria and to make comparisons. Their
definition requires knowledge of the highest and lowest limits, as well as the type of evolution of the
characteristic (linear, logarithmic, etc.).
• An assessment score is assigned to a characteristic or criterion for each candidate solution. The goal of the
trade-off study is to succeed in quantifying the three variables (and their decomposition in sub-variables) of cost,
risk, and effectiveness for each candidate solution. This operation is generally complex and requires the use of
models.
• The optimization of the characteristics or properties improves the scoring of interesting solutions.
A decision-making process is not an accurate science; ergo, trade-off studies have limits. The following concerns
should be taken into account:
• Subjective Criteria – personal bias of the analyst; for example, if the component has to be beautiful, what
constitutes a “beautiful” component?
• Uncertain Data – for example, inflation has to be taken into account to estimate the cost of maintenance during
the complete life cycle of a system, how can a systems engineer predict the evolution of inflation over the next
five years?
Analysis and Selection between Alternative Solutions 154
• Sensitivity Analysis – A global assessment score that is designated to every candidate solution is not absolute;
thus, it is recommended that a robust selection is gathered by performing a sensitivity analysis that considers
small variations of assessment criteria values (weights). The selection is robust if the variations do not change the
order of scores.
A thorough trade-off study specifies the assumptions, variables, and confidence intervals of the results.
References
Works Cited
Checkland, P.B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons Ltd.
NASA. 2007. Systems Engineering Handbook, Revision 1. Washington, DC, USA: National Aeronautics and Space
Administration (NASA). NASA/SP-2007-6105.
Primary References
ISO/IEC/IEEE. 2015. Systems and software engineering -- System life cycle processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / / Institute of Electrical
and Electronics Engineer. ISO/IEC/IEEE 15288:2015.
Jackson, S., D. Hitchins and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1) (April
2010): 41-43.
Analysis and Selection between Alternative Solutions 155
Additional References
None.
This topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the implementation and proving of a preferred solution that may have been selected by
activities described in the Analysis and Selection between Alternative Solutions topic. The activities that apply to an
implemented solution during its operational life are described in Deploying, Using, and Sustaining Systems to Solve
Problems topic and how systems fit into commercial and acquisition relationships is discussed in the Introduction to
System Fundamentals topic. Any of the activities described below may also need to be considered concurrently with
other activities in the systems approach at a particular point in the life of a system-of-interest (SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this KA, Applying the Systems Approach, considers the dynamic aspects of
how these activities are used as part of the systems approach and how this relates in detail to elements of systems
engineering (SE).
Verification
Verification is the determination that each element of the system meets the requirements of a documented
specification (see principle of elements). Verification is performed at each level of the system hierarchy. In the
systems approach this topic pertains to the more abstract level of providing evidence that the system will accomplish
what it was meant to do. In SE this topic pertains to providing quantitative evidence from tests and other methods for
verifying the performance of the system.
Validation
Validation is the determination that the entire system meets the needs of the stakeholders. Validation only occurs at
the top level of the system hierarchy. In the systems approach this topic pertains to the more abstract level of making
sure the system meets the needs of the stakeholders. In SE, this topic pertains to the detailed demonstrations and
other methods that are used to promote stakeholder satisfaction.
In a SE context, Wasson provides a comprehensive guide to the methods of both system verification and system
validation (Wasson 2006, 691-709).
Implementing and Proving a Solution 156
References
Works Cited
Wasson, C. S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Primary References
Jackson, S., D. Hitchins and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1) (April
2010): 41-43.
Additional References
MITRE. 2012. "Verification and Validation." Systems Engineering Guide. http:/ / mitre. org/ work/
systems_engineering/ guide/ se_lifecycle_building_blocks/ test_evaluation/ verification_validation. html (accessed
September 11, 2012)
Wasson, C. S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
This topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It describes
knowledge related to the deployment, sustainment, and use of a solution, that may have been developed through the
activities described in the Implementing and Proving a Solution topic. Discussion of how a deployed systems fit into
commercial and acquisition relationships in Introduction to System Fundamentals. Any of the activities described
below may also need to be considered concurrently with other activities in the systems approach at a particular point
in the life of a system-of-interest (SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this KA, Applying the Systems Approach, considers the dynamic aspects of
how these activities are used as part of the systems approach and how this relates in detail to elements of systems
engineering (SE).
Introduction
Part 3, Systems Engineering and Management, of the Guide to the SE Body of Knowledge (SEBoK) provides two
additional KAs that address the engineering aspects of these steps of the systems approach. In KA Product and
Service Life Management and System Deployment and Use, in Part 3 explain the SE aspects of deployment,
operation, maintenance, logistics, service life extension, updates, upgrades, disposal and the retirement of systems.
A systems approach considers the total system and the total life cycle of the system. This includes all aspects of the
system and the system throughout its life until the day users depose of the system and the external enterprises
complete the handling of the disposed system products. Creation of the system is rarely the step that solves the
stakeholders’ problems. It is the use of the system solution that solves the problem. So from this perspective the
deployment, use and sustainment of the system are important concepts that must be a part of the systems approach.
Deploying, Using, and Sustaining Systems to Solve Problems 157
Engineered systems are eventually owned by an individual, team, or enterprise. Those who own the system during
development may not be the ones who own the system when it is in operation. Moreover, the owners may not be the
users; e.g., service systems may be used by the general public but owned by a specific business that is offering the
service. The transition of a system from development to operations is often itself a complex task, involving such
activities as training those who will operate the system, taking legal actions to complete the transfer, and establishing
logistical arrangements so that the operators can keep the system running once the transition is completed.
A complete systems approach must also consider the many enterprises involved in the system from initial conception
through the completion of the disposal process. These enterprises are all stakeholders with requirements , which all
have interfaces that must be considered as part of a total systems approach.
There is very little in the literature pertaining to the application of the systems approach to these phases of the life
cycle. However, a basic premise of this KA is that the systems approach pertains to all phases of a system’s life
cycle. Hence, to properly build systems to solve problems or for other uses, it can be inferred that the systems
approach pertains to the deployment, use, and the sustainment of the systems. Many of the available references in
this topic area are from SE literature rather than from literature associated with the systems approach so the reader
should also see Part 3, Systems Engineering and Management, of the SEBoK.
Use: Operation
Use of the system to help enable delivery of user services is often called “operations” (INCOSE 2011). A system’s
effectiveness is normally considered throughout the operational life of a system. For a complex system, emergent
behavior should be considered in three ways:
• to identify and plan for emergent properties within the system realization process (See System Realization KA in
Part 3, Systems Engineering and Management)
• to incorporate mechanisms for identifying and handling unexpected emergent properties within the system during
its use
• to provide necessary procedures for dealing with wider system consequences of unexpected emergent properties
in the enterprise (e.g., emergency responses or medical first aid)
Operations require their own enabling systems, each of which can be realized using a systems approach.
Disposal
A total life cycle systems approach cannot be considered complete without consideration of how disposal of the
system will be accomplished. The purpose of disposal is to remove a system element from the operational
environment with the intent of permanently terminating its use and remove any hazardous or toxic materials or waste
products (INCOSE 2011).
During disposal the entirety of the open system crosses the boundary from the system side to the environment. A
complete systems approach must consider how it crosses the boundary and what remains that must be managed by
enterprises other than the ones that developed, used or sustained the system. Including disposal in the system
approach expands the stakeholders, the enterprises and the external systems that must be considered.
Disposal requires its own enabling systems, each of which can be realized using a systems approach. Some of these
may be contained within the system boundaries and others may be external to the system. For the external disposal
systems, the interface where the handover occurs must be considered. As with maintenance, a large part of successful
disposal requires related issues to have been considered early on in the system’s life cycle.
The topic Disposal and Retirement in Part 3, Systems Engineering and Management, of the SEBoK provides
information on the engineering aspects of system disposal.
Deploying, Using, and Sustaining Systems to Solve Problems 159
References
Works Cited
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley and
Sons.
INCOSE. 2012. INCOSE Systems Engineering Handbook, version 3.2.2. San Diego, CA, USA: International Council
on Systems Engineering. INCOSE-TP-2003-002-03.2.2.
Primary References
INCOSE. 2011. Systems Engineering Handbook, version 3.2.1. San Diego, CA, USA: International Council on
Systems Engineering. INCOSE-TP-2003-002-03.2.1.
Additional References
MITRE. 2011. "Transformation Planning and Organizational Change." . Systems Engineering Guide. Accessed
December 4 2014 at MITRE http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
transformation_planning_org_change/.
The systems approach relates to both the dynamics of problem resolution and stakeholder value over time, as well as
to the levels of system relationship, detailed management, and the engineering activities this implies.
This article builds on the concepts introduced in Overview of the Systems Approach topic. It is part of the Systems
Approach Applied to Engineered Systems knowledge area (KA), which describes, primarily through five groups of
activities, the application of an approach based around systems thinking to engineered system contexts throughout
their lives.
Life Cycle
Engineered Systems provide outcomes which deliver benefits to stakeholders by helping them achieve something of
value in one or more problem situations. Ultimately, a system is successful only if it enables successful outcomes for
its stakeholders (Boehm and Jain 2006). In complex real world situations value can best be provided through a
continuing process of adapting the system needs and developing associated solutions in response to changing
circumstances, according to the principle of Progressive Satisfying (Hitchins 2009).
A value cycle associating the systems approach to the deliver real world stakeholder benefits is discussed in the
Overview of the Systems Approach topic. A greater understanding of the value of an engineered system within its
context enables agreement on the problem situation and appropriate system interventions to be created, deployed,
and used overall, in turn enabling a more effective application of the systems approach. Value is fully realized only
when considered within the context of time, cost, funding and other resource issues appropriate to key stakeholders
(Ring 1998).
Applying the Systems Approach 160
Figure 1. Ellipse Graphic (Ring 1998). © 1998 IEEE. Reprinted, with permission, from Jack Ring, Engineering Value-Seeking Systems,
IEEE-SMC. Conference Proceedings. All other rights are reserved by the copyright owner.
The views in Figure 1 apply the idea of Systemic Intervention to the resolution of problem situations in which one
or more engineered system solution might be required. For each turn of the cycle an agreement is made between
stakeholders and developers that an Engineered System to solve problem X with effectiveness Y in agreed
conditions Z has a chance of delivering value A for which we are willing to invest cost B and other resources C.
It is in the nature of wicked problems that this proposition cannot be a certainty. life cycle approaches to understand
and manage the shared risk of tackling such problems are discussed in Life Cycle Models. The idea of Systemic
Intervention comes from soft systems thinking (see Systems Approaches).
For each of the engineered system problems, the solutions agreed above must be developed such that they are
effective in terms of cost, performance and other properties relevant to the problem domain. A developer must
consider not only what to do, but when and how much to do to provide real value (Senge 1990). In systems
engineering (SE) and management practices this leads to the two key concepts (INCOSE 2011):
• Life Cycles: Stakeholder value and problem resolution described as a set of life cycle stages over which problems
can be explored and resolved, and resources can be managed.
• Life Cycle Processes: Systems of activities focused on creation and sharing of knowledge associated with the
systems approach, that can be employed to promote a holistic approach over a life cycle.
Life cycle management provides the framework in which to take a systems approach to all aspects of an engineered
system context, which includes not only the system product or service but also the systems to create, deploy and
support it (Martin 2004). The following sections consider how the systems approach should be applied to an
identified problem statement, within the context of the overall value cycle discussed above.
Applying the Systems Approach 161
Application Principles
Concurrency
Within any application of the systems approach the activities of problem identification, solution synthesis and
selection; solution implementation and proving and deployment, sustainment and use should be applied concurrently,
reflecting their interrelationships and dependencies.
The system value cycle (Ring 1998) can be taken as a generic model of the life of an engineered system within a
problem resolution cycle driven by stakeholder value. For practical reasons it is necessary to break this life down
into a set of finite stages, to allow activities to be organized. We can express the value cycle as six groups of
questions to cycle around value, problem, and solution questions that are related to the systems approach:
1. What values do Stakeholders want/need?
2. What system outcomes could improve this value?
3. What system can provide these outcomes?
4. How do we create such a system?
5. How do we deploy and use the system to achieve the outcomes?
6. Do these outcomes provide the expected improvement in value?
The above questions focus on each iteration of the systems approach to deliver stakeholder goals within an enterprise
context. Activities 1 and 6 are part of the business cycles of providing stakeholder value within an enterprise,
whereas activities 2 through 5 can be mapped directly to product, service, and enterprise engineering life cycles. A
distinction is made here between the normal business of an enterprise and the longer-term strategic activities of
Enterprise Systems Engineering.
The following diagram illustrates the concurrent nature of the activities of a systems approach over time.
Figure 2. Activities of the Systems Approach Applied within a System Life Cycle. (SEBoK Original)
Applying the Systems Approach 162
The lines on Figure 2 represent activity in each of the activity areas over a simple (not to scale) life cycle based on
the questions above. Activities may have a primary focus in certain stages, but need to span the whole of life to
ensure a holistic approach. For example, problem identification has a large input during the Problem Understanding
stage, but problems are refined, reviewed, and reassessed over the rest of the life cycle. Similarly, Implement and
Proving activities are conducted during the transition from Create to Use. This is only possible if proving issues,
strategies, and risks are considered in earlier stages. This diagram is a schematic representation of these activity
mappings, sometimes called a hump diagram (Kruchten 2003).
For the generic systems approach, the following fundamental life cycle principles apply:
• A life cycle has groups of stages which cover understanding stakeholder value; exploration of a problem situation
(see System Definition); creation of a system solution (see System Realization); and System Deployment and
Use.
• Life cycle processes define a system of engineering and management activities based on the detailed information
needed to ensure a systems approach across a life cycle (e.g., requirements, architecture, verification, and
validation).
• Activities in any of the processes may be employed in all of the stages to allow for appropriate concurrency.
• The sequence and control of the life cycle stages and concurrent process activities must be tailored to the problem
situation and commercial environment (Lawson 2010), thus leading to the selection of an appropriate life cycle
model.
• Appropriate management activities must be included in the life cycle to ensure consideration of time, cost, and
resource drivers.
• In focusing on the creation of a specific system-of-interest (SoI) to provide solutions within the cycle, it is
important to recognize the need to employ the right balance between reductionism and holism by considering the
appropriate system context.
The ways in which this idea of concurrent process activity across a life cycle has been implemented in SE are
discussed in Systems Engineering and Management.
Iteration
The systems approach can be applied in an iterative way to move towards an acceptable solution to a problem
situation within a larger cycle of stakeholder value.
The systems approach can be applied to multiple systems within an engineered system context, as discussed below.
At each level, the approach may be applied iteratively to cycle between what is needed and versions of the solutions
within a life cycle model.
Hitchins (Hitchins 2009) defines two principle related to iterations:
• Adaptive Optimizing — Continual redesign addresses the problem space, detecting and addressing changes in
situation, operational environment, other interacting systems, and other factors; it continually conceives, designs,
and implements or reconfigures the whole solution system to perform with optimal effectiveness in the
contemporary operational environment.
• Progressive Entropy Reduction — Continual performance and capability improvement of systems in operation
may be undertaken by customer or user organizations with or without support from industry, as they seek to “get
the best” out of their systems in demanding situations. In terms of knowledge or information, this process involves
progressively reducing entropy, going from a condition of high entropy (that is, disorder) at the outset to low
entropy (order) at the finish.
In general, these two cycles of iterations can be realized from combinations of three life cycle types (Adcock 2005):
• Sequential: With iteration between the stages to solve detailed issues as they arise, a single application of the
systems approach is sufficient.
Applying the Systems Approach 163
• Incremental: Successive versions of the sequential approach are necessary for a solution concept. Each increment
adds functionality or effectiveness to the growing solution over time.
• Evolutionary: A series of applications of the sequential approach for alternative solutions intended to both provide
stakeholder value and increase problem understanding. Each evolutionary cycle provides an opportunity to
examine how the solution is used so these lessons learned can be incorporated in the next iteration.
These aspects of the systems approach form the basis for life cycle models in Life Cycle Models.
Recursion
The stakeholder value, problem resolution, and system creation aspects of the system value cycle may each require
the use of a focused systems approach. These might be soft systems to prove a better understanding of a situation,
product systems and/or service systems solutions to operational needs, enabling systems to support an aspect of the
product or service life cycle, or enabling systems used directly by the enterprise system.
Each of these systems may be identified as a system-of-interest (SoI)and require the application of the systems
approach. This application may be sequential (the start of one system approach dependent on the completion of
another) or parallel (independent approaches which may or may not overlap in time), but will often be recursive in
nature.
Recursion is a technique borrowed from computer science. In computer science recursion occurs when a function
calls itself repeatedly to logically simplify an algorithm. In a recursive application applied to systems, the systems
approach for one system-of-interest is nested inside another. Examples include cases where
• trades made at one level of the system require trades to be made for system elements;
• the analysis of a system requires analysis of a system element;
• the synthesis of a solution system requires one or more sub-system elements; and
• the verification of a product system requires verification of system elements.
In each case, the “outer” system approach may continue in parallel with the “inner” to some extent, but depends on
key outcomes for its own progress.
As with all recursive processes, at some stage the application of the approach must reach a level at which it can be
completed successfully. This then "rolls up" to allow higher levels to move forward and eventually complete all
nested applications successfully.
The INCOSE Systems Engineering Handbook (INCOSE 2011) describes a recursive application of SE to levels of
system element with each application representing a system project. Martin (1997) describes the recursive
application of SE within a product system hierarchy until a component level is reached, at which point procurement
of design and build processes can be used to create solution elements.
The principle of recursive application and how it relates to life cycle models is described in Life Cycle Models. This
topic is part of the Systems Approach Applied to Engineered Systems knowledge area (KA). It summarizes various
aspects of stakeholder responsibility for acquisition and ownership during the system life cycle processes covered by
such sources as the International Council on Systems Engineering Handbook (INCOSE 2012). Any of the activities
described below may also need to be considered concurrently with other activities in the systems approach at a
particular point in the life of a system-of-interest (SoI).
The activities described below should be considered in the context of the Overview of the Systems Approach topic at
the start of this KA. The final topic in this KA, Applying the Systems Approach, considers the dynamic aspects of
how these activities are used as part of the systems approach and how this relates in detail to elements of systems
engineering (SE).
Applying the Systems Approach 164
Stakeholder Responsibilities
The general principles of life cycle application discussed above apply as necessary to each application of SE. The
following sections clarify the different kinds of stakeholder and the roles they take for the different system contexts
discussed in the SEBoK.
These service systems tend to be configured dynamically to deal with problems that traditional static service find
challenging to address. This view of a service system employs "late binding" with product systems that are not
owned by the enterprise, but are used to enable the service to be offered as closely to given time demands as
possible. This is the definition of a service system used in the Service Systems Engineering topic in Part 4,
Applications of Systems Engineering.
Stakeholder Needs
One of the most critical stakeholder responsibilities is to identify the needs and requirements for the system that
provides the products or services (INCOSE 2012).These needs and requirements are expressed in agreements
between acquirers and suppliers.
There are other stakeholders who shape system requirements based on their needs, but who are not necessarily
acquirers or suppliers. The stakeholders and the requirements engineers share the responsibility to identify their
needs during the requirements process.
Acquirer/Supplier Agreements
Lawson (Lawson 2010) provides a perspective on what it means to own systems, trade in system products and
services, and the implications of supply chains in respect to the value added and ownership of the systems, its
products and services. INCOSE (INCOSE 2012) defines two life cycle processes related to acquisition and supply.
The acquisition process includes activities to identify, select, and reach commercial agreements with a product or
service supplier.
In many larger organizations, there is a tradition of system ownership vested in individuals or, in some cases,
enterprise entities (groups or teams). Ownership implies the authority and responsibility to create, manage, and
dispose of a system-of-interest (SoI), as well as sometimes to operate the SoI.
Product Acquire/Supply
In some industries, a supplier works directly with an acquirer to help understand the acquirer’s needs and then
engineer one or more products to satisfy these needs. In certain cases, a single supplier will provide the complete
worthy product system. In other cases, a supply chain will be formed to deliver product systems with a system
integrator to ensure they fit together and integrate into the wider context. This is a theoretical view of product
systems engineering in which the context is fixed and the product is designed to fit into it. A good systems engineer
may suggest changes to the enterprise as a better way to solve the problem and then modify the product system’s
requirements accordingly. However, at some point, an agreed context will be set and a product system developed to
work within it.
For many commercial products, such as mobile phones, a supplier creates a representative user profile to generate
the requirement and then markets the product to real users once it is realized. In these cases, the other elements of the
systems approach are performed by the acquirer/user and may not follow formal SE processes. It is important that a
product supplier takes this into account when considering the best manner in which to engineer a system, as
additional help or support services may need to be offered with the purchased product. The idea of a supplier
offering support services for users with a type of product purchased elsewhere (e.g., an auto-mechanic servicing
different makes of cars) begins to overlap with the service systems context, as discussed in the next topic.
For an institutionalized infrastructure in which SoIs are entirely owned by an enterprise or parties thereof, the entire
responsibility of life cycle management, including operation, is often vested with the system owners. These systems
belong to the system asset portfolio of an enterprise or multiple enterprises and provide the system resources,
including the planned systems that are developed during life cycle management.
Applying the Systems Approach 166
Service Acquire/Supply
Organizations providing service systems need not own the individual products and services that they deliver to their
users and customers. With this viewpoint, the supplied service system includes the means to identify and gain access
to appropriate products or services when needed. The service systems then would then be the bundle of products and
services assembled for the user; for example, assembling software applications and service agreements for a mobile
phone already owned by a user. The enterprises providing service systems may, in turn, offer infrastructure services
to a wide range of different technologies or application domains. This can mean that the transition, operation,
maintenance and disposal activities associated with system ownership may not be embedded in the acquiring service
system enterprise, and will therefore need to be treated as separate system services. More detail can be found in
Product Systems Engineering, Service Systems Engineering, and Enterprise Systems Engineering, in Part 4,
Applications of Systems Engineering in the Guide to the Systems Engineering Body of Knowledge (SEBoK).
The service systems engineer helps the service supplier create and sustain the service system that can be used to
discover, integrate, and use specific versions of generic products or services when needed. The realization of service
systems requires the ability to make use of product systems; however, these product systems are developed and
owned outside of the service system. The service system must be able to gain access to a product or service when
needed, as well as to interface with it effectively. The use of open interface standards, such as standard power
supplies, interface connections (e.g., Universal Serial Bus (USB)), or file formats (e.g., Portable Document Format
(PDF)) can help make this easier.
Enterprise Evolution
A useful distinction between product system design and enterprise system design is that “enterprise design does not
occur at a single point in time like the design of most systems. Instead, enterprises evolve over time and are
constantly changing, or are constantly being designed” (Giachetti 2010, xiii).
The enterprise developer may also aim to optimize back stage processes (the internal operations) of an organization
or an institution by exploiting advances in technology, particularly information technology (IT) and associated
processes. In these cases, the engineered systems are considered to be enterprise systems.
Enterprise systems may offer products (goods) and/or services. From an enterprise engineering viewpoint, an
enterprise concurrent with its product SE must not only look at the development and delivery of the products but also
look at the alignment and optimization of the product delivery within the enterprise objectives. Similarly, in service
SE, the main focus is on an intangible value delivery to the end-customer (externally focused: front stage), in which
internal and external processes must be synchronized. However, with the rapid advances in information and
communications technologies (ICT), in many cases the boundaries between internal and external processes are quite
blurred. Current SE research is extending product methods, processes, and tools into the enterprise transformation
and service innovation fields to exploit advances in business process methodologies and technologies.
Enterprise SE must not only do the engineering of the enterprise itself, but may also be involved in the engineering
of the service systems and products systems that are necessary for the enterprise to achieve its goals.
Applying the Systems Approach 167
Activity Mapping
This topic belongs to the Systems Approach Applied to Engineered Systems KA from Part 2 Foundations of Systems
Engineering. Other topics about activities, from the same KA, relate to high level technical processes defined in KAs
in Part 3, Systems Engineering and Management, in the following way:
• Identifying and Understanding Problems and Opportunities topic relates to the Concept Definition KA.
• Synthesizing Possible Solutions and Analysis and Selection between Alternative Solutions topics relate to the
System Definition KA.
• Implementing and Proving a Solution topic relates to the System Realization KA.
• Deploying, Using, and Sustaining Systems to Solve Problems topic relates to the Product and Service Life
Management KA.
Part 3 discusses the principles defined in each of the systems approach activities, and how they help shape the
technical processes to which they are mapped.
References
Works Cited
Adcock, R.D. 2005. "Tailoring Systems Engineering Lifecycle Processes to meet the challenges of Project and
Programme". INCOSE International Symposium 2005. Volume 15. Issue 1.
Boehm, B. and A. Jain. 2006. "A value-based theory of Systems Engineering." Presented at the 16th Annual
INCOSE Systems Engineering Conference (Orlando FL).
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4).
INCOSE. 2011. INCOSE Systems Engineering Handbook, version 3.2.1. San Diego, CA, USA: International Council
on Systems Engineering. INCOSE-TP-2003-002-03.2.1.
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press.
Kruchten, P. 2003. The Rational Unified Process: An Introduction, 3rd edition. Boston, MA: Addison Wesley.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Martin J.N. 1997. Systems Engineering Guidebook. Boca Raton, FL, USA: CRC Press.
Martin, J, 2004. "The Seven Samurai of Systems Engineering: Dealing with the Complexity of 7 Interrelated
Systems." INCOSE 2004 - 14th Annual International Symposium Proceedings.
Parnell, G.S., P.J. Driscoll, and D.L Henderson (eds). 2011. Decision Making for Systems Engineering and
Management, 2nd ed. Wiley Series in Systems Engineering. Hoboken, NJ: Wiley & Sons Inc.
Ring, J. 1998. "A Value Seeking Approach to the Engineering of Systems." Proceedings of the IEEE Conference on
Systems, Man, and Cybernetics. p. 2704-2708.
Senge, P. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY, USA:
Doubleday/Currency.
Applying the Systems Approach 168
Primary References
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4).
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Additional References
Blanchard, B. and W.J. Fabrycky 2006. Systems Engineering and Analysis. Upper Saddle River, NJ: Prentice Hall.
Carlock, P.G. and R.E. Fenton. 2001. "System of Systems (SoS) enterprise systems engineering for
information‐intensive organizations." Systems Engineering. 4(4): 242–261.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Rouse, W.B. 2005. "Enterprises as Systems: Essential Challenges and Approaches to Transformation." Systems
Engineering. 8(2): 138-150.
Systems Science
Lead Author: Rick Adcock
This knowledge area (KA) provides a guide to some of the major developments in systems science which is an
interdisciplinary field of science that studies the nature of complex systems in nature, society, and engineering.
This is part of the wider systems knowledge which can help to provide a common language and intellectual
foundation; and make practical systems concepts, principles, patterns and tools accessible to systems engineering
(SE) as discussed in the Introduction to Part 2.
Topics
Each part of the SEBoK is divided into KAs, which are groupings of information with a related theme. The KAs in
turn are divided into topics. This KA contains the following topics:
• History of Systems Science
• Systems Approaches
Introduction
The following diagram summarizes the relationships between systems science and other sections of the SEBoK
Systems Science 170
Systems science brings together research into all aspects of systems with the goal of identifying, exploring, and
understanding patterns of complexity which cross disciplinary fields and areas of application. It seeks to develop
interdisciplinary foundations which can form the basis of theories applicable to all types of systems, independent of
element type or application; additionally, it could form the foundations of a meta-discipline unifying traditional
scientific specialisms.
The History of Systems Science article describes some of the important multidisciplinary fields of research of which
systems science is composed.
A second article presents and contrasts the underlying theories behind some of the system approaches taken in
applying systems science to real problems.
People who think and act in a systems way are essential to the success of both research and practice. Successful
systems research will not only apply systems thinking to the topic being researched but should also consider a
systems thinking approach to the way the research is planned and conducted. It would also be of benefit to have
people involved in research who have, at a minimum, an awareness of system practice and ideally are involved in
practical applications of the theories they develop.
Systems Science 171
References
Works Cited
None.
Primary References
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY, USA: Braziller.
Flood, R.L. 1999. Rethinking the Fifth Discipline: Learning within the Unknowable. London, UK: Routledge.
Additional References
None.
This article is part of the Systems Science knowledge area (KA). It describes some of the important multidisciplinary
fields of research comprising systems science in historical context.
Systems science, is an integrative discipline which brings together ideas from a wide range of sources which share a
common systems theme. Some fundamental concepts now used in systems science have been present in other
disciplines for many centuries, while equally fundamental concepts have independently emerged as recently as 40
years ago (Flood and Carson 1993).
organizational theory.
Biologist Ludwig von Bertalanffy was one of the first to argue for and develop a broadly applicable scientific
research approach based on Open System Theory (Bertalanffy 1950). He explained the scientific need for systems
research in terms of the limitations of analytical procedures in science.
These limitations, often expressed as emergent evolution or "the whole is more than a sum of its parts”, are based on
the idea that an entity can be resolved into and reconstituted from its parts, either material or conceptual:
This is the basic principle of "classical" science, which can be circumscribed in different ways:
resolution into isolable causal trains or seeking for "atomic" units in the various fields of science, etc.
He stated that while the progress of "classical" science has shown that these principles, first enunciated by Galileo
and Descartes, are highly successful in a wide realm of phenomena, but two conditions are required for these
principles to apply:
The first is that interactions between "parts" be non-existent or weak enough to be neglected for certain
research purposes. Only under this condition, can the parts be "worked out," actually, logically, and
mathematically, and then be "put together." The second condition is that the relations describing the
behavior of parts be linear; only then is the condition of summativity given, i.e., an equation describing
the behavior of the total is of the same form as the equations describing the behavior of the parts.
These conditions are not fulfilled in the entities called systems, i.e. consisting of parts "in interaction"
and description by nonlinear mathematics. These system entities describe many real world situations:
populations, eco systems, organizations and complex man made technologies. The methodological
problem of systems theory is to provide for problems beyond the analytical-summative ones of classical
science. (Bertalanffy 1968, 18-19)
Bertalanffy also cited a similar argument by mathematician and co-founder of information theory Warren Weaver in
a 1948 American Scientist article on “Science and Complexity”. Weaver had served as Chief of the Applied
Mathematics Panel at the U.S. Office of Scientific Research and Development during WWII. Based on those
experiences, he proposed an agenda for what he termed a new “science of problems of organized complexity”.
Weaver explained how the mathematical methods which had led to great successes of science to date were limited to
problems where appropriate simplifying assumptions could be made. What he termed “problems of simplicity” could
be adequately addressed by the mathematics of mechanics, while “problems of disorganized complexity” could be
successfully addressed by the mathematics of statistical mechanics. But with other problems, making the simplifying
assumptions in order to use the methods would not lead to helpful solutions. Weaver placed in this category
problems such as, how the genetic constitution of an organism expresses itself in the characteristics of the adult, and
to what extent it is safe to rely on the free interplay of market forces if one wants to avoid wide swings from
prosperity to depression. He noted that these were complex problems which involved “analyzing systems which are
organic wholes, with their parts in close interrelation.”
These problems-and a wide range of similar problems in the biological, medical, psychological,
economic, and political sciences-are just too complicated to yield to the old nineteenth century
techniques which were so dramatically successful on two-, three-, or four-variable problems of
simplicity. These new problems, moreover, cannot be handled with the statistical techniques so effective
in describing average behavior in problems of disorganized complexity [problems with elements
exhibiting random or unpredictable behaviour].
These new critical global problems require science to make a third great advance,
An advance that must be even greater than the nineteenth-century conquest of problems of simplicity or
the twentieth-century victory over problems of disorganized complexity. Science must, over the next 50
years, learn to deal with these problems of organized complexity [problems for which complexity
“emerges” from the coordinated interaction between its parts. (Weaver 1948)
History of Systems Science 173
Weaver identified two grounds for optimism in taking on this great challenge: 1.) developments in mathematical
modeling and digital simulation, and 2.) the success during WWII of the “mixed team” approach of operations
analysis, where individuals from across disciplines brought their skills and insights together to solve critical,
complex problems.
The importance of modeling and simulation and the importance of working across disciplinary boundaries have been
the key recurring themes in development of this “third way” science for systems problems of organized complexity.
Cybernetics
Cybernetics was defined by Wiener, Ashby and others as the study and modeling of communication, regulation, and
control in systems (Ashby 1956; Wiener 1948). Cybernetics studies the flow of information through a system and
how information is used by the system to control itself through feedback mechanisms. Early work in cybernetics in
the 1940s was applied to electronic and mechanical networks, and was one of the disciplines used in the formation of
early systems theory. It has since been used as a set of founding principles for all of the significant system
disciplines.
Some of the key concepts of feedback and control from Cybernetics are expanded in the Concepts of Systems
Thinking article.
Operations Research
Operations Research (OR) considers the use of technology by an organization. It is based on the use of mathematical
modeling and statistical analysis to optimize decisions on the deployment of the resources under an organization's
control. An interdisciplinary approach based on scientific methods, OR arose from military planning techniques
developed during World War II.
Operations Research and Management Science (ORMS) was formalized in 1950 by Ackoff and Churchman
applying the ideas and techniques of OR to organizations and organizational decisions (Churchman et. al. 1950).
History of Systems Science 174
Systems Analysis
Systems analysis was developed by RAND Corporation in 1948. It borrowed from and extended OR, including using
black boxes and feedback loops from cybernetics to construct block diagrams and flow graphs. In 1961, the Kennedy
Administration decreed that systems analysis techniques should be used throughout the government to provide a
quantitative basis for broad decision-making problems, combining OR with cost analysis. (Ryan 2008)
Systems Dynamics
Systems dynamics (SD) uses some of the ideas of cybernetics to consider the behavior of systems as a whole in their
environment. SD was developed by Jay Forrester in the 1960’s (Forrester 1961). He was interested in modeling the
dynamic behavior of systems such as populations in cities, industrial supply chains. See Systems Approaches for
more details.
SD is also used by Senge (Senge 1990) in his influential book The Fifth Discipline. This book advocates a system
thinking approach to organization and also makes extensive use of SD notions of feedback and control.
Organizational Cybernetics
Stafford Beer was one of the first to take a cybernetics approach to organizations (Beer 1959). For Beer the
techniques of ORMS are best applied in the context of an understanding of the whole system. Beer also developed a
Viable Systems Model (Beer 1979), which encapsulates the effective organization needed for a system to be viable
(to survive and adapt in its environment).
Work in cybernetics and ORMS consider the mechanism for communication and control in complex systems, and
particularly in organizations and management sciences. They provide useful approaches for dealing with operational
and tactical problems within a system, but do not allow consideration of more strategic organizational problems
(Flood 1999).
Soft system approaches reject the idea of a single problem and consider problematic situations in which different
people will perceive different issues depending upon their own viewpoint and experience. These problematic
situations are not solved, but managed through interventions which seek to reduce "discomfort" among the
participants. The term system is used to describe systems of ideas, conceptual systems which guide our
understanding of the situation, or help in the selection of intervention strategies.
These three ideas of “problem vs. problematic situation”,“solution vs. discomfort reduction”, and “the system vs.
systems understanding” encapsulate the differences between hard and soft approaches (Flood and Carson 1993).
References
Works Cited
Ackoff, R.L. 1971. "Towards a System of Systems Concepts". Management Science. 17(11).
Ashby, W. R. 1956. Introduction to Cybernetics. London, UK: Methuen.
Beer, S. 1959. Cybernetics and Management. London, UK: English Universities; New York: Wiley and Sons.
Beer, S. 1979. The Heart of the Enterprise. Chichester, UK: Wiley.
Bertalanffy, L. von. 1950. "The Theory of Open Systems in Physics and Biology". Science, New Series, 111(2872)
(Jan 13): 23-29
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY, USA: Braziller.
Checkland, P. 1978. "The Origins and Nature of “Hard” Systems Thinking." Journal of Applied Systems Analysis,
5(2): 99-110.
Checkland, P. 1999. Systems Thinking, Systems Practice, New York, NY, USA: John Wiley & Sons.
Churchman, C.W. 1968. The Systems Approach. New York, NY, USA: Dell Publishing.
History of Systems Science 176
Churchman, C.W., R.L. Ackoff. and E.L. Arnoff. 1950. Introduction to Operations Research. New York, NY, USA:
Wiley and Sons.
Flood, R.L. 1999. Rethinking the Fifth Discipline: Learning within the Unknowable. London, UK: Routledge.
Flood, R.L. and E.R. Carson. 1993. Dealing with Complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
Forrester, J. 1961. Industrial Dynamics. Cambridge, MA, USA: MIT Press.
Jackson, M. 1985. "Social Systems Theory and Practice: the Need for a Critical Approach." International Journal of
General Systems. 10: 135-151.
Jackson, M. 1989. "Which Systems Methodology When? Initial Results from a Research Program." In: R Flood, M
Jackson and P Keys (eds). Systems Prospects: the Next Ten Years of Systems Research. New York, NY, USA:
Plenum.
Jackson, M. 2003. Systems Thinking: Creating Holisms for Managers. Chichester, UK: Wiley.
Katzan, H. 2008. Service Science. Bloomington, IN, USA: iUniverse Books.
Lewin, K. 1958. Group Decision and Social Change. New York, NY, USA: Holt, Rinehart and Winston. p. 201.
Magee, C. L., O.L. de Weck. 2004. "Complex System Classification." Proceedings of the 14th Annual International
Council on Systems Engineering International Symposium, 20-24 June 2004, Toulouse, France.
M’Pherson, P, K. 1974. "A Perspective on Systems Science and Systems Philosophy." Futures 6(3) (June 1974):
219-239.
Miller, J.G. 1986. "Can Systems Theory Generate Testable Hypothesis?: From Talcott Parsons to Living Systems
Theory." Systems Research. 3: 73-84.
Ryan, A. 2008. “What is a Systems Approach?” Journal of Nonlinear Science.
Senge, P.M. 1990. The fifth discipline: The Art & Practice of the Learning Organization. New York, NY, USA:
Doubleday Business.
Weaver, W. (1948). “Science and complexity.” American Scientist. 36: 536-544.
Wiener, N. 1948. Cybernetics or Control and Communication in the Animal and the Machine. Paris, France:
Hermann & Cie Editeurs; Cambridge, MA, USA: The Technology Press; New York, NY, USA: John Wiley & Sons
Inc.
Primary References
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY, USA: Braziller.
Chang, C.M., 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley and Sons.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Flood, R. L. 1999. Rethinking the Fifth Discipline: Learning within the Unknowable. London, UK: Routledge.
Jackson, M. 1985. "Social Systems Theory and Practice: the Need for a Critical Approach." International Journal of
General Systems. 10: 135-151.
History of Systems Science 177
Additional References
Ackoff, R.L. 1981. Creating the Corporate Future. New York, NY, USA: Wiley and Sons.
Blanchard, B.S., and W.J. Fabrycky. 2005. Systems Engineering and Analysis, 4th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Bowler, D.T. 1981. General Systems Thinking: Its Scope and Applicability. Amsterdam: The Netherlands: Elsevier.
Boulding, K.E. 1996. The World as a Total System. Beverly Hills, CA, USA: Sage Publications.
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: Wiley.
Laszlo, E. (ed). 1972. The Relevance of General Systems Theory. New York, NY, USA: George Brazillier.
Skyttner, L. 1996. General Systems Theory - An Introduction. Basingstoke, UK: Macmillan Press.
Warfield, J.N. 2006. An Introduction to Systems Science. Singapore: World Scientific Publishing Co. Pte Ltd. Chang,
C.M., 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and Operational
Excellence. Hoboken, NJ, USA: John Wiley and Sons.
Lusch, R.F. and S. L. Vargo (Eds). 2006. The service-dominant logic of marketing: Dialog, debate, and directions.
Armonk, NY: ME Sharpe Inc.
Maglio P., S. Srinivasan, J.T. Kreulen, and J. Spohrer. 2006. “Service Systems, Service Scientists, SSME, and
Innovation." Communications of the ACM. 49(7) (July).
Popper, K. R. 1979. Objective Knowledge, 2nd edition. Oxford, UK: Oxford University Press.
Salvendy, G. and W. Karwowski (eds.). 2010. Introduction to Service Engineering. Hoboken, NJ, USA: John Wiley
and Sons.
Sampson, S.E. 2001. Understanding Service Businesses. New York, NY, USA: John Wiley.
Spohrer, J. and P. P. Maglio. 2008. "The emergence of service science: Toward systematic service innovations to
accelerate co-creation of value." Production and Operations Management 17 (3): 238-246, cited by Spohrer, J. and
P. Maglio. 2010. "Service Science: Toward a Smarter Planet." In Introduction to Service Engineering. Ed. G
Salvendy and W Karwowski. 3-30. Hoboken, NJ, USA: John Wiley & Sons, Inc.
Tien, J.M. and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12(1): 13-38.
Systems Approaches
Lead Author: Rick Adcock, Contributing Authors: Scott Jackson, Janet Singer, Duane Hybertson
This article is part of the Systems Science knowledge area (KA). It presents issues in the comparison and analysis of
systems approaches by the systems science community. Some of these ideas contribute to basic theory and methods
that are used in systems thinking discussed in the Systems Thinking KA.
Another consequence of the holistic nature of a systems approach is that it considers not only a problem situation and
a solution system but also the system created and deployed to apply one to the other. A systems approach must
consider both the boundary of the system of concern as well as the boundary of the system inquiry (or model). Real
systems are always open, i.e., they interact with their environment or supersystem(s). On the other hand, real models
are always “closed” due to resource constraints — a fixed boundary of consideration must be set. So there is an
ongoing negotiation to relate the two in systems practice and the judgment to do so is greatly helped by an
appreciation of the difference between them.
Thus, a systems approach can be characterized by how it considers problems, solutions and the problem resolution
process itself:
• Consider problems holistically, setting problem boundaries though understanding of natural system relationships
and trying to avoid unwanted consequences.
• Create solutions based on sound system principles, in particular creating system structures which reduce
organized complexity and unwanted emergent properties.
• Use understanding, judgment and models in both problem understanding and solution creation, while
understanding the limitations of such views and models.
Systems Methodologies
One topic that has received significant attention in the systems science community is the analysis and comparison of
methodologies which implement a systems approach. A methodology is a body of tools, procedures, and methods
applied to a problem situation, ideally derived from a theoretical framework. These describe structured approaches to
problem understanding and/or resolution making use of some of the concepts of systems thinking. These
methodologies are generally associated with a particular system paradigm or way of thinking, which has a strong
influence on the three aspects of a systems approach described above.
The most widely used groups of methodologies are as follows, see also History of Systems Science:
• hard system methodologies (Checkland 1978) set out to select an efficient means to achieve a predefined and
agreed end.
• soft system methodologies (Checkland 1999) are interactive and participatory approaches to assist groups of
diverse participants to alleviate a complex, problematic situation of common interest.
• critical systems thinking methodologies (Jackson 1985) attempts to provide a framework in which appropriate
hard and soft methods can be applied as appropriate to the situation under investigation.
Systems Dynamics
Systems dynamics (SD) uses some of the ideas of cybernetics to consider the behavior of systems as a whole in their
environment. SD was developed by Jay Forrester in the 1960’s. He was interested in modeling the dynamic behavior
of systems such as populations in cities, or industrial supply chains.
System dynamics, (Forrester 1961), is an approach to understanding the behavior of complex systems over time. It
deals with internal feedback loops and time delays that affect the behavior of the entire system. The main elements
of SD are:
• The understanding of the dynamic interactions in a problem or solution as a system of feedback loops, modeled
using a Causal Loop Diagram.
• Quantitative modeling of system performance as an accumulation of stocks (any entity or property which varies
over time) and flows (representations of the rate of change of a stock).
• The creation of dynamic simulations, exploring how the value of key parameters change over time. A wide range
of software tools are available to support this.
These elements help describe how even seemingly simple systems display baffling non-linearity.
Systems Approaches 180
References
Works Cited
Bertalanffy, L. 1968. General System Theory: Foundations, Development, Applications. New York, NY, USA:
George Braziller, Inc.
Ackoff, R.L. 1981. Creating the Corporate Future. New York, NY, USA: Wiley and Sons.
Checkland, P. 1978. "The Origins and Nature of “Hard” Systems Thinking." Journal of Applied Systems Analysis.
5(2): 99-110.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Churchman, C.W. 1968. The Systems Approach. New York, NY, USA: Dell Publishing.
Churchman, C. West. 1979. The Systems Approach and Its Enemies. New York: Basic Books.
Flood, R. and M. Jackson. 1991. Creative Problem Solving: Total Systems Intervention. London, UK: Wiley.
Forrester, J. 1961. Industrial Dynamics. Cambridge, MA, USA: MIT Press.
Hall, A.D. 1962. A Methodology for Systems Engineering. New York, NY, USA: Van Nostrand Reinhold.
Hybertson, D, 2009. Model-oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Series in Complex and Enterprise Systems Engineering. Boston, MA, USA: Auerbach
Publications.
Jackson, M. 1985. "Social Systems Theory and Practice: the Need for a Critical Approach." International Journal of
General Systems. 10: 135-151.
Jackson, M. 1989. "Which Systems Methodology When? Initial Results from a Research Program." In: R Flood, M
Jackson and P Keys (eds). Systems Prospects: the Next Ten Years of Systems Research. New York, NY, USA:
Plenum.
Jackson, M. 2003. Systems Thinking: Creating Holisms for Managers. Chichester, UK: Wiley.
Jenkins, G.M. 1969. "The Systems Approach." In Beishon, J. and G. Peters (eds.), Systems Behavior, 2nd ed. New
York, NY, USA: Harper and Row.
Lane, D. 2000. “Should System Dynamics be Described as a `Hard' or `Deterministic' Systems Approach?” Systems
Research and Behavioral Science. 17: 3–22 (2000).
Mason, R.O. and I.I. Mitroff. 1981. Challenging Strategic Planning Assumptions: Theory, Case and Techniques.
New York, NY, USA: Wiley and Sons.
Mingers, J. and A. Gill. 1997. Multimethodology: Theory and Practice of Combining Management Science
Methodologies. Chichester, UK: Wiley.
Senge, P.M. 1990, 2006. The Fifth Discipline: The Art and Practice of the Learning Organization. New York,
Doubleday/Currency.
Wilson, B. 2001. Soft Systems Methodology—Conceptual Model Building and Its Contribution. New York, NY,
USA: J.H.Wiley.
Systems Approaches 183
Primary References
Checkland, P. 1999. Systems Thinking, Systems Practice. New York, NY, USA: John Wiley & Sons.
Forrester, J. 1961. Industrial Dynamics. Cambridge, MA, USA: MIT Press.
Jackson, M. 1985. "Social Systems Theory and Practice: the Need for a Critical Approach." International Journal of
General Systems. 10: 135-151.
Additional References
Jackson, M.C. and P. Keys. 1984. "Towards a System of Systems Methodologies." The Journal of the Operational
Research Society. 35(6) (Jun. 1984): 473-486.
Mingers, J. and J. Rosenhead. 2004. "Problem Structuring Methods in Action." European Journal of Operations
Research. 152(3) (Feb. 2004): 530-554. Sterman, J.D. 2001. "System dynamics modeling: Tools for learning in a
complex world." California Management Review. 43(4): 8–25.
References
[1] http:/ / www. systemswiki. org/ index. php?title=System_of_Systems_Methodologies_(SOSM)
184
Systems Thinking
Lead Author: Rick Adcock
This knowledge area (KA) provides a guide to knowledge about systems thinking which is the integrating paradigm
for systems science and systems approaches to practice.
This is part of the wider systems knowledge which can help to provide a common language and intellectual
foundation; and make practical systems concepts, principles, patterns and tools accessible to systems engineering
(SE), as discussed in the Introduction to Part 2.
Topics
Each part of the Guide to the SE Body of Knowledge (SEBoK) is divided into KAs, which are groupings of
information with a related theme. The KAs in turn are divided into topics. This KA contains the following topics:
• What is Systems Thinking?
• Concepts of Systems Thinking
• Principles of Systems Thinking
• Patterns of Systems Thinking
Systems Thinking 185
Introduction
Systems thinking is concerned with understanding or intervening in problem situations, based on the principles and
concepts of the systems paradigm. This KA offers some basic definitions of systems thinking. The following
diagram summarizes how the knowledge is presented.
Systems thinking considers the similarities between systems from different domains in terms of a set of common
systems concepts, principles and patterns:
• A principle is a rule of conduct or behavior. To take this further, a principle is a “basic generalization that is
accepted as true and that can be used as a basis for reasoning or conduct” (WordWeb.com).
• A concept is an abstraction, or a general idea inferred or derived from specific instances.
Principles depend on concepts in order to state a “truth.” Hence, principles and concepts go hand in hand; principles
cannot exist without concepts and concepts are not very useful without principles to help guide the proper way to act
(Lawson and Martin 2008).
Many sources combine both concepts and the principles based on them. The Concepts of Systems Thinking article
presents concepts extracted from a variety of theory and practice sources. The Principles of Systems Thinking
article, in turn, presents a summary of important principles referring back to the concepts upon which they are based
is also provided.
A pattern is an expression of observable similarities found in systems from different domains. Patterns exist in both
natural and man-made systems and are used in systems science and systems engineering. A summary of the different
classes of patterns and the use of patterns to support a systems approach is discussed in the final Patterns of Systems
Thinking article.
The practical application of systems thinking often employs the use of abstract system representations or models.
Some mention of models is made in this KA; additionally, a more complete guide provided in Representing Systems
with Models.
Systems Thinking 186
References
Works Cited
Lawson, H., and J.N. Martin. 2008. "On the Use of Concepts and Principles for Improving Systems Engineering
Practice". Proceedings of the 18th Annual International Council on Systems Engineering (INCOSE) International
Symposium, 5-19 June 2008, Utrecht, The Netherlands.
WordWeb Online. n.d. "Definition:Principle." Accessed Dec 3 2014 At WordWeb Online http:/ / www.
wordwebonline.com/en/PRINCIPLE
Primary References
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY: Braziller.
Checkland, P. 1999. Systems Thinking, Systems Practice, New York, NY, USA: John Wiley & Sons.
Churchman, C. W. 1968. The Systems Approach and its Enemies. New York, NY, USA: Dell Publishing.
Flood, R. L. 1999. Rethinking the Fifth Discipline: Learning Within The Unknowable. London UK: Routledge.
INCOSE. 2012. INCOSE 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-2003-002-03.2.1.
Additional References
Ackoff, R.L. 1971. "Towards a System of Systems Concepts". Management Science. 17(11).
Hitchins, D. 2009. "What Are the General Principles Applicable to Systems?" INCOSE Insight. 12(4).
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Ramage, Magnus, and Karen Shipp. 2009. Systems Thinkers. Dordrecht: Springer.
Weinberg, Gerald M. 1975. An Introduction to General Systems Thinking. New York: Wiley.
This topic is part of the Systems Thinking knowledge area (KA). The scope of systems thinking is a starting point for
dealing with real world situations using a set of related systems concept discussed in Concepts of Systems Thinking
topic, systems principles discussed in Principles of Systems Thinking topic, and system patterns discussed in
Patterns of Systems Thinking topic.
Introduction
The concepts, principles, and patterns of systems thinking have arisen both from the work of systems scientists and
from the work of practitioners applying the insights of systems science to real-world problems.
Holism has been a dominant theme in systems thinking for nearly a century, in recognition of the need to consider a
system as a whole because of observed phenomena such as emergence. Proponents have included Wertheimer,
Smuts, Bertalanffy, Weiss, (Ackoff 1979), (Klir 2001), and (Koestler 1967) among many others.
A more detailed discussion of the most important movements in systems theory can be found in History of Systems
Science.
References
Works Cited
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY: Braziller.
Churchman, C.W. 1968. The Systems Approach. Delacorte Press.
Churchman, C.W. 1979. "The Systems Approach and Its Enemies". New York: Basic Books.
Checkland, P. 1981. Systems Thinking, Systems Practice. New York, NY, USA: Wiley.
Dorner, H., and A. Karpati. 2008. "Mentored innovation in teacher training using two virtual collaborative learning
environments." In Beyond knowledge: The legacy of competence--meaningful computer-based learning
environments., eds. J. Zumbach, N. Schwartz, T. Seufert and L. Kester. Vol. VIII. New York, NY: Springer.
Flood, R.L. and E.R. Carson. 1993. Dealing with Complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press.
Gharajedaghi, J. 1999. Systems Thinking: Managing Chaos and Complexity: A platform for designing. 1st ed.
Woburn, MA: Butterworth-Heinemann.
Jackson, M. 1989. "Which Systems Methodology When? Initial Results from a Research Program." In: R Flood, M
Jackson and P Keys (eds). Systems Prospects: the Next Ten Years of Systems Research. New York, NY, USA:
Plenum.
What is Systems Thinking? 190
Kasser, J. 2010. "Holistic thinking and how it can produce innovative solutions to difficult problems." Paper
presented at 7th Bi-annual European Systems Engineering Conference (EuSEC), 24-27 May 2010, Stockholm,
Sweden.
Meadows, Donella H. et al. 1977. "Limits to Growth: A Report for the Club of Rome's Project on the Predicament of
Mankind." New American Library, paperback, ISBN 0-451-13695-0; Universe Books, hardcover, 1972, ISBN
0-87663-222-3 (scarce).
Ossimitz, G. "The development of systems thinking skills using system dynamics modeling tools." in Universitat
Klagenfurt [database online]. Klagenfurt, Austria, 1997 [cited November 12 2007]. Available from http:/ / wwwu.
uni-klu.ac.at/gossimit/sdyn/gdm_eng.htm.
Senge, P.M. 1990, 2006. The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY,
USA: Doubleday Currency.
Stacey, R.D., D. Griffin, and P. Shaw. 2000. Complexity and management: Fad or radical challenge to systems
thinking? London, U.K.: Routledge.
Primary References
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY: Braziller.
Churchman, C.W.. 1979. "The Systems Approach and its Enemies". New York: Basic Books.
Gharajedaghi, J. 1999. Systems Thinking: Managing Chaos and Complexity: A platform for designing. 1st ed.
Woburn, MA: Butterworth-Heinemann.
Senge, P.M. 1990, 2006. The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY,
USA: Doubleday Currency.
Additional References
Jackson, M. 2003. Systems Thinking: Creating Holisms for Managers. Wiley; Chichester
Edson, R. 2008. Systems Thinking. Applied. A Primer. In: ASYST Institute (ed.). Arlington, VA: Analytic Services.
Klir, G. 2001. Facets of Systems Science, 2nd ed. New York: Kluwer Academic/Plenum Publishers.
Koestler, A. 1967. The Ghost in the Machine. New York, NY: Macmillan. Lawson, H. 2010. A Journey Through the
Systems Landscape. London, Kings College, UK.
MITRE. 2012. “Systems Engineering Guide.” Accessed September 11, 2012. Available at http:/ / www. mitre. org/
work/systems_engineering/guide.
Rebovich, G., Jr. 2005. "Systems Thinking for the Enterprise (New and Emerging Perspectives)," In Volume 2 of
Enterprise Systems Engineering Theory and Practice. The MITRE Corporation.
Senge, P.M., A. Klieiner, C. Roberts, R.B. Ross, and B.J. Smith. 1994. The Fifth Discipline Fieldbook: Strategies
and tools for building a learning organization. New York, NY: Crown Business.
This article forms part of the Systems Thinking knowledge area (KA). It describes systems concepts, knowledge that
can be used to understand problems and solutions to support systems thinking.
The concepts below have been synthesized from a number of sources, which are themselves summaries of concepts
from other authors. Ackoff (1971) proposed a system of system concepts as part of general system theory (GST);
Skyttner (2001) describes the main GST concepts from a number of systems science authors; Flood and Carlson
(1993) give a description of concepts as an overview of systems thinking; Hitchins (2007) relates the concepts to
systems engineering practice; and Lawson (2010) describes a system of system concepts where systems are
categorized according to fundamental concepts, types, topologies, focus, complexity, and roles.
Regularity
Regularity is a uniformity or similarity that exists in multiple entities or at multiple times (Bertalanffy 1968).
Regularities make science possible and engineering efficient and effective. Without regularities, we would be forced
to consider every natural and artificial system problem and solution as unique. We would have no scientific laws, no
categories or taxonomies, and each engineering effort would start from a clean slate.
Similarities and differences exist in any set or population. Every system problem or solution can be regarded as
unique, but no problem/solution is in fact entirely unique. The nomothetic approach assumes regularities among
entities and investigates what the regularities are. The idiographic approach assumes each entity is unique and
investigates the unique qualities of entities, (Bertalanffy 1975).
A very large amount of regularity exists in both natural systems and engineered systems. Patterns of systems
thinking capture and exploit that regularity.
Concepts of Systems Thinking 192
Survival Behavior
Systems often behave in a manner that allows them to sustain themselves in one or more alternative viable states.
Many natural or social systems have this goal, either consciously or as a "self organizing" system, arising from the
interaction between elements.
Entropy is the tendency of systems to move towards disorder or disorganization. In physics, entropy is used to
describe how organized heat energy is “lost” into the random background energy of the surrounding environment (the
2nd Law of Thermodynamics). A similar effect can be seen in engineered systems. What happens to a building or
garden left unused for any time? Entropy can be used as a metaphor for aging, skill fade, obsolescence, misuse,
boredom, etc.
"Negentropy" describes the forces working in a system to hold off entropy. Homeostasis is the biological equivalent
of this, describing behavior which maintains a "steady state" or "dynamic equilibrium". Examples in nature include
human cells, which maintain the same function while replacing their physical content at regular intervals. Again, this
can be used as a metaphor for the fight against entropy, e.g. training, discipline, maintenance, etc.
Hitchins (Hitchins 2007) describes the relationship between the viability of a system and the number of connections
between its elements. Hitchins's concept of connected variety states that stability of a system increases with its
connectivity (both internally and with its environment). (See variety.)
Concepts of Systems Thinking 193
Control Behavior
Cybernetics, the science of control, defines two basic control mechanisms:
• Negative feedback, maintaining system state against a set objectives or levels.
• Positive feedback, forced growth or contraction to new levels.
One of the main concerns of cybernetics is the balance between stability and speed of response. A black-box system
(glossary) view looks at the whole system. Control can only be achieved by carefully balancing inputs with outputs,
which reduces speed of response. A white-box system (glossary) view considers the system elements and their
relationships; control mechanisms can be imbedded into this structure to provide more responsive control and
associated risks to stability.
Another useful control concept is that of a "meta-system", which sits over the system and is responsible for
controlling its functions, either as a black-box or white-box. In this case, behavior arises from the combination of
system and meta-system.
Control behavior is a trade between
• Specialization, the focus of system behavior to exploit particular features of its environment, and
• flexibility, the ability of a system to adapt quickly to environmental change.
While some system elements may be optimized for either specialization, a temperature sensitive switch, flexibility,
or an autonomous human controller, complex systems must strike a balance between the two for best results. This is
an example of the concept of dualism, discussed in more detail in Principles of Systems Thinking.
Variety describes the number of different ways elements can be controlled, and is dependent on the different ways in
which they can then be combined. The Law of Requisite Variety states that a control system must have at least as
much variety as the system it is controlling (Ashby 1956).
Concepts of Systems Thinking 194
Function
Ackoff defines function as outcomes which contribute to goals or objectives. To have a function, a system must be
able to provide the outcome in two or more different ways. (This is called equifinality).
This view of function and behavior is common in systems science. In this paradigm, all system elements have
behavior of some kind; however, to be capable of functioning in certain ways requires a certain richness of
behaviors.
In most hard systems approaches, a set of functions are described from the problem statement, and then associated
with one or more alternative element structures (Flood and Carson 1993). This process may be repeated until a
system component (implementable combinations of function and structure) has been defined (Martin 1997). Here,
function is defined as either a task or activity that must be performed to achieve a desired outcome or as a
transformation of inputs to outputs. This transformation may be:
• Synchronous, a regular interaction with a closely related system, or
• Asynchronous, an irregular response to a demand from another system that often triggers a set response.
The behavior of the resulting system is then assessed as a combination of function and effectiveness. In this case
behavior is seen as an external property of the system as a whole and is often described as analogous to human or
organic behavior (Hitchins 2009).
References
Works Cited
Ackoff, R.L. 1971. "Towards a System of Systems Concepts". Management Science. 17(11).
Ackoff, R. 1979. "The Future of Operational Research is Past." Journal of the Operational Research Society. 30(2):
93–104, Pergamon Press.
Ashby, W R. 1956. "Chapter 11". Introduction to Cybernetics. London, UK: Wiley.
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications, Revised ed. New York,
NY, USA: Braziller.
Bertalanffy, L. von. 1975. 'Perspectives on General System Theory. E. Taschdjian, ed. New York: George Braziller.
Boardman, J. and B. Sauser. 2008. Systems Thinking: Coping with 21st Century Problems. Boca Raton, FL, USA:
Taylor & Francis.
Flood, R.L. and E.R. Carson. 1993. Dealing With Complexity: An Introduction to the Theory and Application of
Systems Science. New York, NY, USA: Plenum Press.
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley and
Sons.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4): 59-63.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
Martin J. N. 1997. Systems Engineering Guidebook. Boca Raton, FL, USA: CRC Press.
Skyttner, L. 2001. General Systems Theory: Ideas and Applications. Singapore: World Scientific Publishing Co. p.
53-69.
Simon, H.A. 1962. "The Architecture of Complexity." Proceedings of the American Philosophical Society. 106(6)
(Dec. 12, 1962): 467-482.
Simon, H. 1996. The Sciences of the Artificial, 3rd ed. Cambridge, MA: MIT Press.
Concepts of Systems Thinking 196
Primary References
Ackoff, R.L. 1971. "Towards a System of Systems Concept." Management Science. 17(11).
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight. 12(4): 59-63.
Additional References
Edson, Robert. 2008. Systems Thinking. Applied. A Primer. Arlington, VA, USA: Applied Systems Thinking
Institute (ASysT), Analytic Services Inc.
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. 13(1) (April
2010): 41-43.
Waring, A. 1996. "Chapter 1." Practical Systems Thinking. London, UK: International Thomson Business Press.
This topic forms part of the Systems Thinking knowledge area (KA). It identifies systems principles as part of the
basic ideas of systems thinking.
Some additional concepts more directly associated with engineered systems are described, and a summary of system
principles associated with the concepts already defined is provided. A number of additional “laws” and heuristics are
also discussed.
Separation of Concerns
A systems approach is focused on a systems-of-interest (SoI) of an open system. This SoI consists of open,
interacting subsystems that as a whole interact with and adapt to other systems in an environment. The systems
approach also considers the SoI in its environment to be part of a larger, wider, or containing system (Hitchins
2009).
In the What is Systems Thinking? topic, a “systems thinking paradox” is discussed. How is it possible to take a
holistic system view while still being able to focus on changing or creating systems?
Separation of concerns describes a balance between considering parts of a system problem or solution while not
losing sight of the whole (Greer 2008). Abstraction is the process of taking away characteristics from something in
order to reduce it to a set of base characteristics (SearchCIO 2012). In attempting to understand complex situations it
is easier to focus on bounded problems, whose solutions still remain agnostic to the greater problem (Erl 2012). This
process sounds reductionist, but it can be applied effectively to systems. The key to the success of this approach is
ensuring that one of the selected problems is the concerns of the system as a whole. Finding balance between using
abstraction to focus on specific concerns while ensuring we continue to consider the whole is at the center of systems
Principles of Systems Thinking 197
approaches. A view is a subset of information observed of one or more entities, such as systems. The physical or
conceptual point from which a view is observed is the viewpoint, which can be motivated by one or more observer
concerns. Different views of the same target must be both separate, to reflect separation of concerns, and integrated
such that all views of a given target are consistent and form a coherent whole (Hybertson 2009). Some sample views
of a system are internal (What does it consist of?); external (What are its properties and behavior as a whole?); static
(What are its parts or structures?); and dynamic (interactions).
encapsulation, which encloses system elements and their interactions from the external environment, is discussed in
Concepts of Systems Thinking. Encapsulation is associated with modularity, the degree to which a system's
components may be separated and recombined (Griswold 1995). Modularity applies to systems in natural, social, and
engineered domains. In engineering, encapsulation is the isolation of a system function within a module and provides
precise specifications for the module (IEEE Std. 610.12-1990).
Dualism is a characteristic of systems in which they exhibit seemingly contradictory characteristics that are
important for the system (Hybertson 2009). The yin yang concept in Chinese philosophy emphasizes the interaction
between dual elements and their harmonization, ensuring a constant dynamic balance through a cyclic dominance of
one element and then the other, such as day and night (IEP 2006).
From a systems perspective the interaction, harmonization, and balance between system properties is important.
Hybertson (Hybertson 2009) defines leverage as the duality between
• Power, the extent to which a system solves a specific problem, and
• Generality, the extent to which a system solves a whole class of problems.
While some systems or elements may be optimized for one extreme of such dualities, a dynamic balance is needed to
be effective in solving complex problems.
Abstraction A focus on essential characteristics is important in problem solving because it allows problem solvers to ignore the
nonessential, thus simplifying the problem. (Sci-Tech Encyclopedia 2009; SearchCIO 2012; Pearce 2012)
Boundary A boundary or membrane separates the system from the external world. It serves to concentrate interactions inside the system
while allowing exchange with external systems. (Hoagland, Dodson, and Mauck 2001)
Change Change is necessary for growth and adaptation, and should be accepted and planned for as part of the natural order of things
rather than something to be ignored, avoided, or prohibited (Bertalanffy 1968; Hybertson 2009).
Dualism Recognize dualities and consider how they are, or can be, harmonized in the context of a larger whole (Hybertson 2009)
Encapsulation Hide internal parts and their interactions from the external environment. (Klerer 1993; IEEE 1990)
Equifinality In open systems, the same final state may be reached from different initial conditions and in different ways (Bertalanffy 1968).
This principle can be exploited, especially in systems of purposeful agents.
Holism A system should be considered as a single entity, a whole, not just as a set of parts. (Ackoff 1979; Klir 2001)
Interaction The properties, capabilities, and behavior of a system are derived from its parts, from interactions between those parts, and from
interactions with other systems. (Hitchins 2009 p. 60)
Layer Hierarchy The evolution of complex systems is facilitated by their hierarchical structure (including stable intermediate forms) and the
understanding of complex systems is facilitated by their hierarchical description. (Pattee 1973; Bertalanffy 1968; Simon 1996)
Principles of Systems Thinking 198
Leverage Achieve maximum leverage (Hybertson 2009). Because of the power versus generality tradeoff, leverage can be achieved by a
complete solution (power) for a narrow class of problems, or by a partial solution for a broad class of problems (generality).
Modularity Unrelated parts of the system should be separated, and related parts of the system should be grouped together. (Griswold 1995;
Wikipedia 2012a)
Network The network is a fundamental topology for systems that forms the basis of togetherness, connection, and dynamic interaction of
parts that yield the behavior of complex systems (Lawson 2010; Martin et al. 2004; Sillitto 2010)
Parsimony One should choose the simplest explanation of a phenomenon, the one that requires the fewest assumptions (Cybernetics 2012).
This applies not only to choosing a design, but also to operations and requirements.
Regularity Systems science should find and capture regularities in systems, because those regularities promote systems understanding and
facilitate systems practice. (Bertalanffy 1968)
Relations A system is characterized by its relations: the interconnections between the elements. Feedback is a type of relation. The set of
relations defines the network of the system. (Odum 1994)
Separation of A larger problem is more effectively solved when decomposed into a set of smaller problems or concerns. (Erl 2012; Greer
Concerns 2008)
Similarity/ Both the similarities and differences in systems should be recognized and accepted for what they are. (Bertalanffy 1975 p. 75;
Difference Hybertson 2009). Avoid forcing one size fits all, and avoid treating everything as entirely unique.
Stability/ Things change at different rates, and entities or concepts at the stable end of the spectrum can and should be used to provide a
Change guiding context for rapidly changing entities at the volatile end of the spectrum (Hybertson 2009). The study of complex
adaptive systems can give guidance to system behavior and design in changing environments (Holland 1992).
Synthesis Systems can be created by choosing (conceiving, designing, selecting) the right parts, bringing them together to interact in the
right way, and in orchestrating those interactions to create requisite properties of the whole, such that it performs with optimum
effectiveness in its operational environment, so solving the problem that prompted its creation” (Hitchins 2008: 120).
View Multiple views, each based on a system aspect or concern, are essential to understand a complex system or problem situation.
One critical view is how concern relates to properties of the whole. (Edson 2008; Hybertson 2009)
The principles are not independent. They have synergies and tradeoffs. Lipson (Lipson 2007), for example, argued
that “scalability of open-ended evolutionary processes depends on their ability to exploit functional modularity,
structural regularity and hierarchy.” He proposed a formal model for examining the properties, dependencies, and
tradeoffs among these principles. Edson (Edson 2008) related many of the above principles in a structure called the
conceptagon, which he modified from the work of Boardman and Sauser (Boardman and Sauser 2008). Edson also
provided guidance on how to apply these principles. Not all principles apply to every system or engineering decision.
Judgment, experience, and heuristics (see below) provide understanding into which principles apply in a given
situation.
Several principles illustrate the relation of view with the dualism and yin yang principle; for example, holism and
separation of concerns. These principles appear to be contradictory but are in fact dual ways of dealing with
complexity. Holism deals with complexity by focusing on the whole system, while separation of concerns divides a
problem or system into smaller, more manageable elements that focus on particular concerns. They are reconciled by
the fact that both views are needed to understand systems and to engineer systems; focusing on only one or the other
does not give sufficient understanding or a good overall solution. This dualism is closely related to the systems
thinking paradox described in What is Systems Thinking?.
Rosen (Rosen 1979) discussed “false dualisms” of systems paradigms that are considered incompatible but are in fact
different aspects or views of reality. In the present context, they are thus reconcilable through yin yang
harmonization. Edson (Edson 2008) emphasized viewpoints as an essential principle of systems thinking;
specifically, as a way to understand opposing concepts.
Derick Hitchins (Hitchins 2003) produced a systems life cycle theory described by a set of seven principles forming
an integrated set. This theory describes the creation, manipulation and demise of engineered systems. These
principles consider the factors which contribute to the stability and survival of man made systems in an environment.
Principles of Systems Thinking 199
Stability is associated with the principle of connected variety, in which stability is increased by variety plus the
cohesion and adaptability of that variety. Stability is limited by allowable relations, resistance to change, and
patterns of interaction. Hitchins describes how interconnected systems tend toward a cyclic progression, in which
variety is generated, dominance emerges to suppress variety, dominant modes decay and collapse and survivors
emerge to generate new variety.
Guidance on how to apply many of these principles to engineered systems is given in the topic Synthesizing Possible
Solutions, as well as in System Definition and other knowledge areas in Part 3 of the SEBoK.
References
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Primary References
Bertalanffy, L. von. 1968. General System Theory: Foundations, Development, Applications. Revised ed. New York,
NY: Braziller.
Hybertson, D. 2009. Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Auerbach/CRC Press, Boca Raton, FL.
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Principles of Systems Thinking 202
Additional References
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Saur Verlag.
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Volk, T., and J.W. Bloom. (2007). "The use of metapatterns for research into complex systems of teaching, learning,
and schooling. Part I: Metapatterns in nature and culture." Complicity: An International Journal of Complexity and
Education. 4(1): 25—43.
This topic forms part of the Systems Thinking knowledge area (KA). It identifies systems patterns as part of the
basic ideas of systems thinking. The general idea of patterns and a number of examples are described. A brief
conclusion discusses the maturity of systems science from the perspective of principles and patterns.
Systems Patterns
This section first discusses definitions, types, and pervasiveness of patterns. Next, samples of basic patterns in the
form of hierarchy and network patterns, metapatterns, and systems engineering (SE) patterns are discussed. Then
samples of patterns of failure (or “antipatterns”) are presented in the form of system archetypes, along with
antipatterns in software engineering and other fields. Finally, a brief discussion of patterns as maturity indicators is
given.
Other examples of general patterns in both natural and engineered systems include: conventional designs in
engineering handbooks, complex system models such as evolution and predator-prey models that apply to multiple
application domains, domain taxonomies, architecture frameworks, standards, templates, architecture styles,
reference architectures, product lines, abstract data types, and classes in class hierarchies (Hybertson 2009). Shaw
and Garlan (Garlan 1996) used the terms pattern and style interchangeably in discussing software architecture.
Lehmann and Belady (Lehmann 1985) examined a set of engineered software systems and tracked their change over
time and observed regularities that they captured as evolution laws or patterns.
Patterns have been combined with model-based systems engineering (MBSE) to lead to pattern-based systems
engineering (PBSE) (Schindel and Smith 2002, Schindel 2005).
Patterns also exist in systems practice, both science and engineering. At the highest level, Gregory (1966) defined
science and design as behavior patterns:
The scientific method is a pattern of problem-solving behavior employed in finding out the nature of
what exists, whereas the design method is a pattern of behavior employed in inventing things of value
which do not yet exist.
Regularities exist not only as positive solutions to recurring problems, but also as patterns of failure, i.e., as
commonly attempted solutions that consistently fail to solve recurring problems. In software engineering these are
called antipatterns, originally coined and defined by Koenig (Koenig 1995): An antipattern is just like a pattern,
except that instead of a solution it gives something that looks superficially like a solution but isn’t one. Koenig’s
rationale was that if one does not know how to solve a problem, it may nevertheless be useful to know about likely
blind alleys. Antipatterns may include patterns of pathologies (i.e., common diseases), common impairment of
normal functioning, and basic recurring problematic situations. These antipatterns can be used to help identify the
root cause of a problem and eventually lead to solution patterns. The concept was expanded beyond software to
include project management, organization, and other antipatterns (Brown et al. 1998; AntiPatterns Catalog 2012).
Patterns are grouped in the remainder of this section into basic foundational patterns and antipatterns (or patterns of
failure).
Part of + Dualism: Each element in the hierarchy is a holon, i.e., is both a Holarchy (composition hierarchy of holons) (Koestler 1967) - helps
whole that has parts and a part of a larger whole recognize similarities across levels in multi-level systems
Part of + Interchangeability: The parts are clonons, i.e., interchangeable Composition Hierarchy of Clonons (Bloom 2005). Note: This
pattern reflects horizontal similarity.
Part of + Self-Similarity: At each level, the shape or structure of the Fractal. Note: This pattern reflects vertical similarity.
whole is repeated in the parts, i.e., the hierarchy is self-similar at all
scales.
Network patterns are of two flavors. First, traditional patterns are network topology types, such as bus (common
backbone), ring, star (central hub), tree, and mesh (multiple routes) (ATIS 2008). Second, the relatively young
science of networks has been investigating social and other complex patterns, such as percolation, cascades, power
law, scale-free, small worlds, semantic networks, and neural networks (Boccara 2004; Neumann et al. 2006).
Metapatterns
The metapatterns identified and defined in the table below are from (Bloom 2005), (Volk and Bloom 2007), and
(Kappraff 1991). They describe a metapattern as convergences exhibited in the similar structures of evolved systems
across widely separated scales (Volk and Bloom 2007).
Table 2. Metapatterns. (SEBoK Original)
Spheres Shape of maximum volume, minimum Cell, planet, dome, ecosystem, community
surface, containment
Centers Key components of system stability Prototypes, purpose, causation; Deoxyribonucleic acid (DNA), social insect centers,
political constitutions and government, attractors
Tubes Surface transfer, connection, support Networks, lattices, conduits, relations; leaf veins, highways, chains of command
Binaries Plus Minimal and thus efficient system Contrast, duality, reflections, tensions, complementary/symmetrical/reciprocal
relationships; two sexes, two-party politics, bifurcating decision process
Clusters, Subset of webs, distributed systems of Bird flocks, ungulate herds, children playing, egalitarian social groups
Clustering parts with mutual attractions
Webs or Parts in relationships within systems (can Subsystems of cells, organisms, ecosystems, machines, society
Networks be centered or clustered, using clonons or
holons)
Sheets Transfer surface for matter, energy, or Films; fish gills, solar collectors
information
Borders and Protection, openings for controlled Boundaries, containers, partitions, cell membranes, national borders
Pores exchange
Layers Combination of other patterns that builds Levels of scale, parts and wholes, packing, proportions, tiling
up order, structure, and stabilization
Patterns of Systems Thinking 205
Similarity Figures of the same shape but different Similar triangles, infant-adult
sizes
Emergence General phenomenon when a new type of Creation (birth), life from molecules, cognition from neurons
functionality derives from binaries or
webs.
Holarchies Levels of webs, in which successive Biological nesting from biomolecules to ecosystems, human social nesting,
systems are parts of larger systems engineering designs, computer software
Clonons Parts of systems as interchangeable Skin cells (clonons) of the skin; bricks in constructing a house
Arrows Stability or gradient-like change over time Stages, sequence, orientation, stress, growth, meanders, biological homeostasis,
growth, self-maintaining social structures
Cycles Recurrent patterns in systems over time Alternating repetition, vortex, spiral, turbulence, helices, rotations; protein degradation
and synthesis, life cycles, power cycles of electricity generating plants, feedback
cycles
Breaks Relatively sudden changes in system Transformation, change, branching, explosion, cracking, translations; cell division,
behavior insect metamorphosis, coming-of-age ceremonies, political elections, bifurcation
points
Triggers Initiating agents of breaks, both internal Sperm entering egg or precipitating events of war
and external
Gradients Continuum of variation between binary Chemical waves in cell development, human quantitative and qualitative values
poles
System Archetypes
The system dynamics community has developed a collection of what are called system archetypes. The concept was
originated by Forrester (Forrester 1969), while Senge (Senge 1990) appears to have introduced the system archetype
term. According to Braun (2002), the archetypes describe common patterns of behavior that help answer the
question, “Why do we keep seeing the same problems recur over time?” They focus on behavior in organizations and
other complex social systems that are repeatedly but unsuccessfully used to solve recurring problems. This is why
they are grouped here under antipatterns, even though the system dynamics community does not refer to the
archetypes as antipatterns. The table below summarizes the archetypes. There is not a fixed set, or even fixed names
for a given archetype. The table shows alternative names for some archetypes.
Table 3. System Archetypes. (SEBoK Original)
Counterintuitive Behavior Forrester identified three “especially dangerous” counter-intuitive behaviors of social systems, F1, F2
which correspond respectively to three of the archetypes discussed below: (1) Low-Leverage
Policies: Ineffective Actions; (2) High Leverage Policies: Often Wrongly Applied; and (3)
Long-Term vs. Short-Term Trade-offs
Low-Leverage Policies: Most intuitive policy changes in a complex system have very little leverage to create change; F1, F3, M
Ineffective Actions (Policy this is because the change causes reactions in other parts of the system that counteract the new
Resistance) policy.
High Leverage Policies: Often A system problem is often correctable with a small change, but this high-leverage solution is F1, F3, M
Wrongly Applied (High typically counter-intuitive in two ways: (1) the leverage point is difficult to find because it is
Leverage, Wrong Direction) usually far removed in time and place from where the problem appears, and (2) if the leverage
point is identified, the change is typically made in the wrong direction, thereby intensifying the
problem.
Long-Term vs. Short-Term Short-term solutions are intuitive, but in complex systems there is nearly always a conflict or F1, F3, M, S,
Trade-offs (Fixes that Fail, tradeoff between short-term and long-term goals. Thus, a quick fix produces immediate positive B
Shifting the Burden, Addiction) results, but its unforeseen and unintended long-term consequences worsen the problem.
Furthermore, a repeated quick fix approach makes it harder to change to a more fundamental
solution approach later.
Drift to Low Performance There is a strong tendency for complex system goals to drift downward. A gap between current F1, F3, M, B
(Eroding Goals, Collapse of state and goal state creates pressure to lower the goal rather than taking difficult corrective
Goals) action to reach the goal. Over time the continually lowered goals lead to crisis and possible
collapse of the system.
Official Addiction – Shifting The ability of a system to maintain itself deteriorates when an intervener provides help and the M, S
the Burden to the Intervener system then becomes dependent on the intervener
Limits to Growth (a.k.a. Limits A reinforcing process of accelerating growth (or expansion) will encounter a balancing process S, B
to Success) as the limit of that system is approached and continuing efforts will produce diminishing returns
as one approaches the limits.
Balancing Process with Delay Delay in the response of a system to corrective action causes the correcting agent to either S
over-correct or to give up due to no visible progress.
Escalation Two systems compete for superiority, with each escalating its competitive actions to get ahead, B
to the point that both systems are harmed.
Success to the Successful Growth leads to decline elsewhere. When two equally capable systems compete for a limited S, B
resource, if one system receives more resources, it is more likely to be successful, which results
in it’s receiving even more resources, in a reinforcing loop.
Tragedy of the Commons A shared resource is depleted as each system abuses it for individual gain, ultimately hurting all H, S, B
who share it.
Patterns of Systems Thinking 207
Growth and Underinvestment In a situation where capacity investments can overcome limits, if such investments are not made, S, B
then growth stalls, which then rationalizes further underinvestment.
Accidental Adversaries Two systems destroy their relationship through escalating retaliations for perceived injuries. B
Attractiveness Principle In situations where a system faces multiple limiting or impeding factors, the tendency is to B
consider each factor separately to select which one to address first, rather than a strategy based
on the interdependencies among the factors.
** B—(Braun 2002); F1—(Forrester 1969); F2—(Forrester 1995); F3—(Forrester 2009); H—(Hardin 1968);
M—(Meadows 1982); S—(Senge 1990).
Relations among system archetypes were defined by Goodman and Kleiner (Goodman and Kleiner 1993/1994) and
republished in Senge et al. (Senge et al. 1994).
associated feedback loop models. That was an important first step. Nevertheless, they have had difficulty achieving
the second step; producing social patterns that can be applied to solve those problems. The antipatterns characterize
problems, but the patterns for solving those problems are elusive.
Despite the difficulties, however, social systems do exhibit regularities, and social problems are often solved to some
degree. The social sciences and complex systems community have limited sets of patterns, such as common types of
organization structures, common macro-economic models, and even patterns of insurgency and counter-insurgency.
The challenge for systems science is to capture those regularities and the salient features of those solutions more
broadly, and make them explicit and available in the form of mature patterns. Then perhaps social problems can be
solved on a more regular basis. As systems engineering expands its scope from the traditional emphasis on technical
aspects of systems to the interplay of the social and technical aspects of socio-technical systems, such progress in
systems science is becoming even more important to the practice of systems engineering.
References
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Brown, W., R. Malveau, H. McCormick, and T. Mowbray. 1998. AntiPatterns: Refactoring Software, Architectures,
and Projects in Crisis. John Wiley & Sons.
Buschmann, F., R. Meunier, H. Rohnert, P. Sommerlad, and M. Stal. 1996. Pattern-Oriented Software Architecture:
A System of Patterns. Chichester, U.K.: John Wiley.
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Systems Engineering Research (CSER) 2005, March 23-25, Hoboken, NJ, USA.
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Gamma, E., R. Helm, R. Johnson, and J. Vlissides. 1995. Design Patterns: Elements of Reusable Object-Oriented
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Patterns of Systems Thinking 209
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Hybertson, D. 2009. Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
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Patterns of Systems Thinking 210
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A model is a simplified representation of a system at some particular point in time or space intended to promote
understanding of the real system. As an abstraction of a system, it offers insight about one or more of the system's
aspects, such as its function, structure, properties, performance, behavior, or cost.
Overview
The modeling of systems as holistic, value-providing entities has been gaining recognition as a central process of
systems engineering. The use of modeling and simulation during the early stages of the system design of complex
systems and architectures can:
• document system functions and requirements,
• assess the mission performance,
• estimate costs,
• evaluate tradeoffs, and
• provide insights to improve performance, reduce risk, and manage costs.
Modeling and analysis can complement testing and evaluation which occur later in the life cycle. In some systems,
modeling and simulation may be the only way to fully evaluate performance (e.g., ballistic missile defense) or to
evaluate system performance in severe scenarios (e.g., response to weapons of mass destruction attacks on the
homeland). Furthermore, advanced simulations, e.g. flight simulators and command and control center simulations,
can be a cost-effective technique for personnel training in accompaniment with operational system training
(INCOSE 2012).
Modeling serves to make concepts concrete and formal, enhance quality, productivity, documentation, and
innovation, as well as to reduce the cost and risk of systems development.
Modeling occurs at many levels: component, subsystem, system, and systems-of-systems; and throughout the life
cycle of a system. Different types of models may be needed to represent systems in support of the analysis,
specification, design, and verification of systems. This knowledge area provides an overview of models used to
represent different aspects of systems.
Modeling is a common practice that is shared by most engineering disciplines, including:
• electrical engineering, which uses electrical circuit design models
• mechanical engineering, which uses three-dimensional computer-aided design models
• software engineering, which uses software design and architecture models.
Each of these disciplines has its own language with its syntax and semantics, serving as a means of communication
among professionals in that discipline. Analytic models are used to support power, thermal, structural, and embedded
real-time analysis.
Modeling Standards play an important role in defining system modeling concepts that can be represented for a
particular domain of interest and enable the integration of different types of models across domains of interest.
Representing Systems with Models 212
Topics
Each part of the Guide to the Systems Engineering Body of Knowledge (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:
• What is a Model?
• Why Model?
• Types of Models
• System Modeling Concepts
• Modeling Standards
• Integrating Supporting Aspects into System Models
References
Works Cited
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INCOSE-TP-2003-002-03.2.2.
Primary References
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Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, rev, B. Seattle, WA:
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omgsysml.org/MBSE_Methodology_Survey_RevB.pdf
Friedenthal, S., A. Moore, R. Steiner, and M. Kaufman. 2012. A Practical Guide to SysML: The Systems Modeling
Language, 2nd Edition. Needham, MA, USA: OMG Press.
Guizzardi, G. 2007. On Ontology, Ontologies, Conceptualizations, Modeling Languages, and (Meta)Models.
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INCOSE. 2007. Systems Engineering Vision 2020. Seattle, WA, USA: International Council on Systems
Engineering. September 2007. INCOSE-TP-2004-004-02.
Wymore, A.W. 1993. Model-Based Systems Engineering. Boca Raton, FL, USA: CRC Press, Inc.
Additional References
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Grobshtein, Y. and D. Dori. 2011. "Generating SysML Views from an OPM Model: Design and Evaluation."
Systems Engineering. 14(3), Sept.
West, P., J. Kobza, and S. Goerger. 2011. "Chapter 4, Systems Modeling and Analysis," in Parnell, G.S., P.J.
Driscoll, and D.L Henderson (eds). Decision Making for Systems Engineering and Management, 2nd ed. Wiley
Series in Systems Engineering. Hoboken, NJ: Wiley & Sons Inc.
Representing Systems with Models 213
What is a Model?
Lead Author: Sanford Friedenthal, Contributing Authors: Dov Dori, Yaniv Mordecai
This topic provides foundational concepts, such as definitions of a model and a modeling language, and expresses
their relationships to modeling tools and model-based systems engineering (MBSE).
Definition of a Model
There are many definitions of the word model. The following definitions refer to a model as a representation of
selected aspects of a domain of interest to the modeler:
• a physical, mathematical, or otherwise logical representation of a system, entity, phenomenon, or process (DoD
1998);
• a representation of one or more concepts that may be realized in the physical world (Friedenthal, Moore, and
Steiner 2009);
• a simplified representation of a system at some particular point in time or space intended to promote
understanding of the real system (Bellinger 2004);
• an abstraction of a system, aimed at understanding, communicating, explaining, or designing aspects of interest of
that system (Dori 2002); and
• a selective representation of some system whose form and content are chosen based on a specific set of concerns;
the model is related to the system by an explicit or implicit mapping (Object Management Group 2010).
In the context of systems engineering, a model that represents a system and its environment is of particular
importance to the system engineer who must specify, design, analyze, and verify systems, as well as share
information with other stakeholders. A variety of system models are used to represent different types of systems for
different modeling purposes. Some of the purposes for modeling systems are summarized in the topic Why Model?,
and a simple taxonomy of the different types of models are described in the topic Types of Models. The modeling
standards topic refers to some of the standard system modeling languages and other modeling standards that support
MBSE.
A model can have different forms as indicated in the first definition above, including a physical, mathematical, or
logical representation. A physical model can be a mockup that represents an actual system, such as a model airplane.
A mathematical model may represent possible flight trajectories in terms of acceleration, speed, position, and
orientation. A logical model may represent logical relationships that describe potential causes of airplane failure,
such as how an engine failure can result in a loss of power and cause the airplane to lose altitude, or how the parts of
the system are interconnected. It is apparent that many different models may be required to represent a
system-of-interest (SoI).
What is a Model? 214
Modeling Language
A physical model is a concrete representation of an actual system that can be felt and touched. Other models may be
more abstract representations of a system or entity. These models rely on a modeling language to express their
meaning as explained in “On Ontology, Ontologies, Conceptualizations, Modeling Languages, and (Meta)Models”
(Guizzardi 2007).
Just as engineering drawings express the 3D structure of mechanical and architectural designs, conceptual models
are the means by which systems are conceived, architected, designed, and built. The resulting models are the
counterparts of the mechanical design blueprint. The difference, however, is that while blueprints are exact
representations of physical artifacts with a precise, agreed-upon syntax and long tradition of serving as a means of
communication among professionals, conceptual models are just beginning to make headway toward being a
complete and unambiguous representation of a system under development. The articles in the special section of
Communications of the Association for Computing Machinery (ACM) (Dori 2003) present the abstract world of
systems analysis and architecting by means of conceptual modeling, and, how to evaluate, select, and construct
models.
Modeling languages are generally intended to be both human-interpretable and computer-interpretable, and are
specified in terms of both syntax and semantics.
The abstract syntax specifies the model constructs and the rules for constructing the model. In the case of a natural
language like English, the constructs may include types of words such as verbs, nouns, adjectives, and prepositions,
and the rules specify how these words can be used together to form proper sentences. The abstract syntax for a
mathematical model may specify constructs to define mathematical functions, variables, and their relationship. The
abstract syntax for a logical model may also specify constructs to define logical entities and their relationships. A
well-formed model abides by the rules of construction, just as a well-formed sentence must conform to the
grammatical rules of the natural language.
The concrete syntax specifies the symbols used to express the model constructs. The natural language English can be
expressed in text or Morse code. A modeling language may be expressed using graphical symbols and/or text
statements. For example, a functional flow model may be expressed using graphical symbols consisting of a
combination of graphical nodes and arcs annotated with text; while a simulation modeling language may be
expressed using a programming language text syntax such as the C programming language.
The semantics of a language define the meaning of the constructs. For example, an English word does not have
explicit meaning until the word is defined. Similarly, a construct that is expressed as a symbol, such as a box or
arrow on a flow chart, does not have meaning until it is defined. The language must give meaning to the concept of a
verb or noun, and must give specific meaning to a specific word that is a verb or noun. The definition can be
established by providing a natural language definition, or by mapping the construct to a formalism whose meaning is
defined. As an example, a graphical symbol that expresses sin(x) and cos(x) is defined using a well-defined
mathematical formalism for the sine and cosine function. If the position of a pendulum is defined in terms of sin(θ)
and cos(θ), the meaning of the pendulum position is understood in terms of these formalisms.
Modeling Tools
Models are created by a modeler using modeling tools. For physical models, the modeling tools may include drills,
lathes, and hammers. For more abstract models, the modeling tools are typically software programs running on a
computer. These programs provide the ability to express modeling constructs using a particular modeling language.
A word processor can be viewed as a tool used to build text descriptions using natural language. In a similar way,
modeling tools are used to build models using modeling languages. The tool often provides a tool palette to select
symbols and a content area to construct the model from the graphical symbols or other concrete syntax. A modeling
tool typically checks the model to evaluate whether it conforms to the rules of the language, and enforces such rules
What is a Model? 215
to help the modeler create a well-formed model. This is similar to the way a word processor checks the text to see
that it conforms to the grammar rules for the natural language.
Some modeling tools are commercially available products, while others may be created or customized to provide
unique modeling solutions. Modeling tools are often used as part of a broader set of engineering tools which
constitute the systems development environment. There is increased emphasis on tool support for standard modeling
languages that enable models and modeling information to be interchanged among different tools.
References
Works Cited
Bellinger, G. 2004. "Modeling & Simulation: An Introduction," in Mental Model Musings. Available at http://www.
systems-thinking.org/modsim/modsim.htm.
Bone, M. & Cloutier, R. 2010. The Current State of Model Based Systems Engineering: Results from the OMG™
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SysML_2009_RFI_Response_Summary-bone-cloutier.pdf.Last accessed 5/26/2019
Cloutier, R. & Bone, M. 2014. MBSE Survey Presented January 2015 INCOSE IW Los Angeles, CA. Available at
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php?media=mbse:incose_mbse_survey_results_initial_report_2015_01_24.pdf.Last accessed 5/26/2019
Cloutier, R. 2015. Current Modeling Trends in Systems Engineering. INCOSE Insight, 18(2)
Chen, P. 1976. "The Entity Relationship Model – Toward a Unifying View of Data." ACM Transactions on Data
Base Systems 1(1): 9-36.
DoD. 1998. "'DoD Modeling and Simulation (M&S) Glossary" in DoD Manual 5000.59-M. Arlington, VA, USA:
US Department of Defense. January. P2.13.22. Available at http:/ / www. dtic. mil/ whs/ directives/ corres/ pdf/
500059m.pdf
Dori, D. 2002. Object-Process Methodology: A Holistic System Paradigm. New York, NY, USA: Springer.
Dori, D. 2003. "Conceptual Modeling and System Architecting." Communications of the ACM, 46(10), pp. 62-65.
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USA: International Council on Systems Engineering. INCOSE-TD-2007-003-02.
Friedenthal, S., A. Moore, R. Steiner, and M. Kaufman. 2012. A Practical Guide to SysML: The Systems Modeling
Language, 2nd Edition. Needham, MA, USA: OMG Press.
Guizzardi, G. 2007. "On Ontology, Ontologies, Conceptualizations, Modeling Languages, and (Meta)Models"
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Harel, D. 1987. "Statecharts: A Visual Formalism for Complex Systems." Science of Computer Programming. 8(3):
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Jackson, M.A. 1975. Principles of Program Design. New York, NY, USA: Academic Press.
Menzel, C. and R.J. Mayer. 1998. "The IDEF Family of Languages." in P. Bernus, K. Mertins, and G. Schmidt
(eds.). Handbook on Architectures for Information Systems. Berlin, Germany: Springer-Verlag. p. 209-241.
OMG. 2010. MDA Foundation Model. Needham, MA, USA: Object Management Group. ORMSC/2010-09-06.
Rumbaugh, J., M. Blaha, W. Premerlani, F. Eddy, and W. Lorenson. 1990. Object-Oriented Modeling and Design.
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What is a Model? 217
Primary References
Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, Rev. B. San Diego, CA,
USA: International Council on Systems Engineering. INCOSE-TD-2007-003-02. Available at http:/ / www. incose.
org/ProductsPubs/pdf/techdata/MTTC/MBSE_Methodology_Survey_2008-0610_RevB-JAE2.pdf.
Guizzardi, G. 2007. "On Ontology, Ontologies, Conceptualizations, Modeling Languages, and (Meta)Models."
Proceedings of Seventh International Baltic Conference. Amsterdam, The Netherlands. Available at http:/ / portal.
acm.org/citation.cfm?id=1565425.
INCOSE. 2007. Systems Engineering Vision 2020. Seattle, WA, USA: International Council on Systems
Engineering. September 2007. INCOSE-TP-2004-004-02.
NDIA. 2011. Final Report of the Model Based Engineering (MBE) Subcommittee. Arlington, VA, USA: National
Defense Industrial Association. Available at: http:/ / www. ndia. org/ Divisions/ Divisions/ SystemsEngineering/
Documents/ Committees/ M_S%20Committee/ Reports/
MBE_Final_Report_Document_(2011-04-22)_Marked_Final_Draft.pdf
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Downs, E., P. Clare, and I. Coe. 1992. Structured Systems Analysis and Design Method: Application and Context.
Hertfordshire, UK: Prentice-Hall International.
Eisner, H. 1988. Computer-Aided Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Harel, D. 1987. "Statecharts: A Visual Formalism for Complex Systems." Science of Computer Programming. 8(3):
231–74.
Kossiakoff, A. and W. Sweet. 2003. "Chapter 14" in Systems Engineering Principles and Practice. New York, NY,
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Why Model? 218
Why Model?
Lead Author: Sanford Friedenthal, Contributing Authors: Dov Dori, Yaniv Mordecai
System models can be used for many purposes. This topic highlights some of those purposes, and provides indicators
of an effective model, in the context of model-based systems engineering (MBSE).
Purpose of a Model
Models are representations that can aid in defining, analyzing, and communicating a set of concepts. System models
are specifically developed to support analysis, specification, design, verification, and validation of a system, as well
as to communicate certain information. One of the first principles of modeling is to clearly define the purpose of the
model. Some of the purposes that models can serve throughout the system life cycle are
• Characterizing an existing system: Many existing systems are poorly documented, and modeling the system can
provide a concise way to capture the existing system design. This information can then be used to facilitate
maintaining the system or to assess the system with the goal of improving it. This is analogous to creating an
architectural model of an old building with overlays for electrical, plumbing, and structure before proceeding to
upgrade it to new standards to withstand earthquakes.
• Mission and system concept formulation and evaluation: Models can be applied early in the system life cycle
to synthesize and evaluate alternative mission and system concepts. This includes clearly and unambiguously
defining the system's mission and the value it is expected to deliver to its beneficiaries. Models can be used to
explore a trade-space by modeling alternative system designs and assessing the impact of critical system
parameters such as weight, speed, accuracy, reliability, and cost on the overall measures of merit. In addition to
bounding the system design parameters, models can also be used to validate that the system requirements meet
stakeholder needs before proceeding with later life cycle activities such as synthesizing the detailed system
design.
• System design synthesis and requirements flowdown: Models can be used to support architecting system
solutions, as well as flow mission and system requirements down to system components. Different models may be
required to address different aspects of the system design and respond to the broad range of system requirements.
This may include models that specify functional, interface, performance, and physical requirements, as well as
other non-functional requirements such as reliability, maintainability, safety, and security.
• Support for system integration and verification: Models can be used to support integration of the hardware and
software components into a system, as well as to support verification that the system satisfies its requirements.
This often involves integrating lower level hardware and software design models with system-level design models
which verify that system requirements are satisfied. System integration and verification may also include
replacing selected hardware and design models with actual hardware and software products in order to
incrementally verify that system requirements are satisfied. This is referred to as hardware-in-the-loop testing and
software-in-the-loop testing. Models can also be used to define the test cases (glossary) and other aspects of the
test program to assist in test planning and execution.
• Support for training: Models can be used to simulate various aspects of the system to help train users to interact
with the system. Users may be operators, maintainers, or other stakeholders. Models may be a basis for
developing a simulator (glossary) of the system with varying degrees of fidelity to represent user interaction in
different usage scenarios.
• Knowledge capture and system design evolution: Models can provide an effective means for capturing
knowledge about the system and retaining it as part of organizational knowledge. This knowledge, which can be
reused and evolved, provides a basis for supporting the evolution of the system, such as changing system
requirements in the face of emerging, relevant technologies, new applications, and new customers. Models can
Why Model? 219
Model Scope
The model must be scoped to address its intended purpose. In particular, the types of models and associated
modeling languages selected must support the specific needs to be met. For example, suppose models are
constructed to support an aircraft’s development. A system architecture model may describe the interconnection
among the airplane parts, a trajectory analysis model may analyze the airplane trajectory, and a fault tree analysis
model may assess potential causes of airplane failure.
For each type of model, the appropriate breadth, depth, and fidelity should be determined to address the model’s
intended purpose. The model breadth reflects the system requirements coverage in terms of the degree to which the
model must address the functional, interface, performance, and physical requirements, as well as other
non-functional requirements, such as reliability, maintainability, and safety. For an airplane functional model, the
model breadth may be required to address some or all of the functional requirements to power up, takeoff, fly, land,
power down, and maintain the aircraft’s environment.
The model’s depth indicates the coverage of system decomposition from the system context down to the system
components. For the airplane example, a model’s scope may require it to define the system context, ranging from the
aircraft, the control tower, and the physical environment, down to the navigation subsystem and its components, such
as the inertial measurement unit; and, perhaps down to lower-level parts of the inertial measurement unit.
The model’s fidelity indicates the level of detail the model must represent for any given part of the model. For
example, a model that specifies the system interfaces may be fairly abstract and represent only the logical
information content, such as aircraft status data; or, it may be much more detailed to support higher fidelity
information, such as the encoding of a message in terms of bits, bytes, and signal characteristics. Fidelity can also
refer to the precision of a computational model, such as the time step required for a simulation.
Model-based Metrics
Models can provide a wealth of information that can be used for both technical and management metrics to assess
the modeling effort, and, in some cases, the overall systems engineering (SE) effort. Different types of models
provide different types of information. In general, models provide information that enables one to
• assess progress;
• estimate effort and cost;
• assess technical quality and risk; and
• assess model quality.
Models can capture metrics similar to those captured in a traditional document-based approach to systems
engineering, but potentially with more precision given the more accurate nature of models compared to documents.
Traditional systems engineering metrics are described in Metrics Guidebook for Integrated Systems and Product
Development (Wilbur 2005).
A model’s progress can be assessed in terms of the completeness of the modeling effort relative to the defined scope
of the model. Models may also be used to assess progress in terms of the extent to which the requirements have been
satisfied by the design or verified through testing. When augmented with productivity metrics, the model can be used
to estimate the cost of performing the required systems engineering effort to deliver the system.
Models can be used to identify critical system parameters and assess technical risks in terms of any uncertainty that
lies in those parameters. The models can also be used to provide additional metrics that are associated with its
purpose. For example, when the model’s purpose is to support mission and system concept formulation and
evaluation, then a key metric may be the number of alternative concepts that are explored over a specified period of
time.
References
Works Cited
Friedenthal, S., A. Moore, R. Steiner, and M. Kaufman. 2012. A Practical Guide to SysML: The Systems Modeling
Language, 2nd Edition. Needham, MA, USA: OMG Press.
Wilbur, A., G. Towers, T. Sherman, D. Yasukawa, and S. Shreve. 2005. Metrics Guidebook for Integrated Systems
and Product Development. Seattle, WA, USA: International Council on Systems Engineering (INCOSE).
INCOSE-TP-1995-002-01.
Primary References
Friedenthal, S., A. Moore, R. Steiner, and M. Kaufman. 2012. A Practical Guide to SysML: The Systems Modeling
Language, 2nd Edition. Needham, MA, USA: OMG Press.
Wilbur, A., G. Towers, T. Sherman, D. Yasukawa, and S. Shreve. 2005. Metrics Guidebook for Integrated Systems
and Product Development. Seattle, WA, USA: International Council on Systems Engineering (INCOSE).
INCOSE-TP-1995-002-01. Accessed April 13 at https:/ / www. incose. org/ ProductsPublications/ techpublications/
GuideMetrics
Why Model? 221
Additional References
None.
Types of Models
Lead Author: Sanford Friedenthal, Contributing Authors: Dov Dori, Yaniv Mordecai
There are many different types of models (glossary) expressed in a diverse array of modeling languages and tool
sets. This article offers a taxonomy of model types and highlights how different models must work together to
support broader engineering efforts.
Model Classification
There are many different types of models and associated modeling languages to address different aspects of a system
and different types of systems. Since different models serve different purposes, a classification of models can be
useful for selecting the right type of model for the intended purpose and scope.
Figure 1. Model-Based Systems Engineering (Paredis 2011). Reprinted with permission of Chris Paredis from Georgia Tech. All other rights
are reserved by the copyright owner.
Descriptive Models
A descriptive model describes logical relationships, such as the system's whole-part relationship that defines its parts
tree, the interconnection between its parts, the functions that its components perform, or the test cases that are used
to verify the system requirements. Typical descriptive models may include those that describe the functional or
physical architecture of a system, or the three dimensional geometric representation of a system.
Analytical Models
An analytical model (glossary) describes mathematical relationships, such as differential equations that support
quantifiable analysis about the system parameters. Analytical models can be further classified into dynamic and
static models. Dynamic models describe the time-varying state of a system, whereas static models perform
computations that do not represent the time-varying state of a system. A dynamic model may represent the
performance of a system, such as the aircraft position, velocity, acceleration, and fuel consumption over time. A
static model may represent the mass properties estimate or reliability prediction of a system or component.
Types of Models 223
Domain-specific Models
Both descriptive and analytical models can be further classified according to the domain that they represent. The
following classifications are partially derived from the presentation on OWL, Ontologies and SysML Profiles:
Knowledge Representation and Modeling (Web Ontology Language (OWL) & Systems Modeling Language
(SysML)) (Jenkins 2010):
• properties of the system, such as performance, reliability, mass properties, power, structural, or thermal models;
• design and technology implementations, such as electrical, mechanical, and software design models;
• subsystems and products, such as communications, fault management, or power distribution models; and
• system applications, such as information systems, automotive systems, aerospace systems, or medical device
models.
The model classification, terminology and approach is often adapted to a particular application domain. For example,
when modeling organization or business, the behavioral model may be referred to as workflow or process model, and
the performance modeling may refer to the cost and schedule performance associated with the organization or
business process.
A single model may include multiple domain categories from the above list. For example, a reliability, thermal,
and/or power model may be defined for an electrical design of a communications subsystem for an aerospace
system, such as an aircraft or satellite.
System Models
System models can be hybrid models that are both descriptive and analytical. They often span several modeling
domains that must be integrated to ensure a consistent and cohesive system representation. As such, the system
model must provide both general-purpose system constructs and domain-specific constructs that are shared across
modeling domains. A system model may comprise multiple views to support planning, requirements, design,
analysis, and verification.
Wayne Wymore is credited with one of the early efforts to formally define a system model using a mathematical
framework in A Mathematical Theory of Systems Engineering: The Elements (Wymore 1967). Wymore established a
rigorous mathematical framework for designing systems in a model-based context. A summary of his work can be
found in A Survey of Model-Based Systems Engineering (MBSE) Methodologies.
• local or distributed.
Other classifications of a simulation may depend on the type of model that is being simulated. One example is an
agent-based simulation that simulates the interaction among autonomous agents to predict complex emergent
behavior (Barry 2009). They are many other types of models that could be used to further classify simulations. In
general, simulations provide a means for analyzing complex dynamic behavior of systems, software, hardware,
people, and physical phenomena.
Simulations are often integrated with the actual hardware, software, and operators of the system to evaluate how
actual components and users of the system perform in a simulated environment. Within the United States defense
community, it is common to refer to simulations as live, virtual, or constructive, where live simulation refers to live
operators operating real systems, virtual simulation refers to live operators operating simulated systems, and
constructive simulations refers to simulated operators operating with simulated systems. The virtual and constructive
simulations may also include actual system hardware and software in the loop as well as stimulus from a real
systems environment.
In addition to representing the system and its environment, the simulation must provide efficient computational
methods for solving the equations. Simulations may be required to operate in real time, particularly if there is an
operator in the loop. Other simulations may be required to operate much faster than real time and perform thousands
of simulation runs to provide statistically valid simulation results. Several computational and other simulation
methods are described in Simulation Modeling and Analysis (Law 2007).
Visualization
Computer simulation results and other analytical results often need to be processed so they can be presented to the
users in a meaningful way. Visualization techniques and tools are used to display the results in various visual forms,
such as a simple plot of the state of the system versus time to display a parametric relationship. Another example of
this occurs when the input and output values from several simulation executions are displayed on a response surface
showing the sensitivity of the output to the input. Additional statistical analysis of the results may be performed to
provide probability distributions for selected parameter values. Animation is often used to provide a virtual
representation of the system and its dynamic behavior. For example, animation can display an aircraft’s
three-dimensional position and orientation as a function of time, as well as project the aircraft’s path on the surface
of the Earth as represented by detailed terrain maps.
Integration of Models
Many different types of models may be developed as artifacts of a MBSE effort. Many other domain-specific models
are created for component design and analysis. The different descriptive and analytical models must be integrated in
order to fully realize the benefits of a model-based approach. The role of MBSE as the models integrate across
multiple domains is a primary theme in the International Council on Systems Engineering (INCOSE) INCOSE
Systems Engineering Vision 2020 (INCOSE 2007).
As an example, system models can be used to specify the components of the system. The descriptive model of the
system architecture may be used to identify and partition the components of the system and define their
interconnection or other relationships. Analytical models for performance, physical, and other quality characteristics,
such as reliability, may be employed to determine the required values for specific component properties to satisfy the
system requirements. An executable system model that represents the interaction of the system components may be
used to validate that the component requirements can satisfy the system behavioral requirements. The descriptive,
analytical, and executable system model each represent different facets of the same system.
The component designs must satisfy the component requirements that are specified by the system models. As a
result, the component design and analysis models must have some level of integration to ensure that the design
Types of Models 225
model is traceable to the requirements model. The different design disciplines for electrical, mechanical, and
software each create their own models representing different facets of the same system. It is evident that the different
models must be sufficiently integrated to ensure a cohesive system solution.
To support the integration, the models must establish semantic interoperability to ensure that a construct in one
model has the same meaning as a corresponding construct in another model. This information must also be
exchanged between modeling tools.
One approach to semantic interoperability is to use model transformations between different models.
Transformations are defined which establish correspondence between the concepts in one model and the concepts in
another. In addition to establishing correspondence, the tools must have a means to exchange the model data and
share the transformation information. There are multiple means for exchanging data between tools, including file
exchange, use of application program interfaces (API), and a shared repository.
The use of modeling standards for modeling languages, model transformations, and data exchange is an important
enabler of integration across modeling domains.
References
Works Cited
Barry, P.S., M.T.K. Koehler, and B.F. Tivnan. 2009. Agent-Directed Simulation for Systems Engineering. McLean,
VA: MITRE, March 2009, PR# 09-0267.
DoD. 1998. "'DoD Modeling and Simulation (M&S) Glossary" in DoD Manual 5000.59-M. Arlington, VA, USA:
US Department of Defense. January 1998.
Wymore, A. 1967. A Mathematical Theory of Systems Engineering: The Elements. New York, NY, USA: John
Wiley.
Wymore, A. 1993. Model-Based Systems Engineering. Boca Raton, FL, USA: CRC Press.
Primary References
Law, A. 2007. Simulation Modeling and Analysis, 4th ed. New York, NY, USA: McGraw Hill.
Wymore, A. 1993. Model-Based Systems Engineering. Boca Raton, FL, USA: CRC Press.
Additional References
Estefan, J. 2008. Survey of Candidate Model-Based Systems Engineering (MBSE) Methodologies, Revision B.
Pasadena, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TD-2007-003-02.
Hybertson, D. 2009. Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Boca Raton, FL, USA: Auerbach/CRC Press.
INCOSE. 2007. Systems Engineering Vision 2020. Seattle, WA, USA: International Council on Systems
Engineering. September 2007. INCOSE-TP-2004-004-02.
Rouquette, N. and S. Jenkins. 2010. OWL Ontologies and SysML Profiles: Knowledge Representation and Modeling.
Proceedings of the NASA-ESA PDE Workshop, June 2010.
A system model represents aspects of a system and its environment. There are many different types of models, as
there a variety of purposes for which they are built. It is useful to have a common way to talk about the concepts
underlying the many different types of models (e.g., many modeling techniques enable the understanding of system
behavior, while others enable the understanding of system structure). This article highlights several concepts used for
modeling systems.
Abstraction
Perhaps the most fundamental concept in systems modeling is abstraction, which concerns hiding unimportant
details in order to focus on essential characteristics. Systems that are worth modeling have too many details for all of
them to reasonably be modeled. Apart from the sheer size and structural complexity that a system may possess, a
system may be behaviorally complex as well, with emergent properties, non-deterministic behavior, and other
difficult-to-characterize properties. Consequently, models must focus on a few vital characteristics in order to be
computationally and intellectually tractable. Modeling techniques address this complexity through various forms of
abstraction. For example, a model may assume that structural characteristics of many individual components of a
particular type are all the same, ignoring the small order differences between individuals in instances that occur in
real life. In that case, those differences are assumed to be unimportant to modeling the structural integrity of those
components. Of course, if that assumption is wrong, then the model could lead to false confidence in that structural
integrity. There are two key concepts that are applied in regard to modeling different levels of abstraction, which are:
view and viewpoint and black-box and white-box modeling, which are described below. Although these two
modeling methods are the most widely recognized, different modeling languages and tools employ other techniques
as well.
Conceptual Model
A conceptual model is the set of concepts within a system and the relationships among those concepts (e.g., view and
viewpoint). A system conceptual model describes, using one diagram type (such as in Object-Process Methodology
(OPM)) or several diagram types (such as in Systems Modeling Language (SysML)) the various aspects of the
system. The conceptual model might include its requirements, behavior, structure, and properties. In addition, a
system conceptual model is accompanied by a set of definitions for each concept. Sometimes, system concept
models are defined using an entity relationship diagram, an object-process diagram (OPD), or a Unified Modeling
Language (UML) class diagram.
A preliminary conceptual (or concept) model for systems engineering (Systems Engineering Concept Model) was
developed in support of the integration efforts directed toward the development of the Object Management Group
(OMG) SysML and the International Organization for Standardization (ISO) AP233 Data Exchange Standard for
Systems Engineering (ISO 2010). The concept model was originally captured in an informal manner; however, the
model and associated concepts were rigorously reviewed by a broad representation of the systems engineering
community, including members from the International Council on Systems Engineering (INCOSE), AP233, and
SysML development teams.
A fragment from the top level systems engineering concept model is included in Figure 1. This model provides
concepts for requirements, behavior, structure and properties of the system, as well as other concepts common to
systems engineering and project management, such as stakeholder. The concept model is augmented by a
well-defined glossary of terms called the semantic dictionary. The concept model and the semantic dictionary
contributed greatly to the requirements for the OMG Systems Modeling Language written in the UML for Systems
Engineering Request for Proposal.
System Modeling Concepts 228
Figure 1. Fragment of the Object Management Group System Concept Model (Oliver 2003, Slide 3). Permission granted by
David Oliver on behalf of INCOSE MDSD Working Group. All other rights are reserved by the copyright owner.
A concept model is sometimes referred to as a meta-model, domain meta-model, or schema, and can be used to
specify the abstract syntax of a modeling language (refer to the Model Driven Architecture (MDA®) Foundation
Model (OMG 2010)). Several other systems engineering concept models have been developed but not standardized.
Future standardization efforts should establish a standard systems engineering concept model. The model can then
evolve over time as the systems engineering community continues to formalize and advance the practice of systems
engineering.
References
Works Cited
IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York, NY:
Institute of Electrical and Electronics Engineers (IEEE), IEEE 1471-2000.
ISO. 2010. OMG System Modeling Language (OMG SysML), version 1.2. Needham, MA, USA: Object Management
Group.
OMG. 2010. MDA Foundation Model. Needham, MA, USA: Object Management Group. Document number
ORMSC/2010-09-06.
System Modeling Concepts 229
Primary References
ANSI/IEEE. 2000. Recommended Practice for Architectural Description for Software-Intensive Systems. New York,
NY, USA: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
Dori, D. 2002. Object-Process Methodology – A Holistic Systems Paradigm. New York, NY, USA: Springer-Verlag.
Guizzardi, G. 2007. "On Ontology, Ontologies, Conceptualizations, Modeling Languages, and (Meta)Models".
Proceeding of the 2007 Conference on Databases and Information Systems IV. Available at http:/ / portal. acm. org/
citation.cfm?id=1565425.
IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York, NY:
Institute of Electrical and Electronics Engineers (IEEE), IEEE 1471-2000.
INCOSE. 2003. Systems Engineering Concept Model. Draft 12 Baseline. Seattle, WA: International Council on
Systems Engineering. Available at http:/ / syseng. omg. org/ SE_Conceptual%20Model/ SE_Conceptual_Model.
htm.
OMG. 2003. UML for Systems Engineering Request for Proposal. Needham, MA: Object Management Group. OMG
document number ad/2003-3-41. Available at http://www.omg.org/cgi-bin/doc?ad/2003-3-41.
Additional References
None
This article discusses the integrated modeling of systems and supporting aspects using Model-Based Systems
Engineering methodologies and frameworks. Supporting aspects of systems engineering include:
• Engineering Management
• Project Management
• Requirements Engineering and Management
• Risk Modeling, Analysis, and Management
• Quality Assurance, Testing, Verification, and Validation
• System Integration and Employment
• Analysis of "-ilities" (e.g., Reliability, Availability, Maintainability, Safety, And Security (RAMSS),
Manufacturability, Extensibility, Robustness, Resilience, Flexibility, and Evolvability)
These aspects can pertain to physical facets, as well as to functional, structural, behavioral, social, and environmental
facets of the core system model. The article focuses on three main aspects:
1. Project and Engineering Management
2. Risk Modeling, Analysis, and Management
3. Requirements Definition and Management
Integrating Supporting Aspects into System Models 230
Background
The model-based approach to systems engineering considers the system model as much more than a plain
description of the system; the model is the central common basis for capturing, representing, and integrating the
various system aspects listed above. The model is essential to the design and understanding of the system as well as
to managing its life cycle and evolution. Modeling languages constitute the basis for standardized, formal
descriptions of systems, just like natural languages form the basis for human communication.
As systems progressively become more complex and multidisciplinary, the conceptual modeling of systems needs to
evolve and will become more critical for understanding complex design (Dori 2002). In addition to facilitating
communication among clients, designers, and developers, conceptual modeling languages also assist in clearly
describing and documenting various domains, systems, and problems, and define requirements and constraints for
the design and development phases (Wand and Weber 2002). The importance of model-based analysis is
demonstrated by the variety of conceptual modeling methodologies and frameworks, although de facto standards are
slow to emerge. While certain disciplines of engineering design, such as structural analysis or circuit design, have
established modeling semantics and notation, the conceptual modeling of complex systems and processes has not yet
converged on a unified, consolidated modeling framework (Estefan 2007). The challenge is not only to integrate
multiple aspects and support the various phases of the system’s life cycle, but also to capture the multidisciplinary
nature of the system, which has led to the creation of various frameworks. Nevertheless, the information systems
analysis paradigm is currently the most widely used, perhaps due to the need to integrate complex systems via
information-intensive applications and interactions.
References
Works Cited
Blekhman, A. and D. Dori. 2011. “Model-Based Requirements Authoring - Creating Explicit Specifications with
OPM.” In 6th International Conference on Systems Engineering. Herzeliyya, Israel.
Browning, T.R. 2001. “Applying the Design Structure Matrix to System Decomposition and Integration Problems: a
Review and New Directions.” IEEE Transactions on Engineering Management 48 (3): 292–306.
doi:10.1109/17.946528. Accessed December 4 2014 at IEEE http:/ / ieeexplore. ieee. org/ lpdocs/ epic03/ wrapper.
htm?arnumber=946528.
Demoly, F., D. Monticolo, B. Eynard, L. Rivest, and S. Gomes. 2010. “Multiple Viewpoint Modelling Framework
Enabling Integrated Product–process Design.” International Journal on Interactive Design and Manufacturing
(IJIDeM) 4 (4) (October 12): 269–280. doi:10.1007/s12008-010-0107-3. Accessed December 4 2014 at Springer
http://link.springer.com/10.1007/s12008-010-0107-3.
Den Braber, F., G. Brændeland, H.E.I. Dahl, I. Engan, I. Hogganvik, M.S. Lund, B. Solhaug, K. Stølen, and F.
Vraalsen. 2006. The CORAS Model-based Method for Security Risk Analysis. SINTEF, Oslo. Oslo: SINTEF.
Integrating Supporting Aspects into System Models 234
Dori, D. 2002. Object-Process Methodology – A Holistic Systems Paradigm. New York, NY, USA: Springer-Verlag.
Dori, D., N. Korda, A. Soffer, and S. Cohen. 2004. “SMART: System Model Acquisition from Requirements Text.”
Lecture Notes in Computer Science: Business Process Management 3080: 179–194. Accessed December 4 2014 at
Springer http://link.springer.com/chapter/10.1007/978-3-540-25970-1_12.
Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, Rev. B. San Diego, CA,
USA: International Council on Systems Engineering. INCOSE-TD-2007-003-02.
Friedenthal, S., A. Moore, and R. Steiner. 2006. “OMG Systems Modeling Language (OMG SysML™) Tutorial”
(July).
Golany, B. and A. Shtub. 2001. “Work Breakdown Structure.” In Salvendy, G. (ed.) 2001. Handbook of Industrial
Engineering, Technology and Operations Management, 3rd ed. Hoboken, NJ, USA: John Wiley & Sons, Inc.
1263–1280.
Grunske, L. and D. Joyce. 2008. “Quantitative Risk-based Security Prediction for Component-based Systems with
Explicitly Modeled Attack Profiles.” Journal of Systems and Software 81 (8): 1327–1345. Haimes, YY. 2009. “On
the Complex Definition of Risk: A Systems-Based Approach.” Risk Analysis. 29 (12): 1647–1654. Accessed
December 4 2014 at Wiley http://onlinelibrary.wiley.com/doi/10.1111/j.1539-6924.2009.01310.x/full.
ISO/IEC/IEEE. 2004. Systems and software engineering - Life cycle processes - Risk management. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC),
ISO/IEC/IEEE 16085:2006.
Leveson, N.G. 2004. “Model-based Analysis of Socio-technical Risk.” Cambridge, MA: Massachusetts Institute of
Technology (MIT) Working Paper Series. ESD-WP-2004-08.
Leveson, N.G. 2011. Engineering a Safer World: Systems Thinking Applied to Safety. Cambridge, MA: MIT Press.
Lund, M.S., B. Solhaug, and K. Stølen. 2011. Model-Driven Risk Analysis: The CORAS Approach. Berlin,
Heidelberg: Springer Berlin Heidelberg. doi:10.1007/978-3-642-12323-8. Accessed December 4 2014 at Springer
http://www.springerlink.com/index/10.1007/978-3-642-12323-8.
Mordecai, Y., and D. Dori. 2013. “Model-Based Risk-Oriented Robust Systems Design with Object-Process
Methodology.” International Journal of Strategic Engineering Asset Management. TBD (CESUN 2012 Special
Issue).
NASA. 2007. NASA Systems Engineering Handbook|Systems Engineering Handbook. Washington, D.C.: National
Aeronautics and Space Administration (NASA), NASA/SP-2007-6105.
Pereira, S.J., G. Lee, and J. Howard. 2006. “A System-Theoretic Hazard Analysis Methodology for a Non-advocate
Safety Assessment of the Ballistic Missile Defense System”. Vol. 1606. Accessed December 4 2014 at Defense
Technical Information Center http:/ / oai. dtic. mil/ oai/ oai?verb=getRecord& metadataPrefix=html&
identifier=ADA466864.
Rad, P.F. 1999. “Advocating a Deliverable-oriented Work Breakdown Structure.” Sage, Andrew P., and William B.
Rouse. 2011. Handbook of Systems Engineering and Management. Edited by A.P. Sage and W.B. Rouse. 2nd ed.
John Wiley & Sons.
Sharon, A., O.L. de-Weck, and D. Dori. 2012. “Improving Project-Product Lifecycle Management with
Model-Based Design Structure Matrix : A Joint Project Management and Systems Engineering Approach.” Systems
Engineering: 1–14. doi:10.1002/sys.
Sharon, A., and D. Dori. 2009. “A Model-Based Approach for Planning Work Breakdown Structures of Complex
Systems Projects.” In Proc. 14th IFAC Symposium on Information Control Problems in Manufacturing.
Wand, Y., and R. Weber. 2002. “Research Commentary: Information Systems and Conceptual Modeling?A Research
Agenda.” Information Systems Research. 13(4) (December): 363–376. doi:10.1287/isre.13.4.363.69.
Integrating Supporting Aspects into System Models 235
Primary References
Dori, D. 2002. Object-Process Methodology – A Holistic Systems Paradigm. New York, NY, USA: Springer-Verlag.
Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, Rev. B. San Diego, CA,
USA: International Council on Systems Engineering. INCOSE-TD-2007-003-02.
Golany, B. and A. Shtub. 2001. “Work Breakdown Structure.” In Salvendy, G. (ed.) 2001. Handbook of Industrial
Engineering, Technology and Operations Management, 3rd ed. Hoboken, NJ, USA: John Wiley & Sons, Inc.
1263–1280.
INCOSE. 2012. INCOSE 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.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
Kristiansen, B.G. and K. Stolen. 2002. “The CORAS Framework for a Model-based Risk Management Process.” In
Lecture Notes In, edited by Stuart Anderson, Massimo Felici, and SandroEditors Bologna, 2434:94–105.
Springer-Verlag. doi:10.1007/3-540-45732-1_11.
Modeling Standards
Lead Author: Sanford Friedenthal, Contributing Authors: Dov Dori, Yaniv Mordecai
Different types of models are needed to support the analysis, specification, design, and verification of systems. The
evolution of modeling standards enables the broad adoption of Model-Based Systems Engineering (MBSE).
Model Transformations
These standards apply to transforming one model to another to support semantic interoperability:
• Query View Transformations (QVT) (OMG 2011b)
• Systems Modeling Language (SysML)-Modelica Transformation (OMG 2010c)
• OPM-to-SysML Transformation (Grobshtein and Dori 2011)
References
Works Cited
ANSI/IEEE. 2000. Recommended Practice for Architectural Description for Software-Intensive Systems. New York,
NY: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
Grobshtein, Y. and D. Dori. 2011. "Generating SysML Views from an OPM Model: Design and Evaluation."
Systems Engineering, 14 (3), Sept. 2011.
IEEE. 1998. Distributed Interactive Simulation (DIS). Washington, DC: Institute for Electrical and Electronic
Engineers. IEEE 1278.1-1995. Accessed December 4 2014 at IEEE http:/ / standards. ieee. org/ develop/ project/
1278.2.html.
IEEE. 2008. VHSIC hardware description language (VHDL). Washington, DC: Institute of Electrical and
Electronics Engineers. IEEE Standard 1076-2008. Accessed December 4 2014 at IEEE http:/ / standards. ieee. org/
findstds/standard/1076-2008.html.
IEEE. 2010. Standard for High Level Architecture. Washington, DC: Institute for Electrical and Electronic
Engineers. IEEE Standard 1516. Accessed December 4 2014 at IEEE http:/ / standards. ieee. org/ develop/ intl/
intlstds.html
ISO. 2005. Application Protocol for Systems Engineering Data Exchange. Geneva, Switzerland: International
Organization for Standardization. ISO 10303-233. Accessed December 4 2014 at ISO http:/ / www. iso. org/ iso/
iso_catalogue/catalogue_ics/catalogue_detail_ics.htm?csnumber=55257.
ISO/IEC/IEEE. 2011. Systems and Software Engineering — Architecture Description. Geneva, Switzerland:
International Organization for Standardization/International Electrotechnical Commission/Institute of Electrical and
Electronics Engineers. December 1, 2011. ISO/IEC/IEEE 42010:2011. Accessed December 4 2014 at ISO http:/ /
www.iso.org/iso/home/store/catalogue_ics/catalogue_detail_ics.htm?csnumber=50508.
Modelica Association. 2010. Modelica® - A Unified Object-Oriented Language for Physical Systems Modeling,
Language Specification, Version 3.2. Modelica Association. Accessed December 4 2014 at Modelica https:/ / www.
modelica.org/documents/ModelicaSpec32.pdf.
NIST. 1993. Integration Definition for Functional Modeling (IDEF0). Gaithersburg, MD: National Institute for
Standards and Technologies. Accessed December 4 2014 at IDEF http://www.idef.com/IDEF0.htm.
Modeling Standards 238
Oliver, D., T. Kelliher, and J. Keegan. 1997. Engineering Complex Systems with Models and Objects. New York,
NY, USA: McGraw Hill.
OMG 2003a. XML Metadata Interchange (XMI), Version 1.1. Needham, MA, USA: Object Management Group.
Accessed December 4 2014 at OMG http://www.omg.org/spec/XML/.
OMG. 2003b. Model driven architecture (MDA®), Version 1.0.1. Needham, MA, USA: Object Management Group.
Accessed December 4 2014 at OMG http://www.omg.org/mda.
OMG. 2009. Modeling and Analysis for Real-Time and Embedded Systems (MARTE), Version 1.0. Object
Management Group. Accessed December 4 2014 at OMG http://www.omg.org/spec/MARTE/1.0/.
OMG. 2010a. OMG Systems Modeling Language (SysML), Version 1.2. Needham, MA, USA: Object Management
Group. Accessed December 4 2014 at SysML forum http:/ / www. sysml. org/ docs/ specs/ OMGSysML-v1.
2-10-06-02.pdf.
OMG. 2010b. Unified Modeling Language™ (UML), Version 2.. Needham, MA, USA: Object Management Group.
Accessed December 4 2014 at OMG http://www.omg.org/spec/UML/.
OMG. 2010c. SysML-Modelica Transformation Specification, Beta Version. Needham, MA, USA: Object
Management Group. Accessed December 4 2014 at OMG http://www.omg.org/spec/SyM/.
OMG. 2011a. Business Process Modeling Notation (BPMN), Version 2.0. Needham, MA, USA: Object Management
Group. Accessed December 4 2014 at OMG http://www.omg.org/spec/BPMN/2.0/
OMG. 2011b. Query View Transformations (QVT), Version 1.1. Needham, MA, USA: Object Management Group.
Accessed December 4 2014 at OMG http://www.omg.org/spec/QVT/1.1/.
OMG. 2011c. Requirements Interchange Format (ReqIF), Version 1.0.1. Needham, MA, USA: Object Management
Group. Accessed December 4 2014 at OMG http://www.omg.org/spec/ReqIF/.
OMG. 2011d. Semantics of a Foundational Subset for Executable UML Models (FUML), Version 1.0. Needham,
MA, USA: Object Management Group. Accessed December 4 2014 at OMG http:/ / www. omg. org/ spec/ FUML/
1.0/.
OMG. 2011e. Unified Profile for DoDAF and MODAF (UPDM), Version 1.1. Needham, MA, USA: Object
Management Group. Accessed December 4 2014 at OMG http://www.omg.org/spec/UPDM/.
SAE. 2009. Architecture Analysis & Design Language (AADL). Warrendale, PA, USA: SAE International. Accessed
December 4 2014 at Society of Automotive Engineers http://standards.sae.org/as5506a/.
W3C. 2004a. Resource Description Framework (RDF), Version 1.0. World Wide Web Consortium. Accessed
December 4 2014 at World Wide Web Consortium http://www.w3.org/RDF/.
W3C. 2004b. Web ontology language. (OWL). World Wide Web Consortium. Accessed December 4 2014 at World
Wide Web Consortium http://www.w3.org/2004/OWL.
Primary References
Dori, D. 2002. Object-Process Methodology – A Holistic Systems Paradigm. Berlin, Germany: Heidelberg; New
York, NY, USA: Springer Verlag.
Friedenthal, S., A. Moore, R. Steiner, and M. Kaufman. 2012. A Practical Guide to SysML: The Systems Modeling
Language, 2nd Edition. Needham, MA, USA: OMG Press.
Additional References
Fritzon, P. 2004. Object-oriented modeling and simulation with Modelica 2.1. New York, NY, USA: Wiley
Interscience and IEEE Press.
Bibliowicz, A. and D. Dori. A Graph Grammar-Based Formal Validation of Object-Process Diagrams. Software
and Systems Modeling, 11, (2) pp. 287-302, 2012.
Modeling Standards 239
Blekhman, A. and D. Dori. "Model-Based Requirements Authoring." INCOSE 2011 – the 6th International
conference on System Engineering. March, 2011.
Dori, D., R. Feldman, and A. Sturm. From conceptual models to schemata: An object-process-based data warehouse
construction method." Information Systems. 33: 567–593, 2008.
Osorio, C.A., D. Dori, and J. Sussman. COIM: An Object-Process Based Method for Analyzing Architectures of
Complex, Interconnected, Large-Scale Socio-Technical Systems. Systems Engineering 14(3), 2011.
Paredis, C.J.J., Y. Bernard, R.M. Burkhart, H-P. de Koning, S. Friedenthal, P. Fritzson, N.F. Rouquette, W. Schamai.
2010. "An overview of the SysML-modelica transformation specification". Proceedings of the 20th Annual
International Council on Systems Engineering (INCOSE) International Symposium, 12-15 July 2010, Chicago, IL.
Reinhartz-Berger, I. and D. Dori. "OPM vs. UML—Experimenting with Comprehension and Construction of Web
Application Models." Empirical Software Engineering, 10: 57–79, 2005.
Weilkiens, T. 2008. Systems Engineering with SysML/UML. Needham, MA, USA: OMG Press.
References
[1] http:/ / www. amazon. com/ gp/ product/ 3540654712/ sr=8-1/ qid=1146053424/ ref=sr_1_1/ 104-2484506-3323967?_encoding=UTF8
[2] http:/ / esml. iem. technion. ac. il/ ?page_id=874
240
Part 3:
241
In this Knowledge Area we introduce key principles of life cycle, life cycle model and life cycle processes. A
generic SE paradigm is described; this forms a starting point for discussions of more detailed life cycle knowledge.
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:
• Generic Life Cycle Model
• Applying Life Cycle Processes
• Life Cycle Processes and Enterprise Need
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
On the left side of Figure 1, there are SoI's identified in the formation of a system breakdown structure. SoI 1 is
broken down into its basic elements, which in this case are systems as well (SoI 2 and SoI 3). These two systems are
composed of system elements that are not refined any further.
On the right side of Figure 1, each SoI has a corresponding life cycle model (glossary) which is composed of stages
that are populated with processes. The function of these processes is to define the work that is to be performed and
the associated artifacts to be produced. In a model-based approach, these artifacts are captured in the system model
that represent the SoI's. Note that some of the requirements defined to meet the need are distributed in the early
stages of the life cycle for SoI 1, while others are designated to the life cycles of SoI 2 or SoI 3. The decomposition
of the system illustrates the fundamental concept of recursion (glossary) as defined in the ISO/IEC/IEEE 15288
standard; with the standard being reapplied for each SoI (ISO 2015). It is important to point out that the requirements
may be allocated to different system elements, which may be integrated in different life cycle stages of any of the
three SoI's; however, together they form a cohesive system. For example, SoI 1 may be a simple vehicle composed
of a chassis, motor and controls, SoI 2 an embedded hardware system, and Sol 3 a software intensive interface and
control system.
When performing SE processes in stages, iteration (glossary) between stages is often required (e.g. in successive
refinement of the definition of the system or in providing an update or upgrade of an existing system). The work
performed in the processes and stages can be performed in a concurrent manner within the life cycle of any of the
systems of interest and also among the multiple life cycles.
This paradigm provides a fundamental framework for understanding generic SE (seen in Part 3), as well as for the
application of SE to the various types of systems described in Part 4.
Introduction to Life Cycle Processes 243
References
Works Cited
ISO/IEC/IEEE. 2015.Systems and software engineering - system life cycle processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC 15288:2015.
Primary References
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Additional References
None.
As discussed in the generic life cycle paradigm in Introduction to Life Cycle Processes each system-of-interest (SoI)
has an associated life cycle model. The generic life cycle model below applies to a single SoI. SE must generally be
synchronised across a number tailored instances of such life cycle models to fully satisfy stakeholder needs. More
complex life cycle models which address this are described in Life Cycle Models.
Elaborated definitions of these stages are provided below, in the glossary, and in various other ways in subsequent
articles.
Generic Life Cycle Model 244
The Concept Definition stage begins with a decision by a protagonist (individual or organization) to invest
resources in a new or improved engineered system. Inception begins with a set of stakeholders agreeing to the need
for change to an engineered system context and exploring whether new or modified SoI can be developed, in which
the life cycle benefits are worth the investments in the life cycle costs. Activities include: developing the concept of
operations and business case; determining the key stakeholders and their desired capabilities; negotiating the
stakeholder requirements among the key stakeholders and selecting the system’s non-developmental items (NDIs).
The System Definition stage begins when the key stakeholders decide that the business needs and stakeholder
requirements are sufficiently well defined to justify committing the resources necessary to define a solution options
in sufficient detail to answer the life cycle cost question identified in concept definition and provide a basis of system
realization if appropriate. Activities include developing system architectures; defining and agreeing levels of system
requirements; developing systems-level life cycle plans and performing system analysis in order to illustrate the
compatibility and feasibility of the resulting system definition. The transition into the system realization stage can
lead to either single-pass or multiple-pass development.
It should be noted that the concept and system definition activities above describe activities performed by systems
engineers when performing systems engineering. There is a very strong concurrency between proposing a problem
situation or opportunity and describing one or more possible system solutions, as discussed in Systems Approach
Applied to Engineered Systems. Other related definition activities include: prototyping or actual development of
high-risk items to show evidence of system feasibility; collaboration with business analysts or performing mission
effectiveness analyses to provide a viable business case for proceeding into realization; and modifications to realized
systems to improve their production, support or utilization. These activities will generally happen through the system
life cycle to handle system evolution, especially under multiple-pass development. This is discussed in more detail in
the Life Cycle Models knowledge area.
The System Realization stage begins when the key stakeholders decide that the SoI architecture and feasibility
evidence are sufficiently low-risk to justify committing the resources necessary to develop and sustain the initial
operational capability (IOC) or the single-pass development of the full operational capability (FOC). Activities
include: construction of the developmental elements; integration of these with each other and with the
non-developmental item (NDI) elements; verification and validation of the elements and their integration as it
proceeds; and preparing for the concurrent production, support, and utilization activities.
The System Production, Support, and Utilization (PSU) stages begins when the key stakeholders decide that the
SoI life-cycle feasibility and safety are at a sufficiently low-risk level that justifies committing the resources
necessary to produce, field, support, and utilize the system over its expected lifetime. The lifetimes of production,
support, and utilization are likely to be different. After market support will generally continue after production is
complete and users will often continue to use unsupported systems.
System Production involves the fabrication of instances or versions of a SoI and of associated after market spare
parts. It also includes production quality monitoring and improvement; product or service acceptance activities; and
continuous production process improvement. It may include low-rate initial production (LRIP) to mature the
production process or to promote the continued preservation of the production capability for future spikes in demand.
Systems Support includes various classes of maintenance: corrective (for defects), adaptive (for interoperability
with independently evolving co-dependent systems), and perfective (for enhancement of performance, usability, or
other key performance parameters). It also includes hot lines and responders for user or emergency support and the
provisioning of needed consumables (gas, water, power, etc.). Its boundaries include some gray areas, such as the
boundary between small system enhancements and the development of larger complementary new additions, and the
boundary between rework/maintenance of earlier fielded increments in incremental or evolutionary development.
Systems Support usually continues after System Production is terminated.
System Utilization includes the use of the SoI in its context by operators, administrators, the general public, or
systems above it in the system-of-interest hierarchy. It usually continues after Systems Support is terminated.
Generic Life Cycle Model 245
The System Retirement stage is often executed incrementally as system versions or elements become obsolete or
are no longer economical to support and therefore undergo disposal or recycling of their content. Increasingly
affordable considerations make system re-purposing an attractive alternative.
References
Works Cited
ISO/IEC/IEEE. 2015.Systems and software engineering - system life cycle processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC 15288:2015.
ISO/IEC. 2010. Systems and Software Engineering, Part 1: Guide for Life Cycle Management. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), ISO/IEC
24748-1:2010.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Primary References
Forsberg, K., H. Mooz, H. Cotterman. 2005. Visualizing Project Management, 3rd Ed. Hoboken, NJ: J. Wiley &
Sons.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Additional References
None.
Generic Life Cycle Model 246
The Generic Life Cycle Model describes a set of life cycle stages and their relationships. In defining this we
described some of the technical and management activities critical to the success of each stage. While this
association of activity to stage is important we must also recognise the through life relationships between these
activities to ensure we take a systems approach.
Systems Engineering technical and management activities are defined in a set of life cycle processes. These group
together closely related activities and allow us to describe the relationships between them. In this topic we discuss a
number of views on the nature of the inter-relationships between process activities within a life cycle model.
In general, the technical and management activities are applied in accordance with the principles of concurrency,
iteration and recursion described in the generic systems engineering paradigm. These principles overlap to some
extent and can be seen as related views of the same fundamental need to ensure we can take a holistic systems
approach, while allowing for some structuring and sequence of our activities. The views presented below should be
seen as examples of the ways in which different SE authors present these overlapping ideas.
Process
A process is a series of actions or steps taken in order to achieve a particular end. Processes can be performed by
humans or machines transforming inputs into outputs.
In SEBoK processes are interpreted in several ways, including: technical, life cycle, business, or manufacturing flow
processes. Many of the Part 3 sections are structured along technical processes (e.g. design, verification); however,
Life Cycle Models also describes a number of high level program life cycle sequence which call themselves
processes (e.g. rational unified process (RUP), etc.).
Part 4: Applications of Systems Engineering and Part 5: Enabling Systems Engineering utilize processes that are
related to services and business enterprise operations.
Systems Engineering life cycle process define technical and management activities performed across one or more
stages to provide the information needed to make life cycle decisions; and to enable realization, use and sustainment
of a system-of-interest (SoI) across its life cycle model as necessary. This relationship between life cycle model and
process activities can be used to describe how SE is applied to different system contexts.
Applying Life Cycle Processes 247
Requirement
A requirement is something that is needed or wanted, but may not be compulsory in all circumstances. Requirements
may refer to product or process characteristics or constraints. Different understandings of requirements are
dependent on process state, level of abstraction, and type (e.g. functional, performance, constraint). An individual
requirement may also have multiple interpretations over time.
Requirements exist at multiple levels of enterprise or system with multiple levels abstraction. This ranges from the
highest level of the enterprise capability or customer need to the lowest level of the system design .Thus,
requirements need to be defined at the appropriate level of detail for the level of the entity to which it applies. See
the article Life Cycle Processes and Enterprise Needs for further detail on the transformation of needs and
requirements from the enterprise to the lowest system element across concept definition and system definition.
Architecture
An architecture refers to the organizational structure of a system, whereby the system can be defined in different
contexts. Architecting is the art or practice of designing the structures. See below for further discussions on the use
of levels of Logical and Physical architecture models to define related system and system elements; and support the
requirements activities.
Architectures can apply for a system product, enterprise, or service. For example, Part 3 mostly considers product or
service related architectures that systems engineers create, but enterprise architecture describes the structure of an
organization. Part 5: Enabling Systems Engineering interprets enterprise architecture in a much broader manner than
an IT system used across an organization, which is a specific instance of architecture.
Frameworks are closely related to architectures, as they are ways of representing architectures. See the glossary of
terms Architecture Framework for definition and examples.
Other Processes
A number of other life cycle processes are mentioned below, including system analysis, integration, verification,
validation, deployment, operation, maintenance and disposal are discussed in detail in the System Realization and
System Deployment and Use knowledge areas.
Figure 1: Generic Relationships between life cycle stages and processes (modified from Lawson 2010)
The lines on this diagram represent the amount of activity for each process over the generic life cycle. The peaks (or
humps) of activity represent the periods when a process activity becomes the main focus of a stage. The activity
before and after these peaks may represent through life issues raised by a process focus, e.g. how will likely
maintenance constraints be represented in the system requirements. These considerations help maintain a more
holistic perspective in each stage; or they can represent forward planning to ensure the resources needed to complete
future activities have been included in estimates and plans, e.g. are all resources need for verification in place or
available. Ensuring this hump diagram principle is implemented in a way which is achievable, affordable and
appropriate to the situation is a critical driver for all life cycle models.
Applying Life Cycle Processes 249
Figure 2. Example of Iterations of Processes Related to System Definition (Faisandier 2012). Permission Granted by Sinergy'Com. All other
rights are reserved by the copyright owner.
There is generally a close coupling between the exploration of a problem or opportunity and the definition of one or
more feasible solutions, see Systems Approach to Engineered Systems. Thus the related processes in this example
will normally be applied in an iterative way. The relationships between these process are further discussed in the
System Definition KA.
Figure 3 below gives an example of the iteration between the other life cycle processes.
The iterations in this example relate to the overlaps in process outcomes shown in Figure 1. They either allow
consideration of cross process issues to influence the system definition, e.g. considering likely integration or
verification approaches might make us think about failure modes or add data collection or monitoring elements into
the system. Or they allow risk management and through life planning activities to identify the need for future
activities.
The relationships between these processes are further discussed in system realization and system deployment and
use.
Figure 4. Hierarchical Decomposition of a System-of-Interest (Faisandier 2012). Permission Granted by Sinergy'Com. All other rights are
reserved by the copyright owner.
In each decomposition layer and for each system, the System Definition processes are applied recursively because
the notion of "system" is in itself recursive; the notions of SoI, system, and system element are based on the same
concepts (see Part 2). Figure 5 shows an example of the recursion of life cycle processes.
Applying Life Cycle Processes 251
Figure 5. Recursion of Processes on Layers (Faisandier 2012). Permission Granted by Sinergy'Com. All other rights are reserved by the
copyright owner.
understanding and solution selection activities are completed in the front-end portion of system development and
design and then maintained and refined as necessary throughout the life cycle of any resulting solution systems.
Top-down activities can be sequential, iterative, recursive or evolutionary depending upon the life cycle model.
Solution Synthesis
In most real problems a combination of bottom-up and top-down approaches provides the right mixture of innovative
solution thinking driven by need and constrained and pragmatic thinking driven by what already exists. This is often
referred to as a “middle-out” approach.
As well as being the most pragmatic approach, synthesis has the potential to keep the life cycle focused on whole
system issues, while allow the exploration of the focused levels of detail needed to describe realizable solutions, see
Synthesising System Solutions.
References
Works Cited
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Primary References
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Additional References
None.
The Generic Life Cycle Model describes a simple translation from a need to achieve an outcome to a proposal to
realize a new or modified engineered system. This then forms the basis for the decision to invest time, money and
other resources in the life cycle of that system-of-interest (SoI). A significant proportion of the SE activities involved
in this transformation involve varying levels and types of requirement.
Figure 1. Transformation of needs into requirements (Ryan, 2013) Permission granted by M. Ryan. All other rights are reserved by
the copyright owner.
In the following discussion Ryan further defines a set of general terminology to define levels of need and
requirements and associates them with generic organizational roles. For a discussion of how this general description
might map onto different application contexts or organisational structures see Part 4 and Part 5 respectively.
The various views in Figure 1 are referred to as layers. At the highest layer, the enterprise has a number of strategies
that will guide its future. In the illustration above for example, a system has its genesis in a Concept of Operations
(ConOps) or Strategic Business Plan (SBP) that communicates the leadership’s intentions with regard to the
operation of the organization in terms of existing systems and systems to be developed. At this layer the ConOps, or
SBP, defines the enterprise in terms of ‘brand’ and establishes a mission statement and corresponding goals and
objectives, which clearly state the reason for the enterprise and its strategy for moving forward.
The Business or Mission Analysis Process begins with the organization’s mission or vision statement, goals and
objectives communicated by the ConOps or SBP. Business management uses this guidance to define business needs,
largely in the form of a life-cycle concepts, which capture the business management’s concepts for acquisition,
development, marketing, operations, deployment, support, and retirement. These concepts are then used to define
specific needs for that layer.
The business needs contained in the life-cycle concepts are elaborated and formalized into business requirements,
which are documented in the Business Requirements Specification (BRS) or Business Requirement Document
(BRD). The process by which business needs are transformed into business requirements is called mission analysis
or business analysis.
Once business management is satisfied their needs and requirements are reasonably complete, they pass them on to
the business operations layer. Here, the Stakeholder Needs and Requirements (SNR) Definition Process uses the
ConOps or SBP and concepts contained in the life-cycle concepts as guidance. The Requirements Engineer (RE) or
Life Cycle Processes and Enterprise Need 255
Business Analyst (BA) leads stakeholders from the business operations layer through a structured process to elicit
stakeholder needs—in the form of a refined OpsCon or similar document and other life-cycle concepts (see Figure
1). The RE or BA uses a structured process to elicit specific needs, as documented in user stories, use cases,
scenarios, system concepts, or operational concepts. For further discussion of the Concept of Operations and the
Operational Concept Document, and their interplay, see ANSI/AIAA G-043-2012e, Guide to the Preparation of
Operational Concept Documents.
Stakeholder needs are then transformed into a formal set of Stakeholder Requirements, which are documented in the
Stakeholder Requirement Specification (StRS) or Stakeholder Requirement Document (StRD). That transformation
is guided by a well‐defined, repeatable, rigorous, and documented process of requirements analysis. This
requirements analysis may involve the use of functional flow diagrams, timeline analysis, N2 Diagrams, design
reference missions, modeling and simulations, movies, pictures, states and modes analysis, fault tree analysis, failure
modes and effects analysis, and trade studies. In some cases these requirements analysis methods may make use of
views created as part of a high level logical architecture.
At the system layer, in the System Requirements Definition Process, the requirements in the StRS are then
transformed by the RE or BA into System Requirements, which are documented in the System Requirement
Specification (SyRS) or System Requirement Document (SyRD). As in the previous process, the RE or BA
accomplishes the transformation of needs into requirements using the same requirements analysis methods described
above to define the requirements. At each layer, the resulting requirements will be documented, agreed-to, baselined,
and will be put under configuration management. As above the system requirements analysis may also be linked to
appropriate logical and physical architecture, either informally or under shared configuration control. Note that some
organizations may prepare individual life-cycle concepts for each of a number of systems that are developed to meet
the business needs.
Once a set of requirements has been documented, agreed-to, and baselined at one layer they will flow down to the
next layer as shown in Figure 1. At the next layer, the requirements are a result of the transformation process of the
needs at that layer as well a result of the decomposition or derivation of the requirements from the previous layer. As
such, a number of SyRS or SyRD requirements may be either decomposed from (that is, made explicit by the
requirements of) or derived from (that is, implied by the requirements of) the StRS or StRD. The same is true at the
subsystem or system element layer, where a number of the subsystem or system element requirements may be either
decomposed or derived from the SyRS or SyRD. In all cases, for each layer shown in Figure 1, the set of
requirements can be traced back to the requirements at the previous layer from which they were either decomposed
or derived. This process continues for the next layer of system elements.
How requirements are expressed differs through these layers, and therefore so do the rules for expressing them. As
requirements are developed – and solutions designed – down through the layers of abstraction, we expect statements
of requirement to become more and more specific. At the highest level, the ideal requirement is not specific to a
particular solution, and permits a range of possible solutions. At the lowest level, statements of requirement will be
entirely specific to the selected solution. It is important to note that the form of requirements at one layer may not be
appropriate for another layer. For example, at the business management layer, there may be a requirement that all
products are “safe”. While this is a poor system requirement, it is appropriate for the Business Management layer. At
the next layer, business operations, there will be less ambiguous and more detailed requirements that define safe.
These requirements apply across all product lines. At the system layer, more specific safety requirements will be
developed for that specific system. These requirements will then be allocated to the system elements at the next
lower layer.
Life Cycle Processes and Enterprise Need 256
References
Works Cited
ANSI/AIAA G-043-2012e, Guide to the Preparation of Operational Concept Documents.
Dick, J. and J. Chard, “The Systems Engineering Sandwich: Combining Requirements, Models and Design”,
INCOSE International Symposium IS2004, July 2004.
Hull, E., K. Jackson, J. Dick, Requirements Engineering, Springer, 2010.
Ryan, M.J., “An Improved Taxonomy for Major Needs and Requirements Artefacts”, INCOSE International
Symposium IS2013, June 2013.
Primary References
Hull, E., K. Jackson, J. Dick, Requirements Engineering, Springer, 2010.
Ryan, M.J., “An Improved Taxonomy for Major Needs and Requirements Artefacts”, INCOSE International
Symposium IS2013, June 2013.
Additional References
The life cycle model is one of the key concepts of systems engineering (SE). A life cycle for a system generally
consists of a series of stages regulated by a set of management decisions which confirm that the system is mature
enough to leave one stage and enter another.
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:
• System Life Cycle Process Drivers and Choices
• System Life Cycle Process Models: Vee
• System Life Cycle Process Models: Iterative
• Integration of Process and Product Models
• Lean Engineering
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
enterprises. Major initiatives, such as a next-generation air traffic control system or a metropolitan-area crisis
management system (hurricane, typhoon, earthquake, tsunami, flood, fire), will be sufficiently complex enough to
follow an evolutionary development and fielding approach. At the elemental level, there will likely be
pre-specified single-pass life cycles.
• For aircraft and automotive systems, there would likely be a pre-specified multiple-pass life cycle to capitalize on
early capabilities in the first pass, but architected to add further value-adding capabilities in later passes.
• A diversified software development enterprise provides software products that meet stakeholder requirements
(needs), thus providing services to product users. It will need to be developed to have capabilities that can be
tailored to be utilized in different customers’ life-cycle approaches and also with product-line capabilities that can
be quickly and easily applied to similar customer system developments. Its business model may also include
providing the customer with system life-cycle support and evolution capabilities.
Within these examples, there are systems that remain stable over reasonably long periods of time and those that
change rapidly. The diversity represented by these examples and their processes illustrate why there is no
one-size-fits-all process that can be used to define a specific systems life cycle. Management and leadership
approaches must consider the type of systems involved, their longevity, and the need for rapid adaptation to
unforeseen changes, whether in competition, technology, leadership, or mission priorities. In turn, the management
and leadership approaches impact the type and number of life cycle models that are deployed as well as the processes
that will be used within any particular life cycle.
There are several incremental and evolutionary approaches for sequencing the life cycle stages to deal with some of
the issues raised above. The Life Cycle Models knowledge area summarizes a number of incremental and
evolutionary life cycle models, including their main strengths and weaknesses and also discusses criteria for
choosing the best-fit approach.
2. primarily evolutionary and concurrent processes (e.g. lean development, the rational unified process, and various
forms of the vee and spiral models)
3. primarily interpersonal and emergent processes (e.g. agile development, scrum, extreme programming (XP), the
dynamic system development method, and innovation-based processes)
The emergence of integrated, interactive hardware-software systems made pre-specified processes potentially
harmful, as the most effective human-system interfaces tended to emerge with its use, leading to further process
variations, such as soft SE (Warfield 1976, Checkland 1981) and human-system integration processes (Booher 2003,
Pew and Mavor 2007). Until recently, process standards and maturity models have tried to cover every eventuality.
They have included extensive processes for acquisition management, source selection, reviews and audits, quality
assurance, configuration management, and document management, which in many instances would become overly
bureaucratic and inefficient. This led to the introduction of more lean (Ohno 1988; Womack et al. 1990; Oppenheim
2011) and agile (Beck 1999; Anderson 2010) approaches to concurrent hardware-software-human factors approaches
such as the concurrent vee models (Forsberg 1991; Forsberg 2005) and Incremental Commitment Spiral Model (Pew
and Mavor 2007; Boehm and Lane 2007).
In the next article on System Life Cycle Process Drivers and Choices, these variations on the theme of life cycle
models will be identified and presented.
References
Works Cited
Anderson, D. 2010. Kanban. Sequim, WA: Blue Hole Press.
Beck, K. 1999. Extreme Programming Explained. Boston, MA: Addison Wesley.
Boehm, B. and J. Lane. 2007. “Using the Incremental Commitment Model to Integrate System Acquisition, Systems
Engineering, and Software Engineering.” CrossTalk. October 2007: 4-9.
Booher, H. (ed.) 2003. Handbook of Human Systems Integration. Hoboken, NJ, USA: Wiley.
Checkland, P. 1999. Systems Thinking, Systems Practice, 2nd ed. Hoboken, NJ, USA: Wiley.
Cusumano, M., and D. Yoffie. 1998. Competing on Internet Time, New York, NY, USA: The Free Press.
Forsberg, K. and H. Mooz. 1991. "The Relationship of System Engineering to the Project Cycle," Proceedings of
INCOSE, October 1991.
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management, 3rd ed. Hoboken, NJ: J. Wiley &
Sons.
ISO/IEC/IEEE. 2015.Systems and software engineering - system life cycle processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC 15288:2015.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Ohno, T. 1988. Toyota Production System. New York, NY: Productivity Press.
Oppenheim, B. 2011. Lean for Systems Engineering. Hoboken, NJ: Wiley.
Pew, R. and A. Mavor (eds.). 2007. Human-System Integration in The System Development Process: A New Look.
Washington, DC, USA: The National Academies Press.
Warfield, J. 1976. Systems Engineering. Washington, DC, USA: US Department of Commerce (DoC).
Whadcock, I. 2012. “A third industrial revolution.” The Economist. April 21, 2012.
Womack, J.P., D.T. Jones, and D. Roos 1990. The Machine That Changed the World: The Story of Lean Production.
New York, NY, USA: Rawson Associates.
Primary References
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Forsberg, K., H. Mooz, H. Cotterman. 2005. Visualizing Project Management, 3rd Ed. Hoboken, NJ: J. Wiley &
Sons.
INCOSE. 2012. Systems Engineering Handbook, version 3.2.2. San Diego, CA, USA: International Council on
Systems Engineering (INCOSE). INCOSE-TP-2003-002-03.2.2.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Pew, R. and A. Mavor (Eds.). 2007. Human-System Integration in The System Development Process: A New Look.
Washington, DC, USA: The National Academies Press.
Life Cycle Models 261
Additional References
Chrissis, M., M. Konrad, and S. Shrum. 2003. CMMI: Guidelines for Process Integration and Product Improvement.
New York, NY, USA: Addison Wesley.
Larman, C. and B. Vodde. 2009. Scaling Lean and Agile Development. New York, NY, USA: Addison Wesley.
The following three books are not referenced in the SEBoK text, nor are they systems engineering "texts"; however,
they contain important systems engineering lessons, and readers of this SEBOK are encouraged to read them.
Kinder, G. 1998. Ship of Gold in the Deep Blue Sea. New York, NY, USA: Grove Press.
This is an excellent book that follows an idea from inception to its ultimately successful implementation. Although
systems engineering is not discussed, it is clearly illustrated in the whole process from early project definition to
alternate concept development to phased exploration and “thought experiments” to addressing challenges along the
way. It also shows the problem of not anticipating critical problems outside the usual project and engineering scope.
It took about five years to locate and recover the 24 tons of gold bars and coins from the sunken ship in the
2,500-meter-deep ocean, but it took ten years to win the legal battle with the lawyers representing insurance
companies who claimed ownership based on 130-year-old policies they issued to the gold owners in 1857.
McCullough, D. 1977. The Path Between the Seas: The Creation of the Panama Canal (1870 – 1914).
New York, NY, USA: Simon & Schuster.
Although “systems engineering” is not mentioned, this book highlights many systems engineering issues and
illustrates the need for SE as a discipline. The book also illustrates the danger of applying a previously successful
concept (the sea level canal used in Suez a decade earlier) in a similar but different situation. Ferdinand de Lesseps
led both the Suez and Panama projects. It illustrates the danger of lacking a fact-based project cycle and meaningful
decision gates throughout the project cycle. It also highlights the danger of providing project status without visibility.
After five years into the ten-year project investors were told the project was more than 50 percent complete when in
fact only 10 percent of the work was complete. The second round of development under Stevens in 1904 focused on
“moving dirt” rather than digging a canal, a systems engineering concept key to the completion of the canal. The Path
Between the Seas won the National Book Award for history (1978), the Francis Parkman Prize (1978), the Samuel
Eliot Morison Award (1978), and the Cornelius Ryan Award (1977).
Shackleton, Sir E.H. 2008. (Originally published in by William Heinemann, London, 1919). South: The
Last Antarctic Expedition of Shackleton and the Endurance. Guilford, CT, USA: Lyons Press.
This is the amazing story of the last Antarctic expedition of Shackleton and the Endurance in 1914 to 1917. The
systems engineering lesson is the continuous, daily risk assessment by the captain, expedition leader, and crew as
they lay trapped in the arctic ice for 18 months. All 28 crew members survived.
As discussed in the Generic Life Cycle Model article, there are many organizational factors that can impact which
life cycle processes are appropriate for a specific system. Additionally, technical factors will also influence the types
of life cycle models appropriate for a given system. For example, system requirements can either be predetermined
or they can be changing, depending on the scope and nature of the development for a system. These considerations
lead to different life cycle model selections. This article discusses different technical factors which can be considered
when selecting a life cycle process model and provides examples, guidance and tools from the literature to support
life cycle model selection. The life cycle model selected can impact all other aspects of system design and
development. (See the knowledge areas in Part 3 for a description of how the life cycle can impact systems
engineering (SE) processes.)
The Figure 1 notations (Df1..N and Dv1..N) indicate that their initial stages produce specifications not just for the
first increment, but for the full set of increments. These are assumed to remain stable for the pre-specified sequential
model but are expected to involve changes for the evolutionary concurrent model. The latter’s notation ( Dv1 and
Df2R) in the same time frame, PSU1, Dv2 and Df3R in the same time frame, etc.) indicates that the plans and
specifications for the next increment are being re-baselined by a systems engineering team concurrently with the
development of the current increment and the PSU of the previous increment. This offloads the work of handling the
change traffic from the development team and significantly improves its chances of finishing the current increment
on budget and schedule.
In order to select an appropriate life cycle model, it is important to first gain an understanding of the main archetypes
and where they are best used. Table 1 summarizes each of the primary models of single-step, incremental and
evolutionary development in terms of examples, strengths, and weaknesses, followed by explanatory notes.
System Life Cycle Process Drivers and Choices 264
Pre-specified Simple manufactured products: Efficient, easy to verify Difficulties with rapid change, emerging
Single-step Nuts, bolts, simple sensors requirements (complex sensors,
human-intensive systems)
Pre-specified Vehicle platform plus value-adding Early initial capability, scalability when Emergent requirements or rapid change,
Multi-step pre-planned product improvements stable architecture breakers
(PPPIs)
Evolutionary Small: Agile Adaptability to change, smaller Easiest-first, late, costly fixes, systems
Sequential Larger: Rapid fielding human-intensive systems engineering time gaps, slow for large
systems
Evolutionary Stable development, Maturing Mature technology upgrades Emergent requirements or rapid change,
Opportunistic technology SysE time gaps
Evolutionary Rapid, emergent development, Emergent requirements or rapid change, Overkill on small or highly stable systems
Concurrent systems of systems stable development increments, SysE
continuity
The Pre-specified Single-step and Pre-specified Multi-step models from Table 1 are not evolutionary. Pre-specified
multi-step models split the development in order to field an early initial operational capability, followed by several
pre-planned product improvements (P3Is). An alternate version splits up the work but does not field the intermediate
increments. When requirements are well understood and stable, the pre-specified models enable a strong, predictable
process. When requirements are emergent and/or rapidly changing, they often require expensive rework if they lead
to undoing architectural commitments.
The Evolutionary Sequential model involves an approach in which the initial operational capability for the system is
rapidly developed and is upgraded based on operational experience. Pure agile software development fits this model.
If something does not turn out as expected and needs to be changed, it will be fixed in thirty days at the time of its
next release. Rapid fielding also fits this model for larger or hardware-software systems. Its major strength is to
enable quick-response capabilities in the field. For pure agile, the model can fall prey to an easiest-first set of
architectural commitments which break when, for example, system developers try to scale up the workload by a
factor of ten or to add security as a new feature in a later increment. For rapid fielding, using this model may prove
expensive when the quick mash-ups require extensive rework to fix incompatibilities or to accommodate off-nominal
usage scenarios, but the rapid results may be worth it.
The Evolutionary Opportunistic model can be adopted in cases that involve deferring the next increment until: a
sufficiently attractive opportunity presents itself, the desired new technology is mature enough to be added, or until
other enablers such as scarce components or key personnel become available. It is also appropriate for synchronizing
upgrades of multiple commercial-off-the-shelf (COTS) products. It may be expensive to keep the SE and
development teams together while waiting for the enablers, but again, it may be worth it.
The Evolutionary Concurrent model involves a team of systems engineers concurrently handling the change traffic
and re-baselining the plans and specifications for the next increment, in order to keep the current increment
development stabilized. An example and discussion are provided in Table 2, below.
System Life Cycle Process Drivers and Choices 265
Table 2. Incremental and Evolutionary Development Decision Table. (Boehm and Lane
2010). Reprinted with permission of the Systems Engineering Research Center. All other
rights are reserved by the copyright owner.
Model Stable, pre-specifiable OK to wait for full system Need to wait for Need to wait for
requirements? to be developed? next-increment priorities? next-increment enablers*?
Pre-specified Yes No
Multi-step
Evolutionary No No Yes
Sequential
Evolutionary No No No Yes
Opportunistic
Evolutionary No No No No
Concurrent
*Example enablers: Technology maturity; External-system capabilities; Needed resources; New opportunities
The Pre-specified Single-step process exemplified by the traditional waterfall or sequential Vee model is appropriate
if the product’s requirements are pre-specifiable and have a low probability of significant change and if there is no
value or chance to deliver a partial product capability. A good example of this would be the hardware for an earth
resources monitoring satellite that would be infeasible to modify after it goes into orbit.
The Pre-specified Multi-step process splits up the development in order to field an early initial operational capability
and several P3I's. It is best if the product’s full capabilities can be specified in advance and are at a low probability of
significant change. This is useful in cases when waiting for the full system to be developed incurs a loss of important
and deliverable incremental mission capabilities. A good example of this would be a well-understood and
well-prioritized sequence of software upgrades for the on-board earth resources monitoring satellite.
The Evolutionary Sequential process develops an initial operational capability and upgrades it based on operational
experience, as exemplified by agile methods. It is most needed in cases when there is a need to obtain operational
feedback on an initial capability before defining and developing the next increment’s content. A good example of
this would be the software upgrades suggested by experiences with the satellite’s payload, such as what kind of
multi-spectral data collection and analysis capabilities are best for what kind of agriculture under what weather
conditions.
The Evolutionary Opportunistic process defers the next increment until its new capabilities are available and mature
enough to be added. It is best used when the increment does not need to wait for operational feedback, but it may
need to wait for next-increment enablers such as technology maturity, external system capabilities, needed resources,
or new value-adding opportunities. A good example of this would be the need to wait for agent-based satellite
anomaly trend analysis and mission-adaptation software to become predictably stable before incorporating it into a
scheduled increment.
The Evolutionary Concurrent process, as realized in the incremental commitment spiral model (Pew and Mavor
2007; Boehm and Lane 2007) and shown in Figure 2, has a continuing team of systems engineers handling the
change traffic and re-baselining the plans and specifications for the next increment, while also keeping a
development team stabilized for on-time, high-assurance delivery of the current increment and employing a
System Life Cycle Process Drivers and Choices 266
concurrent verification and validation (V&V) team to perform continuous defect detection to enable even higher
assurance levels. A good example of this would be the satellite’s ground-based mission control and data handling
software’s next-increment re-baselining to adapt to new COTS releases and continuing user requests for data
processing upgrades.
The satellite example illustrates the various ways in which the complex systems of the future, different parts of the
system, and its software may evolve in a number of ways, once again affirming that there is no one-size-fits-all
process for software evolution. However, Table 2 can be quite helpful in determining which processes are the best
fits for evolving each part of the system. Additionally, the three-team model in Figure 2 provides a way for projects
to develop the challenging software-intensive systems of the future that will need both adaptability to rapid change
and high levels of assurance.
Figure 2. Evolutionary-Concurrent Rapid Change Handling and High Assurance (Pew and Mavor 2007, Figure 2-6). Reprinted with
permission from the National Academy of Sciences, Courtesy of National Academies Press, Washington, D.C. All other rights are reserved
by the copyright owner.
References
Works Cited
Boehm, B. 2006. “Some Future Trends and Implications for Systems and Software Engineering Processes.” Systems
Engineering. 9(1): 1-19.
Boehm, B. and J. Lane. 2007. “Using the Incremental Commitment Model to Integrate System Acquisition, Systems
Engineering, and Software Engineering.” CrossTalk. October 2007: 4-9.
Boehm, B. and J. Lane. 2010. DoD Systems Engineering and Management Implications for Evolutionary Acquisition
of Major Defense Systems. SERC RT-5 report, March 2010. USC-CSSE-2010-500.
Cusumano, M. and D. Yoffee. 1998. Competing on Internet Time: Lessons from Netscape and Its Battle with
Microsoft. New York, NY, USA: Free Press.
Pew, R. and A. Mavor (eds.). 2007. Human-System Integration in the System Development Process: A New Look.
Washington DC, USA: The National Academies Press.
System Life Cycle Process Drivers and Choices 267
Primary References
Pew, R., and A. Mavor (eds.). 2007. Human-System Integration in the System Development Process: A New Look.
Washington, DC, USA: The National Academies Press.
Additional References
None.
There are a large number of life cycle process models. As discussed in the System Life Cycle Process Drivers and
Choices article, these models fall into three major categories: (1) primarily pre-specified and sequential processes;
(2) primarily evolutionary and concurrent processes (e.g., the rational unified process and various forms of the Vee
and spiral models); and (3) primarily interpersonal and unconstrained processes (e.g., agile development, Scrum,
extreme programming (XP), the dynamic system development method, and innovation-based processes).
This article specifically focuses on the Vee Model as the primary example of pre-specified and sequential processes.
In this discussion, it is important to note that the Vee model, and variations of the Vee model, all address the same
basic set of systems engineering (SE) activities. The key difference between these models is the way in which they
group and represent the aforementioned SE activities.
General implications of using the Vee model for system design and development are discussed below; for a more
specific understanding of how this life cycle model impacts systems engineering activities, please see the other
knowledge areas (KAs) in Part 3.
Figure 1. Left Side of the Sequential Vee Model (Forsberg, Mooz, and Cotterman
2005). Reprinted with permission of John Wiley & Sons Inc. All other rights are reserved
by the copyright owner.
The Vee Model endorses the INCOSE Systems Engineering Handbook (INCOSE 2012) definition of life cycle
stages and their purposes or activities, as shown in Figure 2 below.
Figure 2. An Example of Stages, Their Purposes and Major Decision Gates. (SEBoK Original)
System Life Cycle Process Models: Vee 269
The INCOSE Systems Engineering Handbook 3.2.2 contains a more detailed version of the Vee diagram (2012,
Figures 3-4, p. 27) which incorporates life cycle activities into the more generic Vee model. A similar diagram,
developed at the U.S. Defense Acquisition University (DAU), can be seen in Figure 3 below.
Figure 3. The Vee Activity Diagram (Prosnik 2010). Released by the Defense Acquisition University (DAU)/U.S. Department of Defense (DoD).
System Life Cycle Process Models: Vee 270
Figure 4. Generic (T) Stage Structure of System Life Cycle Models (Lawson 2010). Reprinted with permission of
Harold Lawson. All other rights are reserved by the copyright owner.
Figure 5 shows the generic life cycle stages for a variety of stakeholders, from a standards organization (ISO/IEC) to
commercial and government organizations. Although these stages differ in detail, they all have a similar sequential
format that emphasizes the core activities as noted in Figure 2 (definition, production, and utilization/retirement).
System Life Cycle Process Models: Vee 271
Figure 5. Comparisons of Life Cycle Models (Forsberg, Mooz, and Cotterman 2005). Reprinted with
permission of John Wiley & Sons. All other rights are reserved by the copyright owner.
It is important to note that many of the activities throughout the life cycle are iterated. This is an example of
recursion (glossary) as discussed in the Part 3 Introduction.
implemented. During this phase, the decision to move forward is based on:
• whether a concept is feasible and is considered able to counter an identified threat or exploit an opportunity;
• whether a concept is sufficiently mature to warrant continued development of a new product or line of
products; and
• whether to approve a proposal generated in response to a request for proposal.
• The execution phase includes activities related to four stages of the system life cycle: development, production,
utilization, and support. Typically, there are two decision gates and two milestones associated with execution
activities. The first milestone provides the opportunity for management to review the plans for execution before
giving the go-ahead. The second milestone provides the opportunity to review progress before the decision is
made to initiate production. The decision gates during execution can be used to determine whether to produce the
developed SoI and whether to improve it or retire it.
These program management views apply not only to the SoI, but also to its elements and structure.
Concept Stage
During the concept stage, alternate concepts are created to determine the best approach to meet stakeholder needs.
By envisioning alternatives and creating models, including appropriate prototypes, stakeholder needs will be
clarified and the driving issues highlighted. This may lead to an incremental or evolutionary approach to system
development. Several different concepts may be explored in parallel.
Development Stage
The selected concept(s) identified in the concept stage are elaborated in detail down to the lowest level to produce
the solution that meets the stakeholder requirements. Throughout this stage, it is vital to continue with user
involvement through in-process validation (the upward arrow on the Vee models). On hardware, this is done with
frequent program reviews and a customer resident representative(s) (if appropriate). In agile development, the
practice is to have the customer representative integrated into the development team.
Production Stage
The production stage is where the SoI is built or manufactured. Product modifications may be required to resolve
production problems, to reduce production costs, or to enhance product or SoI capabilities. Any of these
modifications may influence system requirements and may require system re-qualification, re-verification, or
re-validation. All such changes require SE assessment before changes are approved.
Utilization Stage
A significant aspect of product life cycle management is the provisioning of supporting systems which are vital in
sustaining operation of the product. While the supplied product or service may be seen as the narrow
system-of-interest (NSOI) for an acquirer, the acquirer also must incorporate the supporting systems into a wider
system-of-interest (WSOI). These supporting systems should be seen as system assets that, when needed, are
activated in response to a situation that has emerged in respect to the operation of the NSOI. The collective name for
the set of supporting systems is the integrated logistics support (ILS) system.
System Life Cycle Process Models: Vee 274
It is vital to have a holistic view when defining, producing, and operating system products and services. In Figure 7,
the relationship between system design and development and the ILS requirements is portrayed.
Figure 7. Relating ILS to the System Life Cycle (Eichmueller and Foreman 2009). Reprinted with
permission of of ASD/AIA S3000L Steering Committee. All other rights are reserved by the copyright owner.
The requirements for reliability, resulting in the need of maintainability and testability, are driving factors.
Support Stage
In the support stage, the SoI is provided services that enable continued operation. Modifications may be proposed to
resolve supportability problems, to reduce operational costs, or to extend the life of a system. These changes require
SE assessment to avoid loss of system capabilities while under operation. The corresponding technical process is the
maintenance process.
Retirement Stage
In the retirement stage, the SoI and its related services are removed from operation. SE activities in this stage are
primarily focused on ensuring that disposal requirements are satisfied. In fact, planning for disposal is part of the
system definition during the concept stage. Experiences in the 20th century repeatedly demonstrated the
consequences when system retirement and disposal was not considered from the outset. Early in the 21st century,
many countries have changed their laws to hold the creator of a SoI accountable for proper end-of-life disposal of the
system.
System Life Cycle Process Models: Vee 275
Figure 8. Right Side of the Vee Model (Forsberg, Mooz, and Cotterman 2005). Reprinted
with permission of John Wiley & Sons Inc. All other rights are reserved by the copyright
owner.
System Life Cycle Process Models: Vee 276
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Lawson, H. 2010. A Journey Through the Systems Landscape. Kings College, UK: College Publications.
Pew, R., and A. Mavor (eds.) 2007. Human-System Integration in the System Development Process: A New Look.
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Royce, W.E. 1998. Software Project Management: A Unified Framework. New York, NY, USA: Addison Wesley.
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Beck, K. 1999. Extreme Programming Explained. New York, NY, USA: Addison Wesley.
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Boehm, B. 1988. “A Spiral Model of Software Development.” IEEE Computer 21(5): 61-72.
Boehm, B. 2006. “Some Future Trends and Implications for Systems and Software Engineering Processes.” Systems
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Boehm, B., A. Egyed, J. Kwan, D. Port, A. Shah, and R. Madachy. 1998. “Using the WinWin Spiral Model: A Case
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There are a large number of life cycle process models. As discussed in the System Life Cycle Process Drivers and
Choices article, these models fall into three major categories: (1) primarily pre-specified and sequential processes;
(2) primarily evolutionary and concurrent processes (e.g., the rational unified process and various forms of the Vee
and spiral models); and (3) primarily interpersonal and unconstrained processes (e.g., agile development, Scrum,
extreme programming (XP), dynamic system development methods, and innovation-based processes).
This article discusses incremental and evolutionary development models (the second and third categories listed
above) beyond variants of the Vee model. While there are a number of different models describing the project
environment, the spiral model and the Vee Model have become the dominant approaches to visualizing the
development process. Both the Vee and the spiral are useful models that emphasize different aspects of a system life
cycle.
General implications of using iterative models for system design and development are discussed below. For a more
specific understanding of how this life cycle model impacts systems engineering activities, please see the other
knowledge areas (KAs) in Part 3. This article is focused on the use of iterative life cycle process models in systems
engineering; however, because iterative process models are commonly used in software development, many of the
examples below come from software projects. (See Systems Engineering and Software Engineering in Part 6 for
more information on life cycle implications in software engineering.)
System Life Cycle Process Models: Iterative 279
Figure 1. Incremental Development with Multiple Deliveries (Forsberg, Mooz, and Cotterman 2005). Reprinted with permission of
John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Incremental development may also be “plan-driven” in nature if the requirements are known early on in the life
cycle. The development of the functionality is performed incrementally to allow for insertion of the latest technology
or for potential changes in needs or requirements. IID also imposes constraints. The example shown in Figure 2 uses
the increments to develop high-risk subsystems (or components) early, but the system cannot function until all
increments are complete.
System Life Cycle Process Models: Iterative 280
Figure 2. Incremental Development with a Single Delivery (Forsberg, Mooz, Cotterman 2005). Reprinted with permission of
John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Figure 3. Evolutionary Generic Model (Forsberg, Mooz, Cotterman 2005). Reprinted with permission of John Wiley & Sons, Inc. All other rights
are reserved by the copyright owner.
The real-world development environment is complex and difficult to map because many different project cycles are
underway simultaneously. Figure 4 shows the applied research era for the development of the space shuttle Orbiter
and illustrates multi-levels of simultaneous development, trade-studies, and ultimately, implementation.
System Life Cycle Process Models: Iterative 282
Figure 4. Evolution of Components and Orbiter Subsystems (including space shuttle tiles) During Creation of a Large
"Single-Pass" Project (Forsberg 1995). Reprinted with permission of Kevin Forsberg. All other rights are reserved by the copyright
owner.
Please note that the information below is focused specifically on the utilization of different life cycle models for
software systems. In order to better understand the interactions between software engineering (SwE) and systems
engineering (SE), please see the Systems Engineering and Software Engineering KA in Part 6.
Table 2. Some partitioning criteria for incremental builds (Fairley 2009). Reprinted with
permission of the IEEE Computer Society and John Wiley & Sons Inc. All other rights are
reserved by the copyright owner.
Kind of System Partitioning Criteria
Figure 5 illustrates the details of the build-verify-validate-demonstrate cycles in the incremental build process. Each
build includes detailed design, coding, integration, review, and testing done by the developers. In cases where code
is to be reused without modification, some or all of an incremental build may consist of review, integration, and
testing of the base code augmented with the reused code. It is important to note that development of an increment
may result in reworking previous components developed for integration to fix defects.
Figure 5. Incremental Build-Verify-Validate-Demonstrate Cycles (Fairley 2009). Reprinted with permission of the IEEE
Computer Society and John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Incremental verification, validation, and demonstration, as illustrated in Figure 5, overcome two of the major
problems of a waterfall approach by:
• exposing problems early so they can be corrected as they occur; and
• incorporating minor in-scope changes to requirements that occur as a result of incremental demonstrations in
subsequent builds.
Figure 5 also illustrates that it may be possible to overlap successive builds of the product. It may be possible, for
example, to start a detailed design of the next version while the present version is being validated.
Three factors determine the degree of overlap that can be achieved:
System Life Cycle Process Models: Iterative 285
1. Availability of personnel;
2. Adequate progress on the previous version; and
3. The risk of significant rework on the next overlapped build because of changes to the previous in-progress build.
The incremental build process generally works well with small teams, but can be scaled up for larger projects.
A significant advantage of an incremental build process is that features built first are verified, validated, and
demonstrated most frequently because subsequent builds incorporate the features of the earlier iterations. In building
the software to control a nuclear reactor, for example, the emergency shutdown software could be built first, as it
would then be verified and validated in conjunction with the features of each successive build.
In summary, the incremental build model, like all iterative models, provides the advantages of continuous integration
and validation of the evolving product, frequent demonstrations of progress, early warning of problems, early
delivery of subset capabilities, and systematic incorporation of the inevitable rework that occurs in software
development.
Retirement of Software
Useful software is rarely retired; however, software that is useful often experiences many upgrades during its
lifetime. A later version may bear little resemblance to the initial release. In some cases, software that ran in a former
operational environment is executed on hardware emulators that provide a virtual machine on newer hardware. In
other cases, a major enhancement may replace and rename an older version of the software, but the enhanced version
provides all of the capabilities of the previous software in a compatible manner. Sometimes, however, a newer
version of software may fail to provide compatibility with the older version, which necessitates other changes to a
system.
System Life Cycle Process Models: Iterative 286
Figure 6. The Incremental Commitment Spiral Model (ICSM) (Pew and Mavor 2007). Reprinted with permission by the National
Academy of Sciences, Courtesy of National Academies Press, Washington, D.C. All other rights are reserved by the copyright owner.
In the ICSM, each spiral addresses requirements and solutions concurrently, rather than sequentially, as well as
products and processes, hardware, software, human factors aspects, and business case analyses of alternative product
configurations or product line investments. The stakeholders consider the risks and risk mitigation plans and decide
on a course of action. If the risks are acceptable and covered by risk mitigation plans, the project proceeds into the
next spiral.
The development spirals after the first development commitment review follow the three-team incremental
development approach for achieving both agility and assurance shown and discussed in Figure 2,
"Evolutionary-Concurrent Rapid Change Handling and High Assurance" of System Life Cycle Process Drivers and
Choices.
Figure 7. Phased View of the Generic Incremental Commitment Spiral Model Process (Pew and Mavor 2007). Reprinted
with permission by the National Academy of Sciences, Courtesy of National Academies Press, Washington, D.C. All other rights
are reserved by the copyright owner.
The top row of activities in Figure 7 indicates that a number of system aspects are being concurrently engineered at
an increasing level of understanding, definition, and development. The most significant of these aspects are shown in
Figure 8, an extension of a similar “hump diagram” view of concurrently engineered software activities developed as
part of the RUP (Kruchten 1999).
System Life Cycle Process Models: Iterative 288
Figure 8. ICSM Activity Categories and Level of Effort (Pew and Mavor 2007).
Reprinted with permission by the National Academy of Sciences, Courtesy of National
Academies Press, Washington, D.C. All other rights are reserved by the copyright owner.
As with the RUP version, the magnitude and shape of the levels of effort will be risk-driven and likely to vary from
project to project. Figure 8 indicates that a great deal of concurrent activity occurs within and across the various
ICSM phases, all of which need to be "synchronized and stabilized," a best-practice phrase taken from Microsoft
Secrets (Cusumano and Selby 1996) to keep the project under control.
The review processes and use of independent experts are based on the highly successful AT&T Architecture Review
Board procedures described in “Architecture Reviews: Practice and Experience” (Maranzano et al. 2005). Figure 9
shows the content of the feasibility evidence description. Showing feasibility of the concurrently developed elements
helps synchronize and stabilize the concurrent activities.
System Life Cycle Process Models: Iterative 289
Figure 9. Feasibility Evidence Description Content (Pew and Mavor 2007). Reprinted with permission
by the National Academy of Sciences, Courtesy of National Academies Press, Washington, D.C. All other
rights are reserved by the copyright owner.
The operations commitment review (OCR) is different in that it addresses the often-higher operational risks of
fielding an inadequate system. In general, stakeholders will experience a two- to ten-fold increase in commitment
level while going through the sequence of engineering certification review (ECR) to design certification review
(DCR) milestones, but the increase in going from DCR to OCR can be much higher. These commitment levels are
based on typical cost profiles across the various stages of the acquisition life cycle.
Scrum
Figure 10 shows an example of Scrum as an agile process flow. As with most other agile methods, Scrum uses the
evolutionary sequential process shown in Table 1 (above) and described in Fixed-Requirements and Evolutionary
Development Processes section in which systems capabilities are developed in short periods, usually around 30 days.
The project then re-prioritizes its backlog of desired features and determines how many features the team (usually 10
people or less) can develop in the next 30 days.
Figure 10 also shows that once the features to be developed for the current Scrum have been expanded (usually in
the form of informal stories) and allocated to the team members, the team establishes a daily rhythm of starting with
a short meeting at which each team member presents a roughly one-minute summary describing progress since the
last Scrum meeting, potential obstacles, and plans for the upcoming day.
Figure 10. Example Agile Process Flow: Scrum (Boehm and Turner 2004). Reprinted with permission of Ken Schwaber. All other rights
are reserved by the copyright owner.
System Life Cycle Process Models: Iterative 291
Figure 11. Example of Architected Agile Process (Boehm 2009). Reprinted with permission of Barry Boehm on behalf of USC-CSSE. All other
rights are reserved by the copyright owner.
3. Deliver working software (and other system elements) frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Business personnel and developers must work together daily throughout the project.
5. Build projects around motivated individuals; give them the environment, support their needs, and trust them to
get the job done.
6. The most efficient and effective method of conveying information is face-to-face conversation.
7. Working software (and other system elements) is the primary measure of progress.
8. Agile processes promote sustainable development; the sponsors, developers, and users should be able to maintain
a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity—the art of maximizing the amount of work not done—is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
A team should reflect on how to become more effective at regular intervals and then tune and adjust its behavior
accordingly. This self-reflection is a critical aspect for projects that implement agile processes.
Origins
As the manufacturing of consumer products such as automobiles became more diversified, traditional pre-planned
mass-production approaches had increasing problems with quality and adaptability. Lean manufacturing systems
such as the Toyota Production System (TPS) (Ohno 1988) were much better suited to accommodate diversity, to
improve quality, and to support just-in-time manufacturing that could rapidly adapt to changing demand patterns
without having to carry large, expensive inventories.
Much of this transformation was stimulated by the work of W. Edwards Deming, whose Total Quality Management
(TQM) approach shifted responsibility for quality and productivity from planners and inspectors to the production
workers who were closer to the real processes (Deming 1982). Deming's approach involved everyone in the
manufacturing organization in seeking continuous process improvement, or "Kaizen".
Some of the TQM techniques, such as statistical process control and repeatability, were more suited to repetitive
manufacturing processes than to knowledge work such as systems engineering (SE) and software engineering (SwE).
Others, such as early error elimination, waste elimination, workflow stabilization, and Kaizen, were equally
applicable to knowledge work. Led by Watts Humphrey, TQM became the focus for the Software Capability
Maturity Model (Humphrey 1987; Paulk et al. 1994) and the CMM-Integrated or CMMI, which extended its scope to
include systems engineering (Chrissis et al. 2003). One significant change was the redefinition of Maturity Level 2
from "Repeatable" to "Managed".
The Massachusetts Institute of Technology (MIT) conducted studies of the TPS, which produced a similar approach
that was called the "Lean Production System" (Krafcik 1988; Womack et al. 1990). Subsequent development of
"lean thinking" and related work at MIT led to the Air Force-sponsored Lean Aerospace Initiative (now called the
Lean Advancement Initiative), which applied lean thinking to SE (Murman 2003, Womack-Jones 2003).
Concurrently, lean ideas were used to strengthen the scalability and dependability aspects of agile methods for
software (Poppendieck 2003; Larman-Vodde 2009). The Kanban flow-oriented approach has been successfully
applied to software development (Anderson 2010).
System Life Cycle Process Models: Iterative 293
Principles
Each of these efforts has developed a similar but different set of Lean principles. For systems engineering, the
current best source is Lean for Systems Engineering, the product of several years’ work by the INCOSE Lean SE
working group (Oppenheim 2011). It is organized into six principles, each of which is elaborated into a set of lean
enabler and sub-enabler patterns for satisfying the principle:
1. Value. Guide the project by determining the value propositions of the customers and other key stakeholders.
Keep them involved and manage changes in their value propositions.
2. Map the Value Stream (Plan the Program). This includes thorough requirements specification, the concurrent
exploration of trade spaces among the value propositions, COTS evaluation, and technology maturity assessment,
resulting in a full project plan and set of requirements.
3. Flow. Focus on the project’s critical path activities to avoid expensive work stoppages, including coordination
with external suppliers.
4. Pull. Pull the next tasks to be done based on prioritized needs and dependencies. If a need for the task can’t be
found, reject it as waste.
5. Perfection. Apply continuous process improvement to approach perfection. Drive defects out early to get the
system Right The First #Time, vs. fixing them during inspection and test. Find and fix root causes rather than
symptoms.
6. Respect for People. Flow down responsibility, authority, and accountability to all personnel. Nurture a learning
environment. Treat people as the organization’s most valued assets. (Oppenheim 2011)
These lean SE principles are highly similar to the four underlying incremental commitment spiral model principles.
• Principle 1: Stakeholder value-based system definition and evolution, addresses the lean SE principles of
value, value stream mapping, and respect for people (developers are success-critical stakeholders in the ICSM).
• Principle 2: Incremental commitment and accountability, partly addresses the pull principle, and also
addresses respect for people (who are accountable for their commitments).
• Principle 3: Concurrent system and software definition and development, partly addresses both value stream
mapping and flow.
• Principle 4: Evidence and risk-based decision making, uses evidence of achievability as its measure of
success. Overall, the ICSM principles are somewhat light on continuous process improvement, and the lean SE
principles are somewhat insensitive to requirements emergence in advocating a full pre-specified project plan and
set of requirements.
See Lean Engineering for more information.
References
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System Life Cycle Process Models: Iterative 297
When performing systems engineering activities, it is important to consider the mutual relationship between
processes and the desired system. The type of system (see Types of Systems) being produced will affect the needed
processes, as indicated in system life cycle process drivers and choices. This may cause the tailoring of defined
processes as described in application of systems engineering standards.
Figure 1. Generic (T) Stage Structure of System Life Cycle (Lawson 2010). Reprinted with permission of Harold "Bud"
Lawson. All other rights are reserved by the copyright owner.
The (T) model indicates that a definition stage precedes a production stage where the implementation (acquisition,
provisioning, or development) of two or more system elements has been accomplished. The system elements are
integrated according to defined relationships into the SoI. Thus, both the process and product aspects are portrayed.
The implementation and integration processes are followed in providing the primary stage results—namely, in
assembled system product or service instances. However, as noted in life cycle models, the definition of the SoI
Integration of Process and Product Models 298
when provided in a development stage can also be the result of first versions of the system. For example, a prototype,
which may be viewed as a form of production or pre-production stage. Following the production stage is a utilization
stage. Further relevant stages can include support and retirement. Note that this model also displays the important
distinction between definition versus implementation and integration.
According to ISO/IEC/IEEE 15288 (2015), this structure is generic for any type of man-made SoI to undergo life
cycle management. The production stage thus becomes the focal point of the (T) model at which system elements are
implemented and integrated into system product or service instances based upon the definitions. For defined physical
systems, this is the point at which product instances are manufactured and assembled (singularly or mass-produced).
For non-physical systems, the implementation and integration processes are used in service preparation
(establishment) prior to being instantiated to provide a service. For software systems, this is the point at which builds
that combine software elements into versions, releases, or some other form of managed software product are
produced.
Using recursive decomposition, the implementation of each system element can involve the invocation of the
standard again at the next lowest level, thus treating the system element as a SoI in its own right. A new life cycle
structure is then utilized for the lower level SoIs.
This is illustrated in the Dual Vee model (Figures 2a and 2b). The Dual Vee model is a three-dimensional system
development model that integrates product and process in the creation of the system and component architectures. It
emphasizes
• concurrent opportunity and risk management;
• user in-process validation;
• integration, verification, and validation planning; and
• verification problem resolution.
When decomposition terminates according to the practical need and risk-benefit analysis, system elements are then
implemented (acquired, provisioned, or developed) according to the type of element involved.
Integration of Process and Product Models 299
Figure 2a. The Dual Vee Model (2a) (Forsberg, Mooz, Cotterman 2005). Reprinted with permission of John Wiley & Sons Inc. All
other rights are reserved by the copyright owner.
Integration of Process and Product Models 300
Figure 2b. The Dual Vee Model (2b) (Forsberg, Mooz, Cotterman 2005). Reprinted with permission of John Wiley & Sons Inc. All
other rights are reserved by the copyright owner.
A practical aspect that can impact the process and product aspect is the decision to use off-the-shelf elements in
commercial-off-the-shelf (COTS) form. In this case, further decomposition of the element is not necessary. The use
of COTS elements (and their internally created neighbor or non-development item (NDI)) has become widespread,
and they have proven their value. However, developers must make sure that the COTS product is appropriate for
their environment.
A known flaw which occurs infrequently in normal use of the product in its intended environment may be benign
and easily dealt with. In a new situation, it could have dramatic adverse consequences, such as those that occurred on
the USS Yorktown Cruiser in 1998 (Wired News Contributors 1998). The customer mandated that Windows NT be
used as the primary operating system for the ship. A divide by zero fault caused the operating system to fail, and the
ship was dead in the water. It had to be towed back to port on three occasions.
Spiral models concurrently engineer not only process and product models, but also property and success models.
Figure 3 shows how these models provide checks and balances, both at milestone reviews and as individual model
choices are made. Methods and tools supporting this concurrent engineering are provided in “When Models Collide:
Lessons from Software System Analysis” (Boehm and Port 1999), “Avoiding the Software Model-Clash Spiderweb”
(Boehm, Port, and Al-Said 2000), and “Detecting Model Clashes During Software Systems Development” (Al-Said
2003).
Integration of Process and Product Models 301
Figure 3. Spiral Model Support for Process Models, Product Models, Success Models, Property Models (Boehm and Port 1999). Reprinted
with permission of © Copyright IEEE – All rights reserved. All other rights are reserved by the copyright owner.
For software systems, entry into the production stages is the point at which builds that combine software elements
(code modules) into versions, releases, or some other form of managed software product are created. Thus, the major
difference between systems in general and software systems is the slight variant of the generic model as presented in
Figure 4.
Figure 4. T-Model for Software System (Lawson 2010). Reprinted with permission of Harold "Bud" Lawson. All other rights
are reserved by the copyright owner.
Integration of Process and Product Models 302
Figure 5. Iteration Through Life Cycle Stages (Lawson 2010). Reprinted with permission of Harold "Bud" Lawson. All
other rights are reserved by the copyright owner.
Each pattern of stage execution involves iteration of the previous stages, perhaps with altered requirements for the
processes or the system. The heavy lines in Figure 5 denote the demarcation of the revisited end points. Three are
iterative forms, for which several variants can be extracted:
1. Iterative development is quite frequently deployed in order to assess stakeholder requirements, analyze the
requirements, and develop a viable architectural design. Thus, it is typical that the concept stage may be revisited
during the development stage. For systems where products are based upon physical structures (electronics,
mechanics, chemicals, and so on), iteration after production has begun can involve significant costs and schedule
delays. It is, therefore, important to get it "right" before going to production. The early stages are thus used to
build confidence (verify and validate) that the solution works properly and will meet the needs of the
stakeholders. Naturally, such an approach could be used for software and human activity systems as well;
however, due to their soft nature, it can be useful to go further by experimenting and evaluating various
configurations of the system.
Integration of Process and Product Models 303
2. Iterative development and implementation involves producing (defining, implementing, and integrating)
various versions of the system, evaluating how well they meet stakeholder requirements, perhaps in the context of
changing requirements, and then revisiting the concept and/or development stages. Such iterations are typical
within software system development, where the cost of production is not as significant as for defined physical
systems. A variant of this approach is the spiral model, where successive iterations fill in more detail (Boehm and
May 1998). The use of this approach requires careful attention to issues related to baseline and configuration
management. In this approach, significant verification (testing) should be performed on software systems in order
to build confidence that the system delivered will meet stakeholder requirements.
3. Incremental or progressive acquisition involves releasing systems in the form of products and/or services to the
consumers. This approach is appropriate when structural and capability (functions) changes are anticipated in a
controlled manner after deployment. The use of this approach can be due to not knowing all of the requirements at
the beginning, which leads to progressive acquisition/deployment, or due to a decision to handle the complexity
of the system and its utilization in increments—namely, incremental acquisition. These approaches are vital for
complex systems in which software is a significant system element. Each increment involves revisiting the
definition and production stages. The utilization of these approaches must be based upon well-defined, agreed
relationships between the supplying and acquiring enterprises. In fact, the iteration associated with each resulting
product and/or service instance may well be viewed as a joint project, with actor roles being provided by both
enterprises.
In all of the approaches it is wise to use modeling and simulation techniques and related tools to assist in
understanding the effect of changes made in the complex systems being life cycle managed. These techniques are
typically deployed in the earlier stages; however, they can be used in gaining insight into the potential problems and
opportunities associated with the latter stages of utilization and maintenance (for example, in understanding the
required logistics and help-desk aspects).
Figure 6a. New Product Planning Process – Getting Started (Forsberg, Mooz, and Cotterman 2005). Reprinted with permission of
John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Integration of Process and Product Models 305
Figure 6b. New Product Planning Process Solving the Problem (Forsberg, Mooz, and Cotterman 2005). Reprinted with
permission of John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Integration of Process and Product Models 306
Figure 6c. New Product Planning Process – Getting Commitment (Forsberg, Mooz, and Cotterman 2005). Reprinted with
permission of John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
References
Works Cited
Boehm, B. and W. May. 1988. "A Spiral Model of Software Development and Enhancement." IEEE Computer
21(5): 61-72.
Boehm, B. and D. Port. 1999. "When Models Collide: Lessons From Software System Analysis." IT Professional
1(1): 49-56.
Boehm, B., J. Lane, S. Koolmanojwong, and R. Turner (forthcoming). Embracing the Spiral Model: Creating
Successful Systems with the Incremental Commitment Spiral Model. New York, NY, USA: Addison Wesley.
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management. 3rd ed. New York, NY, USA: J.
Wiley & Sons.
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
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Wired News Contributors. 2011. “Sunk by Windows NT,” Wired News, last modified July 24, 1998. Accessed on
September 11, 2011. Available at http://www.wired.com/science/discoveries/news/1998/07/13987.
Integration of Process and Product Models 307
Primary References
Boehm, B. and W. May. 1988. “A Spiral Model of Software Development and Enhancement.” IEEE Computer.
21(5): 61-72.
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management, 3rd ed. New York, NY, USA:
John Wiley & Sons.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Additional References
Al-Said, M. 2003. "Detecting Model Clashes During Software Systems Development." PhD Diss. Department of
Computer Science, University of Southern California, December 2003.
Boehm, B., J. Lane, S. Koolmanojwong, and R. Turner. (forthcoming). Embracing the Spiral Model: Creating
Successful Systems with the Incremental Commitment Spiral Model. New York, NY, USA: Addison Wesley.
Boehm, B. and D. Port. 1999. "Escaping the Software Tar Pit: Model Clashes and How to Avoid Them." ACM
Software Engineering Notes. (January, 1999): p. 36-48.
Boehm, B. and D. Port. 1999. "When Models Collide: Lessons From Software System Analysis." IT Professional.
1(1): 49-56.
Boehm, B., D. Port, and M. Al-Said. 2000. "Avoiding the Software Model-Clash Spiderweb." IEEE Computer.
33(11): 120-122.
Lawson, H. and M. Persson. 2010. “Portraying Aspects of System Life Cycle Models.” Proceedings of the European
Systems Engineering Conference (EuSEC). 23-26 May 2010. Stockholm, Sweden.
Lean Engineering
Lean Systems Engineering (LSE) is the application of lean thinking (Womack 2003) to systems engineering (SE)
and related aspects of enterprise and project management. LSE is an approach that is applicable throughout the
system life cycle. The goal of LSE is to deliver the best life-cycle value for technically complex systems with
minimal waste. Lean engineering is relevant to all of the traditional SE technical processes (see concept definition,
system definition, system realization, system deployment and use, etc.). Lean engineering also interacts with and
utilizes many of the specialty engineering disciplines discussed in Part 6.
Lean Principles
Oppenheim (2011) describes the six lean principles for product development (PD) as follows:
1. Capture the value defined by the customer. One cannot over-emphasize the importance of capturing task or
program value (requirements, CONOPS, etc.) with precision, clarity, and completeness before resource
expenditures ramp up to avoid unnecessary rework.
2. Map the value stream (plan the program) and eliminate waste. Map all end-to-end linked tasks,
control/decision nodes, and the interconnecting information flows necessary to realize customer value. During the
mapping process, eliminate all non-value-added activities, and enable the remaining activities to flow (without
rework, backflow or stopping). The term information flow refers to the packets of information (knowledge)
created by different tasks and flowing to other tasks for subsequent value adding, such as: design, analysis, test,
review, decision, or integration. Each task adds value if it increases the level of useful information and reduces
risk in the context of delivering customer value.
3. Flow the work through planned and streamlined value-adding steps and processes, without stopping or
idle time, unplanned rework, or backflow. To optimize flow, one should plan for maximum concurrency of
tasks, up to near capacity of an enterprise. Legitimate engineering iterations are frequently needed in PD, but they
tend to be time consuming and expensive if they extend across disciplines. Lean PD encourages efficient
methodology of fail early - fail often through rapid architecting and discovery techniques during early design
Lean Engineering 309
phases. Lean flow also makes every effort to use techniques that prevent lengthy iterations, such as design
frontloading, trade space explorations, set designs, modular designs, legacy knowledge, and large margins. Where
detailed cross-functional iterations are indeed necessary, lean flow optimizes iteration loops for overall value.
4. Let customers pull value. In PD, the pull principle has two important meanings: (1) the inclusion of any task in a
program must be justified by a specific need from an internal or external customer and coordinated with them,
and (2) the task should be completed when the customer needs the output. Excessively early completion leads to
“shelf life obsolescence” including possible loss of human memory or changed requirements and late completion
leads to schedule slips. This is the reason that every task owner or engineer needs to be in close communication
with their internal customers to fully understand their needs and expectations and to coordinate their work.
5. Pursue perfection of all processes. Global competition requires continuous improvements of processes and
products. Yet, no organization can afford to spend resources improving everything all the time. Systems engineers
must make a distinction between processes and process outputs. Perfecting and refining the work output in a given
task must be bounded by the overall value proposition (system or mission success, program budget and schedule)
which define when an output is "good enough." In contrast, engineering and other processes must be continuously
improved for competitive reasons.
6. Respect for people. A lean enterprise is an organization that recognizes that its people are the most important
resource. In a lean enterprise, people are not afraid to identify problems and imperfections honestly and openly in
real time, brainstorm about root causes and corrective actions without fear, or plan effective solutions together by
consensus to prevent a problem from occurring again.
References
Works Cited
Lean Systems Engineering Working Group. 2009. "Lean Enablers for Systems Engineering." Accessed 13 January
2016 at http:/ / www. lean-systems-engineering. org/ wp-content/ uploads/ 2012/ 07/
Lean-Enablers-for-SE-Version-1_03-.pdf.
Lean Systems Engineering Working Group. 2009. "Quick Reference Guide Lean Enablers for Systems Engineering."
Accessed 13 January 2016 at http:/ / www. lean-systems-engineering. org/ wp-content/ uploads/ 2012/ 07/
LEfSE-Quick-Reference-Guide-8-pages.pdf.
Oppenheim, B.W. 2009. "Process Replication: Lean Enablers for Systems Engineering." CrossTalk, The Journal of
Defense Software Engineering. July/August 2009.
Oppenheim, B.W. 2011. Lean for Systems Engineering, with Lean Enablers for Systems Engineering. Hoboken, NJ,
USA: Wiley.
Oppenheim, B.W., E.M. Murman, and D. Secor. 2011. "Lean Enablers for Systems Engineering." Journal of Systems
Engineering. 1(14).
Womack, J.P. 2003. Lean Thinking. Columbus, OH, USA: Free Press.
Primary References
Lean Systems Engineering Working Group. 2009. "Lean Enablers for Systems Engineering." Accessed 13 January
2016 athttp:/ / www. lean-systems-engineering. org/ wp-content/ uploads/ 2012/ 07/
Lean-Enablers-for-SE-Version-1_03-.pdf.
Oppenheim, B., E. Murman, and D. Sekor. 2010. "Lean Enablers for Systems Engineering." Systems Engineering.
14(1). Accessed 13 January 2016. Available at http:/ / www. lean-systems-engineering. org/ wp-content/ uploads/
2012/07/LEfSE-JSE-compressed.pdf.
Additional References
Lean Enterprise Institute. 2009. "Principles of Lean." Accessed 1 March 2012 at http:/ / www. lean. org/ WhatsLean/
Principles.cfm.
Concept Definition
Lead Author: Garry Roedler, Contributing Author: Rick Adcock
Concept Definition is the set of systems engineering (SE) activities in which the problem space and the needs and
requirements of the business or enterprise and stakeholders are closely examined. The activities are grouped and
described as generic processes which include Mission Analysis and Stakeholder Needs and Requirements. Concept
Definition begins before any formal definition of the system-of-interest (SoI) is developed.
Mission Analysis focuses on the needs and requirements of business or enterprise — that is, on defining the problem
or opportunity that exists (in what is often called the problem space or problem situation), as well as understanding
the constraints on and boundaries of the selected system when it is fielded (in what is often called the solution
space). The Stakeholder Needs and Requirements process explores and defines the operational aspects of a potential
solution for the stakeholders from their point of view, independent of any specific solution. In these two Concept
Definition activities, business or enterprise decision makers and other stakeholders describe what a solution should
accomplish and why it is needed. Both why and what need to be answered before consideration is given to how the
problem will be addressed (i.e., what type of solution will be implemented) and how the solution will be defined and
developed.
If a new or modified system is needed, then System Definition activities are performed to assess the system. See Life
Cycle Processes and Enterprise Need for further detail on the transformation of needs and requirements from the
business or enterprise and stakeholder levels of abstraction addressed in Concept Definition to the system and system
element level of abstraction addressed in System Definition.
The specific activities and sequence of Concept Definition activities and their involvement with the life cycle
activities of any system, and in particular the close integration with System Definition activities, will be dependent
upon the type of life cycle model being utilized. See Applying Life Cycle Processes for further discussion of the
concurrent, iterative and recursive nature of these relationships.
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:
• Business or Mission Analysis
• Stakeholder Needs and Requirements
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 as
well as topics covered in Part 3.
Concept Definition 312
References
Works Cited
None.
Primary References
ANSI/EIA. 1998. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA 632-1998.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0.
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
Additional References
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Hoboken, NJ, USA: John Wiley &
Sons.
ISO/IEC. 2003. Systems Engineering – A Guide for The Application of ISO/IEC 15288 System Life Cycle Processes.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC), ISO/IEC 19760:2003 (E). http://www.hitchins.net/EmergenceEtc.pdf.
ISO/IEC. 2007. Systems Engineering – Application and Management of The Systems Engineering Process. Geneva,
Switzerland: International Organization for Standards (ISO)/International Electrotechnical Commission (IEC),
ISO/IEC 26702:2007.
Jackson, S., D. Hitchins, and H. Eisner. 2010. "What is the Systems Approach?" INCOSE Insight. (April 2010):
41-43.
NASA. 2007. Systems Engineering Handbook. Washington, D.C., USA: National Aeronautics and Space
Administration (NASA). NASA/SP-2007-6105.
The starting point of engineering any system-of-interest (SoI) is understanding the socio-economic and technological
context in which potential problems or opportunities reside. Then, the enterprise strategic goals and stakeholder
needs, expectations, and requirements represent the problem or the opportunity from the viewpoint of business or
enterprise decision makers while also taking into account the views of users, acquirers, and customers.
Mission Analysis (MA) is part of the larger set of concept definition activities - the set of systems engineering
activities in which the problem space and the needs of the business or enterprise and stakeholders are closely
examined. This occurs before any formal definition of the (SoI) is developed but may need to be revisited through
the life cycle. In fact, the activities of Concept Definition determine whether the enterprise strategic goals and
business needs will be addressed by a new system, a change to an existing system, a service, an operational change
or some other solution. The MA activity focuses on the identification of the primary purpose(s) of the solution (its
"mission"), while Stakeholder Needs and Requirements activity explores what capabilities stakeholders desire in
accomplishing the mission and may include some detail on the performance of certain aspects of the solution. MA is
often performed iteratively with the Stakeholder Needs and Requirements activity to better understand the problem
(or opportunity) space, as well as the solution space.
In commercial sectors, MA is often primarily performed as market analysis. Wikipedia defines market analysis as a
process that:
. . . studies the attractiveness and the dynamics of a special market within a special industry. It is part of
the industry analysis and this in turn of the global environmental analysis. Through all these analyses,
the chances, strengths, weaknesses, and risks of a company can be identified. Finally, with the help of a
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, adequate business strategies of a
company will be defined. The market analysis is also known as a documented investigation of a market
that is used to inform a firm's planning activities, particularly around decisions of inventory, purchase,
work force expansion/contraction, facility expansion, purchases of capital equipment, promotional
activities, and many other aspects of a company. (Wikipedia Contributors, 2012)
Anywhere these notions are used, it is evident that they are based on fundamental concepts, such as the operational
mode (or state of the system), scenario (of actions), the enterprise level ConOps and the system level operational
concepts, functions, etc. For more explanations about the ConOps and operational concept, refer to Systems and
Software Engineering - Requirements Engineering (ISO/IEC 2011); useful information can be found in Annex A,
"System Operational Concept," and Annex B, "Concept of Operations" (ISO/IEC 2011).
Figure 1. Enterprise Strategy and Concept Development (Roedler 2012). Used with permission of Garry Roedler. All other rights
are reserved by the copyright owner.
Business or Mission Analysis 317
As the enterprise evolves the strategy, it is essential to conduct the supporting MA or strategic analysis for each
element of the enterprise to determine readiness to achieve future objectives. This analysis examines the current state
to identify any problems or opportunities related to the objective achievement and aids the enterprise in fully
understanding and defining the problem space. The analysis examines the external environment and interfaces in
search of impacts and trends, as well as the internal enterprise to gauge its capabilities and value stream gaps.
Additionally, a strengths, weaknesses, opportunities, and threats (SWOT) analysis may be performed. As the
problem space is defined, the stakeholder needs are defined and transformed into stakeholder requirements that
define the solutions needed. These requirements include those that address customer and mission needs, the future
state of core processes and capabilities of the enterprise, and the enablers to support performance of those processes
and capabilities. Finally, MA is engaged again to examine the solution space. Candidate solutions that span the
potential solution space are identified, from simple operational changes to various system developments or
modifications. Various techniques are applied to analyze the candidates, understand their feasibility and value, and
select the best alternative.
Process Approach
Practical Considerations
Major pitfalls encountered with mission analysis and marketing analysis are presented in Table 1.
Wrong level of When delineating the boundaries of the SoI and defining the mission and purpose of the system at the very beginning of
system addressed systems engineering, a classic mistake is to place the system-of-interest at the wrong level of abstraction. The level of
abstraction can be too high or too low (sitting respectively in the upper-system or in a sub-system). This is the consequence of
the principle stating that a system is always included in a larger system and of confusing the purpose and the mission of the SoI.
Operational In commercial products or systems, the lack or insufficient description of operational modes and scenarios (how the SoI will be
modes or used, in which situations, etc.) is often encountered.
scenarios missing
Proven practices with mission analysis and marketing analysis are presented in Table 2.
Models of operational Using modeling techniques as indicated in sections above for operational scenarios in any kind of SoI (including
scenarios commercial systems).
Models of the context Consider the context of use as a system and force oneself to use modeling techniques for main aspects of the context
(functional, behavioral, physical, etc.).
References
Works Cited
ANSI/AIAA G-043-2012e, Guide to the Preparation of Operational Concept Documents.
DoD. 2010. DoD Architecture Framework, version 2.02. Arlington, VA: U.S. Department of Defense. Accessed
August 29, 2012. Available at: http:/ / dodcio. defense. gov/ Portals/ 0/ Documents/ DODAF/ DoDAF_v2-02_web.
pdf.
ESA. 2008. Mission Analysis: Towards a European Harmonization. Paris, France: European Space Agency.
Accessed August 29, 2012. Available at: http:/ / www. esa. int/ esapub/ bulletin/ bulletin134/
bul134b_schoenmaekers.pdf.
IEEE. 1998. Guide for Information Technology – System Definition – Concept of Operations (ConOps) Document.
Piscataway, NJ, USA: Institute of Electrical and Electronics Engineers, IEEE 1362:1998.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Life Cycle Processes - Requirements Engineering.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission/ Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 29148:2011.
NDIA. 2010. “Mission Analysis Committee Charter”. Website of the National Defense Industrial Association,
Systems Engineering Division, Mission Analysis Committee. Accessed August 29, 2012. Available at: http:/ / www.
ndia. org/ Divisions/ Divisions/ SystemsEngineering/ Documents/ Committees/
Mission%20Analysis%20Committee/Mission%20Analysis%20Committee%20Charter.pdf.
The Open Group. 2011. TOGAF, version 9.1. Hogeweg, The Netherlands: Van Haren Publishing. Accessed August
29, 2012. Available at: https:/ / www2. opengroup. org/ ogsys/ jsp/ publications/ PublicationDetails.
jsp?catalogno=g116.
Business or Mission Analysis 320
Wikipedia contributors, "Market analysis," Wikipedia, The Free Encyclopedia, http:/ / en. wikipedia. org/ w/ index.
php?title=Market_analysis&oldid=508583878 (accessed August 29, 2012).
Zachman, J. 2008. "John Zachman's Concise Definition of The Zachman Framework™." Zachman International
Enterprise Architecture. Accessed August 29, 2012. Available at: http:/ / www. zachman. com/
about-the-zachman-framework.
Primary References
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0.
Lamsweerde, A. van. 2009. Requirements Engineering: From System Goals to UML Models to Software
Specifications. New York, NY, USA: Wiley.
Additional References
Center for Quality Management. 1993. "Special Issue on Kano's Methods for Understanding Customer Defined
Quality." Center for Quality Management Journal. 2(4) (Fall 1993).
Faisandier, A. 2012. Systems Opportunities and Requirements. Belberaud, France: Sinergy'Com.
Freeman, R. "Chapter 27: Achieving Strategic Aims: Moving Toward a Process Based Military Enterprise," in
Handbook of Military Industrial Engineering. A.B. Badiru and M.U. Thomas (eds). Boca Raton, FL, USA: Taylor &
Francis Group, CRC Press.
IEEE. 1998. Guide for Information Technology – System Definition – Concept of Operations (ConOps) Document.
Piscataway, NJ, USA: Institute of Electrical and Electronics Engineers, IEEE 1362:1998.
Hull, M.E.C., K. Jackson, A.J.J. Dick. 2010. Systems Engineering. 3rd ed. London, UK: Springer.
Kaplan, R.S. and D.P. Norton. 2008. “Developing the Strategy: Vision, Value Gaps, and Analysis,” Balanced
Scorecard Report. Cambridge, MA, USA: Harvard Business School Publishing, Jan-Feb 2008.
Kano, N. 1984. "Attractive Quality and Must-Be Quality." Quality JSQC. 14(2) (October 1984).
Kohda, T., M. Wada, and K. Inoue. 1994. "A Simple Method for Phased Mission Analysis." Reliability Engineering
& System Safety. 45(3): 299-309.
Marca, D. A. and C. L. McGowan. 1987. "SADT: Structured analysis and design techniques." Software Engineering.
New York, NY: McGraw-Hill.
MITRE. 2011. "Concept Development." Systems Engineering Guide. Accessed 9 March 2012 at http:/ / www. mitre.
org/work/systems_engineering/guide/se_lifecycle_building_blocks/concept_development/ [1].
MITRE. 2011. "Requirements Engineering." Systems Engineering Guide. Accessed 9 March 2012 at http:/ / www.
mitre.org/work/systems_engineering/guide/se_lifecycle_building_blocks/requirements_engineering/ [2].
MITRE. 2011. "Stakeholder Assessment and Management." Systems Engineering Guide. Accessed 9 March 2012 at
http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
[3]
transformation_planning_org_change/stakeholder_assessment_management.html/ .
Shupp, J.K. 2003. “The Mission Analysis Discipline: Bringing focus to the fuzziness about Attaining Good
Architectures.” Proceedings of INCOSE 13th International Symposium, July 2003.
Business or Mission Analysis 321
References
[1] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ se_lifecycle_building_blocks/ concept_development/
[2] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ se_lifecycle_building_blocks/ requirements_engineering/
[3] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/ transformation_planning_org_change/
stakeholder_assessment_management. html/
Stakeholder needs and requirements represent the views of those at the business or enterprise operations level—that
is, of users, acquirers, customers, and other stakeholders as they relate to the problem (or opportunity), as a set of
requirements for a solution that can provide the services needed by the stakeholders in a defined environment. Using
enterprise-level life cycle concepts (see Business or Mission Analysis for details) as guidance, stakeholders are led
through a structured process to elicit stakeholder needs (in the form of a refined set of system-level life-cycle
concepts). Stakeholder needs are transformed into a defined set of Stakeholder Requirements, which may be
documented in the form of a model, a document containing textual requirement statements or both.
Stakeholder requirements play major roles in systems engineering, as they:
• Form the basis of system requirements activities.
• Form the basis of system validation and stakeholder acceptance .
• Act as a reference for integration and verification activities.
• Serve as means of communication between the technical staff, management, finance department, and the
stakeholder community.
This topic describes the definition of stakeholder needs and requirements which involves the activities necessary to
elicit and prioritize the needs of the stakeholder(s), and transform those needs into a set of defined stakeholder
requirements. Defining the problem or the issue to be solved, identifying the opportunity for developing a new
solution, or improving a system-of-interest (SoI) must begin prior to starting the activities necessary to define
stakeholder needs and requirements. This means that an initial context of use of the new or modified mission,
operation, or capability has already been characterized (see Business or Mission Analysis). System requirements are
considered in detail during system definition. None of the above can be considered complete until consistency
between the two has been achieved, as demonstrated by traceability, for which a number of iterations may be needed.
expectation such as, to easily manoeuvre a car in order to park, will be transformed in a set of stakeholder
requirements to a statement such as, increase the driviability of the car, decrease the effort for handling, assist the
piloting, protect the coachwork against shocks or scratches, etc.
To allow a clear description of the activities of stakeholder needs and requirements to be described, a generic view of
the business teams and roles involved in a typical enterprise has been used below., tThis includes teams such as
business management and business operations;, and roles including requirements engineer and business analyst. For
an overview of these roles and how they enable both stakeholder and business requirements across the layers of a
typical enterprise see Life Cycle Processes and Enterprise Need.
Identifying Stakeholders
Stakeholders of a SoI may vary throughout the life cycle. Thus, in order to get a complete set of needs and
subsequent requirements, it is important to consider all stages of the life cycle model when identifying the
stakeholders or classes of stakeholders.
Every system has its own stages of life, which typically include stages such as concept, development, production,
operations, sustainment, and retirement (for more information, please see Life Cycle Models). For each stage, a list
of all stakeholders having an interest in the future system must be identified. The goal is to get every stakeholder’s
point of view for every stage of the system life in order to consolidate a complete set of stakeholder needs that can be
prioritized and transformed into the set of stakeholder requirements as exhaustively as possible. Examples of
stakeholders are provided in Table 1.
Engineering Acquirer, panel of potential users, marketing division, research and development department, standardization body,
suppliers, verification and validation team, production system, regulator/certification authorities, etc.
Development Acquirer, suppliers (technical domains for components realization), design engineers, integration team, etc.
Figure 1. Cycle of Needs (Faisandier 2012). Permission granted by Sinergy'Com. All other rights are reserved by the copyright owner.
Figure 1 shows the steps and the position of the stakeholder requirements and system requirements in the
engineering cycle. Below are explanations of each stage of requirements (Faisandier 2012); to illustrate this, consider
this example of a system related to infectious disease identification:
• Real needs are those that lie behind any perceived needs (see below); they are conditioned by the context in
which people live. As an example, a generic need could be the ability to identify infectious diseases easily.Often,
real needs appear to be simple tasks.
• Perceived needs are based on a person’s awareness that something is wrong, that something is lacking, that
improvements could be made, or that there are business, investment, or market opportunities that are not being
capitalized upon. Perceived needs are often presented as a list of organized expectations resulting from an
analysis of the usage conditions for the considered action (see Business or Mission Analysis). Following from the
infectious disease example above, the real need might be perceived as a need to carry out medical tests in
particular circumstances (laboratories, points of care, hospitals, and/or human dispensaries). Since the real need
is seldom clearly expressed, richness of the knowledge of the perceived needs is used as a basis for potential
solutions. This step has to be as complete as possible to cover all the contexts of use.
• Expressed needs originate from perceived needs in the form of generic actions or constraints, and are typically
prioritized. In the example, if safety is the primary concern, the expressed need to protect the operator against
contamination may take priority over other expressed needs such as assist in the execution of tests. When
determining the expressed needs, the analysis of the expected mission or services in terms of operational
Stakeholder Needs and Requirements 325
Process Approach
• Identify potential risks (or threats and hazards) that could be generated by the stakeholder requirements (for
further information, see Risk Management).
• Synthesize, record, and manage the stakeholder requirements and potential associated risks.
Practical Considerations
Major pitfalls encountered with stakeholder requirements are presented in Table 3.
Operator Role Not Considered Sometimes engineers do not take into account the humans acting as operators inside a system or those who use
the system and are outside of the system. As a consequence, elements are forgotten (e.g. roles of operators).
Exchanges with External The exhaustiveness of requirements can be an issue; in particular, the interfaces with external objects of the
Objects Forgotten context of the system can be forgotten (exchanges of matter, energy, information).
Physical Connections with Within the interface issue, physical connections of the system-of-interest with external objects can be forgotten
External Objects Forgotten (technological constraints).
Forgotten Stakeholders Stakeholders can be forgotten, as everyone thinks of direct users, customers, and suppliers; however, one may
fail to consider those who do not want the system to exist and malevolent persons.
Involve Stakeholders Involve the stakeholders early in the stakeholder requirements development process.
Analyze Sources before Complete stakeholder requirements as much as possible before starting the definition of the system requirements.
Starting
Requirements Consider using a requirements management tool. This tool should have the capability to trace linkages between the
Management Tool stakeholder requirements and the system requirements and to record the source of each stakeholder requirement.
Stakeholder Needs and Requirements 327
References
Works Cited
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Hauser, J. and D. Clausing. 1988. "The House of Quality." Harvard Business Review. (May - June 1988).
OMG. 2010. OMG Systems Modeling Language specification, version 1.2. Needham, MA: Object Management
Group. July 2010.
Oliver, D., T. Kelliher, and J. Keegan. 1997. Engineering complex systems with models and objects. New York, NY,
USA: McGraw-Hill.
ISO/IEC/IEEE. 2011. Systems and software engineering - Requirements engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Primary References
ISO/IEC/IEEE. 2011. Systems and software engineering - Requirements engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Architecture Description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Additional References
Buede, D.M. 2009. The engineering design of systems: Models and methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
MITRE. 2011. "Requirements Engineering." Systems Engineering Guide. Accessed 9 March 2012 at http:/ / www.
mitre.org/work/systems_engineering/guide/se_lifecycle_building_blocks/requirements_engineering/.
MITRE. 2011. "Stakeholder Assessment and Management." Systems Engineering Guide. Accessed 9 March 2012 at
http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
transformation_planning_org_change/stakeholder_assessment_management.html.
System Definition
Lead Authors: Alan Faisandier, Garry Roedler, Contributing Author: Rick Adcock
System definition activities are conducted to create and describe in detail a system-of-interest (SoI) to satisfy an
identified need. The activities are grouped and described as generic processes. which consist of system requirements
definition, system architecture definition, system design definition and system analysis. The architecture definition
of the system may include the development of related logical architecture models and physical architecture models.
During and/or at the end of any iteration, gap analysis is performed to ensure that all system requirements have been
mapped to the architecture and design.
System definition activities build on the artifacts and decisions from concept definition, primarily the articulation of
the mission of the (SoI), the needs and requirements of stakeholders, and preliminary operational concepts. See Life
Cycle Processes and Enterprise Need for further detail on the transformation of needs and requirements from the
business or enterprise and stakeholder levels of abstraction addressed in concept definition to the system and system
element level of abstraction addressed in system definition.
The products of system definition activities (system requirements, architecture and design) are inputs to system
realization.
The specific activities and sequence of system definition activities and their involvement with the life cycle activities
of any system, and in particular the close integration with concept definition and system realization activities, will be
dependent upon the type of life cycle model being utilized. See Applying Life Cycle Processes for further discussion
of the concurrent, iterative and recursive nature of these relationships.
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:
• System Requirements
• System Architecture
• Logical Architecture Model Development
• Physical Architecture Model Development
• System Design
• System Analysis
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
System Definition 329
roles).
The boundary of the system architecture depends on what engineers include within the scope of the SoI and outside
of it. This decision marks the transition from the characterization of the problem context to the beginnings of
solution definition.
Facing the potential number of system elements that constitute the physical architecture, sets of system elements can
be grouped to form systems. The decomposition of the SoI (highest level) may include the decomposition of several
layers of systems (intermediate levels of systems) until technological system elements (lowest level) are defined.
Any layer of the decomposition may include systems and non-decomposable technological system elements. The
relationship between each layer is recursive; as a system element is also an engineered system it can be characterized
in its turn using the previous views in its own context.
The logical and physical representations of the system architecture are mapped onto each other. The interactions
between system elements are defined by interfaces whose complexity strongly depends on the way the system
architecture and design is defined. The relationships between the outputs of concept definition and the system
solution, as well as the range of other views of a system that are available to describe a more complete set of
characteristics between the system elements are discussed further in the Logical Architecture Model Development
and Physical Architecture Model Development sections of system definition.
Figure 1. Top-down Development of Architecture and Design, and Requirements (Faisandier 2012). Permission granted by
Sinergy'Com. All other rights are reserved by the copyright owner.
As shown in Figure 1
• The white ovals represent requirements at decreasing levels of abstraction, and the arrows represent the
transformation of those requirements through the levels using the architecture and design process. Stakeholder
expressions of needs, expectations, and constraints are transformed into stakeholder requirements.
• The next transformation crosses the boundary between the problem and solution areas by converting stakeholder
requirements into system requirements, reflecting the bounded solution space.
• At the SoI level, the system architecture is developed which serves to identify systems and system elements and
establishes how they operate together to address the SoI requirements.
This approach is applied recursively for each level of abstraction/decomposition recognizing that the same generic
processes are applied at multiple levels of abstraction. At any level of this decomposition one or more solution
options may be presented as system architectures. The process by which the solution which best fits the system
requirements, associated stakeholder needs and wider life cycle concerns is selected and justified is discussed in the
System Analysis process.
Figure 2 below portrays the engineering that occurs in each system block. As necessary, system elements are defined
through sets of system element requirements, which become inputs to other system blocks (level n+1). The approach
is then recursively applied using the system definition processes.
System Definition 332
Figure 2. Recursive Instantiation of Definition Processes (Faisandier 2012). Permission granted by Sinergy'Com. All other rights are reserved by
the copyright owner.
At the n+1 level, the systems or system elements may also collect other stakeholder requirements that are directly
pertinent to this level of architecture and design. Processes within each system are generic, but unique in local
purpose, scope and context.
See Applying Life Cycle Processes for a discussion of the iterative and recursive application of system requirements
and architecture processes, and Life Cycle Processes and Enterprise Need for further detail on the transformation of
needs and requirements to system and system element levels of abstraction.
The different aspects of how systems thinking is applicable to system definition are discussed in SEBoK Part 2. In
particular, see discussion of the recursive nature of systems and engineered system contexts in Engineered System
Context; the contrast between top-down and bottom up approaches in Synthesizing Possible Solutions and the role of
solution architecture options and selection in Analysis and Selection between Alternative Solutions.
References
Works Cited
ANSI/EIA. 1998. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA-632-1998.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
ISO/IEC/IEEE. 2011. Systems and software engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
System Definition 333
Primary References
ANSI/EIA. 1998. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA 632-1998.
Blanchard, B.S., and W.J. Fabrycky. 2005. Systems Engineering and Analysis. 4th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
ISO/IEC. 2007. Systems Engineering – Application and Management of The Systems Engineering Process. Geneva,
Switzerland: International Organization for Standards (ISO)/International Electrotechnical Commission (IEC),
ISO/IEC 26702:2007.
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC) / Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Architecture Description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and products, 1st ed. Boca
Raton, FL, USA: CRC Press.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
Baldwin, C.Y. and K.B. Clark. 2000. Design Rules. Cambridge, Mass: MIT Press.
Buede, D.M. 2009. The Engineering Design of Systems: Models and Methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Hatley, D.J., and I.A. Pirbhai. 1987. Strategies for Real-Time System Specification. New York, NY: Dorset House
Pub.
MOD. 2010. MOD Architecture Framework, Version 1.2.004. UK Ministry of Defence. Available at: http:/ / www.
mod.uk/DefenceInternet/AboutDefence/WhatWeDo/InformationManagement/MODAF/.
System Requirements
Lead Authors: Alan Faisandier, Garry Roedler, Contributing Author: Richard Turner, Rick Adcock, Ariela Sofer
System requirements are all of the requirements at the system level that describe the functions which the system as a
whole should fulfill to satisfy the stakeholder needs and requirements, and is expressed in an appropriate
combination of textual statements, views, and non-functional requirements; the latter expressing the levels of safety,
security, reliability, etc., that will be necessary.
System requirements play major roles in systems engineering, as they:
• Form the basis of system architecture and design activities.
• Form the basis of system integration and verification activities.
• Act as reference for validation and stakeholder acceptance.
• Provide a means of communication between the various technical staff that interact throughout the project.
Elicitation of stakeholder requirements starts in Concept Definition, and will be initially developed though interview
and mission analysis. System requirements are considered in detail during System Definition. Neither can be
considered complete until consistency between the two has been achieved, as demonstrated by traceability, for which
a number of iterations may be needed.
Traceability and the Assignment of System Requirements during Architecture and Design
Requirements traceability provides the ability to track information from the origin of the stakeholder requirements,
to the top level of requirements and other system definition elements at all levels of the system hierarchy (see
Applying Life Cycle Processes). Traceability is also used to provide an understanding as to the extent of a change as
an input when impact analyses is performed in cases of proposed engineering improvements or requests for change.
During architecture definition and design, the assignment of requirements from one level to lower levels in the
system hierarchy can be accomplished using several methods, as appropriate - see Table 1.
Direct Assignment The system requirement from the higher level is directly assigned to a system or a system element for a lower level (e.g. the
color used to paint visible parts of the product).
Indirect The system requirement is distributed across several systems or system elements and the sum of a more complex calculation
Assignment for distribution is equal to the requirement of higher level (e.g. a mass requirement, power distribution, reliability allocation,
(Simply etc.) with sufficient margin or tolerance. A documented and configuration-managed "assignment budget" for each
Decomposed) assignment must be maintained.
Indirect The system requirement is distributed to several systems or system elements using an analysis or mathematical modeling
Assignment technique. The resulting design parameters are assigned to the appropriate systems or system elements (with appropriate
(Modeled and margin). For example, in the case of a radar detection requirement that is being analyzed, these lower-level parameters for
Decomposed) output power, beam size, frequencies, etc. will be assigned to the appropriate hardware and software elements. Again, the
analysis (or model) must be documented and configuration-managed.
Derived Such system requirements are developed during the design activities as a result of the decision of the design team, not the
Requirement (from stakeholder community. These requirements may include the use of commercial-off-the-shelf (COTS) items, existing
Design) systems or system elements in inventory, common components, and similar design decisions in order to produce a "best
value" solution for the customer. As such, these derived requirements may not directly trace to a stakeholder requirement,
but they do not conflict with a stakeholder requirement or a constraint.
System Requirements 336
Performance Define quantitatively the extent, or how well, and under what conditions a function or task is to be performed (e.g. rates,
Requirements velocities). These are quantitative requirements of system performance and are verifiable individually. Note that there may
be more than one performance requirement associated with a single function, functional requirement, or task.
Usability Define the quality of system use (e.g. measurable effectiveness, efficiency, and satisfaction criteria).
Requirements
Interface Define how the system is required to interact or to exchange material, energy, or information with external systems (external
Requirements interface), or how system elements within the system, including human elements, interact with each other (internal
interface). Interface requirements include physical connections (physical interfaces) with external systems or internal system
elements supporting interactions or exchanges.
Operational Define the operational conditions or properties that are required for the system to operate or exist. This type of requirement
Requirements includes: human factors, ergonomics, availability, maintainability, reliability, and security.
Modes and/or States Define the various operational modes of the system in use and events conducting to transitions of modes.
Requirements
Adaptability Define potential extension, growth, or scalability during the life of the system.
Requirements
Physical Define constraints on weight, volume, and dimension applicable to the system elements that compose the system.
Constraints
Design Constraints Define the limits on the options that are available to a designer of a solution by imposing immovable boundaries and limits
(e.g., the system shall incorporate a legacy or provided system element, or certain data shall be maintained in an online
repository).
Environmental Define the environmental conditions to be encountered by the system in its different operational modes. This should address
Conditions the natural environment (e.g. wind, rain, temperature, fauna, salt, dust, radiation, etc.), induced and/or self-induced
environmental effects (e.g. motion, shock, noise, electromagnetism, thermal, etc.), and threats to societal environment (e.g.
legal, political, economic, social, business, etc.).
Logistical Define the logistical conditions needed by the continuous utilization of the system. These requirements include sustainment
Requirements (provision of facilities, level support, support personnel, spare parts, training, technical documentation, etc.), packaging,
handling, shipping, transportation.
Policies and Define relevant and applicable organizational policies or regulatory requirements that could affect the operation or
Regulations performance of the system (e.g. labor policies, reports to regulatory agony, health or safety criteria, etc.).
Cost and Schedule Define, for example, the cost of a single exemplar of the system, the expected delivery date of the first exemplar, etc.
Constraints
System Requirements 337
Requirements Management
Requirements management is performed to ensure alignment of the system and system element requirements with
other representations, analysis, and artifacts of the system. It includes providing an understanding of the
requirements, obtaining commitment, managing changes, maintaining bi-directional traceability among the
requirements and with the rest of the system definition, and alignment with project resources and schedule.
There are many tools available to provide a supporting infrastructure for requirements management; the best choice
is the one that matches the processes of the project or enterprise. Requirements management is also closely tied to
configuration management for baseline management and control. When the requirements have been defined,
documented, and approved, they need to be put under baseline management and control. The baseline allows the
project to analyze and understand the impact (technical, cost, and schedule) of ongoing proposed changes.
Process Approach
Modeling Techniques
Modeling techniques that can be used when requirements must be detailed or refined, or in cases in which they
address topics not considered during the stakeholder requirements definition and mission analysis, include:
• State-charts models (ISO 2011, Section 8.4)
• Scenarios modeling (ISO 2011, Section 6.2.3.1)
• Simulations, prototyping (ISO 2011, Section 6.3.3.2)
• Quality Function Deployment (INCOSE 2011, p. 83)
• Systems Modeling Language (SysML) sequence diagrams, activity diagrams, use cases, state machine diagrams,
requirements diagrams (OMG 2010)
• Functional Flow Block Diagram for operational scenarios (Oliver, Kelliher, and Keegan 1997)
System Requirements 339
Necessary The requirement defines an essential capability, characteristic, constraint, and/or quality factor. If it is not included in the set of
requirements, a deficiency in capability or characteristic will exist, which cannot be fulfilled by implementing other requirements
Appropriate The specific intent and amount of detail of the requirement is appropriate to the level of the entity to which it refers (level of
abstraction). This includes avoiding unnecessary constraints on the architecture or design to help ensure implementation
independence to the extent possible
Unambiguous The requirement is stated in such a way so that it can be interpreted in only one way.
Complete The requirement sufficiently describes the necessary capability, characteristic, constraint, or quality factor to meet the entity need
without needing other information to understand the requirement
Singular The requirement should state a single capability, characteristic, constraint, or quality factor.
Feasible The requirement can be realized within entity constraints (e.g., cost, schedule, technical, legal, regulatory) with acceptable risk
Verifiable The requirement is structured and worded such that its realization can be proven (verified) to the customer’s satisfaction at the level
the requirements exists.
Correct The requirement must be an accurate representation of the entity need from which it was transformed.
Conforming The individual requirements should conform to an approved standard template and style for writing requirements, when applicable.
Note: Traceability is considered by some sources as a characteristic (ISO 2011). However, a recent viewpoint is that
Traceability is actually an attribute of a requirement; that is, something that is appended to the requirement, not an
intrinsic characteristic of a requirement (INCOSE 2011). The traceability characteristic or attribute is defined as: The
requirement is upwards traceable to specific documented stakeholder statement(s) of need, higher tier requirement,
or another source (e.g., a trade or design study). The requirement is also downwards traceable to the specific
requirements in the lower tier requirements specifications or other system definition artifacts. That is, all parent-child
relationships for the requirement are identified in tracing such that the requirement traces to its source and
implementation.
System Requirements 340
Complete The requirement set stands alone such that it sufficiently describes the necessary capabilities, characteristics, constraints, and/or
quality factors to meet the entity needs without needing other information. In addition, the set does not contain any to be
defined (TBD), to be specified (TBS), or to be resolved (TBR) clauses.
Consistent The set of requirements contains individual requirements that are unique, do not conflict with or overlap with other
requirements in the set, and the units and measurement systems they use are homogeneous. The language used within the set of
requirements is consistent, i.e., the same word is used throughout the set to mean the same thing.
Feasible The requirement set can be realized within entity constraints (e.g., cost, schedule, technical, legal, regulatory) with acceptable
risk. (Note: Feasible includes the concept of "affordable".)
Comprehensible The set of requirements must be written such that it is clear as to what is expected by the entity and its relation to the system of
which it is a part.
Able to be It must be able to be proven the requirement set will lead to the achievement of the entity needs within the constraints (such as
validated cost, schedule, technical, legal and regulatory compliance).
Requirements in Tables
Requirements may be provided in a table, especially when specifying a set of parameters for the system or a system
element. It is good practice to make standard table templates available. For tables, the following conventions apply:
• Invoke each requirements table in the requirements set that clearly points to the table.
• Identify each table with a unique title and table number.
• Include the word “requirements” in the table title.
• Identify the purpose of the table in the text immediately preceding it and include an explanation of how to read
and use the table, including context and units.
• For independent-dependent variable situations, organize the table in a way that best accommodates the use of the
information.
• Each cell should contain, at most, a single requirement.
Requirements in Drawings
Drawings also provide a graphical means to define requirements. The type of requirement defined in a drawing
depends on the type of drawing. The following conventions apply:
• Drawings are used when they can aid in the description of the following:
• Spatial Requirements
• Interface Requirements
• Layout Requirements
• Invoke drawings in the requirements set that clearly point to the drawing.
System Requirements 341
Artifacts
This process may create several artifacts, such as:
• System Requirements Document
• System Requirements Justification Document (for traceability purpose)
• System Requirements Database, including traceability, analysis, rationale, decisions, and attributes, where
appropriate.
• System External Interface Requirements Document (this document describes the interfaces of the system with
external elements of its context of use; the interface requirements can be integrated or not to the system
requirements document.
The content, format, layout and ownership of these artifacts will vary depending on who is creating them as well as
in which domain they will be utilized. Between them and the outputs of the process, activities should cover the
information identified in the first part of this article.
Insufficient Analysis of If the receivers of the stakeholder requirements do not perform a sufficient critical analysis of them, the
Stakeholder Requirements consequence could be difficulties translating them into system requirements and the obligation to come back to the
stakeholders, losing time.
Insufficient Analysis of The operational modes and operational scenarios are not sufficiently analyzed or defined by the person in charge of
Operational Modes and writing the system requirements. Those elements allow the structuring of the system and its use early in the
Scenarios engineering process and help the designer to remember functions and interfaces.
Incomplete Set of System If the system requirements are not sufficiently precise and complete, there is a great risk that the design will not
Requirements have the expected level of quality and that the verification and validation of the system will be delayed.
Lack of Verification Method Delaying the capture of verification methods and events for each system requirement; identification of the
verification approach for each requirement often provides additional insight as to the correctness and necessity of
the requirement itself.
Missing traceability Incorrect or missing traceability of each requirement, both to an upper-level "parent" requirement as well as
allocation to an inappropriate system or system element.
The proven practices in Table 6 have repeatedly been shown to reduce project risk and cost, foster customer
satisfaction, and produce successful system development.
System Requirements 342
Involve Involve the stakeholders as early as possible in the system requirements development process.
Stakeholders
Always Complete Check that stakeholder requirements are complete as much as possible before starting the definition of the system
before Starting requirements.
Peer Reviews Organize peer reviews of system requirements with applicable subject matter experts.
Requirements Consider using a requirements management tool, especially for more complex projects. This tool should have the capability
Management Tool to trace linkages between system requirements to display relationships. A requirements management tool is intended to
facilitate and support the systematic managing of system requirements throughout the project life cycle.
Measures for Use typical measures for requirement engineering; for further information, refer to the Systems Engineering Leading
Requirement Indicators Guide (Roedler et al. 2010). Both process and product measures should be used for requirements engineering. To
Engineering get the desired insight to facilitate risk-managed requirements engineering, it may be necessary to use more than one
measure based on the information needs (risks, objectives, issues) for the requirements. Useful measures include:
• Requirements Volatility
• Requirements Trends
• Requirements Verification Progress (plan vs. actual)
• Requirements Validation Progress (plan vs. actual)
• TBD and TBR Closure Per Plan
• Peer Review Defects
References
Works Cited
Hauser, J. and D. Clausing. 1988. "The House of Quality." Harvard Business Review. (May - June 1988).
Hooks, I.F. and K.A. Farry. 2000. Customer-centered products: Creating successful products through smart
requirements management. New York, NY, USA: American Management Association.
Hull, M.E.C., K. Jackson, A.J.J. Dick. 2010. Systems Engineering, 3rd ed. London, UK: Springer.
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.
ISO/IEC. 2007. Systems and Software Engineering -- Recommended Practice for Architectural Description of
Software-Intensive Systems. Geneva, Switzerland: International Organization for Standards (ISO)/International
Electrotechnical Commission (IEC), ISO/IEC 42010:2007.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Martin, J.N. 1997. Systems Engineering Guidebook: A Process for Developing Systems and Products, 1st ed. Boca
Raton, FL, USA: CRC Press.
System Requirements 343
Oliver, D., T. Kelliher, and J. Keegan. 1997. Engineering complex systems with models and objects. New York, NY,
USA: McGraw-Hill.
OMG. 2010. OMG Systems Modeling Language specification, version 1.2. Needham, MA: Object Management
Group. July 2010.
Primary References
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Requirements Engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/ Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC/IEEE 15288:2015.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Lamsweerde, A. van. 2009. Requirements Engineering: From System Goals to UML Models to Software
Specifications. New York, NY, USA: Wiley.
Additional References
Faisandier, A. 2012. Systems Opportunities and Requirements. Belberaud, France: Sinergy'Com.
Hooks, I.F. and K.A. Farry. 2000. Customer-Centered Products: Creating Successful Products through Smart
Requirements Management. New York, NY, USA: American Management Association.
Hull, M.E.C., K. Jackson, A.J.J. Dick. 2010. Systems Engineering, 3rd ed. London, UK: Springer.
Roedler, G., D. Rhodes, C. Jones, and H. Schimmoller. 2010. Systems Engineering Leading Indicators Guide,
version 2.0. San Diego, CA, USA: International Council on Systems Engineering (INCOSE),
INCOSE-TP-2005-001-03.
SEI. 2007. "Requirements Management Process Area" and "Requirements Development Process Area." in
Capability Maturity Model Integrated (CMMI) for Development, version 1.2. Pittsburgh, PA, USA: Software
Engineering Institute (SEI)/Carnegie Mellon University (CMU).
System Architecture
Lead Authors: Alan Faisandier, Garry Roedler Contributing Author: Rick Adcock
The purpose of system architecture activities is to define a comprehensive solution based on principles, concepts,
and properties logically related and consistent with each other. The solution architecture has features, properties, and
characteristics satisfying, as far as possible, the problem or opportunity expressed by a set of system requirements
(traceable to mission/business and stakeholder requirements) and life cycle concepts (e.g., operational, support) and
are implementable through technologies (e.g., mechanics, electronics, hydraulics, software, services, procedures,
human activity).
System Architecture is abstract, conceptualization-oriented, global, and focused to achieve the mission and life cycle
concepts of the system. It also focuses on high‐level structure in systems and system elements. It addresses the
architectural principles, concepts, properties, and characteristics of the system-of-interest. It may also be applied to
more than one system, in some cases forming the common structure, pattern, and set of requirements for classes or
families of similar or related systems.
Notion of Structure
The SEBoK considers systems engineering to cover all aspects of the creation of a system, including system
architecture.
The majority of interpretations of system architecture are based on the fairly intangible notion of structure (i.e.
relationships between elements). Some authors limit the types of structure considered to be architectural; for
example, restricting themselves to functional and physical structure. Recent practice has extended consideration to
include behavioral, temporal and other dimensions of structure.
ISO/IEC/IEEE 42010 Systems and software engineering - Architecture description (ISO 2011) provides a useful
description of the architecture considering the stakeholder concerns, architecture viewpoints, architecture views,
architecture models, architecture descriptions, and architecting throughout the life cycle.
A discussion of the features of systems architectures can be found in (Maier and Rechtin 2009).
An attempt to develop and apply a systematic approach to characterizing architecture belief systems in systems
engineering has been described by the INCOSE UK Architecture Working Group (Wilkinson et al.2010, Wilkinson
2010).
Notion of Interface
The notion of interface is one of the most important to consider when defining the architecture of a system. The
fundamental aspect of an interface is functional and is defined as inputs and outputs of functions. As functions are
performed by physical elements (system elements), inputs/outputs of functions are also carried by physical elements;
these are called physical interfaces. Consequentially, both functional and physical aspects are considered in the
notion of interface. A detailed analysis of an interface shows the function “send” located in one system element, the
function “receive” located in the other one, and the function “carry" as being performed by the physical interface that
supports the input/output flow (see Figure 2).
System Architecture 347
In the context of complex exchanges between system elements, particularly in software-intensive systems, a protocol
is seen as a physical interface that carries exchanges of data. However, the input/output flows can include many
other exchanges than data, such as energy.
Emergent Properties
The overarching architecture of a system may have design properties or operational effects that emerge from the
arrangement and interaction between system elements, but which may not be properties of any individual element or
intended for the system as a whole.
The elements of an engineered system interact among themselves and can create desirable or undesirable
phenomena, such as inhibition, interference, resonance, or the reinforcement of any property. The definition of the
system includes an analysis of interactions between system elements in order to prevent undesirable properties and
reinforce desirable ones.
A property which emerges from a system can have various origins, from a single system element to the interactions
among several elements (Thome, B. 1993). The term emergent properties is used by some authors to identify any
property which emerges from a system, while other may refer to this as synergy and reserve emergent property for
explaining unexpected properties or properties not considered fully during system development, but have emerged
during operation. The system concept of emergence is discussed in SEBoK Part 2 (see Emergence).
Local Property The property is located in a single system element – e.g. the capacity of a container is the capacity of the
system.
Accumulative System Property The property is located in several system elements and is obtained through the simple summation of elemental
properties – e.g. the weight of the system results from the sum of the weights of its system elements.
Emergent Property Modified by The property exists in several system elements and is modified by their interactions – e.g. the reliability/safety
Architecture and/or of a system results from the reliability/safety of each system element and the way they are organized.
Interactions. Architectural steps are often critical to meeting system requirements.
Emergent Property Created by The property does not exist in system elements and results only from their interactions – e.g. electromechanical
Interactions interfaces, electromagnetism, static electricity, etc.
Controlled Emergent Property Property controlled or inhibited before going outside the system – e.g.: unbalance removed by the addition of a
load; vibration deadened by a damper.
Physical architecture design will include the identification of likely synergies and emergent properties and the
inclusion of derived functions, components, arrangements, and/or environmental constraints in the logical or
physical architectures models to avoid, mitigate or restrain them within acceptable limits. Corresponding derived
requirements should be added to the system requirements baseline when they impact the system-of-interest(SoI).
This may be achieved through the knowledge and experience of the systems engineer or through the application
of system patterns. However, it is generally not possible to predict, avoid, or control all emergent properties during
System Architecture 348
the architecture development. Fully dealing with the consequences of emergence can only be done via iteration
between system definition, system realization and system deployment and use (Hitchins, 2008)
The notion of emergence is applied during architecture and design to highlight necessary derived functions;
additionally, internal emergence is often linked to the notion of complexity. This is the case with complex adaptive
systems (CAS), in which the individual elements act independently, but behave jointly according to common
constraints and goals (Flood and Carson 1993). Examples of CAS include: the global macroeconomic network
within a country or group of countries, stock market, complex web of cross border holding companies,
manufacturing businesses, geopolitical organizations, etc. (Holland, J. 1999 and 2006).
Case 1:The requirements of the system element are • The system architecture to be defined will have to adapt to the boundaries,
up-to-date and it will be re-used with no modification interfaces, functions, effectiveness, and behavior of the re-used system element.
required. • If the system element is not adapted, it is probable that costs, complexity, and risks
will increase.
Case 2:The requirements of the system element are • The system architecture to be defined is flexible enough to accommodate the
up-to-date and it will be re-used with possible boundaries, interfaces, functions, effectiveness, and behavior of the re-used system
modifications. element.
• The design of the reused system element, including its test reports and other
documentation, will be evaluated and potentially redesigned.
Case 3:The requirements are not up-to-date or do not • It is necessary to reverse engineer the system element to identify its boundaries,
exist. interfaces, functions, performances, and behavior.
• This is a difficult activity, since the extant documentation for the re-used system
element is likely unavailable or insufficient.
• Reverse engineering is expensive in terms of both time and money, and brings with
it increased risk.
There is a common idea that reuse is free; however, if not approached correctly, reuse may introduce risks that can
be significant for the project (costs, deadlines, complexity).
Process Approach
Purpose
The purpose of the System Architecture process is to generate system architecture alternatives, to select one or more
alternative(s) that frame stakeholder concerns and meet system requirements, and to express this in a set of
consistent views. (ISO 2015).
It should be noted that the architecture activities below overlap with both system definition and concept definition
activities. In particular that key aspects of the operational and business context, and hence certain stakeholder needs,
strongly influence the approach taken to architecture development and description. Also, the architecture activities
will drive the selection of, and fit within, whatever approach to solution synthesis has been selected.
System Architecture 349
• Check models and views consistency and resolve any identified issues. ISO/IEC/IEEE 42010, 2011 maybe used
for this.
• Verify and validate the models by execution or simulation, if modeling techniques and tools permit. Where
possible, use design tools to check feasibility and validity; and/or implement partial mock‐ups, or use executable
architecture prototypes or simulators.
Practical Considerations
Pitfalls
Some of the key pitfalls encountered in planning and performing system architecture are provided in Table 3.
Pitfall Description
Problem If the architecture is developed without input from the stakeholders' concerns, or cannot be understood and related back to their
Relevance issues it might lose the investments of the stakeholder community.
Reuse of In some projects, for industrial purposes, existing products or services are imposed very early as architecture/design constraints in
System the stakeholder requirements or in the system requirements, without paying sufficient attention to the new context of use of the
Elements system in which they are also included. It is better to work in the right direction from the beginning. Define the system first, taking
note of other requirements, and then see if any suitable non-developmental items (NDI) are available. Do not impose a system
element from the beginning, which would reduce the trade-space. The right reuse process consists of defining reusable system
elements in every context of use.
Proven Practices
Some proven practices gathered from the references are provided in Table 4.
Practice Description
Emerging Control the emergent properties of the interactions between the systems or the system elements; obtain the required synergistic
properties properties and control or avoid the undesirable behaviors (vibration, noise, instability, resonance, etc.).
References
Works Cited
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
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.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Maier, M., and E. Rechtin. 2009. The Art of Systems Architecting. 3rd ed. Boca Raton, FL, USA: CRC Press.
Wilkinson, M., A. James, M. Emes, P. King, P. Bryant. 2010. “Belief Systems in Systems Architecting: Method and
Preliminary Applications." Presented at the IEEE SMC Society’s 5th International Conference on System of Systems
Engineering (SoSE). 22nd-24th June 2010. Loughborough University, UK.
Flood, R.L., and E.R. Carson. 1993. Dealing with complexity: An Introduction to the Theory and Application of
Systems Science, 2nd ed. New York, NY, USA: Plenum Press
Holland, J.H. 1999. Emergence: from chaos to order. Reading, Mass: Perseus Books.
Hitchins, D. 2008. "Emergence, Hierarchy, Complexity, Architecture: How do they all fit together? A guide for
seekers after enlightenment." Self-published white paper. Accessed 4 September 2012. Available at: http:/ / www.
hitchins.net/EmergenceEtc.pdf.
Holland, J.H. 2006. "Studying Complex Adaptive Systems." Journal of Systems Science and Complexity. 19(1):
1-8. http://hdl.handle.net/2027.42/41486
System Architecture 352
Thome, B. 1993. Systems Engineering, Principles & Practice of Computer-Based Systems Engineering. New York,
NY, USA: Wiley.
Primary References
ANSI/IEEE. 2000. Recommended Practice for Architectural Description for Software-Intensive Systems. New York,
NY, USA: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
INCOSE. 2015. 'Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC) / Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Faisandier, A. 2012. Systems Architecture and Design.Belberaud, France: Sinergy'Com.
Blanchard, B.S., and W.J. Fabrycky. 2005. Systems Engineering and Analysis.4th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
ISO/IEC. 2007. Systems Engineering – Application and Management of The Systems Engineering Process. Geneva,
Switzerland: International Organization for Standards (ISO)/International Electrotechnical Commission
(IEC), ISO/IEC 26702:2007.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Architecture Description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and products,1st ed. Boca
Raton, FL, USA: CRC Press.
NASA. 2007. Systems Engineering Handbook.Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
Checkland, P. B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons Ltd.
OMG. 2010. OMG Systems Modeling Language specification, version 1.2, July 2010. http:/ / www. omg. org/
technology/documents/spec_catalog.htm.
Sillitto H, "Architecting Systems - Concepts, Principles and Practice", College Publications 2014
Wilkinson, M.K. 2010. “Z8: Systems Architecture”, in Z-guide series. INCOSE UK, available from INCOSE UK
at: http://www.incoseonline.org.uk/Program_Files/Publications/zGuides.aspx?CatID=Publications.
Logical Architecture Model Development may be used as a task of the activity "Develop candidate architectures
models and views", or a sub-process of the System Architecture Definition process (see System Architecture). Its
purpose is to elaborate models and views of the functionality and behavior of the future engineered system as it
should operate, while in service. The logical architecture model of a engineered system of interest (SoI) is composed
of a set of related technical concepts and principles that support the logical operation of the system. It may include a
functional architecture view, a behavioral architecture view, and a temporal architecture view. Other additional
views are suggested in architecture frameworks, depending on the domain.
Note: The term Logical Architecture is a contraction of the expression Logical View of the System Architecture.
Figure 1. Decomposition of Functions (Faisandier 2012). Permission granted by Sinergy'Com. All other rights are reserved by the copyright owner.
Operational Mode - A scenario of functions can be viewed by abstracting the transformation of inputs into outputs
of each function and focusing on the active or non-active state of the function and its controls. This view is called a
scenario of modes, which is a chain of modes performed as a sequence of transitions between the various modes of
the system. The transition from one mode to another is triggered by the arrival of a control flow (event/trigger). An
action (function) can be generated within a transition between two modes following the arrival of an event or a
trigger, as demonstrated in Figure 4 below.
Logical Architecture Model Development 356
Behavioral Patterns - When defining scenarios or behavioral architecture models, architects may opt to recognize
and use known models to represent the expected transformations and behaviors. Patterns are generic basic models
that may be more or less sophisticated depending on the complexity of the treatment. (Gamma, Helm, Johnson, and
Vlissides 1995) A pattern can be represented with different notations. Behavioral patterns are classified into several
categories, which can be seen in the following examples (see also SEBoK Part 2: Patterns of Systems Thinking):
• Basic patterns or constructs linking functions - such as sequence, iteration, selection, concurrence, multiple exits,
loops with an exit, and replication.
• Complex patterns - such as monitoring a treatment, exchanging a message, man machine interfaces, modes
monitoring, real-time monitoring of processes, queue management, and continuous monitoring with supervision.
• Failure detection, identification, and recovery (FDIR) patterns - such as passive redundancies, active
redundancies, semi-active redundancies, and treatments with reduced performance.
Figure 5. Temporal and Decision Hierarchy Levels (Faisandier 2012). Permission granted by Sinergy'Com. All other
rights are reserved by the copyright owner.
Process Approach
Purpose
The purpose of the Logical Architecture Model Development is to define, select, and synthesize a system’s logical
architecture model to provide a framework against which to verify that a future system will satisfy its system
requirements in all operational scenarios, within which trade-offs between system requirements can be explored in
developing such systems.
Generic inputs to the process include system requirements, generic architecture patterns that architects identify and
use to answer requirements, outcomes from system analysis processes, and feedback from system verification and
validation processes. Depending on the Life Cycle Model that is chosen, there will be iterations through which these
inputs and outputs, and the relationships between them evolve and change throughout the process (see also Applying
Life Cycle Processes).
Generic outputs from the process are either a single logical architecture model or a set of candidate logical
architecture models together with the selected independent logical architecture model and a rationale for its
selection. They include, at minimum, views and models. These involve functional, behavioral and temporal views; a
traceability matrix between logical architecture model elements and system requirements.
Logical Architecture Model Development 358
• Model the allocated logical architecture to systems and system elements, if such a representation is possible,
and add any functional, behavioral, and temporal elements as needed to synchronize functions and treatments.
• Define or consolidate derived logical and physical elements induced by the selected logical and physical
architecture models. Define the corresponding derived requirements and allocate them to appropriate logical
and physical architectures elements. Incorporate these derived requirements into the requirements baselines of
impacted systems.
Practical Considerations
As stated above, the purpose of the logical architecture model is to provide a description of what a system must be
able to do to satisfy the stated need. This should help to ensure that the needs and/or concerns of all stakeholders are
addressed by any solution, and that innovative solutions, as well as those based on current solution technologies, can
be considered. In practice it is human nature for problem stakeholders to push their own agendas and for solution
architects or designers to offer their familiar solutions. If a logical architecture model is not properly enforced with
the chosen life cycle, it is easy for both problem and solution stakeholders to ignore it and revert to their own biases
(see Part 5 Enabling Systems Engineering). This is exacerbated if the logical architecture model becomes an end in
its own right or disconnected from the main lifecycle activities. This can occur either through the use of abstract
language or notations, levels of detail, time taken, or an overly complex final architecture that does not match the
purpose for which it was created. If the language, scope, and timeliness of the architecture are not matched to the
problem stakeholder or solution providers, it is easier for them to overlook it. Key pitfalls and good practices which
can help to avoid problems related to logical architecture model are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in developing logical architecture are provided in Table 1.
Logical Architecture Model Development 360
Problem Relevance The logical architecture model should relate back to the operational scenarios produced by mission analysis.
Inputs for Architecture The major input for architecture definition activity involves the set of system requirements and the instances in
Model which they do not address the right level of architecture. The consequence is that the architect allows the
requirements to fall to the side and invents a solution with what he or she understands through the input.
Decomposition Too Deep A common mistake made by many beginners in architecture consists of decomposing the functions too deeply or
having too many functions and input/output flows in scenarios or in the functional architecture model of the current
system block.
Not Considering Inputs A common mistake is to consider only the actions supported by functions and decomposing them, while forgetting
and Outputs Together with the inputs and the outputs or considering them too late. Inputs and outputs are integral parts of a function.
Functions
Considering Static Static function decomposition is the smallest functional architecture model task and answers the basic question,
Decomposition of Functions "How is this done?" The purpose of the static decomposition is to facilitate the management or navigation through
Only the list of functions. The static decomposition should be established only when scenarios have been created and the
logical architecture is close to complete.
Mixing Governance, Governance (strategic monitoring), management (tactical monitoring), and basic operations are often mixed in
Management, and complex systems. Logical architecture model should deal with behavioral architecture model as well as with
Operation temporal architecture model.
Proven Practices
Some proven practices gathered from the references are provided in Table 2.
Constitute Scenarios Before constituting a decomposition tree of functions, one must model the behavior of the system, establish scenarios of
of Functions functions, and decompose functions as scenarios of sub-functions.
Analysis and When facing a system that contains a large number of functions, one should attempt to synthesize functions into higher
Synthesis Cycles abstraction levels of functions with the assistance of criteria. Do not perform analysis only; instead, conduct small cycles of
analysis (decomposition) and synthesis. The technique of using scenarios includes this design practice.
Alternate Functional A function (action verb; e.g. "to move") and its state of execution/operational mode (e.g. "moving") are two similar and
and Behavioral complimentary views. Utilize this to consider a behavioral view of the system that allows for the transition from one
Views operational mode to another.
The Order to Create When creating a scenario of functions, it is more efficient to first establish the (control) flow of functions, then to add input
a Scenario Of and output flows, and finally to add triggers or signals for synchronization.
Functions
Logical Architecture Model Development 361
References
Works Cited
Gamma, E., R. Helm, R. Johnson, and J. Vlissides. 1995. Design Patterns: Elements of Reusable Object-Oriented
Software. Boston, MA, USA: Addison-Wesley.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
ISO/IEC. 2007.Systems Engineering – Application and Management of the Systems Engineering Process.Geneva,
Switzerland: International Organization for Standards (ISO)/International Electronical Commission (IEC), ISO/IEC
26702:2007.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Oliver, D., T. Kelliher, and J. Keegan. 1997. Engineering complex systems with models and objects. New York, NY,
USA: McGraw-Hill.
OMG. 2010. OMG Systems Modeling Language specification, version 1.2, July 2010. http:/ / www. omg. org/
technology/documents/spec_catalog.htm.
Primary References
ANSI/IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York,
NY: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
INCOSE. 2015. Systems Engineering Handbook - A Guide for System Life Cycle Processes and Activities'', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
ISO/IEC. 2007. Systems Engineering – Application and Management of the Systems Engineering Process. Geneva,
Switzerland: International Organization for Standards (ISO)/International Electronical Commission (IEC), ISO/IEC
26702:2007.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Architecture Description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Maier, M. and E. Rechtin. 2009. The Art of Systems Architecting, 3rd ed. Boca Raton, FL, USA: CRC Press.
Additional References
Alexander, C., S. Ishikawa, M. Silverstein, M. Jacobson, I. Fiksdahl-King, and S. Angel. 1977. A Pattern Language:
Towns, Buildings, Construction. New York, NY, USA: Oxford University Press.
Buede, D.M. 2009. The engineering design of systems: Models and methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
Oliver, D., T. Kelliher, and J. Keegan. 1997. Engineering Complex Systems with Models and Objects. New York,
NY, USA: McGraw-Hill.
The Open Group. 2011. TOGAF, version 9.1. Hogeweg, The Netherlands: Van Haren Publishing. Accessed August
29, 2012. Available at: https:/ / www2. opengroup. org/ ogsys/ jsp/ publications/ PublicationDetails.
jsp?catalogno=g116.
Logical Architecture Model Development 362
Zachman, J. 2008. "John Zachman's Concise Definition of The Zachman Framework™." Zachman International
Enterprise Architecture. Accessed August 29, 2012. Available at: http:/ / www. zachman. com/
about-the-zachman-framework.
Physical Architecture Model Development may be used as a task of the activity "Develop candidate architectures
models and views", or a sub-process of the System Architecture Definition process (see System Architecture
article).Its purpose is to elaborate models and views of a physical, concrete solution that accommodates the logical
architecture model and satisfies and trades-off system requirements. Once a logical architecture model is defined (see
Logical Architecture Model Development), concrete physical elements have to be identified that can support
functional, behavioral, and temporal features as well as the expected properties of the system deduced from
non-functional system requirements (e.g. constraint of replacement of obsolescence, and/or continued product
support).
A physical architecture model is an arrangement of physical elements, (system elements and physical interfaces) that
provides the solution for a product, service, or enterprise. It is intended to satisfy logical architecture elements and
system requirements ISO/IEC/IEEE 26702 (ISO 2007). It is implementable through technological system elements.
System requirements are allocated to both the logical and physical architectures. The resulting system architecture is
assessed with system analysis and when completed becomes the basis for system realization.
In some cases, particularly when multiple systems are to be defined to a common physical architecture model, one of
the drivers for the physical architecture model may be interface standards; these physical interfaces may well be one
of the most important concerns for these systems. It is quite possible that such interface standards are mandated at a
high level in the system requirements. On the other hand, it is equally possible for standards to be derived during
physical architecture model development and these can be critical enablers for desirable engineering outcomes, such
as: families of systems, technology insertion, interoperability and “open systems”. For example, today’s video, hi-fi,
and computer systems have all benefited from adoption of interface standards. Other examples exist in most fields of
engineering from nuts and bolts, plumbing, electrical installations, rail gauges, TCP/IP, IT systems and software to
modular defense and space systems.
Note: The term Physical Architecture is a contraction of the expression Physical View of the System Architecture.
System • Hardware Parts (mechanics, electronics, • Processes, Data Bases, • Corporate, Direction, Division, Department,
Element electrical, plastic, chemical, etc.) Procedures, etc. Project, Technical Team, Leader, etc.
• Operator Roles • Operator Roles • IT Components
• Software Pieces • Software Applications
Physical * Hardware Parts, Protocols, Procedures, etc. * Protocols, Documents, etc. * Protocols, Procedures, Documents, etc.
Interface
A complex system composed of thousands of physical and/or intangible parts may be structured in several layers of
systems and system elements. The number of elements in a level of the structure of one system is limited to only a
few, in order to facilitate managing the system definition; a common guideline is five plus or minus two elements
(see illustration in Figure 1).
Figure 1. Layers of Systems and System Elements (Faisandier 2012). Permission granted by Sinergy'Com. All other rights are reserved
by the copyright owner.
A physical architecture model is built from systems, system elements, and all necessary physical interfaces between
these elements, as well as from external elements (neighboring or enabling systems and/or system elements in the
considered layer and concerned elements in the context of the global system-of-interest) - see illustration in Figure 2.
Physical Architecture Model Development 364
Figure 2. Physical Architecture Model Representation (Faisandier 2012). Permission granted by Sinergy'Com. All other rights are reserved by the
copyright owner.
Design Property
A design property is a property that is obtained during system architecture and created through the assignment of
non-functional requirements, estimates, analyses, calculations, simulations of a specific aspect, or through the
definition of an existing element associated with a system element, a physical interface, and/or a physical
architecture. If the defined element complies with a requirement, the design property will relate to (or may equal) the
requirement. Otherwise, one has to identify any discrepancy that could modify the requirement or design property,
and detect any deviations.
Stakeholders have concerns that correspond to the expected behavior of a system within operational, environmental,
and/or physical constraints as well as to more general life cycle constraints. Stakeholder requirements and system
requirements express these concerns as expected capabilities from the system (e.g., usability, interoperability,
security, expandability, environment suitability, etc.). Architects and/or designers identify these capabilities from
requirements and deduce corresponding quantitative or qualitative design properties to properly equip their physical
architecture model (e.g., reliability, availability, maintainability, modularity, robustness, operability, climatic
environment resistance, dimensions limits, etc.). For further discussion on how some of these properties may be
included in architecture and design, please see the article Systems Engineering and Specialty Engineering in the
Related Disciplines knowledge area (KA).
with close frequency level, dependability conditions, environment resistance level, and other enterprise constraints.
A concurrent engineering approach is necessary when several different sets of technologies, knowledge, and skills
are necessary to establish a candidate physical architecture model. This is particularly true during the partition and
allocation of functions to various system elements, in which the systems engineer must account for compatibility
issues and emergent properties. (see SEBoK Part 2: Synthesizing Possible Solutions for a discussion of possible
approaches)
Process Approach
Purpose
The purpose of the Physical Architecture Model Development is to define, select, and synthesize a system physical
architecture model which can support the logical architecture model. A physical architecture model will have
specific properties to address stakeholder concerns or environmental issues and to satisfy system requirements.
Because of the evolution of the context of use or technological possibilities, the physical architecture which is
composed of system elements is supposed to evolve along the life cycle of the system in order for it to continue to
perform its mission within the limits of its required effectiveness. Depending on whether or not evolution impacts
logical architecture model elements, allocations to system elements may change. A physical architecture model is
equipped with specific design properties (glossary) to continuously challenge the evolution.
Generic inputs include the selected logical architecture model, system requirements, generic patterns and properties
that architects identify and utilize to answer requirements, outcomes from system analysis, and feedback from
system verification and system validation.
Generic outputs are the selected physical architecture model, allocation matrix of functional elements to physical
elements, traceability matrix with system requirements, stakeholder requirements of each system and system element
composing the physical architecture model, and rejected solutions.
Physical Architecture Model Development 367
Practical Considerations
Key pitfalls and good practices related to physical architecture development are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in performing physical architecture model development are provided in Table
3.
Too Many Levels in The current system block includes too many levels of decomposition. The right practice is that the physical architecture
a Single System model of a system block is composed of one single level of systems and/or system elements.
Block
No Logical The developers perform a direct passage from system requirements to physical architecture model without establishing a
Architecture Model logical architecture model; this is a common wrong practice that mainly takes place when dealing with repeating systems and
products because the functions are already known. The issue is that a function is always associated with input-output flows
defined in a specific domain set. If the domain set changes, the performance of the function can become invalid.
Direct Allocation At a high level of abstraction of multidisciplinary systems, directly allocating the functions onto technologies of the lowest
on Technologies level of abstraction, such as hardware or software, does not reflect a system comprehension. The right practice is to consider
criteria to decompose the architecture into the appropriate number of levels, alternating logical and physical before reaching
the technology level ( the last level of the system).
Proven Practices
Some proven practices gathered from the references are provided in Table 4.
Physical Architecture Model Development 369
Modularity Restrict the number of interactions between the system elements and consider the modularity principle (maximum of consistency
inside the system element, minimum of physical interfaces with outside) as the right way for architecting systems.
Focus on Focusing on interfaces rather than on system elements is another key element of a successful architecture and design for abstract
Interfaces levels of systems.
References
Works Cited
ISO/IEC. 2007. Systems Engineering – Application and Management of The Systems Engineering Process. Geneva,
Switzerland: International Organization for Standards (ISO)/International Electrotechnical Commission (IEC),
ISO/IEC 26702:2007.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
OMG. 2010. OMG Systems Modeling Language specification, version 1.2, July 2010. http:/ / www. omg. org/
technology/documents/spec_catalog.htm.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Primary References
ANSI/IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York,
NY: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
INCOSE. 2015. Systems Engineering Handbook - A Guide for System Life Cycle Processes and Activities'', version
4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Architecture Description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Additional References
Maier, M., and E. Rechtin. 2009. The Art of Systems Architecting, 3rd ed. Boca Raton, FL, USA: CRC Press.
Holland, J.H. 2006. "Studying Complex Adaptive Systems." Journal of Systems Science and Complexity.19(1):
1-8. http://hdl.handle.net/2027.42/41486
Thome, B. 1993. Systems Engineering, Principles & Practice of Computer-Based Systems Engineering. New York,
NY, USA: Wiley.
The Open Group. 2011. TOGAF, version 9.1. Hogeweg, The Netherlands: Van Haren Publishing. Accessed August
29, 2012. Available at: https:/ / www2. opengroup. org/ ogsys/ jsp/ publications/ PublicationDetails.
jsp?catalogno=g116.
Physical Architecture Model Development 370
Zachman, J. 2008. "John Zachman's Concise Definition of The Zachman Framework™." Zachman International
Enterprise Architecture. Accessed August 29, 2012. Available at: http:/ / www. zachman. com/
about-the-zachman-framework.
System Design
Lead Authors: Alan Faisandier, Rick Adcock
The purpose of the System Design is to supplement the system architecture providing information and data useful
and necessary for implementation of the system elements. Design definition is the process of developing, expressing,
documenting, and communicating the realization of the architecture of the system through a complete set of design
characteristics described in a form suitable for implementation.
Design Notion
In industrial practices, the term design is often used to mean both architecture and design. In the recent past,
professionals used the term design when they dealt with simpler technological products - ones that do not include
several different and interconnected technological components such as hardware, software, operators, services, etc.
In the development of new multi-technology products and services, professionals have recognized the usefulness of
the notion of system in dealing with complexity (interconnections level, multi-techno, emergence, etc.).
It was due to complexity that structuring the elements that comprise a system became necessary. This structure
explains the functional, behavioral, temporal, physical, and other aspects of a system as described in System
Architecture. Practitioners found the term structure inadequate to describe all of these aspects of a system. The
terms architecture and architectural design have been used for approximately 30 years, especially in software
intensive systems and other domains, such as the space industry. The set of different types and interrelated structures
can be understood as the architecture of the system.
The trend today is to consider system architecture and system design as different and separate sets of activities, but
concurrent and strongly intertwined.
System design includes activities to conceive a set of system elements that answers a specific, intended purpose,
using principles and concepts; it includes assessments and decisions to select system elements that compose the
system, fit the architecture of the system, and comply with traded-off system requirements. It is the complete set of
detailed models, properties, and/or characteristics described into a form suitable for implementation.
The design definition provides the description of the design characteristics and design enablers necessary for
implementation. Design characteristics include dimensions, shapes, materials, and data processing structures. Design
enablers include formal expressions or equations, drawings, diagrams, tables of metrics with their values and
margins, patterns, algorithms, and heuristics.
• Examples of generic design characteristics in mechanics of solids: shape, geometrical pattern, dimension, volume,
surface, curves, resistance to forces, distribution of forces, weight, velocity of motion, temporal persistence
• Examples of generic design characteristics in software: distribution of processing, data structures, data
persistence, procedural abstraction, data abstraction, control abstraction, encapsulation, creational patterns (e.g.,
builder, factory, prototype, singleton), and structural patterns (e.g., adapter, bridge, composite, decorator, proxy)
Design Descriptor
A design descriptor is the set of generic design characteristics and of their possible values. If similar, but not exact
system elements exist, it is possible to analyze these in order to identify their basic characteristics. Variations of the
possible values of each characteristic determine potential candidate system elements.
Holistic Design
Holistic design is an approach that considers the system being designed as an interconnected whole, which is also
part of something larger. Holistic concepts can be applied to the system as a whole along with the system in its
context (e.g., the enterprise or mission in which the system participates), as well as the design of mechanical devices,
the layout of spaces, and so forth. This approach often incorporates concerns about the environment, considering
how the design will impact the environment and attempting to reduce environmental impact. Holistic design is about
more than merely trying to meet the system requirements.
System Design 372
Process Approach
Purpose
The purpose of the System Design process is to provide sufficient detailed data and information about the system
and its system elements to enable the implementation consistent with architectural entities as defined in models and
views of the system architecture. ISO/IEC/IEEE 15288 (ISO 2015)
Generic inputs include architecture description of the parent system, system element requirements.
Generic outputs are the description of the design characteristics and design enablers necessary for implementation.
2. Establish design characteristics and design enablers related to each system element
• Perform or consolidate or detail system requirements allocation to system elements for all requirements and
system elements not fully addressed in the System Architecture process (normally, every system requirement
would have been transformed into architectural entities and architectural characteristics within the System
Architecture process, which are then allocated to system elements through direct assignment or some
partitioning).
• Define the design characteristics relating to the architectural characteristics and check that they are
implementable. Use design enablers, such as models (physical and analytical), design heuristics, etc. If the design
characteristics are not feasible, then assess other design alternatives or implementation option, or perform trades
of other system elements definition.
• Define the interfaces that were not defined by the System Architecture process or that need to be refined as the
design details evolve. This includes both internal interfaces between the system elements and the external
interfaces with other systems.
• Record the design characteristics of each system element within the applicable artifacts (they depend on the
design methods and techniques used).
• Provide rationale about selection of major implementation options and enablers.
System Design 373
Practical Considerations
Key pitfalls and proven practices related to system design are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in performing system design are provided in Table 1.
Pitfall Description
Consider only separately This would conduct to use heterogeneous implementation of a given technology or between technologies within the
the design of each system system-of-interest. The design strategy for the complete system is defined to search synergies and/or commonalities
element that could help operation and maintenance of system elements.
Proven Practices
Some proven practices gathered from the references are provided in Table 2.
Practice Description
Architecture and Discipline engineers perform the design definition of each system element; they provide strong support (knowledge and
design mutual competencies) to systems engineers, or architects, in the evaluation and selection of candidate system architectures and
support system elements. Inversely, systems engineers, or architects, must provide feedback to discipline engineers to improve
knowledge and know‐how.
System Design 374
References
Works Cited
INCOSE. 2015. INCOSE Systems Engineering Handbook,Version 4. 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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC) / Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Primary References
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC) / Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
Additional References
Baldwin, C.Y. and K.B. Clark. 2000. Design Rules. Cambridge, Mass: MIT Press.
Buede, D.M. 2009. The Engineering Design of Systems: Models and Methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
DoD. 2010. DOD Architecture Framework.Version 2.02. Arlington, VA, USA: US Department of Defense.
Available at: http://cio-nii.defense.gov/sites/dodaf20/
System Analysis
Lead Authors: Alan Faisandier, Ray Madachy Contributing Author: Rick Adcock
System analysis allows developers to objectively carry out quantitative assessments of systems in order to select
and/or update the most efficient system architecture and to generate derived engineering data. During engineering,
assessments should be performed every time technical choices or decisions are made to determine compliance with
system requirements.
System analysis provides a rigorous approach to technical decision-making. It is used to perform trade-off studies,
and includes modeling and simulation, cost analysis, technical risks analysis, and effectiveness analysis.
Trade-off studies
In the context of the definition of a system, a trade-off study consists of comparing the characteristics of each system
element and of each candidate system architecture to determine the solution that best globally balances the
assessment criteria. The various characteristics analyzed are gathered in cost analysis, technical risks analysis, and
effectiveness analysis (NASA 2007).
Guidance on the conduct of trade studies for all types of system context are characterized in the above principles and
described in more details in the Analysis and Selection between Alternative Solutions topic. Of particular interest to
SE analysis are technical effectiveness, cost, and technical risk analysis.
Effectiveness Analysis
The effectiveness of an engineered system solution includes several essential characteristics that are generally
gathered in the following list of analyses, including (but not limited to): performance, usability, dependability,
manufacturing, maintenance or support, environment, etc. These analyses highlight candidate solutions under
various aspects.
It is essential to establish a classification that limits the number of analyses to the really significant aspects, such as
key performance parameters. The main difficulties of effectiveness analysis are to sort and select the right set of
effectiveness aspects; for example, if the product is made for a single use, maintainability will not be a relevant
criterion.
Cost Analysis
A cost analysis considers the full life cycle costs. A cost baseline can be adapted according to the project and the
system. The global life cycle cost (LCC), or total ownership cost (TOC), may include examplar labor and non-labor
cost items such as those indicated in Table 1.
Development Engineering, development tools (equipment and software), project management, test-benches, mock-ups and prototypes,
training, etc.
Product manufacturing Raw materials and supplying, spare parts and stock assets, necessary resources to operation (water, electricity power,
or service realization etc.), risks and nuances, evacuation, treatment and storage of waste or rejections produced, expenses of structure (taxes,
management, purchase, documentation, quality, cleaning, regulation, controls, etc.), packing and storage, documentation
required.
Sales and after-sales Expenses of structure (subsidiaries, stores, workshops, distribution, information acquisition, etc.), complaints and
guarantees, etc.
Customer utilization Taxes, installation (customer), resources necessary to the operation of the product (water, fuel, lubricants, etc.), financial
risks and nuisances, etc.
Maintenance Field services, preventive maintenance, regulation controls, spare parts and stocks, cost of guarantee, etc.
Process Approach
Table 2. Main Ontology Elements as Handled within System Analysis. (SEBoK Original)
Assessment In the context of system analysis, an assessment criterion is a characteristic used to assess or compare system elements, physical
Criterion interfaces, physical architectures, functional architectures/scenarios, or any engineering elements that can be compared.
Assessment In the context of system analysis, an assessment selection is a technical management element based on an assessment score that
Selection justifies the selection of a system element, a physical interface, a physical architecture, or a functional architecture/scenario.
Assessment In the context of system analysis, an assessment score is obtained assessing a system element, a physical interface, a physical
Score architecture, a functional architecture/scenario using a set of assessment criteria.
Cost In the context of systems engineering, a cost is an amount expressed in a given currency related to the value of a system element,
a physical interface, and a physical architecture.
Identifier; name; description; amount; type (development, production, utilization, maintenance, disposal); confidence interval;
period of reference; estimation technique
Risk An event having a probability of occurrence and consequences related to the system mission or on other characteristics. (Used
for technical risk in engineering.). A risk is the combination of vulnerability a danger or threat.
Table 3. Often Used Analytical Models in the Context of System Analysis. (SEBoK
Original)
Type of Model Description
Deterministic models • Models containing statistics are included in this category. The principle consists in establishing a model based on a
significant amount of data and number of results from former projects; they can apply only to system
elements/components whose technology already exists.
• Models by analogy also use former projects. The system element being studied is compared to an already existing
system element with known characteristics (cost, reliability, etc.). Then these characteristics are adjusted based on
the specialists' expertise.
• Learning curves allow foreseeing the evolution of a characteristic or a technology. One example of evolution:
"Each time the number of produced units is multiplied by two, the cost of this unit is reduced with a certain
percentage, generally constant."
Probabilistic models The theory of probability allows classifying the possible candidate solutions compared to consequences from a set of
(also called stochastic events as criteria. These models are applicable if the number of criteria is limited and the combination of the possible
models) events is simple. Take care that the sum of probabilities of all events is equal to one for each node.
Multi-criteria decisions When the number of criteria is greater than ten, it is recommended that a multi-criteria decision model be established.
models This model is obtained through the following actions:
• Organize the criteria as a hierarchy (or a decomposition tree).
• Associate each criterion of each branch of the tree with a relative weight compare to each other of the same level.
• Calculate a scalar weight for each leaf criterion of each branch multiplying all the weights of the branch.
• Score every candidate solution on the leaf criteria; sum the scores to get a global score for each candidate solution;
compare the scores.
• Using a computerized tool allows to perform sensitivity analysis to get a robust choice.
Practical Considerations
Key pitfalls and good practices related to system analysis are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing system analysis are provided in Table 4.
Analytical modeling is not a Analytical modeling gives analytical results from analytical data. It has to be considered as a help and not as a
decision tool decision tool.
Models and system levels of A model can be well adapted to a level n of a system and to be incompatible with the model of the higher level which
decomposition uses the data coming from the lower level. It is essential that the systems engineer ensures the coherence of the
various models used.
Optimization is not a sum of The general optimization of the system-of-interest is not the sum of its optimized systems and/or system elements.
optimized elements
System Analysis 381
Proven Practices
Some proven practices gathered from the references are provided in Table 5.
Stay in the Models can never simulate all the behavior/reactions of a system: they operate only in one limited field with a restricted
operational field number of variables. When a model is used, it is always necessary to make sure that the parameters and data inputs are part of
the operation field. If not, there is a high risk of irregular outputs.
Evolve models Models shall evolve during the project: by modification of parameter settings, by entering new data when modified
(modification of assessment criteria, functions to perform, requirements, etc.), by the use of new tools when those used reach
their limits.
Use several types It is recommended to concurrently use several types of models in order to compare the results and/or to take into account
of models another aspect of the system.
Keep context Results of a simulation shall always be given in their modeling context: tool used, selected assumptions, parameters and data
elements introduced, and variance of the outputs.
consistent
References
Works Cited
ANSI/EIA. 1998. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA-632-1998.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Ring, J, H. Eisner, and M. Maier. 2010. "Key Issues of Systems Engineering, Part 3: Proving Your Design."
INCOSE Insight 13(2).
Primary References
ANSI/EIA. 1998. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA 632-1998.
Blanchard, B.S., and W.J. Fabrycky. 2010. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
NASA. 2007. Systems Engineering Handbook. Washington, D.C., USA: National Aeronautics and Space
Administration (NASA), NASA/SP-2007-6105.
Additional References
Ring, J, H. Eisner, and M. Maier. 2010. "Key Issues of Systems Engineering, Part 3: Proving Your Design."
INCOSE Insight. 13(2).
System Realization
Lead Authors: John Snoderly, Alan Faisandier, Contributing Author: Rick Adcock
System realization activities are conducted to create and test versions of a system as specified by system definition.
The activities are grouped and described as generic processes that are performed iteratively and/or concurrently
depending on the selected life cycle model. These activities include those required to build a system (system
implementation), integrate disparate system elements (system integration), and ensure that the system meets both the
needs of stakeholders (system validation) and aligns with the system requirements and architecture (system
verification).
These activities are not sequential, but are performed concurrently, iteratively and recursively depending on the
selected life cycle model. Figure 1 (see "Overview", below), also shows how these processes fit within the context of
system definition and System Deployment and Use KAs. See also Applying Life Cycle Processes for further
discussion of the relationships between process and life cycle model.
Topics
Each part of the SEBoK is divided into KAs, which are groupings of information with a related theme. The KAs in
turn are divided into topics. This KA contains the following topics:
• System Implementation
• System Integration
• System Verification
• System Validation
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
Overview
Essentially, the outputs of system definition are used during system implementation to create system elements and
during system integration to provide plans and criteria for combining these elements. The requirements are used to
verify and validate system elements, systems, and the overall system-of-interest (SoI). These activities provide
feedback into the system design, particularly when problems or challenges are identified.
Finally, when the system is considered, verified, and validated, it will then become an input to system deployment
and use. It is important to understand that there is overlap in these activities; they do not have to occur in sequence as
demonstrated in Figure 1. Every life cycle model includes realization activities, principally, verification and
validation activities. The way these activities are performed is dependent upon the life cycle model in use. (For
additional information on life cycles, see the Life Cycle Models KA.)
System Realization 383
The realization processes are performed to ensure that the system will be ready for transition and has the appropriate
structure and behavior to enable the desired operation and functionality throughout the system’s life span. Both DAU
and NASA include transition in realization, in addition to implementation, integration, verification, and validation
(Prosnik 2010; NASA December 2007, 1-360).
System Realization 384
Fundamentals
Figure 2. The Vee Activity Diagram (Prosnik 2010). Released by the Defense Acquisition University (DAU)/U.S. Department of Defense (DoD).
The left side of the Vee model demonstrates the development of system elements specifications and design
descriptions. In this stage, verification and validation plans are developed, which are later used to determine whether
realized system elements (products, services, or enterprises) are compliant with specifications and stakeholder
requirements. Also, during this stage initial specifications become flow-down requirements for lower-level system
models. In terms of time frame, these activities take place early in the system’s life cycle. These activities are
discussed further in the System Definition KA. However, it is important to understand that some of the system
realization activities are initiated at the same time as system definition activities; this is the case with integration,
verification and validation planning in particular.
The right side of the Vee model, as illustrated in Figure 2, shows the system elements (products, services, or
enterprises) are assembled according to the system model described on the left side of the Vee (integration).
Verification and validation activities determine how well the realized system fulfills the stakeholder requirements,
the system requirements, and design properties. These activities should follow the plans developed on the left side of
the Vee. Integration can be done continuously, incrementally and/or iteratively, supported by verification and
validation (V&V) efforts. For example, integration typically starts at the bottom of the Vee and continues upwards to
the top of the Vee.
The U.S. Defense Acquisition University (DAU) provides an overview of what occurs during system realization:
Once the products of all system models have been fully defined, Bottom-Up End Product Realization can
be initiated. This begins by applying the Implementation Process to buy, build, code or reuse end
products. These implemented end products are verified against their design descriptions and
specifications, validated against Stakeholder Requirements and then transitioned to the next higher
System Realization 385
system model for integration. End products from the Integration Process are successively integrated
upward, verified and validated, transitioned to the next acquisition phase or transitioned ultimately as
the End Product to the user. (Prosnik 2010)
While the systems engineering (SE) technical processes are life cycle processes, the processes are concurrent, and
the emphasis of the respective processes depends on the phase and maturity of the design. Figure 3 portrays (from
left to right) a notional emphasis of the respective processes throughout the systems acquisition life cycle from the
perspective of the U.S. Department of Defense (DoD). It is important to note that from this perspective, these
processes do not follow a linear progression; instead, they are concurrent, with the amount of activity in a given area
changing over the system’s life cycle. The red boxes indicate the topics that will be discussed as part of realization.
Figure 3. Notional Emphasis of Systems Engineering Technical Processes and Program Life-Cycle Phases (DAU 2010). Released by
the Defense Acquisition University (DAU)/U.S. Department of Defense (DoD).
References
Works Cited
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
Prosnik, G. 2010. Materials from "Systems 101: Fundamentals of Systems Engineering Planning, Research,
Development, and Engineering". DAU distance learning program. eds. J. Snoderly, B. Zimmerman. Ft. Belvoir, VA,
USA: Defense Acquisition University (DAU)/U.S. Department of Defense (DoD).
System Realization 386
Primary References
INCOSE. 2011. INCOSE 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.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and products, 1st ed. Boca
Raton, FL, USA: CRC Press.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
DAU. Your Acquisition Policy and Discretionary Best Practices Guide. In Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD) [database online]. Ft Belvoir, VA, USA. Available at: https:/ / dag. dau.
mil/Pages/Default.aspx (accessed 2010).
ECSS. 2009. Systems Engineering General Requirements. Noordwijk, Netherlands: Requirements and Standards
Division, European Cooperation for Space Standardization (ECSS), 6 March 2009. ECSS-E-ST-10C.
IEEE. 2012. "Standard for System and Software Verification and Validation". Institute of Electrical and Electronics
Engineers. IEEE-1012.
System Implementation
Lead Authors: John Snoderly, Alan Faisandier
System Implementation uses the structure created during architectural design and the results of system analysis to
construct system elements that meet the stakeholder requirements and system requirements developed in the early
life cycle phases. These system elements are then integrated to form intermediate aggregates and finally the complete
system-of-interest (SoI). See System Integration.
Figure 1. Simplification of How the Outputs of System Definition Relate to System Implementation, which Produces the System Elements
Required to Produce Systems and Subsystems. (SEBoK Original)
Process Approach
and to modify, repair, or correct the system element in question. Figure 2 provides the context for the
implementation process from the perspective of the U.S. Defense Acquisition University (DAU).
Figure 2. Context Diagram for the Implementation Process (DAU 2010). Released by the Defense Acquisition University (DAU)/U.S.
Department of Defense (DoD).
Such figures provide a useful overview of the systems engineering (SE) community’s perspectives on what is
required for implementation and what the general results of implementation may be. These are further supported by
the discussion of implementation inputs, outputs, and activities found in the National Aeronautics and Space
Association's (NASA's) Systems Engineering Handbook (NASA 2007). It is important to understand that these views
are process -oriented. While this is a useful model, examining implementation only in terms of process can be
limiting.
Depending on the technologies and systems chosen when a decision is made to produce a system element, the
implementation process outcomes may generate constraints to be applied on the architecture of the higher-level
system; those constraints are normally identified as derived system requirements and added to the set of system
requirements applicable to this higher-level system. The architectural design has tomust take those constraints into
account.
If the decision is made to purchase or reuse an existing system element, it has tomust be identified as a constraint or
system requirement applicable to the architecture of the higher-level system. Conversely, the implementation process
may involve some adaptation or adjustments to the system requirement in order to be integrated into a higher-level
system or aggregate.
Implementation also involves packaging, handling, and storage, depending on the concerned technologies and where
or when the system requirement needs to be integrated into a higher-level aggregate. Developing the supporting
documentation for a system requirement, such as the manuals for operation, maintenance, and/or installation, is also
a part of the implementation process; these artifacts are utilized in the system deployment and use phase. The system
element requirements and the associated verification and validation criteria are inputs to this process; these inputs
come from the architectural design process detailed outputs.
Execution of the implementation process is governed by both industrial and government standards and the terms of
all applicable agreements. This may include conditions for packaging and storage, as well as preparation for use
activities, such as operator training. In addition, packaging, handling, storage, and transportation (PHS&T)
considerations will constrain the implementation activities. For more information, refer to the discussion of PHS&T
in the System Deployment and Use article. The developing or integrating organization will likely have
enterprise-level safety practices and guidelines that must also be considered.
System Implementation 389
Attributes (examples)
Implemented An implemented element is a system element that has been implemented. In the case of hardware it is marked with a part/serial
Element number.
Identifier, name, description, type (hardware, software application, software piece, mechanical part, electric art, electronic
component, operator role, procedure, protocol, manual, etc.)
System Implementation 390
Measured A measured property is a characteristic of the implemented element established after its implementation. The measured properties
Property characterize the implemented system element when it is completely realized, verified, and validated. If the implemented element
complies with a design property, the measured property should equal the design property. Otherwise one has tomust identify the
difference or non-conformance which treatment could conclude to modify the design property and possibly the related
requirements, or to modify (correct, repair) the implemented element, or to identify a deviation.
Identifier, name, description, type (effectiveness, availability, reliability, maintainability, weight, capacity, etc.), value, unit, etc.
References
Works Cited
DAU. February 19, 2010. Defense acquisition guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition
University (DAU)/U.S. Department of Defense.
Grady, J.O. 1994. System integration. Boca Raton, FL, USA: CRC Press, Inc.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Primary References
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
Grady, J.O. 1994. System Integration. Boca Raton, FL, USA: CRC Press, Inc.
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
System Integration
Lead Authors: John Snoderly, Alan Faisandier, Scott Jackson
System integration consists of taking delivery of the implemented system elements which compose the
system-of-interest (SoI), assembling these implemented elements together, and performing the verification and
validation actions (V&V actions) in the course of the assembly. The ultimate goal of system integration is to ensure
that the individual system elements function properly as a whole and satisfy the design properties or characteristics
of the system. System integration is one part of the realization effort and relates only to developmental items.
Integration should not to be confused with the assembly of end products on a production line. To perform the
production, the assembly line uses a different order from that used by integration.
Principles
The assembly activity joins together, and physically links, the implemented elements. Each implemented element is
individually verified and validated prior to entering integration. Integration then adds the verification activity to the
assembly activity, excluding the final validation.
The final validation performs operational tests that authorize the transition for use or the transition for production.
Remember that system integration only endeavors to obtain pre-production prototypes of the concerned product,
service, or enterprise. If the product, service, or enterprise is delivered as a unique exemplar, the final validation
activity serves as acceptance for delivery and transfer for use. If the prototype has to be produced in several
exemplars, the final validation serves as acceptance to launch their production. The definition of the optimized
operations of assembly which will be carried out on a production line relates to the manufacturing process and not to
the integration process.
Integration activity can sometimes reveal issues or anomalies that require modifications of the design of the system.
Modifying the design is not part of the integration process but concerns only the design process. Integration only
deals with the assembly of the implemented elements and verification of the system against its properties as
designed. During assembly, it is possible to carry out tasks of finishing touches which require simultaneous use of
several implemented elements (e.g., paint the whole after assembly, calibrate a biochemical component, etc.). These
tasks must be planned in the context of integration and are not carried out on separate implemented elements and do
not include modifications related to design.
System Integration 394
Integration Strategy
The integration of implemented elements is generally performed according to a predefined strategy. The definition of
the integration strategy is based on the architecture of the system and relies on the way the architecture of the system
has been designed. The strategy is described in an integration plan that defines the minimum configuration of
expected aggregates, the order of assembly of these aggregates in order to support efficient subsequent verification
and validation actions (e.g., inspections and/or testing), techniques to check or evaluate interfaces, and necessary
capabilities in the integration environment to support combinations of aggregates. The integration strategy is thus
elaborated starting from the selected verification and validation strategy. See the System Verification and System
Validation topics.
To define an integration strategy, there are several possible integration approaches/techniques that may be used
individually or in combination. The selection of integration techniques depends on several factors; in particular, the
type of system element, delivery time, order of delivery, risks, constraints, etc. Each integration technique has
strengths and weaknesses which should be considered in the context of the SoI. Some integration techniques are
summarized in Table 1 below.
Global Integration Also known as big-bang integration; all the delivered implemented elements are assembled in only one step.
• This technique is simple and does not require simulating the implemented elements not being available at that time.
• Difficult to detect and localize faults; interface faults are detected late.
• Should be reserved for simple systems, with few interactions and few implemented elements without technological
risks.
System Integration 395
Integration "with The delivered implemented elements are assembled as they become available.
the Stream" • Allows starting the integration quickly.
• Complex to implement because of the necessity to simulate the implemented elements not yet available. Impossible to
control the end-to-end "functional chains"; consequently, global tests are postponed very late in the schedule.
• Should be reserved for well-known and controlled systems without technological risks.
Incremental In a predefined order, either one or a very few implemented elements are added to an already integrated increment of
Integration implemented elements.
• Fast localization of faults: a new fault is usually localized in lately integrated implemented elements or dependent of a
faulty interface.
• Require simulators for absent implemented elements. Require many test cases, as each implemented element addition
requires the verification of the new configuration and regression testing.
• Applicable to any type of architecture.
Subsets Integration Implemented elements are assembled by subsets, and then subsets are assembled together (a subset is an aggregate); could
also be called "functional chains integration".
• Time saving due to parallel integration of subsets; delivery of partial products is possible. Requires less means and
fewer test cases than integration by increments.
• Subsets shall be defined during the design.
• Applicable to architectures composed of sub-systems.
Top-Down Implemented elements or aggregates are integrated in their activation or utilization order.
Integration • Availability of a skeleton and early detection of architectural faults, definition of test cases close to reality, and the
re-use of test data sets possible.
• Many stubs/caps need to be created; difficult to define test cases of the leaf-implemented elements (lowest level).
• Mainly used in software domain. Start from the implemented element of higher level; implemented elements of lower
level are added until leaf-implemented elements.
Bottom-Up Implemented elements or aggregates are integrated in the opposite order of their activation or utilization.
Integration • Easy definition of test cases; early detection of faults (usually localized in the leaf-implemented elements); reduce the
number of simulators to be used. An aggregate can be a sub-system.
• Test cases shall be redefined for each step, drivers are difficult to define and realize, implemented elements of lower
levels are "over-tested", and does not allow architectural faults to be quickly detected.
• Mainly used in software domain, but can be used in any kind of system.
Criterion Driven The most critical implemented elements compared to the selected criterion are first integrated (dependability, complexity,
Integration technological innovation, etc.). Criteria are generally related to risks.
• Allows early and intensive testing of critical implemented elements; early verification of design choices.
• Test cases and test data sets are difficult to define.
Usually, a mixed integration technique is selected as a trade-off between the different techniques listed above,
allowing optimization of work and adaptation of the process to the system under development. The optimization
takes into account the realization time of the implemented elements, their delivery scheduled order, their level of
complexity, the technical risks, the availability of assembly tools, cost, deadlines, specific personnel capability, etc.
System Integration 396
Process Approach
Table 2. Main Ontology Elements as Handled within System Integration. (SEBoK Original)
Element Definition
Attributes
Aggregate An aggregate is a subset of the system made up of several system elements or systems on which a set of verification actions is
applied.
Assembly An assembly procedure groups a set of elementary assembly actions to build an aggregate of implemented system elements.
Procedure
Identifier, name, description, duration, unit of time
Assembly Tool An assembly tool is a physical tool used to connect, assemble, or link several implemented system elements to build aggregates
(specific tool, harness, etc.).
Risk An event having a probability of occurrence and a gravity degree on its consequence onto the system mission or on other
characteristics (used for technical risk in engineering). A risk is the combination of vulnerability and of a danger or a threat.
Rationale An argument that provides the justification for the selection of an engineering element.
Identifier, name, description (rationale, reasons for defining an aggregate, assembly procedure, assembly tool)
Note: verification and validation ontology elements are described in the System Verification and System Validation
topics.
The main relationships between ontology elements are presented in Figure 2.
System Integration 398
Figure 2. Integration Elements Relationships with Other Engineering Elements. (SEBoK Original)
• The integration strategy is defined and optimized by reorganizing the coupling matrix in order to group the
implemented elements in aggregates, thus minimizing the number of interfaces to be verified between aggregates
(see Figure 3).
Figure 3. Initial Arrangement of Aggregates on the Left; Final Arrangement After Reorganization on the Right. (SEBoK Original)
• When verifying the interactions between aggregates, the matrix is an aid tool for fault detection. If by adding an
implemented element to an aggregate an error is detected, the fault can be related to the implemented element, to
the aggregate, or to the interfaces. If the fault is related to the aggregate, it can relate to any implemented element
or any interface between the implemented elements internal to the aggregate.
Table 3. Different Integration Elements for Product, Service, and Enterprise Systems.
(SEBoK Original)
Element Product System Service System Enterprise System
System Element Hardware Parts (mechanics, Processes, data bases, procedures, etc. Corporate, direction, division,
electronics, electrical, plastic, Operator Roles department, project, technical team,
chemical, etc.) leader, etc.
Software Applications
Operator Roles IT components
Software Pieces
Physical Interface Hardware parts, protocols, Protocols, documents, etc. Protocols, procedures, documents, etc.
procedures, etc.
Assembly Tools Harness, mechanical tools, specific Documentation, learning course, etc. Documentation, learning, moving of
tools office
Software Linker
Verification Tools Test bench, simulator, launchers, Activity/scenario models, simulator, Activity/scenario models, simulator,
stub/cap human roles rehearsal, computer, etc. human roles rehearsal
Skilled Experts
Recommended Top down integration technique Subsets integration technique Global integration technique
Integration Techniques Bottom Up Integration technique (functional chains) Incremental integration
Practical Considerations
Key pitfalls and good practices related to system integration are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing SE Measurement are provided in Table 4.
Delay of expected The experience shows that the implemented elements always do not arrive in the expected order and the tests never proceed
element or result as foreseen; therefore, the integration strategy should allow a great flexibility.
Big-bang not The "big-bang" integration technique is not appropriate for a fast detection of faults. It is thus preferable to verify the
appropriate interfaces progressively all along the integration.
Integration plan The preparation of the integration activities is planned too late in the project schedule, typically when first implemented
too late elements are delivered.
Good Practices
Some good practices gathered from the references are provided in Table 5.
Start earlier The development of assembly tools and verification and validation tools can be take as long as the system development
development of itself. It should be started as early as possible as soon as the preliminary design is nearly frozen.
means
Integration means The development of integration means (assembly tools, verification, and validation tools) can be seen as enabling systems,
seen as enabling using system definition and system realization processes as described in this SEBoK, and managed as projects. These
systems projects can be led by the project of the corresponding system-of-interest, but assigned to specific system blocks, or can be
subcontracted as separate projects.
Use coupling matrix A good practice consists in gradually integrating aggregates in order to detect faults more easily. The use of the coupling
matrix applies for all strategies and especially for the bottom up integration strategy.
Flexible integration The integration process of complex systems cannot be easily foreseeable and its progress control difficult to observe. This
plan and schedule is why it is recommended to plan integration with specific margins, using flexible techniques, and integrating sets by
similar technologies.
Integration and The integration responsible should be part of the design team.
design teams
System Integration 401
References
Works Cited
DAU. February 19, 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition
University (DAU)/U.S. Department of Defense (DoD).
Faisandier, A. 2012. Systems Architecture and Design. Belberaud, France: Sinergy'Com.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Primary References
INCOSE. 2010. Systems Engineering Handbook: A Guide for Systems Life Cycle Processes and Activities. Version
3.2. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
Buede, D.M. 2009. The Engineering Design of Systems: Models and Methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense. February 19, 2010.
Gold-Bernstein, B. and W.A. Ruh. 2004. Enterprise integration: The essential guide to integration solutions.
Boston, MA, USA: Addison Wesley Professional.
Grady, J.O. 1994. System integration. Boca Raton, FL, USA: CRC Press, Inc.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" INCOSE Insight 12(4):59-63.
Jackson, S. 2010. Architecting Resilient Systems: Accident Avoidance and Survival and Recovery from Disruptions.
Hoboken, NJ, USA: John Wiley & Sons.
Reason, J. 1997. Managing the Risks of Organizational Accidents. Aldershot, UK: Ashgate Publishing Limited.
References
[1] http:/ / sebokwiki. org/ 1. 0. 1/ index. php?title=System_Integration#Integration_Strategy
System Verification 402
System Verification
Lead Authors: John Snoderly, Alan Faisandier
System Verification is a set of actions used to check the correctness of any element, such as a system element, a
system, a document, a service, a task, a requirement, etc. These types of actions are planned and carried out
throughout the life cycle of the system. Verification is a generic term that needs to be instantiated within the context
it occurs. As a process, verification is a transverse activity to every life cycle stage of the system. In particular,
during the development cycle of the system, the verification process is performed in parallel with the system
definition and system realization processes and applies to any activity and any product resulting from the activity.
The activities of every life cycle process and those of the verification process can work together. For example, the
integration process frequently uses the verification process. It is important to remember that verification, while
separate from validation, is intended to be performed in conjunction with validation.
Why Verify?
In the context of human realization, any human thought is susceptible to error. This is also the case with any
engineering activity. Studies in human reliability have shown that people trained to perform a specific operation
make around 1-3 errors per hour in best case scenarios. In any activity, or resulting outcome of an activity, the search
for potential errors should not be neglected, regardless of whether or not one thinks they will happen or that they
should not happen; the consequences of errors can cause extremely significant failures or threats.
A verification action is defined, and then performed, as shown in Figure 1.
System Verification 403
The definition of a verification action applied to an engineering element includes the following:
• Identification of the element on which the verification action will be performed
• Identification of the reference to define the expected result of the verification action (see examples of reference in
Table 1)
The performance of a verification action includes the following:
• Obtaining a result by performing the verification action onto the submitted element
• Comparing the obtained result with the expected result
• Deducing the degree of correctness of the element
What to Verify?
Any engineering element can be verified using a specific reference for comparison: stakeholder requirement, system
requirement, function, system element, document, etc. Examples are provided in Table 1.
Stakeholder To verify a stakeholder requirement or a system requirement is to check the application of syntactic and grammatical
Requirement and rules, characteristics defined in the stakeholder requirements definition process, and the system requirements definition
System Requirement process such as necessity, implementation free, unambiguous, consistent, complete, singular, feasible, traceable, and
verifiable.
Design To verify the design of a system is to check its logical and physical architecture elements against the characteristics of
the outcomes of the design processes.
System To verify a system (product, service, or enterprise) is to check its realized characteristics or properties against its
expected design characteristics.
Aggregate To verify an aggregate for integration is to check every interface and interaction between implemented elements.
Verification Procedure To verify a verification procedure is to check the application of a predefined template and drafting rules.
System Verification 404
Process Approach
Facing the huge number of potential verification actions that may be generated by the normal approach, it is
necessary to optimize the verification strategy. This strategy is based on the balance between what must be verified
and constraints, such as time, cost, and feasibility of testing, which naturally limit the number of verification actions
and the risks one accepts when excluding some verification actions.
Several approaches exist that may be used for defining the verification process. The International Council on
Systems Engineering (INCOSE) dictates that two main steps are necessary for verification: planning and performing
verification actions (INCOSE 2012). NASA has a slightly more detailed approach that includes five main steps:
prepare verification, perform verification, analyze outcomes, produce a report, and capture work products (NASA
December 2007, 1-360, p. 102). Any approach may be used, provided that it is appropriate to the scope of the
system, the constraints of the project, includes the activities of the process listed below in some way, and is
appropriately coordinated with other activities.
Generic inputs are baseline references of the submitted element. If the element is a system, inputs are the logical
and physical architecture elements as described in a system design document, the design description of internal
interfaces to the system and interfaces requirements external to the system, and by extension, the system
requirements. Generic outputs define the verification plan that includes verification strategy, selected verification
actions, verification procedures, verification tools, the verified element or system, verification reports, issue/trouble
reports, and change requests on design.
• Capture and record the results obtained when performing verification actions using verification procedures and
means.
The obtained results must be analyzed and compared to the expected results so that the status may be recorded as
either compliant or non-compliant. Systems engineering (SE) practitioners will likely need to generate verification
reports, as well as potential issue/trouble reports, and change requests on design as necessary.
Controlling the process includes the following tasks:
• Update the verification plan according to the progress of the project; in particular, planned verification actions can
be redefined because of unexpected events.
• Coordinate verification activities with the project manager: review the schedule and the acquisition of means,
personnel, and resources. Coordinate with designers for issues/trouble/non-conformance reports and with the
configuration manager for versions of the physical elements, design baselines, etc.
Attributes (examples)
Verification Action A verification action describes what must be verified (the element as reference) on which element, the expected result, the
verification technique to apply, on which level of decomposition.
Verification A verification procedure groups a set of verification actions performed together (as a scenario of tests) in a gin verification
Procedure configuration.
Verification Tool A verification tool is a device or physical tool used to perform verification procedures (test bench, simulator, cap/stub,
launcher, etc.).
Verification A verification configuration groups all physical elements (aggregates and verification tools) necessary to perform a
Configuration verification procedure.
Risk An event having a probability of occurrence and a gravity degree on its consequence onto the system mission or on other
characteristics (used for technical risk in engineering). A risk is the combination of vulnerability and of a danger or a threat.
Rationale An argument that provides the justification for the selection of an engineering element.
Identifier, name, description (rationale, reasons for defining a verification action, a verification procedure, for using a
verification tool, etc.)
Inspection Technique based on visual or dimensional examination of an element; the verification relies on the human senses or uses simple
methods of measurement and handling. Inspection is generally non-destructive, and typically includes the use of sight, hearing,
smell, touch, and taste, simple physical manipulation, mechanical and electrical gauging, and measurement. No stimuli (tests) are
necessary. The technique is used to check properties or characteristics best determined by observation (e.g. paint color, weight,
documentation, listing of code, etc.).
Analysis Technique based on analytical evidence obtained without any intervention on the submitted element using mathematical or
probabilistic calculation, logical reasoning (including the theory of predicates), modeling and/or simulation under defined
conditions to show theoretical compliance. Mainly used where testing to realistic conditions cannot be achieved or is not
cost-effective.
Analogy or Technique based on evidence of similar elements to the submitted element or on experience feedback. It is absolutely necessary
Similarity to show by prediction that the context is invariant that the outcomes are transposable (models, investigations, experience
feedback, etc.). Similarity can only be used if the submitted element is similar in design, manufacture, and use; equivalent or
more stringent verification actions were used for the similar element, and the intended operational environment is identical to or
less rigorous than the similar element.
Demonstration Technique used to demonstrate correct operation of the submitted element against operational and observable characteristics
without using physical measurements (no or minimal instrumentation or test equipment). Demonstration is sometimes called
'field testing'. It generally consists of a set of tests selected by the supplier to show that the element response to stimuli is suitable
or to show that operators can perform their assigned tasks when using the element. Observations are made and compared with
predetermined/expected responses. Demonstration may be appropriate when requirements or specification are given in statistical
terms (e.g. mean time to repair, average power consumption, etc.).
Test Technique performed onto the submitted element by which functional, measurable characteristics, operability, supportability, or
performance capability is quantitatively verified when subjected to controlled conditions that are real or simulated. Testing often
uses special test equipment or instrumentation to obtain accurate quantitative data to be analyzed.
Sampling Technique based on verification of characteristics using samples. The number, tolerance, and other characteristics must be
specified to be in agreement with the experience feedback.
System Verification 408
Practical Considerations
Key pitfalls and good practices related to this topic are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing System Verification are provided in Table 4.
Confusion between Confusion between verification and validation causes developers to take the wrong reference/baseline to define
verification and verification and validation actions and/or to address the wrong level of granularity (detail level for verification, global
validation level for validation).
No verification strategy One overlooks verification actions because it is impossible to check every characteristic or property of all system
elements and of the system in any combination of operational conditions and scenarios. A strategy (justified selection of
verification actions against risks) must be established.
Use only testing Use only testing as a verification technique. Testing requires checking products and services only when they are
implemented. Consider other techniques earlier during design; analysis and inspections are cost effective and allow
discovering early potential errors, faults, or failures.
Stop verifications when Stopping the performance of verification actions when budget and/or time are consumed. Prefer using criteria such as
funding is diminished coverage rates to end verification activity.
Proven Practices
Some proven practices gathered from the references are provided in Table 5.
Start verifications The earlier characteristics of an element are verified in the project, the easier the corrections are to do and the consequences
early in the on schedule and cost will be fewer.
development
Define criteria Carrying out verification actions without limits generates a risk of drift for costs and deadlines. Modifying and verifying in a
ending verifications non-stop cycle until arriving at a perfect system is the best way to never supply the system. Thus, it is necessary to set limits
of cost, time, and a maximum number of modification loops back for each verification action type, ending criteria
(percentages of success, error count detected, coverage rate obtained, etc.).
Involve design Include the verification responsible in the designer team or include some designer onto the verification team.
responsible with
verification
System Verification 409
References
Works Cited
Buede, D.M. 2009. The Engineering Design of Systems: Models and Methods. 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
INCOSE. 2012. INCOSE Systems Engineering Handbook, 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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Lake, J. 1999. "V & V in Plain English." International Council on Systems Engineering (INCOSE) 9th Annual
International Symposium, Brighton, UK, 6-10 June 1999.
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), December 2007. NASA/SP-2007-6105.
Primary References
INCOSE. 2012. INCOSE 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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/ Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), December 2007. NASA/SP-2007-6105.
Additional References
Buede, D.M. 2009. The Engineering Design of Systems: Models and Methods, 2nd ed. Hoboken, NJ, USA: John
Wiley & Sons Inc.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
ECSS. 2009. Systems Engineering General Requirements. Noordwijk, Netherlands: Requirements and Standards
Division, European Cooperation for Space Standardization (ECSS), 6 March 2009. ECSS-E-ST-10C.
MITRE. 2011. "Verification and Validation." in Systems Engineering Guide. Accessed 11 March 2012 at [[1]].
SAE International. 1996. Certification Considerations for Highly-Integrated or Complex Aircraft Systems.
Warrendale, PA, USA: SAE International, ARP475.
SEI. 2007. "Measurement and Analysis Process Area" in Capability Maturity Model Integrated (CMMI) for
Development, version 1.2. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University
(CMU).
System Verification 410
References
[1] http:/ / mitre. org/ work/ systems_engineering/ guide/ se_lifecycle_building_blocks/ test_evaluation/ verification_validation. html
System Validation
Lead Author: Alan Faisandier, Contributing Author: Rick Adcock
System Validation is a set of actions used to check the compliance of any element (a system element, a system, a
document, a service, a task, a system requirement, etc.) with its purpose and functions. These actions are planned and
carried out throughout the life cycle of the system. Validation is a generic term that needs to be instantiated within
the context it occurs. When understood as a process, validation is a transverse activity to every life cycle stage of the
system. Particularly during the development cycle of the system, the validation process is performed in parallel with
the system definition and system realization processes and applies to any activity and product resulting from this
activity. The validation process is not limited to a phase at the end of system development, but generally occurs at
the end of a set of life cycle tasks or activities, and always at the end of each milestone of a development project. It
may be performed on an iterative basis on every produced engineering element during development and may begin
with the validation of the expressed stakeholder requirements. When the validation process is applied to the system
when completely integrated, it is often called final validation. It is important to remember that while system
validation is separate from verification, the activities are complementary and intended to be performed in
conjunction.
Principles
Why Validate?
The primary goal of systems engineering (SE) is to develop a solution that meets the needs and requirements of
stakeholders. Validation is the process by which engineers ensure that the system will meet these needs and
requirements.
A validation action is defined and then performed (see Figure 1, below).
What to Validate?
Any engineering element can be validated using a specific reference for comparison, such as stakeholder
requirements, system requirements, functions, system elements, documents, etc. Examples are provided in Table 1
below:
Document To validate a document is to make sure its content is compliant with the inputs of the task that produced the document.
Stakeholder To validate a stakeholder requirement is to make sure its content is justified and relevant to stakeholders' expectations,
Requirement and System complete and expressed in the language of the customer or end user. To validate a system requirement is to make sure
Requirement its content translates correctly and/or accurately a stakeholder requirement to the language of the supplier.
Design To validate the design of a system (logical and physical architectures) is to demonstrate that it satisfies its system
requirements.
System To validate a system (product, service, or enterprise) is to demonstrate that the product, service, or enterprise satisfies
its system requirements and/or its stakeholder requirements.
Activity To validate an activity or a task is to make sure its outputs are compliant with its inputs.
Process To validate a process is to make sure its outcomes are compliant with its purpose.
Table 2. Verification and Validation Differences (may vary with context). (SEBoK Original)
Point of View Verification Validation
Purpose of the Activity Detect, identify faults/defects (supplier Acquire confidence (end user oriented)
oriented)
Idea behind the Term Based on truth (objective/unbiased) Based on value judgement (more subjective)
Vision Glass box (how it runs inside) Black box (application of inputs provides the expected
effect)
System (Product, Service, "Done Right" (respects the state of the art); "Does Right" (produces the expected effect); focus on
Enterprise) focus on (physical) characteristics services, functions
Baseline Reference for Comparison System design System requirements (and stakeholder requirements)
(Product, Service, Enterprise)
Organization of Activity Verification actions are defined and/or Validation actions are defined and/or performed by experts
performed by development/designer team and external members to development/designer team
System Validation 413
As necessary, systems and system elements are partially integrated in subsets in order to limit the number of
properties to be verified within a single step. For each level, it is necessary to perform a set of final validation actions
to ensure that features stated at preceding levels are not damaged. Moreover, a compliant result obtained in a given
environment can turn into a non-compliant result if the environment changes. Thus, as long as the system is not
completely integrated and/or doesn't operate in the real operational environment, no result should be regarded as
definitive.
System Validation 414
Figure 3. Verification and Validation Actions in Upper Levels of System Decomposition. (SEBoK
Original)
Operational validation of system element requirements and products makes the link between the two lower levels of
the decomposition. See Figure 4 below.
System Validation 415
Figure 4. Verification and Validation Actions in Lower Levels of System Decomposition. (SEBoK
Original)
Note: The last level of system decomposition is dedicated to the realization of system elements and the vocabulary
and number of activities may be different from what is seen in Figure 4.
Process Approach
The validation process demonstrates that the realized end product satisfies its stakeholders' (customers' or other
interested parties') expectations within the intended operational environments with validation performed by
anticipated operators and/or users (NASA 2007, 1-360). Each system element, system, and the complete SoI are
compared against their own applicable requirements (system requirements and stakeholder requirements). This
means that the validation process is instantiated as many times as necessary during the global development of the
system.
In order to ensure that validation is feasible, the implementation of requirements must be verifiable onto a defined
element. It is essential to ensure that requirements are properly written, i.e., quantifiable, measurable, unambiguous,
etc. In addition, verification/validation requirements are often written in conjunction with stakeholder and system
requirements and provide a method for demonstrating the implementation of each system requirement or stakeholder
requirement.
Generic inputs are references of requirements applicable to the submitted element. If the element is a system, inputs
are system requirements and stakeholder requirements.
Generic outputs are the validation plan that includes validation strategy, selected validation actions, validation
procedures, validation tools, validated elements or systems, validation reports, issue/trouble reports, and change
requests on requirements or on the system.
• Capture and record results obtained when performing validation actions using validation procedures and
means.
• Analyze the obtained results and compare them to the expected results. Decide if they comply acceptably. Record
whether the decision and status are compliant or not, and generate validation reports and potential issue/trouble
reports, as well as change requests on (system or stakeholder) requirements as necessary.
• Control the process using following tasks:
• Update the validation plan according to the progress of the project; in particular, planned validation actions can
be redefined because of unexpected events.
• Coordinate validation activities with the project manager regarding the schedule, acquisition of means,
personnel, and resources. Coordinate with the designers for issue/trouble/non-conformance reports. Coordinate
with the configuration manager for versions of physical elements, design baselines, etc.
Attributes (examples)
Validation Action A validation action describes what must be validated (the element as reference), on which element, the expected result, the
verification technique to apply, on which level of decomposition.
Validation A validation procedure groups a set of validation actions performed together (as a scenario of tests) in a given validation
Procedure configuration.
Validation Tool A validation tool is a device or physical tool used to perform validation procedures (test bench, simulator, cap/stub,
launcher, etc.).
Validation A validation configuration groups the physical elements necessary to perform a validation procedure.
Configuration
Identifier, name, description
System Validation 418
Risk An event having a probability of occurrence and a gravity degree on its consequence onto the system mission or on other
characteristics (used for technical risk engineering).
Rationale An argument that provides the justification for the selection of an engineering element.
Identifier, name, description (rationale, reasons for defining a validation action, a validation procedure, for using a
validation tool, etc.)
Practical Considerations
Key pitfalls and good practices related to system validation are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing system validation are provided in Table 4.
Start validation at the A common mistake is to wait until the system has been entirely integrated and tested (design is qualified) to perform any
end of the project sort of validation. Validation should occur as early as possible in the [product] life cycle (Martin 1997).
Use only testing Use only testing as a validation technique. Testing requires checking products and services only when they are
implemented. Consider other techniques earlier during design; analysis and inspections are cost effective and allow
discovering early potential errors, faults, or failures.
Stop validation when Stop the performance of validation actions when budget and/or time are consumed. Prefer using criteria such as coverage
funding is diminished rates to end validation activity.
Proven Practices
Some good practices gathered from the references are provided in Table 5.
System Validation 419
Start Validation It is recommended to start the drafting of the validation plan as soon as the first requirements applicable to the system are known.
Plan Early If the writer of the requirements immediately puts the question to know how to validate whether the future system will answer the
requirements, it is possible to:
• detect the unverifiable requirements
• anticipate, estimate cost, and start the design of validation means (as needed) such as test-benches, simulators
• avoid cost overruns and schedule slippages
Verifiable According to Buede, a requirement is verifiable if a "finite, cost-effective process has been defined to check that the requirement
Requirements has been attained." (Buede 2009) Generally, this means that each requirement should be quantitative, measurable, unambiguous,
understandable, and testable. It is generally much easier and more cost-effective to ensure that requirements meet these criteria
while they are being written. Requirement adjustments made after implementation and/or integration are generally much more
costly and may have wide-reaching redesign implications. There are several resources which provide guidance on creating
appropriate requirements - see the system definition knowledge area, stakeholder requirements, and system requirements topics
for additional information.
Document It is important to document both the validation actions performed and the results obtained. This provides accountability regarding
Validation the extent to which system, system elements, and subsystems fulfill system requirements and stakeholders' requirements. These
Actions data can be used to investigate why the system, system elements, or subsystems do not match the requirements and to detect
potential faults/defects. When requirements are met, these data may be reported to organization parties. For example, in a safety
critical system, it may be necessary to report the results of safety demonstration to a certification organization. Validation results
may be reported to the acquirer for contractual aspects or to internal company for business purpose.
Involve Users Validation will often involve going back directly to the users to have them perform some sort of acceptance test under their own
with Validation local conditions.
Involve Often the end users and other relevant stakeholders are involved in the validation process.
The following are elements that should be considered when practicing any of the activities discussed as a part of
system realization:
• Confusing verification and validation is a common issue. Validation demonstrates that the product, service, and/or
enterprise as provided, fulfills its intended use, whereas verification addresses whether a local work product
properly reflects its specified requirements. Validation actions use the same techniques as the verification actions
(e.g., test, analysis, inspection, demonstration, or simulation).
• State who the witnesses will be (for the purpose of collecting the evidence of success), what general steps will be
followed, and what special resources are needed, such as instrumentation, special test equipment or facilities,
simulators, specific data gathering, or rigorous analysis of demonstration results.
• Identify the test facility, test equipment, any unique resource needs and environmental conditions, required
qualifications and test personnel, general steps that will be followed, specific data to be collected, criteria for
repeatability of collected data, and methods for analyzing the results.
System Validation 420
References
Works Cited
Buede, D. M. 2009. The engineering design of systems: Models and methods. 2nd ed. Hoboken, NJ: John Wiley &
Sons Inc.
INCOSE. 2012. INCOSE Systems Engineering Handbook, 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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105, December 2007.
Primary References
INCOSE. 2012. Systems Engineering Handbook, 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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105, December 2007.
Additional References
Buede, D.M. 2009. The engineering design of systems: Models and methods. 2nd ed. Hoboken, NJ: John Wiley &
Sons Inc.
DAU. February 19, 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition
University (DAU)/U.S. Department of Defense.
ECSS. 2009. Systems engineering general requirements. Noordwijk, Netherlands: Requirements and Standards
Division, European Cooperation for Space Standardization (ECSS), ECSS-E-ST-10C. 6 March 2009.
MITRE. 2011. "Verification and Validation." Systems Engineering Guide. Accessed 11 March 2012 at [[1]].
SAE International. 1996. Certification considerations for highly-integrated or complex aircraft systems. Warrendale,
PA, USA: SAE International, ARP475.
SEI. 2007. Capability maturity model integrated (CMMI) for development, version 1.2, measurement and analysis
process area. Pittsburg, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
System deployment and use are critical systems engineering (SE) activities that ensure that the developed system is
operationally acceptable and that the responsibility for the effective, efficient, and safe operations of the system is
transferred to the owner. Considerations for deployment and use must be included throughout the system life cycle.
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:
• System Deployment
• Operation of the System
• System Maintenance
• Logistics
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
Overview
System deployment involves the transition of the capability to the ultimate end-user, as well as transition of support
and maintenance responsibilities to the post-deployment support organization or organizations. It may include a
period of reliability demonstration tests and the phasing out of legacy systems that the developed system replaces.
System use includes a continual assessment of the operational effectiveness of the deployed system or service,
identification of mission threat and operational risk, and performance of the actions required to maintain operational
effectiveness or evolve the capability to meet changing needs. Evolution of the operational system may occur with
smaller maintenance actions or, if the changes cross an agreed-to threshold (complexity, risk, cost, etc.), may require
a formal development project with deliberate planning and SE activities resulting in an enhanced system. As the
operational phase is generally the longest in the system life cycle, activities that may occur during operation are
allocated between two knowledge areas (KAs): System Deployment and Use and Product and Service Life
Management.
The Product and Service Life Management knowledge area (KA) specifically deals with SE activities required for
system evolution and end of system life including service life extension (SLE), capability updates, upgrades, and
modernization during system operation, and system disposal and retirement. In contrast, the System Deployment and
Use KA specifically deals with activities required to ensure that system operation can continue as expected. Planning
for system deployment and use should begin early in the SE process to ensure successful transition into operational
use.
System Deployment and Use 422
References
None.
System Deployment
Lead Authors: Scott Jackson, Brian Gallagher
As part of system deployment, on-site installation, check-out, integration, and testing must be carried out to ensure
that the system is fit to be deployed into the field and/or put into an operational context. Transfer is the process that
bridges the gap between qualification and use; it deals explicitly with the handoff from development to logistics,
operations, maintenance, and support.
Process Approaches
Just as there are multiple views on the definition of transition and deployment, there are also several ways to divide
the activities required for transition. For example, the NASA Systems Engineering Handbook definition of transition
states: This act can include packaging, handling, storing, moving, transporting, installing, and sustainment activities
(2007). However, the SEBoK includes the topic of sustainment as separate from transition; this is instead covered
under the maintenance and logistics topics. The International Council on Systems Engineering (INCOSE) views the
transition process as two-step: planning and performance. Though there are several processes for deployment and
transition, most generally include the following activities:
• Develop a Deployment/Transition Strategy - Planning for transition activities would ideally begin early in the
SE life cycle, though it is possible to conduct these activities concurrently with realization activities. Planning
should generally include some consideration of the common lower-level activities of installation, checkout,
integration, and testing. Such activities are crucial to demonstrate that the system and the interfaces with the
operational environment can function as intended and meet the contractual system specifications. For these
activities to be effectively managed and efficiently implemented, the criteria, responsibility, and procedures for
carrying out these activities should be clearly established and agreed upon during the planning phase.
System Deployment 424
• Develop Plans for Transitioning Systems - or system capabilities into operational use and support. Transition
plans for the system or incremental system capabilities should be consistent with the overall transition strategy
and agreed to by relevant stakeholders. Planning for transition will often include establishing a strategy for
support, which may include organic support infrastructures, contractor logistics support, or other sources (Bernard
et al. 2005, 1-49). It can also include defining the levels of support to be established. The strategy is important
because it drives most of the other transition planning activities, as well as product design considerations.
Transition plans should include considerations for coordination with the following activities:
• Installation - Installation generally refers to the activities required to physically instate the system; this will
likely include connecting interfaces to other systems such as electrical, computer, or security systems, and may
include software interfaces as well. Installation planning should generally document the complexity of the
system, the range of environmental conditions expected in the operational environment, any interface
specifications, and human factors requirements such as safety. When real-world conditions require changes in
the installation requirements, these should be documented and discussed with the relevant stakeholders.
• Integration - Though system integration activities will generally be performed prior to installation, there may
be additional steps for integrating the system into its operational setting. Additionally, if the system is being
delivered incrementally, there will likely be integration steps associated with the transition (for more
information on integration, please see the System Realization knowledge area (KA)).
• Verification and Validation (V&V) - At this stage, V&V for physical, electrical, and mechanical checks may
be performed in order to verify that the system has been appropriately installed. Acceptance tests conducted
after delivery may become part of this process (for additional information on V&V, please see the System
Realization KA). There are several types of acceptance tests which may be used:
• On-site Acceptance Test (OSAT) - This test includes any field acceptance testing and is performed only after
the system has successfully been situated in the operational environment. It may consist of functional tests to
demonstrate that the system is functioning and performing properly.
• Field Acceptance Test - This test includes flight and sea acceptance tests; it is performed, if applicable, only
after the system has successfully passed the OSAT. The purpose of field testing is to demonstrate that the
system meets the performance specifications called for in the system specifications in the actual operating
environment.
• Operational Test and Evaluation (OT&E) - An OT&E consists of a test series designed to estimate the
operational effectiveness of the system.
• Evaluate the readiness of the system to transition into operations - This is based upon the transition criteria
identified in the transition plan. These criteria should support an objective evaluation of the system’s
readiness for transition. The integration, verification, and validation activities associated with transition may
be used to gauge whether the system meets transition criteria.
• Analyze the results of transition activities throughout and any necessary actions - As a result of analysis,
additional transition activities and actions may be required. The analysis may also identify areas for
improvement in future transition activities.
Some common issues that require additional considerations and SE activities are the utilization or replacement of
legacy systems. It is also common for an organization to continue testing into the early operational phase. The
following activities support these circumstances:
• System Run-in - After the successful completion of the various acceptance tests, the system(s) will be handed
over to the user or designated post-deployment support organization. The tested system(s) may have to be verified
for a stated period (called the system run-in, normally for one to two years) for the adequacy of reliability and
maintainability (R&M) and integrated logistics support (ILS) deliverables. R&M are vital system operational
characteristics having a dominant impact upon the operational effectiveness, the economy of in-service
maintenance support, and the life cycle cost (LCC).
System Deployment 425
• Phasing-In/Phasing-Out - The need for phasing-in will usually be identified during the system definition, when
it is clear that the new system entails the replacement of an existing system(s) (for additional information, please
see the System Definition KA). These activities should help to minimize disruption to operations and, at the same
time, minimize the adverse effect on operational readiness. It is also important that the phasing-in of a new system
and the phasing-out of an existing system occur in parallel with the systems activities of the system run-in to
maximize resource utilization. Other aspects of phasing-in/phasing-out to be considered include:
• Proper planning for the phasing out of an existing system (if necessary).
• For multi-user or complex systems, phase-by-phase introduction of the system according to levels of
command, formation hierarchy, etc.
• Minimum disruption to the current operations of the users.
• Establishment of a feedback system from users on problems encountered in operation, etc.
• Disposal process including handling of hazardous items, cost of disposal, approval etc.
References
Works Cited
Bernard, S., B. Gallagher, R. Bate, H. Wilson. 2005. CMMI® Acquisition Module (CMMI-AM), version 1.1.
Pittsburg, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
CMU/SEI-2005-TR-011.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC/IEEE 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Primary References
INCOSE. 2011. INCOSE 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.
ISO/IEC/IEEE. 2015. Systems and Software Engineering - System Life Cycle Processes. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
NASA. 2007. Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space Administration
(NASA), NASA/SP-2007-6105.
Additional References
None.
The role of systems engineering (SE) during the operation of a system consists of ensuring that the system maintains
key mission and business functions and is operationally effective. The systems engineer is one of the stakeholders
who ensures that maintenance actions and other major changes are performed according to the long-term vision of
the system. Both the maintenance actions and any implemented changes must meet the evolving needs of owning
and operating stakeholders consistent with the documented and approved architecture. SE considerations will also
include the eventual decommissioning or disposal of the system so that the disposal occurs according to
disposal/retirement plans. Those plans must take into account and be compliant with relevant laws and regulations
(for additional information on disposal or retirement, please see the Product and Service Life Management
knowledge area (KA)). When the system-of-interest (SoI) replaces an existing or legacy system, it may be necessary
to manage the migration between systems such that stakeholders do not experience a breakdown in services
(INCOSE 2012).
Process Approaches
During the operational phase, SE activities ensure the system maintains certain operational attributes and usefulness
throughout its expected life span. Maintaining operational effectiveness consists of evaluating certain operationally
relevant attributes and trends, taking actions to prevent degradation of performance, evolving the system to meet
changing mission or business needs (see the Product and Service Life Management KA), and eventually
decommissioning the system and disposing of its components. During operation, data would be collected to evaluate
the system and determine if changes should be made. It is important to include the process for data collection during
operations when considering design and ConOps. In some cases, data may be collected by sensors and reported
autonomously. In other cases, operators will identify and report on performance during operations. The systems
Operation of the System 428
engineer needs to understand how all data will be collected and presented for further analysis. The systems engineer
will be involved in analysis of this data in several areas, including the following:
• Updating training and development of new training as required for operational and support personnel. Training is
generally developed early with system design and production and executed during integration and operations.
Determination of training updates or changes will be based on evaluation of the operational and support
personnel.
• Evaluation of operational effectiveness. Early in the planning phases of a new system or capability, measures of
operational effectiveness are established based on mission and business goals. These measures are important
during system operation. These attributes are unique for each system and represent characteristics describing the
usefulness of the system as defined and agreed to by system stakeholders. Systems engineers monitor and analyze
these measurements and recommend actions.
• Failure reporting and corrective actions (FRACA) activities will involve the collection and analysis of data during
operations. FRACA data will provide trends involving failures that may require design or component changes.
Some failures may also result in safety issues requiring operational modifications until the offending elements
under analysis can be corrected. If components or systems must be returned to maintenance facilities for
corrective repairs, there will be operational and business impacts due to increased unavailability and unplanned
transportation cost.
Practical Considerations
The operation process sustains system services by assigning trained personnel to operate the system, as well as by
monitoring operator-system performance and monitoring the system performance. In order to sustain services, the
operation process identifies and analyzes operational problems in relation to agreements, stakeholder requirements,
and organizational constraints. When the system replaces an existing system, it may be necessary to manage the
migration between systems such that persistent stakeholders do not experience a breakdown in services.
Results of a successful implementation of the operation process include
• an operation strategy is defined and refined along the way
• services that meet stakeholder requirements are delivered
• approved, corrective action requests are satisfactorily completed
• stakeholder satisfaction is maintained
Outputs of the operation process include
Operation of the System 429
• operational strategy, including staffing and sustainment of enabling systems and materials
• system performance reports (statistics, usage data, and operational cost data)
• system trouble/anomaly reports with recommendations for appropriate action
• operational availability constraints to influence future design and specification of similar systems or reused
system elements
Activities of the operation process include
• provide operator training to sustain a pool of operators
• track system performance and account for operational availability
• perform operational analysis
• manage operational support logistics
• document system status and actions taken
• report malfunctions and recommendations for improvement
References
Works Cited
INCOSE. 2012. INCOSE 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 / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Primary References
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th Edition. Englewood Cliffs, NJ,
USA:Prentice Hall.
Institute of Engineers Singapore. 2009. Systems Engineering Body of Knowledge. Provisional version 2.0. Singapore:
Institute of Engineers Singapore.
INCOSE. 2012. INCOSE 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 / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Additional References
None.
System Maintenance
Lead Authors: Scott Jackson, Brian Gallagher, Contributing Author: David Dorgan
System Maintenance planning begins early in the acquisition process with development of a maintenance concept.
Maintenance planning is conducted to evolve and establish requirements and tasks to be accomplished for achieving,
restoring, and maintaining operational capability for the life of the system. For a system to be sustained throughout
its system life cycle, the maintenance process has to be executed concurrently with the operations process
(ISO/IEC/IEEE 15288 2015, Clause 6.4.9).
Overview
The initial requirements for maintenance have to be defined during the stakeholder needs and requirement definition
process (Clause 6.4.1) (ISO/IEC/IEEE 15288 2015) and continue to evolve during the development and operation of
the system. Considerations include:
• Maximizing system availability to meet the operational requirements. This has to take into account the
designed-in reliability and maintainability of the system and resources available.
• Preserving system operating potential through proper planning of system scheduled maintenance. This requires a
reliability-centered maintenance strategy that incorporates preventive maintenance in order to preempt failures,
thereby extending the mean time between corrective maintenance, as well as enhancing the availability of the
system.
• Segmentation of maintenance activities for potential outsourcing of non-critical activities to approved
maintenance subcontractors as to optimize scarce technical manpower resources and maintenance/repair
turn-around times.
• Harnessing IT technology for maintenance management. This involves rigorous and systematic capturing and
tracking of operating and maintenance activities to facilitate analysis and planning.
Maintenance management is concerned with the development and review of maintenance plans, as well as securing
and coordinating resources, such as budget, service parts provisioning, and management of supporting tasks (e.g.,
contract administration, engineering support, and quality assurance). Maintenance planning relies on level of repair
analysis (LORA) as a function of the system acquisition process. Initial planning addresses actions and support
necessary to ensure a minimum life cycle cost (LCC).
Process Approaches
The purpose of the maintenance process is to sustain the capability of a system to provide a service. This process
monitors the system’s capability to deliver services, records problems for analysis, takes corrective, adaptive,
perfective, and preventive actions, and confirms restored capability. As a result of the successful implementation of
the maintenance process
• a maintenance strategy is developed
• maintenance constraints are provided as inputs to requirements
• replacement system elements are made available
• services meeting stakeholder requirements are sustained
• the need for corrective design changes is reported
• failure and lifetime data is recorded
The project should implement the following activities and tasks in accordance with applicable organization policies
and procedures with respect to the maintenance process:
• scheduled servicing, such as daily inspection/checks, servicing, and cleaning
System Maintenance 431
• unscheduled servicing (carrying out fault detection and isolation to the faulty replaceable unit and replacement of
the failed unit)
• re-configuration of the system for different roles or functions
• scheduled servicing (higher level scheduled servicing but below depot level)
• unscheduled servicing (carrying out more complicated fault isolation to the faulty replaceable unit and
replacement of the failed unit)
• minor modifications
• minor damage repairs
• major scheduled servicing (e.g., overhaul and corrosion treatment)
• major repairs (beyond normal removal and replacement tasks)
The maintenance plan specifies the scheduled servicing tasks and intervals (preventive maintenance) and the
unscheduled servicing tasks (adaptive or corrective maintenance). Tasks in the maintenance plan are allocated to the
various maintenance agencies. A maintenance allocation chart is developed to tag the maintenance tasks to the
appropriate maintenance agencies. These include: in-service or in-house work centers, approved contractors,
affiliated maintenance or repair facilities, original equipment manufacturer (OEMs), etc. The maintenance plan also
establishes the requirements for the support resources.
Related activities such as resource planning, budgeting, performance monitoring, upgrades, longer term
supportability, and sustenance also need to be managed. These activities are being planned, managed, and executed
over a longer time horizon and they concern the well being of the system over the entire life cycle.
Proper maintenance of the system (including maintenance-free system designs) relies very much on the availability
of support resources, such as support and test equipment (STE), technical data and documentation, personnel, spares,
and facilities. These have to be factored in during the acquisition agreement process.
Practical Considerations
The organization responsible for maintaining the system should have clear thresholds established to determine
whether a change requested by end users, changes to correct latent defects, or changes required to fulfill the evolving
mission are within the scope of a maintenance change or require a more formal project to step through the entire
systems engineering life-cycle. Evaluation criteria to make such a decision could include cost, schedule, risk, or
criticality characteristics.
System Maintenance 432
References
Works Cited
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC/IEEE 15288:2015.
Primary References
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th Edition. Upper Saddle River, NJ,
USA: Prentice Hall.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense. February 19, 2010.
INCOSE. 2012. INCOSE 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.
Institute of Engineers Singapore. 2009. Systems Engineering Body of Knowledge, Provisional version 2.0. Singapore:
Institute of Engineers Singapore.
IISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC/IEEE 15288:2015.
Additional References
None.
Logistics
Lead Authors: Scott Jackson, John Snoderly, Contributing Authors: Garry Roedler
There are several definitions for logistics within systems engineering (SE) and the definition used will determine
what activities are considered part of logistics. The SEBoK defines logistics as the science of planning and
implementing the acquisition and use of the resources necessary to sustain the operation of a system.
Overview
The ability to sustain the operation of a system is determined by the inherent supportability of the system (a function
of design) and the processes used to sustain the functions and capabilities of the system in the context of the end
user. Figure 1, below, shows a Defense Acquisition University (DAU) model of the SE aspects for consideration in
logistics and logistics planning (DAU 2010).
Figure 1. Affordable System Operational Effectiveness (DAU Guidebook 2010). Released by Defense Acquisition University (DAU)/U.S.
Department of Defense (DoD).
Logistics 434
Sustainment Planning
The focus of sustainment planning is to influence the inherent supportability of the system and to plan the
sustainment capabilities and processes that will be used to sustain system operations.
• Physical accessibility - The designed-in structural assurance that components which require more frequent
monitoring, checkout, and maintenance can be easily accessed. This is especially important in low observable
platforms. Maintenance points should be directly visible and accessible to maintainers, including access for
corrosion inspection and mitigation.
• Designs that require minimum preventative maintenance including corrosion prevention and mitigation.
Emphasis should be on balancing the maintenance requirement over the life cycle with minimal user workload.
• Embedded training and testing when it is determined to be the optimal solution from a total ownership cost
(TOC) and materiel availability perspective.
• Human Systems Integration (HSI) to optimize total system performance and minimize life-cycle costs by
designing systems and incorporating technologies that (a) require minimal manpower, (b) provide effective
training, (c) can be operated and maintained by users, (d) are suitable (habitable and safe with minimal
environmental and occupational health hazards), and (e) are survivable (for both the user and the equipment).
• Support Considerations - Support features cannot be easily added-on after the design is established.
Consequently, supportability should be a high priority early in the program's planning and integral to the system
design and development process. Support features cut across reliability, maintainability, and the supply chain to
facilitate detection, isolation, and timely repair/replacement of system anomalies. These include features for
servicing and other activities necessary for operation and support including resources that contribute to the overall
support of the system. Typical supportability features include diagnostics, prognostics (see CBM+ Guidebook),
calibration requirements, many HSI issues (e.g. training, safety, HFE, occupational health, etc.), skill levels,
documentation, maintenance data collection, compatibility, interoperability, transportability, handling (e.g.,
lift/hard/tie down points, etc.), packing requirements, facility requirements, accessibility, and other factors that
contribute to an optimum environment for sustaining an operational system.
• risk management
• Design Interface [1]
• reliability
• maintainability
• supportability
• affordability
• configuration management
• safety requirements
• environmental and hazardous materials (HAZMAT) requirements
• human systems integration (HSI)
• calibration
• anti-tamper
• habitability
• disposal
• legal requirements
• Sustainment Engineering
• failure reporting, analysis, and corrective action system (FRACAS)
• value engineering
• diminishing manufacturing sources and material shortages (DMSMS)
• Supply Support (materiel planning) [2]
• Maintenance Planning [3]
• reliability centered maintenance (RCM)
• maintenance concepts
• levels of maintenance (level of repair analysis)
• condition-based maintenance
• prognostics & health management
• Support Equipment [4]
• Technical Data [5]
• Manpower & Personnel [6]
• Training & Training Support [7]
• Facilities & Infrastructure [8]
• Packaging, Handling, Storage, & Transportation [9]
• Computer Resources [10]
Logistics 437
Sustainment Implementation
Once the system becomes operational, the results of sustainment planning efforts need to be implemented. SE
supports the execution of the twelve integrated product support elements of a sustainment program that strives to
ensure the system meets operational performance requirements in the most cost-effective manner over its total
remaining life cycle, as illustrated in Figure 2.
Figure 2. Sustainment Implementation Illustration (DAU Guidebook 2012). Released by Defense Acquisition University (DAU)/U.S.
Department of Defense (DoD).
Once a system is put into use, SE is often required to correct problems that degrade continued use, and/or to add new
capabilities to improve product performance in the current or a new environment. In the context of integrated
product support, these SE activities correspond to the integrated product support (IPS) element Sustaining
Engineering. Changes made to fielded systems to correct problems or increase performance should include any
necessary adjustments to the IPS elements, and should consider the interrelationships and integration of the elements
to maintain the effectiveness of system’s support strategy.
The degree of change required to the product support elements varies with the severity of the problem. Minor
problems may require a simple adjustment to a maintenance procedure, a change of supplier, a training course
modification or a change to a technical manual. In contrast, problems that require system or component redesign may
require engineering change proposals and approvals, IPS element trade studies, business case analysis, and updates
to the product support strategy. The focus is to correct problems that degrade continued use, regardless of the degree
of severity.
Evolutionary systems provide a strategy for acquisition of mature technology; the system delivers capabilities
incrementally, planning for future capability enhancements. For these systems a system of systems (SoS) perspective
is required to synchronize the primary and sustainment systems.
Logistics 438
For more information refer to: An Enterprise Framework for Operationally Effective System of Systems Design
(Bobinis and Herald 2012.).
References
Works Cited
Bobinis, J. and T. Herald. 2012. “An Enterprise Framework for Operationally Effective System of Systems Design.”
Journal of Enterprise Architecture. 8(2), May 2012. Available at: https://
www.mendling.com/publications/JEA12-2.pdf.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
NATO RTO. 2001. Logistics Test and Evaluation in Flight Test. Flight Test Techniques Series – Volume 20.
Quebec, Canada: North Atlantic Treaty Organization (NATO) Research and Technology Organization (RTO).
RTO-AG-300 Vol. 20, AC/323(SCI-010)TP/38. Table of contents available at: http:/ / ftp. rta. nato. int/ public/ /
PubFullText/RTO/AG/RTO-AG-300-V20///AG-300-V20-$$TOC.pdf
Primary References
Blanchard, B.S. 1998. Logistics Engineering and Management. Upper Saddle River, NJ, USA: Prentice Hall.
Blanchard, B. and W. Fabrycky. 2011. Systems Engineering and Analysis, 5th Ed. Englewood Cliffs, NJ, USA:
Prentice-Hall.
Bobinis, J. and T. Herald. 2012. “An Enterprise Framework for Operationally Effective System of Systems Design.”
Journal of Enterprise Architecture. 8(2), May 2012. Available at: https://
www.mendling.com/publications/JEA12-2.pdf.
Daganzo, C. 2005. Logistics Systems Analysis, 4th Edition. New York, NY, USA: Springer.
Fabrycky, W.J. and B.S. Blanchard. 1991. Life-Cycle Cost and Economic Analysis. Upper Saddle River, NJ, USA:
Prentice-Hall.
Ghiani, G., G. Laporte, and R. Musmanno. 2004. Introduction to Logistics Systems Planning and Control. Hoboken,
NJ, USA: Wiley-Interscience.
Jones, J.V. 1995. Integrated Logistics Support Handbook. New York, NY, USA: McGraw Hill.
Additional References
Barros, L.L. 1998. "The Optimization of Repair Decision Using Life-Cycle Cost Parameters." IMA Journal of
Management Mathematics. 9(4): 403.
Berkowitz, D., J.N. Gupta, J.T. Simpson, and J.B. McWilliams. 2005. Defining and Implementing
Performance-Based Logistics in Government. Washington, DC, USA: Defense Technical Information Center.
Accessed 6 Sept 2011. Available at: http://handle.dtic.mil/100.2/ADP018510.
Gajpal, P.P., L.S. Ganesh, and C. Rajendran. 1994. "Criticality Analysis of Spare Parts Using the Analytic Hierarchy
Process." International Journal of Production Economics. 35(1-3): 293-297.
MITRE. 2011. "Integrated Logistics Support." Systems Engineering Guide. Accessed 11 March 2012 at [[11]].
Murthy, D.N.P. and W.R. Blischke. 2000. "Strategic Warranty Management: A Life-Cycle Approach." Engineering
Management. 47(1): 40-54.
Northrop Grumman Corporation. 2000. Logistics Systems Engineering. Accessed 6 Sept 2011. Available at: http:/ /
www. northropgrumman. com/ Capabilities/ NavigationSystemsLogisticsSystemsEngineering/ Documents/
nsd_logistics.pdf.
Logistics 439
Solomon, R., P.A. Sandborn, and M.G. Pecht. 2000. "Electronic Part Life Cycle Concepts and Obsolescence
Forecasting." IEEE Transactions on Components and Packaging Technologies. 23(4): 707-717.
Spengler, T. and M. Schroter. 2003. "Strategic Management of Spare Parts in Closed-Loop Supply Chains: A System
Dynamics Approach." Interfaces. p. 7-17.
References
[1] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-12. pdf
[2] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-06. pdf
[3] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-03. pdf
[4] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-05. pdf
[5] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-07. pdf
[6] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-04. pdf
[7] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-08. pdf
[8] http:/ / www. decisionlens. com/ docs/ WP_Strategic_Facilities_and_Infrastructure_Planning. pdf
[9] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-11. pdf
[10] http:/ / ftp. rta. nato. int/ public/ PubFullText/ RTO/ AG/ RTO-AG-300-V20/ AG-300-V20-09. pdf
[11] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ acquisition_systems_engineering/ integrated_logistics_support/
440
This knowledge area is about managing the resources and assets allocated to perform systems engineering, often in
the context of a project or a service, but sometimes in the context of a less well-defined activity. Systems engineering
management is distinguished from general project management by its focus on the technical or engineering aspects
of a project. SEM also encompasses exploratory research and development (R&D) activities at the enterprise level in
commercial or government operations.
Topics
Each part of the SEBoK is composed of knowledge areas (KAs). Each KA groups topics together around a theme
related to the overall subject of the part. This KA contains the following topics:
• Planning
• Assessment and Control
• Risk Management
• Measurement
• Decision Management
• Configuration Management
• Information Management
• Quality Management
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
Discussion
Implementing systems engineering (SE) requires the coordination of technical and managerial endeavors. Success
with the technical is not possible in the absence of the managerial. Management provides the planning,
organizational structure, collaborative environment, and program controls to ensure that stakeholder needs are met.
The Venn diagram below provides some context for thinking about SEM. It shows that some functions are managed
within the SE function, while others are managed in collaboration with the management of systems implementation
and with overall project and systems management.
Systems Engineering Management 441
There is no one-size-fits-all way to define the details of where SEM functions are performed. An in-company SE
organization does not run its own accounting system, but relies on the corporate management organization for this
aspect of SEM. A company performing only SE does include the accounting functions as part of SEM. In all cases,
the managers of the SE function must be actively involved in the management of all the activities within the SE
system boundary, including working out what collaborative arrangements best fit their situation. They must also
remain aware of management events in their environment outside the system boundary that may affect their ability to
perform. Part 6 of the SEBoK includes relevant knowledge areas for collaborative management, including Systems
Engineering and Software Engineering, Systems Engineering and Project Management, Systems Engineering and
Industrial Engineering, Systems Engineering and Procurement/Acquisition, and Systems Engineering and Specialty
Engineering.
Systems Engineering Management 442
References
Works Cited
None.
Primary References
Blanchard, B.S. 2004. Systems Engineering Management, 3rd ed. New York, NY, USA: John Wiley & Sons Inc.
Sage, A.P. and W. Rouse. 2009. Handbook of Systems Engineering and Management, 2nd Ed. Hoboken, NJ, USA:
John Wiley and Sons.
Additional References
None.
Planning
Lead Authors: Ray Madachy, Garry Roedler, Brian Wells
Planning is an important aspect of systems engineering management (SEM). Systems engineering (SE) planning is
performed concurrently and collaboratively with project planning. It involves developing and integrating technical
plans to achieve the technical project objectives within the resource constraints and risk thresholds. The planning
involves the success-critical stakeholders to ensure that necessary tasks are defined with the right timing in the life
cycle in order to manage acceptable risks levels, meet schedules, and avoid costly omissions.
Scope
SE planning begins with analyzing the scope of technical work to be performed and gaining an understanding the
constraints, risks, and objectives that define and bound the solution space for the product or service. The planning
includes estimating the size of the work products, establishing a schedule (or integrating the technical tasks into the
project schedule), identification of risks, and negotiating commitments. Iteration of these planning tasks may be
necessary to establish a balanced plan with respect to cost, schedule, technical performance, and quality. The
planning continues to evolve with each successive life cycle phase of the project (NASA 2007, 1-360; SEI 1995, 12).
SE planning addresses all programmatic and technical elements of the project to ensure a comprehensive and
integrated plan for all of the project's technical aspects and should account for the full scope of technical activities,
including system development and definition, risk management, quality management, configuration management,
measurement, information management, production, verification and testing, integration, validation, and deployment.
SE planning integrates all SE functions to ensure that plans, requirements, operational concepts, and architectures are
consistent and feasible.
The scope of planning can vary from planning a specific task to developing a major technical plan. The integrated
planning effort will determine what level of planning and accompanying documentation is appropriate for the
project.
Integration
The integration of each plan with other higher-level, peer, or subordinate plans is an essential part of SE planning.
For the technical effort, the systems engineering management plan (SEMP), also frequently reffered to as the
systems engineering plan (SEP), is the highest level technical plan. It is subordinate to the project plan and often has
a number of subordinate technical plans providing detail on specific technical focus areas (INCOSE 2011, sec.
5.1.2.2; NASA 2007, appendix J).
In U.S. defense work, the terms SEP and SEMP are not interchangeable. The SEP is a high-level plan that is made
before the system acquisition and development begins. It is written by the government customer. The SEMP is the
specific development plan written by the developer (or contractor). In this context, intent, and content of these
documents are quite different. For example, a SEP will have an acquisition plan that would not be included in a
SEMP. Figure 1 below shows the SEMP and integrated plans.
Planning 444
Task planning identifies the specific work products, deliverables, and success criteria for systems engineering efforts
in support of integrated planning and project objectives. The success criteria are defined in terms of cost, schedule,
and technical performance at identified project milestones. Detailed task planning identifies specific resource
requirements (e.g., skills, equipment, facilities, and funding) as a function of time and project milestones.
SE planning is accomplished by both the acquirer and supplier and the activities for SE planning are performed in
the context of the respective enterprise. The activities establish and identify relevant policies and procedures for
managing and executing the project management and technical effort, identifying the management and technical
tasks, their interdependencies, risks, and opportunities, and providing estimates of needed resources/budgets. Plans
are updated and refined throughout the development process based on status updates and evolving project
requirements (SEI 2007).
Practical Considerations
Pitfalls
Some of the key pitfalls encountered in planning and performing SE planning are listed in Table 1.
Incomplete and Inadequate SE planning causes significant adverse impacts on all other engineering activities. Although one may be tempted to
Rushed Planning save time by rushing the planning, inadequate planning can create additional costs and interfere with the schedule due to
planning omissions, lack of detail, lack of integration of efforts, infeasible cost and schedules, etc.
Inexperienced Staff Lack of highly experienced engineering staff members, especially in similar projects, will likely result in inadequate planning.
Less experienced engineers are often assigned significant roles in the SE planning; however, they may not have the
appropriate judgment to lay out realistic and achievable plans. It is essential to assign the SE planning tasks to those with a
good amount of relevant experience.
Good Practices
Some good practices gathered from the references are in Table 2.
Use Multiple Get technical resources from all disciplines involved in the planning process.
Disciplines
Risk Management Integrate risk management with the SE planning to identify areas that require special attention and/or trades.
Management The amount of management reserve should be based on the risk associated with the plan.
Reserve
Use Historical Data Use historical data for estimates and adjust for differences in the project.
Consider Lead Identify lead times and ensure that you account for them in the planning (e.g., the development of analytical tools).
Times
Update Plans Prepare to update plans as additional information becomes available or changes are needed.
Use IPDTs An integrated product development team (IPDT) (or integrated product team (IPT)) is often useful to ensure adequate
communication across the necessary disciplines, timely integration of all design considerations, as well as integration, testing,
and consideration of the full range of risks that need to be addressed. Although there are some issues that need to be managed
with them, IPDTs tend to break down the communication and knowledge stovepipes that often exist.
Additional good practices can be found in the Systems Engineering Guidebook for Intelligent Transportation
Systems (ITS), NASA Systems Engineering Handbook, the INCOSE Systems Engineering Handbook, and Systems and
Software Engineering - Life Cycle Processes - Project Management (Caltrans and USDOT 2005, 278; NASA
December 2007, 1-360, sec. 6.1; INCOSE 2011, sec. 5.1; ISO/IEC/IEEE 2009, Clause 6.1).
Planning 446
References
Works Cited
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Reserach &
Innovation/U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense, February 19.
INCOSE. 2012. INCOSE 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. 2009. Systems and Software Engineering - Life Cycle Processes - Project Management. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission
(IEC)/Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 16326:2009(E).
NASA. 2007. NASA Systems Engineering Handbook. Washington, D.C.: National Aeronautics and Space
Administration (NASA), NASA/SP-2007-6105.
SEI. 1995. A systems engineering capability maturity model. Version 1.1. Pittsburgh, PA, USA: Software
Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-95-MM-003.
Primary References
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Reserach &
Innovation/U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense.
INCOSE. 2012. INCOSE 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 / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - Life Cycle Processes - Project Management. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission
(IEC)/Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 16326:2009(E).
NASA. 2007. NASA Systems Engineering Handbook. Washington, D.C., USA: National Aeronautics and Space
Administration (NASA), NASA/SP-2007-6105.
SEI. 1995. A Systems Engineering Capability Maturity Model, version 1.1. Pittsburgh, PA, USA: Software
Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-95-MM-003.
SEI. 2007. Capability Maturity Model Integrated (CMMI) for Development, version 1.2, measurement and analysis
process area. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Planning 447
Additional References
Boehm, B., C. Abts, A.W. Brown, S. Chulani, B.K. Clark, E. Horowitz, R. Madachy, D.J. Reifer, B. Steece. 2000.
Software Cost Estimation with COCOMO II. Englewood Cliffs, NJ, USA: Prentice Hall
DeMarco, T. and T. Lister. 2003. Waltzing with Bears; Managing Risks on Software Projects. New York, NY, USA:
Dorset House.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - Life Cycle Processes - Project Management. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission
(IEC)/Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 16326:2009(E).
Valerdi, R. 2008. The Constructive Systems Engineering Cost Model (COSYSMO): Quantifying the Costs of Systems
Engineering Effort in Complex Systems. Saarbrücken,Germany: VDM Verlag Dr. Muller
The purpose of systems engineering assessment and control (SEAC) is to provide adequate visibility into the
project’s actual technical progress and risks with respect to the technical plans (i.e., systems engineering
management plan (SEMP) or systems engineering plan (SEP) and subordinate plans). The visibility allows the
project team to take timely preventive action when disruptive trends are recognized or corrective action when
performance deviates beyond established thresholds or expected values. SEAC includes preparing for and
conducting reviews and audits to monitor performance. The results of the reviews and measurement analyses are
used to identify and record findings/discrepancies and may lead to causal analysis and corrective/preventive action
plans. Action plans are implemented, tracked, and monitored to closure. (NASA 2007, Section 6.7; SEG-ITS, 2009,
Section 3.9.3, 3.9.10; INCOSE, 2010, Clause 6.2; SEI, 2007)
• hold a post-delivery assessment (also known as a post-project review) to capture knowledge associated with the
project (this may be a separate technical assessment or it may be conducted as part of the project assessment and
control process).
The following activities are normally conducted as part of a project assessment and control process:
• authorization, release and closure of work
• monitor project performance and resource usage against plan
• monitor project risk and authorize expenditure of project funds to execute risk mitigation plans
• hold project reviews
• analyze issues and determine appropriate actions
• manage actions to closure
• hold a post-delivery assessment (also known as a post-project review) to capture knowledge associated with the
project
Examples of major technical reviews used in SEAC are shown in Table 1 from DAU (2010).
Table 1. Major Technical Review Examples (DAU 2012). Released by Defense Acquisition
University (DAU)/U.S. Department of Defense (DoD).
Name Description
Alternative Systems A multi-disciplined review to ensure the resulting set of requirements agrees with the customers' needs and expectations.
Review
Critical Design A multi-disciplined review establishing the initial product baseline to ensure that the system under review has a reasonable
Review (CDR) expectation of satisfying the requirements of the capability development document within the currently allocated budget and
schedule.
Functional Formal examination of the as-tested characteristics of a configuration item (hardware and software) with the objective of
Configuration Audit verifying that actual performance complies with design and interface requirements in the functional baseline.
In-Service Review A multi-disciplined product and process assessment that is performed to ensure that the system under review is operationally
employed with well-understood and managed risk.
Initial Technical A multi-disciplined review that supports a program's initial program objective memorandum submission.
Review
Integrated Baseline A joint assessment conducted by the government program manager and the contractor to establish the performance
Review measurement baseline.
Operational Test A multi-disciplined product and process assessment to ensure that the system can proceed into initial operational test and
Readiness Review evaluation with a high probability of success, and also that the system is effective and suitable for service introduction.
Production The examination of a program to determine if the design is ready for production and if the prime contractor and major
Readiness Review subcontractors have accomplished adequate production planning without incurring unacceptable risks that will breach
(PRR) thresholds of schedule, performance, cost, or other established criteria.
Physical An examination of the actual configuration of an item being produced around the time of the full-rate production decision.
Configuration Audit
Preliminary Design A technical assessment establishing the physically allocated baseline to ensure that the system under review has a reasonable
Review (PDR) expectation of being judged operationally effective and suitable.
System Functional A multi-disciplined review to ensure that the system's functional baseline is established and has a reasonable expectation of
Review (SFR) satisfying the requirements of the initial capabilities document or draft capability development document within the currently
allocated budget and schedule.
System A multi-disciplined review to ensure that the system under review can proceed into initial systems development and that all
Requirements system requirements and performance requirements derived from the initial capabilities document or draft capability
Review (SRR) development document are defined and testable, as well as being consistent with cost, schedule, risk, technology readiness,
and other system constraints.
Assessment and Control 449
System Verification A multi-disciplined product and process assessment to ensure the system under review can proceed into low-rate initial
Review (SVR) production and full-rate production within cost (program budget), schedule (program schedule), risk, and other system
constraints.
Technology A systematic, metrics-based process that assesses the maturity of critical technology elements, such as sustainment drivers.
Readiness
Assessment
Test Readiness A multi-disciplined review designed to ensure that the subsystem or system under review is ready to proceed into formal
Review (TRR) testing.
Practical Considerations
Key pitfalls and good practices related to SEAC are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing SE assessment and control are shown in Table 2.
No Measurement Since the assessment and control activities are highly dependent on insightful measurement information, it is usually ineffective
to proceed independently from the measurement efforts - what you get is what you measure.
"Something in Some things are easier to measure than others - for instance, delivery to cost and schedule. Don't focus on these and neglect
Time" Culture harder things to measure like quality of the system. Avoid a "something in time" culture where meeting the schedule takes
priority over everything else, but what is delivered is not fit for purpose, resulting in the need to rework the project.
No Teeth Make sure that the technical review gates have "teeth". Sometimes the project manager is given authority (or can appeal to
someone with authority) to over-ride a gate decision and allow work to proceed, even when the gate has exposed significant
issues with the technical quality of the system or associated work products. This is a major risk if the organization is strongly
schedule-driven; it can't afford the time to do it right, but somehow it finds the time to do it again (rework).
Too Early Don't baseline requirements or designs too early. Often there is strong pressure to baseline system requirements and designs
Baselining before they are fully understood or agreed, in order to start subsystem or component development. This just guarantees high
levels of rework.
Good Practices
Some good practices gathered from the references are shown in Table 3.
Assessment and Control 450
Independence Provide independent (from customer) assessment and recommendations on resources, schedule, technical status, and risk
based on experience and trend analysis.
Peer Reviews Use peer reviews to ensure the quality of a product’s work before they are submitted for gate review.
Accept Uncertainty Communicate uncertainties in requirements or designs and accept that uncertainty is a normal part of developing a
system.
Risk Mitigation Plans Do not penalize a project at gate review if they admit uncertainty in requirements - ask for their risk mitigation plan to
manage the uncertainty.
Just In-Time Baselining Baseline requirements and designs only when you need to - when other work is committed based on the stability of the
requirement or design. If work must start and the requirement or design is still uncertain, consider how you can build
robustness into the system to handle the uncertainty with minimum rework.
Full Visibility Ensure that action items and action-item status, as well as other key status items, are visible to all project participants.
Leverage Previous Root When performing root cause analysis, take into account the root cause and resolution data documented in previous related
Cause Analysis findings/discrepancies.
Concurrent Plan and perform assessment and control concurrently with the activities for Measurement and Risk Management.
Management
Lessons Learned and Hold post-delivery assessments or post-project reviews to capture knowledge associated with the project – e.g., to
Post-Mortems augment and improve estimation models, lessons learned databases, gate review checklists, etc.
Additional good practices can be found in INCOSE (2010, Clause 6.2), SEG-ITS (2009, Sections 3.9.3 and 3.9.10),
INCOSE (2010, Section 5.2.1.5), and NASA (2007, Section 6.7).
References
Works Cited
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research &
Innovation/U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
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.
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), December 2007. NASA/SP-2007-6105.
SEI. 2007. "Measurement and Analysis Process Area," in Capability Maturity Model Integrated (CMMI) for
Development, version 1.2. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University
(CMU).
Assessment and Control 451
Primary References
Caltrans and USDOT. 2005. [[Systems Engineering Guidebook for Intelligent Transportation Systems (ITS)],]
version 1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research &
Innovation/U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
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.
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), December 2007. NASA/SP-2007-6105.
SEI. 2007. "Measurement and Analysis Process Area," in Capability Maturity Model Integrated (CMMI) for
Development, version 1.2. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University
(CMU).
Additional References
ISO/IEC/IEEE. 2009. ISO/IEC/IEEE 16326|Systems and Software Engineering - Life Cycle Processes - Project
Management. Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE
16326:2009(E).
Risk Management
Lead Authors: Ed Conrow, Ray Madachy, Garry Roedler, Contributing Author: Richard Turner
The purpose of risk management is to reduce potential risks to an acceptable level before they occur, throughout the
life of the product or project. Risk management is a continuous, forward-looking process that is applied to anticipate
and avert risks that may adversely impact the project, and can be considered both a project management and a
systems engineering process. A balance must be achieved on each project in terms of overall risk management
ownership, implementation, and day-to-day responsibility between these two top-level processes.
For the SEBoK, risk management falls under the umbrella of Systems Engineering Management, though the wider
body of risk literature is explored below.
Risk Planning
Risk planning establishes and maintains a strategy for identifying, analyzing, handling, and monitoring risks within
the project. The strategy, both the process and its implementation, is documented in a risk management plan (RMP).
The risk management process and its implementation should be tailored to each project and updated as appropriate
throughout the life of the project.The RMP should be transmitted in an appropriate means to the project team and
key stakeholders.
The risk management strategy includes as necessary the risk management process of all supply chain suppliers and
describes how risks from all suppliers will be raised to the next level(s) for incorporation in the project risk process.
The context of the Risk Management process should include a description of stakeholders’ perspectives, risk
categories, and a description (perhaps by reference) of the technical and managerial objectives, assumptions and
constraints. The risk categories include the relevant technical areas of the system and facilitate identification of risks
across the life cycle of the system. As noted in ISO 31000 the aim of this step is to generate a comprehensive list of
risks based on those events that might create, enhance, prevent, degrade, accelerate or delay the achievement of
objectives.
The RMP should contain key risk management information; Conrow (2003) identifies the following as key
components of RMP:
• a project summary
• project acquisition and contracting strategies
• key definitions
• a list of key documents
• process steps
• inputs, tools and techniques, and outputs per process step
• linkages between risk management and other project processes
• key ground rules and assumptions
• risk categories
• buyer and seller roles and responsibilities
• organizational and personnel roles and responsibilities
Generally, the level of detail in an RMP is risk-driven, with simple plans for low risk projects and detailed plans for
high risk projects.
Risk Identification
Risk identification is the process of examining the project products, processes, and requirements to identify and
document candidate risks. Risk identification should be performed continuously at the individual level as well as
through formerly structured events at both regular intervals and following major program changes (e.g., project
initiation, re-baselining, change in acquisition phase, etc.).
Conrow (2009) states that systems engineers should use one or more top-level approaches (e.g., work breakdown
structure (WBS), key processes evaluation, key requirements evaluation, etc.) and one or more lower-level
approaches (e.g., affinity, brainstorming, checklists and taxonomies, examining critical path activities, expert
judgment, Ishikawa diagrams, etc.) in risk identification. For example, lower-level checklists and taxonomies exist
for software risk identification (Conrow and Shishido 1997, 83-89, p. 84; Boehm 1989, 115-125, Carr et al. 1993, p.
A-2) and operational risk identification (Gallagher et al. 2005, p. 4), and have been used on a wide variety of
programs. The top and lower-level approaches are essential but there is no single accepted method — all approaches
should be examined and used as appropriate.
Candidate risk documentation should include the following items where possible, as identified by Conrow (2003
p.198):
Risk Management 454
• risk title
• structured risk description
• applicable risk categories
• potential root causes
• relevant historical information
• responsible individual and manager
It is important to use structured risk descriptions such as an if-then format: if (an event occurs--trigger), then (an
outcome or affect occurs). Another useful construct is a condition (that exists) that leads to a potential consequence
(outcome) (Gluch 1994). These approaches help the analyst to better think through the potential nature of the risk.
Risk analysis and risk handling activities should only be performed on approved risks to ensure the best use of scarce
resources and maintain focus on the correct risks.
Risk Analysis
Risk analysis is the process of systematically evaluating each identified, approved risk to estimate the probability of
occurrence (likelihood) and consequence of occurrence (impact), and then converting the results to a corresponding
risk level or rating.
There is no best analysis approach for a given risk category. Risk scales and a corresponding matrix, simulations,
and probabilistic risk assessments are often used for technical risks, while decision trees, simulations and payoff
matrices are used for cost risk; and simulations are used for schedule risk. Risk analysis approaches are sometimes
grouped into qualitative and quantitative methods. A structured, repeatable methodology should be used in order to
increase analysis accuracy and reduce uncertainty over time.
The most common qualitative method (typically) uses ordinal probability and consequence scales coupled with a risk
matrix (also known as a risk cube or mapping matrix) to convert the resulting values to a risk level. Here, one or
more probability of occurrence scales, coupled with three consequences of occurrence scales (cost, performance,
schedule) are typically used. Mathematical operations should not be performed on ordinal scale values to prevent
erroneous results (Conrow 2003, p. 187-364).
Once the risk level for each risk is determined, the risks need to be prioritized. Prioritization is typically performed
by risk level (e.g., low, medium, high), risk score (the pair of max (probability), max (consequence) values), and
other considerations such as time-frame, frequency of occurrence, and interrelationship with other risks (Conrow
2003, pp. 187-364). An additional prioritization technique is to convert results into an estimated cost, performance,
and schedule value (e.g., probability budget consequence). However, the result is only a point estimate and not a
distribution of risk.
Widely used quantitative methods include decision trees and the associated expected monetary value analysis
(Clemen and Reilly 2001), modeling and simulation (Law 2007; Mun 2010; Vose 2000), payoff matrices (Kerzner
2009, p. 747-751), probabilistic risk assessments (Kumamoto and Henley 1996; NASA 2002), and other techniques.
Risk prioritization can directly result from the quantitative methods employed. For quantitative approaches, care is
needed in developing the model structure, since the results will only be as good as the accuracy of the structure,
coupled with the characteristics of probability estimates or distributions used to model the risks (Law 2007; Evans,
Hastings, and Peacock 2011).
If multiple risk facets exist for a given item (e.g., cost risk, schedule risk, and technical risk) the different results
should be integrated into a cohesive three-dimensional picture of risk. Sensitivity analyses can be applied to both
qualitative and quantitative approaches in an attempt to understand how potential variability will affect results.
Particular emphasis should be paid to compound risks (e.g., highly coupled technical risks with inadequate fixed
budgets and schedules).
Risk Management 455
Risk Handling
Risk handling is the process that identifies and selects options and implements the desired option to reduce a risk to
an acceptable level, given program constraints (budget, other resources) and objectives (DAU 2003a, 20-23, 70-78).
For a given system-of-interest (SoI), risk handling is primarily performed at two levels. At the system level, the
overall ensemble of system risks is initially determined and prioritized and second-level draft risk element plans
(REP's) are prepared for handling the risks. For more complex systems, it is important that the REP's at the higher
SoI level are kept consistent with the system RMPs at the lower SoI level, and that the top-level RMP preserves
continuing risk traceability across the SoI.
The risk handling strategy selected is the combination of the most desirable risk handling option coupled with a
suitable implementation approach for that option (Conrow 2003). Risk handling options include assumption,
avoidance, control (mitigation), and transfer. All four options should be evaluated and the best one chosen for each
risk. An appropriate implementation approach is then chosen for that option. Hybrid strategies can be developed that
include more than one risk handling option, but with a single implementation approach. Additional risk handling
strategies can also be developed for a given risk and either implemented in parallel with the primary strategy or be
made a contingent strategy that is implemented if a particular trigger event occurs during the execution of the
primary strategy. Often, this choice is difficult because of uncertainties in the risk probabilities and impacts. In such
cases, buying information to reduce risk uncertainty via prototypes, benchmarking, surveying, modeling, etc. will
clarify risk handling decisions (Boehm 1981).
Risk Monitoring
Risk monitoring is used to evaluate the effectiveness of risk handling activities against established metrics and
provide feedback to the other risk management process steps. Risk monitoring results may also provide a basis to
update RHPs, develop additional risk handling options and approaches, and re-analyze risks. In some cases,
monitoring results may also be used to identify new risks, revise an existing risk with a new facet, or revise some
aspects of risk planning (DAU 2003a, p. 20). Some risk monitoring approaches that can be applied include earned
value, program metrics, TPMs, schedule analysis, and variations in risk level. Risk monitoring approaches should be
updated and evaluated at the same time and WBS level; otherwise, the results may be inconsistent.
Risk Management 456
Practical Considerations
Key pitfalls and good practices related to systems engineering risk management are described in the next two
sections.
Pitfalls
Some of the key pitfalls encountered in performing risk management are below in Table 1.
Process • Over-reliance on the process side of risk management without sufficient attention to human and organizational behavioral
Over-Reliance considerations.
Lack of • Failure to implement risk management as a continuous process. Risk management will be ineffective if it’s done just to
Continuity satisfy project reviews or other discrete criteria. (Charette, Dwinnell, and McGarry 2004, 18-24 and Scheinin 2008).
Tool and • Over-reliance on tools and techniques, with insufficient thought and resources expended on how the process will be
Technique implemented and run on a day-to-day basis.
Over-Reliance
Lack of Vigilance • A comprehensive risk identification will generally not capture all risks; some risks will always escape detection, which
reinforces the need for risk identification to be performed continuously.
Automatic • Automatically select the risk handling mitigation option, rather than evaluating all four options in an unbiased fashion and
Mitigation choosing the “best” option.
Selection
Sea of Green • Tracking progress of the risk handling plan, while the plan itself may not adequately include steps to reduce the risk to an
acceptable level. Progress indicators may appear “green” (acceptable) associated with the risk handling plan: budgeting,
staffing, organizing, data gathering, model preparation, etc. However, the risk itself may be largely unaffected if the
handling strategy and the resulting plan are poorly developed, do not address potential root cause(s), and do not incorporate
actions that will effectively resolve the risk.
Band-Aid Risk • Handling risks (e.g., interoperability problems with changes in external systems) by patching each instance, rather than
Handling addressing the root cause(s) and reducing the likelihood of future instances.
Risk Management 457
Good Practices
Some good practices gathered from the references are below in Table 2.
Top Down and • Risk management should be both “top down” and “bottom up” in order to be effective. The project manager or deputy need
Bottom Up to own the process at the top level, but risk management principles should be considered and used by all project personnel.
Early Planning • Include the planning process step in the risk management process. Failure to adequately perform risk planning early in the
project phase contributes to ineffective risk management.
Risk Analysis • Understand the limitations of risk analysis tools and techniques. Risk analysis results should be challenged because
Limitations considerable input uncertainty and/or potential errors may exist.
Robust Risk • The risk handling strategy should attempt to reduce both the probability and consequence of occurrence terms. It is also
Handling imperative that the resources needed to properly implement the chosen strategy be available in a timely manner, else the risk
Strategy handling strategy, and the entire risk management process, will be viewed as a “paper tiger.”
Structured Risk • Risk monitoring should be a structured approach to compare actual vs. anticipated cost, performance, schedule, and risk
Monitoring outcomes associated with implementing the RHP. When ad-hoc or unstructured approaches are used, or when risk level vs.
time is the only metric tracked, the resulting risk monitoring usefulness can be greatly reduced.
Update Risk • The risk management database (registry) should be updated throughout the course of the program, striking a balance
Database between excessive resources required and insufficient updates performed. Database updates should occur at both a tailored,
regular interval and following major program changes.
References
Works Cited
Boehm, B. 1981. Software Engineering Economics. Upper Saddle River, NJ, USA: Prentice Hall.
Boehm, B. 1989. Software Risk Management. Los Alamitos, CA; Tokyo, Japan: IEEE Computer Society Press:
115-125.
Canada, J.R. 1971. Intermediate Economic Analysis for Management and Engineering. Upper Saddle River, NJ,
USA: Prentice Hall.
Carr, M., S. Konda, I. Monarch, F. Ulrich, and C. Walker. 1993. Taxonomy-based risk identification. Pittsburgh, PA,
USA: Software Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-93-TR-6.
Charette, R., L. Dwinnell, and J. McGarry. 2004. "Understanding the roots of process performance failure."
CROSSTALK: The Journal of Defense Software Engineering (August 2004): 18-24.
Clemen, R., and T. Reilly. 2001. Making hard decisions. Boston, MA, USA: Duxbury.
Conrow, E. 2003. Effective Risk Management: Some Keys to Success, 2nd ed. Reston, VA, USA: American Institute
of Aeronautics and Astronautics (AIAA).
Conrow, E. 2008. "Risk analysis for space systems." Paper presented at Space Systems Engineering and Risk
Management Symposium, 27-29 February, 2008, Los Angeles, CA, USA.
Conrow, E. and P. Shishido. 1997. "Implementing risk management on software intensive projects." IEEE Software.
14(3) (May/June 1997): 83-9.
DAU. 2003a. Risk Management Guide for DoD Acquisition: Fifth Edition, version 2. Ft. Belvoir, VA, USA: Defense
Acquisition University (DAU) Press.
Risk Management 458
DAU. 2003b. U.S. Department of Defense extension to: A guide to the project management body of knowledge
(PMBOK(R) guide), first edition. Version 1. 1st ed. Ft. Belvoir, VA, USA: Defense Acquisition University (DAU)
Press.
DoD. 2015. Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs. Washington, DC,
USA: Office of the Deputy Assistant Secretary of Defense for Systems Engineering/Department of Defense.
Evans, M., N. Hastings, and B. Peacock. 2000. Statistical Distributions, 3rd ed. New York, NY, USA:
Wiley-Interscience.
Forbes, C., M. Evans, N. Hastings, and B. Peacock. 2011. “Statistical Distributions,” 4th ed. New York, NY, USA.
Gallagher, B., P. Case, R. Creel, S. Kushner, and R. Williams. 2005. A taxonomy of operational risk. Pittsburgh, PA,
USA: Software Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-2005-TN-036.
Gluch, P. 1994. A Construct for Describing Software Development Risks. Pittsburgh, PA, USA: Software
Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-94-TR-14.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Kerzner, H. 2009. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 10th ed.
Hoboken, NJ, USA: John Wiley & Sons.
Kahneman, D., and A. Tversky. 1979. "Prospect theory: An analysis of decision under risk." Econometrica. 47(2)
(Mar., 1979): 263-292.
Kumamoto, H. and E. Henley. 1996. Probabilistic Risk Assessment and Management for Engineers and Scientists,
2nd ed. Piscataway, NJ, USA: Institute of Electrical and Electronics Engineers (IEEE) Press.
Law, A. 2007. Simulation Modeling and Analysis, 4th ed. New York, NY, USA: McGraw Hill.
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Risk Management 459
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Boehm, B. 1981. Software Engineering Economics. Upper Saddle River, NJ, USA:Prentice Hall.
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115-125.
Conrow, E.H. 2003. Effective Risk Management: Some Keys to Success, 2nd ed. Reston, VA, USA: American
Institute of Aeronautics and Astronautics (AIAA).
DoD. 2015. Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs. Washington, DC,
USA: Office of the Deputy Assistant Secretary of Defense for Systems Engineering/Department of Defense.
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
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USA: Software Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-93-TR-6.
Charette, R. 1990. Application Strategies for Risk Management. New York, NY, USA: McGraw-Hill.
Charette, R. 1989. Software Engineering Risk Analysis and Management. New York, NY, USA: McGraw-Hill
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Charette, R., L. Dwinnell, and J. McGarry. 2004. "Understanding the roots of process performance failure."
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Management Institute, Los Angeles Chapter, 16 April, 2009, Los Angeles, CA.
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Defense Acquisition University (DAU) Press.
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USA: Software Engineering Institute (SEI)/Carnegie-Mellon University (CMU), CMU/SEI-2005-TN-036.
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Risk Management 461
Measurement
Lead Authors: Garry Roedler, Ray Madachy
Measurement and the accompanying analysis are fundamental elements of systems engineering (SE) and technical
management. SE measurement provides information relating to the products developed, services provided, and
processes implemented to support effective management of the processes and to objectively evaluate product or
service quality. Measurement supports realistic planning, provides insight into actual performance, and facilitates
assessment of suitable actions (Roedler and Jones 2005, 1-65; Frenz et al. 2010).
Appropriate measures and indicators are essential inputs to tradeoff analyses to balance cost, schedule, and technical
objectives. Periodic analysis of the relationships between measurement results and review of the requirements and
attributes of the system provides insights that help to identify issues early, when they can be resolved with less
impact. Historical data, together with project or organizational context information, forms the basis for the predictive
models and methods that should be used.
Fundamental Concepts
The discussion of measurement in this article is based on some fundamental concepts. Roedler et al. (2005, 1-65)
states three key SE measurement concepts that are paraphrased here:
1. SE measurement is a consistent but flexible process tailored to the unique information needs and
characteristics of a particular project or organization and revised as information needs change.
2. Decision makers must understand what is being measured. Key decision-makers must be able to connect
what is being measured to what they need to know and what decisions they need to make as part of a closed-loop,
feedback control process (Frenz et al. 2010).
3. Measurement must be used to be effective.
Figure 1. Four Key Measurement Process Activities (PSM 2011). Reprinted with permission of Practical Software and Systems
[1]
Measurement (PSM ). All other rights are reserved by the copyright owner.
Plan Measurement
This activity focuses on defining measures that provide insight into project or organization information needs. This
includes identifying what the decision-makers need to know and when they need to know it, relaying these
information needs to those entities in a manner that can be measured, and identifying, prioritizing, selecting, and
specifying measures based on project and organization processes (Jones 2003, 15-19). This activity also identifies
the reporting format, forums, and target audience for the information provided by the measures.
Here are a few widely used approaches to identify the information needs and derive associated measures, where each
can be focused on identifying measures that are needed for SE management:
• The PSM approach, which uses a set of information categories, measurable concepts, and candidate measures to
aid the user in determining relevant information needs and the characteristics of those needs on which to focus
(PSM August 18, 2011).
• The (GQM) approach, which identifies explicit measurement goals. Each goal is decomposed into several
questions that help in the selection of measures that address the question and provide insight into the goal
achievement (Park, Goethert, and Florac 1996).
Measurement 463
• Software Productivity Center’s (SPC's) 8-step Metrics Program, which also includes stating the goals and defining
measures needed to gain insight for achieving the goals (SPC 2011).
The following are good sources for candidate measures that address information needs and measurable
concepts/questions:
• PSM Web Site (PSM 2011)
• PSM Guide, Version 4.0, Chapters 3 and 5 (PSM 2000)
• SE Leading Indicators Guide, Version 2.0, Section 3 (Roedler et al. 2010)
• Technical Measurement Guide, Version 1.0, Section 10 (Roedler and Jones 2005, 1-65)
• Safety Measurement (PSM White Paper), Version 3.0, Section 3.4 (Murdoch 2006, 60)
• Security Measurement (PSM White Paper), Version 3.0, Section 7 (Murdoch 2006, 67)
• Measuring Systems Interoperability, Section 5 and Appendix C (Kasunic and Anderson 2004)
• Measurement for Process Improvement (PSM Technical Report), version 1.0, Appendix E (Statz 2005)
The INCOSE SE Measurement Primer (Frenz et al. 2010) provides a list of attributes of a good measure with
definitions for each attribute; these attributes include relevance, completeness, timeliness, simplicity, cost
effectiveness, repeatability, and accuracy. Evaluating candidate measures against these attributes can help assure the
selection of more effective measures.
The details of each measure need to be unambiguously defined and documented. Templates for the specification of
measures and indicators are available on the PSM website (2011) and in Goethert and Siviy (2004).
Perform Measurement
This activity focuses on the collection and preparation of measurement data, measurement analysis, and the
presentation of the results to inform decision makers. The preparation of the measurement data includes verification,
normalization, and aggregation of the data, as applicable. Analysis includes estimation, feasibility analysis of plans,
and performance analysis of actual data against plans.
The quality of the measurement results is dependent on the collection and preparation of valid, accurate, and
unbiased data. Data verification, validation, preparation, and analysis techniques are discussed in PSM (2011) and
SEI (2010). Per TL 9000, Quality Management System Guidance, The analysis step should integrate quantitative
measurement results and other qualitative project information, in order to provide managers the feedback needed
for effective decision making (QuEST Forum 2012, 5-10). This provides richer information that gives the users the
broader picture and puts the information in the appropriate context.
There is a significant body of guidance available on good ways to present quantitative information. Edward Tufte
has several books focused on the visualization of information, including The Visual Display of Quantitative
Information (Tufte 2001).
Other resources that contain further information pertaining to understanding and using measurement results include
• PSM (2011)
• ISO/IEC/IEEE 15939, clauses 4.3.3 and 4.3.4
• Roedler and Jones (2005), sections 6.4, 7.2, and 7.3
Evaluate Measurement
This activity involves the analysis of information that explains the periodic evaluation and improvement of the
measurement process and specific measures. One objective is to ensure that the measures continue to align with the
business goals and information needs, as well as provide useful insight. This activity should also evaluate the SE
measurement activities, resources, and infrastructure to make sure it supports the needs of the project and
organization. Refer to PSM (2011) and Practical Software Measurement: Objective Information for Decision Makers
(McGarry et al. 2002) for additional detail.
Measurement 464
Figure 2. Composition of a Leading Indicator (Roedler et al. 2010). Reprinted with permission of the International Council on
[2] [1]
Systems Engineering (INCOSE ) and Practical Software and Systems Measurement (PSM ). All other rights are reserved by the
copyright owner.
Technical Measurement
Technical measurement is the set of measurement activities used to provide information about progress in the
definition and development of the technical solution, ongoing assessment of the associated risks and issues, and the
likelihood of meeting the critical objectives of the acquirer. This insight helps an engineer make better decisions
throughout the life cycle of a system and increase the probability of delivering a technical solution that meets both
the specified requirements and the mission needs. The insight is also used in trade-off decisions when performance is
not within the thresholds or goals.
Measurement 465
Technical measurement includes measures of effectiveness (MOEs), measures of performance (MOPs), and
technical performance measures (TPMs) (Roedler and Jones 2005, 1-65). The relationships between these types of
technical measures are shown in Figure 3 and explained in the reference for Figure 3. Using the measurement
process described above, technical measurement can be planned early in the life cycle and then performed
throughout the life cycle with increasing levels of fidelity as the technical solution is developed, facilitating
predictive insight and preventive or corrective actions. More information about technical measurement can be found
in the NASA Systems Engineering Handbook, System Analysis, Design, Development: Concepts, Principles, and
Practices, and the Systems Engineering Leading Indicators Guide (NASA December 2007, 1-360, Section 6.7.2.2;
Wasson 2006, Chapter 34; Roedler and Jones 2005).
Figure 3. Relationship of the Technical Measures (Roedler et al 2010). Reprinted with permission of the International Council on
[1] [1]
Systems Engineering (INCOSE ) and Practical Software and Systems Measurement (PSM ). All other rights are reserved by the
copyright owner.
Service Measurement
The same measurement activities can be applied for service measurement; however, the context and measures will be
different. Service providers have a need to balance efficiency and effectiveness, which may be opposing objectives.
Good service measures are outcome-based, focus on elements important to the customer (e.g., service availability,
reliability, performance, etc.), and provide timely, forward-looking information.
For services, the terms critical success factors (CSF) and key performance indicators (KPI) are used often when
discussing measurement. CSFs are the key elements of the service or service infrastructure that are most important to
achieve the business objectives. KPIs are specific values or characteristics measured to assess achievement of those
objectives.
Measurement 466
More information about service measurement can be found in the Service Design and Continual Service
Improvement volumes of BMP (2010, 1). More information on service SE can be found in the Service Systems
Engineering article.
Practical Considerations
Key pitfalls and good practices related to SE measurement are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing SE Measurement are provided in Table 1.
Golden Measures • Looking for the one measure or small set of measures that applies to all projects.
• No one-size-fits-all measure or measurement set exists.
• Each project has unique information needs (e.g., objectives, risks, and issues).
• The one exception is that, in some cases with consistent product lines, processes, and information needs, a small core
set of measures may be defined for use across an organization.
Unknown Information • Performing measurement activities without the understanding of why the measures are needed and what information
Need they provide.
• This can lead to wasted effort.
Inappropriate Usage • Using measurement inappropriately, such as measuring the performance of individuals or making interpretations
without context information.
• This can lead to bias in the results or incorrect interpretations.
Measurement 467
Good Practices
Some good practices gathered from the references are provided in Table 2.
Action Driven • Measurement by itself does not control or improve process performance.
• Measurement results should be provided to decision makers for appropriate action.
Integration into • SE Measurement should be integrated into the project as part of the ongoing project business rhythm.
Project Processes • Data should be collected as processes are performed, not recreated as an afterthought.
Timely Information • Information should be obtained early enough to allow necessary action to control or treat risks, adjust tactics and
strategies, etc.
• When such actions are not successful, measurement results need to help decision-makers determine contingency actions
or correct problems.
Relevance to • Successful measurement requires the communication of meaningful information to the decision-makers.
Decision Makers • Results should be presented in the decision-makers’ preferred format.
• Allows accurate and expeditious interpretation of the results.
Data Availability • Decisions can rarely wait for a complete or perfect set of data, so measurement information often needs to be derived
from analysis of the best available data, complemented by real-time events and qualitative insight (including experience).
Historical Data • Use historical data as the basis of plans, measure what is planned versus what is achieved, archive actual achieved results,
and use archived data as a historical basis for the next planning effort.
Information Model • The information model defined in ISO/IEC/IEEE (2007) provides a means to link the entities that are measured to the
associated measures and the identified information need, and also describes how the measures are converted into
indicators that provide insight to decision-makers.
Additional information can be found in the Systems Engineering Measurement Primer, Section 4.2 (Frenz et al.
2010), and INCOSE Systems Engineering Handbook, Section 5.7.1.5 (2012).
References
Works Cited
Frenz, P., G. Roedler, D.J. Gantzer, P. Baxter. 2010. Systems Engineering Measurement Primer: A Basic
Introduction to Measurement Concepts and Use for Systems Engineering. Version 2.0. San Diego, CA: International
Council on System Engineering (INCOSE). INCOSE‐TP‐2010‐005‐02. Accessed April 13, 2015 at http:/ / www.
incose.org/ProductsPublications/techpublications/PrimerMeasurement.
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. 2007. Systems and software engineering - Measurement process. Geneva, Switzerland: International
Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), ISO/IEC/IEEE
15939:2007.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Kasunic, M. and W. Anderson. 2004. Measuring Systems Interoperability: Challenges and Opportunities.
Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Measurement 468
McGarry, J., D. Card, C. Jones, B. Layman, E. Clark, J. Dean, F. Hall. 2002. Practical Software Measurement:
Objective Information for Decision Makers. Boston, MA, USA: Addison-Wesley.
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), December 2007. NASA/SP-2007-6105.
Park, R.E., W.B. Goethert, and W.A. Florac. 1996. Goal-Driven Software Measurement – A Guidebook. Pittsburgh,
PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU), CMU/SEI-96-BH-002.
PSM. 2011. "Practical Software and Systems Measurement." Accessed August 18, 2011. Available at: http:/ / www.
psmsc.com/.
PSM. 2000. Practical Software and Systems Measurement (PSM) Guide, version 4.0c. Practical Software and
System Measurement Support Center. Available at: http://www.psmsc.com/PSMGuide.asp.
PSM Safety & Security TWG. 2006. Safety Measurement, version 3.0. Practical Software and Systems
Measurement. Available at: http:/ / www. psmsc. com/ Downloads/ TechnologyPapers/ SafetyWhitePaper_v3. 0.
pdf.
PSM Safety & Security TWG. 2006. Security Measurement, version 3.0. Practical Software and Systems
Measurement. Available at: http:/ / www. psmsc. com/ Downloads/ TechnologyPapers/ SecurityWhitePaper_v3. 0.
pdf.
QuEST Forum. 2012. Quality Management System (QMS) Measurements Handbook, Release 5.0. Plano, TX, USA:
Quest Forum.
Roedler, G., D. Rhodes, C. Jones, and H. Schimmoller. 2010. Systems Engineering Leading Indicators Guide,
version 2.0. San Diego, CA, USA: International Council on Systems Engineering (INCOSE),
INCOSE-TP-2005-001-03.
Roedler, G. and C. Jones. 2005. Technical Measurement Guide, version 1.0. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2003-020-01.
SEI. 2010. "Measurement and Analysis Process Area" in Capability Maturity Model Integrated (CMMI) for
Development, version 1.3. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University
(CMU).
Software Productivity Center, Inc. 2011. Software Productivity Center web site. August 20, 2011. Available at: http:/
/www.spc.ca/.
Statz, J. et al. 2005. Measurement for Process Improvement, version 1.0. York, UK: Practical Software and Systems
Measurement (PSM).
Tufte, E. 2006. The Visual Display of Quantitative Information. Cheshire, CT, USA: Graphics Press.
Wasson, C. 2005. System Analysis, Design, Development: Concepts, Principles, and Practices. Hoboken, NJ, USA:
John Wiley and Sons.
Primary References
Frenz, P., G. Roedler, D.J. Gantzer, P. Baxter. 2010. Systems Engineering Measurement Primer: A Basic
Introduction to Measurement Concepts and Use for Systems Engineering. Version 2.0. San Diego, CA: International
Council on System Engineering (INCOSE). INCOSE‐TP‐2010‐005‐02. Accessed April 13, 2015 at http:/ / www.
incose.org/ProductsPublications/techpublications/PrimerMeasurement.
ISO/IEC/IEEE. 2007. Systems and Software Engineering - Measurement Process. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC),
ISO/IEC/IEEE 15939:2007.
PSM. 2000. Practical Software and Systems Measurement (PSM) Guide, version 4.0c. Practical Software and
System Measurement Support Center. Available at: http://www.psmsc.com.
Measurement 469
Roedler, G., D. Rhodes, C. Jones, and H. Schimmoller. 2010. Systems Engineering Leading Indicators Guide,
version 2.0. San Diego, CA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2005-001-03.
Roedler, G. and C. Jones. 2005. Technical Measurement Guide, version 1.0. San Diego, CA: International Council
on Systems Engineering (INCOSE), INCOSE-TP-2003-020-01.
Additional References
Kasunic, M. and W. Anderson. 2004. Measuring Systems Interoperability: Challenges and Opportunities.
Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
McGarry, J. et al. 2002. Practical Software Measurement: Objective Information for Decision Makers. Boston, MA,
USA: Addison-Wesley.
NASA. 2007. NASA Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), December 2007. NASA/SP-2007-6105.
Park, Goethert, and Florac. 1996. Goal-Driven Software Measurement – A Guidebook. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU), CMU/SEI-96-BH-002.
PSM. 2011. "Practical Software and Systems Measurement." Accessed August 18, 2011. Available at: http:/ / www.
psmsc.com/.
PSM Safety & Security TWG. 2006. Safety Measurement, version 3.0. Practical Software and Systems
Measurement. Available at: http:/ / www. psmsc. com/ Downloads/ TechnologyPapers/ SafetyWhitePaper_v3. 0.
pdf.
PSM Safety & Security TWG. 2006. Security Measurement, version 3.0. Practical Software and Systems
Measurement. Available at: http:/ / www. psmsc. com/ Downloads/ TechnologyPapers/ SecurityWhitePaper_v3. 0.
pdf.
SEI. 2010. "Measurement and Analysis Process Area" in Capability Maturity Model Integrated (CMMI) for
Development, version 1.3. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University
(CMU).
Software Productivity Center, Inc. 2011. Software Productivity Center web site. August 20, 2011. Available at: http:/
/www.spc.ca/.
Statz, J. 2005. Measurement for Process Improvement, version 1.0. York, UK: Practical Software and Systems
Measurement (PSM).
Tufte, E. 2006. The Visual Display of Quantitative Information. Cheshire, CT, USA: Graphics Press.
Wasson, C. 2005. System Analysis, Design, Development: Concepts, Principles, and Practices. Hoboken, NJ, USA:
John Wiley and Sons.
References
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[2] http:/ / www. incose. com
Decision Management 470
Decision Management
Lead Author: Ray Madachy, Contributing Authors: Garry Roedler, Greg Parnell
Many systems engineering decisions are difficult because they include numerous stakeholders, multiple competing
objectives, substantial uncertainty, and significant consequences. In these cases, good decision making requires a
formal decision management process. The purpose of the decision management process is:
“…to provide a structured, analytical framework for objectively identifying, characterizing and
evaluating a set of alternatives for a decision at any point in the life cycle and select the most beneficial
course of action.”(ISO/IEC/IEEE 15288)
Decision situations (opportunities) are commonly encountered throughout a system’s lifecycle. The decision
management method most commonly employed by systems engineers is the trade study. Trade studies aim to define,
measure, and assess shareholder and stakeholder value to facilitate the decision maker’s search for an alternative that
represents the best balance of competing objectives. By providing techniques for decomposing a trade decision into
logical segments and then synthesizing the parts into a coherent whole, a decision management process allows the
decision maker to work within human cognitive limits without oversimplifying the problem. Furthermore, by
decomposing the overall decision problem, experts can provide assessments of alternatives in their area of expertise.
Figure 1. Decision Management Process (INCOSE DAWG 2013). Permission granted by Matthew
Cilli who prepared image for the INCOSE Decision Analysis Working Group (DAWG). All other
rights are reserved by the copyright owner.
The center of the diagram shows the five trade space objectives (listed clockwise): Performance, Growth Potential,
Schedule, Development & Procurement Costs, and Sustainment Costs . The ten blue arrows represent the decision
management process activities and the white text within the green ring represents SE process elements. Interactions
are represented by the small, dotted green or blue arrows. The decision analysis process is an iterative process. A
hypothetical UAV decision problem is used to illustrate each of the activities in the following sections.
decisions, shareholder value would also be added to this list. For performance, a functional decomposition can help
generate a thorough set of potential objectives. Test this initial list of fundamental objectives by checking that each
fundamental objective is essential and controllable and that the set of objectives is complete, non-redundant, concise,
specific, and understandable (Edwards et al. 2007). Figure 2 provides an example of an objectives hierarchy.
Figure 2. Fundamental Objectives Hierarchy (INCOSE DAWG 2013). Permission granted by Matthew Cilli who prepared image for the INCOSE
Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
For each objective, a measure must be defined to assess the value of each alternative for that objective. A measure
(attribute, criterion, and metric) must be unambiguous, comprehensive, direct, operational, and understandable
(Keeney & Gregory 2005). A defining feature of multi-objective decision analysis is the transformation from
measure space to value space. This transformation is performed by a value function which shows returns to scale on
the measure range. When creating a value function, the walk-away point on the measure scale (x-axis) must be
ascertained and mapped to a 0 value on the value scale (y-axis). A walk-away point is the measure score where
regardless of how well an alternative performs in other measures, the decision maker will walk away from the
alternative. He or she does this through working with the user, finding the measure score beyond, at which point an
alternative provides no additional value, and labeling it "stretch goal" (ideal) and then mapping it to 100 (or 1 and
10) on the value scale (y-axis). Figure 3 provides the most common value curve shapes. The rationale for the shape
of the value functions should be documented for traceability and defensibility (Parnell et al. 2011).
Decision Management 473
Figure 3. Value Function Examples (INCOSE DAWG 2013). Permission granted by Matthew Cilli who prepared image for the INCOSE Decision
Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
The mathematics of multiple objective decision analysis (MODA) requires that the weights depend on importance of
the measure and the range of the measure (walk away to stretch goal). A useful tool for determining priority
weighting is the swing weight matrix (Parnell et al. 2011). For each measure, consider its importance through
determining whether the measure corresponds to a defining, critical, or enabling function and consider the gap
between the current capability and the desired capability; finally, put the name of the measure in the appropriate cell
of the matrix (Figure 4). The highest priority weighting is placed in the upper-left corner and assigned an
unnormalized weight of 100. The unnormalized weights are monotonically decreasing to the right and down the
matrix. Swing weights are then assessed by comparing them to the most important value measure or another assessed
measure. The swing weights are normalized to sum to one for the additive value model used to calculate value in a
subsequent section.
Figure 4. Swing Weight Matrix (INCOSE DAWG 2013). Permission granted by Gregory Parnell who prepared image for the INCOSE Decision
Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
Decision Management 474
Figure 5. Descriptions of Alternatives (INCOSE DAWG 2013). Permission granted by Matthew Cilli who prepared image for the INCOSE
Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
Decision Management 475
Figure 6. Alternative Scores (INCOSE DAWG 2013). Permission granted by Richard Swanson who prepared image for the INCOSE Decision
Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
Note that in addition to identified alternatives, the score matrix includes a row for the ideal alternative. The ideal is a
tool for value-focused thinking, which will be covered later.
Decision Management 476
Synthesizing Results
Next, one can transform the scores into a value table, by using the value functions developed previously. A color
heat map can be useful to visualize value tradeoffs between alternatives and identify where alternatives need
improvement (Figure 7).
Figure 7. Value Scorecard with Heat Map (INCOSE DAWG 2013). Permission granted by Richard Swanson who prepared image for the INCOSE
Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
The additive value model uses the following equation to calculate each alternative’s value:
where
Decision Management 477
The value component chart (Figure 8) shows the total value and the weighted value measure contribution of each
alternative (Parnell et al. 2011).
Figure 8. Value Component Graph (INCOSE DAWG 2013). Permission granted by Richard Swanson who prepared image for the INCOSE
Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
The heart of a decision management process for system engineering trade off analysis is the ability to assess all
dimensions of shareholder and stakeholder value. The stakeholder value scatter plot in Figure 9 shows five
dimensions: unit cost, performance, development risk, growth potential, and operation and support costs for all
alternatives.
Decision Management 478
Figure 9. Example of a Stakeholder Value Scatterplot (INCOSE DAWG 2013). Permission granted by Richard Swanson who prepared image for
the INCOSE Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
Each system alternative is represented by a scatter plot marker (Figure 9). An alternative’s unit cost and performance
value are indicated by x and y positions respectively. An alternative’s development risk is indicated by the color of
the marker (green = low, yellow= medium, red = high), while the growth potential is shown as the number of hats
above the circular marker (1 hat = low, 2 hats = moderate, 3 hats = high).
Figure 10. Uncertainty on Performance Value from Monte Carlo Simulation (INCOSE DAWG 2013). Permission granted by Matthew
Cilli who prepared image for the INCOSE Decision Analysis Working Group (DAWG). All other rights are reserved by the copyright owner.
Improving Alternatives
Mining the data generated for the alternatives will likely reveal opportunities to modify some design choices to claim
untapped value and/or reduce risk. Taking advantage of initial findings to generate new and creative alternatives
starts the process of transforming the decision process from "alternative-focused thinking" to "value-focused
thinking" (Keeney 1993).
Communicating Tradeoffs
This is the point in the process where the decision analysis team identifies key observations about tradeoffs and the
important uncertainties and risks.
Decision Management 480
References
Works Cited
Buede, D.M. 2009. The engineering design of systems: Models and methods. 2nd ed. Hoboken, NJ: John Wiley &
Sons Inc.
Edwards, W., R.F. Miles Jr., and D. Von Winterfeldt. 2007. Advances In Decision Analysis: From Foundations to
Applications. New York, NY: Cambridge University Press.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Keeney, R.L. and H. Raiffa H. 1976. Decisions with Multiple Objectives - Preferences and Value Tradeoffs. New
York, NY: Wiley.
Keeney, R.L. 1992. Value-Focused Thinking: A Path to Creative Decision-Making. Cambridge, MA: Harvard
University Press.
Keeney, R.L. 1993. "Creativity in MS/OR: Value-focused thinking—Creativity directed toward decision making."
Interfaces, 23(3), p.62–67.
Parnell, G.S. 2009. "Decision Analysis in One Chart," Decision Line, Newsletter of the Decision Sciences Institute.
May 2009.
Parnell, G.S., P.J. Driscoll, and D.L Henderson (eds). 2011. Decision Making for Systems Engineering and
Management, 2nd ed. Wiley Series in Systems Engineering. Hoboken, NJ: Wiley & Sons Inc.
Parnell, G.S., T. Bresnick, S. Tani, and E. Johnson. 2013. Handbook of Decision Analysis. Hoboken, NJ: Wiley &
Sons.
Primary References
Buede, D.M. 2004. "On Trade Studies." Proceedings of the 14th Annual International Council on Systems
Engineering International Symposium, 20-24 June, 2004, Toulouse, France.
Keeney, R.L. 2004. "Making Better Decision Makers." Decision Analysis, 1(4), pp.193–204.
Keeney, R.L. & R.S. Gregory. 2005. "Selecting Attributes to Measure the Achievement of Objectives". Operations
Research, 53(1), pp.1–11.
Kirkwood, C.W. 1996. Strategic Decision Making: Multiobjective Decision Analysis with Spreadsheets. Belmont,
California: Duxbury Press.
Decision Management 481
Additional References
Buede, D.M. and R.W. Choisser. 1992. "Providing an Analytic Structure for Key System Design Choices." Journal
of Multi-Criteria Decision Analysis, 1(1), pp.17–27.
Felix, A. 2004. "Standard Approach to Trade Studies." Proceedings of the International Council on Systems
Engineering (INCOSE) Mid-Atlantic Regional Conference, November 2-4 2004, Arlington, VA.
Felix, A. 2005. "How the Pro-Active Program (Project) Manager Uses a Systems Engineer’s Trade Study as a
Management Tool, and not just a Decision Making Process." Proceedings of the International Council on Systems
Engineering (INCOSE) International Symposium, July 10-15, 2005, Rochester, NY.
Miller, G.A. 1956. "The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing
Information." Psychological Review, 63(2), p.81.
Ross, A.M. and D.E. Hastings. 2005. "Tradespace Exploration Paradigm." Proceedings of the International Council
on Systems Engineering (INCOSE) International Symposium, July 10-15, 2005, Rochester, NY.
Sproles, N. 2002. "Formulating Measures of Effectiveness." Systems Engineering", 5(4), p. 253-263.
Silletto, H. 2005. "Some Really Useful Principles: A new look at the scope and boundaries of systems engineering."
Proceedings of the International Council on Systems Engineering (INCOSE) International Symposium, July 10-15,
2005, Rochester, NY.
Ullman, D.G. and B.P. Spiegel. 2006. "Trade Studies with Uncertain Information." Proceedings of the International
Council on Systems Engineering (INCOSE) International Symposium, July 9-13, 2006, Orlando, FL.
Configuration Management
Lead Authors: Ray Madachy, John Snoderly, Garry Roedler, Contributing Author: Rick Adcock
The purpose of configuration management (CM) is to establish and maintain the integrity of all of the identified
outputs of a project or process and make them available to concerned parties (ISO/IEC/IEEE 2015). Unmanaged
changes to system artifacts (such as those associated with plans, requirements, design, software, hardware, testing,
and documentation) can lead to problems that persist throughout the system life cycle. Hence, one primary objective
of CM is to manage and control the change to such artifacts.
enterprise assigns responsibilities in accordance with its own management policy. See also the Implementation
Guide for Configuration Management, which supports and provides further information on this standard
(ANSI/GEIA October 2005).
Effective CM depends on the establishment, maintenance, and implementation of an effective process. The CM
process should include, but is not limited to, the following activities:
• identification and involvement of relevant stakeholders
• setting of CM goals and expected outcomes
• identification and description of CM tasks
• assignment of responsibility and authority for performing the CM process tasks
• establishment of procedures for monitoring and control of the CM process
• measurement and assessment of the CM process effectiveness
As a minimum the CM process should incorporate and detail the following tasks (SEI 2010):
• identifying the configuration of selected work products that compose the baselines at given points in time
• controlling changes to configuration items
• building or providing specifications to build work products from the configuration management system
• maintaining the integrity of baselines
• providing accurate status and current configuration data to developers, end users, and customers
Figure 1 below shows the primary functions of systems CM.
Planning
The CM plan must be developed in consideration of the organizational context and culture; it must adhere to or
incorporate applicable policies, procedures, and standards and it must accommodate acquisition and subcontractor
situations. A CM plan details and schedules the tasks to be performed as part of the CM process including:
configuration identification, change control, configuration status accounting, configuration auditing, and release
management and delivery.
Configuration Identification
This activity is focused on identifying the configuration items which will be managed and controlled under a CM
process. The identification activity involves establishing a procedure for labeling items and their versions. The
labeling provides a context for each item within the system configuration and shows the relationship between system
items.
Establishing Baseline
Configuration items are typically assembled into a baseline which specifies how a system will be viewed for the
purposes of management, control, and evaluation. This baseline is fixed at a specific point in time in the system life
cycle and represents the current approved configuration. It generally can only be changed through formal change
procedures.
Configuration Management 484
Change Control
A disciplined change control process is critical for systems engineering. A generalized change control process in
response to an engineering change proposal (ECP) is shown in Figure 2 below, which is adapted from Systems
Engineering and Analysis (Blanchard and Fabrycky 1999).
Configuration Auditing
Audits are independent evaluations of the current stat us of configuration items and determine conformance of the
configuration activities to the CM process. Adherence to applicable CM plans, regulations, and standards, is
typically assessed during audits.
Organizational Issues
Successful CM planning, management, and implementation requires an understanding of the organizational context
for the design and implementation of the CM process and why constraints are placed upon it. To plan a CM process
for a project, it is necessary to understand the organizational context and the relationships among the organizational
elements. CM interacts with other organizational elements, which may be structured in a number of ways. Although
the responsibility for performing certain CM tasks might be assigned to other parts of the organization, the overall
responsibility for CM often rests with a distinct organizational element or designated individual (Bourque and
Fairley 2014).
Measurement
In order to carry out certain CM functions, such as status accounting and auditing, as well as to monitor and assess
the effectiveness of CM processes, it is necessary to measure and collect data related to CM activities and system
artifacts. CM libraries and automated report tools provide convenient access and facilitation of data collection.
Examples of metrics include the size of documentation artifacts, number of change requests, mean time to change to
a configuration item, and rework costs.
Tools
CM employs a variety of tools to support the process, for example:
• library management
• tracking and change management
• version management
• release management
The INCOSE Tools Database Working Group (INCOSE TDWG 2010) maintains an extensive list of tools including
configuration management.
Practical Considerations
Key pitfalls and good practices related to systems engineering CM are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing CM are in Table 1.
Configuration Management 486
Shallow Visibility • Not involving all affected disciplines in the change control process.
Poor Tailoring • Inadequate CM tailoring to adapt to the project scale, number of subsystems, etc.
Limited CM • Not considering and integrating the CM processes of all contributing organizations including COTS vendors and
Perspective subcontractors.
Good Practices
Some good practices gathered from the references are provided in Table 2 below.
Cross-Functional CM • Implement cross-functional communication and CM processes for software, hardware, firmware, data, or other types
of items as appropriate.
Full Lifecycle • Plan for integrated CM through the life cycle. Do not assume that it will just happen as part of the program.
Perspective
CM Planning • Processes are documented in a single, comprehensive CM plan early in the project. The plan should be a (systems)
CM plan.
• Include tools selected and used.
CCB Hierarchy • Use a hierarchy of configuration control boards commensurate with the program elements.
Additional good practices can be found in ISO/IEC/IEEE (2009, Clause 6.4) and INCOSE (2010, sec. 5.4.1.5).
References
Works Cited
ANSI/GEIA. 2005. Implementation Guide for Configuration Management. Arlington, VA, USA: American National
Standards Institute/Government Electronics & Information Technology Association, GEIA-HB-649. October 2005.
Blanchard, B.S. and W J. Fabrycky. 2005. Systems Engineering and Analysis, 4th ed. Prentice-hall international
series in industrial and systems engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
ISO. 2003. Quality Management Systems – Guidelines for Configuration Management. Geneva, Switzerland:
International Organization for Standardization (ISO), ISO 10007:2003.
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
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Configuration Management 487
Primary References
ANSI/GEIA. 2005. Implementation Guide for Configuration Management. Arlington, VA, USA: American National
Standards Institute/Government Electronics & Information Technology Association, GEIA-HB-649. October 2005.
GEIA. 2004. GEIA Consensus Standard for Data Management. Arlington, VA, USA: Government Electronics &
Information Technology Association, GEIA-859.
ISO. 2003. Quality Management Systems – Guidelines for Configuration Management. Geneva, Switzerland:
International Organization for Standardization (ISO), ISO 10007:2003.
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
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Additional References
INCOSE Tools database working group (TDWG). in International Council on Systems Engineering (INCOSE)
[database online]. San Diego, CA, USA, 2010. Accessed April 13, 2015. Available at: http:/ / www. incose. org/
docs/default-source/wgcharters/tools-database.pdf.
INCOSE. 2008. "INCOSE measurement tools survey." in International Council on Systems Engineering (INCOSE)
[database online]. San Diego, CA, USA, 2008.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - Life Cycle Processes - Project Management. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission
(IEC)/Institute of Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 16326:2009(E).
Information Management
Lead Authors: Andy Pickard, Garry Roedler, Contributing Authors: Ray Madachy
The information management (IM) process is a set of activities associated with the collection and management of
information from one or more sources and the distribution of that information to one or more audiences. Information,
in its most restricted technical sense, is an ordered sequence of symbols that record or transmit a message. The key
idea is that information is a collection of facts that is organized in such a way that they have additional value beyond
the value of the facts themselves. The systems engineer is both the generator and recipient of information products;
thus, the systems engineer has a vital stake in the success of the development and use of the IM process and IM
systems.
Overview
Information can exist in many forms in an organization; some information is related to a specific system
development program and some is held at an enterprise level and made available to programs as required. It may be
held in electronic format or in physical form (for instance, paper drawings or documents, microfiche or other
photographic records).
The IM process includes a set of interrelated activities associated with information systems, systems of systems
(SoS), architectures, services, nested hardware/platforms, and people. Fundamentally, this process is a set of
activities that are concerned with improvements in a variety of human problem-solving endeavors. This includes the
design, development, and use of technologically based systems and processes that enhance the efficiency and
effectiveness of information and associated knowledge in a variety of strategic/business, tactical, and operational
situations.
Management refers to the organization of and control over process activities associated with the structure,
processing, and delivery of information. For example, the organizational structure must have management processes
capable of managing this information throughout the information life cycle regardless of source or format (e.g., data,
paper documents, electronic documents, audio, video, etc.) for delivery through multiple channels that may include
cell phones and web interfaces.
A computer-based IM system is an organized combination of people, hardware, software, communication networks,
and the data resources that collect, transform, and disseminate information in an organization. From the perspective
of the systems engineer, the IM process is a cycle of inter-related information activities to be planned for, designed,
and coordinated. Numerous life cycle development process models exist. Figure 1 below is a high-level process
model that emphasizes the role of systems engineering (SE) in IM.
Information Management 489
The SE function in the development of an IM system is concerned with several rate-limiting architecture and design
variables, (e.g., information sharing, quality, security, efficiency, compliance, etc.) that should be considered
up-front in the life cycle development process. Each of these variables can be subdivided into architecture and design
considerations for the information system-of-interest (SoI). For example, quality can be viewed in terms of data
validity, consistency, and comprehensiveness. Figure 2 provides an overview of information management
considerations.
Information Management 490
The effective and efficient employment of IM systems should solve business needs. These needs can center on
several business objectives, such as efficiency, effectiveness, competitiveness, or profitability. From a business
enterprise perspective, the systems engineer may be involved in several activities that support the development of IM
systems, such as strategic planning, analyses of technology/business trends, development of applications,
understanding operational disciplines, resource control techniques, and assessment of organization structures.
The IM process ensures that necessary information is created, stored, retained, protected, managed, and made easily
available to those with a need and who are permitted access. It also ensures that information is disposed of when it is
no longer relevant.
Practical Considerations
Key pitfalls and good practices related to IM are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in planning and performing IM are provided in Table 1:
No Data Dictionary • Not defining a data dictionary for the project may result in inconsistencies in naming conventions for information and
proliferation of meta-data "tags", which reduces the accuracy and completeness of searches for information and adding
search time performance.
No Metadata • Not "tagging" information with metadata or tagging inconsistently may result in searches being based on metadata tags,
which are ineffective and can overlook key information.
No Back-Up • Not checking that information can be retrieved effectively from a back-up repository when access to the back-up is
Verification needed may result in one discovering that the back-up information is corrupted or not accessible.
Access Obsolescence • This refers to saving information in an electronic format which eventually ceases to be accessible and not retaining a
working copy of the obsolete software to be able to access the information.
Information Management 493
Inadequate • This refers to the error of archiving information on an electronic medium that does not have the required durability to be
Long-Term Retention readable through the required retention life of the information and not regularly accessing and re-archiving the
information.
Inadequate Validity • Not checking the continued validity of information results in outdated or incorrect information being retained and used.
Maintenance
Good Practices
Some good practices gathered from the references are provided in Table 2:
Guidance • The DAMA Guide to the Data Management Body of Knowledge provides an excellent, detailed overview of IM at both
the project and enterprise level.
Information as an • Recognize that information is a strategic asset for the organization and needs to be managed and protected.
Asset
Information Storage • Plan for the organization's information repository storage capacity to need to double every 12 to 18 months.
Capacity
Effective Information • Information that sits in a repository adds no value. It only adds value when it is used, so the right people need to be able
Access to access the right information easily and quickly.
Data Modeling • Invest time and effort in designing data models that are consistent with the underlying structure and information needs
of the organization.
Quality Management • The cost impact of using poor quality information can be enormous. Be rigorous about managing the quality of
information.
Information • The impact of managing information poorly can also be enormous (e.g., violating intellectual property or export control
Repository Design rules).
• Make sure that these requirements are captured and implemented in the information repository, and that all users of the
repository are aware of the rules that they need to follow and the penalties for infringement.
References
Works Cited
ISO/IEC/IEEE. 2008. Systems and Software Engineering - System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation/International Electrotechnical Commissions. ISO/IEC/IEEE
15288:2008.
Mosley, M. (ed.). 2009. The DAMA Guide to the Data Management Body of Knowledge (DAMA-DMBOK Guide).
Bradley Beach, NJ, USA: Technics Publications.
Primary References
INCOSE. 2012. 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-2003-002-03.2.2.
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.
Information Management 494
Mosley, M. (ed.). 2009. The DAMA Guide to the Data Management Body of Knowledge (DAMA-DMBOK Guide).
Bradley Beach, NJ, USA: Technics Publications.
Redman, T. 2008. Data Driven: Profiting from Your Most Important Business Asset. Cambridge, MA, USA: Harvard
Business Press.
Additional References
None.
Quality Management
Lead Authors: Quong Wang, Massood Towhidnejad, Contributing Authors: Dick Fairley, Garry Roedler
Whether a systems engineer delivers a product, a service, or an enterprise, the deliverable should meet the needs of
the customer and be fit for use. Such a deliverable is said to be of high quality. The process to assure high quality is
called quality management.
Overview
Over the past 80 years, a quality movement has emerged to enable organizations to produce high quality deliverables.
This movement has gone through four stages:
1. Acceptance Sampling was developed to apply statistical tests to assist in the decision of whether or not to accept
a lot of material based on a random sample of its content.
2. Statistical Process Control (SPC) was developed to determine if production processes were stable. Instead of
necessarily measuring products, processes are measured instead. Processes that departed from a state of statistical
control were far more likely to develop low quality deliverables.
3. Design for Quality focused on designing processes that were robust against causes of variation, reducing the
likelihood that a process would go out of control, and accordingly reducing the monitoring requirements.
4. Six sigma methods are applied the tools and power of statistical thinking to improve other aspects of the
organization.
Definitions
The American Society for Quality [1] provides the following definitions:
• Acceptance Sampling involves the inspection of a sample to decide whether to accept the entire lot. There are two
types of sampling:
• In attributes sampling, the presence or absence of a characteristic is noted in each of the units inspected.
• In variables sampling, the numerical magnitude of a characteristic is measured and recorded for each inspected
unit. This involves reference to a continuous scale of some kind.
• SPC is the application of statistical techniques to control a process. It is often used interchangeably with the term
“statistical quality control.”
• Quality is a subjective term for which each person or sector has its own definition. In technical usage, quality can
have two meanings:
• The characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
Quality Management 495
• A product or service free of deficiencies. According to Joseph Juran, quality means “fitness for use.”
According to Philip Crosby, it means "conformance to requirements."
• Six Sigma is a method that provides organizations with tools to improve the capability of their business processes.
This increase in performance and decrease in process variation leads to defect reduction and improvement in
profits, employee morale, and quality of products or services. Six Sigma quality is a term generally used to
indicate a process is well controlled (±6 s from the centerline in a control chart).
Quality Attributes
Quality attributes, also known as quality factors, quality characteristics, or non-functional requirements, are a set of
system functional and non-functional requirements that are used to evaluate the system performance. There are a
large number of system quality attributes identified in the literature (e.g. MSDN 2010, Barbacci et al. 1995).
Depending on the type of the system being considered, some of these attributes are more prominent than others.
Ideally, a system would be optimized for all the quality attributes that are important to the stakeholders, but this is an
impossible task. Therefore, it is important to conduct a trade-off analysis to identify the relationship between the
attributes and establish whether a change in one attribute would positively or negatively affect any other attributes.
An example of such trade-off is shown in Table 1 below. (See SEBoK discussion on specialty engineering for
additional information on quality attributes.)
Flexibility + -
Maintainability + +
Reliability - +
Finding the right set of quality attributes is the first step in quality control and management. In order to achieve high
quality, quality must be measured, monitored, managed, and improved on. Therefore, in order to increase the overall
system quality, it is necessary to:
• identify and prioritize the quality attributes
• identify the metrics that can be used for these attributes
• measure and monitor the attributes
• validate the measurements
• analyze the result of those measurements
• establish processes and procedures that result in improved system quality, based on the analysis.
Once the quality attributes are identified and prioritized, then the MSA supports the monitor and control of overall
system quality.
Additional details about measurement are presented in the measurement article.
Acceptance Sampling
In acceptance sampling many examples of a product are presented for delivery. The consumer samples from the lot
and each member of the sample is then categorized as either acceptable or unacceptable based on an attribute
(attribute sampling) or measured against one or more metrics (variable sampling). Based on the measurements, an
inference is made as to whether the lot meets the customer requirements.
There are four possible outcomes of the sampling of a lot, as shown in Table 3.
A sample acceptance plan balances the risk of error between the producer and consumer. Detailed ANSI/ISO/ASQ
standards describe how this allocation is performed (ANSI/ISO/ASQ A3534-2-1993: Statistics—Vocabulary and
Symbols—Statistical Quality Control).
including: cumulative sum charts that detect small, persistent step change model departures and moving average
charts, which use different possible weighting schemes to detect persistent changes (Hawkins and Olwell 1996).
Six Sigma
Six sigma methodology (Pyzdek and Keller, 2009) is a set of tools to improve the quality of business processes; in
particular, to improve performance and reduce variation. Six sigma methods were pioneered by Motorola and came
into wide acceptance after they were championed by General Electric.
Problems resulting in variation are addressed by six sigma projects, which follow a five-stage process:
1. Define the problem, the stakeholders, and the goals.
2. Measure key aspects and collect relevant data.
3. Analyze the data to determine cause-effect relationships.
4. Improve the current process or design a new process.
5. Control the future state or verify the design.
These steps are known as DMAIC for existing processes and DMADV for new processes. A variant of six sigma is
called lean six sigma wherein the emphasis is on improving or maintaining quality while driving out waste.
Standards
Primary standards for quality management are maintained by ISO, principally the IS0 9000 series [2]. The ISO
standards provide requirements for the quality management systems of a wide range of enterprises, without
specifying how the standards are to be met. The key requirement is that the system must be audited. ISO standards
have world-wide acceptance.
In the United States, the Malcolm Baldridge National Quality Award presents up to three awards in six categories:
manufacturing, service company, small business, education, health care, and nonprofit. The Baldridge Criteria [3]
have become de facto standards for assessing the quality performance of organizations.
References
Works Cited
Barbacci, M., M.H. Klein, T.A. Longstaff, and C.B. Weinstock. 1995. Quality Attributes. Pittsburgh, PA, USA:
Software Engineering Institute/Carnegie Melon University. CMU/SEI-95-TR-021.
Chrissis, M.B., M. Konrad, and S. Shrum. 2006. CMMI for Development: Guidelines for Process Integration and
Product Improvement, 2nd ed. Boston, MA, USA: Addison Wesley.
Evans, J. and W. Lindsay. 2010. Managing for Quality and Performance Excellence. Florence, KY, USA: Cengage
Southwestern.
Juran, J.M. 1992. Juran on Quality by Design: The New Steps for Planning Quality into Goods and Services. New
York, NY, USA: The Free Press.
Koning, H. de, J.P.S. Verver, J. van den Heuvel, S. Bisgaard, R.J.M.M. Does. 2006. "Lean Six Sigma in Healthcare."
Journal for Healthcare Quality. 28(2) pp 4-11. MSDN. 2010. "Chapter 16: Quality Attributes," in Microsoft
Quality Management 499
Application Architecture Guide, 2nd Edition. Microsoft Software Developer Network, Microsoft Corporation.
Accessed August 31, 2012. Available online at http://msdn.microsoft.com/en-us/library/ff650706.
Moen, R.D., T.W. Nolan, and L.P. Provost. 1991. Quality Improvement through Planned Experimentation. New
York, NY, USA: McGraw-Hill.
Pyzdek, T. and P.A. Keller. 2009. The Six Sigma Handbook, 3rd ed. New York, NY: McGraw-Hill.
Shewhart, W.A. 1931. Economic Control of Manufactured Product. New York, NY, USA: Van Nostrand.
Wheeler, D.J. and R.W. Lyday. 1989. Evaluating the Measurement Process, 2nd ed. Knoxville, TN, USA: SPC
Press.
Primary References
Chrissis, M.B, M. Konrad, S. Shrum. 2011. CMMI for Development: Guidelines for Process Integration and Product
Improvement, 3rd ed. Boston, MA, USA: Addison-Wesley Professional.
Evans, J. and W. Lindsay. 2010. Managing for Quality and Performance Excellence. Florence, KY, USA: Cengage
Southwestern.
Juran, J.M. 1992. Juran on Quality by Design: The New Steps for Planning Quality into Goods and Services. New
York, NY, USA: The Free Press.
Moen, R.D., T.W. Nolan, and L.P. Provost. 1991. Quality Improvement through Planned Experimentation. New
York, NY, USA: McGraw-Hill.
Pyzdek, T. and P.A. Keller. 2009. The Six Sigma Handbook, 3rd ed. New York, NY, USA: McGraw-Hill.
Wheeler, D.J. and R.W. Lyday. 1989. Evaluating the Measurement Process, 2nd ed. Knoxville, TN, USA: SPC
Press.
Additional References
Hawkins, D. and D.H. Olwell. 1996. Cumulative Sum Charts and Charting for Quality Improvement. New York,
NY, USA: Springer.
References
[1] http:/ / asq. org/ glossary/ index. html
[2] http:/ / www. iso. org/ iso/ iso_catalogue/ management_and_leadership_standards/ quality_management. htm
[3] http:/ / www. nist. gov/ baldrige/ publications/ criteria. cfm
500
Product and service life management deals with the overall life cycle planning and support of a system. The life of a
product or service spans a considerably longer period of time than the time required to design and develop the
system. Systems engineers need to understand and apply the principles of life management throughout the life cycle
of the system. (See Life Cycle Models for a general discussion of life cycles.) Specifically, this knowledge area (KA)
focuses on changes to a system after deployment, including extension, modernization, disposal, and retirement.
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:
• Service Life Extension
• Capability Updates, Upgrades, and Modernization
• Disposal and Retirement
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
Overview
Product and service life management is also referred to as system sustainment. Sustainment involves the
supportability of operational systems from the initial procurement to disposal. Sustainment is a key task for systems
engineering that influences product and service performance and support costs for the entire life of the program.
Sustainment activities include: design for maintainability, application of built-in test, diagnostics, prognostics and
other condition-based maintenance techniques, implementation of logistics footprint reduction strategies,
identification of technology insertion opportunities, identification of operations and support cost reduction
opportunities, and monitoring of key support metrics. Life cycle sustainment plans should be created for large,
complex systems (DAU 2010). Product and service life management applies to both commercial systems (e.g.
energy generation and distribution systems, information management systems, the Internet, and health industries)
and government systems (e.g. defense systems, transportation systems, water-handling systems, and government
services).
It is critical that the planning for system life management occur during the requirements phase of system
development. (See System Requirements and System Definition). The requirements phase includes the analysis of
life cycle cost alternatives, as well as gaining the understanding of how the system will be sustained and modified
once it is operational.
The body of knowledge associated with product and service life management includes the following areas:
1. Service Life Extension - Systems engineers need to understand the principles of service life extension, the
challenges that occur during system modifications, and issues involved with the disposal and retirement after a
Product and Service Life Management 501
Good Practices
Major pitfalls associated with systems engineering (SE) after the deployment of products and services can be
avoided if the systems engineer:
• Recognizes that the systems engineering process does not stop when the product or service becomes operational.
• Understands that certain life management functions and organizations, especially in the post-delivery phase of the
life cycle, are part of the systems engineering process.
• Identifies that modifications need to comply with the system requirements.
• Considers that the users must be able to continue the maintenance activities drawn up during the system
requirement phase after an upgrade or modification to the system is made.
• Accounts for changing user requirements over the system life cycle.
• Adapts the support concepts drawn up during development throughout the system life cycle.
• Applies engineering change management to the total system.
Not addressing these areas of concern early in development and throughout the product or service’s life cycle can
have dire consequences.
References
Works Cited
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research &
Innovation/U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
DAU. 2010. “Acquisition Community Connection (ACC): Where the DoD AT&L workforce meets to share
knowledge.” Ft. Belvoir, VA, USA: Defense Acquisition University (DAU)/US Department of Defense (DoD).
https://acc.dau.mil.
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.
Jackson. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of Integrated
Design and Process Science. 11(2).
OUSD(AT&L). 2011. “Logistics and Materiel Readiness On-line policies, procedures, and planning references.”
Arlington, VA, USA: Office of the Under Secretary of Defense for Aquisition, Transportation and Logistics
(OUSD(AT&L)). http://www.acq.osd.mil/log/.
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
Product and Service Life Management 503
Primary References
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), ver 1.1.
Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation and
U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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.
Jackson, S. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of
Integrated Design and Process Science. 11(2).
OUSD(AT&L). 2011. “Logistics and Materiel Readiness On-line policies, procedures, and planning references.”
Arlington, VA, USA: Office of the Under Secretary of Defense for Acquisition, Transportation and Logistics
(OUSD(AT&L). http://www.acq.osd.mil/log/.
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
Additional References
Blanchard, B.S. 2010. Logistics engineering and management, 5th ed. Englewood Cliffs, NJ, USA: Prentice Hall:
341-342.
Braunstein, A. 2007. “Balancing Hardware End-of-Life Costs and Responsibilities.” Westport, CT, USA: Experture
Group, ETS 07-12-18.
Brown, M., R. Weyers, and M. Sprinkel. 2006. “Service Life Extension of Virginia Bridge Decks afforded by
Epoxy-Coated Reinforcement.” Journal of ASTM International (JAI). 3(2): 13.
DLA. 2010. “Defense logistics agency disposition services.” In Defense Logistics Agency (DLA)/U.S. Department
of Defense [database online]. Battle Creek, MI, USA, accessed June 19 2010: 5. Available at: http:/ / www. dtc. dla.
mil.
EPA. 2010. “Wastes In U.S. Environmental Protection Agency (EPA)." Washington, D.C. Available at: http:/ /
www.epa.gov/epawaste/index.htm.
Finlayson, B. and B. Herdlick. 2008. Systems Engineering of Deployed Systems. Baltimore, MD, USA: Johns
Hopkins University: 28.
FSA. 2010. “Template for 'System Retirement Plan' and 'System Disposal Plan'.” In Federal Student Aid (FSA)/U.S.
Department of Eduation (DoEd). Washington, DC, USA. Accessed August 5, 2010. Available at: http:/ /
federalstudentaid.ed.gov/business/lcm.html.
Gehring, G., D. Lindemuth, and W.T. Young. 2004. “Break Reduction/Life extension Program for CAST and
Ductile Iron Water Mains.” Paper presented at NO-DIG 2004, Conference of the North American Society for
Trenchless Technology (NASTT), March 22-24, New Orleans, LA, USA.
Hovinga, M.N., and G.J. Nakoneczny. 2000. “Standard Recommendations for Pressure Part Inspection during a
Boiler Life Extension Program.” Paper presented at ICOLM (International Conference on Life Management and Life
Extension of Power Plant), May, Xi’an, P.R. China.
IEC. 2007. Obsolescence Management - Application Guide, ed 1.0. Geneva, Switzerland: International
Electrotechnical Commission, IEC 62302.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
Product and Service Life Management 504
References
[1] http:/ / www. acq. osd. mil/ log/
Product and service life extension involves continued use of a product and/or service beyond its original design life.
Product and service life extension involves assessing the risks and the life cycle cost (LCC) of continuing the use of
the product or service versus the cost of a replacement system.
Service life extension (SLE) emphasizes reliability upgrades and component replacement or rebuilding of the system
to delay the system’s entry into wear-out status due to issues such as expensive sustainment, reliability, safety, and/or
performance requirements that can no longer be met. The goal is typically to return the system to as new a condition
as possible while remaining consistent with the economic constraints of the program.
SLE is regarded as an environmentally friendly way to relieve rampant waste by prolonging the useful life of retiring
products and preventing them from being discarded too early when they still have unused value. However,
challenged by fast-changing technology and physical deterioration, a major concern in planning a product SLE is
considering to what degree a product or service is fit to have its life extended.
Topic Overview
SLE is typically required in the following circumstances:
• The system no longer meets the system performance or reliability requirements.
• The cost of operation and maintenance exceeds the cost of SLE, or the available budgets.
• Parts are no longer available for repair and maintenance.
• Operation of the system violates rules or regulations, such as environmental or safety regulations.
• Parts of the system are about to reach their operations life limits, which will result in the issue listed above
occurring.
It is best if systems engineers use a proactive approach that predicts ahead, so that SLE can be accomplished before
the system fails to meet its requirements and before the operations and support costs rise above acceptable limits.
Key factors that must be considered by the systems engineer during service life extension include:
• current life cycle costs of the system
• design life and expected remaining useful life of the system
• software maintenance
• configuration management
• warranty policy
• availability of parts, subsystems, and manufacturing sources
• availability of system documentation to support life extension
System design life is a major consideration for SLE. System design life parameters are established early on during
the system design phase and include key assumptions involving safety limits and material life. Safety limits and the
properties of material aging are critical to defining system life extension. Jackson emphasizes the importance of
Service Life Extension 506
architecting for system resiliency in increasing system life. He also points out that a system can be architected to
withstand internal and external disruptions (2007, 91-108). Systems that age through use, such as aircraft, bridges,
and nuclear power plants, require periodic inspection to ascertain the degree of aging and fatigue. The results of
inspections determine the need for actions to extend the product life (Elliot, Chen, and Swanekamp 1998, sec. 6.5).
Software maintenance is a critical aspect of SLE. The legacy system may include multiple computer resources that
have been in operation for a period of many years and have essential functions that must not be disrupted during the
upgrade or integration process. Typically, legacy systems include a computer resource or application software
program that continues to be used because the cost of replacing or redesigning it is prohibitive. The Software
Engineering Institute (SEI) has addressed the need for SLE of software products and services and provides useful
guidance in the online library for Software Product Lines (SEI 2010, 1). (See Systems Engineering and Software
Engineering for additional discussion of software engineering (SwE) factors to consider.)
Systems engineers have found that service life can be extended through the proper selection of materials. For
example, transportation system elements such as highway bridges and rail systems are being designed for extended
service life by using special epoxy-coated steel (Brown, Weyers, and Spinkel 2006, 13). Diminishing manufacturing
sources and diminishing suppliers need to be addressed early in the SLE process. Livingston (2010) in Diminishing
Manufacturing Sources and Material Shortages (DMSMS) Management Practices provides a method for addressing
product life extension when the sources of supply are an issue. He addresses the product life cycle model and
describes a variety of methods that can be applied during system design to minimize the impact of future component
obsolescence issues.
During product and service life extension, it is often necessary to revisit and challenge the assumptions behind any
previous life cycle cost analysis (and constituent analyses) to evaluate their continued validity and/or applicability
early in the process.
Application to Enterprises
SLE of a large enterprise, such as the National Astronautics and Space Administration's (NASA) national space
transportation system, involves SLE on the elements of the enterprise, such as the space vehicle (shuttle), ground
processing systems for launch operations and mission control, and space-based communication systems that support
space vehicle tracking and status monitoring. SLE of an enterprise requires a holistic look across the entire
enterprise. A balanced approach is required to address the cost of operating older system components versus the cost
required to implement service life improvements.
Large enterprise systems, such as oil and natural gas reservoirs which span broad geographical areas, can use
advanced technology to increase their service life. The economic extraction of oil and natural gas resources from
previously established reservoirs can extend their system life. One such life extension method is to pump special
liquids or gases into the reservoir to push the remaining oil or natural gas to the surface for extraction (Office of
Natural Gas & Oil Technology 1999).
Other Topics
Commercial product developers have been required to retain information for extended periods of time after the last
operational product or unit leaves active service (for up to twenty years). Regulatory requirements should be
considered when extending service life (INCOSE 2012).
Practical Considerations
The cost associated with life extension is one of the main inputs in the decision to extend service life of a product or
a service. The cost of SLE must be compared to the cost of developing and deploying a new system, as well as the
functional utility the user will obtain from each of the alternatives. It is often the case that the funding required for
SLE of large complex systems is spread over several fiscal planning cycles and is therefore subject to changes in
attitude by the elected officials that appropriate the funding.
The challenges with upgrading a system while it is still being used, which is often the case with SLE, must be
understood and planned to avoid serious disruptions to the services the systems provide.
Any SLE must also consider the obsolescence of the systems parts, (e.g., software, amount of system redesign that is
required to eliminate the obsolete parts, etc.).
Service Life Extension 508
References
Works Cited
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cfm?ItemNumber=47829&navItemNumber=47834.
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Brown, M., R. Weyers, and M. Sprinkel. 2006. “Service Life Extension of Virginia Bridge Decks afforded by
Epoxy-Coated Reinforcement.” Journal of ASTM International (JAI), 3(2): 13.
DAU. 2010. “Acquisition community connection (ACC): Where the DoD AT&L workforce meets to share
knowledge.” In Defense Acquisition University (DAU)/US Department of Defense (DoD). Ft. Belvoir, VA, USA,
accessed August 5, 2010. https://acc.dau.mil/.
Elliot, T., K. Chen, and R.C. Swanekamp. 1998. "Section 6.5" in Standard Handbook of Powerplant Engineering.
New York, NY, USA: McGraw Hill.
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.
Jackson. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of Integrated
Design and Process Science. 11(2).
Livingston, H. 2010. “GEB1: Diminishing Manufacturing Sources and Material Shortages (DMSMS) Management
Practices.” McClellan, CA: Defense MicroElectronics Activity (DMEA)/U.S. Department of Defense (DoD).
Mays, L. (ed). 2000. "Chapter 3" in Water Distribution Systems Handbook. New York, NY, USA: McGraw-Hill
Book Company.
Office of Natural Gas and Oil Technology. 1999. Reservoir LIFE Extension Program: Encouraging Production of
Remaining Oil and Gas. Washington, DC, USA: U.S. Department of Energy (DoE).
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Primary References
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation
and U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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.
Jackson. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of Integrated
Design and Process Science. 11(2).
OUSD(AT&L). 2011. “Logistics and Materiel Readiness On-line policies, procedures, and planning references.”
Arlington, VA, USA: Office of the Under Secretary of Defense for Acquisition, Transportation and Logistics
Service Life Extension 509
(OUSD(AT&L). http://www.acq.osd.mil/log/.
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
Additional References
AWWA. 2010. “AWWA Manuals of Water Supply Practices.” In American Water Works Association (AWWA).
Denver, CO, USA. Accessed August 5, 2010. Available at: http:/ / www. awwa. org/ Resources/ standards.
cfm?ItemNumber=47829&navItemNumber=47834.
Blanchard, B.S. 2010. Logistics engineering and management, 5th ed. Englewood Cliffs, NJ, USA: Prentice Hall,
341-342.
Braunstein, A. 2007. “Balancing Hardware End-of-Life Costs and Responsibilities.” Westport, CT, USA: Experture
Group, ETS 07-12-18.
Brown, M., R. Weyers, and M. Sprinkel. 2006. “Service Life Extension of Virginia Bridge Decks afforded by
Epoxy-Coated Reinforcement.” Journal of ASTM International (JAI), 3(2): 13.
Caltrans and USDOT. 2005. Systems engineering guidebook for ITS, version 1.1. Sacramento, CA, USA: California
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(USDOT), SEG for ITS 1.1: 278, 101-103, 107.
Casetta, E. 2001. Transportation Systems Engineering: Theory and methods. New York, NY, USA: Kluwer
Publishers Academic, Springer.
DAU. 2010. “Acquisition community connection (ACC): Where the DoD AT&L workforce meets to share
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accessed August 5, 2010. https://acc.dau.mil/.
DLA. 2010. “Defense logistics agency disposition services.” In Defense Logistics Agency (DLA)/U.S. Department
of Defense [database online]. Battle Creek, MI, USA, accessed June 19 2010: 5. Available at: http:/ / www. dtc. dla.
mil.
Elliot, T., K. Chen, and R.C. Swanekamp. 1998. "Section 6.5" in Standard Handbook of Powerplant Engineering.
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Finlayson, B. and B. Herdlick. 2008. Systems Engineering of Deployed Systems. Baltimore, MD, USA: Johns
Hopkins University: 28.
Gehring, G., D. Lindemuth, and W.T. Young. 2004. “Break Reduction/Life extension Program for CAST and
Ductile Iron Water Mains.” Paper presented at NO-DIG 2004, Conference of the North American Society for
Trenchless Technology (NASTT), March 22-24, New Orleans, LA, USA.
Hovinga, M.N. and G.J. Nakoneczny. 2000. “Standard Recommendations for Pressure Part Inspection during a
Boiler Life Extension Program.” Paper presented at ICOLM (International Conference on Life Management and Life
Extension of Power Plant), May, Xi’an, P.R. China.
IEC. 2007. Obsolescence Management - Application Guide, ed 1.0. Geneva, Switzerland: International
Electrotechnical Commission, IEC 62302.
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Modernization and upgrades involve changing the product or service to include new functions and interfaces,
improve system performance, and/or improve system supportability. The logistic support of a product or service
reaches a point in its life where system modernization is required to resolve supportability problems and to reduce
operational costs. The INCOSE Systems Engineering Handbook (INCOSE 2012) and Systems Engineering and
Analysis (Blanchard and Fabrycky 2005) both stress the importance of using life cycle costs (LCC) when
determining if a product or service should be modernized. Systems can be modernized in the field or returned to a
depot or factory for modification.
Design for system modernization and upgrade is an important part of the system engineering process and should be
considered as part of the early requirements and design activities. Engineering change proposals (ECPs) are used to
initiate updates and modifications to the original system. Product and service upgrades can include new technology
insertion, removing old equipment, or adding new equipment. Form, fit, function, and interface (F3I) is an important
principle for upgrades where backward compatibility is a requirement.
Topic Overview
Product and service modernization involves the same systems engineering (SE) processes and principles that are
employed during the upfront design, development, integration, and testing. The primary differences between product
and service modernization are the various constraints imposed by the existing system architecture, design, and
components. Modernizing a legacy system requires a detailed understanding of the product or service prior to
making any changes. The constraints and the existence of design and test artifacts make it necessary for the systems
engineers performing modernization to tailor the traditional development processes to fit the situation.
Product and service modernization occurs for many reasons, including the following:
1. The system or one of its subsystems is experiencing reduced performance, safety, or reliability.
2. A customer or other stakeholder desires a new capability for the system.
Capability Updates, Upgrades, and Modernization 512
3. Some system components may be experiencing obsolescence, including the lack of spare parts.
4. New uses for the system require modification to add capabilities not built into the originally deployed system.
The first three reasons above are discussed in more detail in Applying Systems Engineering to In-Service Systems:
Supplementary Guidance to the INCOSE Systems Engineering Handbook. (INCOSE UK Chapter 2010).
The UK chapter of the INCOSE developed Applying Systems Engineering to In-Service Systems: Supplementary
Guidance to the INCOSE Systems Engineering Handbook (INCOSE UK Chapter 2010). This guidance document
applies to any system for which multiple systems are produced. These systems may be buildings, transmission
networks, aircraft, automobiles or military vehicles, trains, naval vessels, and mass transit systems.
Government and military products provide a comprehensive body of knowledge for system modernization and
updates. Key references have been developed by the defense industry and can be particular to their needs.
Key factors and questions that must be considered by the systems engineer when making modifications and upgrades
to a product or service include:
• type of system (space, air, ground, maritime, and safety critical)
• missions and scenarios of expected operational usage
• policy and legal requirements that are imposed by certain agencies or business markets
• product or service LCCs
• electromagnetic spectrum usage expected, including change in RF emissions
• system original equipment manufacturer (OEM) and key suppliers, and availability of parts and subsystems
• understanding and documenting the functions, interfaces, and performance requirements, including environmental
testing and validation
• system integration challenges posed by the prevalence of system-of-systems solutions and corresponding
interoperability issues between legacy, modified, and new systems
• amount of regression testing to be performed on the existing software
Key processes and procedures that should be considered during product and service modernization include:
• legislative policy adherence review and certification
• safety critical review
• engineering change management and configuration control
• analysis of alternatives
• warranty and product return process implementation
• availability of manufacturing and supplier sources and products
If system documentation is not available, reverse engineering is required to capture the proper “as is configuration”
of the system and to gain understanding of system behavior prior to making any changes. Seacord, Plakosh, and
Lewis's Modernizing Legacy Systems (2003) explains the importance of documenting the existing architecture of a
system, including documenting the software architecture prior to making any changes. Chapter 5 of Seacord,
Plakosh, and Lewis provides a framework for understanding and documenting a legacy system (2003). The authors
point out that the product or service software will undergo a transformation during modernization and upgrades.
Chapter 5 introduces a horseshoe model that includes functional transformation, code transformation, and
architecture transformation (Seacord, Plakosh, and Lewis 2005).
During system verification and validation (after product change), it is important to perform regression testing on the
portions of the system that were not modified to confirm that upgrades did not impact the existing functions and
behaviors of the system. The degree and amount of regression testing depends on the type of change made to the
system and whether the upgrade includes any changes to those functions or interfaces involved with system safety.
INCOSE (2012) recommends the use of a requirements verification traceability matrix to assist the systems engineer
during regression testing.
It is important to consider changes to the system support environment. Change may require modification or additions
to the system test equipment and other support elements such as packaging and transportation.
Some commercial products contain components and subsystems where modernization activities cannot be
performed. An example of these types of commercial systems can be seen by looking at consumer electronics, such
as radios and computer components. The purchase price of these commercial systems is low enough that upgrades
are not economical and are considered cost prohibitive.
Application to Enterprises
Enterprise system modernization must consider the location of the modification and the conditions under which the
work will be performed. The largest challenge is implementing the changes while the system remains operational. In
these cases, disruption of ongoing operations is a serious risk. For some systems, the transition between the old and
new configuration is particularly important and must be carefully planned.
Enterprise system modernization may require coordination of changes across international boundaries. Enterprise
modifications normally occur at a lower level of the system hierarchy. Change in requirements at the system level
would normally constitute a new system or a new model of a system.
The INCOSE UK Chapter Supplementary Guidance (2010) discusses the change to the architecture of the system. In
cases where a component is added or changed, this change will constitute a change to the architecture. As an
example, the global positioning system (GPS) is an enterprise system implemented by the United States military but
used by both commercial and government consumers worldwide. Modernization may involve changes to only a
certain segment of the enterprise, such as the ground user segment to reduce size, weight, and power. Modernization
may only occur in certain geographical areas of operation. For example, the air transportation system consists of
multiple countries and governing bodies dispersed over the entire world. Changes can occur locally or can require
coordination and integration world-wide.
Other Topics
Figure 1. The Vee Model for Modifications at the Three Different Levels. (SEBoK Original)
A change to the system that does not change the system capabilities but does change the requirements and design of
a subsystem that may be introduced into the process at point B on the Vee model (see Figure 1). Changes of this type
Capability Updates, Upgrades, and Modernization 515
could provide a new subsystem, such as a computer system, that meets the system-level requirements but has
differences from the original, which necessitates modifications to the lower-level requirements and design, such as
changing disk memory to solid state memory. The process for implementing changes starting at this point has been
described by Nguyen (2006). Modification introduced at points B or C (in Figure 1) necessitate flowing the
requirements upward through their “parent” requirements to the system-level requirements.
There are many cases where the change to a system needs to be introduced at the lowest levels of the architectural
hierarchy; here, the entry point to the process is at point C on the Vee model. These cases are typically related to
obsolete parts caused by changes in technology or due to reliability issues with subsystems and parts chosen for the
original design. A change at this level should be F3I compatible so that none of the higher-level requirements are
affected. The systems engineer must ensure there is no impact at the higher levels; when this does occur, it must be
immediately identified and worked out with the customer and the other stakeholders.
In “Life extension of Civil Infrastructural works - a systems engineering approach” van der Laan (2008) provides a
maintenance process that interacts with the system engineering process, represented by the Vee model. His life
extension (or modernization) process model includes reverse engineering to obtain the system definition necessary
for the modernization process. Consideration of the total lifecycle of the system will result in the capture of all of the
records necessary for later upgrade; however, for many reasons, the systems engineer will find that the necessary
information has not been captured or maintained.
Practical Considerations
As pointed out by the INCOSE UK Chapter Supplementary Guidance (2010) there may be multiple modifications to
a system in its lifetime. Often these modifications occur concurrently. This situation requires special attention and
there are two methods for managing it. The first is called the “block” method. This means that a group of systems are
in the process of being modified simultaneously and will be deployed together as a group at a specific time. This
method is meant to ensure that at the end state, all the modifications have been coordinated and integrated so there
are no conflicts and no non-compliance issues with the system-level requirements. The second method is called
continuous integration and is meant to occur concurrently with the block method. Information management systems
provide an example of a commercial system where multiple changes can occur concurrently. The information
management system hardware and network modernization will cause the system software to undergo changes.
Software release management is used to coordinate the proper timing for the distribution of system software changes
to end-users (Michigan Department of Information Technology, 2008).
References
Works Cited
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation
and U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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.
INCOSE UK Chapter. 2010. Applying Systems Engineering to In-Service Systems: Supplementary Guidance to the
INCOSE Systems Engineering Handbook, version 3.2, issue 1.0. Foresgate, UK: International Council on Systems
Engineering (INCOSE) UK Chapter: 10, 13, 23.
MDIT. 2008. System Maintenance Guidebook (SMG), version 1.1: A companion to the systems engineering
methodology (SEM) of the state unified information technology environment (SUITE). MI, USA: Michigan
Department of Information Technology (MDIT), DOE G 200: 38.
Nguyen, L. 2006. “Adapting the Vee Model to Accomplish Systems Engineering on Change Projects.” Paper
presented at 9th Annual National Defense Industrial Association (NDIA) Systems Engineering Conference, San
Diego, CA, USA.
OUSD(AT&L). 2012. “On-line policies, procedures, and planning references.” Office of the Under Secretary of
Defense for Acquisition, Transportation and Logistics, US Department of Defense (DoD). Accessed on August 30,
2012. Available at: http://www.acq.osd.mil/log/
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
van der Laan, J. 2008. “Life extension of Civil Infrastructural works - a systems engineering approach.” Proceedings
of the 18th annual International Symposium of the International Council on Systems Engineering, Utrecht, the
Netherlands.
Primary References
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), version
1.1. Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation
and U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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.
Jackson. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of Integrated
Design and Process Science. 11(2).
OUSD(AT&L). 2011. “Logistics and Materiel Readiness On-line policies, procedures, and planning references.”
Arlington, VA, USA: Office of the Under Secretary of Defense for Acquisition, Transportation and Logistics
Capability Updates, Upgrades, and Modernization 517
(OUSD(AT&L). http://www.acq.osd.mil/log/.
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
Additional References
Braunstein, A. 2007. “Balancing Hardware End-of-Life Costs and Responsibilities.” Westport, CT, USA: Experture
Group, ETS 07-12-18.
Casetta, E. 2001. Transportation Systems Engineering: Theory and methods. New York, NY, USA: Kluwer
Publishers Academic, Springer.
DAU. 2010. “Acquisition community connection (ACC): Where the DoD AT&L workforce meets to share
knowledge.” In Defense Acquisition University (DAU)/US Department of Defense (DoD). Ft. Belvoir, VA, USA,
accessed August 5, 2010. https://acc.dau.mil/.
Elliot, T., K. Chen, and R.C. Swanekamp. 1998. "Section 6.5" in Standard Handbook of Powerplant Engineering.
New York, NY, USA: McGraw Hill.
FAA. 2006. "Section 4.1" in “Systems Engineering Manual.” Washington, DC, USA: US Federal Aviation
Administration (FAA).
FCC. 2009. “Radio and Television Broadcast Rules.” Washington, DC, USA: US Federal Communications
Commission (FCC), 47 CFR Part 73, FCC Rule 09-19: 11299-11318.
Finlayson, B. and B. Herdlick. 2008. Systems Engineering of Deployed Systems. Baltimore, MD, USA: Johns
Hopkins University: 28.
IEC. 2007. Obsolescence Management - Application Guide, ed 1.0. Geneva, Switzerland: International
Electrotechnical Commission, IEC 62302.
IEEE. 2010. IEEE Standard Framework for Reliability Prediction of Hardware. New York, NY, USA: Institute of
Electrical and Electronics Engineers (IEEE), IEEE 1413.
IEEE. 1998. IEEE Standard Reliability Program for the Development and Production of Electronic Systems and
Equipment. New York, NY, USA: Institute of Electrical and Electronics Engineers (IEEE), IEEE 1332.
IEEE. 2008. IEEE Recommended practice on Software Reliability. New York, NY, USA: Institute of Electrical and
Electronics Engineers (IEEE), IEEE 1633.
IEEE. 2005. IEEE Standard for Software Configuration Management Plans. New York, NY, USA: Institute of
Electrical and Electronics Engineers (IEEE), IEEE 828.
INCOSE. 2010. “In-service systems working group.” San Diego, CA, USA: International Council on Systems
Engineering (INCOSE).
INCOSE UK Chapter. 2010. Applying Systems Engineering to In-Service Systems: Supplementary Guidance to the
INCOSE Systems Engineering Handbook, version 3.2, issue 1.0. Foresgate, UK: International Council on Systems
Engineering (INCOSE) UK Chapter: 10, 13, 23.
Institute of Engineers Singapore. 2009. “Systems Engineering Body of Knowledge, provisional,” version 2.0.
Singapore.
ISO/IEC. 2003. “Industrial Automation Systems Integration-Integration of Life-Cycle Data for Process Plants
including Oil, Gas Production Facilities.” Geneva, Switzerland: International Organization for Standardization
(ISO)/International Electro technical Commission (IEC).
Jackson, S. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of Design
and Process Science. 11(2): 91-108, 110.
Jackson, S. 1997. Systems Engineering for Commercial Aircraft. Surrey, UK: Ashgate Publishing, Ltd.
Capability Updates, Upgrades, and Modernization 518
Koopman, P. 1999. “Life Cycle Considerations.” In Carnegie-Mellon University (CMU). Pittsburgh, PA, USA,
accessed August 5, 2010. Available at: http://www.ece.cmu.edu/~koopman/des_s99/life_cycle/index.html.
Livingston, H. 2010. “GEB1: Diminishing Manufacturing Sources and Material Shortages (DMSMS) Management
Practices.” McClellan, CA, USA: Defense MicroElectronics Activity (DMEA)/U.S. Department of Defense (DoD).
Mays, L. (ed). 2000. "Chapter 3" in Water Distribution Systems Handbook. New York, NY, USA: McGraw-Hill
Book Company.
MDIT. 2008. System Maintenance Guidebook (SMG), version 1.1: A companion to the systems engineering
methdology (SEM) of the state unified information technology environment (SUITE). MI, USA: Michigan
Department of Information Technology (MDIT), DOE G 200: 38.
NAS. 2006. National Airspace System (NAS) System Engineering Manual, version 3.1 (volumes 1-3). Washington,
D.C., USA: Air Traffic Organization (ATO)/U.S. Federal Aviation Administration (FAA), NAS SEM 3.1.
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), NASA/SP-2007-6105, December 2007.
Nguyen, L. 2006. “Adapting the Vee Model to Accomplish Systems Engineering on Change Projects.” Paper
presented at 9th Annual National Defense Industrial Association (NDIA) Systems Engineering Conference, San
Diego, CA, USA.
Reason, J. 1997. Managing the Risks of Organizational Accident. Aldershot, UK: Ashgate.
Ryen, E. 2008. Overview of the Systems Engineering Process. Bismarck, ND, USA: North Dakota Department of
Transpofration (NDDOT).
SAE International. 2010. “Standards: Automotive--Maintenance and Aftermarket.” Warrendale, PA, USA: Society of
Automotive Engineers (SAE) International.
Schafer, D.L. 2003. “Keeping Pace With Technology Advances When Funding Resources Are Diminished.” Paper
presented at Auto Test Con. IEEE Systems Readiness Technology Conference, Anaheim, CA, USA: 584.
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(CMU). Pittsburgh, PA, USA, accessed August 5, 2010. http://www.sei.cmu.edu.
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accessed August 5, 2010. http://www.sole.org/appdiv.asp.
Product or service disposal and retirement is an important part of system life management. At some point, any
deployed system will become one of the following: uneconomical to maintain; obsolete; or unrepairable. A
comprehensive systems engineering process includes an anticipated equipment phase-out period and takes disposal
into account in the design and life cycle cost assessment. (See other knowledge areas in Part 3 for discussion on life
cycle metrics and assessment.)
A public focus on sustaining a clean environment encourages contemporary systems engineering (SE) design to
consider recycling, reuse, and responsible disposal techniques. (See Environmental Engineering for additional
discussion.)
Topic Overview
According to the INCOSE Systems Engineering Handbook (2012), “The purpose of the disposal process is to remove
a system element from the operation environment with the intent of permanently terminating its use; and to deal with
any hazardous or toxic materials or waste products in accordance with the applicable guidance, policy, regulation,
and statutes." In addition to technological and economical factors, the system-of-interest (SoI) must be compatible,
acceptable, and ultimately address the design of a system for the environment in terms of ecological, political, and
social considerations.
Ecological considerations associated with system disposal or retirement are of prime importance. The most
concerning problems associated with waste management include
• Air Pollution and Control,
• Water Pollution and Control,
• Noise Pollution and Control,
• Radiation, and
• Solid Waste.
In the US, the Environmental Protection Agency (EPA) and the Occupational Safety and Health Administration
(OSHA) govern disposal and retirement of commercial systems. Similar organizations perform this function in other
countries. OSHA addresses hazardous materials under the 1910-119A List of Highly Hazardous Chemicals, Toxics,
and Reactives (OSHA 2010). System disposal and retirement spans both commercial and government developed
products and services. While both the commercial and government sectors have common goals, methods differ
during the disposition of materials associated with military systems.
US DoD Directive 4160.21-M, Defense Material Disposition Manual (1997) outlines the requirements of the Federal
Property Management Regulation (FPMR) and other laws and regulations as appropriate regarding the disposition of
excess, surplus, and foreign excess personal property (FEPP). Military system disposal activities must be compliant
with EPA and OSHA requirements.
Disposal and Retirement 520
Guidebook (2005).
Disposal needs to take into account environmental and personal risks associated with the decommissioning of a
system and all hazardous materials need to be accounted for. The decommissioning of a nuclear power plant is a
prime example of hazardous material control and exemplifies the need for properly handling and transporting
residual materials resulting from the retirement of certain systems.
The US Defense Logistics Agency (DLA) is the lead military agency responsible for providing guidance for
worldwide reuse, recycling, and disposal of military products. A critical responsibility of the military services and
defense agencies is demilitarization prior to disposal.
Application to Enterprises
The disposal and retirement of large enterprise systems requires a phased approach, with capital planning being
implemented in stages. As in the case of service systems, an enterprise system's disposal and retirement require
parallel operation of the replacement system along with the existing (older) system to prevent loss of functionality
for the user.
Other Topics
See the OSHA standard (1996) and EPA (2010) website for references that provide listings of hazardous materials.
See the DLA Disposal Services website [1] for disposal services sites and additional information on hazardous
materials.
Practical Considerations
A prime objective of systems engineering is to design a product or service such that its components can be recycled
after the system has been retired. The recycling process should not cause any detrimental effects to the environment.
One of the latest movements in the industry is green engineering. According to the EPA, green engineering is the
design, commercialization, and use of processes and products that are technically and economically feasible while
minimizing
• the generation of pollutants at the source; and
• the risks to human health and the environment.
See Environmental Engineering for additional information.
Disposal and Retirement 522
References
Works Cited
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341-342.
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series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), ver 1.1.
Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation and
U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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-M.
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no 793/93 and commission regulation (EC) no 1488/94 as well as council directive 76/769/EEC and commission
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Primary References
Blanchard, B.S. and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Caltrans and USDOT. 2005. Systems Engineering Guidebook for Intelligent Transportation Systems (ITS), ver 1.1.
Sacramento, CA, USA: California Department of Transportation (Caltrans) Division of Research and Innovation and
U.S. Department of Transportation (USDOT), SEG for ITS 1.1.
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),
Disposal and Retirement 523
INCOSE-TP-2003-002-03.2.2.
Jackson, S. 2007. “A Multidisciplinary Framework for Resilience to Disasters and Disruptions.” Journal of
Integrated Design and Process Science. 11(2).
OUSD(AT&L). 2011. “Logistics and Materiel Readiness On-line policies, procedures, and planning references.”
Arlington, VA, USA: Office of the Under Secretary of Defense for Aquisition, Transportation and Logistics
(OUSD(AT&L). http://www.acq.osd.mil/log/.
Seacord, R.C., D. Plakosh, and G.A. Lewis. 2003. Modernizing Legacy Systems: Software Technologies,
Engineering Processes, and Business Practices. Boston, MA, USA: Pearson Education.
Additional References
Blanchard, B. S. 2010. Logistics Engineering and Management, 5th ed. Englewood Cliffs, NJ: Prentice Hall,
341-342.
Casetta, E. 2001. Transportation Systems Engineering: Theory and methods. New York, NY, USA: Kluwer
Publishers Academic, Springer.
DAU. 2010. “Acquisition community connection (ACC): Where the DoD AT&L workforce meets to share
knowledge.” In Defense Acquisition University (DAU)/US Department of Defense (DoD). Ft. Belvoir, VA, USA,
accessed August 5, 2010. https://acc.dau.mil/.
DLA. 2010. “Defense logistics agency disposition services.” In Defense Logistics Agency (DLA)/U.S. Department
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mil.
ECHA. 2010. “European Chemicals Agency (ECHA).” In European Chemicals Agency (ECHA). Helsinki, Finland.
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Elliot, T., K. Chen, and R.C. Swanekamp. 1998. "Section 6.5" in Standard Handbook of Powerplant Engineering.
New York, NY, USA: McGraw Hill.
EPA. 2010. “Wastes In U.S. Environmental Protection Agency (EPA)." Washington, D.C. Available at: http:/ /
www.epa.gov/epawaste/index.htm.
European Parliament. 2007. Regulation (EC) no 1907/2006 of the european parliament and of the council of 18
december 2006 concerning the registration, evaluation, authorisation and restriction of chemicals (REACH),
establishing a european chemicals agency, amending directive 1999/45/EC and repealing council regulation (EEC)
no 793/93 and commission regulation (EC) no 1488/94 as well as council directive 76/769/EEC and commission
directives 91/155/EEC, 93/67/EEC, 93/105/EC and 2000/21/EC. Official Journal of the European Union 29 (5):
136/3,136/280.
FAA. 2006. "Section 4.1" in “Systems Engineering Manual.” Washington, DC, USA: US Federal Aviation
Administration (FAA).
FCC. 2009. “Radio and Television Broadcast Rules.” Washington, DC, USA: US Federal Communications
Commission (FCC), 47 CFR Part 73, FCC Rule 09-19: 11299-11318.
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FSA. 2010. “Template for 'System Retirement Plan' and 'System Disposal Plan'.” In Federal Student Aid (FSA)/U.S.
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Ihii, K., C.F. Eubanks, and P. Di Marco. 1994. “Design for Product Retirement and Material Life-Cycle.” Materials
& Design. 15(4): 225-33.
INCOSE. 2010. “In-service systems working group.” San Diego, CA, USA: International Council on Systems
Engineering (INCOSE).
INCOSE UK Chapter. 2010. Applying Systems Engineering to In-Service Systems: Supplementary Guidance to the
INCOSE Systems Engineering Handbook, version 3.2, issue 1.0. Foresgate, UK: International Council on Systems
Engineering (INCOSE) UK Chapter: 10, 13, 23.
Institute of Engineers Singapore. 2009. “Systems Engineering Body of Knowledge, provisional,” version 2.0.
Singapore: Institute of Engineers Singapore.
Mays, L. (ed). 2000. "Chapter 3" in Water Distribution Systems Handbook. New York, NY, USA: McGraw-Hill
Book Company.
MDIT. 2008. System Maintenance Guidebook (SMG), version 1.1: A companion to the systems engineering
methdology (SEM) of the state unified information technology environment (SUITE). MI, USA: Michigan
Department of Information Technology (MDIT), DOE G 200: 38.
Minneapolis-St. Paul Chapter of SOLE. 2003. "Systems Engineering in Systems Deployment and Retirement,
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NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration (NASA), NASA/SP-2007-6105, December 2007.
OSHA. 1996. “Hazardous Materials: Appendix A: List of Highly Hazardous Chemicals, Toxics and Reactives.”
Washington, DC, USA: Occupational Safety and Health Administration (OSHA)/U.S. Department of Labor (DoL),
1910.119(a).
Ryen, E. 2008. Overview of the Systems Engineering Process. Bismarck, ND, USA: North Dakota Department of
Transpofration (NDDOT).
SAE International. 2010. “Standards: Automotive--Maintenance and Aftermarket.” Warrendale, PA: Society of
Automotive Engineers (SAE) International.
Schafer, D.L. 2003. “Keeping Pace With Technology Advances When Funding Resources Are Diminished.” Paper
presented at Auto Test Con. IEEE Systems Readiness Technology Conference, Anaheim, CA, USA: 584.
SOLE. 2009. “Applications Divisons.” In The International Society of Logistics (SOLE). Hyattsville, MD, USA,
accessed August 5, 2010. http://www.sole.org/appdiv.asp.
References
[1] http:/ / www. dtc. dla. mil
525
This knowledge area (KA) focuses on the standards and technical protocols that are relevant to systems engineering.
It looks at the types of standards, some of the key standards, and the alignment efforts to achieve a consistent set of
standards. It then compares some of the standards, and surveys the application of the standards. Note that many of
these standards have been used as references throughout Part 3.
Topics
Each part of the SEBoK is divided into KA's, which are groupings of information with a related theme. The KA's in
turn are divided into topics. This KA contains the following topics:
• Relevant Standards
• Alignment and Comparison of the Standards
• Application of Systems Engineering Standards
See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to
topics covered in Part 3.
References
None.
Relevant Standards
Lead Authors: Garry Roedler, Ken Zemrowski, Chuck Calvano, Contributing Author: Sanford Friedenthal
There are a multitude of standards across a number of standards development organizations (SDOs) that are related
to systems engineering and systems domains. This topic examines the types of standards and provides a summary of
the relevant standards for systems engineering (SE).
Concepts and Terminology • Defines the terminology and describes the concepts of a specific domain.
Process • Elaborates a specific process, giving normative requirements for the essential elements of the process. It may
give guidance to the requirements.
Reference Model • A reference model or collection of specifications of which a reference model is composed.
Process Reference Model • A collection of processes necessary and sufficient to achieve a nominated business outcome.
(PRM)
Process Assessment Model • Requirements and guidance for assessing attributes of nominated processes or attributes of a nominated
(PAM) collection of processes.
Guide to Body of Knowledge • Collects and describes the current body of knowledge in a domain, or guidance to the body of knowledge.
(BOK)
[1] Systems and Software Engineering - System Life Cycle Processes ISO/IEC/IEEE
ISO/IEC/IEEE 15288
[2] Systems and Software Engineering - Systems and Software Engineering Vocabulary ISO/IEC/IEEE
ISO/IEC/IEEE 24765
[4]
/ IEEE 1220 Management of the Systems Engineering Process ISO/IEC/IEEE
ISO/IEC 26702
[5]
[10] Programme management - Guide for the management of Systems Engineering CEN
prEN9277
[14] Systems and Software Engineering - Guide to Life Cycle Management ISO/IEC/IEEE
ISO/IEC/IEEE TR 24748-1
[15] Systems and Software Engineering - Guide To The Application of ISO/IEC 15288:2008 ISO/IEC/IEEE
ISO/IEC/IEEE TR 24748-2
Systems and Software Engineering - Application and management of the systems ISO/IEC/IEEE
ISO/IEC/IEEE CD 24748-4
[16] engineering process
[18] Systems and Software Engineering - Content of Life-Cycle Information Products ISO/IEC/IEEE
ISO/IEC/IEEE 15289:2011
(Documentation)
Systems and Software Engineering - System and Software Assurance – Part 1: Concepts ISO/IEC/IEEE
ISO/IEC/IEEE 15026-1:2010
[19] And Vocabulary
Systems and Software Engineering - System and Software Assurance – Part 2: Assurance ISO/IEC/IEEE
ISO/IEC/IEEE 15026-2:2011
[20] Case
Systems and Software Engineering - System and Software Assurance – Part 3: Integrity ISO/IEC/IEEE
ISO/IEC/IEEE 15026-3:2011
[21] Levels
Systems and Software Engineering - System And Software Assurance – Part 4: Assurance ISO/IEC/IEEE JTC
ISO/IEC/IEEE 15026-4:2012
[22] in the Life Cycle 1
[23] Guidelines for the Application of ISO 9001 to Systems Life Cycle Processes ISO/IEC JTC 1
ISO/IEC TR 90005:2008
Figure 1. Breadth and Depth of Key SE Related Standards (Adapted from Roedler 2011). Reprinted with permission of Garry Roedler. All other
rights are reserved by the copyright owner.
Practical Considerations
Key pitfalls and good practices related to systems engineering standards are described in the next two sections.
Pitfalls
Some of the key pitfalls encountered in the selection and use of SE standards are provided in Table 3.
Relevant Standards 529
Turnkey Process • Expecting the standard to fully provide your SE processes without any elaboration or tailoring.
Provision
No Need for • Expecting that the standard can be used without any functional or domain knowledge since the standard is the product
Knowledge of collective industry knowledge.
No Process Integration • Lack of integrating the standards requirements with the organization or project processes.
Good Practices
Some good practices as gathered from the references and provided in Table 4.
Tailor for Business Needs • Tailor the standard within conformance requirements to best meet business needs.
Integration into Project • Requirements of the standard should be integrated into the project via processes or product/service requirements.
References
Works Cited
Roedler, G. 2010. "An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes." Proceedings of the 4th
Asian Pacific Council on Systems Engineering (APCOSE) Conference, 4-6 October 2010, Keelung, Taiwan.
Roedler, G. 2011. "Towards Integrated Systems and Software Engineering Standards." National Defense Industrial
Association (NDIA) Conference, San Diego, CA, USA.
Primary References
ANSI/EIA. 2003. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA), ANSI/EIA 632-1998.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - System and Software Engineering Vocabulary. Geneva,
Switzerland: International Organization for Standardization (ISO)/International Electrotechnical Commission
(IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 24765:2009.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
ISO/IEC/IEEE. 2011. Systems and software engineering - Requirements engineering. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission/Institute of
Electrical and Electronics Engineers (IEEE), (IEC), ISO/IEC/IEEE 29148.
Roedler, G. 2010. An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes. Proceedings of the 4th Asian
Pacific Council on Systems Engineering (APCOSE) Conference, 4-6 October 2010, Keelung, Taiwan.
Relevant Standards 530
Additional References
ISO. 2003. Space Systems - Risk Management. Geneva, Switzerland: International Organization for Standardization
(ISO), ISO 17666:2003.
ISO. 2009. Risk Management - Principles and Guidelines. Geneva, Switzerland: International Organization for
Standardization (ISO), ISO 31000:2009.
ISO/IEC. 2009. Risk Management - Risk Assessment Techniques. Geneva, Switzerland: International Organization
for Standardization (ISO)/International Electrotechnical Commission (IEC), ISO/IEC 31010:2009.
ISO/IEC/IEEE. 2006. Systems and Software Engineering - Risk Management. Geneva, Switzerland: International
Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of Electrical and
Electronics Engineers (IEEE), ISO/IEC/IEEE 16085.
ISO/IEC/IEEE. 2007. Systems and Software Engineering - Measurement Process. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 15939.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - Project Management. Geneva, Switzerland: International
Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of Electrical and
Electronics Engineers (IEEE). ISO/IEC/IEEE 16326.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - System and Software Assurance, Part 1: Concepts and
definitions. Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-1.
ISO/IEC/IEEE. 2010. Systems and Software Engineering - System and Software Assurance, Part 2: Assurance case.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-2.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Content of Life-Cycle Information Products
(documentation). Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15289.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - System and Software Assurance, Part 3: Integrity Levels.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-3.
References
[1] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=43564
[2] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=50518
[3] http:/ / www. iso. org/ iso/ home/ store/ catalogue_ics/ catalogue_detail_ics. htm?csnumber=50508
[4] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=43693
[5] http:/ / standards. ieee. org/ findstds/ standard/ 1220-2005. html
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[8] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=44344
[9] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=41977
[10] http:/ / infostore. saiglobal. com/ store/ details. aspx?ProductID=1615031
[11] http:/ / www. techstreet. com/ products/ 1145585
[12] http:/ / www. iso. org/ iso/ catalogue_detail?csnumber=46486
[13] http:/ / www. techstreet. com/ products/ 1800866
[14] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=50502
[15] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_ics/ catalogue_detail_ics. htm?csnumber=54994
Relevant Standards 531
[16] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_ics/ catalogue_detail_ics. htm?csnumber=56887
[17] http:/ / www. iso. org/ iso/ home/ store/ catalogue_tc/ catalogue_detail. htm?csnumber=56186
[18] http:/ / www. iso. org/ iso/ home/ store/ catalogue_tc/ catalogue_detail. htm?csnumber=54388
[19] http:/ / www. iso. org/ iso/ iso_catalogue/ catalogue_tc/ catalogue_detail. htm?csnumber=50520
[20] http:/ / www. iso. org/ iso/ catalogue_detail. htm?csnumber=52926
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[23] http:/ / www. iso. org/ iso/ catalogue_detail?csnumber=41553
[24] http:/ / www. iso. org/ iso/ home/ store/ catalogue_tc/ catalogue_detail. htm?csnumber=55257
[25] http:/ / www. inpe. br/ twiki/ pub/ Main/ GerenciamentoProjetosEspaciais/ ECSS-E-ST-10C(6March2009). pdf
[26] http:/ / www. everyspec. com/ ESA/ ECSS-E-10-02A_14991/
[27] http:/ / www. inpe. br/ twiki/ pub/ Main/ GerenciamentoProjetosEspaciais/ ECSS-E-ST-10-06C6March2009. pdf
[28] https:/ / www. google. com/ url?sa=t& rct=j& q=& esrc=s& source=web& cd=1& ved=0CCsQFjAA& url=https%3A%2F%2F1.800.gay%3A443%2Fhttp%2Fwww. ecss.
nl%2Fforums%2Fecss%2Fdispatch.
cgi%2Fhome%2FshowFile%2F100807%2Fd20130924080101%2FNo%2FECSS-E-ST-10-24C_DIR1(24September2013). doc&
ei=Ji5cUrt0woLbBZ2qgOgN& usg=AFQjCNHNB_u3X71aMcFAeiiN2PAZuxGGmQ& bvm=bv. 53899372,d. b2I
[29] http:/ / www. everyspec. com/ ESA/ ECSS-M-ST-10C_REV-1_47763/
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Over the past decade, a number of the standards development organizations (SDOs) and other industry associations
have been working collaboratively to align the systems engineering (SE) and software engineering (SwE) standards.
The objective is to have a set of standards that can easily be used concurrently within both engineering disciplines,
due to the disparity that often lies within their use of common terminology and concepts.
Problem
There has been a lack of integration both within and across SDOs. This has led to SE and SwE standards that use
different terminology, process sets, process structures, levels of prescription, and audiences. These differences have
been both between systems and software, and to some extent, within each. The problem has been exacerbated, in
whole or part, by competing standards (Roedler 2010).
Cause
The cause of this problem includes several factors, as follows (Roedler 2010):
• culture - “we’re different”, “not invented here” , etc.
• organizational - different teams, committees, etc.
• competition - many SDO's
• domains - focused, narrow view often doesn’t look beyond the domain for commonality
Alignment and Comparison of the Standards 532
Impact
The impact of this problem includes the following (Roedler 2010):
• Less effective or efficient processes that are not focused on leveraging commonalities. This causes redundancy
and has resulted in incompatibilities and inconsistencies between the standards making it difficult to concurrently
use them together.
• Less effective solutions that are not focused on a common approach to solve a problem or need.
• Obstacle for communicating (at all levels), working in integrated teams, and leveraging resources.
• Stove-piping due to the incompatibilities, inconsistencies, and lack of leveraging commonalities.
Objective of Alignment
The objective is to make the standards more usable together by achieving the following (Roedler 2010):
• common vocabulary
• single, integrated process set
• single process structure
• jointly planned level of prescription
• suitable across the audiences
• accounts for considerations in a wide range of domains and applications
Approach
A collaborative effort has been in place for the past decade that includes ISO/IEC JTC1/SC7 (Information
Technology, Systems and Software Engineering), the IEEE Computer Society, the International Council on Systems
Engineering (INCOSE), and others. A collaborative process is being used to align the standards. This process is built
around a foundational set of vocabulary, process definition conventions, and life cycle management concepts
provided in ISO/IEC/IEEE 24765 (2009) (Systems and software engineering vocabulary), ISO/IEC TR 24774 (2010)
(Guidelines for process description), and ISO/IEC/IEEE TR 24748-1 (2001) (Guide to Life Cycle Management),
respectively. At the heart of the approach is the alignment of the ISO/IEC/IEEE 15288 (2015) (system life cycle
processes) and ISO/IEC/IEEE 12207 (2008) (Software life cycle processes), which provide the top level process
framework for life cycle management of systems and software. This enables concurrent and consistent use of the
standards to support both systems and software life cycle management on a single project. The approach includes the
development or revision of a set of lower level supporting standards and technical reports for elaboration of specific
processes, description of practices for specific purposes (e.g., systems/software assurance), description of artifacts,
and guidance for the application of the standards.
Alignment and Comparison of the Standards 533
Past Accomplishments
Significant progress has been made towards the alignment objectives for the groups discussed above. Figure 1 shows
a May 2011 snapshot of the status of the standards that are being aligned. In addition, four of the standards shown as
“in-process” are complete, but waiting for final publication. The set of standards span ISO/IEC, IEEE, INCOSE, and
the Project Management Institute (PMI). This figure depicts the standards in one of many possible taxonomies.
Figure 1. Current Alignment/Integration Status (Adapted from Roedler 2011). Reprinted with permission of Garry Roedler. All other rights are
reserved by the copyright owner.
Current Efforts
A Life Cycle Process Harmonization Advisory Group has been evaluating the current standards for systems and
software engineering. The objective of the group is to provide a set of recommendations for further harmonization of
the industry standards. Specifically, its charter includes:
• Performing an architectural analysis and recommend a framework for an integrated set of process standards in
software and IT systems domains.
• Making recommendations regarding the future content, structure, and relationships of ISO/IEC 12207 (2008),
ISO/IEC 15288 (2015) and their guides, as well as other related SC7 documents.
To support the development of the recommendations, process modeling of ISO/IEC/IEEE 15288 (2015) and
ISO/IEC/IEEE 12207 (2008) has been performed and analyzed for consistency, completeness/gaps, and
opportunities. In addition, analysis from other working groups, technical liaisons, and users of the standards has been
collected. The output of this effort will be a harmonization strategy, set of recommendations for specific standards,
and timing/sequencing recommendations (Roedler 2011).
Additionally, as the industry continues to consider harmonization needs of these standards, the collaboration has
grown to include the work of the organizations and projects shown in Figure 2. These organizations are working
towards the goal of completing a complementary and supplementary set of systems engineering resources that use
the same terminology, principles, concepts, practices, and processes and can be used concurrently without issues.
Alignment and Comparison of the Standards 534
Figure 3. Standards Alignment Results as of May 2011 (Roedler 2011). Reprinted with permission of Garry Roedler. All other rights
are reserved by the copyright owner.
Practical Considerations
Key pitfalls and good practices related to systems engineering standards are described in the Relevant Standards
article.
There are also instances in which standards groups for program management, safety, or other disciplines create
standards on topics addressed within systems engineering but use different terminology, culture, etc. One such
example is risk management, which has been dealt with by many professional societies from a number of
perspectives.
Systems engineers must also be aware of the standards that govern the specialty disciplines that support systems
engineering, as discussed in Part 6.
References
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.
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Alignment and Comparison of the Standards 536
ISO/IEC. 2010. Systems and software engineering -- Life cycle management -- Guidelines for process description.
Geneva, Switzerland: International Organisation for Standardisation/International Electrotechnical Commissions.
ISO/IEC TR 24774:2010.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - System and Software Engineering Vocabulary (SEVocab).
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/ Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 24765:2009.
ISO/IEC/IEEE. 2011. "Part 1: Guide for life cycle management," in Systems and software engineering--life cycle
management.. Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC)/ Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE TR
24748-1:2010.
ISO/IEEE. 2008. Systems and Software Engineering — Software Life Cycle Processes. Geneva, Switzerland:
International Organization for Standards (ISO)/Institute of Electrical & Electronics Engineers (IEEE) Computer
Society, ISO/IEEE 12207:2008(E).
Roedler, G. 2010. An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes. Asian Pacific Council on
Systems Engineering (APCOSE) Conference.
Roedler, G. 2011. "Towards Integrated Systems and Software Engineering Standards." National Defense Industrial
Association (NDIA) Conference, San Diego, CA, USA.
Primary References
Roedler, G. 2010. "An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes." Asian Pacific Council on
Systems Engineering (APCOSE) Conference.
Additional References
ISO. 2003. Space Systems - Risk Management. Geneva, Switzerland: International Organization for Standardization
(ISO), ISO 17666:2003.
ISO. 2009. Risk Management—Principles and Guidelines. Geneva, Switzerland: International Organization for
Standardization (ISO), ISO 31000:2009.
ISO/IEC. 2009. Risk Management—Risk Assessment Techniques]]. Geneva, Switzerland: International Organization
for Standardization (ISO)/International Electrotechnical Commission (IEC), ISO/IEC 31010:2009.
ISO/IEC/IEEE. 2006. Systems and Software Engineering - Risk Management. Geneva, Switzerland: International
Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of Electrical and
Electronics Engineers (IEEE), ISO/IEC/IEEE 16085.
ISO/IEC/IEEE. 2007. Systems and Software Engineering - Measurement Process. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 15939.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - Project Management]]. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 16326.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - System and Software Assurance, Part 1: Concepts and
definitions. Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-1.
ISO/IEC/IEEE. 2009. Systems and Software Engineering - System and Software Engineering Vocabulary (SEVocab).
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/ Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 24765:2009.
Alignment and Comparison of the Standards 537
ISO/IEC/IEEE. 2010. Systems and Software Engineering - System and Software Assurance, Part 2: Assurance case.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-2.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - Content of Life-Cycle Information Products
(documentation). Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15289.
ISO/IEC/IEEE. 2011. Systems and Software Engineering - System and Software Assurance, Part 3: Integrity Levels.
Geneva, Switzerland: International Organization for Standardization (ISO)/International Electrotechnical
Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE). ISO/IEC/IEEE 15026-3.
There are many systems engineering standards that have evolved over time, as indicated in Relevant Standards. In
particular, there are standards that can have an influence on organizations and their projects as indicated in Figure 1
(below). Some pitfalls and good practices in utilizing standards are also identified in the article on relevant standards.
In this article, several additional factors related to the utilization of the standards in systems engineering (SE) are
presented.
Figure 1. Potential Standards Influence of Organization and Project Processes (Adapted from Roedler 2011). Reprinted with
permission of Garry Roedler. All other rights are reserved by the copyright owner.
Standards are designed for voluntary use and do not impose any regulations. However, laws and regulations may
address certain standards and may make compliance with them compulsory.
Further, organizations and their enterprises may choose to use standards as a means of providing uniformity in their
operations and/or the products and services that they produce. The standard becomes a part of the corporate culture.
In this regard, it is interesting to note that the ISO/IEC/15288 15288 (2015) standard has provided such guidance and
has provided a strong framework for systems engineers as well as systems engineering and business management, as
forecast earlier by Arnold and Lawson (2004).
ISO directives [1] state the following:
A standard does not in itself impose any obligation upon anyone to follow it. However, such an
obligation may be imposed, for example, by legislation or by a contract. In order to be able to claim
compliance with a standard, the user (of the standard) needs to be able to identify the requirements he is
obliged to satisfy. The user needs also to be able to distinguish these requirements from other provisions
where a certain freedom of choice is possible. Clear rules for the use of verbal forms (including modal
auxiliaries) are therefore essential.
Application of Systems Engineering Standards 539
Tailoring of Standards
Since the SE standards provide guidelines, they are most often tailored to fit the needs of organizations and their
enterprises in their operations and/or for the products and services that they provide, as well as to provide agreement
in a contract. Tailoring is a process described in an annex to the ISO/IEC/IEEE 15288 (2015) standard.
The ISO/IEC/IEEE 15288 (2015) addresses the issues of conformance, compliance, and tailoring as follows:
• Full conformance, or a claim of full conformance first declares the set of processes for which conformance is
claimed. Full conformance is achieved by demonstrating that all of the requirements of the declared set of
processes have been satisfied using the outcomes as evidence.
• Tailored conformance is an international standard that used as a basis for establishing a set of processes that do
not qualify for full conformance; the clauses of this international standard are selected or modified in accordance
with the tailoring process.
• The tailored text, for which tailored conformance is claimed, is declared. Tailored conformance is achieved by
demonstrating that requirements for the processes, as tailored, have been satisfied using the outcomes as evidence.
• When the standard is used to help develop an agreement between an acquirer and a supplier, clauses of the
standard can be selected for incorporation in the agreement with or without modification. In this case, it is more
appropriate for the acquirer and supplier to claim compliance with the agreement than conformance with the
Application of Systems Engineering Standards 540
standard.
• Any organization (e.g., a national organization, industrial association, or company) imposing the standard as a
condition of trade should specify and make public the minimum set of required processes, activities, and tasks,
which constitute a supplier's conformance with the standard.
References
Works Cited
Arnold, S., and H. Lawson. 2004. "Viewing systems from a business management perspective." Systems
Engineering, 7 (3): 229.
ISO. 2008. Quality management systems -- Requirements. Geneva, Switzerland: International Organisation for
Standardisation. ISO 9001:2008.
ISO. 2004. Environmental management systems -- Requirements with guidance for use. Geneva, Switzerland:
International Organisation for Standardisation. ISO 14001:2004
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Roedler, G. 2010. "An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes. Asian Pacific Council on
Systems Engineering." Asia-Pacific Council on Systems Engineering (APCOSE) Conference, Keelung, Taiwan.
Roedler, G. 2011. "Towards Integrated Systems and Software Engineering Standards." National Defense Industrial
Association (NDIA) Conference, San Diego, CA, USA.
Primary References
Roedler, G. 2010. "An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes." Proceedings of the 4th
Asian Pacific Council on Systems Engineering (APCOSE) Conference, 4-6 October 2010, Keelung, Taiwan.
Additional References
None.
References
[1] http:/ / www. iso. org/ directives
541
Product systems engineering (PSE) is at the core of the new product development process (NPDP) that is needed to
successfully develop and deploy products into different market segments. A market can be consumer based (e.g.,
private enterprises or general consumers) or it can be public (not-for-profit). Public markets address the strategic
needs of a country or region, such as military, healthcare, educational, transportation, and energy needs. NPDP has
two significantly overlapping and integrated activities:
1. Systems engineering: This includes concept generation, engineering design/development, and deployment
2. Market development: This includes market research, market analysis, product acceptance and market growth
(diffusion), and rate of adoption
NPDP also includes manufacturability/producibility, logistics and distribution, product quality, product disposal,
conformance to standards, stakeholder’s value added, and meeting customer’s expectations. The internal enterprise
competence and capabilities such as customer support, sales & marketing, maintenance and repair, personnel
training, etc., must also be taken into account.
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:
• Product Systems Engineering Background
• Product as a System Fundamentals
• Business Activities Related to Product Systems Engineering
• Product Systems Engineering Key Aspects
• Product Systems Engineering Special Activities
The Product Systems Engineering Background article discusses product types and the need for a product to be
aligned with the business objectives of the enterprise. It also discusses the relationships between PSE and product
development and technology development.
Various types of connections between product elements, and the concept of enabling systems are introduced in the
Product as a System Fundamentals article. It also discusses product architecture, modeling, analysis, and integration
with various specialty engineering areas.
Product launching and product offerings have close linkages to different business processes. The major linkages are
to business development, marketing, product lines, quality management, project management, operations
management, supply chain management, etc. These and other topics are described in the Business Activities Related
to Product Systems Engineering article.
Products emerge when they are realized based upon a system definition. Realizing the system results in instances of
the system that are either delivered as products to a specific acquirer (based upon an agreement) or are offered
directly to buyers and users. Key Aspects of PSE are discussed in the Product Systems Engineering Key Aspects
Product Systems Engineering 543
article which discusses aspects such as acquired vs. offered products, product lifecycle and adoption rates, integrated
product teams (IPTs) and integrated product development teams (IPDTs), product architectures, requirements and
standards, etc.
The last article, Product Systems Engineering Special Activities, covers some of the special activities carried out by
PSE during the different stages from concept through product deployment.
Product
A product is an artifact that is created by some person or by some process such as a manufacturing process, software
source code compilation and integration, building construction, creative writing process, or data processing.
In general, a business product is defined as a thing produced by labor or effort, or the result of an act or a process. It
stems from the verb produce, from the Latin prōdūce(re) (to) lead or bring forth. Since 1575, the word product has
referred to anything produced, and since 1695, the word product has referred to a thing or things produced.
In economics and commerce, products belong to a broader category of goods. The economic meaning of the word
product was first used by political economist Adam Smith. In marketing, a product is anything that can be offered to
a market that might satisfy a want or a need. In retail industries, products are called merchandise. In manufacturing,
products are purchased as raw materials and sold as finished goods. Commodities are usually raw materials, such as
metals and agricultural products, but a commodity can also be anything widely available in the open market. In
project management, products are the formal definitions of the project deliverables that make up or contribute to
delivering the objectives of the project. In insurance, the policies are considered products offered for sale by the
insurance company that created the contract.
Product Systems Engineering 544
Product System
A product system is the combination of end products and the enabling products for those end products. This concept
of a product system is illustrated in Figure 1. In the ANSI/EIA 632-2003 standard, just the term system is used, but
the scope of the standard is clearly restricted to product systems.
Figure 1. Product System Components (ANSI/EIA 632). Excerpts from "Processes for Engineering a
System" (EIA-632), Copyright © (1999) TechAmerica. All Rights Reserved. Reprinted by Permission. All
other rights are reserved by the copyright owner.
The end product can also be considered as a system with its own elements or subsystems, each of which has its own
enabling products as illustrated in Figure 2. The product development process usually focuses only on the
engineering of the end product. PSE is essential when the enabling products are by themselves complex or their
relationship to the end product is complex. Otherwise, the use of a traditional product development process is
sufficient.
Product Systems Engineering 545
Figure 2. End Products and Enabling Products (ANSI/EIA 632). Excerpts from "Processes for Engineering a System" (EIA-632),
Copyright © (1999) TechAmerica. All Rights Reserved. Reprinted by Permission. All other rights are reserved by the copyright owner.
Figure 3. Realization System That Creates the Intervention to Solve a Problem (Martin 2004). Reprinted with Permission of
Aerospace. All other rights are reserved by the copyright owner.
The realization system can be a service system (as described in knowledge area Service Systems Engineering) or an
enterprise system (as described in the knowledge are Enterprise Systems Engineering). When the realization system
is a service system, then the service could partially realize the system by just designing the product system without
developing or creating it. This design service system can pass the design to a manufacturing service system that turns
the design into a physical artifact. Usually an enterprise is established to orchestrate the disparate services into a
cohesive whole that is efficiently and effectively performed to achieve the strategic goals of that enterprise.
The product realization system utilizes a product realization process as described in (Magrab et al 2010) or a product
development process as described in (Wheelwright and Clark 1992).
Figure 4. Product Sustainment System in Support of the Deployed Product System (Martin 2004). Reprinted with Permission of
Aerospace. All other rights are reserved by the copyright owner.
• Products will usually require certification as to their safety or other factors like energy conservation and
environmental compatibility. Electronic products often require certification to ensure electromagnetic
compatibility and limited electronic emissions into the radio frequency spectrum. Transportation products require
certification for safe operations.
• Products often have a complicated distribution network since they are not always developed where the end user
may require it. There could be depots, warehouses, multi-modal transportation, wholesalers, dealers, and retail
stores as part of this distribution network. This introduces challenges in delivery, maintenance and support of the
product.
• Products must be engineered along with the realization system and the sustainment system. Sometimes it is
necessary to make tradeoffs between the features and functions of the product system, the realization system and
the sustainment system.
These considerations and others will be addressed in the articles under this knowledge area. One of the
responsibilities of ESE is to manage these various considerations across multiple product lines across the enterprise
while maximizing profits and customer satisfaction. SSE is often dependent on the products resulting from the PSE.
A service will often be based on a product infrastructure that includes elements like data processing, hardware,
software, data storage, data entry devices, display devices, service delivery facilities and techniques, service desk
technicians, maintenance personnel, service offering catalogs and printed materials. Each of these products in the
service infrastructure may need to be separately engineered using its own PSE lifecycle.
Creating Value
An enterprise that creates products must also create value in the eyes of the customer; a value that exceeds the cost of
that product. This applies to both private and public enterprises operated for profit or not-for-profit. The creation and
delivery of products may be the result of an acquisition agreement or an offering directly to buyers or users. To
remain competitive, enterprises also need to understand the effects of the global economy, trends in industry,
technology development needs, effects of new technology breakthroughs, market segments creation and their
expectations, and most importantly, ever evolving customer expectations.
Ring (1998) defines a system value cycle with three levels that a systems approach must consider to deliver real
world benefit:
1. stakeholder value
2. customer need
3. system solution
Value will be fully realized only when it is considered within the context of time, cost, and other resources
appropriate to key stakeholders.
References
Works Cited
ANSI/EIA. 2003. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA). ANSI/EIA 632‐2003.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Product Systems Engineering 550
Kazman, R., M. Klein, and P. Clements. 2000. ATAM: Method for Architecture Evaluation. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU). CMU/SEI-2000-TR-004,
ESC-TR-2000-004.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Magrab, E., S. Gupta, P. McCluskey, and P. Sandborn. 2010. Integrated Product and Process Design and
Development - The Product Realization Process. Boca Raton, FL, USA: CRC Press.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and products, 1st ed. Boca
Raton, FL, USA: CRC Press.
Martin, J. 2004. "The Seven Samurai of Systems Engineering: Dealing with the Complexity of 7 Interrelated
Systems." Proceedings of the International Council on Systems Engineering (INCOSE) International Symposium,
2004, Toulouse, France.
Phillips, F. 2001. Market-oriented Technology Management - Innovating for Profit in Entrepreneurial Times. Berlin,
Germany: Springer-Verlag.
Pugh, S. 1990. Total Design: Integrated Methods for Successful Product Engineering. Upper Saddle River, NJ,
USA: Prentice Hall.
Ring, J. 1998. "A Value Seeking Approach to the Engineering of Systems." Proceedings of the IEEE Conference on
Systems, Man, and Cybernetics, 1998, San Diego, CA, USA. p. 2704-2708.
Sage, A., and W. Rouse. (eds.) 1999. Handbook of Systems Engineering and Management. Hoboken, NJ, USA: John
Wiley and Sons, Inc.
Wasson, C.S. 2006. System Analysis, Design, and Development. New York, NY, USA: John Wiley & Sons.
Wheelwright, S., and K. Clark. 1992. Managing New Product and Process Development: Text and Cases.
Columbus, OH, USA: Free Press.
Primary References
ANSI/EIA. 2003. Processes for Engineering a System. Philadelphia, PA, USA: American National Standards
Institute (ANSI)/Electronic Industries Association (EIA). ANSI/EIA 632‐2003.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Magrab, E., S. Gupta, P. McCluskey, and P. Sandborn. 2010. Integrated Product and Process Design and
Development - The Product Realization Process. Boca Raton, FL, USA: CRC Press.
Martin, J. 2004. "The Seven Samurai of Systems Engineering: Dealing with the Complexity of 7 Interrelated
Systems." Proceedings of the International Council on Systems Engineering (INCOSE) International Symposium,
2004, Toulouse, France.
Wasson, C.S. 2006. System Analysis, Design, and Development. New York, NY, USA: John Wiley & Sons.
Additional References
None.
Product Types
A system is by definition composed of elements that interact. The system itself usually is an element of a larger
system, and you can often also view each element as a system on its own.
A system element consists of one or more products. Products need to be produced or acquired. Some can be acquired
or procured as-is, without need for fabrication or modification. Others need to be engineered, and in some cases
systems-engineered (Martin 1997). Basic product types are depicted in the figure below.
Types of products are not limited to hardware or software. Many other types of products perform functions necessary
to meet stakeholder needs. Some are only relevant to certain industries or domains, such as structures for civil
engineering, or ships for shipping or the naval domain. Systems engineers must remember not to allocate the
required behavior for a system to hardware and software elements alone.
While we may associate the idea of a product with concrete objects like computer chip, phones, aircraft, or even
command, control and communications centers, an organization or a process can also be a product. Sometimes a
product is not complex enough to justify performing Product SE, and only needs product design engineering.
Enterprise SE and Service SE should determine whether a product needs Product SE.
Product Taxonomy
For any system being developed, the systems engineers must decide what are the right elements to be included. This
is not self-evident, because basic product types are not necessarily mutually exclusive. For example, some would
consider that facilities contain hardware and people. Others would consider facilities to be separate from hardware
and people. Some would include material as part of hardware, while others would not. Creating a taxonomy of
product types can help the systems engineer think clearly and thoroughly about what components to include.
Market Pressures
The product development process must be dynamic, adaptive, and competitive on cost, time-to-market, performance,
and quality on a global scale. This is because in the global economy continuous technology innovation and
constantly evolving markets and customer needs demand a rapid response.
Products themselves are often multidisciplinary in nature; product development must have close participation, not
only from the different specialty engineering fields (mechanical, electrical, industrial, materials, and so on), but also
from the finance field to analyze the total cost of development (including production), marketing and sales to
understand market behavior and acceptance, manufacturers and distributors, and legal and public relations experts.
All this has mandated enterprises to assess how they create their products and services. The result has been an effort
to streamline the development process. One example of this is seen by the deployment of integrated product teams
(IPTs) sometimes known as integrated product development teams (IPDTs).
Product Systems Engineering Background 553
risk, etc. This stage also takes into account inputs from the continuous improvement (CI) process to develop new
features, enhancements in existing products to address new market needs or customer demands.
Figure 2. Basic Product Types that Constitute a Product System (Martin 1997). This material is reproduced with permission of
John Wiley & Sons, Inc. All other rights are reserved by the copyright owner.
Table 1. Product Types (Martin 1997). This material is reproduced with permission of John
Wiley & Sons, Inc.
Type Examples
Hardware Computer processor unit, radar transmitter, satellite payload, telephone, diesel engine, data storage device, network router, airplane
landing gear
Software Computer operating system, firmware, satellite control algorithm, robot control code, telephone switching software, database
application
Personnel Astronaut, computer operator, clerk, business executive, Laika (the cosmonaut dog), bus driver, cashier, maintenance technician
Facilities Space rocket launch pad, warehouse building, shipping docks, airport runway, railroad tracks, conference room, traffic tunnel, bridge,
local area network cables
Data Personnel records, satellite telemetry data, command and control instructions, customer satisfaction scores
Materials Graphite composite, paper, gold, concrete, stone, fiberglass, radar absorption material, cladded metals, integrated circuit substrate,
magnetic memory core
Media Data storage media (tape, disc, memory card), signal transport media (twisted pair wire, fiber optic cable, RF spectrum),
communications media (television, radio, magazines), social media (blogs, Twitter, Facebook)
Techniques Soldering, trouble trick response process, change notice handling, telephone answering protocol, project scheduling, data sorting
algorithm
Product Systems Engineering Background 557
Materials could be thought of as basic raw materials, like steel, or as complex materials, like cladded metals,
graphite composites, or building aggregate material. Personnel are not normally thought of as a “product,” but that
can change depending on the type of system in question. The National Aeronautics and Space Administration
(NASA) space program “system” certainly produces astronauts. When personnel are considered system(s), it is not
usually possible to simply find and hire personnel with the requisite knowledge, skills, and experience. These
personnel “products” can often be developed using a product SE approach (Martin 1996). For example, you could
specify requirements (i.e., required knowledge, skills, and experience) for each person that is part of the system.
Interfaces can be specified for each person, and an assessment can be made as to the maturity of each person (i.e.,
each potential product). These are a few examples of how product SE can be applied to personnel products.
In enterprise systems engineering, we may need education and training systems to make up a part of our personnel
system in order to produce people with the right competencies and capabilities.
References
Works Cited
Academy of Program/Project and Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, DC: US National Aeronautics and Space Association. Available at: http:/ / www. nasa.
gov/offices/oce/appel/pm-development/pm_se_competency_framework.html [2].
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Boehm, B. 2010. Systems 2020 Strategic Initiative. Hoboken, NJ, USA: Systems Engineering Research Center
(SERC), SERC-2010-TR-009.
Grady, J. 2010. Systems Synthesis - Product and Process Design. Boca Raton, FL, USA: CRC Press.
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.
Magrab, E., S. Gupta, P. McCluskey, and P. Sandborn. 2010. Integrated Product and Process Design and
Development - The Product Realization Process. Boca Raton, FL, USA: CRC Press.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and products, 1st ed. Boca
Raton, FL, USA: CRC Press.
MITRE. 2010. Platform as a Service: A 2010 Marketplace Analysis, Cloud Computing Series. Bedford, MA, USA:
Systems Engineering at MITRE.
Morse, L., and D. Babcock. 2007. Managing Engineering and Technology, 4th ed. Upper Saddle River, NJ, USA:
Prentice Hall.
Phillips, F. 2001. Market Oriented Technology Management: Innovating for Profit in Entrepreneurial Times. New
York, NY, USA: Springer.
Trudeau, P.N. 2010. Designing and Enhancing a Systems Engineering Training and Development Program.
Bedford, MA, USA: The MITRE Corporation.
Wasson, C.S. 2006. System Analysis, Design, and Development. New York, NY, USA: John Wiley & Sons.
Product Systems Engineering Background 558
Primary References
Grady, J. 2010. Systems Synthesis - Product and Process Design. Boca Raton, FL, USA: CRC Press.
Magrab, E., S. Gupta, P. McCluskey, and P. Sandborn. 2010. Integrated Product and Process Design and
Development - The Product Realization Process. Boca Raton, FL, USA: CRC Press.
Martin, J.N. 1997. Systems Engineering Guidebook: A process for developing systems and product, 1st ed. Boca
Raton, FL, USA: CRC Press.
Additional References
Academy of Program/Project and Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, DC: US National Aeronautics and Space Association. Available at: http:/ / www. nasa.
gov/offices/oce/appel/pm-development/pm_se_competency_framework.html [2].
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Boehm, B. 2010. Systems 2020 Strategic Initiative. Hoboken, NJ, USA: Systems Engineering Research Center
(SERC), SERC-2010-TR-009.
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.
MITRE. 2010. Platform as a Service: A 2010 Marketplace Analysis, Cloud Computing Series. Bedford, MA, USA:
Systems Engineering at MITRE.
Morse, L., and D. Babcock. 2007. Managing Engineering and Technology, 4th ed. Upper Saddle River, NJ, USA:
Prentice Hall.
Phillips, F. 2001. Market Oriented Technology Management: Innovating for Profit in Entrepreneurial Times. New
York, NY, USA: Springer.
Trudeau, P.N. 2010. Designing and Enhancing a Systems Engineering Training and Development Program.
Bedford, MA, USA: The MITRE Corporation.
Wasson, C.S. 2006. System Analysis, Design, and Development. New York, NY, USA: John Wiley & Sons.
References
[1] http:/ / www. businessdictionary. com/ definition/ product-development. html
[2] http:/ / www. nasa. gov/ offices/ oce/ appel/ pm-development/ pm_se_competency_framework. html
Product as a System Fundamentals 559
human factors may need to be considered when engineering such a product system.
There can also be social relationships between the humans and the non-human elements of the system. This may
involve how the human “feels” about things in the system or perhaps even the system as a whole. Humans inside or
outside the system-of-interest may have different degrees of “understanding” with respect to how the system
operates, its limitations and capabilities, and the best way to operate it safely and effectively. The “ownership”
relationship can be important in determining things like who can operate or change some configuration or mode of
the system.
There are many such social relationships in a product system that are often ignored or misunderstood when
performing PSE. Social relationships can affect the overall performance or behavior of a product system to the point
of determining its success or failure.
Figure 1. Example of Enabling Systems (Lawson 2010). Reprinted with permission of Harold "Bud" Lawson. All other rights are
reserved by the copyright owner.
In the figure, the system-of-interest (SoI) goes into operation as a delivered product or offered service in the
utilization stage while maintenance and logistics are provided (by a product sustainment system) simultaneously in
the support stage. These two stages are commonly executed in parallel, and they offer opportunities to observe any
need for changes in the properties of the product or service or how it is operated and supported. Making changes
iterates the life cycle and results in new or improved products or features.
Product as a System Fundamentals 561
The delivered product and its enabling systems collectively form a wider system-of-interest (WSOI). The project
design enabling system is an enterprise based system asset that establishes the strategy and means of organizing the
projects to be executed along the life cycle. In many larger organizations, this type of enabling system is
institutionalized and can be based upon recommendations of the Project Management Institute (PMI).
Product systems should be viewed as enabling service systems. That is, once deployed, a product system provides a
service that contributes to an enterprise’s operations. To the acquirer, the SoI provides operational services to users.
This is true at several levels:
• Hardware and software products are used to enable the provisioning of service systems,
• Enterprises incorporate products as system assets and use them to enable operations, and
• Provided products are integrated into the system of systems.
Overall, what occurs is the transformation of a set of requirements into products and processes that satisfy the
stakeholder's need. The architecture is represented by a set of models that communicate an integrated view of the
product's intent and purpose, and the interactions and interfaces required among all the different participating
entities. The product's purpose is articulated in terms of business objectives (market, cost, functionality,
performance, and time to deliver). The set of models includes sufficient variety to convey information appropriately
to the stakeholders, designers/developers, specialty engineering, operations, manufacturers, management, and
marketing and sales personnel.
Different architecture frameworks have been developed to guide product teams in defining the product architecture
for commercial and for public enterprises. In general, an architecture framework describes a "view," meaning a
"collection of models that represent the whole system from the perspective of a set of related stakeholder concerns."
Prime examples of architecture frameworks are the Zachman framework (Zachman 1992), The Open Group
Architecture Framework (TOGAF) (TOGAF 2011), the Enhanced-Telecom Operations Map (e-TOM), just to
mention a few in the commercial sector. In the case of public enterprises a few architecture frameworks include the
Department of Defense Architecture Framework (DODAF 2.0) (DoD 2010), the Federal Enterprise Architecture
Framework (FEAF) (FEA 2001), the British Ministry of Defense Architecture Framework (MODAF) (MOD 2004),
etc.
Differences between acquired products and offered products play an important role in defining product system
requirements. Acquired products are life cycle-managed directly by the acquirer; for instance, acquired defense
systems are defined, developed, tested, owned, operated, maintained and upgraded by the defense agency. See the
article Product Systems Engineering Key Aspects within this KA.
Figure 2. System Architectural Description Elements (Adapted from Wasson 2006). Reprinted with permission of John Wiley &
Sons Inc. All other rights are reserved by the copyright owner.
Product as a System Fundamentals 563
There is no standard list of specialty engineering disciplines. What is considered specialty engineering varies
according to the community to which the systems engineering belongs, and sometimes to the preferences of the
customer.
References
Works Cited
ANSI/IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York,
NY, USA: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Eisner, H. 2008. "Chapter 7. Essentials of Project and Systems Engineering Management," in The Thirty Elements of
Systems Engineering, 3rd ed. New York, NY, USA: John Wiley & Sons.
Grady, J. 2006. "Chapter 3.7. System Requirements Analysis," in Specialty Engineering Requirements Analysis.
New York, NY, USA: Academic Press.
Grady, J. 2006. System Requirements Analysis. New York, NY, USA: Academic Press.
Grady, J. 2010. Systems Synthesis - Product and Process Design. Boca Raton, FL, USA: CRC Press.
Hybertson, D. 2009. Model-oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Boston, MA, USA: Auerbach Publications.
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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC 15288:2015.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Maier, M., and E. Rechtin. 2009. The Art of Systems Architecting, 3rd ed. Boca Raton, FL, USA: CRC Press.
MOD. 2004. Ministry of Defence Architecture Framework (MODAF), version 2. London, UK: UK Ministry of
Defence.
The Open Group. 2011. TOGAF, version 9.1. Hogeweg, The Netherlands: Van Haren Publishing. Accessed August
29, 2012. Available at: https:/ / www2. opengroup. org/ ogsys/ jsp/ publications/ PublicationDetails.
jsp?catalogno=g116.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Zachman, J.A. 1992. "Extending and Formalizing the Framework for Information Systems Architecture." IBM
Systems Journal. 31 (3): 590-616.
Product as a System Fundamentals 565
Primary References
Eisner, H. 2008. "Chapter 7. Essentials of Project and Systems Engineering Management," in The Thirty Elements of
Systems Engineering, 3rd ed. New York, NY, USA: John Wiley & Sons.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Additional References
ANSI/IEEE. 2000. Recommended practice for architectural description for software-intensive systems. New York,
NY, USA: American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE),
ANSI/IEEE 1471-2000.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Grady, J. 2006. "Chapter 3.7. System Requirements Analysis," in Specialty Engineering Requirements Analysis.
New York, NY, USA: Academic Press.
Grady, J. 2006. System Requirements Analysis. New York, NY: Academic Press.
Grady, J. 2010. Systems Synthesis- Product and Process Design. Boca Raton, FL, USA: CRC Press.
Hybertson, D. 2009. Model-oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Boston, MA, USA: Auerbach Publications.
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.
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
Maier, M., and E. Rechtin. 2009. The Art of Systems Architecting, 3rd ed. Boca Raton, FL, USA: CRC Press.
Zachman, J. 2008. "John Zachman's Concise Definition of The Zachman Framework™." Zachman International
Enterprise Architecture. Accessed August 29, 2012. Available at: http:/ / www. zachman. com/
about-the-zachman-framework.
This topic discusses the interfaces between product systems engineering and other 'back office' and management
activities that take place in an enterprise.
evolutionary improvement path from ad hoc, immature processes to disciplined, mature processes with improved
quality and effectiveness." (SEI 2010).
Distribution channel management will, as necessary, manage the identification and certification of qualified
distributors with the concurrence of, and coordination with, systems engineering and product engineers.
suites in order to verify software correctness. Another common means of testing is by fault injection as described by
Voas and McGraw (1998).
References
Works Cited
de Jong, I. 2008. Integration and Test Strategies for Complex Manufacturing Machines: Integration and Testing
Combined in a Single Planning and Optimization Framework. Saarbrücken, Germany: Verlag.
Elliott, B. et al. INCOSE UK Chapter Working Group on Applying Systems Engineering to In-Service Systems,
Final Report. Somerset, UK: INCOSE UK Chapter Working Group. 2008. Accessed November 11, 2014 at INCOSE
UK http:/ / www. incoseonline. org. uk/ Documents/ Groups/ InServiceSystems/ is_tr_001_final_report_final_1_0.
pdf.
Kemp, D., and R. Linton. 2008. "Service Engineering." Proceedings of the 18th Annual International Symposium of
the International Council on Systems Engineering, June 15-19, 2008, Utrecht, The Netherlands.
CMMI Product Team. CMMI for Development Version 1.3 (CMU/SEI-2010-TR-033). 2010. Pittsburgh, PA:
Software Engineering Institute, Carnegie Mellon University. Accessed on 10 Nov 2014 at Software Engineering
Institute Library http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=9661
Business Activities Related to Product Systems Engineering 570
Sørensen, H.E. 2012. Business Development: a market-oriented perspective. Hoboken, NJ, USA: John Wiley &
Sons.
Voas, J.M., and G. McGraw. 1998. Software Fault Injection. Hoboken, NJ, USA: John Wiley & Sons.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Primary References
de Jong, I. 2008. Integration and Test Strategies for Complex Manufacturing Machines: Integration and Testing
Combined in a Single Planning and Optimization Framework. Saarbrücken, Germany: Verlag.
Voas, J.M., and G. McGraw. 1998. Software Fault Injection. Hoboken, NJ, USA: John Wiley & Sons.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Additional References
Phillips, F.Y. 2001. Market-Oriented Technology Management: Innovating for Profit in Entrepreneurial Times, 1st
ed. New York, NY, USA: Springer.
Acquired Products
Specific needs for a product or service typically result in some form of an agreement between the acquirer and a
supplier as specified in the agreement processes of ISO/IEC 15288 (2015). The acquirer specifies the need and
requirements for the properties of the expected product or service and may or may not place specific requirements
upon how the supplier plans to organize their life cycle treatment of the product or system.
The degree of formality involved with the agreement varies and is strongly influenced by whether the customer is a
government entity or a commercial entity. Government contracts usually incorporate strict specifications and other
unique requirements that are rarely found in commercial contracts. Government acquisition agents often specify
design characteristics in addition to functional and performance specifications. Design specifications place
constraints on product systems engineering (PSE) by explicitly defining the details of a product's physical
characteristics. The government acquirer may also specify how the product is to be designed and developed or how it
is to be produced. Government specifications tend to be longer, more detailed, and more complex than functional
specifications and much longer than specifications used in a commercial environment.
When contracting with the government or similar enterprises, the PSE must identify disagreements related to the
meaning of a particular provision in a contract, and work with contracts to get a written resolution of all ambiguities
and issues in the specifications. Failure to do this can lead to legal disputes and government claims of product
substitution which can prevent acceptance of the product system and result in financial penalties.
Developing product systems for government customers requires PSE to do a thorough review and perform internal
coordination within the enterprise to prevent it from submitting proposals that are non-compliant because the
requirements are not fully understood.
Offered Products
Given an opportunity or perceived opportunity, an enterprise may decide to develop and offer products or services to
a broader potential marketplace. The properties of the product or service are often determined through surveying
and/or forecasting the potential market penetration. The supplier determines the structure and operation of an
appropriate life cycle model for achieving the desired results (Pugh 1990).
Figure 1. Supply Chain Structure (Lawson 2010). Reprinted with permission of Harold "Bud" Lawson. All other rights are reserved
by the copyright owner.
In Figure 1, it is important to note that in an agreement with a supplier, the outsourcing can involve delivering
complete system description solutions or portions thereof. For example, a supplier could, given a set of stakeholder
requirements developed by the acquirer, develop and supply a system that conforms to the architectural solution. The
supplier in turn can be an acquirer of portions of their delivered results by outsourcing to other suppliers.
In regards to production, the outsourcing agreement with a supplier can vary from total production responsibility to
merely supplying instances of system elements to be integrated by the acquirer. Once again, these suppliers can be
acquirers of portions of their delivery from outsourcing to other suppliers.
In regards to utilization, for non-trivial systems, outsourcing agreements can be made with a supplier to provide for
operational services, for example, operating a health care information system. Further agreements with suppliers can
involve various forms of logistics aimed at sustaining a system product or service or for supplying assistance in the
form of help desks. Once again, suppliers that agree to provide services related to utilization can be acquirers of the
services of other suppliers.
Important to all supply chains is the concept that supplying parties contribute some form of added value to the life
cycle of a system-of-interest. The proper management of a supply chain system asset is a vital part of the operations
of an enterprise. In fact, the supply chain itself is an enterprise system-of-interest that is composed of acquirers and
suppliers as system elements. There is definitely a structure tied together by agreement relationships. Further, the
operation of the supply chain results in an emergent behavior. The supply chain system becomes a vital
infrastructure asset in the system portfolios of enterprises and forms the basis for extended enterprises.
Similar to a supply chain, the distribution channels for a product system can be a complex web of relationships
between the product supplier and various distributors, for example, package delivery companies, warehouses, service
depots, wholesale outlets, retail sales establishments, operator training and certification organizations, and so on. The
Product Systems Engineering Key Aspects 573
nature of the distribution channels could have a significant impact on the architecture or design of a product system.
PSE may need to include special features in the product design to accommodate for the needs of distribution channel
elements, for example, heavy load tie down or lifting brackets, protective shipping packages, retail marketing
displays, product brochures, installation manuals, operator certification packages, training materials, and so on.
Sometimes it may be necessary to create special versions (or instances) of the product for the training of operators
and users for certifying safe or secure operations, for environmental testing and qualification, for product
demonstration and user testing, for patent application, for load testing and scalability demonstrations, and for
interface fit checking and mass balance certification, to name some examples.
Figure 2. Product Lifecycle as Related to the Product Model Lifecycle (Wasson 2006). Reprinted with permission of John Wiley &
Sons, Inc. All other rights are reserved by the copyright owner.
From an industry perspective, managing a product’s life cycle involves more than just the engineering aspects:
Product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from
its conception through design and manufacture to service and disposal. PLM integrates people, data,
processes and business systems, and provides a product information backbone for companies and their
extended enterprise. (CIMdata 2012)
Product Systems Engineering Key Aspects 574
There are many PLM tools and services available for facilitating the development and management of complicated
product life cycles and especially for product line management (insert link to product line mgmt section here).
Figure 3. Product Lifecycle from an Industry Perspective. (Source: http:/ / commons. wikimedia. org/ wiki/
File:Product%E2%80%99s_lifecycle. jpg#filelinks Accessed February 6, 2012. NIST Programs of the Manufacturing Engineering
Laboratory, Released by US Federal Government, Public Domain)
The product and product model life cycles are driven by the product adoption rate, illustrated below, that is
commonly experienced by most engineered products (Rogers 2003). As products reach market saturation (i.e., on the
down slope of the curve below) then there would typically be a new, upgraded version of the product ready for
delivery to the marketplace. PSE serves a critical role in determining the best timing for delivery of this new version
and the set of features and functions that would be of the greatest value at that time.
Product Systems Engineering Key Aspects 575
Figure 4. Rogers Innovation Adoption Curve. (Source: http:/ / en. wikipedia. org/ wiki/ File:Diffusionofideas. PNG Accessed
February 6, 2012, Released by Tungsten, Public Domain)
IPD/IPPD helps plan, capture, execute, and evaluate programs to help design, test, build, deliver, and support
products that satisfy diverse stakeholder requirements. IPD/IPPD outlines the necessary infrastructure needed to
deploy, maintain, evaluate and continuously improve processes and tools by aligning people (IPTs) and processes to
realize product goals (customer satisfaction). The implementation of Integrated Product Development Processes
(IPDP) requires an integrated approach for program planning and generally includes the following: Business
Strategy, Program Management and Control, Project Planning, Product Requirements and Architecture
Development, Product Design and Development, Production and Deployment, Product Verification and Validation,
and Operations and Maintenance Support.
At each development stage, there is a decision gate that helps decide if the IPDP is feasible to enter the next stage of
product development. IPD utilizes multi-functional IPTs to optimize the individual product and processes to meet
overall cost and performance objectives. IPTs are a cross-functional group of people typically including
representatives of all the relevant stakeholders in the project, who are brought together for delivering an integrated
product to an external or internal customer using relevant IPDP. The main function of the IPTs is to ensure the
business, technical and economical integrity and overall success of the product that is delivered to its eventual
customer. IPTs carry out tailored IPDPs and follow relevant SE processes to deliver products that satisfy customer
needs, overcomes external constraints, and adheres to the overall program strategy.
In the case of commercial enterprises, product development is tightly coupled with business strategies (short and
long term), stakeholder value added measured in terms of return on investments (ROI), market presence/coverage,
and other strategies as defined by the business objectives. Thus, product integration teams include strategic planners,
business managers, financial managers, market managers, quality assurance managers, customer representatives, and
end-users, as well as other disciplines required for acquired products. Phillips (2001), Annachino (2003), and Morse
(2007) provide good discussions on this topic.
There is a need to broaden the horizons of software engineers to think of problem solving not only in software terms,
but also using the systems thinking approach. For this purpose, software engineers need to be able to think critically
about the problem and also the possible solutions to the problem or opportunity and its implication for business
objectives.
References
Works Cited
Annachino, M. 2003. New Product Development: From Initial Idea to Product Management. Amsterdam,
Netherlands: Elsevier.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. New York, NY, USA: John
Wiley & Sons.
Grady, J. 2006. System Requirements Analysis. New York, NY, USA: Academic Press.
Haimes, Y. 2008. Risk Modeling, Assessment, and Management, 3rd ed. New York, NY, USA: John Wiley & Sons.
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 Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Product Systems Engineering Key Aspects 580
Primary References
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Prentice Hall International
Series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice Hall.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. New York, NY, USA: John
Wiley & Sons.
Wasson, C.S. 2006. System Analysis, Design, and Development. Hoboken, NJ, USA: John Wiley & Sons.
Additional References
Annachino, M. 2003. New Product Development: From Initial Idea to Product Management. Amsterdam,
Netherlands: Elsevier.
Haimes, Y. 2008. Risk Modeling, Assessment, and Management, 3rd ed. New York, NY, USA: John Wiley & Sons.
Kass, R. 2006. "The logic of warfighting experiments." DOD Command and Control Research Program (CCRP).
August 2006. Accessed 23 April 2013 at http://www.dodccrp.org/files/Kass_Logic.pdf.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications.
Morse, L., and D. Babcock. 2007. Managing Engineering and Technology. International Series in Industrial and
Systems Engineering. Upper Saddle River, NJ, USA: Prentice Hall.
Phillips, F. 2001. Market Oriented Technology Management: Innovating for Profit in Entrepreneurial Times. New
York, NY, USA: Springer.
Pugh, S. 1990. Total Design: Integrated Methods for Successful Product Engineering. Englewood Cliffs, NJ, USA:
Prentice Hall.
Product Systems Engineering Key Aspects 581
Reinertsen, D. 1997. Managing the Design Factory: A Product Developers Tool Kit. New York, NY, USA: Simon &
Schuster Ltd.
Rogers, E.M. 2003. Diffusion of innovations, 5th ed. New York, NY: Free Press.
Smith, P., and D. Reinertsen. 1997. Developing products in half the time – new rules, new tools, 2nd ed. Hoboken,
NJ, USA: John Wiley & Sons.
US Army. 2012. "Chapter 2, section A.4" in Army Science and Technology Master Plan. Accessed January 12, 2012.
Available at: http://www.fas.org/man/dod-101/army/docs/astmp/c2/P2A4.htm.
Product systems engineering has activities that are unique to products. This article discusses many of them.
Table 1. Technology Readiness Levels for Assessing Critical Technologies (Mankins 1995).
Released by the Advanced Concept Office, Office of Space Access and Technology, NASA.
Technology + 1. Basic + 2. + 3. An + 4. + 5. + 6. Prototype + 7. Prototype + 8. System + 9. System Actual
Readiness principles Technology analytical Component Component demonstration demonstration qualified proven application
Level observed concept and validation in validation in in a relevant in an through test through of the
and and/or experimental laboratory relevant environment. operational and successful technology
reported. application critical environment. environment. environment. demonstration. mission in its final
formulated. function operations. form and
and/or under
characteristic mission
proof of conditions,
concept. such as
those
encountered
in
operational
test and
evaluation.
Product Systems Engineering Special Activities 582
The utilization of TRLs has an impact on the structure and operation of life cycles as described in Part 3; they allow
better management and control of risks inherent with technology, as well as better control of costs and the schedule
of program development. However, TRLs do not provide an assessment of the programmatic influence on a TRL,
technology criticality and priority, software aging and readiness context, as pointed out by Smith (2005). While
TRLs have proven to be useful in evaluating a technology’s performance, as demonstrated in the laboratory or in a
test environment, they do not inform one whether or not the technology product can actually be produced in an
affordable manner. The concept of manufacturing readiness levels (MRL) has been incorporated to expand the TRL
idea so that it can incorporate producibility concerns. The MRL approach addresses questions such as the level of
technology reproducibility, the cost of production, and technology manufacturing production environment early in
the development phase (GAO 2003, DoD 2011).
Figure 1. Technology Readiness Levels and Their Relationship to System Acquisition Milestones (Morgan 2008). Released by the
Manufacturing Technology Division of the United States Air Force.
Readiness levels are an active research area within academia and government agencies in regards to the integration
of technology components into complex systems (integration readiness levels (IRLs)) to address interface maturity
among existing and maturing technology developments. TRLs apply to the critical enabling technologies, which are
usually embodied at the subsystem, assembly level, or system component level. Systems readiness levels (SRL) are
used when going from individual technologies to the whole system. The SRL model is a function of the individual
TRLs in a system and their subsequent integration points with other technologies, the IRL (Sauser 2006).
Another maturity aspect is related to the provisioning of products that are readily available and referred to as
commercial off-the-shelf (COTS). Such products, be they hardware, software, or a mixture of both, have hopefully
achieved the degree of maturity so that those acquiring them can rely upon their operational properties and that the
documentation of the COTS products is sufficient to provide the proper guidance in their use.
Product Systems Engineering Special Activities 583
The PSE should realize that the TRL assessment for COTS changes dramatically if the operational environment or
other requirements are imposed that exceed the design limits of the COTS product (e.g., operations at very high or
very cold temperatures, high shock, or vibration levels).
Product Certification
Product certifications are both domain and product specific, and typically relate to human safety and health, the need
to meet a specific government regulation, or are required by underwriters for insurance purposes. Certifications are
performed by a third party (independent of the developer) who provides a guarantee of the quality, safety, and
reliability of the product to the customer or user.
The INCOSE SE Handbook defines product certification as "the process of certifying that a certain product has
passed performance or quality assurance tests or qualification requirements stipulated in regulations such as a
building code or nationally accredited test standards, or that it complies with a set of regulations governing quality or
minimum performance requirements." (INCOSE 2012)
The INCOSE SE Handbook also defines four methods for verification: inspection, analysis, demonstration, and
testing (INCOSE 2012). In addition, it defines certification as a fifth verification method, which is defined as
verification against legal or industrial standards by an outside authority without direction to that authority as to how
the requirements are to be verified. For example, electronic devices require a CE certification in Europe, and a UL
certification in the US and Canada (INCOSE 2012).
The best known certification is the airworthiness certification, which relates to the safety of flight for aircraft. In the
US, the test for this certification is performed by the Federal Aviation Administration (FAA). Government
certifications are also common in the medical systems field where the Federal Drug Administration (FDA) is the
primary certification agency. Some certifications are based on standards defined by technical societies, such as the
American Society of Mechanical Engineers (ASME). The combination of the technical standards and a certification
allows product developers to perform certifications that meet government standards without having the government
directly involved in the process.
There are equivalent government organizations in other countries and for other regulated areas, such as
communications, building safety, nuclear systems, transportation systems to include ships, trains and automobiles,
environmental impact, and energy use. Systems engineers must be aware of the certifications that are required for the
domain and product being developed. Certification agencies must be involved early in the development effort to
ensure the necessary certifications are included in the system requirements, the system development plan, and the
funding provided to accomplish the development. When system changes and upgrades are necessary, the systems
engineers must determine if product re-certification is necessary and include it in the plans and funding for the
system upgrade.
A technical test completed prior to the full-rate production (FRP) decision to ensure the effectiveness of
the manufacturing process, equipment, and procedures. This testing also serves the purpose of
providing data for the independent evaluation required for materiel release so that the evaluator can
address the adequacy of the materiel with respect to the stated requirements. These tests are conducted
on a number of samples taken at random from the first production lot, and are repeated if the process or
design is changed significantly and when a second or alternative source is brought online.
Security certification and accreditation (C&A) is often required for the deployment of computing and networking
equipment in a classified environment. Facility certification may be required to ensure that a building housing the
equipment can provide the proper environment for safe and efficient operation of the equipment. High-altitude
electromagnetic pulse (HEMP) certification may be required to ensure that a building and its equipment can
withstand the effects of HEMP from nuclear weapons. A similar type of certification to HEMP is TEMPEST testing
to ensure that sensitive electronic emissions are not allowed to leave high security facilities. TEMPEST is a code
name referring to investigations and studies of compromising emission, and is not an acronym.
References
Works Cited
ANSI/AIAA. 2001. Recommended Practice for Parts Management. Philadelphia, PA, USA: American National
Standards Institute (ANSI)/American Institute of Aeronautics and Astronautics (AIAA), ANSI/AIAA R-100A-2001.
DAU. 2005. Glossary of Defense Acquisition Acronyms & Terms, 12th ed. Ft. Belvoir, VA, USA: Defense
Acquisition University (DAU)/US Department of Defense (DoD). Available at: http:/ / www. dau. mil/ pubscats/
PubsCats/13th_Edition_Glossary.pdf.
DoD. 2000. Department of Defense Directive (DoD-D) 5000.01: The Defense Acquisition System. Arlington, VA,
USA: US Department of Defense, Acquisition, Technology, and Logistics (AT&L). Available at: http:/ / www. dtic.
mil/whs/directives/corres/pdf/500001p.pdf.
DoD. 2001. Department of Defense Handbook: Parts Management. Arlington, VA, USA: Department of Defense
(DoD). MIL-HDBK-512A.
DoD. 2011 Department of Defense Technology Readiness Assessment (TRA) Guidance, Assistant Secretary of
Defense for Research and Engineering (ASD(R&E)), May 2011.
FAA. 2011. Airworthiness Certificates Overview. Washington, DC, USA: Federal Aviation Administration (FAA).
Available at: http://www.faa.gov/aircraft/air_cert/airworthiness_certification/aw_overview/.
GAO. 2003. Defense acquisitions: Assessments of Major Weapon Programs, GAO-03-476, US Government
Accountability Office, May 2003.
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.
Irish, V. 2005. Intellectual Property Rights for Engineers, 2nd ed. Herts, UK: Institution of Engineering and
Technology (IET).
Mankins, J. 1995. Technology Readiness Levels—A White Paper. Washington, DC, USA: Advanced Concepts
Office, Office of Space Access and Technology, National Aeronautics and Space Administration (NASA).
Product Systems Engineering Special Activities 587
MITRE. 2011. "Systems Engineering Guide." Accessed September 11, 2012. Available at: http:/ / www. mitre. org/
work/systems_engineering/guide/.
Morgan, J 2007. Manufacturing Readiness Levels (MRLs) and Manufacturing Readiness Assessments (MRAs).
ADA510027 Air Force Research Lab Wright-patterson Afb Oh Manufacturing Technology Directorate. September
2007. Accessed 06 November 2014 at Defense Technical Information Center http:/ / www. dtic. mil/ get-tr-doc/
pdf?AD=ADA510027
NERC. 2012. "North American Electric Reliability Corporation (NERC)." Accessed September 11, 2012. Available
at: http://www.nerc.com.
Sauser, B., D. Verma, J. Ramirez-Marquez, and R. Gove. 2006. From TRL to SRL: The Concept of System Readiness
Levels. Proceedings of the Conference on Systems Engineering Research (CSER), April 7-8, 2006, Los Angeles,
CA, USA.
Smith, J. 2005. An Alternative to Technology Readiness Levels for Non-Developmental Item (NDI) Software.
Proceedings of the 38th Hawaii International Conference on Systems Sciences, January 3-6, 2005, Island of Hawaii,
USA.
Primary References
Mankins, J. 1995. Technology Readiness Levels—A White Paper. Washington, DC, USA: Advanced Concepts
Office, Office of Space Access and Technology, National Aeronautics and Space Administration (NASA).
MITRE. "Systems Engineering Guide." Available at http://www.mitre.org/work/systems_engineering/guide/
Sauser, B., D. Verma, J. Ramirez-Marquez, and R. Gove. 2006. From TRL to SRL: The Concept of System Readiness
Levels. Proceedings of the Conference on Systems Engineering Research (CSER), Los Angeles, CA, April 7-8,
2006.
Additional References
ANSI/AIAA. 2001. Recommended Practice for Parts Management. Philadelphia, PA, USA: American National
Standards Institute (ANSI)/American Institute of Aeronautics and Astronautics (AIAA), ANSI/AIAA R-100A-2001.
DoD. 2000. Department of Defense Directive (DoD-D) 5000.01: The Defense Acquisition System. Arlington, VA,
USA: US Department of Defense, Acquisition, Technology, and Logistics (AT&L). Available at: http:/ / www. dtic.
mil/whs/directives/corres/pdf/500001p.pdf.
DoD. 2001. Department of Defense Handbook: Parts Management. Arlington, VA, USA: Department of Defense
(DoD). MIL-HDBK-512A.
FAA. 2011. "Airworthiness Certificates Overview." Washington, DC, USA: Federal Aviation Administration
(FAA). Available at: http://www.faa.gov/aircraft/air_cert/airworthiness_certification/aw_overview/.
Irish, V. 2005. Intellectual Property Rights for Engineers, 2nd ed. Herts, UK: Institution of Engineering and
Technology (IET).
Smith, J. 2005. An Alternative to Technology Readiness Levels for Non-Developmental Item (NDI) Software.
Proceedings of the 38th Hawaii International Conference on Systems Sciences, January 3-6, 2005, Island of Hawaii,
USA.
The growth of services in the ever-evolving global economy has brought much needed attention to service science
and service systems engineering (SSE). Research focuses on developing formal methodologies to understand
enterprise-end-user (customer) interactions from both socio-economic and technological perspectives, and to enable
value co-creation and productivity improvements. Service systems require trans-disciplinary collaborations between
society, science, enterprises, and engineering. Service transactions are customized and personalized to meet a
particular customer need. This requires a disciplined and systemic approach among stakeholders and resources to
emphasize end-user satisfaction in the design and delivery of the service (Hipel et al. 2007; Tien and Berg 2003;
Vargo and Akaka 2009; Maglio and Spohrer 2008; Maglio et al. 2010).
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:
• Service Systems Background
• Fundamentals of Services
• Properties of Services
• Scope of Service Systems Engineering
• Value of Service Systems Engineering
• Service Systems Engineering Stages
Introduction
New Service Development (NSD) has usually been a proprietary process closely guarded by product businesses and
service businesses for their competitive advantage. Traditional systems engineering practices have been primarily
applied in aerospace and defense sectors while SSE practices have been applied by information and communications
technologies (ICT) service providers (Booz, Allen, and Hamilton 1982; Johnson et al. 2000; Eppinger 2001;
Freeman 2004; Whitten and Bentley 2007; AT&T SRP 2008; Lin and Hsieh 2011).
These early efforts were, and in some instances remain, very important for product and service businesses. However,
the growth and ubiquity of the World Wide Web, advances in computer science and ICT, and business process
management through “social networking,” support the realization of closely interrelated service systems. Product
business (manufacturing, agriculture, etc.) and service business distinctions are going away (Spohrer 2011).
These services, or service innovations, must take into account social aspects, governance processes, business
processes, operational processes, as well as design and development processes. The customer, service provider,
product provider, and intermediaries need to collaborate toward the optimization of customer experiences and
customer provided value (through co-creation). The interrelations among different stakeholders and resources require
that methodologies, processes, and tools be dynamically tailored and delivered for either foreseen or newly
Service Systems Engineering 589
Innovation can also come through a significant change in the way or the reason the customer is engaged or
connected. In a service value chain the customer may well change from being just a receiver of service value to
becoming a co-creator, or an active participant in the design and delivery, i.e., service transaction of service value. At
the retail level, when a customer designs the time, route, and price selection for a plane ticket purchased online, he is
co-creating the service. Value innovation involves a shift in perspective of customer needs that requires a rethinking
of how a service value proposition is delivered (Bettencourt 2010).
Finally, service innovation can come through significant changes in the way the enterprise is organized to create a
service value proposition from concept through delivery. A considerable improvement in the enterprise structure
and/or governance can be seen as innovation. Value innovation involves a shift in perspective of customer needs that
requires a rethinking of how an enterprise organizes to support a service value proposition.
Continuous improvement can be reasonably planned and predicted while innovation and breakthroughs cannot. The
most effective way to obtain innovation and breakthroughs is to encourage the culture, environment, and atmosphere
that are conducive to innovation and breakthroughs. Innovative co-creation requires the integration of people, ideas,
and technology for the purpose of creating value for themselves, their customers, companies, and society.
The lone inventor sees a problem and must work to create the solutions to all dimensions of the problem. Co-creators
see the problem and realize that there may already be several creators, each already having a piece of the solution.
Co-creation embraces the value of things “not invented here” because of the velocity they can bring to ideation and
time to market. This service innovation process is facilitated by modern mass (and at the same time, personal)
communication technology evident in social networking platforms.
References
Works Cited
AT&T SRP. 2008. Technical Approach to Service Delivery. General Services Administration, AT&T Bridge
Contract No. GS00Q09NSD0003. Accessed on June 1, 2011. Available at: http:/ / www. corp. att. com/ gov/
contracts/fts_bridge/technical/07_vol_I_section_1.pdf.
Bettencourt, L. 2010. Service Innovation: How to Go from Customer Needs to Breakthrough Services. New York,
McGraw-Hill Professional. July 2010.
Booz, Allen, and Hamilton. 1982. New Products Management for the 1980s. New York, NY, USA: Booz, Allen, and
Hamilton Inc.
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. San
Francisco, CA, USA: Jossey-Bass.
Eppinger, S. 2001. "Innovation at the Speed of Information" Harvard Business Review. 79 (1): 149-158.
Service Systems Engineering 591
Freeman, R.L. 2004. Telecommunication Systems Engineering, 4th ed. New York, NY, USA: John Wiley & Sons.
Hipel, K.W., M.M. Jamshidi, J.M. Tien, and C.C. White. 2007. "The Future of Systems, Man, and Cybernetics:
Application Domains and research Methods. IEEE Transactions on Systems, Man, and Cybernetics - Part C:
Applications and Reviews. 37 (5): 726-743.
Jamshidi M, System of Systems Engineering: Innovations for the Twenty-First Century. New York, NY, USA: John
Wiley & Sons. November 2008.
Johnson, S.P., L.J. Menor, A.V. Roth, and R.B. Chase. 2000. "A critical evaluation of the new service development
process: integrating service innovation and service design," in Fitzsimmons, J.A., and M.J. Fitzsimmons (eds.). New
Service Development - Creating Memorable Experiences. Thousand Oaks, CA, USA: Sage Publications. p. 1-32.
Kano, N. 1996. Guide to TQM in Service Industry. Tokyo, Japan: Asian Productivity Organization.
Lin, F.R., and P.S Hsieh. 2011. A SAT View on New Service Development." Service Science. 3 (2): 141-157.
Luzeaux, D. and Ruault. J,. System of Systems. New York, NY, USA: John Wiley & Sons. March 2013.
Maglio, P., C. Kieliszewski, and J. Spohrer. 2010. Handbook of Service Science, 1st ed. New York, NY, USA:
Springer Science + Business Media.
Maglio, P., and J. Spohrer. 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20.
Maier, M.W., 1998. "Architecting Principles for System of Systems." Systems Engineering. 1 (4): 267-284.
Pineda, R. 2010. "Understanding Complex Systems of Systems Engineering." Presented at Fourth General
Assembly, Cartagena Network of Engineering, September 21-24, 2010, Metz, France.
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at International Joint Conference on Service
Science, May 25-27, 2011, Taipei, Taiwan.
Tien, J.M., and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12 (1): 13-38.
Vargo, S.L., and R.F. Lusch. 2004. "The Four Service Marketing Myths – Remnants of a Goods-Based
Manufacturing Model." Journal of Service Research. 6 (4): 324-335.
Vargo, S.L., and M.A. Akaka. 2009. "Service-Dominant Logic as a Foundation for Service Science: Clarifications."
Service Science. 1 (1): 32-41.
Whitten, J., and L. Bentley. 2007. Systems Analysis and Design Methods. New York, NY, USA: McGraw-Hill
Higher Education.
Primary References
Maglio, P., C. Kieliszewski, and J. Spohrer. 2010. Handbook of Service Science, 1st ed. New York, NY, USA:
Springer Science + Business Media.
Tien, J.M., and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12 (1): 13-38.
Vargo, S.L., and R.F. Lusch. 2004. "The Four Service Marketing Myths – Remnants of a Goods-Based
Manufacturing Model." Journal of Service Research. 6 (4): 324-335.
Service Systems Engineering 592
Additional References
AT&T SRP. 2008. Technical Approach to Service Delivery. General Services Administration, AT&T Bridge
Contract No. GS00Q09NSD0003. Accessed on June 1, 2011. Available at: http:/ / www. corp. att. com/ gov/
contracts/fts_bridge/technical/07_vol_I_section_1.pdf.
Booz, Allen, and Hamilton. 1982. New Products Management for the 1980s. New York, NY, USA: Booz, Allen, and
Hamilton Inc.
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
Eppinger, S. 2001. "Innovation at the Speed of Information." Harvard Business Review. 79 (1): 149-158.
Freeman, R.L. 2004. Telecommunication Systems Engineering, 4th ed. New York, NY, USA: John Wiley & Sons.
Hipel, K.W., M.M. Jamshidi, J.M. Tien, and C.C. White. 2007. "The Future of Systems, Man, and Cybernetics:
Application Domains and research Methods." IEEE Transactions on Systems, Man, and Cybernetics - Part C:
Applications and Reviews. 37 (5): 726-743.
Johnson, S.P., L.J Menor, A.V. Roth, and R.B. Chase. 2000. "A critical evaluation of the new service development
process: integrating service innovation and service design," in Fitzsimmons, J.A., and M.J. Fitzsimmons (eds.). New
Service Development - Creating Memorable Experiences. Thousand Oaks, CA, USA: Sage Publications. p. 1-32.
Kano, N. 1996. Guide to TQM in Service Industry. Tokyo, Japan: Asian Productivity Organization.
Lin, F.R., and P.S Hsieh. 2011. A SAT View on New Service Development." Service Science. 3 (2): 141-157.
Luzeaux, D. and Ruault, J. 2013. Systems of Systems, Wiley.
Maier, M.W. 1998. "Architecting Principles for System of Systems." Systems Engineering. 1 (4): 267-284.
Maglio, P., and J. Spohrer. 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20.
Pineda, R. 2010. "Understanding Complex Systems of Systems Engineering." Presented at Fourth General
Assembly, Cartagena Network of Engineering, September 21-24, 2010, Metz, France.
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at International Joint Conference on Service
Science, May 25-27, 2011, Taipei, Taiwan.
Vargo, S.L., and M.A. Akaka. 2009. "Service-Dominant Logic as a Foundation for Service Science: Clarifications."
Service Science. 1 (1): 32-41.
Whitten, J., and L. Bentley. 2007. Systems Analysis and Design Methods. New York, NY, USA: McGraw-Hill
Higher Education.
As seen in the above example, the service activities are knowledge-intensive; well defined linkages (including access
rights) and relationships among different entities give rise to the needed service systems interactions for the service
system to be successful. As the world becomes more widely interconnected, and people become better educated, the
services networks created by the interaction of the service systems will be accessible from anywhere, at any time, by
anyone with the proper access rights.
Knowledge agents are then humans creating new linkages of information to create new knowledge which “can later
be embedded in other people, technology, shared information, and organizations." Thus, people can be considered as
individual service systems with “finite life cycles, identities (with associated histories and expectations), legal rights
and authority to perform certain functions, perform multitasking as a way to increase individual productivity output
in a finite time, and engage in division-of-labor with others to increase collective productive output in finite time”
through service transactions enabled by their access rights (Spohrer and Kwan 2008).
Service Systems Background 597
References
Works Cited
Andrikopoulos, V., A. Bucchiarone, E. Di Nitto, R. Kazhamiakin, S. Lane, V. Mazza, and I. Richardson. 2010.
"Chapter 8: Service Engineering," in Service Research Challenges and Solutions for the Future Internet S-Cube –
Towards Engineering, Managing and Adapting Service-Based Systems, edited by M. Papazoglou, K. Pohl, M.
Parkin, and A. Metzger. Berlin Heidelberg, Germany: Springer-Verlag. p. 271-337.
Cook, M. 2004. "Understanding The Potential Opportunities Provided by Service-Orientated Concepts to Improve
Resource Productivity," in Design and Manufacture for Sustainable Development 2004, edited by T. Bhamra and B.
Hon. Bury St. Edmonds, Suffolk, UK: Professional Engineering Publishing Limited. p. 123-134.
Domingue, J., D. Fensel, J. Davies, R. González-Cabero, and C. Pedrinaci. 2009. "The Service Web: a Web of
Billions of Services," in Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J.
Domingue, A. Galis, A. Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands:
IOS Press.
IFM. 2008. Succeeding through Service Innovation: A service perspective for education, research, business and
government. University of Cambridge Institute for Manufacturing (IfM) and International Business Machines
Corporation (IBM) report. Cambridge Service Science, Management and Engineering Symposium, July 14-15, 2007,
Cambridge, UK.
Maglio P., and J. Spohrer 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20. DOI: 10.1007/s11747-007-0058-9.
Maglio, P., Weske, M., Yang, J. and Fantinato, Marcelo. 2010. 8th International Conference on Service Oriented
Computing (ICSOC 2010). Lecture Notes in Computer Science. Vol. 6470. Springer-Verlag, San Francisco,
California. December 2010.
McAfee, A. 2009. Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges. Boston,
MA, USA: Harvard Business School Press.
Mont, O., and A. Tukker. 2006. "Product-Service Systems." Journal of Cleaner Production. 14 (17): 1451-1454.
Moran, M. 2006. Servicizing Solar Panels. Industry Course Report. Lund University International Master’s
Programme in Environmental Studies and Sustainability Science Department (LUMES), Lund University, Sweden.
Organization for Economic Co-operation and Development (OECD). 2000. The Service Economy. Science
Technology Industry (STI) Business and Industry Policy Forum Series. Paris, France: OECD. Available: http:/ /
www.oecd.org/dataoecd/10/33/2090561.pdf.
Skyttner, L. 2006. General Systems Theory: Perspectives, Problems, Practice, 2nd ed. Singapore: World Scientific
Publishing Company.
Spohrer, J., and S.K. Kwan. 2009. "Service Science, Management, Engineering, and Design (SSMED): An
Emerging Discipline - Outline & References." International Journal of Information Systems in the Service Sector. 1
(3): 1-31.
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at the International Joint Conference on
Service Science, May 25-27, 2011, Taipei, Taiwan.
TM Forum. 2008. Service Delivery Framework (SDF) Overview, Release 2.0. Morristown, NJ: TeleManagement
Forum. Technical Report 139.
Tselentis, G., J. Domingue, A. Galis, A. Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zahariadis (eds.). 2009.
Towards the Future Internet - A European Research Perspective. Amsterdam, The Netherlands: IOS Press.
US DOT. 2011. "Emergency Transportation Operations." Research and Innovative Technology Administration.
Accessed June 23, 2011. Last updated June 16, 2011. Available: http://www.its.dot.gov/eto/index.htm.
Service Systems Background 598
Vargo, S.L., and R.F. Lusch. 2004. "The Four Service Marketing Myths – Remnants of a Goods-Based
Manufacturing Model." Journal of Service Research. 6 (4): 324-335.
Vest, C.M., 2013. "Educating Engineers for 2020 and Beyond" .The Bridge. Washington DC, National Academy of
Engineering.
Wild, P.J., J. Jupp, W. Kerley, C. Eckert, and P.J. Clarkson. 2007. "Towards A Framework for Profiling of Products
and Services." Presented at 5th International Conference on Manufacturing Research (ICMR), September 11-13,
2007, Leicester, UK.
Primary References
IFM. 2008. Succeeding through Service Innovation: A service perspective for education, research, business and
government. University of Cambridge Institute for Manufacturing (IfM) and International Business Machines
Corporation (IBM) report. Cambridge Service Science, Management and Engineering Symposium, July 14-15, 2007,
Cambridge, UK.
Organization for Economic Co-operation and Development (OECD). 2000. The Service Economy. Science
Technology Industry (STI) Business and Industry Policy Forum Series. Paris, France: OECD. Available: http:/ /
www.oecd.org/dataoecd/10/33/2090561.pdf.
Vargo, S.L., and R.F. Lusch. 2004. "The Four Service Marketing Myths – Remnants of a Goods-Based
Manufacturing Model." Journal of Service Research. 6 (4): 324-335.
Additional References
Andrikopoulos, V., A. Bucchiarone, E. Di Nitto, R. Kazhamiakin, S. Lane, V. Mazza, and I. Richardson. 2010.
"Chapter 8: Service Engineering," in Service Research Challenges and Solutions for the Future Internet S-Cube –
Towards Engineering, Managing and Adapting Service-Based Systems, edited by M. Papazoglou, K. Pohl, M.
Parkin, and A. Metzger. Berlin Heidelberg, Germany: Springer-Verlag. p. 271-337.
Cook, M. 2004. "Understanding The Potential Opportunities Provided by Service-Orientated Concepts to Improve
Resource Productivity," in Design and Manufacture for Sustainable Development 2004, edited by T. Bhamra and B.
Hon. Bury St. Edmonds, Suffolk, UK: Professional Engineering Publishing Limited. p. 123-134.
Domingue, J., D. Fensel, J. Davies, R. González-Cabero, and C. Pedrinaci. 2009. "The Service Web: a Web of
Billions of Services," in Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J.
Domingue, A. Galis, A. Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands:
IOS Press.
Maglio P., and J. Spohrer 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20. DOI: 10.1007/s11747-007-0058-9.
McAfee, A. 2009. Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges. Boston,
MA, USA: Harvard Business School Press.
Mont, O., and A. Tukker. 2006. "Product-Service Systems." Journal of Cleaner Production. 14 (17): 1451-1454.
Moran, M. 2006. Servicizing Solar Panels. Industry Course Report. Lund University International Master’s
Programme in Environmental Studies and Sustainability Science Department (LUMES), Lund University, Sweden.
Skyttner, L. 2006. General Systems Theory: Perspectives, Problems, Practice, 2nd ed. Singapore: World Scientific
Publishing Company.
Spohrer, J., and S.K. Kwan. 2009. "Service Science, Management, Engineering, and Design (SSMED): An
Emerging Discipline - Outline & References." International Journal of Information Systems in the Service Sector. 1
(3): 1-31.
Service Systems Background 599
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at the International Joint Conference on
Service Science, May 25-27, 2011, Taipei, Taiwan.
TM Forum. 2008. Service Delivery Framework (SDF) Overview, Release 2.0. Morristown, NJ: TeleManagement
Forum. Technical Report 139.
Tselentis, G., J. Domingue, A. Galis, A. Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zahariadis (eds.). 2009.
Towards the Future Internet - A European Research Perspective. Amsterdam, The Netherlands: IOS Press.
US DOT. 2011. "Emergency Transportation Operations." Research and Innovative Technology Administration.
Accessed June 23, 2011. Last updated June 16, 2011. Available: http://www.its.dot.gov/eto/index.htm.
Wild, P.J., J. Jupp, W. Kerley, C. Eckert, and P.J. Clarkson. 2007. "Towards A Framework for Profiling of Products
and Services." Presented at 5th International Conference on Manufacturing Research (ICMR), September 11-13,
2007, Leicester, UK.
Fundamentals of Services
Lead Authors: Ricardo Pineda, Bud Lawson
Services are activities that cause a transformation of the state of an entity (a person, product, business, region, or
nation) by mutually agreed terms between the service provider and the customer. Individual services are relatively
simple, although they may require customization and significant back-stage support (e.g., database, knowledge
management, analysis, forecasting, etc.) to assure quality and timely delivery. Product services are also relatively
straightforward as product specifications, performance standards, quality control, installation guidelines, and
maintenance procedures require good communication and understanding between providers and users. Business
services can be rather complex; some may involve intensive negotiations, work process alignment, quality assurance,
team collaboration, and service coproduction. Moreover, Chang (2010) states that: “Regional and National services
are even more complex, as they may affect policy, custom regulations, export permits, local business practices,
logistics, distribution, and other such issues" (see also Complexity).
Service Systems
The service and/or set of services developed and accessible to the customer (individual consumer or enterprise) are
enabled by a service system. Service system stakeholders may interact to create a particular service value chain to be
delivered with a specific objective (Spohrer and Maglio 2010). Service system entities dynamically configure four
types of resources: people, technology/environment infrastructure, organizations(glossary)/institutions, and shared
information/symbolic knowledge. Service systems can be either formal or informal in nature. In the case of formal
service systems, the interactions are contracted through service level agreements (SLA). Informal service systems
can promise to reconfigure resources without a written contractual agreement; in the case of the emergency
transports operations example discussed in the Service Systems Background article, there is no formal contractual
agreement (i.e., SLA) between the user requesting the service and the agency providing the service other than a
“promise” for a quick and efficient response. SLAs are written contracts between and among service system entities,
as well as the legal system for enforcing the contracts. The study of informal service systems contains the study of
relationships (communications, interactions, and promises) between service systems and social systems, cultural
norms and beliefs, as well as political systems that can maintain those relationships (Spohrer and Kwan 2008). The
resources are either physical or non-physical and have rights or no rights. See Figure 1 below:
Fundamentals of Services 600
Figure 1. Service System Resources (Spohrer 2011). Reprinted with permission of Dr. James C. Spohrer. All
other rights are reserved by the copyright owner.
• E (electronics) Oriented: Services are becoming increasingly e-oriented. Thus, e-access, e-commerce, and
e-customer management are crucial to e-services.
• Productivity Focused: Both efficiency and effectiveness are important in the design, delivery, and support of
services.
• Value Adding: Services need to provide some value for the target clients. For profit-seeking service companies,
the value produced for customers assures the company's profitability. For non-profit service entities, the value
produced for customers reinforces the quality of a service entity's policy.
A service system is defined by its value co-creation chain in which stakeholders work in open collaboration to
deliver consistently high quality service according to business goals, service goals, and customer goals. A value
proposition can be viewed as a request from one service system to another to run an algorithm (the value
proposition) from the perspectives of multiple stakeholders according to culturally determined value principles. The
four primary stakeholder’s perspectives in regards to value are the customer, provider, authority, and the competitors.
Figure 2 below depicts value calculations from multiple stakeholder perspectives.
1. Customer Quality (Revenue) Value Based Should we? Model of customer: Do customers want it? Is there
(offer it) a market? How large? Growth rate?
2. Provider Productivity (Profit, Mission, Cost Plus Can we? (deliver Model of self: Does it play to our strengths? Can
Continuous Improvement, it) we deliver it profitability to customers? Can we
Sustainability) continue to improve?
3. Authority Compliance (Taxes and Fines, Regulated May we? (offer Model of authority: Is it legal? Does it compromise
Quality of Fire) and deliver it) our integrity in any way? Does it create a moral
hazard?
4. Competitor Sustainable Innovation (Market Strategic Will we? (invest Model of competitor: Does it put us ahead? Can we
(Substitute) Share) to make it so) stay ahead? Does it differentiate us from the
competition?
From an engineering design point of view, the service and business goals are an entry point through which to analyze
the business architectures (including organization and processes) needed, which in turn demand alignment between
the information technology (IT) components and technology architecture to achieve the goals. From a systems
engineering perspective, the next step is to identify service system entities that could participate in the service
delivery (people, organizations, technologies, processes, etc.).
Fundamentals of Services 602
Figure 3. Service System Conceptual Framework (Spohrer 2011). Reprinted with permission of Dr. James C. Spohrer. All other rights are
reserved by the copyright owner.
References
Works Cited
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley & Sons, Inc.
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. San
Francisco, CA, USA: Jossey-Bass.
CoreGRID. 2007. Using SLA for Resource Management and Scheduling - A Survey. Technical Report 0096. Jülich
& Dortmund, Germany: European Research Network on Foundations, Software Infrastructures and Applications for
Large Scale Distributed, GRID and Peer-to-Peer Technologies, Institute on Resource Management and Scheduling.
Accessed June 4, 2011. Available: http:/ / www. coregrid. net/ mambo/ images/ stories/ TechnicalReports/ tr-0096.
pdf.
Hipel, K.W., M.M. Jamshidi, J.M. Tien, and C.C. White. 2007. "The Future of Systems, Man, and Cybernetics:
Application Domains and Research Methods." IEEE Transactions on Systems, Man, and Cybernetics - Part C:
Applications and Reviews. 37 (5): 726-743.
Maglio, P., C. Kieliszewski, and J. Spohrer. 2010. Handbook of Service Science. New York, NY, USA: Springer
Science and Business Media.
Maglio, P., and J. Spohrer. 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20.
Qiu, R. 2009. "Computational Thinking of Service Systems: Dynamics and Adaptiveness Modeling." Service
Science. 1 (1): 42-55.
Skyttner, L. 2006. General Systems Theory: Perspectives, Problems, Practice, 2nd ed. Singapore: World Scientific
Publishing Company.
Spath, D., and K.P. Fähnrich (eds.). 2007. Advances in Services Innovations. Berlin & Heidelberg, Germany:
Springer-Verlag.
Spohrer, J., and S.K. Kwan. 2009. "Service Science, Management, Engineering, and Design (SSMED): An
Emerging Discipline - Outline & References." International Journal of Information Systems in the Service Sector, 1
(3): 1-31.
Spohrer, J., and P.P Maglio. 2010. "Chapter 1: Service Science: Toward a Smarter Planet," in Introduction to Service
Engineering, edited by G. Salvendy and W. Karwowski. Hoboken, NJ: John Wiley & Sons.
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at International Joint Conference on Service
Science, May 25-27, 2011, Taipei, Taiwan.
Theilmann, W., and L. Baresi. 2009. "Multi-level SLAs for Harmonized Management in the Future Internet," in
Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J. Domingue, A. Galis, A.
Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands: IOS Press.
Tien, J.M., and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12 (1): 13-38.
Vargo, S.L., and M.A. Akaka. 2009. "Service-Dominant Logic as a Foundation for Service Science: Clarifications."
Service Science. 1 (1): 32-41.
Fundamentals of Services 605
Primary References
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley & Sons, Inc.
Hipel, K.W., M.M. Jamshidi, J.M. Tien, and C.C. White. 2007. "The Future of Systems, Man, and Cybernetics:
Application Domains and Research Methods." IEEE Transactions on Systems, Man, and Cybernetics - Part C:
Applications and Reviews. 37 (5): 726-743.
Spath, D., and K.P. Fähnrich (eds.). 2007. Advances in Services Innovations. Berlin & Heidelberg, Germany:
Springer-Verlag.
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at International Joint Conference on Service
Science, May 25-27, 2011, Taipei, Taiwan.
Additional References
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. San
Francisco, CA, USA: Jossey-Bass.
CoreGRID. 2007. Using SLA for Resource Management and Scheduling - A Survey. Technical Report 0096. Jülich
& Dortmund, Germany: European Research Network on Foundations, Software Infrastructures and Applications for
Large Scale Distributed, GRID and Peer-to-Peer Technologies, Institute on Resource Management and Scheduling.
Accessed June 4, 2011. Available: http:/ / www. coregrid. net/ mambo/ images/ stories/ TechnicalReports/ tr-0096.
pdf.
Maglio, P., C. Kieliszewski, and J. Spohrer. 2010. Handbook of Service Science. New York, NY, USA: Springer
Science and Business Media.
Maglio, P., and J. Spohrer. 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20.
Qiu, R. 2009. "Computational Thinking of Service Systems: Dynamics and Adaptiveness Modeling." Service
Science. 1 (1): 42-55.
Skyttner, L. 2006. General Systems Theory: Perspectives, Problems, Practice, 2nd ed. Singapore: World Scientific
Publishing Company.
Spohrer, J., and S.K. Kwan. 2009. "Service Science, Management, Engineering, and Design (SSMED): An
Emerging Discipline - Outline & References." International Journal of Information Systems in the Service Sector, 1
(3): 1-31.
Spohrer, J., and P.P Maglio. 2010. "Chapter 1: Service Science: Toward a Smarter Planet," in Introduction to Service
Engineering, edited by G. Salvendy and W. Karwowski. Hoboken, NJ: John Wiley & Sons.
Theilmann, W., and L. Baresi. 2009. "Multi-level SLAs for Harmonized Management in the Future Internet," in
Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J. Domingue, A. Galis, A.
Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands: IOS Press.
Tien, J.M., and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12 (1): 13-38.
Vargo, S.L., and M.A. Akaka. 2009. "Service-Dominant Logic as a Foundation for Service Science: Clarifications."
Service Science. 1 (1): 32-41.
Fundamentals of Services 606
Properties of Services
Lead Authors: Ricardo Pineda, Bud Lawson, Brian Wells
A service is realized by the service system through the relationships of service system entities that interact (or relate)
in a particular way to deliver the specific service via a service level agreement (SLA). Current management
frameworks typically only focus on the interfaces of single service system entities. Meanwhile, SLAs are mapped to
the respective customer requirements. These policies are provider-specific means to express constraints and rules for
their internal operations. These rules may be independent of any particular customer (Theilmann 2009).
Services not only involve the interaction between the service provider and the consumer to produce value, but have
other attributes, like an intangible quality of service (e.g., an ambulance service's availability and response time to an
emergency request). The demand for a service may have varying loads dependent on the time of day, day of week,
season, or other unexpected needs (e.g., natural disasters, product promotion campaigns, etc.). In the US for instance,
travel services have peak demands during Christmas week; Mother’s day is usually the highest volume handling day
for a telecommunications provider and tax services peak during extended periods (January through mid-April).
Services cannot be inventoried; they are rendered at the time they are requested.
Additionally, for a business enterprise, delivering the service at the minimum cost while maximizing its profits may
be the service objective. In contrast, for a non-profit organization the objective may be to maximize customer
satisfaction while optimizing the resources required to render the service (e.g., during a natural disaster). Thus, the
design and operations of service systems “is all about finding the appropriate balance between the resources devoted
to the systems and the demands placed on the system so that the quality of service to the customer is as good as
possible” (Daskin 2010).
resilience, security, reliability, scalability, agreement duration, response times, repair times, usability, etc. Therefore
services evaluation measures are customer oriented and include not only traditional performance metrics
(productivity, quality, etc.), but also require a comprehensive analysis of the service system from an end-to-end
perspective. Service evaluation typically includes customer demand-supply to ensure economic viability across the
lifecycle of the service system. Furthermore, the service delivery is evaluated using the key technical performance
metrics listed above, adding also Service Process Measures (provisioning time, time-to-restore/repair, etc.) and
Technical Performance Measures (end-to-end response times, latency, throughput, etc.). Finally, the service system’s
SLAs are then the composition of these categories evaluated on a systemic level to ensure consistency, equity, and
sustainability of the service to assure that the desired/contracted SLA for customer satisfaction, value co-creation,
and high system robustness are realized. (Spohrer 2011; Tien and Berg 2003; Theilmann and Baresi, 2009)
attitudes may be the result of several encounters with the service, as well as numerous encounters with similar
services.
In summary, the SLA documents the SLRs and establishes reliable and valid service performance measures,
technical parameters, and the agreed performance levels for the technical parameters. The technical parameters are
then monitored and continuously compared against both objective and subjective data culled from multiple internal
and external sources (service level management). The goal is not to report the level of service in a given period, but
to develop and implement a dynamic system capable of predicting and driving service level improvement over time
(i.e., continual service improvement (CSI)).
Evolution of Services
The second, third, and fourth decades of the twenty-first century will almost certainly see similar, and probably
accelerated, technology development as seen in the prior three decades. Mass collaboration will become an
established mode of operation. The beginnings of mass collaboration have manifested in developments such as value
co-creation where loosely entangled actors or entities come together to create value in unprecedented ways, but ways
that meet mutual and broader market requirements. Further developments in the technology, use, and acceptance of
social media will continue to fuel the acceleration of these developments.
The next decades will see the grounding of concepts, such as crowdsourcing, coined by Jeff Howe in a June 2006
Wired magazine article; open innovation, promoted by Henry Chesbrough, a professor and executive director at the
Center for Open Innovation at Berkeley; and mass collaboration and open source innovation supported by Enterprise
2.0 tools, as conceived by Wikinomics consultant Don Tapscott.
Roberto Saracco, a telecommunications expert specializing in analyzing economical impacts of technology
evolution, argues that: “Communications will be the invisible fabric connecting us and the world whenever and
wherever we happen to be in a completely seamless way, connecting us so transparently, cheaply, and effortlessly
that very seldom will we think about it.” The ubiquity and invisibility of these communications will greatly facilitate
the creation and destruction of ad hoc collectives (groups of entities that share or are motivated by at least one
common issue or interest, or work together on a specific project(s) to achieve a common objective). This enterprise
may engender the concept of the hive mind (the collective intelligence of many), which will be an intelligent version
of real-life super organisms, such as ant or bee nests (Hölldobler and Wilson 2009).
These models will most certainly give rise to issues of property rights and liabilities; access rights for both the
provider and the customer can be owned outright, contracted/leased, shared, or have privileged access (Spohrer
2011). For now, we are on the cusp of a management revolution that is likely to be as profound and unsettling as the
one that gave birth to the modern industrial age. Driven by the emergence of powerful new collaborative
technologies, this transformation will radically reshape the nature of work, the boundaries of the enterprise, and the
responsibilities of business leaders (McAfee 2009).
The service-providing industry in the US is divided into thirteen sectors (Chang 2010):
1. professional and business services,
2. healthcare and social assistance,
3. state and local government,
4. leisure and hospitality,
5. other services,
6. educational services,
7. retail trade,
8. financial activities,
9. transportation and warehousing,
10. wholesale trade,
11. information,
Properties of Services 609
References
Works Cited
Badr, Y., A. Abraham, F. Biennier, and C. Grosan. 2008. "Enhancing Web Service Selection by User Preferences of
Non-Functional Features." Presented at 4th International Conference on Next Generation Web Services Practices,
October 20-22, 2008, Seoul, South Korea.
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
Daskin, M.S. 2010. Service Science. New York, NY, USA: John Wiley & Sons.
Freeman, R.L. 2004. Telecommunication Systems Engineering, 4th ed. New York, NY, USA: John Wiley & Sons.
Hölldobler, B., and E.O. Wilson. 2009. The Super-organism: The Beauty, Elegance, and Strangeness of Insect
Societies. New York, NY, USA: W.W. Norton & Company.
ISO. 2008, ISO 9001:2008, Quality management systems -- Requirements. Geneva, Switzerland: International
Organisation for Standardisation.
McAfee, A. 2009. Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges. Boston,
MA, USA: Harvard Business School Press.
OGC (Office of Government Commerce). 2009. ITIL Lifecycle Publication Suite Books. London, UK: The
Stationery Office.
QuEST Forum. 2012. Quality Management System (QMS) Measurements Handbook, Release 5.0. Plano, TX, USA:
Quest Forum.
Ray, R.F. (ed). 1984. Engineering and Operations in Bell System, 2nd ed. Florham Park, NJ, USA: AT&T Bell Labs.
SEI. 2007. Capability Maturity Model Integrated (CMMI) for Development, version 1.2. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Spohrer, J.C. 2011. "Service Science: Progress & Directions." Presented at the International Joint Conference on
Service Science, 25-27 May 2011, Taipei, Taiwan.
Properties of Services 610
Theilmann, W., and L. Baresi. 2009. "Multi-level SLAs for Harmonized Management in the Future Internet," in
Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J. Domingue, A. Galis, A.
Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands: IOS Press.
Tien, J.M., and D. Berg. 2003. "A Case for Service Systems Engineering." Journal of Systems Science and Systems
Engineering. 12 (1): 13-38.
Primary References
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
Theilmann, W., and L. Baresi. 2009. "Multi-level SLAs for Harmonized Management in the Future Internet," in
Towards the Future Internet - A European Research Perspective, edited by G. Tselentis, J. Domingue, A. Galis, A.
Gavras, D. Hausheer, S. Krco, V. Lotz, and T. Zehariadis. Amsterdam, The Netherlands: IOS Press.
Additional References
None.
Service systems engineering (SSE) involves all aspects of the enterprise. This topic discusses different aspects of the
scope of SSE, from organizational strategy, to interoperability, to the life cycle of services, and then to their design.
Table 1. Service Systems Engineering Domain Collaboration. (Hipel et al. 2007) Reprinted
with permission of © Copyright IEEE - All rights reserved.
SEE Collaboration Domains
Major challenges faced by SSE include the dynamic nature of service systems evolving and adapting to constantly
changing operations and/or business environments, and the need to overcome silos of knowledge. Interoperability of
service system entities through interface agreements must be at the forefront of the SSE design process for the
harmonization of operations, administration, maintenance, and provisioning procedures of the individual service
system entities (Pineda 2010).
In addition, service systems require open collaboration among all stakeholders, but recent research on mental models
of multidisciplinary teams shows integration and collaboration into cohesive teams has proven to be a major
challenge (Carpenter et al. 2010) (See also Team Dynamics). Thus, the emphasis on multidisciplinary (e.g.,
scientific, engineering, management, and social) education and training programs required to foster systems thinking
helps bridge the gaps created by these silos of knowledge.
In the SSE approach, the social, governance, business, service, operations, and management activities are linked
together through the service life cycle; service systems are by themselves a type of system of systems (SoS) where
traditional systems engineering (TSE) practices need to be extended to include service systems entities' relationships
(e.g., interface agreements among people, organizations, processes, and technologies) through information flows,
technical interoperability, governance, and access rights within a system of systems.
Interoperability of Services
Interoperability among the different service system entities becomes highly relevant in SSE since the constituent
entities are designed according to stakeholder needs; the entity is usually managed and operated to satisfy its own
objectives independently of other system entities. The objectives of individual service system entities may not
necessarily converge with the overall objectives of the service system. Thus, the need to include the following in the
definition of a service system: analysis and design of the service system, governance frameworks to align political
objectives, service strategies, business objectives, information and communications technologies (ICT) objectives,
technology objectives and end-to-end operations, administration and maintenance procedures, and allocation of these
Scope of Service Systems Engineering 612
Service Strategy/Concept New Service identification Elicit enterprise needs Decision Options
Explore service concepts - Go, No-GO
Feasibility Phase Identify service system entities - Continue this
Propose viable HL black box solutions stage
HL Analysis Output: Service Description - Go to preceding
stage
Service Service Requirement Analysis and Refine service system requirements
- Hold project
Design/Development Engineering Output: Service Requirement Document
activity
Create solution description
- Terminate
Identify Interfaces among entities
Service Development project
Output: Preliminary Design
- Test
Develop service system detailed architecture and specs
- Deploy
Service Integration, Verification, Output: Service Specification Document
and Validation Verify and Validate system requirements
Output: service JV & V Plans
Service Operations and / Continuous Service Improvement Operate a reliable service system to satisfy customer needs
Monitor, Measure, & Assess
Provide sustained system capability
Troubleshoot potential issues
Store, archive, or dispose of the service system
Scope of Service Systems Engineering 613
</html>
All the life cycle stages are included for completeness, but very often during the concept analysis phase it may be
determined that not all of the stages are needed. In these cases, a recommendation should be made regarding which
stages are specifically required for the realization of the service in question.
References
Works Cited
Carpenter, S., H. Delugach, L. Etzkorn, J. Fortune, D. Utley, and S. Virani. 2010. "The Effect of Shared Mental
Models on Team Performance." Presented at Industrial Engineering Research Conference, Institute of Industrial
Engineers, 2010, Cancun, Mexico.
Hipel, K.W., M.M. Jamshidi, J.M. Tien, and C.C. White. 2007. "The Future of Systems, Man, and Cybernetics:
Application Domains and research Methods." IEEE Transactions on Systems, Man, and Cybernetics-Part C:
Applications and Reviews. 37 (5): 726-743.
Hsu, C. 2009. "Service Science and Network Science." Service Science, 1 (2): i-ii.
Lefever, B. 2005. SeSCE Methodology. Rome, Italy: SeCSE Service Centric Systems Engineering. SeCSE511680.
Available: http://www.secse-project.eu/wp-content/uploads/2007/08/a5_d4-secse-methodology-v1_3.pdf.
Luzeaux, D., and J.R. Ruault (eds.). 2010. Systems of Systems. New York, NY, USA: John Wiley & Sons.
Maglio, P., M. Weske, J. Yang, and M. Fantinato (eds.). 2010. Proceedings of the 8th International Conference on
Service Oriented Computing: ICSOC 2010. Berlin & Heidelberg, Germany: Springer-Verlag.
OGC (Office of Government Commerce). 2009. ITIL Lifecycle Publication Suite Books. London, UK: The
Stationery Office.
Pineda, R. 2010. "Understanding Complex Systems of Systems Engineering." Presented at Fourth General Assembly
Cartagena Network of Engineering, 2010, Metz, France.
Spark, D. 2009. "Real-Time Search and Discovery of the Social Web." Spark Media Solutions Report. Accessed
September 2, 2011. Available: http:/ / www. sparkminute. com/ 2009/ 12/ 07/
free-report-real-time-search-and-discovery-of-the-social-web/.
Primary References
Lefever, B. 2005. SeSCE Methodology. Rome, Italy: SeCSE Service Centric Systems Engineering. SeCSE511680.
Available: http://www.secse-project.eu/wp-content/uploads/2007/08/a5_d4-secse-methodology-v1_3.pdf.
Luzeaux, D., and J.R. Ruault (eds.). 2010. Systems of Systems. New York, NY, USA: John Wiley & Sons.
Additional References
None.
Service systems engineering (SSE) is a multidisciplinary approach to manage and design value co-creation of a
service system. It extends the holistic view of a system to a customer-centric, end-to-end view of service system
design. Service systems engineers must play the role of an integrator by considering the interface requirements for
the interoperability of service system entities, not only for technical integration, but also for the processes and
organization required for optimal customer experience during service operations.
Service systems engineering uses disciplined approaches to minimize risk by coordinating/orchestrating social
aspects, governance (including security), environmental, human behavior, business, customer care, service
management, operations, and technology development processes. Therefore, systems engineers must have a good
understanding of cross disciplinary issues to manage, communicate, plan, and organize service systems development
and delivery of service. Service systems engineering also brings a customer focus to promote service excellence and
to facilitate service innovation through the use of emerging technologies to propose creation of new service systems
and value co-creation.
The service design process includes the definition of methods, processes, and procedures necessary to monitor and
track service requirements verification and validation, in particular as they relate to the operations, administration,
maintenance, and provisioning procedures of the whole service system and its entities. These procedures ensure that
failures by any entity are detected and do not propagate and disturb the operations of the service (Luzeaux and
Ruault 2010).
Research on service systems needs to fuse business process management, service innovation, and social networks for
the modeling of service system value chain (Carroll et al. 2010). The systems engineering approach helps to better
understand and manage conflict, thereby helping both private and public organizations optimize their strategic
decision making. The use of a systemic approach reduces rework, overall time to market, and total cost of
development.
6. Interpersonal Skills. Increasingly, service systems engineers are expected to excel in professional responsibility,
verbal skills, technical writing, facilitating, and team building;
7. Knowledge Management. Service systems engineers should be familiar with definition, strategies, success
factors, hurdles, and best practices in industry;
8. Creativity and Innovation in Services. These skills include creative thinking methods, success factors, value
chain, best practices, and future of innovation;
9. Financial and Cost Analysis and Management. Additional business skills include activity-based costing, cost
estimation under uncertainty, T-account, financial statements, ratio analysis, balanced scoreboards, and capital
formation;
10. Marketing Management. Market forecast, market segmentation, marketing mix- service, price, communications
and distribution- are important marketing tools;
11. Ethics and Integrity. Service Systems Engineers must be held to high ethical standards. These include practicing
ethics in workplace and clear guidelines for making tough ethical decisions, corporate ethics programs,
affirmation action, and workforce diversity, as well as global issues related to ethics. (See Ethical Behavior); and
12. Global Orientation. Increasingly, engineers must be aware of emerging business trends and challenges with
regards to globalization drivers, global opportunities, and global leadership qualities.
Figure 1. The Grid-Wide Architecture Council’s Eight-Layered Stack (NIST and US Dept. of Commerce 2010). Released.
The NIST reference model uses this architecture framework to identify existing standards, identify new standards
required for interoperability among interconnected networks, and to enable innovations where smart grid
components (energy sources, bulk generation, storage, distribution, transmission, metering, cyber infrastructure,
markets, service providers, customers, etc.) are supported by a broad range of interoperable options by well-defined
interfaces useful across industries, including security. Emerging/innovative service development with massively
scaled, well-managed, and secured networks will enable a dynamic market driven ecosystem representing new
economic growth (NIST 2010).
This architecture framework is being used today by different standards organizations, such as the Smart Grid
Interoperability Panel (SGIP), and several smart grid working groups. For details on priorities, working programs,
and working group charters, see “High Level Reference Model for the Smart Grid” (NIST 2010).
For service systems, the application of any of these frameworks requires modifications/adaptations to create dynamic
frameworks aware of environmental changes due to competitor’s offerings, market demands, and customer
co-creation. Most frameworks are static in nature; this requires business operations to manage changes through
pre-defined (pre-programmed) processes for service configuration and change control. Dynamic frameworks would
allow real-time, or near real-time, analysis of impacts of newly discovered service on business processes,
organizations, and revenue for run-time environment deployment.
Automatic service configuration and change control are being incorporated into the management process via service
oriented architecture (SOA) for service automation (Gu et al. 2010) and service oriented computing (Maglio et al.
2010). In particular, progress has been made over the last ten years on the standards for adaptation, orchestration and
creation of web services (WS) for service based applications (SBA). A good summary of existing life cycle
approaches for adaptable and evolvable SBA is presented in (Papazoglou et al. 2010). Some examples of this are
• web services development life cycle (SDLC);
Value of Service Systems Engineering 619
References
Works Cited
Carroll, N., E. Whelan, and I. Richardson. 2010. "Applying Social Network Analysis to Discover Service Innovation
within Agile Service Networks." Service Science. 2 (4): 225-244.
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
DoD. 2010. DoD Architecture Framework (DoDAF), version 2.0. Arlington, VA, USA: US Department of Defense
(DoD).
Erl, T. 2008. SOA Principles of Service Design. Boston, MA, USA: Prentice Hall, Pearson Education.
eTOM. 2009. "Business Process Framework." Morristown, NJ: TeleManagement Forum. Accessed May 30, 2011 at
http://www.tmforum.org/BusinessProcessFramework/1647/home.html.
Grasso, D., and D. Martinelli. 2007. "Section B: Holistic Engineering." The Chronicle Review, The Chronicles of
Higher Education. Vol. 53, Issue 28. Page 8B. March 2007.
Gu. Q., Cuadrado, F., Lago, P. and Duenãs, J.C. 2010. "Architecture views illustrating the service automation aspect
of SOA". Service research challenges and solutions for the future internet. 339-372.
Hantry, F., M.P. Papazoglou, W. van den Heuvel, R. Haque, E. Whelan, N. Carroll, D. Karastoyanova, F. Leymann,
C. Nikolaou, W. Lamersdorf, and M. Hacid. 2010. "Business Process Management," in Service Research Challenges
and Solutions for the Future Internet S-Cube – Towards Engineering, Managing and Adapting Service-Based
Systems, edited by M. Papazoglou, K. Pohl, M. Parkin, and A. Metzger. Berlin and Heidelberg, Germany:
Springer-Verlag. 27-54.
HP ITSMRM. 2000. "HP IT Service Management Reference Model. Technical White Paper." Palo Alto, California,
USA: Hewlett – Packard Company. Accessed September 2, 2011. Available: ftp:/ / ftp. hp. com/ pub/ services/ itsm/
info/itsm_rmwp.pdf.
Luzeaux, D., and J.R. Ruault (eds.). 2010. Systems of Systems. New York, NY, USA: John Wiley & Sons.
Maglio, P., and J. Spohrer. 2008. "Fundamentals of Service Science." Journal of the Academy of Marketing Science.
36 (1): 18-20.
National Institute of Standard and Technology (NIST). 2010. NIST Framework and Roadmap for Smart Grid
Interoperability Standards Release 1.0. Gaithersburg, MD, USA: Office of the National Coordinator for Smart Grid
Interoperability, US Department of Commerce. Accessed September 2, 2011. Available: http:/ / www. nist. gov/
smartgrid/upload/FinalSGDoc2010019-corr010411-2.pdf.
OASIS. 2007. "Web Services Business Process Execution Language Version 2.0." Organization for Advancement of
Structured Information Standards (OASIS) Standard. Accessed September 2, 2011. Available: http:/ / docs.
oasis-open.org/webcgm/v2.0/OS/webcgm-v2.0.pdf.
Value of Service Systems Engineering 620
OGC (Office of Government Commerce). 2009. ITIL Lifecycle Publication Suite Books. London, UK: The
Stationery Office.
Papazoglou, M., K. Pohl, M. Parkin, and A. Metzger. 1998. "Service Research Challenges and Solutions for the
Future Internet," in Service Research Challenges and Solutions for the Future Internet S-Cube – Towards
Engineering, Managing and Adapting Service-Based Systems. Berlin and Heidelberg, Germany: Springer-Verlag.
TOGAF. 2009. "The Open Group Architecture Framework," version 9. The Open Architecture Group. Accessed
September 2, 2011. Available: http://www.opengroup.org/togaf.
Zachman, J. 2003. "The Zachman Framework for Enterprise Architecture: Primer for Enterprise Engineering and
Manufacturing." Accessed September 2, 2011. Available: http:/ / www. zachmanframeworkassociates. com/ index.
php/ebook.
Primary References
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. New York, NY, USA: John Wiley & Sons, Inc.
Erl, T. 2008. SOA Principles of Service Design. Boston, MA, USA: Prentice Hall, Pearson Education.
Hantry, F., M.P. Papazoglou, W. van den Heuvel, R. Haque, E. Whelan, N. Carroll, D. Karastoyanova, F. Leymann,
C. Nikolaou, W. Lamersdorf, and M. Hacid. 2010. "Business Process Management," in Service Research Challenges
and Solutions for the Future Internet S-Cube – Towards Engineering, Managing and Adapting Service-Based
Systems, edited by M. Papazoglou, K. Pohl, M. Parkin, and A. Metzger. Berlin and Heidelberg, Germany:
Springer-Verlag. p. 27-54.
National Institute of Standard and Technology (NIST). 2010. NIST Framework and Roadmap for Smart Grid
Interoperability Standards Release 1.0. Gaithersburg, MD, USA: Office of the National Coordinator for Smart Grid
Interoperability, US Department of Commerce. Accessed September 2, 2011. Available: http:/ / www. nist. gov/
smartgrid/upload/FinalSGDoc2010019-corr010411-2.pdf.
Additional References
None.
This article describes the stages of the service systems development process (SSDP) and expected outputs for each
stage; for a closer alignment with the traditional systems engineering (TSE) process, the concept and feasibility
phases have been combined into a single service strategy/concept as discussed in the SEBoK Systems Engineering
and Management article. All of the stages of the SSDP take a similar iterative approach to fully understand the
enterprise capabilities, enterprise process impact, information technology (IT), and technology impacts and customer
expectations. Lin and Hsieh (2011) provide a good summary on New service Development processes. The
Information Technology Infrastructure Library (ITIL) stage names have been purposely added to the SSDP to show
the needed alignment between IT and technology. The reader should keep in mind that even though IT is crucial to
the overall end-to-end system, service technology development needs must be taken into consideration in all the
stages of SSDP.
Service Strategy/Concept
A service strategy/concept is the entry into the SSDP. The concept may be generated by an end-user (enterprise
customer or consumer), a business manager, an engineering organization, new web service designers, new
technology developments, and/or information technology trends. The service concept is the highest level of the
service idea and it usually addresses what service is being proposed to what markets and to whom within these
markets.
A high-level feasibility assessment of the concept is then carried out by the integrated service development team
(ISDT) to assess the needs/impacts on enterprise process capabilities, operational capabilities, and/or new technology
developments (access, infrastructure, operations support systems (OSS), service support systems (SSS), and business
support systems (BSS). It should also consider any impacts on service governance, social, cultural, and human
behaviors. The feasibility assessment also gives a plus or minus 30% estimate on the time to develop and the cost of
development, which are entry points into the business case to evaluate whether the service is viable to develop and to
market given the constraints and estimates. At this time, a decision (decision gate) determines if the service is to be
developed.
If the business case is viable, then a detailed business description of the service is developed. This includes functions
and features to be included, phases of development, markets to be addressed, customers within the markets to be
targeted, and customer experiences expected from the service (i.e., defining the non-functional requirements of the
service, such as the quality of service (QoS), availability, reliability, and security considerations and offerings within
the service). This description allows detailed studies of expected human-computer interactions, social networking,
technology requirements, and operations requirements. Governance and organizational process requirements should
also be included to generate the “service description” as the main output from this stage.
Service systems engineering (SSE) takes an important role in understanding and eliciting the enterprise service
concepts. Clearly, understood end-to-end business processes required for the intended service are fundamental to its
successful development, deployment, and customer satisfaction. SSE works with business process management
(BPM), social science, and cognitive science to elicit intended service operations, including target audiences,
pre-sale, sale, and post-sale customer care processes.
Service Systems Engineering Stages 622
Systems Design/Development
The SRD, SOP, and OTP have enough detail regarding the service functions, operations, interfaces, and information
flows required among the different service system entities to analyze, identify, and recommend end-to-end
applicable architecture frameworks; to carry out trade-off analyses for the alternatives among service system entities;
and to describe and allocate relationships (interactions) among entities at all levels of the service architecture.
Detailed requirements are worked at lower levels to generate specifications for entity developers including data
structures, data flow diagrams, and allocated performance requirements.
ITIL v. 3 (OGC 2007) recommends inclusion of the following service design processes:
• service catalog management,
• service level management,
• capacity management,
• availability management,
• service continuity management,
• security management, and
• supplier/provider management.
Service Systems Engineering Stages 623
Service Transition/Deployment
Service systems may change very rapidly and new enhancements, new features, or new applications can be added as
incremental developments, new developments, or adaptation to service offerings. Service systems engineers review
new requirements to assess the feasibility of the changes to the service system entities, technologies, processes, and
organizations, as well as their impacts on the service offerings. The service transition/deployment stage takes input
from service development to plan for service insertion, technology insertion, processes adaptations, and
implementation with minimal impact to existing services. During this stage, special care is taken with integration,
verification, and validation test plans and regression testing to ensure new developments work flawlessly with
existing services.
ITIL v. 3 (OGC 2007) recommends the following processes in the transition/deployment stage:
• transition planning and support,
• change management,
• service asset and configuration management,
• release and deployment management,
• service validation and testing,
• evaluation, and
• knowledge management.
A continuous service improvement (CSI) plan for the implementation of technologies and tools for the continuous
improvement of the service, monitoring, measuring, and analyzing process and service metrics is essential.
continuous improvement.
Service design management: There are standards for implementing and managing systems engineering processes
(IEEE 1220 (1998)) that help coordinate and synchronize all the service systems engineering processes leading to
improved organizational collaboration and improved service delivery (see also Systems Engineering Standards).
Standards have been developed in software engineering for product evaluation (ISO/IEC 14598 (1998)) and product
quality (ISO/IEC 9126 series (2003a, 2003b, & 2004)), as well as information security management (ISO 27001
(2005)) and evaluation series (ISO 15408 (2008a, 2008b, & 2009)). The ITIL v. 3 describes best practices for IT
service management, which can be extended to include service systems.
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OMG. 2010b. OMG Systems Modeling Language (SysML), version 1.2. Needham, MA, USA: Object Management
Group. Available: http://www.sysml.org/docs/specs/OMGSysML-v1.2-10-06-02.pdf.
Pezuela, C. 2005. "Collection of Existing Service Centric Prototypes." Report A5.D1. Brussels, Belgium: European
Union, Information Society Technology. Accessed September 5, 2011. Available: http:/ / www. secse-project. eu/
wp-content/uploads/2007/08/a5d1-collection-of-existing-service-centric-prototypes.pdf.
Ward-Dutton, N. 2010. "BPM Technology: Vendor Capability Comparison." MWD Premium Advisory Report.
Horsham, West Sussex, UK: Macehiter Ward-Dutton (MWD) Limited. MWD Advisors. Accessed September 5,
2011. Available: http://www.mwdadvisors.com/library/detail.php?id=380.
Primary References
Estefan, J. 2008. A Survey of Model-Based Systems Engineering (MBSE) Methodologies, rev B. Seattle, WA, USA:
International Council on Systems Engineering. INCOSE-TD-2007-003-02.
Hybertson, D.W. 2009. Model-Oriented Systems Engineering Science: A Unifying Framework for Traditional and
Complex Systems. Boston, MA, USA: Auerbach Publications.
Lefever, B. 2005. "SeSCE Methodology." Rome, Italy: SeCSE Service Centric Systems Engineering. SeCSE511680.
Available: http://www.secse-project.eu/wp-content/uploads/2007/08/a5_d4-secse-methodology-v1_3.pdf.
OGC (Office of Government Commerce). 2007. ITIL Lifecycle Publication Suite Books. London, England, UK: The
Stationery Office.
Service Systems Engineering Stages 627
Additional References
None.
Enterprise systems engineering (ESE) is the application of systems engineering principles, concepts, and methods to
the planning, design, improvement, and operation of an enterprise.
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:
• Enterprise Systems Engineering Background
• The Enterprise as a System
• Related Business Activities
• Enterprise Systems Engineering Key Concepts
• Enterprise Systems Engineering Process Activities
• Enterprise Capability Management
Introduction
This knowledge area provides an introduction to systems engineering (SE) at the enterprise level in contrast to
“traditional” SE (TSE) (sometimes called “conventional” or “classical” SE) performed in a development project or to
“product” engineering (often called product development in the SE literature).
The concept of enterprise was instrumental in the great expansion of world trade in the 17th century (see note 1) and
again during the Industrial Revolution of the 18th and 19th centuries. The world may be at the cusp of another global
revolution enabled by the information age and the technologies and cultures of the Internet (see note 2). The
discipline of SE now has the unique opportunity of providing the tools and methods for the next round of enterprise
transformations.
Note 1. “The Dutch East India Company… was a chartered company established in 1602, when the
States-General of the Netherlands granted it a 21-year monopoly to carry out colonial activities in Asia. It was
the first multinational corporation in the world and the first company to issue stock. It was also arguably the
world's first mega-corporation, possessing quasi-governmental powers, including the ability to wage war,
negotiate treaties, coin money, and establish colonies.” (emphasis added, National Library of the Netherlands
2010)
Note 2. This new revolution is being enabled by cheap and easily usable technology, global availability of
information and knowledge, and increased mobility and adaptability of human capital. The enterprise level of
analysis is only feasible now because organizations can work together to form enterprises in a much more
fluid manner.
ESE is an emerging discipline that focuses on frameworks, tools, and problem-solving approaches for dealing with
the inherent complexities of the enterprise. Furthermore, ESE addresses more than just solving problems; it also
Enterprise Systems Engineering 629
deals with the exploitation of opportunities for better ways to achieve the enterprise goals. A good overall
description of ESE is provided by in the book by Rebovich and White (2011).
Key Terms
Enterprise
An enterprise consists of a purposeful combination (e.g., a network) of interdependent resources (e.g., people,
processes, organizations, supporting technologies, and funding) that interact with
• each other to coordinate functions, share information, allocate funding, create workflows, and make decisions,
etc.; and
• their environment(s) to achieve business and operational goals through a complex web of interactions distributed
across geography and time (Rebovich and White 2011, 4-35).
The term enterprise has been defined as follows:
(1) One or more organizations sharing a definite mission, goals, and objectives to offer an output such
as a product or service. (ISO 2000);
(2) An organization (or cross organizational entity) supporting a defined business scope and mission
that includes interdependent resources (people, organizations and technologies) that must coordinate
their functions and share information in support of a common mission (or set of related missions). (CIO
Council 1999);
(3) The term enterprise can be defined in one of two ways. The first is when the entity being considered
is tightly bounded and directed by a single executive function. The second is when organizational
boundaries are less well defined and where there may be multiple owners in terms of direction of the
resources being employed. The common factor is that both entities exist to achieve specified outcomes.
(MOD 2004); and
(4) A complex, (adaptive) socio-technical system that comprises interdependent resources of people,
processes, information, and technology that must interact with each other and their environment in
support of a common mission. (Giachetti 2010)
An enterprise must do two things: (1) develop things within the enterprise to serve as either external offerings or as
internal mechanisms to enable achievement of enterprise operations, and (2) transform the enterprise itself so that it
can most effectively and efficiently perform its operations and survive in its competitive and constrained
environment.
Enterprise vs Organization
It is worth noting that an enterprise is not equivalent to an "organization” according to the definition above. This is a
frequent misuse of the term enterprise. The figure below shows that an enterprise includes not only the organizations
that participate in it, but also people, knowledge, and other assets such as processes, principles, policies, practices,
doctrine, theories, beliefs, facilities, land, intellectual property, and so on.
Some enterprises are organizations, but not all enterprises are organizations. Likewise, not all organizations are
enterprises. Some enterprises have no readily identifiable "organizations" in them. Some enterprises are
self-organizing (i.e., not organized by mandate) in that the sentient beings in the enterprise will find for themselves
some way in which they can interact to produce greater results than can be done by the individuals alone.
Self-organizing enterprises are often more flexible and agile than if they were organized from above (Dyer and
Ericksen 2009; Stacey 2006).
One type of enterprise architecture that supports agility is a non-hierarchical organization without a
single point of control. Individuals function autonomously, constantly interacting with each other to
Enterprise Systems Engineering 630
define the vision and aims, maintain a common understanding of requirements and monitor the work
that needs to be done. Roles and responsibilities are not predetermined but rather emerge from
individuals’ self-organizing activities and are constantly in flux. Similarly, projects are generated
everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made
collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are
spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss
of any key enterprise component. (http://en.wikipedia.org/wiki/Business_agility)
In spite of this lack of "organization" in some enterprises, SE can still contribute much in the engineering of the
enterprise, as described in the articles below. However, SE must be prepared to apply some non-traditional
approaches in doing so. Hence the need for embracing the new discipline called enterprise systems engineering
(ESE).
Giachetti (2010) distinguishes between enterprise and organization by saying that an organization is a view of the
enterprise. The organization view defines the structure and relationships of the organizational units, people, and
other actors in an enterprise. Using this definition, we would say that all enterprises have some type of organization,
whether formal, informal, hierarchical or self-organizing network.
Extended Enterprise
Sometimes it is prudent to consider a broader scope than merely the "boundaries" of the organizations involved in an
enterprise. In some cases, it is necessary (and wise) to consider the "extended enterprise" in modeling, assessment,
and decision making. This could include upstream suppliers, downstream consumers, and end user organizations,
and perhaps even "sidestream" partners and key stakeholders. The extended enterprise can be defined as:
Wider organization representing all associated entities - customers, employees, suppliers, distributors,
etc. - who directly or indirectly, formally or informally, collaborate in the design, development,
production, and delivery of a product (or service) to the end user. (http:/ / www. businessdictionary.
com)
Creating Value
The primary purpose of an enterprise is to create value for society, other stakeholders, and for the organizations that
participate in that enterprise. This is illustrated in Figure 1 that shows all the key elements that contribute to this
value creation process.
There are three types of organizations of interest: businesses, projects, and teams (see note 4). A typical business
participates in multiple enterprises through its portfolio of projects. Large SE projects can be enterprises in their own
right, with participation by many different businesses, and may be organized as a number of sub-projects.
Note 4. The use of the word “business” is not intended to mean only for-profit commercial ventures. As used
here, it also includes government agencies and not-for-profit organizations, as well as commercial ventures.
Business is the activity of providing goods and services involving financial, commercial, and industrial
aspects.
Resource Optimization
A key choice for businesses that conduct SE is to what extent, if at all, they seek to optimize their use of resources
(people, knowledge, assets) across teams, projects, and business units. Optimization of resources is not the goal in
itself, but rather a means to achieve the goal of maximizing value for the enterprise and its stakeholders. At one
extreme, in a product-oriented organization, projects may be responsible for hiring, training, and firing their own
staff, as well as managing all assets required for their delivery of products or services. (The term "product-oriented
organization" is not meant in the sense of product-oriented SE, but rather in the sense of this being one of the basic
constructs available when formulating organizational strategy.)
At the other extreme, in a functional organization, the projects delegate almost all their work to functional groups. In
between these two extremes is a matrix organization that is used to give functional specialists a “home” between
project assignments. A full discussion of organizational approaches and situations along with their applicability in
enabling SE for the organization is provided in the article called Systems Engineering Organizational Strategy.
The optimization debate can be handled as described in the book called "Enterprise Architecture as Strategy" (Ross,
Weill, and Robertson 2006). In other words, an enterprise can choose (or not) to unify its operations and can choose
(or not) to unify its information base. There are different strategies the enterprise might adopt to achieve and sustain
Enterprise Systems Engineering 632
value creation (and how ESE helps an enterprise to choose). This is further addressed in the section on Enterprise
Architecture Formulation & Assessment in the article called Enterprise Capability Management.
Practical Considerations
When it comes to performing SE at the enterprise level, there are several good practices to keep in mind (Rebovich
and White 2011):
• Set enterprise fitness as the key measure of system success. Leverage game theory and ecology, along with the
practices of satisfying and governing the commons.
• Deal with uncertainty and conflict in the enterprise through adaptation: variety, selection, exploration, and
experimentation.
• Leverage the practice of layered architectures with loose couplers and the theory of order and chaos in networks.
Enterprise governance involves shaping the political, operational, economic, and technical (POET) landscape. One
should not try to control the enterprise like one would in a TSE effort at the project level.
References
Works Cited
BusinessDictionary.com, "Extended Enterprise." Accessed September 12, 2012. Available: http:/ / www.
businessdictionary.com/definition/extended-enterprise.html.
CIO Council. 1999. Federal Enterprise Architecture Framework (FEAF). Washington, DC, USA: Chief Information
Officer (CIO) Council.
Dyer, L., and J. Ericksen. 2009. "Complexity-based Agile Enterprises: Putting Self-Organizing Emergence to Work,"
in The Sage Handbook of Human Resource Management, edited by A. Wilkinson et al. London, UK: Sage. p.
436–457.
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
ISO. 2000. ISO 15704:2000, Industrial Automation Systems -- Requirements for Enterprise-Reference Architectures
and Methodologies. Geneva, Switzerland: International Organization for Standardization (ISO).
MOD. 2004. Ministry of Defence Architecture Framework (MODAF), version 2. London, UK: UK Ministry of
Defence.
National Library of the the Netherlands. 2010. "Dossier VOC (1602-1799)." Accessed September 12, 2012.
Available: http://www.kb.nl/dossiers/voc/voc.html (in Dutch).
OGC (Office of Government Commerce). 2010. Guidelines for Managing Programmes: Understanding programmes
and programme management. London, UK: The Stationery Office.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor & Francis Group, Auerbach.
Ross, J.W., P. Weill, and D. Robertson. 2006. Enterprise Architecture As Strategy: Creating a Foundation for
Business Execution. Boston, MA, USA: Harvard Business Review Press.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W. B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Stacey, R. 2006. "The Science of Complexity: An Alternative Perspective for Strategic Change Processes," in
Complexity and Organization: Readings and Conversations, edited by R. MacIntosh et al. London, UK: Routledge.
p. 74–100.
Wikipedia contributors, "Business agility," Wikipedia, The Free Encyclopedia. Accessed November 28, 2012.
Available: http://en.wikipedia.org/w/index.php?title=Business_agility&oldid=503858042.
Enterprise Systems Engineering 634
Primary References
Bernus, P., L. Nemes, and G. Schmidt (eds.). 2003. Handbook on Enterprise Architecture. Berlin and Heidelberg,
Germany: Springer-Verlag.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor & Francis Group, Auerbach.
Rouse, W.B. 2005. "Enterprise as Systems: Essential Challenges and Enterprise Transformation." Systems
Engineering, the Journal of the International Council on Systems Engineering (INCOSE). 8 (2): 138-50.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Valerdi, R. and D.J. Nightingale. 2011. "An Introduction to the Journal of Enterprise Transformation." Journal of
Enterprise Transformation. 1 (1): 1-6.
Additional References
Drucker, P.F. 1994. "The theory of business." Harvard Business Review. 72 (5): 95-104.
Fox, M., J.F. Chionglo, and F.G. Fadel. 1993. "A common sense model of the enterprise." Presented at the 3rd
Industrial Engineering Research Conference, 1993, Norcross, GA, USA.
Joannou, P. 2007. "Enterprise, systems, and software—the need for integration." Computer. 40 (5): 103-105.
Journal of Enterprise Architecture. Available: http://www.globalaea.org/?page=JEAOverview.
MITRE. 2012. "Enterprise Engineering," in Systems Engineering Guide, MITRE Corporation. Accessed 8 July 2012.
Available: http://www.mitre.org/work/systems_engineering/guide/enterprise_engineering/.
Nightingale, D., and J. Srinivasan. 2011. Beyond the Lean Revolution: Achieving Successful and Sustainable
Enterprise Transformation. New York, NY, USA: AMACOM Press.
Nightingale, D., and R. Valerdi (eds). Journal of Enterprise Transformation. London, UK: Taylor & Francis.
Available: http://www.tandf.co.uk/journals/UJET.
Saenz, O.A. 2005. "Framework for Enterprise Systems Engineering," in FIU Electronic Theses and Dissertations.
Miami, FL, USA: Florida International University. Accessed September 12, 2012. Available: http:/ /
digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1055&context=etd.
This article provides a common context for the succeeding topics in the knowledge area.
Figure 1. Individual Competence Leads to Organizational, System & Operational Capability. (SEBoK Original)
Organizational capabilities are addressed in the article on Systems Engineering Organizational Strategy, and
individual competencies are addressed in the article on Enabling Individuals as they relate to the principles, theories,
and practices of organizational behavior.
Enterprise stakeholders are the ultimate arbiters of value for the system to be delivered. Organizational, system, and
operational capabilities cannot be designed, improved, and implemented independently. The key to understanding
the dependencies between capabilities is through architecture modeling and analysis as part of the activities
described in the article called Enterprise Capability Management. “Capability engineering” is an emerging discipline
that could enhance the effectiveness of enterprise systems engineering (ESE), which is further discussed in the article
on Systems of Systems (SoS).
Organizational Design
The competencies of individuals are important to the overall organizational capability as discussed in the article on
Enabling Individuals. The organizational capability is also a function of how the people, teams, projects, and
businesses are organized. The organizational design should specify the roles, authorities, responsibilities, and
accountabilities (RARA) of the organizational units to ensure the most efficient and effective operations.
Effectiveness of enterprise operations is certainly driven by management principles, concepts, and approaches, but it
is also largely driven by its leadership principles, concepts, and approaches. These factors are discussed in the article
on Systems Engineering Organizational Strategy that discusses how to organize for effective performance of SE.
Organizational structure is tightly tied to creating value for the enterprise’s various stakeholders. Since the enterprise
is made up of various elements including people, processes, technologies, and assets, the organizational structure of
the people and the allocation of responsibilities for executing portions of the value stream is a “design decision” for
the enterprise and hence is a key element of properly performing ESE. Organizational design is increasingly
influenced by the portfolio of products and services and the degree of coupling between them. This organizational
design will be based on organizational design patterns and their tradeoffs, as discussed in the article on Systems
Engineering Organizational Strategy. Browning (2009) discusses one approach for modeling and analysis of an
organization.
Enterprise Components
The above depictions of enterprise-related things do not show the components of an enterprise. The components of
an enterprise when it is viewed as a “system” are different than the components of a product or service system (which
is the focus of most literature on systems engineering). The figure below shows the typical kinds of components
(shown here as “domains”) in an enterprise (Troux 2010) that could be utilized in achieving the desired enterprise
operational capability as shown in Figure 1. It is this operational capability that drives ultimate value for the
enterprise’s customers and other stakeholders. Further discussion on enterprise components is provided by Reese
(2010) and Lawson (2010, chap. 8).
Enterprise Systems Engineering Background 638
Figure 2. Categories of Enterprise Components (Troux Technologies, 2010). Reprinted with permission of Copyright © 2010 Troux
Technologies. All other rights are reserved by the copyright owner.
The application/software and infrastructure/hardware domains (shown above) are likely the most familiar to systems
engineers. The application/software domain contains things like the deployed software itself plus applications,
modules, servers, patches, functions, and messages. The infrastructure/hardware domain contains things like the
hardware itself plus networks and different kinds of hardware like computing hardware, cabinets, and network
devices. There might different subtypes of computing hardware like computers, servers, desktops, laptops, and
mainframes.
This particular "semantic model" had its origins in the area of information technology (IT) management but has been
successfully expanded beyond the IT domain (Martin 2003 and 2005). You can see from this elaboration of these
domains that an enterprise architecture "schema" can be quite extensive in the kinds of things it can model. The less
technical domains would be things like policy, market, strategy, transition, financial, knowledge and skill, and
analysis. In a typical enterprise architecture schema like this there could be over a hundred types of modeling objects
grouped into these domains.
Various tools used in modeling the enterprise are described at http:/ / www. enterprise-architecture. info/ EA_Tools.
htm (IEAD 2011). The TOGAF metamodel (http:/ / pubs. opengroup. org/ architecture/ togaf9-doc/ arch/ chap34.
html) used in The Open Group Architecture Framework (TOGAF) is another useful depiction of the various
modeling entities involved in modeling the enterprise (TOGAF 2009).
Enterprise Systems Engineering Background 639
Scope of Enterprise SE
Computer and communications technologies make it easier to integrate activities across the enterprise, but this does
not necessarily make the enterprise more effective and efficient. To enable this to happen, one needs to look at the
whole enterprise as a system, rather than as a collection of functions connected solely by information systems and
shared facilities.
Essential Challenges
Enterprises face strategic challenges that are essential to address in order to ensure that the enterprise will succeed
(Rouse 2009):
• Growth: Increasing impact, perhaps in saturated/declining “markets”,
• Value: Enhancing relationships of processes to benefits and costs,
• Focus: Pursuing opportunities and avoiding diversions,
• Change: Competing creatively while maintaining continuity,
• Future: Investing in inherently unpredictable outcomes,
• Knowledge: Transforming information to insights to programs, and
• Time: Carefully allocating the organization’s scarcest resource.
To address these challenges, one recognizes that the central source of value in the enterprise is in its people.
“Understanding and supporting the interests of an enterprise’s diverse stakeholders — and finding the ‘sweet spot’
among the many competing interests — is a central aspect of discerning the work of the enterprise as a system and
creating mechanisms to enhance this work” (Rouse 2009).
Enterprise Transformation
Enterprises are constantly transforming, whether at the individual level (wherein individuals alter their work
practices) or at the enterprise level (large-scale planned strategic changes) (Srinivasan 2010). These changes are a
response on the part of the enterprise to evolving opportunities and emerging threats. It is not merely a matter of
doing work better, but doing different work, which is often a more important result. Value is created through the
execution of business processes. However, not all processes necessarily contribute to overall value (Rouse 2005,
138-150). It is important to focus on process and how they contribute to the overall value stream.
After gaining a good understanding of business processes, the next main concern is how best to deploy and manage
the enterprise’s human, financial, and physical assets. The key challenge in transforming an enterprise is, in the midst
of all this change, continuing to satisfice key stakeholders (see note 2).
Note 2. “Satisfice” means to decide on and pursue a course of action satisfying the minimum requirements to
achieve a goal. For the enterprise as a whole, it is often impossible to completely satisfy all stakeholders given
their competing and conflicting concerns and interests. Therefore, the concept of “satisficing” is a very
important element in the execution of ESE practices. It has less stringent criteria than the concept of
"satisfaction," which is commonly used in product/service systems engineering.
Systems engineers have to respond to an increased recognition of the ‘connectedness’ of products and systems,
brought about by a number of trends, for example: the capability of (mainly digital) technology, working across
multiple systems, to transform businesses and operational systems; the need to create systems in families to increase
product diversity and reuse technology, in order to reduce development and operating costs; and the need to build
systems which can be brought together flexibly in operations, even if such co-operation was not foreseen at the time
of development.
There has also been an increase in collaborative systems development activities, often spanning national boundaries.
This has proceeded alongside a growth in the development of what might be called meta-systems, that is systems
comprising parts which would previously have been considered as complex in their own right a generation ago, now
Enterprise Systems Engineering Background 640
conceived of and developed as a whole, and thus requiring fresh approaches, of the adaption of old ones.
Tackling these issues requires an approach that transcends the technical and process domain. ESE needs to address
integration at the organizational and value chain level.
Transformation Context
Enterprise transformation occurs in the external context of the economy and markets as shown in the figure below
(Rouse 2009). The “market” for the enterprise can be thought of as the context in which the enterprise operates. Of
course, in the public sector, the enterprise’s “market” is commonly known as its “constituency.”
Figure 3. Context for Enterprise Transformation (Rouse 2009). Reprinted with permission of John Wiley & Sons Inc. All other rights
are reserved by the copyright owner.
The term “intraprise” is used here to denote the many systems internal to the enterprise. This includes "information
systems such as... ERP [enterprise resource planning] systems, as well as social and cultural systems. More
specifically, work assignments are pursued via work processes and yield work products, incurring costs" (Rouse
2009). The social and cultural aspects of an enterprise are addressed further in the article called Enabling Businesses
and Enterprises.
Figure 4. Drivers and Outcomes for the Enterprise (Rouse 2009). Reprinted with permission of John Wiley & Sons Inc. All other rights
are reserved by the copyright owner.
In Pursuit of Value
Based on his theory of enterprise transformation, Rouse (2005, 279-295) has identified four alternative perspectives
that tend to drive the need for transformation:
1. Value Opportunities: The lure of greater success via market and/or technology opportunities prompts
transformation initiatives.
2. Value Threats: The danger of anticipated failure due to market and/or technology threats prompts transformation
initiatives.
3. Value Competition: Other players’ transformation initiatives prompt recognition that transformation is necessary
to continued success.
4. Value Crises: Steadily declining market performance, cash flow problems, etc., prompt recognition that
transformation is necessary for the enterprise to survive.
Work processes can be enhanced, streamlined, eliminated, and invented to help in the pursuit of enhanced value.
These process changes should be aligned with enterprise strategy to maximize value produced by the enterprise
(Hammer and Champy 1993). As shown below, there are many entities involved in helping the enterprise create
value for society, participating organizations, and other stakeholders.
Enterprise Systems Engineering Background 642
References
Works Cited
Browning, T.R. 2009. "Using the Design Structure Matrix to Design Program Organizations," in Handbook of
Systems Engineering and Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY: Wiley and
Sons, Inc.
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor & Francis Group.
Hammer, M., and J. Champy. 1993. Reengineering the Corporation: A Manifesto for Business Revolution. New
York, NY: Harper Business, HarperCollins Publishers.
IEAD. 2011. "Enterprise Architecture Tools." Institute for Enterprise Architecture Developments. Accessed
September 12, 2012. Available: http://www.enterprise-architecture.info/EA_Tools.htm.
Lawson, H. 2010. A Journey Through the Systems Landscape. Kings College, UK: College Publications.
Lillehagen, F., and J. Krogstie. 2008. "Chapter 4: State of the Art of Enterprise Modelling," in Active Knowledge
Management of Enterprises. New York, NY, USA: Springer.
Martin, J.N. 2003. "On the Use of Knowledge Modeling Tools and Techniques to Characterize the NOAA
Observing System Architecture." Presented at 13th Annual International Council on Systems Engineering (INCOSE)
International Symposium, 2003, Arlington, VA, USA.
Martin, J.N. 2005. "Using an Enterprise Architecture to Assess the Societal Benefits of Earth Science Research."
Presented at 15th Annual International Council on Systems Engineering (INCOSE) International Symposium, 2005,
Rochester, NY, USA.
Miller, J., and S. Page. 2007. Complex Adaptive Systems: An Introduction to Computational Models of Social Life.
Princeton, NJ, USA: Princeton University Press.
Reese, R.J. 2010. Troux Enterprise Architecture Solutions. Birmingham, UK: Packt Publishing Ltd.
Enterprise Systems Engineering Background 643
Rouse, W.B. 2005. "Enterprise as Systems: Essential Challenges and Enterprise Transformation." Systems
Engineering, the Journal of the International Council on Systems Engineering (INCOSE). 8 (2): 138-150.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY: Wiley and Sons, Inc.
Srinivasan, J. 2010. "Towards a Theory Sensitive Approach to Planning Enterprise Transformation." Presented at 5th
European Institute for Advanced Studies in Management (EIASM) Workshop on Organizational Change and
Development, September 23-24, 2010, Vienna, Austria.
TOGAF 2009. "The Open Group Architecture Framework," version 9. The Open Architecture Group. Accessed
September 2, 2011. Available: http://www.opengroup.org/togaf.
Troux. 2010. Metamodeling and modeling with Troux Semantics, version 9. Austin, TX, USA: Troux Technologies.
White, B.E. 2009. "Complex Adaptive Systems Engineering (CASE)." Presented at IEEE Systems Conference,
March 23-26, 2009, Vancouver, Canada.
Primary References
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor & Francis Group.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY: Wiley and Sons, Inc.
Srinivasan, J. 2010. "Towards a Theory Sensitive Approach to Planning Enterprise Transformation." Presented at 5th
European Institute for Advanced Studies in Management (EIASM) Workshop on Organizational Change and
Development, September 23-24, 2010, Vienna, Austria.
White, B.E. 2009. "Complex Adaptive Systems Engineering (CASE)." Presented at IEEE Systems Conference,
March 23-26, 2009, Vancouver, Canada.
Additional References
McCarter, B.G., and B.E. White. 2009. "Emergence of SoS, sociocognitive aspects," in Systems of systems
engineering: Principles and applications, edited by M. Jamshidi. Boca Raton, FL, USA: CRC Press, Taylor &
Francis Group. p. 71-105.
Rouse, W.B. 2008. "Health Care as a Complex Adaptive System: Implications for design and management." The
Bridge, National Academy of Engineering. 38 (1): 17-25.
Sage, A.P. 2000. "Transdisciplinarity Perspectives in Systems Engineering and Management," in Transdiciplinarity:
Recreating Integrated Knowledge, edited by M.A. Somerville and D. Rappaport. Oxford, UK: EOLSS Publishers. p.
158-169.
von Bertalanffy, L. 1968. General System Theory: Foundations, Development, Applications, revised ed. New York,
NY, USA: Braziller.
Weinberg, G., and D. Weinberg. 1988. General Principles of Systems Design. New York, NY, USA: Dorset House
Publishing Company. White, B.E. 2007. "On Interpreting Scale (or View) and Emergence in Complex Systems
Engineering." Presented at 1st Annual IEEE Systems Conference, April 9-12, 2007, Honolulu, HI, USA.
To enable more efficient and effective enterprise transformation, the enterprise needs to be looked at “as a system,”
rather than as a collection of functions connected solely by information systems and shared facilities (Rouse 2005
and 2009; Lawson 2010). What distinguishes the design of enterprise systems from product systems is the inclusion
of people as a component of the system, not merely as a user/operator of the system.
The term 'enterprise system' has taken on a narrow meaning of only the information system an
organization uses. Research and project experience has taught us that to design a good enterprise
system, we need to adopt a much broader understanding of enterprise systems. The greater view of
enterprise systems is inclusive of the processes the system supports, the people who work in the system,
and the information [and knowledge] content of the system. (Giachetti 2010)
It is worth noting that the concept of "service" systems also includes people in the system. The thoughts above do not
take this into account, primarily since their perspectives come mainly from a product system experience. The
practice of service systems engineering is relatively new and is an emerging discipline. For more information on this,
see the articles on Service Systems Engineering.
Creating Value
The primary purpose of an enterprise is to create value for society, other stakeholders, and for the organizations that
participate in that enterprise. This is illustrated in Figure 1 that shows all the key elements that contribute to this
value creation process. These elements in the enterprise can be treated as a "system" and the processes, methods, and
tools ESE can be applied.
There are three types of organizations of interest: businesses, projects, and teams (see note 1). A typical business
participates in multiple enterprises through its portfolio of projects. Large SE projects can be enterprises in their own
right, with participation by many different businesses, and may be organized as a number of sub-projects.
Note 1. The use of the word “business” is not intended to mean only for-profit commercial ventures. As used
here, it also includes government agencies and not-for-profit organizations, as well as commercial ventures.
Business is the activity of providing goods and services involving financial, commercial, and industrial
aspects.
The Enterprise as a System 645
Resource Optimization
A key choice for businesses that conduct SE is to what extent, if at all, they seek to optimize their use of resources
(people, knowledge, assets) across teams, projects, and business units. Optimization of resources is not the goal in
itself, but rather a means to achieve the goal of maximizing value for the enterprise and its stakeholders. At one
extreme, in a product-oriented organization, projects may be responsible for hiring, training, and firing their own
staff, as well as managing all assets required for their delivery of products or services. (The term "product-oriented
organization" is not meant in the sense of product-oriented SE, but rather in the sense of this being one of the basic
constructs available when formulating organizational strategy.)
At the other extreme, in a functional organization, the projects delegate almost all their work to functional groups. In
between these two extremes is a matrix organization that is used to give functional specialists a “home” between
project assignments. A full discussion of organizational approaches and situations along with their applicability in
enabling SE for the organization is provided in the article called Systems Engineering Organizational Strategy.
The optimization debate can be handled as described in the book called "Enterprise Architecture as Strategy" (Ross,
Weill, and Robertson 2006). In other words, an enterprise can choose (or not) to unify its operations and can choose
(or not) to unify its information base. There are different strategies the enterprise might adopt to achieve and sustain
value creation (and how ESE helps an enterprise to choose). This is further addressed in the section on Enterprise
Architecture Formulation & Assessment in the article called Enterprise Capability Management.
Table 1. Executive Concerns and SE Enablers (Rouse 2009). Reprinted with permission of
John Wiley & Sons Inc. All other rights are reserved by the copyright owner.
Executive Concerns SE Enablers
Identifying ends, means, and scope and candidate changes System complexity analysis to compare "as is" and "to be" enterprises
Evaluating changes in terms of process behaviors and performance Organizational simulation of process flows and relationships
Assessing economics in terms of investments, operating costs, and Economic modeling in terms of cash flows, volatility, and options
returns
Defining the new enterprise in terms of processes and their Enterprise architecting in terms of workflow, processes, and levels of
integration maturity
Designing a strategy to change the culture for selected changes Organizational and cultural change via leadership, vision, strategy, and
incentives
Developing transformation action plans in terms of what, when, Implementation planning in terms of tasks, schedule, people, and
and who information
Enterprise Engineering
Another distinction is that “enterprise design does not occur at a single point in time like the design of most systems.
Instead, enterprises evolve over time and are constantly changing, or are constantly being designed” (Giachetti 2010)
[emphasis in original]. Giachetti calls this new discipline “enterprise engineering.” We consider the enterprise
engineering set of practices to be equivalent to what we call enterprise systems engineering (ESE) in this article.
The body of knowledge for enterprise engineering is evolving under such titles as enterprise
engineering, business engineering, and enterprise architecture . . . . Many systems and software
engineering principles are applicable to enterprise engineering, but enterprise engineering’s unique
complexities require additional principles…. Enterprise engineering’s intent is to deliver a targeted
level of enterprise performance in terms of shareholder value or customer satisfaction . . . . Enterprise
engineering methods include modeling; simulation; total quality management; change management;
and bottleneck, cost, workflow, and value-added analysis. (Joannou 2007)
Supersystem Constructs
Scales of SE
According to Maier’s definition, not every enterprise would be called a SoS since the systems within the enterprise
do not usually meet the criteria of operational and managerial independence. In fact, one of the key purposes of an
enterprise is to explicitly establish operational dependence between systems that the enterprise owns and/or operates
in order to maximize the efficiency and effectiveness of the enterprise as a whole. Therefore, it is more proper to
treat an enterprise system and an SoS as different types of things, with different properties and characteristics. This
distinction is illustrated in the figure below, where three corresponding categories of SE are shown (DeRosa 2005;
Swarz et al. 2006).
It is true that an enterprise can be treated as a system itself and is comprised of many systems within the enterprise,
but this discussion will reserve the term SoS to those systems that meet the criteria of operational and managerial
independence. This distinction was also used within the MITRE Corporation in their ESE Office (Rebovich and
White 2011).
The Enterprise as a System 649
Figure 2. Different Groupings and Patterns Revealed at Different Scales (DeRosa 2005). Reprinted with permission of © 2011. The MITRE
Corporation. All Rights Reserved. All other rights are reserved by the copyright owner.
Figure 3. Relationships Between an Enterprise and SoSs (Martin 2010). Reprinted with permission of The Aerospace Corporation. All
other rights are reserved by the copyright owner.
Enterprise E1 (in the example above) has full control over SoS2, but not full control over SoS1. TSE can be applied
to the individual systems (S1, S2, …, S53) shown within each enterprise, but needs to be augmented with additional
activities to handle SoS and enterprise kinds of issues.
The Enterprise as a System 650
There is a general issue regarding dealing with enterprises in this situation: there are at least two enterprises related
to any particular SoS. First, there is the enterprise of builders/developers comprising projects and programs, which
have to be organized appropriately and adopt special types of architectural principles. Second, there is the enterprise
of users (those who use the products and service provided by the first enterprise), which has to exercise its own sort
of agility. How the first enterprise designs systems to allow the second to operate is the core issue.
References
Works Cited
AFSAB. 2005. Report on System-of-Systems Engineering for Air Force Capability Development. Washington, DC:
US Air Force Scientific Advisory Board (AFSAB), US Air Force. SAB-TR-05-04.
Dahmann, J.S., J.A. Lane, and G. Rebovich. 2008. "Systems Engineering for Capabilities." CROSSTALK: The
Journal of Defense Software Engineering. 21 (11): 4–9.
DeRosa, J.K. 2005. "Enterprise Systems Engineering." Presented at Air Force Association, Industry Day, Day 1,
August 4, 2005, Danvers, MA, USA.
Dove, R. 2001. Response Ability: The Language, Structure, and Culture of the Agile Organization. New York, NY,
USA: John Wiley & Sons.
Dove, R. 1999. "Knowledge Management, Response Ability, and the Agile Enterprise," in Paradigm Shift
International [database online]. Accessed September 6, 2011. Available: http:/ / www. parshift. com/ docs/
KmRaAeX.htm.
DUS(AT). 2008. Systems Engineering Guide for Systems of Systems, version 1.0. Washington, DC, USA: Deputy
Under Secretary of Defense for Acquisition and Technology (DUS(AT)) / US Department of Defense (DoD).
Accessed September 6, 2011. Available: http://www.acq.osd.mil/se/docs/SE-Guide-for-SoS.pdf.
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
Handy, C. 1995. "Trust and the Virtual Organization." Harvard Business Review. 73 (3): 2-8.
Handy, C. 1992. "Balancing Corporate Power: A New Federalist Paper." Harvard Business Review. 70 (6): 59-67.
Joannou, P. 2007. "Enterprise, Systems, and Software—The Need for Integration." Computer. 40 (5): 103-105.
Krygiel, A.J. 1999. Behind the Wizard's Curtain: An Integration Environment for a System of Systems. Arlington,
VA, USA: C4ISR Cooperative Research Program (CCRP).
Lawson, H. 2010. A Journey Through the Systems Landscape. Kings College, UK: College Publications.
Maier, M.W. 1998. "Architecting Principles for Systems-of-Systems." Systems Engineering, the Journal of the
International Council on Systems Engineering (INCOSE). 1 (4): 267-84.
Martin, J.N. 2010. "An Enterprise Systems Engineering Framework." Presented at 20th Anniversary International
Council on Systems Engineering (INCOSE) International Symposium, July 12-15, 2010, Chicago, IL, USA.
McCarter, B.G., and B.E. White. 2009. "Emergence of SoS, sociocognitive aspects," in Systems of systems
engineering: Principles and applications, edited by M. Jamshidi. Boca Raton, FL, USA: CRC Press, Taylor &
Francis Group. p. 71-105.
OGC (Office of Government Commerce). 2010. Guidelines for Managing Programmes: Understanding programmes
and programme management. London, UK: The Stationery Office.
Ross, J.W., P. Weill, and D. Robertson. 2006. Enterprise Architecture As Strategy: Creating a Foundation for
Business Execution. Boston, MA, USA: Harvard Business Review Press.
The Enterprise as a System 651
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of systems engineering and management,
2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Rouse, W.B. 2008. "Health Care as a Complex Adaptive System: Implications for design and management." The
Bridge, National Academy of Engineering. 38 (1): 17-25.
Rouse, W.B. 2005. "Enterprise as Systems: Essential Challenges and Enterprise Transformation." Systems
Engineering. 8 (2): 138-50.
Sage, A.P. 2000. "Transdisciplinarity Perspectives in Systems Engineering and Management." in Transdiciplinarity:
Recreating Integrated Knowledge, edited by M.A. Somerville and D. Rappaport. Oxford, UK: EOLSS Publishers. p.
158-169.
Sage, A., and C. Cuppan. 2001. "On the Systems Engineering and Management of Systems of Systems and
Federations of Systems." Information-Knowledge-Systems Management Journal. 2 (4): 325-345.
Sage, A.P., and W.B. Rouse (eds). 2009. Handbook of System Engineering and Management, 2nd ed. New York,
NY, USA: John Wiley & Sons.
Swarz, R.S., J.K. DeRosa, and G. Rebovich. 2006. "An Enterprise Systems Engineering Model." Proceedings of the
INCOSE International Symposium, July 9-13, 2006, Orlando, FL, USA.
von Bertalanffy, L. 1968. General System Theory: Foundations, Development, Applications, revised ed. New York,
NY, USA: Braziller.
Weinberg, G., and D. Weinberg. 1988. General Principles of Systems Design. New York, NY: Dorset House
Publishing Company.
White, B.E. 2007. "On Interpreting Scale (or View) and Emergence in Complex Systems Engineering." Presented at
1st Annual IEEE Systems Conference, 9-12 April, 2007, Honolulu, HI, USA.
Primary References
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
Joannou, P. 2007. "Enterprise, Systems, and Software—The Need for Integration." Computer. 40 (5): 103-105.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of systems engineering and management,
2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Rouse, W.B. 2005. "Enterprise as Systems: Essential Challenges and Enterprise Transformation." Systems
Engineering. 8 (2): 138-50.
Additional References
Arnold, S., and H. Lawson. 2004. "Viewing Systems From a Business Management Perspective." Systems
Engineering. 7 (3): 229.
Beimans, F.P.M., M.M. Lankhorst, W.B. Teeuw, and R.G. van de Wetering. 2001. "Dealing with the Complexity of
Business Systems Architecting." Systems Engineering. 4 (2): 118-33.
Nightingale, D., and D. Rhodes. 2004. "Enterprise systems architecting: Emerging art and science within engineering
systems." Presented at Engineering Systems Symposium, Massachusetts Institute of Technology (MIT), 29-31
March, 2004, Boston, MA, USA.
Rebovich, G. 2006. "Systems Thinking for the Enterprise: New & Emerging Perspectives." Presented at IEEE/SMC
International Conference on System of Systems Engineering, April 2006, Los Angeles, CA, USA.
Rechtin, E. 1999. Systems Architecting of Organizations: Why Eagles can't Swim. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
The Enterprise as a System 652
The following business management activities can be supported by enterprise systems engineering (ESE) activities:
• mission and strategic planning,
• business processes and information Management,
• performance management,
• portfolio management,
• resource allocation and budgeting, and
• program and project management.
Introduction
The figure below shows how these business activities relate to each other as well as the relative scope of ESE and
product systems engineering (PSE) (Martin 2010 and 2011). PSE is mainly involved at the project level and
collaborates with project management activities, and gets somewhat involved in program management and the
resource allocation and budgeting activities. On the other hand, ESE is heavily involved in the higher level activities
from the program management level and up. Both ESE and PSE have key roles to play in the enterprise.
Related Business Activities 653
Figure 1. Related Business Activities (Martin 2010). Reprinted with permission of The Aerospace Corporation. All other rights are reserved by the
copyright owner.
Shown in this manner, these business activities can be considered to be separate processes with a clear precedence in
terms of which process drives other processes. TSE uses “requirements” to specify the essential features and
functions of a system. An enterprise, on the other hand, typically uses goals and objectives to specify the
fundamental characteristics of desired enterprise operational capabilities. The enterprise objectives and strategies are
used in portfolio management to discriminate between options and to select the appropriate balanced portfolio of
systems and other enterprise resources.
The first three activities listed above are covered in Enabling Businesses and Enterprises. The other business
management activities are described in more detail below in regards to how they relate to ESE.
It is also worth mentioning the utility of using Boyd's OODA loop (observe, orient, decide, and act) to augment
PDCA. This could be accomplished by first using the OODA loop (http:/ / en. wikipedia. org/ wiki/ OODA_loop),
which is continuous in situation awareness, and then followed by using the PDCA approach, which is discrete,
having goals, resources, usually time limits, etc. (Lawson 2010).
Portfolio Management
Program and project managers direct their activities as they relate to the systems under their control. Enterprise
management, on the other hand, is involved in directing the portfolio of items that are necessary to achieving the
enterprise goals and objectives. This can be accomplished by using portfolio management:
Project Portfolio Management (PPM) is the centralized management of processes, methods, and
technologies used by project managers and project management offices (PMOs) to analyze and
collectively manage a group of current or proposed projects based on numerous key characteristics. The
objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to
best achieve an organization’s operational and financial goals―while honoring constraints imposed by
customers, strategic objectives, or external real-world factors. (http:/ / en. wikipedia. org/ wiki/
Project_portfolio_management)
The enterprise may not actually own these portfolio items. They could rent or lease these items, or they could have
permission to use them through licensing or assignment. The enterprise may only need part of a system (e.g., one
bank of switching circuits in a system) or may need an entire system of systems (SoS) (e.g., switching systems,
distribution systems, billing systems, provisioning systems, etc.). Notice that the portfolio items are not just those
items related to the systems that systems engineering (SE) deals with. These could also include platforms (like ships
and oil drilling derricks), facilities (like warehouses and airports), land and rights of way (like railroad property
easements and municipal covenants), and intellectual property (like patents and trademarks).
The investment community has been using portfolio management for a long time to manage a set of investments to
maximize return for a given level of acceptable risk. These techniques have also been applied to a portfolio of
“projects” within the enterprise (Kaplan 2009). However, it should be noted that an enterprise is not merely a
portfolio of projects. The enterprise portfolio consists of whatever systems, organizations, facilities, intellectual
property, and other resources that are needed to help the enterprise achieve its goals and objectives.
Portfolio management in the context of ESE is well addressed in the following article: http:/ / www. mitre. org/
work/ systems_engineering/ guide/ enterprise_engineering/ enterprise_planning_management/
portfolio_management.html (MITRE 2010).
Related Business Activities 655
Enterprise Governance
ESE is also concerned with the way in which organizations and embedded management and technical functions work
together to achieve success at the enterprise level. Governance frameworks provide the essential additional structure
and controls needed to both ‘steer a steady ship’ (during business as usual) and to ‘plot a course to a new place’
(during business transformation).
Such frameworks can be designed by recognizing that there are enduring management concerns that need to be
addressed and by applying the principle of economy. For example, a particular concern for most organizations is
linking the control of projects to business drivers and objectives. This leads to a requirement for a governance body
to both approve the initiation of projects, and to regularly review their progress, continuing relevance, and if
necessary, mutual coherence in the light of developments inside and outside the enterprise.
This might be achieved by delegating some or all of the roles; depending on circumstances, the enterprise might be
driven towards top-down or a more collective, peer-to-peer approach—or even a combination of the two for different
functions. Governance bodies and management roles can be engineered in this way against a common set of
management concerns. Governance may also include the maintenance of common technical standards and their
promulgation and use throughout relevant projects. See Bryant (2012) for more information on governance.
Multi-Level Enterprises
An enterprise does not always have full control over the ESE processes. In some cases, an enterprise may have no
direct control over the resources necessary to make programs and projects successful. For example, the Internet
Engineering Task Force (IETF) is responsible for the “smooth operation of the Internet,” yet it controls none of the
requisite resources.
The Internet Engineering Task Force (IETF) is a large open international community of network
designers, operators, vendors, and researchers concerned with the evolution of the Internet architecture
and the smooth operation of the Internet. … The actual technical work of the IETF is done in its
working groups, which are organized by topic into several areas (e.g., routing, transport, security, etc.).
Much of the work is handled via mailing lists. The IETF holds meetings three times per year. (IETF
2010a)
The IETF has “influence” over these resources even though it does not have direct control: "The IETF is unusual in
that it exists as a collection of happenings, but is not a corporation and has no board of directors, no members, and no
dues" (IETF 2010b).
The ESE processes might be allocated between a “parent” enterprise and “children” enterprises, as shown in the
figure below (Martin 2010). The parent enterprise, in this case, has no resources. These resources are owned by the
subordinate child enterprises. Therefore, the parent enterprise does not implement the processes of resource
allocation and budgeting, program management, and project management.
The parent enterprise may have an explicit contract with the subordinate enterprises, or, as in some cases, there is
merely a “working relationship” without the benefit of legal obligations. The parent enterprise will expect
performance feedback from the lower level to ensure that it can meet its own objectives. Where the feedback
indicates a deviation from the plan, the objectives can be adjusted or the portfolio is modified to compensate.
Related Business Activities 657
Figure 3. Parent and Child Enterprise Relationships (Martin 2010). Reprinted with permission of The Aerospace Corporation.
All other rights are reserved by the copyright owner.
Enterprises X, Y, and Z in the situation shown above will cooperate with each other to the extent that they honor the
direction and guidance from the parent enterprise. These enterprises may not even be aware of each other, and, in
this case, would be unwittingly cooperating with each other. The situation becomes more complex if each enterprise
has its own set of strategic goals and objectives as shown in the figure below.
Related Business Activities 658
Figure 4. Mission and Strategic Planning at All Levels of Cooperating Enterprises (Martin 2010). Reprinted with permission of The
Aerospace Corporation. All other rights are reserved by the copyright owner.
These separate, sub-enterprise objectives will sometimes conflict with the objectives of the parent enterprise.
Furthermore, each subordinate enterprise has its own strategic objectives that might conflict with those of its
siblings. The situation shown here is not uncommon, and illustrates an enterprise of enterprises, so to speak. This
highlights the need for the application of SE at the enterprise level to handle the complex interactions and understand
the overall behavior of the enterprise as a whole. TSE practices can be used, to a certain extent, but these need to be
expanded to incorporate additional tools and techniques.
References
Works Cited
Bryant, P. 2012. "Modelling Governance within Business Architecture using Topic Mapping." Presented at 22nd
Annual International Council on Systems Engineering (INCOSE) International Symposium, July 9-12, 2012, Rome,
Italy.
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Englewood Cliffs, NJ, USA:
Prentice-Hall.
Deming, W.E. 1986. Out of the Crisis. Cambridge, MA, USA: MIT Press, MIT Center for Advance Engineering
Study.
IETF. 2010a. "Overview of the IETF," in Internet Engineering Task Force, Internet Society (ISOC) [database
online]. Accessed September 6, 2011. Available: http://www.ietf.org/overview.html.
IETF. 2010b. "The Tao of IETF: A Novice’s Guide to the Internet Engineering Task Force
(draft-hoffman-tao4677bix-10)," in Internet Engineering Task Force, Internet Society (ISOC) [database online].
Related Business Activities 659
Primary References
Martin, J.N. 2011. "Transforming the Enterprise Using a Systems Approach." Presented at 21st Anniversary
International Council on Systems Engineering (INCOSE) International Symposium, June 20-23, 2011, Denver, CO,
USA.
Martin, J.N. 2010. "An Enterprise Systems Engineering Framework." Presented at 20th Anniversary International
Council on Systems Engineering (INCOSE) International Symposium, July 12-15, 2010, Chicago, IL, USA.
Additional References
Arnold, S., and H. Lawson. 2004. "Viewing Systems from a Business Management Perspective." Systems
Engineering. 7 (3): 229.
Beimans, F.P.M., M.M. Lankhorst, W.B. Teeuw, and R.G. van de Wetering. 2001. "Dealing with the Complexity of
Business Systems Architecting." Systems Engineering. 4 (2): 118-133.
Drucker, P.F. 1994. "The Theory of Business." Harvard Business Review. 72 (5): 95-104.
Haeckel, S.H. 2003. "Leading on demand businesses–Executives as architects." IBM Systems Journal. 42 (3):
405-13.
Kaplan, R., and D. Norton. 1996. The balanced scorecard: Translating strategy into action. Cambridge, MA, USA:
Harvard Business School Press.
Related Business Activities 660
Lissack, M.R. 2000. "Complexity Metaphors and the Management of a Knowledge Based Enterprise: An
Exploration of Discovery." PhD Dissertation in Business Administration. Henley-on-Thames, UK: Henley
Management College, University of Reading.
Rechtin, E. 1999. Systems Architecting of Organizations: Why Eagles Can't Swim. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
The purpose of traditional systems engineering (TSE) is to bring together a diversity of discipline experts to address
a wide range of problems inherent in the development of a large, complex “single” system (Blanchard and Fabrycky
2010; Hall 1989; Sage and Rouse 2009). Enterprise systems engineering (ESE) expands beyond this traditional basis
to “consider the full range of SE services increasingly needed in a modern organization where information-intensive
systems are becoming central elements of the organization’s business strategy” (Carlock and Fenton 2001, 242-261).
The traditional role of systems engineering (SE) is heavily involved in system acquisition and implementation,
especially in the context of government acquisition of very large, complex military and civil systems (e.g., F22
fighter jet and air traffic control systems).
ESE encompasses this traditional role in system acquisition, but also incorporates enterprise strategic planning and
enterprise investment analysis (along with others as described below). These two additional roles for SE at the
enterprise level are “shared with the organization’s senior line management, and tend to be more entrepreneurial,
business-driven, and economic in nature in comparison to the more technical nature of classical systems engineering”
(Carlock and Fenton 2001, 242-261).
Figure 1. Enterprise SE Process Areas in the Context of the Entire Enterprise (DeRosa 2006). Reprinted with permission of © 2011. The
MITRE Corporation. All Rights Reserved. All other rights are reserved by the copyright owner.
SE is viewed by many organizations and depicted in many process definitions as bounded by the beginning and end
of a system development project. In MITRE, this restricted definition was referred to as TSE. Many have taken a
wider view seeking to apply SE to the “whole system” and “whole life cycle.” For example, Hitchins (1993) sets out a
holistic, whole-life, wider system view of SE centered on operational purpose. Elliott and Deasley (2007) discuss the
differences between development phase SE and in-service SE.
In contrast to TSE, the ESE discipline is more like a “regimen” (Kuras and White 2005) that is responsible for
identifying “outcome spaces,” shaping the development environment, coupling development to operations, and
rewarding results rather than perceived promises (DeRosa 2005). ESE must continually characterize the operational
environmental and the results of enterprise or SoS interventions to stimulate further actions within and among
various systems in the enterprise portfolio. Outcome spaces are characterized by a set of desired capabilities that help
meet enterprise objectives, as opposed to definitive “user requirements” based on near-term needs. Enterprise
capabilities must be robust enough to handle unknown threats and situations in the future. A detailed description of
previous MITRE views on ESE can be found in a work by Rebovich and White (2011).
Whereas TSE focuses on output-based methodologies (e.g., functional analysis and object-oriented analysis), ESE is
obligated to emphasize outcomes (e.g., business analysis and mission needs analysis), especially those related to the
enterprise goals and key mission needs.
Table 1. Asset Domain and Concept Domain Categories for Enterprise Entities. (Troux
2010) Reprinted with permission of Copyright © 2010 Troux Technologies. All other rights
are reserved by the copyright owner.
Asset Domains Concept Domains
Application and Software Domain Data Domain Document Domain Analysis Domain Financial Domain General Domain Information
Infrastructure and Hardware Domain IT Product Domain IT Service Domain IT Architecture Domain Knowledge and Skill Domain Market
Domain Location Domain Organization Domain Product and Service Domain Policy Domain Process Domain Resource Domain Strategy
Domain Services Portfolio Management Domain Domain Timeline Domain Transition Domain
The application/software and infrastructure/hardware domains are likely the most familiar to systems engineers (as
illustrated in the figure below). The application/software domain contains things like the deployed software itself,
plus applications, modules, servers, patches, functions, and messages. The infrastructure/hardware domain contains
things like the hardware itself, plus networks and different kinds of hardware like computing hardware, cabinets, and
network devices. There might be different subtypes of computing hardware like computers, servers, desktops,
laptops, and mainframes. You can see from this elaboration of these domains that an enterprise architecture
"schema" can be quite extensive in the kinds of things it can model.
Enterprise Systems Engineering Key Concepts 663
Figure 2. Example of Enterprise Entities & Relationships (Troux 2010). Reprinted with permission of Copyright © 2010 Troux Technologies. All
other rights are reserved by the copyright owner.
The less technical domains would be things like policy, market, strategy, transition, financial, knowledge and skill,
and analysis. In a typical enterprise architecture schema like this, there could be over a hundred types of modeling
objects grouped into these domains. The examples give above are from the Troux Semantics metamodel used in the
Troux Architect modeling tool for enterprise architecture activities. Other enterprise modeling tools have similar
metamodels (sometimes called “schemas”). See Reese (2010) for more details on how to use the metamodel shown in
the figure above.
References
Works Cited
Blanchard, B.S., and W.J. Fabrycky. 2011. Systems Engineering and Analysis, 5th ed. Englewood Cliffs, NJ, USA:
Prentice-Hall.
Carlock, P., and R. Fenton. 2001. "System of Systems (SoS) Enterprise Systems Engineering for
Information-Intensive Organizations." Systems Engineering. 4 (4): 242-261.
CIO Council. 1999. Federal Enterprise Architecture Framework (FEAF), version 1.1. Washington, DC, USA:
Federal Chief Information Officers Council.
DeRosa, J.K. 2005. "Enterprise Systems Engineering." Presented at Air Force Association, Industry Day, Day 1,
August 4, 2005, Danvers, MA, USA.
DoD. 2010. DoD Architecture Framework (DoDAF), version 2.0. Washington, DC: U.S. Department of Defense
(DoD).
Elliott, C., and P. Deasley. 2007. Creating Systems that Work--Principles of Engineering Systems for the 21st
Century. London, England, UK: Royal Academy of Engineering.
FEA. 2001. "Federal Enterprise Architecture – Practical Guide, version 1.0, February 2001." Available: https:/ /
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Friedman, G., and A.P. Sage. 2004. "Case Studies of Systems Engineering and Management in Systems
Acquisition." Systems Engineering. 7 (1): 84-96.
Hall, A.D. 1989. Metasystems Methodology: A New Synthesis and Unification, 1st ed. Oxford, UK: Pergamon Press.
Hitchins, D. 1993. Putting Systems to Work. New York, NY, USA: John Wiley & Sons.
ISO/IEC/IEEE. 2015.Systems and Software Engineering - System Life Cycle Processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Kuras, M.L., and B.E. White. 2005. "Engineering Enterprises Using Complex-Systems Engineering." Annotated
presentation at 15th Annual International Council on Systems Engineering (INCOSE) International Symposium, July
10-15, 2005, Rochester, NY, USA.
MITRE. 2004. MITRE 2004 Annual Report". McLean, VA, USA: MITRE Corporation.
Rebovich, G. 2006. "Systems Thinking for the Enterprise: New & Emerging Perspectives." Presented at IEEE/SMC
International Conference on System of Systems Engineering, April 2006, Los Angeles, CA, USA.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor and Francis Group.
Reese, R.J. 2010. Troux Enterprise Architecture Solutions. Birmingham, UK: Packt Publishing Ltd.
Sage, A.P., and W.B. Rouse (eds). 2009. Handbook of System Engineering and Management, 2nd ed. New York,
NY, USA: John Wiley & Sons.
Swarz, R.S., J.K. DeRosa, and G. Rebovich. 2006. "An Enterprise Systems Engineering Model." Proceedings of the
16th Annual International Council on Systems Engineering (INCOSE) International Symposium, July 9-13, 2006,
Orlando, FL, USA.
TOGAF. 2009. "The Open Group Architecture Framework," version 9. Accessed September 7, 2011. Available:
http://www.opengroup.org/togaf/.
Troux. 2010. Metamodeling and modeling with Troux Semantics, version 9. Austin, TX, USA: Troux Technologies.
Urbaczewski, L., and S. Mrdalj. 2006. "A Comparison of Enterprise Architecture Frameworks." Issues in
Information Systems. 7 (2): 18-26.
Enterprise Systems Engineering Key Concepts 665
US Treasury. 2000. Treasury Enterprise Architecture Framework, version 1. Washington, DC, USA: US
Department of the Treasury Chief Information Officer Council.
Zachman, J.A. 1992. "Extending and Formalizing the Framework for Information Systems Architecture." IBM
Systems Journal. 31 (3): 590-616.
Zachman, J.A. 1987. "A Framework for Information Systems Architectures." IBM Systems Journal. 26 (3): 276-92.
Primary References
Kuras, M.L., and B.E. White. 2005. "Engineering Enterprises Using Complex-Systems Engineering." Annotated
presentation at 15th Annual International Council on Systems Engineering (INCOSE) International Symposium, July
10-15, 2005, Rochester, NY, USA.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor and Francis Group.
Swarz, R.S., J.K. DeRosa, and G. Rebovich. 2006. "An Enterprise Systems Engineering Model." Proceedings of the
16th Annual International Council on Systems Engineering (INCOSE) International Symposium, July 9-13, 2006,
Orlando, FL, USA.
Additional References
Journal of Enterprise Architecture. Available: http://www.globalaea.org/?page=JEAOverview.
Minoli, D. 2008. Enterprise Architecture A to Z: Frameworks, Business Process Modeling, SOA, and Infrastructure
Technology. Boca Raton, FL, USA: CRC Press, Taylor and Francis Group, An Auerbach Book.
TRAK. 2011. "TRAK Enterprise Architecture Framework." Accessed September 7, 2011. Available: http:/ / trak.
sourceforge.net/index.html.
Vernadat, F.B. 1996. Enterprise Modelling and Integration - Principles and Applications. London, UK: Chapman
and Hall.
The application of the key concepts of Enterprise Systems Engineering requires processes. These processes span and
can transform the enterprise.
Figure 1. Value Stream Example. (Source: http:/ / en. wikipedia. org/ wiki/ Value_stream_mapping Accessed September 6, 2010. US EPA
Lean and Environment Toolkit, Public Domain.)
Analysis of this value stream diagram can highlight unnecessary space, excessive distance traveled, processing
inefficiencies, and so on. Value stream mapping is associated with so-called “lean enterprise” initiatives. At Toyota,
where the technique originated, it is known as “material and information mapping” (Rother 2009). Various value
stream mapping tools are available (Hines and Rich 1997).
The purpose of Standards Planning is to assess technical standards to determine how they inhibit or enhance the
incorporation of new technologies into systems development projects. The future of key standards is forecast to
determine where they are headed and the alignment of these new standards with the life cycles for the systems in the
enterprise’s current and projected future portfolios. The needs for new or updated standards are defined and resources
are identified that can address these needs. Standardization activities that can support development of new or updated
standards are identified (See also Systems Engineering Standards).
Figure 4. Risk & Opportunity at the Enterprise Scale versus the Systems Scale (White 2006). MITRE Approved for Public Release;
Distribution Unlimited. Unique Tracking #05-1262.
Architecture descriptions following the guidelines of an architecture framework have been used to standardize the
views and models used in architecting efforts (Zachman 1987 and 1992; Spewak 1992). Architecture descriptions
have also been developed using a business-question based approach (Martin 2003b; Martin 2006). The standard on
Architecture Description Practices (ISO/IEC 42010) (ISO/IEC 2011) has expanded its scope to include requirements
on architecture frameworks.
Government agencies have been increasingly turning to SE to solve some of their agency-level (i.e., enterprise)
problems. This has sometimes led to the use of an architecture-based investment process, especially for information
technology procurements. This approach imposes a requirement for linking business strategies to the development of
EAs. The Federal Enterprise Architecture Framework (FEAF) (CIO Council 1999) and the DoD Architecture
Framework (DoDAF) (DoD 2010) were developed to support such an architecture-based investment process. There
have been several other architecture frameworks also developed for this purpose (ISO 2000; ISO/IEC 1998; NATO
2004; TOGAF 2009; MOD 2010; TRAK 2010).
References
Works Cited
Ackoff, R.L. 1989. "From Data to Wisdom." Journal of Applied Systems Analysis. 16 (1): 3-9.
Bernus, P., L. Nemes, and G. Schmidt (eds.). 2003. Handbook on Enterprise Architecture. Berlin and Heidelberg,
Germany: Springer-Verlag.
CIO Council. 1999. Federal Enterprise Architecture Framework (FEAF), Version 1.1. Washington, DC, USA:
Federal Chief Information Officers Council.
DoD. 2010. DoD architecture framework (DoDAF), version 2.0. Washington, DC: US Department of Defense
(DoD).
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor & Francis Group.
Hillson, D. 2004. Effective Opportunity Management for Projects: Exploiting Positive Risk. Petersfield, Hampshire,
UK; New York, NY, USA: Rick Doctor & Partners; Marcel Dekker, Inc.
Enterprise Systems Engineering Process Activities 673
Hines, P., and N. Rich. 1997. "The Seven Value Stream Mapping Tools." International Journal of Operations &
Production Management. 1 (17): 46-64.
ISO. 2000. ISO 15704:2000, Industrial Automation Systems — Requirements for Enterprise-Reference Architectures
and Methodologies. Geneva, Switzerland: International Organization for Standardization (ISO).
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
ISO/IEC. 1998. ISO/IEC 10746:1998, Information Technology — Open Distributed Processing — Reference
Model: Architecture. Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC).
Martin, J.N. 2010. "An Enterprise Systems Engineering Framework." Presented at 20th Anniversary International
Council on Systems Engineering (INCOSE) International Symposium, July 12-15, 2010, Chicago, IL, USA.
Martin, J.N. 2006. "An Enterprise Architecture Process Incorporating Knowledge Modeling Methods." PhD
dissertation. Fairfax, VA, USA: George Mason University.
Martin, J.N. 2005. "Using an Enterprise Architecture to Assess the Societal Benefits of Earth Science Research."
Presented at 15th Annual International Council on Systems Engineering (INCOSE) International Symposium, 2005,
Rochester, NY, USA.
Martin, J.N. 2003a. "An Integrated Tool Suite for the NOAA Observing System Architecture." Presented at 13th
Annual International Council on Systems Engineering (INCOSE) International Symposium, 2003, Arlington, VA,
USA.
Martin, J.N. 2003b. "On the Use of Knowledge Modeling Tools and Techniques to Characterize the NOAA
Observing System Architecture." Presented at 13th Annual International Council on Systems Engineering (INCOSE)
International Symposium, 2003, Arlington, VA, USA.
McCaughin, K., and J.K. DeRosa. 2006. "Process in Enterprise Systems Engineering." Presented at 16th Annual
International Council on Systems Engineering (INCOSE) International Symposium, July 9-13, 2006, Orlando, FL,
USA.
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Ministry of Defence. Accessed September 8, 2011. Available: http:/ / www. mod. uk/ NR/ rdonlyres/
04B5FB3F-8BBC-4A39-96D8-AFA05E500E4A/0/20100602MODAFDownload12004.pdf.
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Organization.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor & Francis Group, Auerbach.
Roberts, J.L. 2006. "Enterprise Analysis and Assessment." Presented at 16th Annual International Council on
Systems Engineering (INCOSE) International Symposium, July 9-13, 2006, Orlando, FL, USA.
Rother, M. 2009. Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results. New York,
NY, USA: McGraw-Hill.
Rother, M., and J. Shook. 1999. Learning to See: Value-Stream Mapping to Create Value and Eliminate MUDA.
Cambridge, MA, USA: Lean Enterprise Institute.
Spewak, S.H. 1992. Enterprise Architecture Planning: Developing a Blueprint for Data, Applications and
Technology. New York, NY, USA: Wiley and Sons, Inc.
TOGAF. 2009. "The Open Group Architecture Framework," version 9. Accessed September 2, 2011. Available:
http://www.opengroup.org/togaf.
Enterprise Systems Engineering Process Activities 674
TRAK. 2011. "TRAK Enterprise Architecture Framework." Accessed September 7, 2011. Available: http:/ / trak.
sourceforge.net/index.html.
White, B.E. 2006. "Enterprise Opportunity and Risk." Presented at 16th Annual International Council on Systems
Engineering (INCOSE) International Symposium, July 9-13, 2010, Orlando, FL, USA.
Zachman, J.A. 1992. "Extending and Formalizing the Framework for Information Systems Architecture." IBM
Systems Journal. 31 (3): 590-616.
Zachman, J.A. 1987. "A Framework for Information Systems Architectures." IBM Systems Journal. 26 (3): 276-292.
Primary References
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor & Francis Group.
Martin, J.N. 2010. "An Enterprise Systems Engineering Framework." Presented at 20th Anniversary International
Council on Systems Engineering (INCOSE) International Symposium, July 12-15, 2010, Chicago, IL, USA.
Rebovich, G., and B.E. White (eds.). 2011. Enterprise Systems Engineering: Advances in the Theory and Practice.
Boca Raton, FL, USA: CRC Press, Taylor & Francis Group, Auerbach.
Additional References
DeRosa, J.K. 2005. "Enterprise Systems Engineering." Presented at Air Force Association, Industry Day, Day 1,
August 4, 2005, Danvers, MA, USA.
Holt, J., and S. Perry. 2010. Modelling enterprise architectures. Stevenage, England, UK: Institution of Engineering
and Technology (IET).
Kaplan, R., and D. Norton. 1996. The Balanced Scorecard: Translating Strategy into Action. Cambridge, MA, USA:
Harvard Business School Press.
McGovern, J., S. Ambler, M. Stevens, J. Linn, V. Sharan, and E. Jo. 2004. A Practical Guide to Enterprise
Architecture. New York, NY, USA: Prentice Hall.
Swarz, R.S., J.K. DeRosa, and G. Rebovich. 2006. "An Enterprise Systems Engineering Model." INCOSE
Symposium Proceedings, July 9-13, 2006, Orlando, FL, USA.
Introduction
There are three different kinds of capability: organizational capability, system capability, and operational capability.
Management of organizational capability is addressed in the article called Enabling Businesses and Enterprises.
Management of system capability is addressed by the Systems Engineering (SE) management activities described in
the articles called Systems Engineering Management and Product and Service Life Management. Management of
operational capability is described herein.
Figure 1. Three Kinds of Capability in the Enterprise: Organizational, System & Operational Capability. (SEBoK Original)
The enterprise has a current and planned (baseline) operational capability, based on its past activities and on its
current plans for change. The purpose of the enterprise capability management function is to ensure the possibility of
“vectoring” the enterprise away from the current baseline trajectory to a more desirable position where it can better
meet its enterprise strategic goals and objectives, given all its resource constraints and other limitations.
Operational capability may need to include elements identified in the Information Technology Infrastructure Library
(ITIL) best practices for operations management, starting with strategic operation planning (OGC 2009).
The ITIL is a set of practices for IT service management (ITSM) that focuses on aligning IT services
with the needs of business. In its current form …, ITIL is published in a series of five core publications,
each of which covers an ITSM lifecycle stage.
ITIL describes procedures, tasks and checklists that are not organization-specific, used by an
organization for establishing a minimum level of competency. It allows the organization to establish a
baseline from which it can plan, implement, and measure. It is used to demonstrate compliance and to
measure improvement. (http:/ / en. wikipedia. org/ wiki/
Information_Technology_Infrastructure_Library).
Enterprise Capability Management 676
Figure 2. Enterprise State Changes Through Work Process Activities (Rouse 2009). Reprinted with permission of John Wiley & Sons Inc. All
other rights are reserved by the copyright owner.
Enterprise needs are related to the enterprise efficiencies achieved through the performance of enterprise activities.
The main goal of enterprise needs is to maximize the efficient utilization of enterprise assets, or in other words,
enhance productivity, and find and eliminate waste. Waste represents that which does not contribute to the enterprise
mission or that cannot reasonably be expected to be accomplished by the enterprise. An example of an enterprise
need is: “Decrease power required for operation of enterprise data centers.” (Power is a limited asset that consumes
Enterprise Capability Management 677
scarce enterprise funds that could be used for delivery of other more valuable services to its customers.)
process.
References
Works Cited
Giachetti, R.E. 2010. Design of Enterprise Systems: Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press, Taylor & Francis Group.
ISO. 2000. ISO 15704:2000, Industrial Automation Systems — Requirements for Enterprise — Reference
Architectures and Methodologies. Geneva, Switzerland: International Organization for Standardization (ISO).
ISO/IEC/IEEE. 2011. Systems and software engineering - Architecture description. Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)/Institute of
Electrical and Electronics Engineers (IEEE), ISO/IEC/IEEE 42010.
ISO/IEC/IEEE. 2015.Systems and software engineering - system life cycle processes.Geneva, Switzerland:
International Organization for Standardization (ISO)/International Electrotechnical Commission (IEC), Institute of
Electrical and Electronics Engineers.ISO/IEC 15288:2015.
Kaplan, J. 2009. Strategic IT Portfolio Management: Governing Enterprise Transformation. Waltham, MA, USA:
Pittiglio, Rabin, Todd & McGrath, Inc. (PRTM).
Martin, J.N. 2005. "Using an Enterprise Architecture to Assess the Societal Benefits of Earth Science Research."
Presented at 15th Annual International Council on Systems Engineering (INCOSE) International Symposium, 2005,
Rochester, NY, USA.
Martin, J.N. 2003. "On the Use of Knowledge Modeling Tools and Techniques to Characterize the NOAA
Observing System Architecture." Presented at 13th Annual International Council on Systems Engineering (INCOSE)
International Symposium, 2003, Arlington, VA, USA.
Martin, J.N., J. Conklin, J. Evans, C. Robinson, L. Doggrell, and J. Diehl. 2004. "The Capability Integration
Framework: A New Way of doing Enterprise Architecture." Presented at 14th Annual International Council on
Systems Engineering (INCOSE) International Symposium, June 20-24, 2004, Toulouse, France.
Nightingale, D., and J. Srinivasan. 2011. Beyond the Lean Revolution: Achieving Successful and Sustainable
Enterprise Transformation. New York, NY, USA: AMACOM Press.
OGC (Office of Government Commerce). 2009. ITIL Lifecycle Publication Suite Books. London, UK: The
Stationery Office.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Saxena, M.S. 2009. Capability Management: Monitoring & Improving Capabilities. New Dehli: Global India
Publications Pvt Ltd.
Wikipedia contributors. "Information Technology Infrastructure Library." Wikipedia, The Free Encyclopedia.
Accessed November 28, 2012. Available at: http:/ / en. wikipedia. org/ wiki/
Information_Technology_Infrastructure_Library.
Enterprise Capability Management 680
Primary References
Kaplan, J. 2009. Strategic IT Portfolio Management: Governing Enterprise Transformation. Waltham, MA, USA:
Pittiglio, Rabin, Todd & McGrath, Inc. (PRTM).
Nightingale, D., and J. Srinivasan. 2011. Beyond the Lean Revolution: Achieving Successful and Sustainable
Enterprise Transformation. New York, NY, USA: AMACOM Press.
Rouse, W.B. 2009. "Engineering the Enterprise as a System," in Handbook of Systems Engineering and
Management, 2nd ed., edited by A.P. Sage and W.B. Rouse. New York, NY, USA: Wiley and Sons, Inc.
Additional References
Dahmann, J.S., J.A. Lane, and G. Rebovich. 2008. "Systems Engineering for Capabilities." CROSSTALK: The
Journal of Defense Software Engineering 21 (11): 4-9.
Hillson, D. 2004. Effective Opportunity Management for Projects: Exploiting Positive Risk. Petersfield, Hampshire,
UK; New York, NY: Rick Doctor & Partners; Marcel Dekker, Inc.
Lillehagen, F., J. Kostie, S. Inella, H.G. Solheim, and D. Karlsen. 2003. "From enterprise modeling to enterprise
visual scenes." Presented at International Society for Pharmaceutical Engineering (ISPE) Conference on Concurrent
Engineering (CE), July 26-30, 2003, Madeira Island, Portugal.
McGovern, J., S. Ambler, M. Stevens, J. Linn, V. Sharan, and E. Jo. 2004. A Practical Guide to Enterprise
Architecture. New York, NY: Prentice Hall.
Rechtin, E. 1999. Systems Architecting of Organizations: Why Eagles Can't Swim. Boca Raton, FL, USA: CRC
Press, Taylor and Francis Group.
Roberts, J.L. 2006. "Enterprise Analysis and Assessment." Presented at 16th Annual International Council on
Systems Engineering (INCOSE) International Symposium, July 9-13, 2006, Orlando, FL, USA.
System of systems engineering (SoSE) is not a new discipline; however, this is an opportunity for the systems
engineering community to define the complex systems of the twenty-first century (Jamshidi 2009). While systems
engineering is a fairly established field, SoSE represents a challenge for the present systems engineers on a global
level. In general, SoSE requires considerations beyond those usually associated with engineering to include
socio-technical and sometimes socio-economic phenomena.
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:
• Architecting Approaches for Systems of Systems
• Socio-Technical Features of Systems of Systems
• Capability Engineering
efficiency, etc.
ISO/IEC/IEEE 15288 Annex G also describes the impact of these characteristics on the implementation of systems
engineering processes. Because of the independence of the constituent systems, these processes are in most cases
implemented for engineering both the systems and the system of systems and need to be tailored to support the
characteristics of SoS. These processes are shown in the table below highlighting the fact that these processes are
implemented at both the system and SoS levels, with SoSE often constrained by the systems.
Table 1. Differences Between Systems and Systems of Systems as They Apply to Systems
Engineering.
SE Process Implementation as Applied to SoS
Agreement Because there is often no top level SoS authority, effective agreements among the systems in the SoS are key to successful
processes SoSE.
Organizational SoSE develops and maintains those processes which are critical for the SoS within the constraints of the system level
project enabling processes.
processes
Technical SoSE implements technical management processes applied to the particular considerations of SoS engineering - planning,
management analyzing, organizing, and integrating the capabilities of a mix of existing and new systems into a system-of-systems
processes capability while systems continue to be responsible for technical management of their systems.
Technical processes SoSE technical processes define the cross-cutting SoS capability, through SoS level business/mission analysis and
stakeholder needs and requirements definition. SoS architecture and design frame the planning, organization and integration
of the constituent systems, constrained by system architectures. Development, integration, verification, transition and
validation are implemented by the systems. with SoSE monitoring and review. SoSE integration, verification, transition and
validation applies when constituent systems are integrated into the SoS and performance is verified and validated.
Finally, based on work done by the INCOSE Systems of Systems Work Group (Dahmann, 2014), the major
challenges facing SoSE have been catalogued in terms of seven pain points. These challenges are presented in the
SoSE section of the INCOSE SE Handbook. (INCOSE 2015). These challenges include:
• SoS Authorities. In a SoS each constituent system has its own local ‘owner’ with its stakeholders, users, business
processes and development approach. As a result, the type of organizational structure assumed for most
traditional systems engineering under a single authority responsible for the entire system is absent from most SoS.
In a SoS, SE relies on cross-cutting analysis and on composition and integration of constituent systems which, in
turn, depend on an agreed common purpose and motivation for these systems to work together towards collective
objectives which may or may not coincide with those of the individual constituent systems.
• Leadership. Recognizing that the lack of common authorities and funding pose challenges for SoS, a related
issue is the challenge of leadership in the multiple organizational environment of a SoS. This question of
leadership is experienced where a lack of structured control normally present in SE of systems requires
alternatives to provide coherence and direction, such as influence and incentives.
• Constituent Systems’ Perspectives. Systems of systems are typically comprised, at least in part, of in-service
systems, which were often developed for other purposes and are now being leveraged to meet a new or different
application with new objectives. This is the basis for a major issue facing SoS SE; that is, how to technically
address issues which arise from the fact that the systems identified for the SoS may be limited in the degree to
which they can support the SoS. These limitations may affect the initial efforts at incorporating a system into a
SoS, and systems ‘commitments to other users may mean that they may not be compatible with the SoS over time.
Further, because the systems were developed and operate in different situations, there is a risk that there could be
a mismatch in understanding the services or data provided by one system to the SoS if the particular system’s
context differs from that of the SoS.
• Capabilities and Requirements. Traditionally (and ideally) the SE process begins with a clear, complete set of
user requirements and provides a disciplined approach to develop a system to meet these requirements. Typically,
Systems of Systems (SoS) 683
SoS are comprised of multiple independent systems with their own requirements, working towards broader
capability objectives. In the best case the SoS capability needs are met by the constituent systems as they meet
their own local requirements. However, in many cases the SoS needs may not be consistent with the requirements
for the constituent systems. In these cases, the SoS SE needs to identify alternative approaches to meeting those
needs through changes to the constituent systems or additions of other systems to the SoS. In effect this is asking
the systems to take on new requirements with the SoS acting as the ‘user’.
• Autonomy, Interdependencies and Emergence. The independence of constituent systems in a SoS is the source
of a number of technical issues facing SE of SoS. The fact that a constituent system may continue to change
independently of the SoS, along with interdependencies between that constituent system and other constituent
systems, add to the complexity of the SoS and further challenges SE at the SoS level. In particular, these
dynamics can lead to unanticipated effects at the SoS level leading to unexpected or unpredictable behavior in a
SoS even if the behavior of constituent systems is well understood.
• Testing, Validation, and Learning. The fact that SoS are typically composed of constituent systems which are
independent of the SoS poses challenges in conducting end-to-end SoS testing as is typically done with systems.
Firstly, unless there is a clear understanding of the SoS-level expectations and measures of these expectations, it
can be very difficult to assess level of performance as the basis for determining areas which need attention, or to
assure users of the capabilities and limitations of the SoS. Even when there is a clear understanding of SoS
objectives and metrics, testing in a traditional sense can be difficult. Depending on the SoS context, there may
not be funding or authority for SoS testing. Often the development cycles of the constituent systems are tied to
the needs of their owners and original ongoing user base. With multiple constituent systems subject to
asynchronous development cycles, finding ways to conduct traditional end-to-end testing across the SoS can be
difficult if not impossible. In addition, many SoS are large and diverse making traditional full end-to-end testing
with every change in a constituent system prohibitively costly. Often the only way to get a good measure of SoS
performance is from data collected from actual operations or through estimates based on modeling, simulation
and analysis. Nonetheless the SoS SE team needs to enable continuity of operation and performance of the SoS
despite these challenges.
• SoS Principles. SoS is a relatively new area, with the result that there has been limited attention given to ways to
extend systems thinking to the issues particular to SoS. Work is needed to identify and articulate the cross cutting
principles that apply to SoS in general, and to developing working examples of the application of these principles.
There is a major learning curve for the average systems engineer moving to a SoS environment, and a problem
with SoS knowledge transfer within or across organizations.
Types of SoS
In today’s interconnected world, SoS occur in a broad range of circumstances. In those situations where the SoS is
recognized and treated as a system in its right, an SoS can be described as one of four types (Maier 1998; Dahmann
and Baldwin 2008):
• Directed - The SoS is created and managed to fulfill specific purposes and the constituent systems are
subordinated to the SoS. The component systems maintain an ability to operate independently; however, their
normal operational mode is subordinated to the central managed purpose;
• Acknowledged - The SoS has recognized objectives, a designated manager, and resources for the SoS; however,
the constituent systems retain their independent ownership, objectives, funding, and development and sustainment
approaches. Changes in the systems are based on cooperative agreements between the SoS and the system;
• Collaborative - The component systems interact more or less voluntarily to fulfill agreed upon central purposes.
The central players collectively decide how to provide or deny service, thereby providing some means of
enforcing and maintaining standards; and
• Virtual - The SoS lacks a central management authority and a centrally agreed upon purpose for the SoS.
Large-scale behavior emerges—and may be desirable—but this type of SoS must rely on relatively invisible
Systems of Systems (SoS) 684
Have a clear set of stakeholders Have multiple levels of stakeholders with mixed and possibly competing
interests
Have clear objectives and purpose Have multiple, and possibly contradictory, objectives and purpose
Have clear operational priorities, with escalation to resolve Have multiple, and sometimes different, operational priorities with no clear
priorities escalation routes
Have a single lifecycle Have multiple lifecycles with elements being implemented asynchronously
Have clear ownership with the ability to move resources between Have multiple owners making independent resourcing decisions
elements
SoSE Standards
Standards for system of systems engineering are beginning to emerge as the practice of SoSE matures. As a recent
report of an ISO SoS Standards study group (ISO, 2016) found that there is:
• A strong foundation for SoSE in fundamentals and continued growth in emerging areas
• SoSE activity across multiple domains and growing demand also across SoS domains
• Limited cross domain communication among practitioners
• Limited understanding and appreciation of current SoSE knowledge base, including current practice and research
In terms of SoS standards:
• The only SoS-specific standards were those in Annex G to ISO/IEC/IEEE 15288:2015
• There are no top level standards to aid in communication across SoSE practitioners and domains
• There is no guidance on how SoSE can employ existing standards (and not generate new duplicative standards).
Based on the study results, work has been initiated on three SoSE standards development activities to address this
gap. These emerging standards are
• ISO/IEC/IEEE 21839 – System of Systems (SoS) Considerations in Life Cycle Stages of a System
This standard provides a set of critical considerations to be addressed at key points in the life cycle of systems
created by humans and refers to a constituent system that will interact in a system of systems as the system of
interest (SOI). These considerations are aligned with ISO/IEC/IEEE 15288 and the ISO/IEC/IEEE 24748 framework
for system life cycle stages and associated terminology.
• ISO/IEC/IEEE 21840 – Guidelines for the utilization of ISO/IEC/IEEE 15288 in the context of System of
Systems (SoS) Engineering
This standard provides guidance for the utilization of ISO/IEC/IEEE 15288 in the context of SoS. While
ISO/IEC/IEEE 15288 applies to systems (including constituent systems), this document provides guidance on
application of these processes to SoS. However, ISO/IEC/IEEE 21840 is not a self-contained SoS replacement for
ISO/IEC/IEEE 15288. This document is intended to be used in conjunction with ISO/IEC/IEEE 15288,
ISO/IEC/IEEE 21839 and ISO/IEC/IEEE 21841 and is not intended to be used without them.
• ISO/IEC/IEEE 21841 – Taxonomy of Systems of Systems
Systems of Systems (SoS) 686
The purpose of this standard is to define normalized taxonomies for systems of systems (SoS) to facilitate
communications among stakeholders. It also briefly explains what a taxonomy is and how it applies to the SoS to aid
in understanding and communication.
References
Works Cited
Boardman, J., and B. Sauser. 2006. "System of Systems - the Meaning of Of." IEEE Conference on Systems of
Systems Engineering, April 24-26, 2006, Los Angeles, CA.
Cook, S. C. and Pratt, J. M., “Towards designing innovative SoSE approaches for the Australian defence force,”
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Dahmann, J., and K. Baldwin. 2008. "Understanding the Current State of US Defense Systems of Systems and the
Implications for Systems Engineering." Presented at IEEE Systems Conference, April 7-10, 2008, Montreal, Canada.
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Director, Systems and Software Engineering, Deputy Under Secretary of Defense (Acquisition and Technology),
Office of the Under Secretary of Defense (Acquisition, Technology and Logistics). Accessed November 12, 2013.
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Henshaw, M.J.d,, “Systems of Systems. Cyber-Physical Systems, the Internet of Things… Whatever Next?”
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Neaga, E.I., M.J.d. Henshaw, and Y. Yue. 2009. "The influence of the concept of capability-based management on
the development of the systems engineering discipline." Proceedings of the 7th Annual Conference on Systems
Engineering Research, April 20-23, 2009, Loughborough University, Loughborough, England, UK.
Maier, M.W. 1998. "Architecting Principles for Systems-of-Systems." Systems Engineering. 1 (4): 267-284.
Primary References
Dahmann, J., and K. Baldwin. 2008. "Understanding the Current State of US Defense Systems of Systems and the
Implications for Systems Engineering." Presented at IEEE Systems Conference, April 7-10, 2008, Montreal, Canada.
DoD. 2008. Systems Engineering Guide for Systems of Systems, version 1.0. Washington, DC, USA: US
Department of Defense (DoD). Available: http://www.acq.osd.mil/se/docs/SE-Guide-for-SoS.pdf.
INCOSE Systems Engineering Handbook, 4th Edition, John Wiley & Sons Inc., 2015
International Standards Organization, 2016. Report of the SC7 SG on Systems of Systems Engineering.
Jamshidi, M. (ed). 2009a. Systems of Systems Engineering – Innovations for the 21st Century. Hoboken, NJ, USA:
Wiley.
Maier, M.W. 1998. "Architecting Principles for Systems-of-Systems." Systems Engineering. 1 (4): 267-284.
Systems of Systems (SoS) 687
Additional References
Barot, V., S. Henson, M. Henshaw, C. Siemieniuch, M. Sinclair, S.L. Lim, M. Jamshidi, and D. DeLaurentis. 2012.
Trans-Atlantic Research and Education Agenda in Systems of Systems (T-AREA-SoS) SOA Report. Longborough,
England, UK: Longborough University. Ref. TAREA-RE-WP2-R-LU-7.
Carlock, P., and J.A. Lane. 2006. System of Systems Enterprise Systems Engineering, the Enterprise Architecture
Management Framework, and System of Systems Cost Estimation. Los Angeles, CA, USA: Center for Systems and
Software Engineering (CSSE), University of Southern California (USC). USC-CSE-2006-618.
Checkland, P.B. 1999. Systems Thinking, Systems Practice. Chichester, UK: John Wiley & Sons Ltd.
Dahmann, J., Rebovich, G., Lane, J., Lowry, R. & Baldwin, K. 2011. "An Implementer's View of Systems
Engineering for Systems of Systems." IEEE Systems Conference, April 4-7, 2011, Montreal, Canada. p. 212-217.
Keating C.B., J.J. Padilla, and K. Adams. 2008. "System of systems engineering requirements: Challenges and
guidelines". EMJ - Engineering Management Journal. 20 (4): 24-31.
Luzeaux, D., and J.R. Ruault. 2010. Systems of Systems. London, UK: ISTE.
Poza, A.S., S. Kovacic, and C. Keating. 2008. "System of Systems Engineering: An Emerging Multidiscipline".
International Journal of System of Systems Engineering. 1 (1/2).
Rebovich Jr., G. 2009. "Chapter 6: Enterprise System of Systems," in Systems of Systems Engineering - Principles
and Applications. Boca Raton, FL, USA: CRC Press.
Ring J. 2002. "Toward an ontology of systems engineering." INSIGHT. 5 (1): 19-22.
A key part of systems engineering (SE) for system of systems (SoS) is the composition of systems to meet SoS
needs. This may include simply interfacing systems and leveraging their existing functionality or it may require
changing the systems functionality, performance or interfaces. These changes occur incrementally, as a SoS evolves
over time to meet changing SoS objectives. System of Systems Engineering (SoSE) supports these changes by
developing and evolving a technical framework that acts as an overlay to the systems of which the SoS is composed.
This framework provides the architecture for the SoS. The SoS architecture defines how the systems work together
to meet SoS objectives and considers the details of the individual systems and their impact the SoS performance or
functionality.
Because SoS largely comprise extant independent systems, these place constraints on the SoS architecture and may
require that migration to a SoS architecture be incremental. Developing a SoS architecture requires consideration of
technical feasibility for the constituent systems as well as the needs of the SoS itself. Architecture data for the
constituent systems can also be important data for architecting the SoS. There is some similarity here to the
introduction of Commercial Off The Shelf (COTS) products into systems: the COTS product has been independently
managed but sufficient data is required by the systems developer to ensure satisfactory integration. However, in this
case the COTS product is not independently operated
Maier (1998) provides a conceptual discussion on the impact of SoS characteristics on SoS architecting.
Additionally, the US DoD SE Guide for SoS (2008) describes practical considerations in developing and evolving a
SoS architecture as a core element of SoSE.
Architecture Analysis
Large-scale systems integration has grown in importance and correspondingly, there has been a growing interest in
SoS concepts and strategies. The performance and functioning of groups of heterogeneous systems has become the
focus of various applications including military, security, aerospace, distributed energy, healthcare, and disaster
management systems (Lopez 2006; Wojcik and Hoffman 2006). There is an increasing interest in exploiting synergy
between these independent systems to achieve the desired overall system performance (Azarnoush et al. 2006).
Modeling and simulation is conducted to analyze architecture effectiveness and to verify architectural features. In the
literature, researchers have addressed the issues of coordination and interoperability in a SoS (Abel and Sukkarieh
Architecting Approaches for Systems of Systems 689
2006; Sahin et al. 2007). In order to study SoS characteristics and parameters, one needs to have realistic simulation
frameworks properly designed for system of systems architecture. There are some attempts to develop simulation
frameworks for multi-agent systems using Discrete Event Simulation (DEVS) tools (Zeigler et al. 2000a). In these
research efforts, the major focus is given to DEVS architecture with JAVA. In (Mittall 2000), DEVS state machine
approach is introduced. Finally, DEVS Modeling Language (DEVSML) is developed by using XML based JAVA in
order to simulate systems in a net-centric way with relative ease. Sahin et al. (2007) have recently introduced a
discrete event XML based SoS simulation framework based on DEVS and JAVA.
The enablers of openness include open standards and open specifications, which draw from consensus amongst a
community of interest, and are published by, and freely available within, that community. An open specification
must ensure that its detail-level is allows for it to be implementable by independent parties. Compliance with open
standards is intended to ensure consistent results (Henshaw, et. al., 2011). This parallels the notion of open systems
architecture, which is an open specification of the architecture of a system or system of systems for the purpose of
acquiring specified capabilities. As a general feature of good design (for a system or system of systems), an open
system architecture should allow for the quick and easy improvement and updating of the system capabilities, by
adding or changing components. However, Henshaw et. al. (2011) also denote that open architecture represents a
commercial challenge (rather than a technical one) and that establishing open architecture approaches to acquisition
can be challenging, due to issues involving protection of intellectual property (IP) and commercial advantage.
Interoperability
Interoperability within a SoS implies that each system can communicate and interact (control) with any other system
regardless of their hardware and software characteristics or nature. This implies that each constituent member (and
potential new members) of a SoS should be able to communicate with others without compatibility issues in the
operating systems, communication hardware, and so on. For this purpose, a SoS needs a common language the SoS’s
systems can speak. Challenges here are to work towards a common language for exchange of information and data
among systems of a SoS. Examples of such system are XML (eXtensible Markup Language), as one potential
candidate (Jamshidi, 2009a).
Architecting Approaches for Systems of Systems 691
However, interoperability must be achieved at many levels and not just at the data/network level. There are a number
of frameworks that describe the levels of interoperability. From military applications, the NCOIC (Network Centric
Operations Industry Consortium) Interoperability Framework (NCOIC 2008) covers three broad levels of
interoperability, subdivided into further layers as indicated below:
• Network Transport:
• Physical Interoperability and
• Connectivity and Network Interoperability;
• Information Services:
• Data/Object Model Interoperability,
• Semantic/Information Interoperability, and
• Knowledge/Awareness of Actions Interoperability; and
• People, Processes and Applications:
• Aligned Procedures,
• Aligned Operations,
• Harmonized Strategy/Doctrine, and
• Political or Business Objectives.
This spectrum of interoperability layers requires appropriate coherence at each layer consistent with the SoS shared
goals.
There exist interoperability frameworks in other fields of activity. An example is the European Interoperability
Framework (European Commission 2004), which focuses on enabling business (particularly e-business)
interoperability and has four levels within a political context:
• Legal Interoperability,
• Organizational Interoperability,
• Semantic Interoperability, and
• Technical Interoperability.
The interoperability between the component systems of a SoS is a fundamental design consideration for SoS that
may be managed through the application of standards.
References
Works Cited
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Political Science Voting Models." Proceedings of the IEEE International Conference on System of Systems
Engineering, April 24-26, 2006, Los Angeles, CA, USA.
Azani, C. 2009. A Multi-criteria Decision Model for Migrating Legacy System Architectures into Open Systems and
Systems-of-Systems Architectures. Washington, DC, USA: Defense Acquisition University.
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Architecting Approaches for Systems of Systems 692
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Century. Hoboken, NJ, USA: Wiley.
Lopez D. 2006. "Lessons Learned From the Front Lines of the Aerospace." Proceedings of the IEEE International
Conference on System of Systems Engineering, April 24-26, 2006, Los Angeles, CA, US.
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Rebovich Jr., G. 2009. "Chapter 6: Enterprise System of Systems," in Systems of Systems Engineering - Principles
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Sahin, F., M. Jamshidi, and P. Sridhar. 2007. "A Discrete Event XML based Simulation Framework for System of
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Architecting Approaches for Systems of Systems 693
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Chen, D., G. Doumeingts, F. Vernadat. 2008. "Architectures for Enterprise Integration and Interoperability: Past,
Present and Future." Comput.Ind. 59 (7):647-659.
Maier, M.W. 1998. "Architecting Principles for Systems-of-Systems." Systems Engineering. 1 (4): 267-284.
Additional References
Dickerson, C.E., S.M. Soules, M.R. Sabins, and P.H. Charles. 2004. Using Architectures for Research, Development,
and Acquisition. Washington, DC, USA: Office of the Assistant Secretary of The Navy (Research Development And
Acquisition). ADA427961. Available: http://handle.dtic.mil/100.2/ADA427961.
European Commission. 2010. "Annex to the Communication from the Commission to the European Parliament, the
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for European public services. Available: http://ec.eupora.eu/isa/strategy/doc/annex_ii_eif_en.pdf
Giachetti, R.E. 2010. Design of Enterprise Systems, Theory, Architecture, and Methods. Boca Raton, FL, USA: CRC
Press.
Rhodes, D.H., A.M. Ross, and D.J. Nightingale. 2010. "Architecting the System of Systems Enterprise: Enabling
Constructs and Methods from the Field of Engineering Systems." IEEE International Systems Conference, March
23-26, 2009, Vancouver, Canada.
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In perhaps the earliest reference to Systems of Systems (SoS), Ackoff (1971) describes a concept that is mostly
concerned with organizations, i.e. social. However, this section is concerned with the socio-technical aspects of
technical SoS, which are composed of interdependent resources, such as, people, processes, information, and
technology that interact with each other and with their environment in support of a common mission (glossary).
SoS Governance
Generally, design and operation of complex systems is concerned with control, but the classification of SoS
(Dahmann, et. al., 2008) is based on the notion of diminishing central control, as the types go from directed to
virtual. Sauser, et. al. (2009) has described the ‘control paradox of SoS’ and asserted that for SoS, ‘management’ is
replaced by ‘governance’. ‘Control is a function of rules, time, and bandwidth; whereas command is a function of
trusts, influence, fidelity, and agility’.
Some practitioners have found the Cynefin framework, developed by David Snowden, helpful in understanding the
nature of complexity that may arise in SoS. Developed from knowledge management considerations, Kurtz and
Snowden (2003) propose three reasons why the behavior of systems involving people may be difficult to predict.
Firstly, humans are not limited to one identity, and so modelling human behaviors using norms may not be reliable.
Secondly, humans are not limited to acting in accordance with predetermined rules. Thirdly, humans are not limited
to acting on local patterns. These reasons all undermine control, so that the sociological aspects of SoS make their
behaviours hard to predict and, possibly indeterminate. The Cynefin framework considers systems to be classified in
four domains:
• Known – simple systems with predictable and repeatable cause and effect
• Knowable – amenable to systems thinking and analytical/reductionist methods
• Complex – adaptive systems where cause and effect are only discernable in retrospect and do not repeat
• Chaotic – no cause and effect relationships are perceivable
The different types of SoS (directed, acknowledged, collaborative, and virtual) could all be described in any of the
above domains, depending on many factors internal to the SoS, but in all cases it is the sociological element of the
socio-technical SoS that is most likely to give rise to ambiguity in predicting behavior.
A major governance issue for SoS is understanding the ownership of, and making reliable estimates of risk (Fovino
& Masera, 2007). High levels of connectivity, and the potential for emergent behavior due to the interactions of
separately owned/operated constituent systems, means that significant risks may go unacknowledged and their
mitigations unplanned.
In general, governance can be summed up by asking three connected questions (Siemieniuch and Sinclair, 2014):
• Are we doing the right things (leadership)?
• Are we doing those things right (management)?
• How do we know this (metrics and measurements)?
Currently, there is no accepted framework for addressing these questions in a SoS context, but Henshaw et. al.
(2013) highlighted architectures as an important means through which governance may be clarified. They postulate
that a SoS can be regarded as a set of trust and contract relationships between systems (i.e. including both informal
and formal relationships). The systems architect of a constituent system must, therefore, address trust issues for each
participating organization in the overall enterprise with which his/her system must interoperate. For SoS, technical
engineering governance is concerned with defining and ensuring compliance with trust at the interface between
constituent systems. An example of difficulty managing the interfaces in a SoS is provided in the Cassini-Huygens
mission case study .
Socio-Technical Features of Systems of Systems 696
Situational Awareness
Situational awareness is a decision maker’s understanding of the environment in which he/she takes a decision; it
concerns information, awareness, perception, and cognition. Endsley (1995) emphasizes that situational awareness is
a state of knowledge. There are numerous examples of SoS failure due to the operator of one constituent system
making decisions based on inadequate knowledge of the overall SoS (big picture).
On the other hand, SoS development is also viewed as the means through which improved situational awareness may
be achieved (Van der Laar, et. al., 2013). In the defense environment, Network Enabled Capability (NEC) was a
system of systems approach motivated by the objective of making better use of information sharing to achieve
military objectives. NEC was predicated on the ability to share useful information effectively among the
stakeholders that need it. It is concluded that improving situational awareness will improve SoS performance, or at
least reduce the risk of failures at the SoS level. Thus, the principles which govern the organization of the SoS
should support sharing information effectively across the network; in essence, ensuring that every level of the
interoperability spectrum is adequately serviced. Operators need insight into the effect that their own local decisions
may have on the changing SoS or environment; similarly they need to understand how external changes will affect
the systems that they own.
Increasingly, SoS include constituent systems with high levels of autonomous decision making ability, a class of
system that can be described as cyber-physical systems (of systems). The relationship to SoS is described by
Henshaw (2016). Issues arise because autonomy can degrade human situational awareness regarding the behavior of
the SoS, and also the autonomous systems within the SoS have inadequate situational awareness due to a lack of
competent models of humans (Sowe, 2016)
References
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Socio-Technical Features of Systems of Systems 697
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Capability Engineering 698
Capability Engineering
Lead Authors: Judith Dahmann, Bud Lawson, Mike Henshaw
Capability is increasingly being used to describe the Systems Engineering of Operational Capabilities. The INCOSE
UK Capability System Engineering Guide (Kemp and Daw) built on this analysis and describes:
• That Capabilities are realised through a combination of people, processes, information as well as equipment;
• They are concerned with delivering outcomes, rather than outputs;
• They are enduring, with capabilities being upgraded rather than replaced;The term emerged in defence in the
early 2000, however the concepts go back far earlier (Checkland, 1997).
• The concepts of Capability Systems Engineering have been used in Rail (Dogan, 2012) and Healthcare (Royal
Academy of Engineering, 2017).
is widely used across many industrial sectors and has begun to take on various specific meanings across, and even
within, those sectors. Terms such as capability-based acquisition, capability engineering and management, life
capability management, capability sponsor, etc. are now ubiquitous in defense and elsewhere. Henshaw et al. (2011)
have identified at least eight worldviews of capability and capability engineering and concluded that the task of
capability engineering is not consistently defined across the different communities.
The aim of capability systems engineering is to ensure that the upgraded capability meets stakeholders needs. Good
Capability Systems Engineering provides a clear line of sight from the purpose of the capability, through the
operational concept and whole system design down to specific requirements and interfaces (Figure 1)
[Add Figure]
Capability engineering is concerned with the whole lifecycle (Figure 2); the “Fuzzy front end” of capability
trade-offs, the conventional ‘V’ product lifecycle, and the “Messy in-service” support phase.
[Add figure]
Capability Systems Engineering uses standard SE tools, applied from the perspective of the asset owner-operators
(i.e. the military user or rail transportation provider).
Kemp and Daw (2014) note several differences between Capability Systems Engineering and the more traditional
product Systems Engineering:
• Using persuasion and influence as much as command and control to implement decisions
• Building in flexibility where possible, as the capability will change.
• Implementing the transition to the improved capability as both an engineering and cultural change.
• Recognising that capabilities are often Complex Adaptive Systems. As the capability improves, users or
competitors change their behaviour, reducing the effectiveness of the capability
• Capability trade-offs are not about simple comparisons, between similar things – often they are choices between
new equipment, better training or new processes.
There is a strong relationship between Capability Engineering and system of systems (SoS).. To some a Capability is
a type of system/SoS, to others it is what the system/SoS does. This is explored in Henshaw et al. (2011), who
describe at least eight worldviews of capability and capability engineering
Capability Engineering 699
References
Works Cited
Henshaw, M., D. Kemp, P. Lister, A. Daw, A. Harding, A. Farncombe, and M. Touchin. 2011. "Capability
Engineering - An Analysis of Perspectives." Presented at International Council on Systems Engineering (INCOSE)
21st International Symposium, June 20-23, 2011, Denver, CO, USA.
Checkland P. and Holwell, S, 1997, Information, Systems and Information Systems: Making Sense of the Field
Dogan, H., Henshaw, M. and Johnson, J., 2012. An incremental hybridisation of heterogeneous case studies to
develop an ontology for Capability Engineering. In: INCOSE, ed. The 22nd Annual INCOSE International
Symposium 9-12 July 2012 Rome, Italy.
Royal Academy of Engineering, 2017, Engineering better care a systems approach to health and care design and
continuous improvement
Erl, T. 2008. SOA Principles of Service Design. Boston, MA, USA: Prentice Hall Pearson Education.
Hitchins, D.K. 2003. Advanced Systems Thinking, Engineering and Management. Norwood, MA, USA: Artech
House, Inc.
OGC (Office of Government Commerce). 2009. ITIL Lifecycle Publication Suite Books. London, UK: The
Stationery Office.
Capability Engineering 700
Primary References
Henshaw, M., D. Kemp, P. Lister, A. Daw, A. Harding, A. Farncombe, and M. Touchin. 2011. "Capability
Engineering - An Analysis of Perspectives." Presented at International Council on Systems Engineering (INCOSE)
21st International Symposium, June 20-23, 2011, Denver, CO, USA.
Kemp D., Daw A. 2014, INCOSE UK Capability Systems Engineering Guide
Additional References
Davies, J.K. 2011. Survey of Background Literature for Capability Engineering. INCOSE UK Capability Working
Group Report.
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:
• Overview of the Healthcare Sector
• Systems Engineering in Healthcare Delivery
• Systems Biology
• Lean in Healthcare
processes, with technology as a tool to support the delivery of safe, affordable, and accessible care.
To achieve this system approach healthcare projects follow a version of the SE life cycle described in SEBoK Part 3.
This included the creation of Stakeholder and System Requirements, Systems Architecture and Design and System
Integration, Verification and Validation. The SE life cycle extends to include System Deployment, Operation,
Maintenance and Logistics. Healthcare project will also follow some of the Systems Engineering Management
processes described in Part 3.
It is vitally important for the healthcare systems engineer to ensure socio-technical integration and interoperability
among system components are part of any project – the last thing healthcare needs is another standalone innovation
that perpetuates the silos that exist in the field today. Remaining focused on the objective and problem to solve,
managing scope creep, disciplined design, implementation, and project management are key activities the Systems
Engineer is responsible for in healthcare systems engineering.
• The different types of healthcare reimbursement across the world (universal coverage private insurance, national
single provider, national single payer, private insurance, and out of pocket) creates dramatically different market
dynamics (for individuals, healthcare providers, and product developers) . (Reid 2010)
(b) Design and 6.3.1 Project Planning Process 5.1 Project Planning Process
development planning
(c) Design input. 6.4.2 Stakeholder needs and requirements definition process 4.2 Stakeholder needs and requirements definition process
6.4.3 Systems requirements definition process 4.3 Systems requirements definition process
(d) Design output 6.4.5 Design definition process 6.4.7 Implementation 4.5 Design definition process 4.7 Implementation process
process
(e) Design review 6.3.2 Project Assessment and Control process 5.2 Project Assessment and Control process
(i) Design changes 6.3.5 Configuration Management Process 6.4.13 5.5 Configuration Management Process 4.13 Maintenance
Maintenance Process Process
(j) Design history file 6.2.6 Knowledge Management Process 5.6 Information Management Process
In the biomedical and healthcare environment, an important differentiator in Risk Management activities compared
to other industries (see Risk Management) is that the users and patients are the center of risk analysis rather than
technical or business risks. Risk management is an important element of the design control process, as preliminary
hazard analysis drive initial design inputs. Traceability between identified risks, risk mitigations, design inputs, and
design outputs is a key factor in product clearance through regulatory agencies. Most regulatory bodies have
recognized ISO 14971: Medical devices -- Application of risk management to medical devices as a methodology for
assessing and documenting product safety and effectiveness.
Usability Engineering is an important subset of risk management activities. ISO 62366-1 Medical devices – Part 1:
Application of usability engineering to medical devices provides a “process for a manufacturer to analyze, specify,
develop and evaluate the usability of a medical device as it relates to safety. This usability engineering (human
factors engineering) process permits the manufacturer to assess and mitigate risks associated with correct use and use
errors, i.e., normal use.“ . (IEC 62366-2015) For example, for a device designed for home care use, there are many
complex interfaces that product designers must consider. Patients may be physically or cognitively affected (age,
medication, injury, etc.); they may be untrained or cared for people who are untrained; they are not professionals
used to technical systems, etc. Even in the hospital setting, untrained patients may have physical access to systems.
This puts a critical focus on usability and human factors considerations and the complexity of the use environment.
Further, as medical devices incorporate more software and become cyber-physical devices, the regulators are also
focusing on privacy and security (ISO 21827) and software life cycle management (ISO 62304).
Healthcare Systems Engineering 704
Figure 1 Overlap of Regulations and Standards for Medical Device Development. (Modified from (Malins et al. 2015). Used with
Permission. All other rights are reserved by the copyright owner.)
Medical Device regulations, guidance, and technical standards are constantly changing, adding a complex dynamic
to manage and incorporate throughout the product development life cycle.
The in-vitro diagnostic industry also uses many systems, small devices (e.g. self-testing blood glucose or coagulation
monitoring systems) all the way to large, fully automated, high throughput systems for the use in centralized
laboratories. Very often, these systems operate as a closed system, so that the reagents used for the diagnostics tests,
are proprietary and the vendor of the system only guarantees high quality results only when using the proprietary
chemistry. This enables the vendors to often ‘place’ the instruments as highly competitive prices when the actual
profit is generated through the consumables.
For the chemistry part of pharma, understanding the scientific method, using a systems thinking approach, and using
six sigma approaches to managing variation and interdependencies is critical. Once you create a product which
includes software and physical parts (including manufacturing equipment), systems engineering of the functional
design, design analysis, and integration and verification of the solution become critical.
Conclusion
While systems engineering practices apply to the healthcare domain, they face different challenges than other
industries and need to be tailored. In fact, different segments of the healthcare industry can take significantly
different approaches to effective systems engineering and systems thinking.
References
Works Cited
21 CFR 820.30. “Part 820 – Quality System Regulation: Subpart C – Design Controls.” Title 21 – Food and Drugs:
Chapter I – Food and Drug Administration, Department of Health and Human Services: Subchapter H – Medical
Devices. Available at: https://www.accessdata.fda.gov/scripts/cdrh/cfdocs/cfCFR/CFRSearch.cfm?fr=820.30
Andel, C., S.L. Davidow, M. Hollander, D.A. Moreno. 2012. “The economics of health care quality and medical
errors.” Journal of Health Care Finance. 39(1):39:50. Abstract available at: http:/ / www. ncbi. nlm. nih. gov/
pubmed/ 23155743 200,000 Americans die from preventable medical errors including facility-acquired conditions
and millions may experience errors. In 2008, medical errors cost the United States $19.5 billion.
Carafono, J.J. 2011. The Great Eastern Japan Earthquake: Assessing Disaster Response and Lessons for the U.S.
Washington, DC: The Heritage Foundation. Special Report #94 for Japan. May 25, 2011.
FDA. 2014. “Premarket Approval (PMA)”. Washington, DC: U.S. Food and Drug Administration (FDA). Accessed
February 17, 2016. Available at: http:/ / www. fda. gov/ Medicaldevices/ Deviceregulationandguidance/
Howtomarketyourdevice/Premarketsubmissions/Premarketapprovalpma/Default.Htm
GHTC. 2015. “Will We Learn from the Lessons of the Ebola Outbreak?” 2015 Policy Report. Washington, DC:
Global Health Technologies Coalition (GHTC).
Gursky, E. 2005. Epidemic Proportions: Building National Public Health Capabilities to Meeting National Security
Threats. Arlington, VA: Analytic Services Inc. (ANSER).
Harvard University. 2010. “Department of Systems Biology.” Cambridge, MA: Harvard University. Accessed
February 17, 2016. Available at: https://sysbio.med.harvard.edu/
Hospital Safety Score. 2013. “Hospital Errors are the Third Leading Cause of Death in U.S., and New Hospital
Safety Scores Show Improvements are Too Slow.” Washington, DC: The LeapFrog Group. Accessed February 17,
2016. Available at: http:/ / www. hospitalsafetyscore. org/ newsroom/ display/
hospitalerrors-thirdleading-causeofdeathinus-improvementstooslow
Healthcare Systems Engineering 707
IEC. 2015. Medical devices – Part 1: Application of usability engineering to medical devices. Geneva, Switzerland:
International Electrotechnical Commissions. IEC 62366-1:2015. Available at: http:/ / www. iso. org/ iso/
catalogue_detail.htm?csnumber=63179
INCOSE. 2015. “Section 8.2.2.” Systems Engineering Handbook: A Guide for System Life Cycle Processes and
Activities, version 4.0. Hoboken, NJ, USA: John Wiley and Sons, Inc, ISBN: 978-1-118-99940-0
Institute of Medicine. 1999. To Err is Human: Building a Safe Health System. Washington, DC: The National
Academy Press, The National Academy of Sciences. Novermber 1999. Available at: https:/ / iom.
nationalacademies. org/ ~/ media/ Files/ Report%20Files/ 1999/ To-Err-is-Human/
To%20Err%20is%20Human%201999%20%20report%20brief.pdf
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
Leveson, N.G. 2011. Engineering a Safer World: Systems Thinking Applied to Safety. Cambridge, MA:
Massachusetts Institute of Technology (MIT).
Presidential Council of Advisors on Science and Technology. 2010. Report to the President: Realizing the Full
Potential of Health Information Technology to Improve Healthcare for Americans: The Path Forward. Washington,
DC: Presidential Council of Advisors on Science and Technology, The White House. December 2010. Available at:
https://www.whitehouse.gov/sites/default/files/microsites/ostp/pcast-health-it-report.pdf.
Reid, T.R. 2010. The Healing of America: A Global Quest for Better, Cheaper, and Fairer Health Care. New York,
NY: Penguin Books.
Salinsky, E. and E. Gursky. 2006. “The Case for Transforming Governmental Public Health.” Health Affairs. 25(4).
1017-2018. Available at: http://content.healthaffairs.org/content/25/4/1017.full
The Heritage Foundation. 2012. One Year Later: Lessons from Recover After the Great Eastern Japan Earthquake.
Washington, DC: The Heritage Foundation. Special Report #108 on Asia and the Pacific. April 26, 2012.
The White House. 2006. The Federal Response to Hurricane Katrina Lessons Learned. Washington, DC: The White
House. February 2006. Available at http://library.stmarytx.edu/acadlib/edocs/katrinawh.pdf
Primary References
None.
Additional References
None.
This article describes some of the stakeholders of the healthcare sector and the factors which influence the
application of systems engineering within it. For an overview of healthcare systems engineering and how it deals
with these influences see the Healthcare Systems Engineering article.
The healthcare sector is a complex system made up of people, facilities, laws and regulations. It addresses current
health, tries to ensure wellness, treats medical problems; creates new medication and medical devices; manages the
health both individuals and populations; and helps determine regulations for safety, privacy, the environment, and
healthcare delivery itself.
Stakeholders
There are many types of stakeholders in the healthcare sector. The space covers everyone from the general public –
who have a stake in their own health and the health of those around them for issues like infectious disease – to the
individual researchers who investigate current healthcare problems. The high-level groups of stakeholders include:
• The general public;
• Healthcare providers (such as doctors, nurses, clinics, and hospitals);
• Payers (such as insurance companies);
• Public health organizations;
• Researchers, scientists, and corporations in the pharmaceutical industry;
• Medical device manufacturers;
• Policy makers (particularly those with interest in public health, healthcare safety or privacy policies);
• Healthcare information technology technicians and organizations; and
• Professional organizations and societies relevant to the various aspects of the space.
The healthcare sector is an enormous area financially as well. For example, out of $2.87 trillion on healthcare spent
in the US in 2010, the breakdown of components is:
Research $48B
The sections below provide insight into the landscape for these the stakeholder groups where there is sufficient
information currently available. More detail will be added as the healthcare aspects of the SEBoK mature and the
team will take particular care to incorporate additional information from outside the US going forward.
Overview of the Healthcare Sector 709
Healthcare Delivery
The largest share of the money spent on healthcare in the US healthcare is in hospitals (almost a third). The number
of hospitals has been relatively flat for the last 20 years. However, due to the growing cost pressures and increasing
paperwork, there has been a general consolidation of hospitals into chains, and independent physician providers into
hospitals or group practices. (Emmanuel 2014)
Hospitals range from small community hospitals to the New York-Presbyterian Hospital/Weill Cornell Medical
Center with 2,259 beds (Becker 201)], or the University of Pittsburgh Medical Center Presbyterian with $12B in
revenue in 2013. (Becker 2013).
Hospital chains tend to be less than 10 hospitals, with less than 10 chains having more than 10 hospitals (Becker
2015). The largest two have almost 200 hospitals (Community Health Systems with 188 and Hospital Corporation of
America with 166). The largest systems by revenue are Kaiser Permanente and the Veterans Health Administration
with revenue or budget of slightly over $50B each.
Endoscopy $33B
Defibrillators $13B
Infusion pump $ 7B
Magnetic Resonance $ 7B
Digital Xray $ 5B
Overview of the Healthcare Sector 710
As described in Healthcare Systems Engineering, this is the area of the healthcare sector that is most closely aligned
with classic product-focused businesses.
Healthcare IT
There is a large uncertainty in what constitutes Healthcare IT. The most visible segment is the Electronic Medical
Record (EMR) or Electronic Health Record (EHR), but there is also large markets in billing management, clinical
decision support, image management, etc. But there is a divergence of market sizes with estimates around $60B
[Bain, FierceIT] and some around $104B [Markets and Markets, MedGadget, and PRNewswire].
An EHR installation at a hospital is similar to an Oracle database installation at a company, where much of the cost
is customizing the database and workflows to the institution’s policies and workflows, and in training the users to the
new system and standardized practices which come with IT and automation.
Optum $5.2B
McKesson $3.1B
Dell $2.9B
Cognizant $2.7B
Philips $2.7B
Xerox $2.4B
Siemens $2.0B
GE Healthcare $1.5B
Conclusion
In addition to each group of stakeholders being complex in itself, these stakeholders then interact and work together -
or sometimes contradict one another. This makes the landscape of the healthcare systems engineering space itself
complex and highlights the need for systems thinking and systems approaches when attempting to address any
health-related issues or challenges.
References
Works Cited
AHA. 2014. "Fast Facts on US Hospitals." Chicago, IL: American Hospital Association (AHA). September 2014.
Available at: http://www.aha.org/research/rc/stat-studies/fast-facts.shtml
Becker's Healthcare. 2015. "10 largest for-profit hospital systems | 2015". Becker's Hospital Review. June 30, 2015.
Available at: http://www.beckershospitalreview.com/lists/10-largest-for-profit-hospital-systems-2015.html
Becker's Healthcare. 2014. "100 Largest Hospitals in the US". Becker's Hospital Review. August 7, 2014. Available
at: http://www.beckershospitalreview.com/lists/8-7-14-100-largest-hospitals-in-america.html
Becker's Healthcare. 2013. "100 Top-Grossing Hospitals in the US". Becker's Hospital Review. June 24, 2013.
Available at: http://www.beckershospitalreview.com/lists/100-top-grossing-hospitals-in-america-2013.html
Eliades, G., M. Retterath, N. Hueltenschmidt, and K. Singh. 2012. Healthcare 2020. Amsterdam, The Netherlands:
Bain & Company. Available at: http://www.bain.com/Images/BAIN_BRIEF_Healthcare_2020.pdf.
Emmanuel, E.J. 2014 Reinventing American Health Care: How the Affordable Care Act will Improve our Terribly
Complex, Blatantly Unjust, Outrageously Expensive, Grossly Inefficient, Error Prone System. New York City, NY:
PublicAffairs.
Gold, A. 2014. "Global healthcare IT market projected to hit $66 billion by 2020." FierceHealthIT. April 1, 2014.
Available at; http:/ / www. fiercehealthit. com/ story/ global-healthcare-it-market-projected-hit-66-billion-2020/
2014-04-01.
Gursky, E. 2005. Epidemic Proportions: Building National Public Health Capabilities to Meeting National Security
Threats. Arlington, VA: Analytic Services Inc. (ANSER). Healthcare Informatics. 2015."2015 HCI 100." Available
at: http://www.healthcare-informatics.com/hci100/2015-hci-100-list
Markets and Markets. 2015. North American Healthcare IT Market by Product (EHR, RIS, PACS, VNA, CPOE,
mHealth, Telehealth, Healthcare analytics, Supply Chain Management, Revenue Cycle Management, CRM, Claims
Management) by End User (Provider, Payer) - Forecast to 2020. October 2015. Available at: http:/ / www.
marketsandmarkets.com/Market-Reports/north-america-healthcare-it-market-1190.html
MedGadget. 2015. "Global Healthcare IT Market 2020 - Industry Survey, Market Size, Competitive Trends: Radiant
Insights, Inc". November 2, 2015. Available at: http:/ / www. medgadget. com/ 2015/ 11/
global-healthcare-it-market-2020-industry-survey-market-size-competitive-trends-radiant-insights-inc.html
PRNewswire. 2015. "Healthcare IT Market Size to Reach $104.5 Billion by 2020: Grand View Research, Inc."
October 15, 2015. Available at: http:/ / www. prnewswire. com/ news-releases/
healthcare-it-market-size-to-reach-1045-billion-by-2020-grand-view-research-inc-533012831.html
WHO. 2016. "Health Topics: Epidemiology." Geneva, Switzerland: World Health Organization. Available at: http:/ /
www.who.int/topics/epidemiology/en/
WHO. 2016. "Trade, foreign policy, diplomacy, and health: Public Health." Geneva, Switzerland: World Health
Organization. Available at: http://www.who.int/trade/glossary/story076/en/
Overview of the Healthcare Sector 712
Primary References
None.
Additional References
None.
The healthcare system is complex and adaptive and confronts significant challenges for which systems engineering
tools are useful and necessary. The President’s Council of Advisors on Science and Technology (PCAST) prepared
a report concluding that healthcare improvement could be accelerated with the use of systems engineering. (PCAST
2014) They noted that they key incentives are wrong (fee for service vs. fee for outcomes), and key enablers are
missing (access to useful data, lack accepted systems techniques and people trained in systems engineering)
This article provides an overview of healthcare delivery with some historical context, and describes some different
approaches to systems engineering which have been found helpful in addressing healthcare delivery problems.
primary care providers interacting with approximately 200 specialists in any given year and the complexity that care
providers face on a daily basis becomes clear.
In short, the healthcare delivery system is itself a complex adaptive system and represents a wicked_problem_,
whereby any changes to the system intended to solve an issue will likely create other issues.
To address these concerns the IOM partnered with the National Academy of Engineering (NAE) to see what could
be done from a systems engineering perspective to address the real challenges facing the industry in Building a
Better Delivery System. (Compton et al. 2005). That was followed by the realization that standard systems
engineering needed to be modified and healthcare was and would remain a human centered endeavor as stated in
Best Care at Lower Cost (Smith et al. 2013)
Three Approaches
Although there are many accepted approaches to healthcare systems engineering and improvement, here we outline
three that share common characteristics and are representative of most of the other methods.
The first approach is Lean Six Sigma which is a combination of two methods. Lean has its roots in the Toyota
Production System (Ohno 1988) and the work of the International Motor Vehicle Program (Womack, Jones, & Roos
1990). Six-Sigma has its roots at Motorola and the work of Bill Smith. These two methods were combined by
Michael L. George (see (George 2002) and (George 2003)). It includes techniques like value stream mapping, waste
elimination, root cause analysis, and voice of customer. For additional information see Lean Engineering and Lean in
Healthcare.
The second approach is based on industrial engineering, which has its roots in the work of Frederick Taylor and
others. This approach includes tools such as discrete event simulation, ergonomics, production control, and
operations research as shown in Figure 1. For additional information, see Systems Engineering and Industrial
Engineering.
Insert Table ES-1 from Building a Better Delivery System here once we obtain the proper permissions.
The third approach is healthcare systems engineering. Traditional systems engineering uses a functional
decomposition approach; see for example (Defense Systems Management College 2001). However, healthcare
problems are often classified as wicked and complex and not amenable to traditional decomposition methods found
in other areas of engineering. (Rouse & Serban 2014).
There are many tailored approaches to improving healthcare delivery, but almost all are based on one of these three
approaches, or a combination of these.
site and several beta sites may be used at any phase to avoid local optimal solutions that don’t work globally.
Investigate Alternatives
During the proof-of-concept phase, visualizing the result is important for the reasons mentioned above. Therefore,
one or more initial prototypes may be developed with the alpha site. The goal is to get to a minimally viable product
as soon as possible to demonstrate the viability of the product or methodology. After the initial conversations and
meetings, participants have a need to have a common understanding of how the system will work. The systems
engineer would embrace the concept of operations with rich pictures, model based systems engineering, story
boards, customer journey maps and other tools so that we all have a common understanding of the proposed system.
Conclusion
Systems Engineering for Healthcare delivery shares many aspects with traditional SE, but differs significantly since
healthcare delivery is a service (not a product) and due to the domain specific challenges. In particular, problem
definition is a particularly ‘wicked’ problem, and measuring successful outcomes in a clear and objective fashion is
challenging.
References
Works Cited
Checkland, P. 1999. Systems Thinking, Systems Practice. Hoboken NJ: John Wiley.
Compton, W.D., G. Fanjiang, J.H. Grossman, & P.P. Reid. 2005. Building a better delivery system: a new
engineering/health care partnership. Washington DC: National Academies Press.
Conover, C.J. 2012. American health economy illustrated. Washington DC: American Enterprise Institute.
Defense Systems Management College. 2001. Systems engineering fundamentals: Supplementary text. Fort Belvoir,
VA: The Press.
George, M.L. 2002. Lean Six Sigma. New York, NY: McGraw-Hill.
George, M.L. 2003. Lean Six Sigma for Service. New York, NY: McGraw-Hill.
Griffith, J.R., & K.R. White. 2007. The Well-Managed Healthcare Organization. Chicago, IL: Health
Administration Press.
Institute of Medicine. 2001. Crossing the quality chasm: A new health system for the 21st century. Washington DC:
National Academy Press.
Kohn, L.T., J. Corrigan, & M.S. Donaldson. 2000. To err is human: Building a safer health system. Washington DC:
National Academy Press.
McConnell, S. 1996. Rapid Development. Redmond, WA: Microsoft Press.
Ohno, T. 1988. Toyota Production System. Portland OR: Productivity Press.
PCAST. 2014. Better Health Care and Lower Costs: Accelerating Improvement through Systems Engineering.
Washington DC.: President’s Council of Advisors on Science and Technology (PCAST).
Rouse, W.B., & N. Serban. 2014. Understanding and managing the complexity of healthcare. Cambridge, MA: The
MIT Press.
Systems Engineering in Healthcare Delivery 717
Smith, M.D., R.S. Saunders, L. Stuckhardt, & J.M. McGinnis. 2013. Best care at lower cost: The path to
continuously learning health care in America. Washington DC: National Academies Press.
Womack, J.P., D.T. Jones, and D. Roos.1990. The machine that changed the world. New York, NY: Harper Collins.
Primary References
PCAST. 2014. Better Health Care and Lower Costs: Accelerating Improvement through Systems Engineering.
Washington DC.: President’s Council of Advisors on Science and Technology (PCAST).
Additional References
None.
Systems Biology
Lead Authors: Bridgette Daniel Allegro, Gary Smith, Contributing Authors: Chris Unger, Nicole Hutchison
Systems biology is the computational and mathematical modelling of complex biological systems. Systems biology
is a biology-based inter-disciplinary field of study that focuses on complex interactions within biological systems,
using a holistic approach to biological research. From year 2000 onwards, the concept has been used in the
biosciences in a variety of contexts. For example, the Human Genome Project is an example of applied systems
thinking in biology which has led to new, collaborative ways of working on problems in the biological field of
genetics. One of the outreaching aims of systems biology is to model and discover emergent properties of cells,
tissues and organisms functioning as a system whose theoretical description is only possible using techniques which
fall under the remit of systems biology. These typically involve metabolic networks or cell signalling networks.
(Wikipedia Contributors 2016)
function alone but exist in complex assemblies and pathways that form the building blocks of organelles, cells,
tissues, organs, organ systems and organisms, including man. The functioning of brain or muscle, liver or kidney, let
alone a whole person, is much greater than the sum of its parts.
Figure 1 - Levels of Structural Organization of the Human Body (source - https:/ / cnx. org/ contents/
Xh_25wmA@7/Structural-Organization-of-the#fig-ch01_02_01)'''
Advancements in Methods for Predicting “What If” in the Behavior of Complex Adaptive
Systems
Advances in engineering design and techniques carry a significant potential in driving the progress of Systems
Biology. Interventions to biological systems intended to improve health, whether environmental, pharmacological or
clinical, need to be carefully thought through and carried out to maximize benefit and reduce harm. The refinement
of techniques and tools enables devices and systems to achieve a defined performance within precise tolerance
limits, potentially allowing better interventions to complex biological systems. They will be increasingly necessary
to permit more reliable system-wide predictions of the effects of biomedical advances and to achieve desired clinical
results to a predefined tolerance, or at least to have a quantitative bound on the biological uncertainty.
Systems Biology 719
and help in planning clinical trials. Coupling this approach with pertinent genomic information holds the promise of
identifying patients likely to benefit most from or to be harmed by, a particular therapy as well as helping in the
stratification of patients in clinical trials. Symptoms that diagnose a disease do not necessarily equate to a common
cause.
Systems Biology is arguably the only research approach that has the potential to disentangle the multiple factors that
contribute to the pathogenesis of many common diseases. For example, hypertension, diabetes, obesity and
rheumatoid arthritis are known to be polygenetic in origin although individual genes may not have been identified.
Ultimately, the prevention of these conditions rests upon a comprehensive approach that engages with each of the
more important predisposing factors, genetic and environmental, that operate upon individuals. A systems approach
is already proving valuable in the study of complex scientific subjects and the research aimed at the prevention and
management of medical conditions. Illustrative examples are neuroscience, cancer, ageing and infectious diseases.
A Healthcare Paradigm Reinforcing the Causes of Health and Not Just the Treatment of
Disease
Notwithstanding the hugely important role that Systems Biology plays in understanding disease and designing drugs
that treat them, the greatest opportunities may lie in health maintenance and disease prevention. Even modest
measures that could retard the effect of ageing on brain, heart, bones, joints and skin would have a large impact on
the quality of life and future healthcare demands of older people and consequently on the provision of health
services. Young people are vulnerable too. Multifactorial diseases such as diabetes, obesity, allergies and
autoimmune conditions are becoming prevalent in younger people and unless effective measures are taken to prevent
an early and significant decline in their health, healthcare demand will increase exponentially. It is apparent that
multiple and diverse factors interact in determining health, quality of life and ageing. These include genetic makeup,
microbiota, diet, physical activity, stress, smoke and alcohol, therapeutic and social drugs, housing, pollution,
education, and only a systems approach will permit the understanding of how best to prevent and delay health
decline.
References
Works Cited
Wikipedia contributors. "Systems biology." Wikipedia, The Free Encyclopedia. Wikipedia, The Free Encyclopedia,
20 Aug. 2016. Web. 12 Sep. 2016.
Primary References
None.
Additional References
Bosch, T.C.G. and M.J. Mc-Fall-Ngai. 2011. "Metaorganizsms as the new frontier." Zoology. 114(4): 185-190.
September 2011. http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3992624/
Dollery, C. and R. Kitney. 2007. Systems Biology: a vision for engineering and medicine. London: The Academy of
Medical Sciences and The Royal Academy of Engineering. Available at https:/ / www. acmedsci. ac. uk/ viewFile/
publicationDownloads/1176712812.pdf
Endy, D. 2005. "Foundations for engineering biology." Nature. 438(7067): 449-453. 24 November 2005. Available
at: http://www.nature.com/nature/journal/v438/n7067/abs/nature04342.html
Harvard Medical School. 2010. "Department of Systems Biology." Cambridge, MA: Harvard Medical School,
Harvard University. Available at: https://sysbio.med.harvard.edu/
Systems Biology 721
Kitano, H. 2002. "Systems Biology: A Brief Overview." Science. 295(5560): 1662-1664. 01 March 2002. Available
at: http://science.sciencemag.org/content/295/5560/1662.
Sauser, B., J. Boardman, and D. Verma. 2010. "Toward a Biology of Systems of Systems." IEEE Transactions on
Systems, Man, and Cybernetics, Part A: Systems and Humans. 40(4): 803 - 814. Available at: http:/ / ieeexplore.
ieee.org/document/5467221/
Wikipedia contributors. "Systems biology." Wikipedia, The Free Encyclopedia. Wikipedia, The Free Encyclopedia,
20 Aug. 2016. Web. 12 Sep. 2016.
Lean in Healthcare
Lead Author: Bohdan Oppenheim, Contributing Authors: Chris Unger, Nicole Hutchison
Lean Thinking, or Lean for short, originated in Toyota factories in the 1960s, was “transplanted” to the U.S. in 1992
with the publication of Womack and Jones' Lean Thinking: Banish Waste and Create Wealth in Your Corporation
(2003), and evolved globally to practically all work domains: healthcare, engineering and systems engineering,
science, administration, supply chain, government, banking, aviation, and many others (Oppenheim 2011). Lean has
proven itself as the most effective methodology for improving operations identifying and eliminating waste from
work processes. (E.g. Womack and Jones 2003; Oppenheim 2011; Graban 2012; Toussaint and Gerard 2010; and
Oehmen 2012) Since 2003, Lean has established itself in healthcare operations.
With the endorsement of Lean for Systems Engineering with Lean Enablers for Systems Engineering in the Wiley
Series, (Oppenheim 2011) the International Council on Systems Engineering (INCOSE) has effectively adopted
Lean as one of its essential competencies. This book was followed with a major joint Project Management Institute
(PMI)-INCOSE-MIT publication of (Oehmen 2012) integrating Lean with Systems Engineering and Program
Management. Indeed, when applied with Systems Engineering and Systems Thinking, Lean becomes a powerful
weapon in bending the healthcare cost curve and improving the quality of care.
Three concepts are critical to the understanding of Lean: value, waste, and the process of creating value without
waste, which has been captured into the so-called Six Lean Principles, as follows.
• Value: M. Porter (2010) suggested that patients value three levels of care: (1) survival and the degree of recovery;
(2) the time required to get back to normal activities, and (3) the sustainability (individual and social cost) of
treatments.
• Waste: Table 1 lists the eight categories of waste used in healthcare. (Graban 2012; Toussaint 2010)
1. Waiting Patients wait in numerous queues in clinics, test facilities, ERs, pharmacies, and for insurance approvals; MDs wait for
next activity to occur (e.g. test results, information, approvals.)
2. Over-processing Performing work that is not valued or needed, e.g. MDs and RNs spending time on computer filling out bureaucratic
forms that nobody will review.
3. Over-production Performing more work than needed for value. Transport of a patient in a wheelchair performed by expensive medical
professionals because of the lack of transporters.
4. Inventory Excess inventory costs. Expired supplies that must be thrown away.
5. Transportation of Transportation of patients over long distances to test offices in hospitals. Poor layout of hospitals, EDs, or test facilities.
Patients
6. Motion of Staff Staff walking over long distances to fetch supplies, and between patients and central hospital stations.
7. Defects Treatment of hospital infections. Failed and repeated tests, repeated paperwork. Surgical cart missing an item. Wrong
medicine.
8. Waste of Human Burnout of medical staff. Frustrated employees quit making suggestions for improvements.
Potential
Table 2 lists the six Lean Principles (Graban 2012) and provides healthcare examples.
1. Value Specify value from the perspective of the customer: the patient.
2. Value Identify all the value-added steps across the entire process, crossing all departmental boundaries, linking the steps into a seamless
Stream process, and eliminating all steps that do not create value.
3. Flow Keep the processes flowing smoothly through all the steps, eliminating all causes of delay, such as batches of patients or items, and
quality problems.
4. Pull Avoid pushing work onto the next step or department; let work and supplied be pulled, as needed, when needed.
5. Perfection Pursue perfection through continuous improvement, Kaizen events, implement best work standards, checklists, training, and
promote improvement teams and employee suggestions.
6. Respect Create work environment based on synergy of cooperation, teamwork, great communication and coordination. Institute leadership.
People Abandon the culture of blaming and shaming.
Lean in Healthcare 723
Lean Practices
Lean healthcare strongly promotes engaging and leading employees. Lean places a big value on continuous
education and training of employees at all levels. Lean management promotes standardization of best practices (“the
best known way of doing it”, but not necessarily “identical”), checklists, redundancies, patient safety and privacy
rules, and patient data security and cybersecurity. Lean advocates visual management, with electronic or “black”
boards updated in real time and displaying all information important for the local employees to manage their
operation efficiently. Patient safety is still a significant problem in the U.S., in 1999 causing almost 250,000 deaths
(Institute of Medicine, 1999) and medical errors occur in one of three admissions. Instead of “blaming and shaming”
Lean promotes error and harm prevention and deep root-cause analysis, implementing processes and tools that make
it impossible to create an error.
processes and tools is then applied to eliminate the wastes. Training and active participation of local stakeholders is
always required.
References
Works Cited
B.W. Oppenheim, B.W. 2015. “Lean Healthcare,” INCOSE Healthcare Working Group webinar. San Diego, CA:
International Council on Systems Engineering. April 30, 2015. Available at: https:/ / onedrive. live. com/
redir?resid=147E5C4249DA0EFB%21142
Berwick, D. 2009, “National Forum Keynote, Institute for Healthcare Improvement.” Cambridge, MA: Institute for
Healthcare Improvement. Available at: http:/ / www. ihi. org/ IHI/ Programs/ AudioAndWebPrograms/
BerwickForumKeynote2009.htm (accessed July 4, 2011)
Graban, M. 2012. Lean Hospitals; Improving Quality, Patient Safety, and Employee Engagement. Boca Raton, FL:
CRC Press.
Kanter, M.K. 2015. “Strategic Partnership of Healthcare and Systems Engineering.” San Diego: INCOSE Healthcare
Working Group presentation, 2015
Loyola Marymount University. 2016. “MS Degree Program in Healthcare Systems Engineering.” Available at:
CSE.lmu.edu/graduateprograms/systemsengineering/healthcaresystemsengineeringms/
Medinilla, Á. 2014. ‘’Agile Kaizen: Managing Continuous Improvement Far Beyond Retrospectives.’’ New York,
NY: Springer, 2014
Murman, E. 2010 “The Lean Aerospace Initiative.” Boston MA: Lean Advancement Initiative (LAI) Annual
Conference.
Oehmen, J. 2012. The Guide to Lean Enablers for Managing Engineering Programs. PMI-INCOSE-LAI MIT. May
2012.
OMG. 2016. “MBSE Wiki.” Available at: http:/ / www. omgwiki. org/ MBSE/ doku. php (last accessed March 29,
2016)
Oppenheim, B.W. 2011. Lean for Systems Engineering with Lean Enablers for Systems Engineering. Hoboken, NJ:
Wiley Series in Systems Engineering and Management.
Porter, M. 2010. “What is Value in Healthcare?” New England Journal of Medicine. 363: 2488-2481. 08 December
2010.
Toussaint, J. and R. Gerard. 2010. On the Mend: Revolutionizing Healthcare to Save Lives and Transform the
Industry. Cambridge, MA: Lean Enterprise Institute. 06 June 2010.
Womack, J.P. and D. T. Jones. 2003. Lean Thinking: Banish Waste and Create Wealth in Your Corporation.
Washington, DC: Free Press.
Lean in Healthcare 726
Primary References
None.
Additional References
None.
Part 5 of the Guide to the SE Body of Knowledge (SEBoK) is a guide to knowledge about how an enterprise
prepares and positions itself to effectively perform the systems engineering (SE) activities described elsewhere in the
SEBoK.
Figure 1 SEBoK Part 5 in context (SEBoK Original). For more detail see Structure of the SEBoK
SE activities—how to develop requirements, select an appropriate life cycle model, and architect a system of
systems, and so on—are covered elsewhere, especially in Part 3, Systems Engineering and Management. An
organization that desires to do these things effectively must work through questions like whether to allow a project
manager to select the systems engineers he or she employs, and, if so, what competencies the project manager might
seek in those systems engineers. These are the kinds of questions that Part 5 explores.
The discussion defines three levels of organization: enterprise or business, team, and individual. To adapt an
example to a more complex organizational structure, simply decompose enterprises into sub-enterprises and teams
into sub-teams, as needed. For more about the different types of enterprises, see Types of Systems in Part 2.
Enabling Systems Engineering 728
Common Practices
There are as many different ways to enable SE performance as there are organizations, and every organization's
approach is detailed and unique. Nevertheless, common practices, methods, and considerations do exist. Part 5 uses
them as a framework to structure the relevant knowledge.
SE activities that support business needs and deliver value are enabled by many factors, including
• Culture (see Culture),
• SE competencies (see Determining Needed Systems Engineering Capabilities in Businesses and Enterprises) and
how the organization grows and deploys its workforce to acquire them, and
• SE tooling and infrastructure (see Systems Engineering and Management in Part 3).
For more on the distinction between businesses and enterprises and the value of systems engineering of enterprises to
them, see Enterprise Systems Engineering in Part 4. Systems of Systems (SoS), also in Part 4, contrasts the tighter
control over SE that is usual for businesses with the looser control that is usual for enterprises lacking a traditional
business structure. Groupings of Systems in Part 2, discusses the Directed SoS, to which the traditional business may
be equivalent.
Teams
Teams operate within the context of the businesses in which they reside. This context determines how the team is
enabled to perform SE.
For example, a business may grant a team wide autonomy on key technical decisions, which are made either by
systems engineers on the team or in consultation with team systems engineers. On the other hand, the same business
could instead create a generic set of SE processes that all teams are to tailor and use, constraining the team to adhere
to established business policies, practices, and culture. The business could even require that the team gain approval
for its tailored SE process from a higher level technical authority.
Teams are usually formed for a limited duration to accomplish a specific purpose, such as creating a new system or
upgrading an existing service or product. Once the purpose has been fulfilled, the team responsible for that effort is
usually disbanded and the individuals associated with the effort are assigned to new tasks. Exceptions do happen,
however. For example, a team of systems engineers tasked with assisting troubled programs throughout a
corporation could persist indefinitely.
References
Works Cited
None.
Primary References
None.
Additional References
None.
Part 5 on Enabling Systems Engineering explores how systems engineering (SE) is enabled at three levels of an
organization: the business or enterprise (hereafter usually just called "business" --- See Enabling Systems
Engineering for more on this), the team, 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:
• Systems Engineering Organizational Strategy
• Determining Needed Systems Engineering Capabilities in Businesses and Enterprises
• Organizing Business and Enterprises to Perform Systems Engineering
• Assessing Systems Engineering Performance of Business and Enterprises
• Developing Systems Engineering Capabilities within Businesses and Enterprises
• Culture
• 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-pace 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.
Enabling Businesses and Enterprises 732
Virtually every significant business (glossary) or enterprise (glossary) that creates products (glossary) or services
(glossary) benefits from performing a wide variety of systems engineering (SE) activities to increase the value
(glossary) that those products and services deliver to its owners, customers, employees, regulators, and other
stakeholders. (See Stakeholder Needs and Requirements.)
A business is a specific type of enterprise, usually a legal entity with a management structure that allows for
relatively tight control of its components...including how it enables SE. The term business is often used in this article
in lieu of enterprise because specific actions to enable SE are typically done by businesses. This is discussed further
in the parent article Enabling Systems Engineering. The strategy for organizing to conduct SE activities is important
to their effectiveness. For example, every enterprise has a purpose, context, and scope determined by some of its
stakeholders and modified over time to increase the value the enterprise offers to them.
Some enterprises are for-profit businesses. Others are not-for-profit businesses that work for the public good. Still
others are non-traditional businesses, but more loosely structured entities without legal structure, such as a national
healthcare system. Some enterprises are located at a single site, while some others are far-flung global "empires".
Some work in highly regulated industries such as medical equipment, while others work with little government
oversight and can follow a much wider range of business practices. All of these variations shape the strategy for
performing SE.
Primary Considerations
SE organizational strategy is driven by the goals of the business and the resources and constraints available to
achieve those goals. SE strategy in particular is influenced by several considerations:
• The purpose of the business
• The value the business offers its stakeholders; e.g., profits, public safety, entertainment, or convenience
• The characteristics of the system which the SE activities support; e.g., the size, complexity, primary design
factors, major components, required products, critical specialties, or areas of life cycle
• The phases of the life cycle in which the SE activities are being performed; e.g., development, deployment,
operations, or maintenance of a product or service
• The scale of the business, the systems and services of interest; e.g., is it a single site company or a global venture?
Is the business creating a relatively modest product for internal use, such as a new Web application to track
employee training, or a new hybrid automobile complete with concerns for engineering, manufacturing, servicing,
and distribution?
• The culture of the business in which the SE activities are performed; e.g., is the business risk-averse? Do people
normally collaborate or work in isolated organizations?
• The business structure and how well the current structure aligns with what is needed to create new products and
services; e.g., does the structure of the business align with the architecture of its major products and services?
• The degree of change or transformation that the business is undertaking in its operation, products, and markets
Systems Engineering Organizational Strategy 733
Rouse (2006) offers a thorough look at enterprise strategy, especially as it relates to delivering value to the enterprise
in various phases of the life cycle, beginning with research and development through operations. Rouse provides a
number of techniques to determine and improve the value offered to enterprises using SE methods, especially useful
when an enterprise is undergoing significant transformation rather than conducting "business as usual"; e.g., the
enterprise could be trying to
• do current business better (drive down costs or improve quality of its current products and services);
• cope with a disruption in the market, a competitive threat, or changing customer expectations and ways of doing
business;
• reposition itself in its value chain (move from being a part supplier to a subassembly supplier); or
• launch a new generation product or enter a new market.
Eisner (2008) provides a thorough look at different SE organizational approaches.
Product-line products and services are variants of the same product and service, usually customized for each
customer. Extra investment is required to create the underlying product platform. Architecting such a platform in a
way that supports cost-effective customization is usually more complex both technically and organizationally than
market-driven commercial products and services.
Systems engineers typically play a central role in establishing the platform architecture, understanding the
implications of platform choices on manufacturing and service, etc. There are a number of examples of good
practices in product line; e.g., automobile models from virtually all major manufacturers such as Toyota, General
Motors, and Hyundai; Boeing and Airbus aircraft such as the B-737 family and the Airbus 320 family; and Nokia
and Motorola cellphones. The Software Engineering Institute has done extensive research on product lines for
software systems and has developed a framework for constructing and analyzing them (Northrop et.al. 2007). For a
reference on product line principles and methods, see Simpson (et al. 2006).
Contract products and services often demand tailor-made system/service solutions which are typically specified by
a single customer to whom the solution is provided. The supplier responds with proposed solutions. This style of
development is common in defense, space, transport, energy, and civil infrastructure. Customers that acquire many
systems often have a specific procurement organization with precise rules and controls on the acquisition process,
and mandated technical and process standards. The supplier typically has much less flexibility in SE process, tools,
and practices in this model than the other two.
Any single business or enterprise is likely to apply some combination of these three models with varying importance
given to one or more of them.
Figure 1. Organization Coupling Diagram. (SEBoK Original (Adapted from Lawson 2010))
The problem owners are the people, communities, or organizations involved in and affected by the problem
situation. They may be seeking to defend a country, to improve transportation links in a community, or to deal with
an environmental challenge. The respondent system might be a new fighter aircraft, a new or improved
transportation infrastructure, or a new low-emission electricity generation systems (respectively). The organizations
responsible for the respondent systems would be the Air Force, transport operator or regulator, or electricity supply
company. The prime role of these organizations would be to operate the systems of interest to deliver value to the
problem owners. They might reasonably be expected to manage the entire system lifecycle.
This same concept is expanded in Figure 2.
Systems Engineering Organizational Strategy 736
Governance
SE governance is the process and practice through which a business puts in place the decision rights that enable SE
to deliver as much business value as possible. Those rights may be codified in policy, implemented through the
business structure, enforced through tools, and understood through measures of compliance and effectiveness.
SE governance in large businesses is often explicit and codified in policy. In small businesses, it is often tacit and
simply understood in how the business works. One of the key implementation steps when a business defines its SE
strategy is to establish its SE governance model, which should be tailored to the particular context in which the
business operates and delivers value. Of course, in practice, this is often incremental and uneven, and subject to wide
swings based on the current state of the business and the people occupying key management positions.
The term governance for development organizations was first popularized in reference to how Information
Technology (IT) is overseen in businesses and enterprises (Weill and Ross 2006; Cantor and Sanders 2007). The
recognition in the 1990s and the last decade that IT is a fundamental driver of performance and value for most
corporations and government agencies led to the transformation of the Chief Information Officer (CIO) into a key
senior manager.
Explicit governance of IT became important to enabling an enterprise to respond to new technology opportunities,
emerging markets, new threats, and rapid delivery of new products and services. The term "governance" is now
widely used to describe how SE is woven into an enterprise. Governance becomes especially challenging for
complex projects in which there are high levels of uncertainty (Cantor 2006) or for system of systems projects in
which responsibility for major decisions may be distributed over multiple organizations within an enterprise in which
there is no single individual who is "in control" (see Systems of Systems (SoS)). Morgan and Liker (2006) describe
the governance model for Toyota, which is one of the largest companies in the world.
SE governance establishes the framework and responsibility for managing issues such as design authority, funding
and approvals, project initiation and termination, as well as the legal and regulatory framework in which the system
will be developed and will operate. Governance includes the rationale and rules for why and how the enterprise
policies, processes, methods and tools are tailored to the context. SE governance may also specify product and
process measures, documentation standards, and technical reviews and audits.
The ways in which a team organizes to conduct SE activities either conform to policies established at the level above
or are captured in that team’s own governance policies, processes, and practices. These policies cover the
organizational context and goals, the responsibilities for governance, process, practices and product at the level of
interest, and the freedom delegated to and governance and reporting obligations imposed on lower organizational
levels. It is good practice to capture the assignment of people and their roles and responsibilities in the form of the
Responsible, Accountable, Consult, Inform (RACI) matrix (PMI 2013) or something similar. Responsibility in large
organizations can easily become diffused. Sommerville et. al. (2009, 515-529) discuss the relationship between
information and responsibility, and describe methods to analyze and model responsibility in complex organizations.
Small organizations tend to have relatively informal governance documentation and processes, while larger
organizations tend towards more structure and rigor in their governance approach. Government organizations
responsible for developing or acquiring large complex systems, such as the US Department of Defense or the US
Federal Aviation Administration, usually develop policies that describe governance of their SE activities and SE
organizations. See DoD (2012) for the Department of Defense SE policies.
Government contracting typically brings additional regulation and oversight, driving a group to greater rigor,
documentation, and specific practices in their SE governance. Development of systems or operating services that
affect public safety or security is subject to constraints similar to those seen in government contracting. Think of the
creation of medical devices or the operation of emergency response systems, air traffic management, or the nuclear
industry. (See Jackson (2010) for example).
Systems Engineering Organizational Strategy 738
Governance models vary widely. For example, Linux, the greatest success of the open source community, has a
governance model that is dramatically different than those of traditional businesses. Smith (2009) offers a cogent
explanation of how decisions are made on what goes into the Linux kernel. All of the decision rights are completely
transparent, posted on the Linux website, and have proven remarkably effective as they have evolved. The classic
paper The Cathedral and The Bazaar by Eric Raymond (2000) provides great insight into the evolution of Linux
governance and how Linus Torvalds responded to changing context and circumstances to keep Linux so successful
in the marketplace with a governance model that was radically novel for its time.
The project management literature also contributes to the understanding of SE governance (see Systems Engineering
and Project Management). For example, Shenhar and Dvir (2007) offer the "diamond model" for project
management, which identifies four dimensions that should guide how development projects are managed: novelty,
technology, complexity, and pace. Application of this model to SE governance would influence the available life
cycle models for development projects and how those models are applied.
There are numerous examples of projects that went well or badly based in large part on the governance practiced by
both the acquirer and the supplier organizations. Part 7 of the SEBoK has several examples, notably Singapore Water
Management (went well) and FAA Advanced Automation System (AAS) (went not so well).
References
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Eisner, H. 2008. "Essentials of Project and Systems Engineering Management", 3rd ed. Hoboken, NJ, USA: John
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Elliott, C. et al. 2007. Creating Systems That Work – Principles of Engineering Systems for The 21st Century.
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Systems Engineering Organizational Strategy 739
Jackson, S. 2010. Architecting Resilient Systems: Accident Avoidance and Survival and Recovery from Disruptions.
Hoboken, NJ, USA: John Wiley & Sons.
Lawson, H. 2010. "A Journey Through the Systems Landscape". London, UK: College Publications, Kings College,
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Simpson, T.W., Z. Siddique, R.J. Jiao (eds.). 2006. Product Platform and Product Family Design: Methods and
Applications. New York, NY, USA: Springer Science & Business Media, Inc.
Smith, J.T. 2009. "2.4 Kernel: How are Decisions Made on What Goes into The Kernel?" Available at http:/ / www.
linux.com/feature/8090.
Smith, P.G. and D.G. Reinertsen. 1997. Developing Products in Half the Time. New York, NY, USA: Wiley and
Sons.
Sommerville, I., R. Lock, T. Storer, and J.E. Dobson. 2009. "Deriving Information Requirements from
Responsibility Models." Paper presented at 21st International Conference on Advanced Information Systems
Engineering, Amsterdam, Netherlands.
Weill, P. and J.W. Ross. 2004. IT Governance: How Top Performers Manage IT Decision Rights for Superior
Results. Boston, MA, USA: Harvard Business School Publishing.Pugh, S. 1991. Total Design: Integrated Methods
for Successful Product Engineering. New York, NY, USA: Addison-Wesley.
Womack, J. and D. Jones. 2003. Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised
Edition. New York, NY, USA: Simon & Schuster.
Systems Engineering Organizational Strategy 740
Primary References
Blockley, D. and Godfrey, P. 2000. Doing It Differently – Systems for Rethinking Construction. London, UK:
Thomas Telford, Ltd.
Cantor, M. and J.D. Sanders. 2007. "Operational IT Governance." In IBM developerWorks. Accessed on September
15, 2011. Available at http://www.ibm.com/developerworks/rational/library/may07/cantor_sanders/.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John
Wiley & 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.
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.
Northrop, L., P. Clements, et al. 2007. A Framework for Software Product Line Practice, version 5.0. With F.
Bachmann, J. Bergey, G. Chastek, S. Cohen, P. Donohoe, L. Jones, R. Krut, R. Little, J. McGregor, and L. O'Brien.
Pittsburgh, PA, USA: Software Engineering Institute. Accessed on April 25, 2013. Available at http:/ / www. sei.
cmu.edu/productlines/frame_report/index.html.
Rouse, W. 2006. Enterprise Transformation: Understanding and Enabling Fundamental Change. Hoboken, NJ,
USA: John Wiley & Sons.
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
Chastek, D., P. Donohoe, and J.D. Mcgregor. 2009. Formulation of a Production Strategy for a Software Product
Line. Pittsburgh, PA, USA: Software Engineering Institute, CMU/SEI-2009-TN-025. Accessed on September 14,
2011. Available at http://www.sei.cmu.edu/reports/09tn025.pdf.
Sillitto, Mazzella, and Fromenteau. 2001. "The development of Product Lines in THALES: methods, examples,
lessons learnt," Paper presented at the INCOSE UK Spring Conference.
References
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Zones& search_by=Estimation+ Variance+ and+ Governance& product_by=-1& topic_by=-1& industry_by=-1& type_by=All+ Types&
ibm-search=Search
Determining Needed Systems Engineering Capabilities in Businesses and Enterprises 741
Enabling a business or enterprise to perform systems engineering (SE) well requires deciding which specific SE
capabilities the business or enterprise needs in order to be successful. (In the rest of this article business or enterprise
is usually abbreviated to just "business", because a business is a specific type of enterprise that has sufficiently
strong central authority and motivation to take steps to enable SE). SE capabilities should support the Systems
Engineering Organizational Strategy and reflect the nature of the business, its products and services, various
stakeholders, business leadership focus, etc.
This topic, which is part of the Enabling Businesses and Enterprises knowledge area (KA) of Part 5, summarizes the
factors used to decide which SE capabilities a business needs; e.g., the interactions between SE and other functional
areas in the business, and consideration of social dynamics and leadership at the team and business levels. Needed
capabilities may be decided and developed centrally by a business, or within teams and individuals, or through some
combination of the two. Determination of team SE capability is discussed in the article Team Capability, and
individual SE competencies are discussed in the article Roles and Competencies.
Contextual Drivers
The following discussion illustrates some of the contextual factors that influence the definition of the SE capability
needed by a business.
(see Service Systems Engineering). The definition of the components of capability varies by organization - e.g.,
• The US Department of Defense defines the components of capability as DOTMLPF: doctrine, organization,
training, materiel, logistics, people, and facilities.
• The UK Ministry of Defense defines the components of capability as TEPIDOIL; i.e., training, equipment,
people, information, doctrine, organization, infrastructure, and logistics.
• Other domains and organizations define the components of capability with similar, equivalent breakdowns
which are either explicit or implicit.
• Prime contractor or primary commercial developer: focus on understanding customer needs and trading
alternative solution approaches, then establishing a system team and supply chain to develop, deliver, support,
and in some cases, operate the system solution. This may require enterprise SE (see Enterprise Systems
Engineering) as well as "traditional" product SE (see Product Systems Engineering).
• Subsystem/component developer: focus on understanding the critical customer and system integrator issues for
the subsystem or component of interest, define the component or subsystem boundary, and integrate critical
technologies. This may exploit re-usable elements and can be sold in identical or modified forms to several
customers. (In Part 4 of the SEBoK, see Systems of Systems, Enterprise Systems Engineering, and Product
Systems Engineering for more information and references to the literature.)
• Specialist service provider: focus on specific process capabilities and competences which are typically sold on a
time and materials or work package basis to other businesses.
Scale of Systems
The business or enterprise may need very different SE approaches depending on the scale of the system at which the
business operates. The following categories are based on Hitchins’ five layered system model (Hitchins 2005):
• Level 1: Subsystem and technical artifacts – focus on product systems engineering and on technology
integration.
• Level 2: Project systems – focus on product systems engineering with cross-discipline and human integration.
• Level 3: Business systems – focus on enterprise systems engineering , service systems engineering to implement
them, and on service management (Chang 2010) and continuous improvement (SEI 2010b); see also Quality
Management) for the day to day running of the business.
• Level 4: Industry systems – If there is a conscious effort to treat an entire industry as a system, the focus will be
on Enterprise Systems Engineering, and on the long-term economic and environmental sustainability of the
overall industry.
• Level 5: Societal systems – Enterprise systems engineering is used to analyze and attempt to optimize societal
systems (see Singapore Water Management in Part 7).
Sillitto (2011) has proposed extending this model to cover sustainability issues by adding two additional layers, the
“ecosystem” and the “geosystem”.
Sillitto (2011) proposed extending this model properly to cover sustainability issues by adding one additional level,
“Environmental Integration”. He describes this level and show how the Stupples’ levels relate to other dimensions
used to categorize systems and professional engineering skills.
Figure 1. Culture, Competence, Team Performance and Individual Competence. (SEBoK Original)
Determining Needed Systems Engineering Capabilities in Businesses and Enterprises 747
References
Works Cited
Beasley, R. 2011. "The Three T's of Systems Engineering." Paper presented at the 21st Annual International Council
on Systems Engineering (INCOSE) International Symposium. June 2011. Denver, CO, USA.
Blanchard, B. and W. Fabrycky. 2005. Systems Engineering and Analysis, 4th edition. Upper Saddle River, NJ,
USA: Prentice Hall.
Chang, C.M. 2010. Service Systems Management and Engineering: Creating Strategic Differentiation and
Operational Excellence. Hoboken, NJ, USA: John Wiley and Sons.
Davidz, H. L. and J. Martin. 2011. "Defining a Strategy for Development of Systems Capability in the Workforce."
Systems Engineering. 14(2) (Summer, 2011): 141-143
Elliott, B. et al. 2008. INCOSE UK Chapter Working Group on Applying Systems Engineering to In-Service Systems,
Final Report. Somerset, UK: INCOSE UK Chapter Working Group. Accessed September 6, 2011. Available at http:/
/www.incoseonline.org.uk/Documents/Groups/InServiceSystems/is_tr_001_final_report_final_1_0.pdf.
Fasser, Y. and D. Brettner. 2001. Management for Quality in High-Technology Enterprises. New York, NY, USA:
Wiley.
Hitchins, D. 2005. Systems Engineering 5 Layer Model. Accessed on April 24,2013. Available at http:/ / www.
hitchins.net/systems/world-class-systems-enginee.html.
INCOSE. 2010. SE Competencies Framework, Issue 3. Somerset, UK: International Council on Systems
Engineering (INCOSE), INCOSE Technical Product 2010-0205.
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),
Determining Needed Systems Engineering Capabilities in Businesses and Enterprises 748
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
15288:2008.
Kotter, J. 1995. Leading Change: Why Transformation Efforts Fail. Boston, MA, USA: Harvard Business Review
(March–April 1995).
Maier, M. and E. Rechtin. 2009. The Art of System Architecting, Third Edition. Boca Raton, FL, USA: CRC Press.
Oppenheim et al. 2010. Lean Enablers for Systems Engineering. New York, NY, USA: Wiley and Sons, Inc.
Ring J. 2002. Toward an Ontology of Systems Engineering. INSIGHT, 5(1): 19-22
SEI. 2007. CMMI for Acquisition. Version 1.2. Technical Report CMU/SEI-2007-TR-017. Pittsburgh, PA, USA:
Software Engineering Institute, Carnegie Mellon University.
SEI. 2010a. Capability Maturity Model Integrated (CMMI) for Development. Version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute, Carnegie Mellon University.
SEI. 2010b. CMMI for Services. Version 1.3. Technical Report CMU/SEI-2010-TR-034. Pittsburgh, PA, USA:
Software Engineering Institute, Carnegie Mellon University.
Sheard, S. 1996. "12 Systems Engineering Roles." Paper presented at the 6th Annual International Council on
Systems Engineering (INCOSE) International Symposium. Boston, MA, USA. Accessed September 14, 2011.
Sillitto, H. 2011. "Unravelling Systems Engineers from Systems Engineering - Frameworks for Understanding the
Extent, Variety and Ambiguity of Systems Engineering and Systems Engineers." Paper presented at the 21st Annual
International Council on Systems Engineering (INCOSE) International Symposium. 20-23 June 2011. Denver, CO,
USA.
Stupples, D. 2006. "Systems Engineering – a road from perdition." Published on Royal Academy of Engineering
website - available at http://www.raeng.org.uk/education/vps/systemdesign/pdf/David_Stupples.pdf
Primary References
Hitchins, D. 2007. Systems Engineering: A 21st Century Systems Methodology. Chichester, UK: Wiley and Sons,
Inc.
Oppenheim, B. 2011. Lean for Systems Engineering - with Lean Enablers for Systems Engineering. Hoboken, NJ,
USA: Wiley and Sons, Inc.
Sheard, S. 1996. Twelve Systems Engineering Roles. Paper presented at the 6th Annual International Council on
Systems Engineering (INCOSE) International Symposium. Boston, MA, USA. Accessed September 14, 2011.
Additional References
Rhodes, D., and G. Roedler (eds.). 2007. Systems Engineering Leading Indicators Guide, version 1.0. San Diego,
CA, USA: International Council on Systems Engineering (INCOSE). INCOSE-TP-2005-001-02.
In order for a business or enterprise to perform systems engineering (SE) well, the team must decide which specific
SE capabilities the business or enterprise needs in order to be successful and then organizing to deliver those
capabilities. (In the rest of this article, business or enterprise is usually abbreviated to just "business", because a
business is a specific type of enterprise that has sufficiently strong central authority and motivation to take steps to
enable SE).
SE capabilities and organizational approach should support the Systems Engineering Organizational Strategy and
reflect the nature of the business, its products and services, various stakeholders, business leadership focus, etc. This
topic, which is part of Part 5, Enabling Businesses and Enterprises, summarizes the factors used to organize a
business to perform SE.
near-misses. Elliott et al. (2008) suggest that information management is the dominant problem in SE in service
systems, and that the cost and difficulty of establishing current state and legacy constraints before starting to
implement a change is often underestimated.
"Infostructure" (information infrastructure) to support the system lifecycle will include the following:
• Information assets such as process libraries, document templates, preferred parts lists, component re-use libraries,
as-specified and as-tested information about legacy systems, capitalized metrics for organizational performance
on previous similar projects, all with appropriate configuration control
• Modeling and simulation tools, data sets and run-time environments
• Shared working environments – workspaces for co-located teams, areas for people to interact with each other to
develop ideas and explore concepts, work areas suitable for analysis tasks, meeting rooms, access control
provision, etc.
• IT facilities - computer file structures, software licenses, IT equipment, computer and wall displays to support
collaborative working, printers, all with appropriate security provision and back-up facilities, procedures for
efficient use, and acceptable performance and usability
• Security provisions to protect own, customer, supplier and third party IPR and enforce necessary protective
working practices while allowing efficient access to information for those with a need to know
SE is a knowledge activity. Systems engineers need appropriate facilities for accessing, sharing and capturing
knowledge, as well as for interacting effectively with the whole set of stakeholders. Warfield (2006) describes
collaborative workspaces, environments and processes for developing a shared understanding of a problem situation.
Enabling Infrastructure
The ISO/IEC 15288 (ISO 2008) Infrastructure Management Process provides the enabling infrastructure and services
to support organization and project objectives throughout the life cycle. Infrastructure to support the system life
cycle will often include the following:
• Integration and test environment – bench and lab facilities, facilities for development testing as well as
acceptance testing at various levels of integration, calibration and configuration management of test environments
• Trials and validation environment – access to test ranges, test tracks, calibrated targets, support and storage for
trials-equipment, harbor, airfield and road facilities, safe storage for fuel, ordinance, etc.
• Training and support infrastructure – training simulators, embedded training, tools and test equipment for
operational support and maintenance, etc.
People
The roles people fill are typically defined by the business/enterprise (see Determining Needed Systems Engineering
Capabilities in Businesses and Enterprises), although those decisions may be pushed down to teams. Enabling Teams
explains how people are used in teams; Enabling Individuals describes the development of an individual's SE
competence.
The implementation of these roles needs further consideration. Sheard (1996) lists twelve system engineering roles.
Sheard (2000) draws an important distinction between roles involved in the discovery phase, characterized by a high
level of uncertainty, the program phase, which is more deterministic and defined, and the overall systems
engineering approach. Kasser et al. (2009) identify five types of systems engineer distinguished by the need to work
at increasing levels of abstraction, ambiguity, scope and innovation. Sillitto (2011a) discusses a number of SE roles
and the characteristics required of them, in the context of the wider engineering and business professional landscape.
Systems engineering exists within an enterprise “ecosystem.” Two key aspects to consider:
• How much should the business/enterprise nurture and value the systems engineer?
Organizing Business and Enterprises to Perform Systems Engineering 751
• How much should the business/enterprise pull value from systems engineers, rather than wait for systems
engineers to "push" value on the business/enterprise?
Process
Many SE organizations maintain a set of organizational standard processes which are integrated in their quality and
business management system, adapted to their business, and with tailoring guidelines used to help projects apply the
standard processes to their unique circumstances. Guidance on organizational process management is provided by
such frameworks as the Capability Maturity Model Integration (CMMI) (SEI 2010), which has two process areas on
organizational process: Organizational Process Development (OPD) is concerned with organizational definition and
tailoring of the SE lifecycle processes (discussed in detail elsewhere in this document) and Organizational Process
Focus (OPF), which is concerned with establishing a process culture in an organization.
To document, assess, and improve SE processes, businesses often establish a systems engineering process group.
Members of such groups often create standard process assets, may mentor teams and business units on how to adopt
those standard processes and assess how effective those processes are working. There is a large body of literature on
SE process improvement based on various process improvement models. Two of the most popular are ISO/IEC 9000
(2000) and CMMI (SEI 2010). The Software Engineering Institute, which created the CMMI, offers many free
technical reports and other documents on CMMI at http://www.sei.cmu.edu/cmmi.
Assessment and measuring process performance is covered in Assessing Systems Engineering Performance of
Business and Enterprises.
Project Organization
A project organization is one extreme in which projects are responsible for hiring, training, and terminating staff, as
well as managing all assets required for delivery. In this model, systems engineers on a project report to the project
manager and resources are optimized for the delivery of the project. This model has the advantage of strongly
aligning the authority and responsibility of the project with the project manager. However, it operates at the expense
of sub-optimizing how the staff is deployed across the larger enterprise, how technology choices are made across
projects, etc. Systems Engineering Fundamentals (DAU 2001) offers a DoD view of good practice project
organizations.
Organizing Business and Enterprises to Perform Systems Engineering 753
Functional Organization
A functional organization demonstrates the opposite extreme. In a functional organization projects delegate almost
all their work to functional groups, such as the software group, the radar group or the communications group. This is
appropriate when the functional skill is fast-evolving and dependent on complex infrastructure. This method is often
used for manufacturing, test engineering, software development, financial, purchasing, commercial, and legal
functions.
Matrix Organization
A matrix organization is used to give systems engineers a “home” between project assignments. Typically, a SE
functional lead is responsible for career development of the systems engineers in the organization, a factor that
influences the diversity and length of individual project assignments.
Integrated Organization
In an integrated organization, people do assigned jobs without specific functional allegiance. Those that perform SE
tasks are primarily identified as another type of engineer, such as a civil or electrical engineer. They know systems
engineering and use it in their daily activities as required.
References
Works Cited
Blanchard, B. and W. Fabrycky. 2005. Systems Engineering and Analysis, 4th ed. Upper Saddle River, NJ, USA:
Prentice Hall.
Browning, T.R. 2009. "Using the Design Structure Matrix to Design Program Organizations." In A.P. Sage and W.B.
Rouse (eds.), Handbook of Systems Engineering and Management, 2nd ed. Hoboken, NJ, USA: John Wiley & Sons.
Construction Management (CM) Guide. 2009. Project Organization Types. Accessed on September 14, 2011.
Available at http://cmguide.org/archives/319.
DAU. 2001. Systems Engineering Fundamentals. Ft. Belvoir, VA, USA: Defense Acquisition University (DAU),
U.S. Department of Defense (DoD). Accessed on September 14, 2011. Available at http:/ / www. dau. mil/ pubscats/
PubsCats/SEFGuide%2001-01.pdf.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John
Wiley & Sons.
Elliott et al. 2008. INCOSE UK Chapter Working Group on Applying Systems Engineering to In-Service Systems.
Final Report. Somerset, UK: INCOSE UK Chapter Working Group. Accessed September 6, 2011. Available at http:/
/www.incoseonline.org.uk/Documents/Groups/InServiceSystems/is_tr_001_final_report_final_1_0.pdf.
Fasser, Y. and D. Brettner. 2002. Management for Quality in High-Technology Enterprises. Hoboken, NJ, USA:
John Wiley & Sons.
ISO/IEC. 2000. International standards for quality management. Genève, Switzerland: International Organization
for Standardization. ISO 9000:2000.
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.
Kasser, J., D. Hitchins, and T. Huynh. 2009. "Re-engineering Systems Engineering." Proceedings of the 3rd Annual
Asia-Pacific Conference on Systems Engineering (APCOSE). 20-23 July 2009. Singapore.
Kossiakoff, A., and W.N. Sweet. 2003. Systems Engineering: Principles and Practice. Edited by A. Sage, Wiley
Series in Systems Engineering and Management. Hoboken, NJ: John Wiley & Sons.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Rechtin, E. 1991. Systems Architecting: Creating and Building Complex Systems. Englewood Cliffs, NJ, USA: CRC
Press.
Ring, J. and A.W. Wymore (eds.). 2004. Concept of Operations (conops) of A Systems Engineering Education
Community (SEEC). Seattle, WA, USA: INCOSE Education Measurement Working Group (EMWG),
INCOSE-TP-2003-015-01.
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Sheard, S. 1996. "12 Systems Engineering Roles." Paper presented at the Sixth Annual International Council on
Systems Engineering (INCOSE) International Symposium. 7-11 July 1996. Boston, MA, USA.
Sheard, S. 2000. "The 12 Systems Engineering Roles Revisited." Paper presented at the INCOSE Mid-Atlantic
Regional Conference. April 2000. Reston, VA, USA. p 5.2-1 - 5.2-9.
Sillitto, H. 2011a. "Unravelling Systems Engineers from Systems Engineering - Frameworks for Understanding the
Extent, Variety and Ambiguity of Systems Engineering and Systems Engineers." Paper presented at the 21st Annual
International Council on Systems Engineering (INCOSE) International Symposium. 20-23 June 2011. Denver, CO,
Organizing Business and Enterprises to Perform Systems Engineering 755
USA.
Sillitto, H. 2011b. Sharing Systems Engineering Knowledge through INCOSE: INCOSE as An Ultra-Large-Scale
System? INCOSE Insight. 14(1) (April): 20.
Warfield, J. 2006. An Introduction to Systems Science. Washington, DC, USA: The National Academies Press,
World Scientific.
Primary References
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John
Wiley and Sons.
Kotter, J. 1995. "Leading Change: Why Transformation Efforts Fail." Harvard Business Review. 73(2): 59–67.
Sheard, S. 2000. "Systems Engineering Roles Revisited." Paper presented at the INCOSE Mid-Atlantic Regional
Conference. April 5-8 2000. Reston, VA, USA. p 5.2-1 - 5.2-9.
Additional References
Blanchard, B. and W. Fabrycky. 2005. Systems Engineering and Analysis, 4th edition. Upper Saddle River, NJ,
USA: Prentice Hall.
Construction Management (CM) Guide. 2009. Project Organization Types. Accessed on September 6, 2011.
Available at http://cmguide.org/archives/319.
Defense Acquisition University (DAU). 2001. Systems Engineering Fundamentals. Fort Belvoir, VA, USA: Defense
Acquisition University Press. Accessed on September 6, 2011. Available at http:/ / www. dau. mil/ pubscats/
PubsCats/SEFGuide%2001-01.pdf.
Handy, C.B. 1985. Understanding Organizations. London, UK: Penguin Business.
At the project level, systems engineering (SE) measurement focuses on indicators of project and system success that
are relevant to the project and its stakeholders. At the enterprise level there are additional concerns. SE governance
should ensure that the performance of systems engineering within the enterprise adds value to the organization, is
aligned to the organization's purpose, and implements the relevant parts of the organization's strategy.
For enterprises that are traditional businesses this is easier, because such organizations typically have more control
levers than more loosely structured enterprises. The governance levers that can be used to improve performance
include people (selection, training, culture, incentives), process, tools and infrastructure, and organization; therefore,
the assessment of systems engineering performance in an enterprise should cover these dimensions.
Being able to aggregate high quality data about the performance of teams with respect to SE activities is certainly of
benefit when trying to guide team activities. Having access to comparable data, however, is often difficult, especially
in organizations that are relatively autonomous, use different technologies and tools, build products in different
domains, have different types of customers, etc. Even if there is limited ability to reliably collect and aggregate data
across teams, having a policy that consciously decides how the enterprise will address data collection and analysis is
valuable.
Figure 1. Assessing Systems Engineering Performance in Business or Enterprise: Part of Closed Loop Governance. (SEBoK
Original)
A summary of the main results is provided in the Economic Value of Systems Engineering article.
Figure 2. Technical Performance Measure (TPM) Tracking (Roedler et al. 2010). This material is reprinted with permission from the
International Council on Systems Engineering (INCOSE). All other rights are reserved by the copyright owner.
Assessing Systems Engineering Performance of Business and Enterprises 760
Practical Considerations
Assessment of SE performance at the business/enterprise level is complex and needs to consider soft issues as well
as hard issues. Stakeholder concerns and satisfaction criteria may not be obvious or explicit. Clear and explicit
reciprocal expectations and alignment of purpose, values, goals and incentives help to achieve synergy across the
organization and avoid misunderstanding.
"What gets measured gets done." Because metrics drive behavior, it is important to ensure that metrics used to
manage the organization reflect its purpose and values, and that they do not drive perverse behaviors (Roedler et al.
2010).
Process and measurement cost money and time, so it is important to get the right amount of process definition and
the right balance of investment between process, measurement, people and skills. Any process flexible enough to
allow innovation will also be flexible enough to allow mistakes. If process is seen as excessively restrictive or
prescriptive, in an effort to prevent mistakes it may inhibit innovation and demotivate the innovators, leading to
excessive risk avoidance.
It is possible for a process improvement effort to become an end in itself rather than a means to improve business
performance (Sheard 2003). To guard against this, it is advisable to remain clearly focused on purpose (Blockley and
Godfrey 2000) and on added value (Oppenheim et al. 2010) as well as to ensure clear and sustained top management
commitment to driving the process improvement approach to achieve the required business benefits. Good process
improvement is as much about establishing a performance culture as about process.
The Systems Engineering process is an essential complement to, and is not a substitute for, individual
skill, creativity, intuition, judgment etc. Innovative people need to understand the process and how to
make it work for them, and neither ignore it nor be slaves to it. Systems Engineering measurement
shows where invention and creativity need to be applied. SE process creates a framework to leverage
creativity and innovation to deliver results that surpass the capability of the creative individuals –
results that are the emergent properties of process, organisation, and leadership. (Sillitto 2011)
References
Works Cited
Basili, V. 1992. "Software Modeling and Measurement: The Goal/Question/Metric Paradigm" Technical Report
CS-TR-2956. University of Maryland: College Park, MD, USA. Accessed on August 28, 2012. Available at http:/ /
www.cs.umd.edu/~basili/publications/technical/T78.pdf.
Blockley, D. and P. Godfrey. 2000. Doing It Differently – Systems For Rethinking Construction. London, UK:
Thomas Telford Ltd.
Davies, P. and N. Hunter. 2001. "System Test Metrics on a Development-Intensive Project." Paper presented at the
11th Annual International Council on System Engineering (INCOSE) International Symposium. 1-5 July 2001.
Melbourne, Australia.
Oppenheim, B., E. Murman, and D. Sekor. 2010. Lean Enablers for Systems Engineering. Systems Engineering.
14(1). New York, NY, USA: Wiley and Sons, Inc.
Roedler, G. D. Rhodes, H. Schimmoller, and C. Jones (eds.). 2010. Systems Engineering Leading Indicators Guide,
version 2.0. January 29, 2010, Published jointly by LAI, SEARI, INCOSE, and PSM. INCOSE-TP-2005-001-03.
Accessed on September 14, 2011. Available at http://seari.mit.edu/documents/SELI-Guide-Rev2.pdf.
SEI. 2010. CMMI for Development, version 1.3. Pittsburgh, PA, USA: Software Engineering Institute/Carnegie
Mellon University. CMU/SEI-2010-TR-033. Accessed on September 14, 2011. Available at http:/ / www. sei. cmu.
edu/reports/10tr033.pdf.
Assessing Systems Engineering Performance of Business and Enterprises 762
Sheard, S, 2003. "The Lifecycle of a Silver Bullet." Crosstalk: The Journal of Defense Software Engineering. (July
2003). Accessed on September 14, 2011. Available at http:/ / www. crosstalkonline. org/ storage/ issue-archives/
2003/200307/200307-Sheard.pdf.
Sillitto, H. 2011. Panel on "People or Process, Which is More Important". Presented at the 21st Annual International
Council on Systems Engineering (INCOSE) International Symposium. 20-23 June 2011. Denver, CO, USA.
Woodcock, H. 2009. "Why Invest in Systems Engineering." INCOSE UK Chapter. Z-3 Guide, Issue 3.0. March
2009. Accessed on September 14, 2011. Available at http:/ / www. incoseonline. org. uk/ Documents/ zGuides/
Z3_Why_invest_in_SE.pdf.
Primary References
Basili, V. 1992. "Software Modeling and Measurement: The Goal/Question/Metric Paradigm". College Park, MD,
USA: University of Maryland. Technical Report CS-TR-2956. Accessed on August 28, 2012. Available at http:/ /
www.cs.umd.edu/~basili/publications/technical/T78.pdf.
Frenz, P., et al. 2010. Systems Engineering Measurement Primer: A Basic Introduction to Measurement Concepts
and Use for Systems Engineering, version 2.0. San Diego, CA, USA: International Council on System Engineering
(INCOSE). INCOSE‐TP‐2010‐005‐02.
Oppenheim, B., E. Murman, and D. Sekor. 2010. Lean Enablers for Systems Engineering. Systems Engineering.
14(1). New York, NY, USA: Wiley and Sons, Inc.
Roedler, G., D. Rhodes, H. Schimmoller, and C. Jones (eds.). 2010. Systems Engineering Leading Indicators Guide,
version 2.0. January 29, 2010, Published jointly by LAI, SEARI, INCOSE, PSM. INCOSE-TP-2005-001-03.
Accessed on September 14, 2011. Available at http://seari.mit.edu/documents/SELI-Guide-Rev2.pdf.
Additional References
Jelinski, Z. and P.B. Moranda. 1972. "Software Reliability Research". In W. Freiberger. (ed.), Statistical Computer
Performance Evaluation. New York, NY, USA: Academic Press. p. 465-484.
Alhazmi O.H. and Y.K. Malaiya. 2005. Modeling the Vulnerability Discovery Process. 16th IEEE International
Symposium on Software Reliability Engineering (ISSRE'05). 8-11 November 2005. Chicago, IL, USA.
Alhazmi, O.H. and Y.K. Malaiya. 2006. "Prediction Capabilities of Vulnerability Discovery Models." Paper
presented at Annual Reliability and Maintainability Symposium (RAMS). 23-26 January 2006. p 86-91. Newport
Beach, CA, USA. Accessed on September 14, 2011. Available at http:/ / ieeexplore. ieee. org/ stamp/ stamp.
jsp?tp=&arnumber=1677355&isnumber=34933.
The pursuit of continuous improvement is a constant for many organizations. The description of Toyota (Morgan and
Liker 2006), the Lean principle of “pursue perfection” (Oppenheim et al. 2010), and the principle of “don’t let up”
(Kotter 1995), all drive a need for continuous improvement.
The ability to manage teams through their lifecycle - mobilize teams rapidly, establish and tailor an appropriate set of
processes, metrics and systems engineering plans, support them to maintain a high level of performance, capitalize
acquired knowledge and redeploy team members expeditiously as the team winds down - is a key organizational
competence that has substantial leverage on project and organizational efficiency and effectiveness.
The enterprise provides teams with the necessary resources, background information, facilities, cash, support
services, tooling, etc. It also provides a physical, cultural and governance environment in which the teams can be
effective. The key functions of the enterprise include generating and maintaining relevant resources, allocating them
to teams, providing support and governance functions, maintaining expertise and knowledge (on process, application
domain and solution technologies), securing the work that teams perform, organizing finance, and maintaining the
viability of the enterprise.
For improvements to persist, they must reside in the enterprise rather than just the individuals, so the improvements
can endure as personnel leave. This is reflected in the Capability Maturity Model Integrated (CMMI) (SEI 2010)
progression from a "hero culture" to a "quantitatively managed and optimizing process".
This topic outlines the issues to be considered in capability development and organizational learning.
Overview
Figure 1 shows an "analyze - organize - perform - assess - develop" cycle, which is essentially a reformulation of the
Deming (1994) PDCA (Plan Do Check Act) cycle. The analysis step should cover both current and future needs, as
far as these can be determined or predicted. Goals and performance assessment, as discussed in Assessing Systems
Engineering Performance of Business and Enterprises, can be based on a number of evaluation frameworks, such as
direct measures of business performance and effectiveness and the CMMI capability maturity models. There is
evidence that many organizations find a positive correlation between business performance and CMMI levels (SEI
2010). This is discussed further in the Economic Value of Systems Engineering.
Developing Systems Engineering Capabilities within Businesses and Enterprises 764
Figure 1. Concept Map for Businesses and Enterprises Topics. (SEBoK Original)
Change Levers
SE managers have a number of possible change levers they can use to develop SE capabilities. The amount of time
delay between moving a lever and seeing the effect varies with the type of level, size of the enterprise, culture of the
enterprise, and other factors.
Improve Culture
Culture change is very important, very powerful, but needs to be handled as a long-term game and given long term
commitment.
Change Methods
Embedding Change
In an SE context, sustained effort is required to maintain improvements such as higher CMMI levels, Lean and
Safety cultures, etc., once they are achieved. There are several useful change models, including Kotter’s 8 phases of
change (Kotter 1995):
1. Establish a sense of urgency;
2. Create a coalition;
3. Develop a clear vision;
4. Share the vision;
5. Empower people to clear obstacles;
6. Secure short term wins;
7. Consolidate and keep moving; and
8. Anchor the change.
The first six steps are the easy ones. The Chaos Model (Zuijderhoudt 1990; 2002) draws on complexity theory to
show that regression is likely if the short term wins are not consolidated, institutionalized and anchored. This
explains the oft-seen phenomenon of organizations indulging in numerous change initiatives, none of which sticks
because attention moves on to the next before the previous one is anchored.
Developing Systems Engineering Capabilities within Businesses and Enterprises 767
Doing every day Kaizen; Lean (Womack and Jones 2003); 6-Sigma CMMI Forsberg & Mooz, Visualizing project management
things better (Harry 1997) Four competencies of Learning (Forsberg and Mooz 2005)
Organisation – absorb, diffuse, generate, exploit INCOSE IEWG "Conops for a Systems Engineeriing
(Sprenger and Ten Have 1996) Educational Community" (Ring and Wymore 2004)
Covey’s seven habits of very effective people (Covey INCOSE Lean Enablers for SE (Oppenhein et al. 2010)
1989)
Dealing with Mitroff, managing crises before they happen (Mitroff Scott Jackson, architecting resilient systems (Jackson 2010)
unplanned disruption and Anagnos 2005); Shell, Scenario Planning (Wack Design principles for ultra-large-scale systems (Sillitto 2010)
1985; Ringland 1988)
Exploiting Mintzberg, rise and fall of strategic planning (Mintzberg Architecting for Flexibility and Resilience (Jackson 2010) Open
unexpected 2000) Mission Command (military), Auftragstechnik system architectures;
opportunities (Bungay 2002, 32) Lean SE; (Oppenheim et al. 2010)
Agile methodologies
Implementing and Kotter’s eight phases of change (Kotter 1995), "Doing it differently - systems for rethinking construction"
embedding planned Berenschot’s seven forces (ten Have et al. 2003) (Blockley and Godfrey 2000) INCOSE UK Chapter Z-guides:
change Levers of control (Simons 1995) – tension between • Z-2, introducing SE to an organisation (Farncombe and
control, creativity, initiative and risk taking Woodcock 2009);
Chaos model, “complexity theory applied to change • Z-7, Systems Thinking (Godfrey and Woodcock 2010)
processes in organisations”; (Zuiderhoudt and Ten Have
1999)
Business Process Re-engineering (Hammer and Champy
1993)
Senge’s 5th discipline (Senge 2006)
Change Quadrants (Amsterdam 1999)
Understanding Maslow’s hierarchy of needs Myers-Briggs Type INCOSE Intelligent Enterprise Working Group – “enthusiasm”,
peoples’ motivation, Indicator; stretch goals (Ring and Wymore 2004) Sommerville, Socio
behaviour NLP (Neuro-Linguistic Programming) (See for example: Technical Systems Engineering, Responsibility Mapping
Knight 2009) (Sommerville et al. 2009)
Helping individuals 5 C’s of individual change, and Rational/emotional axes, Relationships made easy (Fraser 2010) – rational/emotional,
cope with change Kets De Vries, quoted in “key management models” (Ten NLP and other methods
Have et al. 2003)
References
Works Cited
Blockley, D. and P. Godfrey. 2000. Doing It Differently – Systems For Rethinking Construction. London, UK:
Thomas Telford, Ltd.
Bungay, S. 2002. Alamein. London, UK: Aurum press. First published 2002, Paperback 2003.
BSI. 2008. Design Management Systems. Guide to Managing Innovation. London, UK: British Standards Institution
(BSI). BS 7000-1:2008.
Christensen, C. 1997. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Cambridge,
MA, USA: Harvard Business School Press.
Covey, S.R. 1989. The Seven Habits of Highly Effective People. Also released as a 15th Anniversary Edition (2004).
New York, NY, USA: Simon & Schuster, 1989.
Deming, W.E. 1994. The New Economics. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for
Advanced Educational Services.
Etzione, A. 1961. A Comparative Analysis of Complex Organizations. On Power, Involvement and their Correlates.
New York, NY, USA: The Free Press of Glencoe, Inc.
Farncombe, A. and H. Woodcock. 2009. "Enabling Systems Engineering." Somerset, UK: INCOSE UK Chapter. Z-2
Guide, Issue 2.0 (March 2009). Accessed September 14, 2011. Available at http:/ / www. incoseonline. org. uk/
Documents/zGuides/Z2_Enabling_SE.pdf.
Forsberg, K. and H. Mooz. 2005. Visualizing Program Management, Models and Frameworks for Mastering
Complex Systems, 3rd ed. New York, NY, USA: Wiley and Sons, Inc.
Fraser, D. 2010. Relationships Made Easy: How To Get on with The People You Need to Get on With...and Stay
Friends with Everyone Else. Worcestershire, UK: Hothive Publishing.
Godfrey, P. and H. Woodcock. 2010. "What is Systems Thinking?" Somerset, UK: INCOSE UK Chapter, Z-7 Guide,
Issue 1.0 (March 2010). Accessed on September 7, 2011. Available at http:/ / www. incoseonline. org. uk/
Documents/zGuides/Z7_Systems_Thinking_WEB.pdf.
Hammer, M. and J.A. Champy. 1993. Reengineering the Corporation: A Manifesto for Business Revolution. New
York, NY, USA Harper Business Books.
Harry, M.J. 1997. The Nature of Six Sigma Quality. Schaumburg, IL, USA: Motorola University Press.
Hofstede, G. 1984. Culture’s Consequences: International Differences in Work-Related Values. Newbury Park, CA,
USA and London, UK: Sage Publications Inc.
Jackson, S. 2010. Architecting Resilient Systems: Accident Avoidance and Survival and Recovery from Disruptions.
A. P. Sage (ed.). Wiley Series in Systems Engineering and Management. New York, NY, USA: Wiley & Sons, Inc.
Knight, S. 2009. NLP at Work - Neuro Linguistic Programming - The Essence of Excellence, 1st edition 1995. 3rd
edition 2009. London, UK and Boston, MA, USA: Nicholas Brealey Publishing.
Kotter, J. 1995. "Leading Change: Why Transformation Efforts Fail". Harvard Business Review. (March-April
1995).
Mintzberg, H. 2000. The Rise and Fall of Strategic Planning. Upper Saddle River, NJ, USA: Pearson Education.
Developing Systems Engineering Capabilities within Businesses and Enterprises 769
Mitroff, I. and G. Anagnos. 2005.Managing Crises Before They Happen: What Every Executive and Manager Needs
to Know about Crisis Management. New York, NY, USA: AMACOM Press.
Morgan, J. and J. Liker. 2006. The Toyota Product Development System: Integrating People, Process and
Technology. New York, NY, USA: Productivity Press.
NASA. 2012. "APPEL: Academy of Program/Project & Engineering Leadership." Accessed on September 9, 2012.
Available at http://www.nasa.gov/offices/oce/appel/seldp/nasa-se/index.html.
Offman, D.D. 2001. Inspiration and Quality in Organizations, (Original title (Dutch): Bezieling en kwaliteit in
organisaties), 12th Edition. Utrecht, The Netherlands: Kosmos-Z&K.
Oppenheim, B., E. Murman, and D. Sekor. 2010. Lean Enablers for Systems Engineering. Systems Engineering.
14(1). New York, NY, USA: Wiley and Sons, Inc.
Ring, J. and A.W. Wymore (eds.) 2004. Concept of Operations (conops) of A Systems Engineering Education
Community (SEEC). Seattle, WA, USA: INCOSE Education Measurement Working Group (EMWG),
INCOSE-TP-2003-015-01.
Ringland, G. 1998. Scenario Planning: Managing for the Future. New York, NY, USA: Wiley and Sons, Inc.
Sauser, B., Verma, D., Ramirez-Marquez, J. and Gove, R. 2006. From TRL to SRL: The Concept of System
Readiness Levels. Proceedings of the Conference on Systems Engineering Research (CSER), Los Angeles, CA.
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Senge, P.M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY,
USA: Doubleday/Currency.
Simons, R. 1995. Levers of Control, How Managers Use Innovative Control Systems to Drive Strategic Renewal.
Boston, MA, USA: Harvard Business School Press.
Sillitto, H. 2010. "Design Principles for Ultra-Large Scale Systems." Paper in 20th Annual International Council on
Systems Engineering (INCOSE) International Symposium. 12-15 July 2010. Chicago, IL, USA. (Reprinted in The
Singapore Engineer, IES, April 2011).
Sommerville, I., R. Lock, T. Storer, and J.E. Dobson. 2009. "Deriving Information Requirements from
Responsibility Models. Paper in the 21st International Conference on Advanced Information Systems Engineering
(CAiSE). June 2009. Amsterdam, Netherlands. p. 515-529.
Sprenger, C. and S. Ten Have. 1996. "4 Competencies of a Learning Organisation." (Original title (Dutch):
Kennismanagement als moter van delerende organisatie), Holland Management Review, (Sept–Oct): 73–89.
Taylor, J.C.and D.F. Felten. 1993. Performance by Design: Sociotechnical Systems in North America. Englewood
Cliffs, NJ, USA: Formerly Prentice Hall, Pearson Education Ltd.
ten Have, S., W.T. Have, F. Stevens, and M. van der Elst. 2003. Key Management Models - The Management Tools
and Practices That Will Improve Your Business. Upper Saddle River, NJ, USA: Pearson Education Ltd. (Formerly
Prentice Hall).
Wack, P. 1985. "Scenarios: Uncharted Waters Ahead." Harvard Business Review. (September-October 1985).
Womack, J. and D. Jones. 2003. Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised
Edition. New York, NY, USA: Simon & Schuster.
Zuiderhoudt, W. and B. Ten Have. 1999. Complexity Theory Applied to Change Processes in Organisations.
Developing Systems Engineering Capabilities within Businesses and Enterprises 770
Primary References
Kotter, J. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. (March-April 1995).
Oppenheim, B., E. Murman, and D. Sekor. 2010. Lean Enablers for Systems Engineering. Systems Engineering.
14(1). New York, NY, USA: Wiley and Sons, Inc.
SEI. 2010. Capability Maturity Model Integrated (CMMI) for Development, version 1.3. Pittsburgh, PA, USA:
Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Senge, P.M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY,
USA: Doubleday/Currency.
Additional References
None.
Culture
Lead Authors: Scott Jackson, Hillary Sillitto, John Snoderly, Contributing Authors: Richard Turner, Art Pyster,
Richard Beasley
Establishing and managing cultures, values, and behaviors is a critical aspect of systems engineering, especially in
the context of deploying SE within an organization (Fasser and Brettner 2002). The Columbia Accident Investigation
Report (NASA 2003, 101), defines culture (glossary) as “the basic values, norms, beliefs, and practices that
characterize the functioning of a particular institution.”
Stable safety and process cultures are key to effective SE, and can be damaged by an overly-rapid pace of change, a
high degree of churn (see the Nimrod Crash Report, Haddon-Cave 2009), or by change that engineers perceive as
arbitrarily imposed by management (see Challenger, discussed below). On the other hand, a highly competitive,
adversarial or “blame” culture can impede the free flow of information and disrupt synergies in the workplace.
In the multi-national, multi-business, multi-discipline collaborative projects becoming increasingly prevalent in SE,
these factors take on greater importance.
Effective handling of cultural issues is a major factor in the success or failure of SE endeavors.
Approaches to Change
Jackson and Erlick (Jackson 2010, 91-119) have found that there is a lack of evidence that a culture can be changed
from a success point of view. However, they do suggest the Community of Practice (Jackson 2010, 110-112), an
approach founded on the principles of organizational psychology, and discuss the pros and cons of other approaches
to culture change, including training, coaching, Socratic teaching, use of teams, independent reviews, standard
processes, rewards and incentives, use of cost and schedule margins, reliance on a charismatic executive, and
management selection. Shields (2006) provides a similarly comprehensive review.
The Columbia Accident (NASA 2003) and the Triangle fire (NYFIC 1912) official reports, among many others, call
for cultural issues to be addressed through improved leadership, usually augmented by the more objective approach
of auditing. One form of auditing is the Independent Technical Authority, which
• is separate from the program organization;
• addresses only technical issues, not managerial ones; and
• has the right to take action to avoid failure, including by vetoing launch decisions.
An Independent Technical Authority cannot report to the program manager of the program in question, and it may be
formulated within an entirely separate business or enterprise which can view that program objectively. The point of
these stipulations is to insure that the Independent Technical Authority is indeed independent.
Management and leadership experts have identified ways to lead cultural change in organizations, apart from
specifically safety-related cultural change. For example, Gordon (1961) in his work on the use of analogical
reasoning called synectics is one of several who emphasize creative thinking. Kotter (1995) advocates a series of
steps to transform an organization.
Professional Culture
Professional culture acts as an overlay to ethnic or national culture, and usually manifests in a sense of community
and in bonding based on a common identity (Helmreich and Merritt 2000). Well-known examples of professional
cultures include those of medical doctors, airline pilots, teachers, and the military.
Elements of professional culture may include
• a shared professional jargon
• binding norms for behavior
• common ethical values
• self-regulation
• barriers to entry like selectivity, competition and training
• institutional and/or individual resistance to change
• prestige and status, sometimes expressed in badges or uniforms
• stereotyped notions about members of the profession, in general and/or based on gender
Particularly important elements of professional culture (for example, those that affect safety or survivability) need to
be inculcated by extensive training and reinforced at appropriate intervals.
Organizational Culture
An organization's culture builds up cumulatively, determined by factors like its leadership, products and services,
relationships with competitors, and role in society.
Compared with one another, organizational cultures are not standardized because what works in one organization
seldom works in another. Even so, strength in the following elements normally engenders a strong organizational
culture:
• corporate identity;
• leadership;
• morale and trust;
• teamwork and cooperation;
Culture 773
• job security;
• professional development and training;
• empowerment of individuals; and
• confidence, for example in quality and safety practices, or in management communication and feedback.
When the culture of the people in an organization is considered as a whole, organizational culture acts as a common
layer shared by all. In spite of this, differing national cultures can produce differences in leadership styles,
manager-subordinate relationships, and so on, especially in organizations with a high degree of multinational
integration.
Because organizations have formal hierarchies of responsibility and authority, organizational culture is more
amenable to carefully-planned change than are either professional or national cultures. If changes are made in a
manner that is sympathetic to local national culture (as opposed to that of a distant group head office, for example),
they can bring significant performance benefits. This is because organizational culture channels the effects of
national and professional cultures into standard working practices.
There are many definitions of culture in the literature. The Columbia Accident Investigation Board (NASA 2003)
provides a useful one for understanding culture and engineering.
Apollo According to Feynman (1988), Apollo was a successful program because of its culture of “common interest.” The “loss of common
interest” over the next 20 years then caused “the deterioration in cooperation, which . . . produced a calamity.”
Challenger Vaughn (1997) states that rather than taking risks seriously, NASA simply ignored them by calling them normal—what she terms
“normalization of deviance,” whose result was that “flying with acceptable risks was normative in NASA culture.”
Columbia The Columbia Accident Investigation Report (NASA 2003, 102) echoed Feynman’s view and declared that NASA had a “broken
safety culture.” The board concluded that NASA had become a culture in which bureaucratic procedures took precedence over
technical excellence.
Texas City - On August 3, 2005, a process accident occurred at the BP refinery in a Texas City refinery in the USA resulting in 19 deaths and
2005 more than 170 injuries. The Independent Safety Review Panel (2007) found that a corporate safety culture existed that “has not
provided effective process safety leadership and has not adequately established process safety as a core value across all its five U.S.
refineries.” The report recommended “an independent auditing function.”
The On August 11, 1911, a fire at the Triangle shirtwaist factory in New York City killed 145 people, mostly women (NYFIC 1912). The
Triangle New York Factory Investigating Commission castigated the property owners for their lack of understanding of the “human factors” in
Fire the case and called for the establishment of standards to address this deficiency.
Nimrod On September 2, 2006, a Nimrod British military aircraft caught fire and crashed, killing its entire crew of 14. The Haddon-Cave
report (Haddon-Cave 2009) found that Royal Air Force culture had come to value staying within budget over airworthiness.
Referencing the conclusions of the Columbia Accident Investigation Report, the Haddon-Cave report recommends creation of a
system of detailed audits.
Relationship to Ethics
A business's culture has the potential to reinforce or undermine ethical behavior. For example, a culture that
encourages open and transparent decision making and behavior makes it harder for unethical behavior to go
undetected. The many differences in culture around the world are reflected in different perspectives on what is
ethical behavior. This is often reflected in difficulties that international companies face when doing business
globally, sometimes leading to scandals because behavior that is considered ethical in one country may be
considered unethical in another. See Ethical Behavior for more information about this.
References
Works Cited
Fasser, Y. and D. Brettner. 2002. Management for Quality in High-Technology Enterprises. New York, NY, USA:
Wiley.
Feynman, R. 1988. "An Outsider's Inside View of the Challenger Inquiry." Physics Today. 41(2) (February 1988):
26-27.
Gordon, W.J.J. 1961. Synectics: The Development of Creative Capacity. New York, NY, USA: Harper and Row.
Haddon-Cave, C. 2009. An Independent Review into the Broader Issues Surrounding the Loss of the RAF Nimrod
MR2 Aircraft XV230 in Afganistan in 2006. London, UK: The House of Commons.
Helmreich, R.L., and A.C. Merritt. 2000. "Safety and Error Management: The Role of Crew Resource Management."
In Aviation Resource Management, edited by B.J. Hayward and A.R. Lowe. Aldershot, UK: Ashgate. (UTHFRP
Pub250). p. 107-119.
Independent Safety Review Panel. 2007. The Report of the BP U.S. Refineries Independent Safety Panel. Edited by
J.A. Baker. Texas City, TX, USA.
Jackson, S. 2010. Architecting Resilient Systems: Accident Avoidance and Survival and Recovery from Disruptions.
Hoboken, NJ, USA: John Wiley & Sons.
Kotter, J.P. 1995. "Leading Change: Why Transformation Efforts Fail." Harvard Business Review. (March-April):
59-67.
Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College.
NASA. 2003. Columbia Accident Investigation Report. Washington, DC, USA: National Aeronautics and Space
Administration (NASA). August 2003.
Nuclear Regulatory Agency. 2011. "NRC Issues Final Safety Culture Policy Statement." NRC News (14 June 2011).
Available at: http://pbadupws.nrc.gov/docs/ML1116/ML11166A058.pdf.
NYFIC. 1912. Preliminary Report of the New York Factory Investigating Commission. R. F. Wagner (ed). New
York, NY, USA: New York Factory Investigating Commission (NYFIC).
Reason, J. 1997. Managing the Risks of Organisational Accidents. Aldershot, UK: Ashgate Publishing Limited.
Senge, P.M., A. Klieiner, C. Roberts, R.B. Ross, and B.J. Smith. 1994. The Fifth Discipline Fieldbook: Strategies
and Tools for Building a Learning Organization. New York, NY, USA: Currency Doubleday.
Shields, J.L. 2006. "Organization and Culture Change." In Enterprise Transformation, W.B. Rouse (ed.). Hoboken,
NJ, USA: John Wiley & Son.
Siemieniuch, C.E. and M.A. Sinclair. 2006. "Impact of Cultural Attributes on Decision Structures and Interfaces."
Paper presented at the 11th ICCRTS Coalition Command and Control in the Networked Era. Cambridge, MA, USA.
p. 1-20.
Sprenger, C. and S.T. Have. 1996. "4 Competencies of a Learning Organization." (Original title:
"Kennismanagement als moter van delerende organisatie"). Holland Management Review Sept–Oct, p. 73–89.
Vaughn, D. 1997. The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. Chicago,
IL, USA: University of Chicago Press.
Weick, K.E. and K.M. Sutcliffe. 2001. Managing the Unexpected: Assuring High Performance in an Age of
Complexity. San Francisco, CA, USA: Jossey-Bass (Jossey-Bass acquired by Hoboken, NJ, USA: Wiley Periodicals,
Inc.).
Culture 776
Primary References
Fasser, Y. and D. Brettner. 2002. Management for Quality in High-Technology Enterprises. New York, NY, USA:
Wiley.
Helmreich, R.L., and A.C. Merritt. 2000. "Safety and Error Management: The Role of Crew Resource Management."
In Aviation Resource Management, edited by B.J. Hayward and A.R. Lowe. Aldershot, UK: Ashgate. (UTHFRP
Pub250). p. 107-119.
Hofstede, G. 1984. Culture’s Consequences: International Differences in Work-Related Values. London, UK: Sage
Publications.
Jackson, S. 2010. Architecting Resilient Systems: Accident Avoidance and Survival and Recovery from Disruptions.
Hoboken, NJ, USA: John Wiley & Sons.
NASA. 2003. Columbia Accident Investigation Report. Washington, DC, USA: National Aeronautics and Space
Administration (NASA). August 2003.
Reason, J. 1997. Managing the Risks of Organisational Accidents. Aldershot, UK: Ashgate Publishing Limited.
Senge, P.M., A. Klieiner, C. Roberts, R.B. Ross, and B.J. Smith. 1994. The Fifth Discipline Fieldbook: Strategies
and Tools for Building a Learning Organization. New York, NY, USA: Currency Doubleday.
Additional References
Hofstede, G. 2001. Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across
Nations, Second Edition. Thousand Oaks, CA, USA: Sage Publications.
Hofstede, G. 2010. Cultures and Organizations: Software for the Mind, Third Edition. New York, NY, USA:
McGraw Hill.
Team Capability
Lead Authors: Dick Fairley, Contributing Authors: Alice Squires, Art Pyster, Heidi Davidz
The capability of a team to perform systems engineering (SE) depends on having competent personnel, adequate
time, sufficient resources and equipment, and appropriate policies and procedures (Torres and Fairbanks 1996).
The team should have a charter. Staff must be proficient in the needed competencies and must work together with
the right attitude, under the right organization, and with appropriate tools, training, and processes such as
configuration management and peer review.
Those responsible for the team attaining the desired capability need to organize, staff, develop, and assess the team.
Techniques for pilot projects, post-mortem analysis, and lessons learned can be applied as well.
may determine the structure, roles, responsibilities, and authority of the SE team within a project or program; this
may or may not be optimal.
Within a project, a systems engineer or SE team may occupy a staff position subordinate to the project manager, as
indicated in Figure 1 or conversely, the SE team may provide the authoritative interface to the customer with the
project manager or management team, serving in a staff capacity, as indicated in Figure 2. In both cases, SE and
project management must work synergistically to achieve a balance among product attributes, schedule, and budget.
Eisner (2008) lays out various approaches to organizing systems engineers. For additional information see Systems
Engineering and Project Management.
In scaling up to the program level, the considerations portrayed in Figures 1 and 2 can be generalized so that a
top-level SE team provides coordination among the subordinate projects. In this case, each project has an SE team,
and within each project the SE team members can be organized in either of the ways indicated in the figures. When
scaling up to programs, each of the sub-systems in Figures 1 and 2 are separate, coordinated projects.
The models presented in Figures 1 and 2 can be scaled down to smaller projects, where an individual systems
engineer performs the SE activities, either in the subordinate position of Figure 1 or the superior position of Figure 2.
In this case, there is a single subsystem (i.e., the system) and the supporting functions may be provided by the
systems engineer or by supporting elements of the larger organization.
Team Capability 779
The roles to be played by members of a SE team are influenced by the structures adopted as part of the
organizational strategy of the business in which the team is operating (see Systems Engineering Organizational
Strategy). In Product Centered Organizations, for example, an Integrated Product Team (IPT) is assigned to each
element of the system breakdown structure (SBS). Each IPT consists of members of the technical disciplines
necessary to perform systems engineering functions for that element of the system.
At the program level there is a top-level IPT commonly called a SE and integration team (SEIT), whose purpose is to
oversee all of the lower level IPTs. Some specialists, such as reliability and safety engineers, may be assigned to a
team to cover all elements within a given level of the SBS. These teams are sometimes called Analysis and
Integration teams (AITs), and are created at various levels of the SBS as needed.
Organizing communication and coordination among a group of systems engineers should follow the well known 7 ±
2 rule because the number of communication paths among N engineers is N(N-1)/2; i.e., the number of links in a
fully connected graph (Brooks 1995). There are 10 communication paths among 5 engineers, 21 among 7 engineers,
and 36 among 9 engineers. An SE team of more than 10 members (45 paths) should be organized hierarchically with
a top-level team leader. Sub-teams can be partitioned by product subsystem or by process work activities (analysis,
design, integration).
2. Clarify the responsibilities, authority, and communication channels of the systems engineering team
3. Establish the roles to be played by systems engineers, and other project personnel as determined by context,
responsibilities, and authority
4. Determine the required competencies and competency levels needed to fill each of the systems engineering roles
5. Determine the number of systems engineers needed to provide the competencies and competency levels for each
role
6. Determine the availability of needed systems engineers
7. Make adjustments based on unavailability of needed systems engineers
8. Organize the systems engineering team in a manner that facilitates communication and coordination within the
SE team and throughout the project or program
9. Consult stakeholders to ask “What are we missing?”
Competency models and skills inventories, such as INCOSE (2010) and Curtis et al. (2001), can be used as
checklists to assist in determining the needed competencies and competency levels for a product, enterprise, or
service. (See Roles and Competencies.)
When the needed competencies, competency levels, and capacities have been determined, one of two situations will
arise: optimally, the number of systems engineers who have the needed competencies and competency levels to fill
the identified roles will be available; or, they will either be unavailable or cannot be provided because of insufficient
funding. For example, a new initiative may need a lead engineer, a requirements engineer, a systems architect and a
systems integrator-tester to accomplish systems engineering tasks. Budgetary constraints may indicate that only two
of the four roles can be supported. Compromises must be made; perhaps the system architect will be the lead
engineer and the requirements engineer will also be assigned the tasks of system integration and testing even though
he or she does not have the desired skill and experience (i.e., competency level) in integration and testing.
Pilot Projects
Pilot projects are an effective mechanism by which SE teams can build team cohesion, acquire new skills, and
practice applying newly acquired skills to projects and programs. Pilot projects can be conducted for the sole
purpose of skills acquisition, or additionally they can be conducted to determine the feasibility of a proposed
approach to solving a problem. Feasibility studies and acquisition of new team skills can be combined in
Team Capability 783
proof-of-concept studies. Primary inhibitors to conducting SE pilot projects are the time required and diversion of
personnel resources.
Post-mortem Analysis
A post-mortem analysis identifies areas for improvement of SE performance in future projects and programs. Inputs
to a post-mortem analysis include
• personal reflections and recollections of project personnel and other stakeholders;
• email messages, memos, and other forms of communication collected during a project or program;
• successful and unsuccessful risk mitigation actions taken; and
• trends and issues in change requests and defect reports processed by the change control board.
Team participation in a post-mortem analysis allows SE team members to reflect on past efforts, which can lead to
improved team capabilities for future projects or, if the present team is being disbanded, improved individual ability
to participate in future systems engineering teams.
Inhibitors for effective post-mortem analysis include not allocating time to conduct the analysis, failure to effectively
capture lessons-learned, failure to adequately document results, reluctance of personnel to be candid about the
performance of other personnel, and negative social and political aspects of a project or program. Mechanisms to
conduct effective post-mortem analyses of SE projects include using a third party facilitator, brainstorming,
Strength-Weakness-Opportunity-Threat (SWOT) analysis, fishbone (Ishikawa) diagrams, and mind mapping.
Lessons Learned
Lessons learned in SE include both positive and negative lessons. Experiences gained and documented from past
projects and programs can be an effective mechanism for developing and improving the capabilities of a team that
performs SE tasks. Studying past lessons learned can aid in team formation during the initiation phase of a new
project. Lessons learned during the present project or program can result in improved capabilities for the remainder
of the present project and for future projects. Inputs for developing and documenting SE lessons learned include
results of past post-mortem analyses plus personal recollections of the team members, informal war stories, and
analysis of email messages, status reports, and risk management outcomes. Inhibitors for developing and using SE
lessons learned include failure to study lessons learned from past projects and programs during the initiation phase of
a project, failure to allocate time and resources to developing and documenting lessons learned from the present
project or program, and reluctance to discuss problems and issues.
References
Works Cited
Brooks, F. 1995. The Mythical Man-Month, anniversary edition. Reading, MA, USA: Addison Wesley.
Curtis, B., W.E. Hefley, and S.A. Miller. 2001. People Capability Maturity Model (P-CMM), version 2.0. Pittsburgh,
PA, USA: Software Engineering Institute (SEI). CMU/SEI-2001-MM-01. Accessed April 24, 2013. Available: http:/
/www.sei.cmu.edu/library/abstracts/reports/01mm001.cfm.
DeMarco, T., and T. Lister. 1999. Peopleware: Productive Projects and Teams, 2nd ed. New York, NY, USA:
Dorset House.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John
Wiley & Sons.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Fraser, D. 2010. Relationships Made Easy: How to Get on with The People You Need to Get on with...and Stay
Friends with Everyone Else. Worchestershire, UK: Hothive Books.
Team Capability 784
Hase, S. 2000. "Measuring Organisational Capability: Beyond Competence." Paper presented at Future Research,
Research Futures: Australian Vocational Education and Training Research Association (AVETRA) Conference
(2000). Accessed September 14, 2011. Available: http:/ / www. avetra. org. au/ abstracts_and_papers_2000/
shase_full.pdf.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE). INCOSE-TP-2010-003.
NASA. 2011. Academy of Program/Project and Engineering Leadership (APPEL), NASA APPEL Performance
Enhancement. Accessed September 15, 2011. Available: http://appel.nasa.gov/team/request-support/.
Robbins, S.P. 1998. Organizational Behavior: Concepts, Controversies, Applications, 8th ed. Upper Saddle River,
NJ, USA: Prentice Hall. p. 576.
Stephenson, J. and S. Weil. 1992. Quality in Learning: A Capability Approach in Higher Education. London, UK:
Kogan Page.
Torres, C., and D. Fairbanks. 1996. Teambuilding: The ASTD Trainer's Sourcebook. New York, NY, USA:
McGraw-Hill.
Tuckman, B. 1965. "Developmental Sequence in Small Groups." Psychological Bulletin. 63 (6): 384-99.
Primary References
Brooks, F. 1995. The Mythical Man-Month. Anniversary Edition. Reading, MA, USA: Addison Wesley.
Curtis, B., W.E. Hefley, and S.A. Miller. 2001. People Capability Maturity Model (P-CMM), Version 2.0. Pittsburg,
PA, USA: Software Engineering Institute (SEI). CMU/SEI-2001-MM-01. Accessed on June 8, 2012. Available at
http://www.sei.cmu.edu/library/abstracts/reports/01mm001.cfm.
DeMarco, T. and T. Lister. 1999. Peopleware: Productive Projects and Teams. 2nd ed. New York, NY, USA: Dorset
House.
Eisner, H. 2008. Essentials of Project and Systems Engineering Management. 3rd ed. Hoboken, NJ, USA: John
Wiley & Sons.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Hase, S. 2000. "Measuring Organisational Capability: Beyond Competence". Paper presented at Future Research,
Research Futures: Australian Vocational Education and Training Research Association (AVETRA) Conference
(2000). Accessed on June 8, 2012. Available at http:/ / www. avetra. org. au/ abstracts_and_papers_2000/ shase_full.
pdf.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE). INCOSE-TP-2010-003.
NASA. 2011. Academy of Program/Project and Engineering Leadership (APPEL), NASA APPEL Performance
Enhancement. Accessed on May 2, 2014. Available at http://appel.nasa.gov/team/request-support/.
Torres, C. and D. Fairbanks. 1996. Teambuilding: The ASTD Trainer's Sourcebook. New York, NY, USA:
McGraw-Hill.
Team Capability 785
Additional References
Fasser, T. and D. Brettner. 2002. Management for Quality in High Technology Enterprises. New York, NY, USA:
Wiley.
INEEL 2004. A Project Management and Systems Engineering Structure for a Generation IV Very High
Temperature Reactor. Idaho Falls, ID, USA: Idaho National Engineering and Environmental Laboratory,
NEEL/CON-04-02175. Accessed on September 14, 2011. Available at http:/ / www. inl. gov/ technicalpublications/
Documents/2808490.pdf.
Team Dynamics
Lead Authors: Dick Fairley, Contributing Authors: Alice Squires, Art Pyster
A systems engineering (SE) team (glossary) is a group of individuals who cooperatively perform a collection of SE
tasks based on a shared vision and a common set of engineering objectives. Applying the practical considerations of
group dynamics is essential to enabling SE teams to successfully perform SE activities. The interplay of the
behaviors of humans in groups is varied, changing, and inescapable. Nevertheless, study of these behaviors has
yielded valuable insight and knowledge on the dynamics of individuals within groups. The awareness and
application of group dynamics is crucial to facilitating systems engineers' performance of work and achievement of
their goals.
The study of group dynamics was initially within the province of psychology and later within sociology. The
importance of group dynamics to successful teams has led other disciplines such as business management to study
and apply team dynamics.
History
The origins of the study of group dynamics began with Gustave Le Bon. Le Bon wrote La psychologie des fouls in
1895, which was translated into English as The Crowd: A Study of the Popular Mind a year later. Sigmund Freud
wrote Group Psychology and the Analysis of the Ego in 1922 responding to Le Bon's work. Kurt Lewin is
acknowledged as the "founder of social psychology", coining the term group dynamics. He founded the Research
Center for Group Dynamics at the Massachusetts Institute of Technology in 1945, relocating in 1948 to the
University of Michigan. Wilfred Bion studied group dynamics from a psychoanalytical perspective. He help found
the Tavistock Institute of Human Relations in 1947. In that same year, both the Research Center for Group
Dynamics and the Tavistock Institute of Human Relations founded the journal Human Relations. The study of group
dynamics is now worldwide, active, and well established.
Team Dynamics 786
Nature of Groups
Groups are endemic to human existence and experience; humans are by nature social animals. Consequentially, an
informed understanding of the nature of groups is very useful in enabling teams to perform SE. Research into group
behavior reveals that the nature of a group can be described by interaction, goals, interdependence, structure, unity,
and stage. (Forsyth 2010, 5-10)
Interaction
Communication (both verbal and non-verbal) among members within a group produces constantly changing and
varied interactions. Group dynamics are more than the sum of the interactions between individual members; group
interactions create synergistic behaviors and results. Interactions can be placed into two categories (1)
socio-emotional interactions and (2) task interactions (Bales 1950, 1999).
Goals
All groups exist for the purpose of achieving one or more goals. The goals provide the basis for the group’s tasks.
The tasks accomplished by the group can be categorized into activities and characterized by a Circumplex Model
(McGrath 1984, 61), which establishes four quadrants, where the X-axis is choose vs. execute and the Y-axis is
generate vs. negotiate.
Interdependence
Interdependence is the state of being dependent to some degree on other people, as when one’s outcomes, actions,
thoughts, feelings, and experiences are determined in whole or in part by others. Interdependence can be categorized
into five types (1) mutual, reciprocal; (2) unilateral; (3) reciprocal, unequal; (4) serial; and (5) multi-level. (Forsyth
2010, 8)
Structure
Structure includes the organization and patterned behaviors of a group. Structure can be deliberately devised and/or
emergently observed. Most groups have both kinds of structures, which are evinced in the roles and norms of the
group. The roles of leader and follower are fundamental ones in many groups, but other roles — information seeker,
information giver, elaborator, procedural technician, encourager, compromiser, harmonizer — may emerge in any
group (Benne and Sheats 1948; Forsyth 2010, 9). Norms are the rules that govern the actions of group members;
norms can include both formal and informal rules.
Cohesion
The interpersonal forces that bind the members together in a single unit with boundaries that mark who is in the
group and who is outside of it constitute a group’s cohesion (Dion 2000). Cohesion is an essential quality of group; it
can vary from weak to strong. A team cannot perform effectively without strong group cohesion.
Stage
Groups exhibit stages of development. Being comprised of people, it is not surprising that groups collectively
demonstrate the dynamics and growth of the individuals that constitute the group members. The most well-known
and wide-spread model of the stages of group development was developed by Bruce Tuckman. The initial model
identified the sequence of group development as (1) Forming, (2) Storming, (3) Norming, and (4) Performing
(Tuckman 1965). He later added a final stage to the model: (5) Adjourning (Tuckman and Jensen 1977). While
Tuckman’s model is sequential, others have observed that groups actually may recursively and iteratively progress
through the different stages (Forsyth 2010, 20).
Team Dynamics 787
Practical Considerations
The dynamics associated with creating, nurturing, and leading a team that will successfully achieve the team's goals
is important and challenging. Although psychologists and sociologists have conducted and continue to conduct
research to understand team dynamics, the profession of business management has additionally sought to develop
practical guidance for utilizing and applying this knowledge to foster high-performance teams. Accordingly,
business management has focused its contribution to the field of team dynamics by publishing practical guidebooks
to analyze the problems and focus on developing solutions to the problems of team dynamics (see Additional
References). There are many consultancy firms throughout the world that assist organizations with the application of
practical knowledge on team dynamics. Successful systems engineering teams would do well to not ignore, but
rather take advantage of this knowledge.
References
Works Cited
Bales, R.F. 1950. Interaction Process Analysis: A Method for The Study of Small Groups. Reading, MA, USA:
Addison-Wesley.
Bales, R.F. 1999. Social Interaction Systems: Theory and Measurement. New Brunswick, NJ, USA: Transaction.
Benne, K.D. and P. Sheats. 1948. "Functional Roles of Group Members." Journal of Social Issues. 4 (2): 41-49.
Blackwell Publishing Ltd.
Dion, K.L. 2000. "Group Cohesion: From 'Field of Forces' to Multidimensional Construct." Group Dynamics:
Theory, Research, and Practice. 4 (1): 7-26. Washington DC, USA: American Psychological Association.
Forsyth, D.R. 2010. Group Dynamics, 5th edition. Belmont, CA, USA: Wadsworth, Cengage Learning.
McGrath, J.E. 1984. Groups: Interaction and Performance. Upper Saddle River, NJ, USA: Prentice Hall.
Tuckman, B.W. 1965. "Developmental Sequence in Small Groups." Psychological Bulletin. 63 (6):384-399.
Washington DC, USA: American Psychological Association.
Tuckman, B.W. and M.C. Jensen. 1977. "Stages of Small Group Development Revisited." Group and Organization
Management 2 (4): 419-427. Thousand Oaks, CA, USA: Sage Publications.
Primary References
Forsyth, D.R. 2010. Group Dynamics, 5th edition. Belmont, CA, USA: Wadsworth, Cengage Learning.
Additional References
Scholtes, P.R., B.L. Joiner, and B.J. Streibel. 2003. The Team Handbook, 3rd edition. Edison, NJ, USA: Oriel Inc.
Larson, C.E. and F.M.J. LaFaso. 1989. Teamwork: What Must Go Right, What Can Go Wrong. Newbury Park, CA,
USA: Sage Publications, Inc.
Lencioni, P. 2002. The Five Dysfunctions of a Team: A Leadership Fable. San Francisco, CA, USA: Jossey-Bass.
Lencioni, P. 2005. Overcoming the Five Dysfunctions of a Team. San Francisco, CA, USA: Jossey-Bass.
McShane, S.L. and M.A. Von Glinow. 2010. Organizational Behavior: Emerging Knowledge and Practice for the
Real World. New York, NY, USA: McGraw-Hill/Irwin.
Team Dynamics 788
Leadership is an important but often overlooked component of technical projects and programmes. It addresses the
performance of people: their behaviours, their ability to think individually and collectively, their motivation and
energy. Technical leadership in systems engineering creates the environmental conditions conducive to good
performance, supporting shared understanding, innovation, problem solving, resilience and learning. Leadership is
thus complementary to management, which directs specific activities to deliver outputs. A systems engineering
leader may lead a team of systems engineers for a project or program, or may be the only systems engineer in a team
of diverse members involved in project or program (e.g. other engineers, IT personnel, service providers). There are
various models and styles of leadership and key to success is matching leadership to the needs of a situation.
‘Models’ of leadership describe the mechanisms by which leadership arises and operates (e.g. situationally-driven or
caused by a charismatic individual). ‘Styles’ of leadership describe the manner in which a leader (or a leadership
team) leads (e.g. task-focussed or people-focussed; autocratic, democratic or “laissez-faire” (Lewin et al., 1939)).
There is a vast amount of literature addressing leadership issues from multiple points of view, including
philosophical, psychological and emotional considerations (Yukl, 2012). This article highlights key aspects of
leadership theory to help systems engineers understand how they may influence the success of their team and
organisation. This provides the basic building blocks for adapting leadership behaviours at work. The pragmatic
aspects of leading team members involved in systems engineering are summarised in section 1.11. This section
highlights the need to use different approaches to leadership across the systems engineering context, and it is
therefore important be able to understand and adopt the leadership behaviours discussed in the preceding sections, as
judged appropriate. Related knowledge areas and articles are in Part 5 Enabling Systems Engineering and the Part 6
Knowledge area Systems Engineering and Project Management.
(not extreme in any of the three situation dimensions), the more positive, relationship oriented leaders appear to more
successful (Valle & Avella, 2003). This contingency model of leadership was found to predict leadership style in an
information systems engineering environment, where leadership functions were distributed across technical experts
and the end-user (Franz, 1985).
Situational Theory
Situational Theory offers a model of leadership in which any individual leader adapts his or her style according to
the needs of the situation. For example, they can learn to change from being task-focussed to being relationship
focussed. They may also adapt according to their own changing status. Hersey, Blanchard and Johnson (2001)
describe four modes that leaders can adapt between, according to the nature of the members of the team or
organisation: delegating, supporting, coaching, and directing. In this situational model, leadership is a learned skill
based on understanding context and self-awareness.
Path-Goal Model
The Path-Goal Theory describes the leader’s role as helping followers to develop behaviours that allow them to
achieve the goals (House and Mitchell, 1974). Leaders are facilitators for others’ achievements, for example
providing resources, associations, knowledge and support. Leaders are members of a community of practice united
in a common enterprise and sharing a common culture: history, values, ways of doing things, ways of talking (Drath
and Palus, 1994). In technical leadership, this means helping technical followers to perform effectively in their tasks,
and in systems engineering this means facilitating pathways of communication between different areas, encouraging
attitudes and behaviours that promote integrated perspectives.
Authentic Leadership
Somewhat in contrast to the principle of leading by adapting style, and thus in effect “acting the part”, research on
leaders being ‘authentic’ evaluates the effectiveness of staying true to one’s own natural style. Successful authentic
leaders are described as positive, leading from the heart, concerned with ethics, building on trust, motivating people
to achieve challenging tasks. According to the authentic leadership literature (e.g., Gardner et al., 2011; Walumbwa
et al., 2008), authentic leaders display four types of behaviours. These include balanced processing (taking evidence
from all sides), internalized moral perspective (driven more by morality than external pressures, relational
transparency (openly sharing thoughts and feelings), and self awareness (understanding of self and how others view
them) (Gardner et al., 2011). These behaviours are likely to lead to a team having trust in the leader, which will be
important in a technical context where achieving the right outcome, safely, in a complex situation is paramount.
Allied to authentic leadership in terms of behaviours, is the concept of Servant Leadership, described as having
seven key practices: self-awareness, listening, inverting the pyramid (leadership hierarchy), developing your
colleagues, coaching not controlling, unleashing the energy and intelligence of others, and foresight. Keith (2012)
and Sipe and Frick (2009) have a similar list: servant-leaders are individuals of character, put people first, are skilled
communicators, are compassionate collaborators, use foresight, are systems thinkers, and exercise moral authority.
The servant leadership elements of Empowerment, Standing Back / Sharing Credit, Courage / Risk Taking,
Humility, Authenticity, and Stewardship were shown to have a statistically significant correlation with innovation
output from engineering teams when applied at a frontline team leadership level (McCleave and Capella, 2015).
Technical Leadership in Systems Engineering 791
Followership
Equally important is the concept of followership. A leader can only lead with effective followers. In technical
situations, where a distributed process of leadership may be needed, this is especially important. The study of
followership is much less developed than that of leadership, although they are two sides of the same coin. Uhl-Bien
et al (2014) have conducted a review of the literature to date and identify two theoretical frameworks for
understanding followership: a role-based approach and a process approach. They warn against too much focus on a
leader role and not enough on the leadership process, and suggest that understanding followership can help with:
• Recognizing the importance of follower roles, following behaviours, and the leadership process.
• Understanding leadership processes and its outcomes as a function of leaders and followers
• Identifying effective followership behaviours.
• Embedding context in the leadership process.
• Recognizing that leadership can flow in all directions
• Understanding why and how managers are not always able to co-construct leadership with their subordinates
• Followership development
This perspective is supportive of a distributed leadership function, and is helpful for supporting people who have
leadership roles as a consequence of their technical know-how rather than their desire to lead or comfort with doing
so.
Associated with followership development is the nature of motivation within the individuals that the leader wishes to
influence. The term ‘motivation’ has been used to describe a range of possible causes of behaviour, and no single
theory can explain all situations. A useful distinction, however, is the difference between ‘intrinsic’ and ‘extrinsic’
motivation. The former relates to factors arising from emotions, ambitions, expectations and other internal states of
an individual, and tends to be the focus of transformational leaders (see section 1.3). The latter relates to factors
arising from external factors such as threats, rewards, and social pressure, and tends to be the focus of transactional
Technical Leadership in Systems Engineering 792
leaders (also in section 1.3). It is important to recognise that there are cultural and professional differences in how
powerful internal and external causes of motivation are. One famous model of motivation by Maslow (1943), the
‘Hierarchy of Needs’, is useful to assess a range of potential factors, but does not have scientific validity and is based
on a rather narrow Western 20th Century perspective. For example, it does not explain why people are willing to
undergo physical hardship to conquer higher level challenges; or why some cultures are collectivist while others are
individualistic. (A useful review of these culture differences can be found in: Triandis et al., 1988).
A more actionable approach to motivation emphasizes an individual’s mental model of what is important (valence),
what their own role is in achieving it (instrumentality), and how able they are to achieve it (expectancy). This was
first described by Vroom (1964) and has led to the concept of ‘empowering’ individuals (e.g. Conger and Kanungo,
1988). The Path-Goal model of leadership (section 1.6) aims to facilitate performance by addressing these aspects of
motivation. This approach to motivation, called Expectancy Theory, can help leaders understand how to motivate
employees through challenge and self-belief (Isaac, Zerbe, and Pitt, (2001).
An attempt to understand motivation at the organisational level has led to the concept of ‘organisational energy’
(Cole, Bruch and Vogel, 2005). According to the existing overall energy type in an organisation, a leader should
adopt a different motivational strategy to achieve the optimum ‘productive’ energy, which is described as high
intensity and positive. A resignative energy (low intensity, negative) requires the development of a vision,
empowerment and challenge. A corrosive energy (high intensity, negative) requires better communication and the
development of trust. A comfortable energy (low intensity, positive) requires the identification of an external threat
Competencies
Leadership competencies are the knowledge and skills required by individuals and teams for making leadership
effective. Sometimes traits and other individual differences are added to skills and knowledge to create a
‘Competency Framework’ for the leadership characteristics needed for a role. Communication, managing staff by
supporting and providing feedback, and emotional competence are often featured in these frameworks. It is
important to distinguish between those characteristics that are learned and those that are based on traits. Learned
competencies can be enhanced through personal development; innate individual differences could be acquired for a
role through personnel selection (although selection based on personality is not recommended: see section 1.2). As
indicated above, leadership depends on many behaviours, including matching style to situations, effective
followership, and individual leadership.
A number of roles will be required in a team, and ideally these may be distributed to individuals with the apposite
competencies. Emotional competence has been the focus of much recent research and some studies show a strong
correlation with effective leadership (e.g. Cavallo and Brienza, 2006, who used the Emotional Competence
Inventory©).
Daniel Goleman has extended and publicised the concept of emotional intelligence (an innate characteristic) and the
competencies (skills that can be learned) that put it into practice. He describes how emotional aptitudes can preserve
relationships, protect our health and improve our success at work (Goleman, 1998).
Goleman differentiates 5 main categories of competence. The first three are about self-management and the last two
are about being effective in relationships. 1. Self-awareness: accurate self-assessment, emotional awareness and
self-confidence 2. Self-regulation: innovation, adaptability, conscientiousness, trustworthiness and self-control 3.
Motivation: optimism, commitment, initiative and achievement, drive 4. Empathy: developing others, service
orientation, political awareness, diversity, active listening and understanding others 5. Social skills: communication,
influence, conflict management, leadership, bond building, collaboration, cooperation and team capabilities
Emotional Intelligence is most associated with transformational and situational leadership.
Communication skills are also highlighted in most leader competency frameworks. These skills are about both
communicating to other people and also listening and being communicated to by other people. Some skills are about
engagement, others about sharing understanding. In particular, avoiding hidden assumptions and understanding
Technical Leadership in Systems Engineering 793
others’ perspectives are important. Communication can take place in many ways, especially with the help of IT and
social media. Each mode of communication has advantages and disadvantages. Consideration should be given as to
how important it is to have a face to face communication (usually better, but especially for complex matters and
when emotions are involved). Although this takes more time and effort, it will often save time and effort in the
longer term by reducing misunderstandings and negative emotions. Nikoi (2014) presents a collection of studies that
investigated the way in which communication works across media and teams.
Communication may be synchronous or asynchronous, broadcast or individual, dialogue or one-way. Bowman
(2004) has a useful summary of the advantages and disadvantages of different communication channels.
Some competencies that are often associated in the literature with good leadership are listed in Table1. The relevance
of these will depend on the style and the situation/context.
Some commonly cited attributes of effective leaders are listed in Table 1 below.
Speaking with individual team members on a frequent basis Helping team members develop career paths and achieve professional
goals
Working effectively with the project/program manager and external Reassigning, transferring, and terminating personnel as necessary
stakeholders
Characteristics that result in effective leadership of systems engineering activities include behavioral attributes,
leadership style, and communication style. In addition, a team leader for a systems engineering project or program
has management responsibilities that include, but are not limited to: developing and maintaining the systems
engineering plan, as well as establishing and overseeing the relationships between the project/program manager and
project/program management personnel.
(complexity) leader to ensure that the team follows the most appropriate leadership at any time. Each organisation
will have particular leadership requirements, which should be articulated in a behavioural framework in order to
identify the most effective leadership styles and competencies, and where and how they should be applied.
Leadership capability for systems engineers should therefore be seen as a distributed capability to be developed
across engineers. NASA takes a systems approach to developing leadership in their Systems Engineering
Leadership Development Program (SELDP). They define technical leadership as the ‘art’ of systems engineering.
Technical leadership includes broad technical domain knowledge, engineering instinct, problem solving, creativity,
and the leadership and communication skills needed to develop new missions and systems. It focuses on systems
design and technical integrity throughout the life cycle. A system’s complexity and the severity of its constraints
drive the need for systems engineering leadership (Williams and Reyes, 2012).
Selecting leaders by promoting the best technical performers or the most ambitious candidates is not an effective
way of ensuring good leadership in an organisation or programme. For this reason, companies such as General
Electric, Motorola, Toyota, Unilever, Raytheon, and Northrop Grumman use internal leadership academies to
develop their leadership capability according to their needs (Daniels, 2009). A role model approach may be effective
only if the appropriate role model is paired with a candidate, with good leadership characteristics that are valid for
the situation (Yukl, 2012).
More effective approaches would involve developing competencies that can be learned through example, experience
and reflection. The most effective methods will depend on the competencies needed, the type of organisation, and
the opportunities. They could include coaching, mentoring, shadowing, ‘assistant-to’ trial periods, and career
management to provide experience (e.g. Fast-track).
There must also be an element of self-development: systems engineers should recognise the impact that people (or
‘soft’) issues have on the performance of a technical team and organisation and learn how to adjust their own
behaviour and facilitate the behaviour of others.
Behavioral Attributes
Behavioral attributes are habitual patterns of behavior, thought, and emotion that remain stable over time (Yukl
2013). Positive behavioral attributes enable a systems engineering leader to communicate effectively and to make
sound decisions, while also taking into consideration the concerns of all stakeholders. Desirable behavioral attributes
for a systems engineering leader include characteristics such as (Fairley 2009):
• Aptitude - This is exhibited by the ability to effectively lead a team. Leadership aptitude is not the same as
knowledge or skill but rather is indicative of the ability (either intuitive or learned) to influence others. Leadership
aptitude is sometimes referred to as charisma or as an engaging style.
• Initiative - This is exhibited by enthusiastically starting and following through on every leadership activity.
• Enthusiasm - This is exhibited by expressing and communicating a positive, yet realistic attitude concerning the
project, product, and stakeholders.
• Communication Skills - These are exhibited by expressing concepts, thoughts, and ideas in a clear and concise
manner, in oral and written forms, while interacting with colleagues, team members, managers, project
stakeholders, and others.
• Team Participation - This is exhibited by working enthusiastically with team members and others when
collaborating on shared work activities.
• Negotiation - This is the ability to reconcile differing points of view and achieve consensus decisions that are
satisfactory to the involved stakeholders.
• Goal Orientation – This involves setting challenging but not impossible goals for oneself, team members, and
teams.
• Trustworthiness - This is demonstrated over time by exhibiting ethical behavior, honesty, integrity, and
dependability in taking actions and making decisions that affect others.
Technical Leadership in Systems Engineering 795
Weakness, on the other hand, is one example of a behavioral attribute that may limit the effectiveness of a systems
engineering team leader.
Personality Traits
“Personality traits” was initially introduced in the early 1900's by Carl Jung, who published a theory of personality
based on three continuums: introversion-extroversion, sensing-intuiting, and thinking-feeling. According to Jung,
each individual has a dominant style which includes an element from each of the three continuums. Jung also
emphasized that individuals vary their personality traits in the context of different situations; however, an
individual’s dominant style is the preferred one, as it is the least stressful for the individual to express and it is also
the style that an individual will resort to when under stress (Jung 1971). The Myers-Briggs Type Indicator (MBTI),
developed by Katherine Briggs and her daughter Isabel Myers, includes Jung’s three continuums, plus a forth
continuum of judging-perceiving. These four dimensions characterize 16 personality styles for individuals
designated by letters, such as ISTP (Introverted, Sensing, Thinking, and Perceiving). An individual’s personality type
indicator is determined through the answers the person has provided on a questionnaire (Myers 1995) combined with
the individuals self-assessment which is done one to one with a qualified practitioner or in a group setting. MBTI
profiles are widely used by coaches and counselors to help individuals assess how their personality type will affect
how they might react in a particular profession and make suggestions about which professions might suit their
individual preferences. It should never be used to decide which profession would be "most comfortable and
effective” as the MBTI measures preference not ability. The MBTI has also been applied to group dynamics and
leadership styles. Most studies indicate that groups perform better when a mixture of personality styles work together
to provide different perspectives. Some researchers claim that there is evidence that suggests that leadership styles
are most closely related to an individual’s position on the judging-perceiving scale of the MBTI profile (Hammer
2001). Those on the judging side of the scale are more likely to be “by the book” managers, while those on the
perceiving side of the scale are most likely to be “people-oriented” leaders. “Judging” in the MBTI model does not
mean judgmental; rather, a judging preference indicates a quantitative orientation and a perceiving preference
indicates a qualitative orientation. The MBTI has its detractors (Nowack 1996); however, MBTI personality styles
can provide insight into effective and ineffective modes of interaction and communication among team members and
team leaders. For example, an individual with a strongly Introverted, Thinking, Sensing, and Judging personality
index (ITSJ) may have difficulty interacting with an individual who has a strongly Extroverted, Intuiting, Feeling,
Perceiving personality index (ENFP).
much or too little guidance and direction. Too little guidance occurs when the individual is preoccupied with her or
his personal work, while too much guidance results in micromanagement, which limits the personal discretion for
team members. Drivers may also be insensitive to interpersonal relationships with team members and others.
Analytical leaders may provide too much information or may fail to provide information that is obvious to them, but
not their team members. They do not like to discuss things they already know or that are irrelevant to the task at
hand. Like driver-style leaders, they may be insensitive to interpersonal relationships with other individuals. Amiable
leaders focus on interpersonal relationships in order to get the job done. They may exhibit a dislike of those who fail
to interact with them on a personal level and may show little concern for those who show little personal interest in
them. Expressive leaders also focus on interpersonal relationships. In the extreme, an expressive leader may be more
interested in stating their opinions than in listening to others. Additionally, they may play favorites and ignore those
who are not favorites. While these characterizations are gross oversimplifications, they serve to illustrate leadership
styles that may be exhibited by systems engineering team leaders. Effective team leaders are able to vary their
leadership style to accommodate the particular context and the needs of their constituencies without going to
extremes; but as emphasized by Jung, each individual has a preferred comfort zone that is least stressful and to
which an individual will resort during times of added pressure.
Communication Styles
An additional characterization of the Wilson model is the preferred style of communication for different leadership
styles, which is illustrated by the dimensions of assertiveness and responsiveness.
Figure 1. Dimensions of Communication Styles (Fairley 2009). Reprinted with permission of the IEEE Computer Society. All other rights are
reserved by the copyright owner.
Task-oriented assertiveness is exhibited in a communication style that emphasizes the work to be done rather than on
the people who will do the work, while the people-oriented communication style addresses personnel issues first and
tasks secondly. A tell-oriented communication style involves telling rather than asking, while an ask-oriented
assertiveness emphasizes asking over telling. Movies, plays, and novels often include caricatures of extremes in the
assertiveness and responsiveness dimensions of Wilson communication styles. An individual’s communication style
may fall anywhere within the continuums of assertiveness and responsiveness, from extremes to more moderate
Technical Leadership in Systems Engineering 797
Management Responsibilities
Leading a systems engineering team involves communicating, coordinating, providing guidance, and maintaining
progress and morale. Managing a project, according to the PMBOK® Guide (PMBOK 2013), involves application of
the five process groups of project management: initiating, planning, executing, monitoring and controlling, and
closing. Colloquially, systems engineering project/program management is concerned with making and updating
plans and estimates, providing resources, collecting and analyzing product and process data, working with the
technical leader to control work processes and work products, as well as managing the overall schedule and budget.
Good engineering managers are not necessarily good technical leaders and good technical leaders are not necessarily
good engineering managers; the expression of different personality traits and skill sets is required. Those who are
effective as both managers and leaders have both analytical and interpersonal skills, although their comfort zone may
be in one of managing or leading. Two management issues that are typically the responsibility of a systems
engineering team leader are:
• Establishing and maintaining the division of responsibility among him or herself, the systems engineering team
leader, and the project/program manager.
• Developing, implementing, and maintaining the systems engineering plan (SEP).
Relationships between systems engineering and project management are addressed in the Part 6 Knowledge Area
(KA) of the SEBoK, Systems Engineering and Project Management. Also, see the Part 5 Knowledge Area Enabling
Teams for a discussion of the relationships between a project/program manager and a systems engineering technical
leader.
The System Engineering Plan (SEP) is, or should be, the highest-level plan for managing the Systems Engineering
effort and the technical aspects of a project or program. It defines how a project will be organized and conducted in
terms of both performing and controlling the Systems Engineering activities needed to address a project's system
requirements and technical content. It can have a number of secondary technical plans that provide details on
specific technical areas and supporting processes, procedures, tools. Also, see the Planning article in Part 3, which
includes a section on Systems Engineering Planning Process Overview.
In United States DoD acquisition programs, the System Engineering Plan (SEP) is a Government produced
document which assists in the development, communication, and management of the overall systems engineering
(SE) approach that guides all technical activities of the program. It provides direction to developers for program
execution. The developer uses the SEP as guidance for producing the System Engineering Management Plan
(SEMP), which is a separate document and usually a contract deliverable that aligns with the SEP. As the SEP is a
Government produced and maintained document and the SEMP is a developer/contractor developed and maintained
document, the SEMP is typically a standalone, coordinated document.
The following SEP outline from (ODASD 2011) serves as an example.
Technical Leadership in Systems Engineering 798
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Technical Leadership in Systems Engineering 801
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Enabling individuals to perform systems engineering (glossary) (SE) requires an understanding of SE competencies,
roles, and tasks; plus knowledge, skills, abilities, and attitudes (KSAA). Within a business or enterprise, SE
responsibilities are allocated to individuals through the definition of SE roles associated with a set of task. For an
individual, a set of KSAAs enables the fulfillment of the competencies needed to perform the tasks associated with
the assigned SE role. SE competencies reflect the individual’s KSAAs, which are developed through education,
training, and on-the-job experience. Traditionally, SE competencies build on innate personal qualities and have been
developed primarily through experience. Recently, education and training have taken on a greater role in the
development of SE competencies.
• Value
• Organize
• Characterize
Both cognitive and affective domains should be included in the development of systems engineering competency
models, because the cognitive domain learning concerns the consciously developed knowledge about the various
subjects and the ability to perform tasks, whilst the affective learning concerns the interest in or willingness to use
particular parts of the knowledge learned and the extent to which the systems engineer is characterized by taking
approaches which are inherently systemic. Using the affective domain in the specification of KSAAs, is also
important as every piece of information we process in our brains goes through our affective (emotional) processors
before it is integrated by our cognitive processors (Whitcomb and Whitcomb 2013).
SE Competency Models
Contexts in which individual competency models are typically used include
• Recruitment and Selection: Competencies define categories for behavioral event interviewing (BEI), increasing
the validity and reliability of selection and promotion decisions.
• Human Resources Planning and Placements: Competencies are used to identify individuals to fill specific
positions and/or identify gaps in key competency areas.
• Education, Training, and Development: Explicit competency models let employees know which competencies
are valued within their organization. Curriculum and interventions can be designed around desired competencies.
INCOSE Certification
Certification is a formal process whereby a community of knowledgeable, experienced, and skilled representatives of
an organization, such as the International Council on Systems Engineering (INCOSE), provides formal recognition
that a person has achieved competency in specific areas (demonstrated by education, experience, and knowledge).
(INCOSE nd). The most popular credential in SE is offered by INCOSE, which requires an individual to pass a test
to confirm knowledge of the field, requires experience in SE, and recommendations from those who have knowledge
about the individual's capabilities and experience. Like all such credentials, the INCOSE certificate does not
guarantee competence or suitability of an individual for a particular role, but is a positive indicator of an individual's
ability to perform. Individual workforce needs often require additional KSAAs for any given systems engineer, but
certification provides an acknowledged common baseline.
Roles and Competencies 804
INCOSE UK WG 2010 INCOSE Identify the competencies required to conduct INCOSE Working Group (INCOSE 2010),
good systems engineering (INCOSE UK 2010)
ENG Competency 2013 DAU Identify competencies required for the DoD DoD and DAU internal (DAU 2013)
Model acquisition engineering professional. development
NASA APPEL 2009 NASA To improve project management and systems NASA internal development (NASA 2009)
Competency Model engineering at NASA - UPDATE IN WORK
MITRE Competency 2007 MITRE To define new curricula systems engineering Focus groups as described in (Trudeau 2005),
Model and to assess personnel and organizational (Trudeau 2005) (MITRE 2007)
capabilities
CMMI for 2007 SEI Process improvement maturity model for the SEI Internal Development (SEI 2007), (SEI 2004)
Development development of products and services
Other models and lists of traits include: Hall (1962), Frank (2000; 2002; 2006), Kasser et al. (2009), Squires et al.
(2011), and Armstrong et al. (2011). Ferris (2010) provides a summary and evaluation of the existing frameworks for
personnel evaluation and for defining SE education. Squires et al. (2010) provide a competency-based approach that
can be used by universities or companies to compare their current state of SE capability development against a
government-industry defined set of needs. SE competencies can also be inferred from standards such as ISO-15288
(ISO/IEC/IEEE 15288 2015) and from sources such as the INCOSE Systems Engineering Handbook (INCOSE
2012), the INCOSE Systems Engineering Certification Program, and CMMI criteria (SEI 2007). Whitcomb, Khan,
and White describe the development of a systems engineering competency model for the United States Department
Roles and Competencies 805
of Defense based on a series of existing competency models (Whitcomb, Khan, and White 2013; 2014).
To provide specific examples for illustration, more details about three SE competency model examples follow. These
include:
• The International Council on Systems Engineering (INCOSE) UK Advisory Board model (INCOSE 2010),
(INCOSE UK 2009);
• The DAU ENG model (DAU 2013); and
• The NASA Academy of Program/Project & Engineering Leadership (APPEL) model (NASA 2009)
Concept Generation
Design For...
Functional Analysis
Interface Management
System Robustness
Validation
Transition to Operation
Enterprise Integration
Integration of Specialties
3. Requirements Analysis
4. Architecture Design
5. Implementation
6. Intergration
7. Verification
8. Validation
9. Transition
21. Acquisition
Roles and Competencies 807
26. Communication
33. Organization
41. Negotiations
Figure 1. Layered and Multi-dimensional in the Engineering Layer (IEEE 2008). Reprinted with permission of © Copyright IEEE
– All rights reserved. All other rights are reserved by the copyright owner.
The discipline, domain, and life cycle dimensions are included in this example, and some of the first-level areas in
each of these dimensions are shown. At this level, an organization or an individual can indicate which areas are
included in their existing or desired competencies. The sub-cubes are filled in by indicating the level of proficiency
that exists or is required. For this example, blank indicates that the area is not applicable, and colors (shades of gray)
are used to indicate the levels of expertise. The example shows a radar electrical designer that is an expert at
hardware verification, is skilled at writing radar electrical requirements, and has some knowledge of electrical
hardware concepts and detailed design. The radar electrical designer would also assess his or her proficiency in the
other areas, the foundation layer, and the leadership layer to provide a complete assessment.
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Report." Naval Postgraduate School Technical Report, Monterey, CA. Accessed on June 4, 2015. Available at,
https://calhoun.nps.edu/handle/10945/44705.
Widmann, E.R., G.E. Anderson, G.J. Hudak, and T.A. Hudak. 2000. "The Taxonomy of Systems Engineering
Competency for The New Millennium." Presented at 10th Annual INCOSE Internal Symposium, 16-20 July 2000,
Minneapolis, MN, USA.
Primary References
DAU. 2013. ENG Competency Model, 12 June 2013 version. in Defense Acquisition University (DAU)/U.S.
Department of Defense Database Online. Accessed on June 3, 2015. Available at https:/ / dap. dau. mil/ workforce/
Documents/Comp/ENG%20Competency%20Model%2020130612_Final.pdf.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
Additional References
Whitcomb, Clifford, Jessica Delgado, Rabia Khan, Juli Alexander, Corina White, Dana Grambow, Paul Walter.
2015. "The Department of the Navy Systems Engineering Career Competency Model." Proceedings of the Twelfth
Annual Acquisition Research Symposium. Naval Postgraduate School, Monterey, CA..
Assessing Individuals
Lead Author: Heidi Davidz, Contributing Authors: Alice Squires, Art Pyster
The ability to fairly assess individuals is a critical aspect of enabling individuals. This article describes how to assess
the systems engineering (glossary) (SE) competencies needed and possessed by an individual, as well as that
individual’s SE performance.
Determining Context
Prior to understanding what SE competencies are needed, it is important for an organization to examine the situation
in which it is embedded, including environment, history, and strategy. As Figure 1 shows, MITRE has developed a
framework characterizing different levels of systems complexity. (MITRE 2007, 1-12) This framework may help an
organization identify which competencies are needed. An organization working primarily in the traditional program
domain may need to emphasize a different set of competencies than an organization working primarily in the messy
frontier. If an organization seeks to improve existing capabilities in one area, extensive technical knowledge in that
specific area might be very important. For example, if stakeholder involvement is characterized by multiple equities
and distrust, rather than collaboration and concurrence, a higher level of competency in being able to balance
stakeholder requirements might be needed. If the organization's desired outcome builds a fundamentally new
capability, technical knowledge in a broader set of areas might be useful.
Assessing Individuals 813
Figure 1. MITRE Enterprise Systems Engineering Framework (MITRE 2007). Reprinted with permission of © 2011. The MITRE Corporation.
All Rights Reserved. All other rights are reserved by the copyright owner.
In addition, an organization might consider both its current situation and its forward strategy. For example, if an
organization has previously worked in a traditional systems engineering context (MITRE 2007) but has a strategy to
transition into enterprise systems engineering (ESE) work in the future, that organization might want to develop a
competency model both for what was important in the traditional SE context and for what will be required for ESE
work. This would also hold true for an organization moving to a different contracting environment where
competencies, such as the ability to properly tailor the SE approach to right size the SE effort and balance cost and
risk, might be more important.
Proficiency Levels
In order to provide a context for individuals and organizations to develop competencies, a consistent system of
defining KSAAs should be created. One popular method is based on Bloom’s taxonomy (Bloom 1984), presented
below for the cognitive domain in order from least complex to most complex cognitive ability.
• Remember: Recall or recognize terms, definitions, facts, ideas, materials, patterns, sequences, methods,
principles, etc.
• Understand: Read and understand descriptions, communications, reports, tables, diagrams, directions,
regulations, etc.
• Apply: Know when and how to use ideas, procedures, methods, formulas, principles, theories, etc.
• Analyze: Break down information into its constituent parts and recognize their relationship to one another and
how they are organized; identify sublevel factors or salient data from a complex scenario.
• Evaluate: Make judgments about the value of proposed ideas, solutions, etc., by comparing the proposal to
specific criteria or standards.
• Create: Put parts or elements together in such a way as to reveal a pattern or structure not clearly there before;
identify which data or information from a complex set is appropriate to examine further or from which supported
conclusions can be drawn.
One way to assess competency is to assign KSAAs to proficiency level categories within each competency.
Examples of proficiency levels include the INCOSE competency model, with proficiency levels of: awareness,
supervised practitioner, practitioner, and expert (INCOSE 2010). The Academy of Program/Project & Engineering
Leadership (APPEL) competency model includes the levels: participate, apply, manage, and guide, respectively
(Menrad and Lawson 2008). The U.S. National Aeronautics and Space Administration (NASA), as part of the
APPEL (APPEL 2009), has also defined proficiency levels: technical engineer/project team member, subsystem
lead/manager, project manager/project systems engineer, and program manager/program systems engineer. The
Defense Civilian Personnel Advisory Service (DCPAS) defines a 5-tier framework to indicate the degree to which
employees perform competecnies as awareness, basic, intermediate, advanced, and expert.
The KSAAs defined in the lower levels of the cognitive domain (remember, understand) are typically foundational,
and involve demonstration of basic knowledge. The higher levels (apply, analyze, evaluate, and create) reflect higher
cognitive ability. Cognitive and affective processes within Bloom’s taxonomy refer to levels of observable actions
that indicate learning is occuring (Whitcomb, Delgado, Khan, Alexander, White, Grambow, Walter 2015). The
Bloom’s domain levels should not be used exclusively to determine the proficiency levels required for attainment or
assessment of a competency. Higher level cognitive capabilites belong across proficiency levels, and should be used
as appropriate to the KSAA involved. These higher level terms infer some observbable action or outcome, so the
context for assessing the attainment of the KSAA, or a group of KSAAs, related to a competency needs to be
defined. For example, applying SE methods can be accomplished on simple subsystems or systems and so perhaps
belong in a lower proficiency level such as supervised practitioner. Applying SE methods to complex enterprise or
systems of systems, may belong in the practitioner or even the expert level. The determination of what proficiency
level is desired for each KSAA is determined by the organization, and may vary among different organizations.
References
Works Cited
Academy of Program/Project & Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, DC, USA: U.S. National Aeronautics and Space Administration. Available at: http:/ /
www.nasa.gov/offices/oce/appel/pm-development/pm_se_competency_framework.html.
Bloom, B. S. 1984. Taxonomy of Educational Objectives. New York, NY, USA: Longman.
Holt, Jon, and Simon Perry. 2011. A Pragmatic Guide to Competency, Tools, Frameworks, and Assessment. BCS,
The Chartered Institute for IT, Swindon, UK.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
Menrad, R. and H. Lawson. 2008. "Development of a NASA Integrated Technical Workforce Career Development
Model Entitled: Requisite Occupation Competencies and Knowledge – The ROCK." Paper presented at the 59th
International Astronautical Congress (IAC). 29 September-3 October 2008. Glasgow, Scotland.
MITRE. 2007. Enterprise Architecting for Enterprise Systems Engineering. Warrendale, PA, USA: SEPO
Collaborations, SAE International. June 2007.
Whitcomb, Clifford, Jessica Delgado, Rabia Khan, Juli Alexander, Corina White, Dana Grambow, Paul Walter.
2015. "The Department of the Navy Systems Engineering Career Competency Model." Proceedings of the Twelfth
Annual Acquisition Research Symposium. Naval Postgraduate School, Monterey, CA.
Primary References
Academy of Program/Project & Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, DC, USA: U.S. National Aeronautics and Space Administration (NASA). Accessed on
May 2, 2014. Available at http:/ / appel. nasa. gov/ career-resources/
project-management-and-systems-engineering-competency-model/.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
Assessing Individuals 816
Additional References
Holt, J., and S. Perry. 2011. A pragmatic guide to competency: tools, frameworks and assessment. Swindon, UK:
British Computer Society.
Developing Individuals
Lead Author: Heidi Davidz
Developing each individual’s systems engineering (SE) competencies(glossary) is a key aspect of enabling
individuals. The goal may be to develop competency in a broad range of SE competencies or a single aspect of SE,
and it is important to know exactly which SE competencies are desired. This article describes strategies to develop
SE competencies in individuals.
PRIMARY GOAL = Delivery of excellent systems Focus on successful performance Corporate intiatives
to fulfill customer needs outcome
Focus on performance of project team Team coaching of project team for performance
enhancement
Developing Individuals 817
Mentoring
Hands-on experience
Filter those working in systems roles Use individual characteristics to select employees
for systems roles
System Delivery
Some organizations mount initiatives which focus directly on successful system delivery. Others focus on project
team performance, in some cases by offering coaching, as a means to ensure successful system delivery.
One example of the latter approach is the performance enhancement service of the US National Aeronautics and
Space Administration (NASA) Academy of Program/Project & Engineering Leadership (APPEL), which assesses
team performance and then offers developmental interventions with coaching (NASA 2010).
Organizations pursue multiple paths towards developing the capability to deliver excellent systems, including
• developing the competency of individuals;
• developing the competency of the organization through processes (Davidz and Maier 2007); and
• putting measures should in place to verify the efficacy of the selected methods.
Developing Individuals 818
Individual Competency
An organization may choose a combination of methods to develop individual systems competency. General
Electric’s Edison Engineering Development Program (GE 2010) and Lockheed Martin’s Leadership Development
Programs (Lockheed Martin 2010) are examples among the many combination programs offered within companies.
Whether or not the program is specifically oriented to develop systems skills, the breadth of technical training and
experience, coupled with business training, can produce a rich understanding of systems for the participant.
Furthermore, new combination programs can be designed to develop specific systems-oriented skills for an
organization.
Methods for developing individual competency include
• classroom or online training courses, a traditional choice for knowledge transfer and skill acquisition. Here, an
instructor directs a classroom of participants. The method of instruction may vary from a lecture format to case
study work to hands-on exercises. The impact and effectiveness of this method varies considerably based on the
skill of the instructor, the effort of the participants, the presentation of the material, the course content, the quality
of the course design process, and the matching of the course material to organizational needs. These types of
interventions may also be given online. Squires (2011) investigates the relationship between online pedagogy and
student perceived learning of SE competencies.
• job rotation, where a participant rotates through a series of work assignments that cut across different aspects of
the organization to gain broad experience in a relatively short time.
• mentoring, where a more experienced individual is paired with a protégé in a developmental relationship. Many
organizations use mentoring, whose impact and effectiveness vary considerably. Success factors are the tenable
pairing of individuals, and the provision of adequate time for mentoring.
• hands-on experience, where organizations provide for their engineers to get hands-on experience that they would
otherwise lack. A research study by Davidz on enablers and barriers to the development of systems thinking
showed that systems thinking is developed primarily by experiential learning (Davidz 2006; Davidz and
Nightingale 2008, 1-14). As an example, some individuals found that working in a job that dealt with the full
system, such as working in an integration and test environment, enabled development of systems thinking.
• selecting individuals who appear to have high potential and focusing on their development. Hand-selection may
or may not be accompanied by the other identified methods.
• formal education, such as a university degree program. A growing number of SE degree programs are offered
worldwide (Lasfer and Pyster 2011). Companies have also worked with local universities to set up customized
educational programs for their employees. The company benefits because it can tailor the educational program to
the unique needs of its business. In a certificate program, individuals receive a certificate for taking a specific set
of courses, either at a university or as provided by the company. There are a growing number of certificate
programs for developing systems competency.
Individual Certification
Organizations may seek to boost individual systems competency through certification programs. These can combine
work experience, educational background, and training classes. Certifications are offered by local, national, and
international professional bodies.
SE organizations may encourage employees to seek certification from the International Council on Systems
Engineering (INCOSE 2011) or may use this type of certification as a filter (see Filters, below). In addition, many
companies have developed their own internal certification measures. For example, the Aerospace Corporation has an
Aerospace Systems Architecting and Engineering Certificate Program (ASAECP). (Gardner 2007)
Developing Individuals 819
Filters
Another approach to developing individual competency is to select employees for systems roles based on certain
characteristics, or filters. Before using a list of characteristics for filtering, though, an organization should critically
examine
1. how the list of individual characteristics was determined, and
2. how the characteristics identified enable the performance of a systems job.
Characteristics used as filters should
• enable one to perform a systems job
• be viewed as important to perform a systems job, or
• be necessary to perform a systems job.
A necessary characteristic is much stronger than an enabling one, and before filtering for certain traits, it is important
to understand whether the characteristic is an enabler or a necessity.
Finally, it is important to understand the extent to which findings are generally applicable, since a list of
characteristics that determine success in one organization may not be generalizable to another organization.
Organizational Capability
Once an organization has determined which SE capabilities are mission critical (please see Deciding on Desired
Systems Engineering Capabilities within Businesses and Enterprises), there are many different ways in which an
organization can seek to develop or improve these capabilities. Some approaches seen in the literature include the
following:
• Organizations may choose to develop organizational systems capability through processes. One method
organizations may choose is to pursue process improvement using an established framework. An example is the
Capability Maturity Model® Integration (CMMI) process improvement approach (SEI 2010, 1).
• Concept maps - graphical representations of engineering thought processes - have been shown to be an effective
method of transferring knowledge from senior engineering personnel to junior engineering personnel (Kramer
2007, 26-29; Kramer 2005). These maps may provide a mechanism for increasing knowledge of the systems
engineering population of an organization.
• An organization may also choose to develop organizational systems competencies by standardizing systems
policies and procedures. An example from NASA is their NASA Systems Engineering Processes and Requirement
(NASA 2007).
• Some organizations use a web portal to store and organize applicable systems engineering knowledge and
processes, which assists in developing organizational systems competency. An example is the Mission Assurance
Portal for the Aerospace Corporation (Roberts et al. 2007, 10-13).
• Another approach being considered in the community is the development of a rotating professor role, where the
person would work at the company and then be at a university to strengthen the link between academia and
industry.
• Another approach is to alter organizational design to foster and mature a desired competency. For example, an
organization that identifies competency in the area of reliability as critical to its SE success may develop a
reliability group, which will help foster growth and improvement in reliability competencies.
Developing Individuals 820
Organizational Certification
Certification at the organizational level exists also, and can be a means for ensuring competency. ISO certification is
one example (ISO 2010). Before taking this approach, the organization should verify that the capabilities required by
the certification are indeed the systems capabilities it seeks. For more on determining appropriate organizational
capabilities, see Deciding on Desired Systems Engineering Capabilities within Businesses and Enterprises.
References
Works Cited
Academy of Program/Project & Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, D.C.: U.S. National Aeronautics and Space Association. Accessed on September 15,
2011. Available at http:/ / www. nasa. gov/ offices/ oce/ appel/ pm-development/ pm_se_competency_framework.
html.
Cowper, D., S. Bennison, R. Allen-Shalless, K. Barnwell, S. Brown, A. El Fatatry, J. Hooper, S. Hudson, L. Oliver,
and A. Smith. 2005. Systems Engineering Core Competencies Framework. Folkestone, UK: International Council on
Systems Engineering (INCOSE) UK Advisory Board (UKAB).
Davidz, H.L. and J. Martin. 2011. "Defining a Strategy for Development of Systems Capability in the Workforce".
Systems Engineering. 14(2): 141-143.
Davidz, H.L. and M.W. Maier. 2007. "An Integrated Approach to Developing Systems Professionals." Paper
presented at the 17th Annual International Council on Systems Engineering (INCOSE) International Symposium,
24-28 June 2007. San Diego, CA, USA.
Davidz, H.L., and D. Nightingale. 2008. "Enabling Systems Thinking to Accelerate the Development of Senior
Systems Engineers." Systems Engineering. 11(1): 1-14.
Davidz, H.L. 2006. Enabling Systems Thinking to Accelerate the Development of Senior Systems Engineers.
Dissertation. Massachusetts Institute of Technology (MIT), Cambridge, MA, USA.
Gardner, B. 2007. "A Corporate Approach to National Security Space Education." Crosslink, the Aerospace
Corporation Magazine of Advances in Aerospace Technology. 8(1) (Spring 2007):10-5. Accessed April 23, 2013.
Available at: http://aerospace.wpengine.netdna-cdn.com/wp-content/uploads/crosslink/V8N1.pdf.
GE. 2010. Edison Engineering Development Program (EEDP) in General Electric. Accessed on September 15,
2011. Available at http:/ / www. gecareers. com/ GECAREERS/ jsp/ us/ studentOpportunities/ leadershipPrograms/
eng_program_guide.jsp.
Developing Individuals 821
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
INCOSE. 2011. "Systems Engineering Professional Certification." In International Council on Systems Engineering
online. Accessed April 13, 2015. Available at: http://www.incose.org/certification/.
Kramer, M.J. 2007. "Can Concept Maps Bridge The Engineering Gap?" Crosslink, the Aerospace Corporation
Magazine of Advances in Aerospace Technology. 8(1) (Spring 2007): 26-9. Accessed April 23, 2013. Available at:
http://aerospace.wpengine.netdna-cdn.com/wp-content/uploads/crosslink/V8N1.pdf.
Kramer, M.J. 2005. Using Concept Maps for Knowledge Acquisition in Satellite Design: Translating 'Statement of
Requirements on Orbit' to 'Design Requirements. Dissertation. Ft. Lauderdale, FL, USA: Graduate School of
Computer and Information Sciences, Nova Southeastern University.
Lasfer, K. and A. Pyster. 2011. "The Growth of Systems Engineering Graduate Programs in the United States."
Paper presented at Conference on Systems Engineering Research, 15-16 April 2011. Los Angeles, CA, USA.
Lockheed Martin. 2010. Training and Leadership Development Programs for College Applicants in Lockheed
Martin Corporation. Bethesda, MD, USA. Accessed on August 30, 2012. Available at http:/ / www.
lockheedmartinjobs.com/leadership-development-program.asp.
NASA. 2010. Academy of Program/Project & engineering leadership (APPEL): Project life cycle support in U.S.
National Aeronautics and Space Administration (NASA). Washington, DC, USA: U.S. National Air and Space
Administration (NASA). Accessed on September 15, 2011. Available at http:/ / www. nasa. gov/ offices/ oce/ appel/
performance/lifecycle/161.html.
NASA. 2007. NASA Procedural Requirements: NASA Systems Engineering Processes and Requirements.
Washington, DC, USA: U.S. National Aeronautic and Space Administration (NASA). NPR 7123.1A.
Roberts, J., B. Simpson, and S. Guarro. 2007. "A Mission Assurance Toolbox." Crosslink, the Aerospace
Corporation Magazine of Advances in Aerospace Technology. 8(2) (Fall 2007): 10-13.
SEI. 2007. Capability Maturity Model Integrated (CMMI) for Development, version 1.2, Measurement and Analysis
Process Area. Pittsburgh, PA, USA: Software Engineering Institute (SEI)/Carnegie Mellon University (CMU).
Squires, A. 2011. Investigating the Relationship between Online Pedagogy and Student Perceived Learning of
Systems Engineering Competencies. Dissertation. Stevens Institute of Technology, Hoboken, NJ, USA.
Primary References
Academy of Program/Project & Engineering Leadership (APPEL). 2009. NASA's Systems Engineering
Competencies. Washington, DC, USA: U.S. National Aeronautics and Space Administration (NASA). Accessed on
May 2, 2014. Available at http:/ / appel. nasa. gov/ career-resources/
project-management-and-systems-engineering-competency-model/.
DAU. 2013. ENG Competency Model, 12 June 2013 version. in Defense Acquisition University (DAU)/U.S.
Department of Defense Database Online. Accessed on September 23, 2014. Available at https:/ / acc. dau. mil/
CommunityBrowser.aspx?id=657526&lang=en-US
Davidz, H.L. and J. Martin. 2011. "Defining a Strategy for Development of Systems Capability in the Workforce".
Systems Engineering. 14(2): 141-143.
INCOSE. 2010. Systems Engineering Competencies Framework 2010-0205. San Diego, CA, USA: International
Council on Systems Engineering (INCOSE), INCOSE-TP-2010-003.
Developing Individuals 822
Additional References
None.
Ethical Behavior
Lead Author: Dick Fairley, Chuck Calvano, Contributing Authors: Scott Jackson, Heidi Davidz, Alice Squires, Art
Pyster
If the competency(glossary) of the systems engineer is a matter of KSAA—knowledge, skills, abilities, and
attitudes—then the word “attitudes” must have an ethical dimension. The ethical framework that guides the SE's
actions insures that the SE ultimately does good and not harm. Ethical standards apply both to individuals and to
organizations. This section discusses the moral foundations of ethics, and the elements of ethical conduct that are
especially relevant to systems engineering.
Cultural Issues
Since systems engineers develop and maintain products used by humans globally, it is important that they understand
the historical and cultural aspects of their profession and the related context in which their products will be used.
System engineers need to be aware of societal diversity and act without prejudice or discrimination.
Enforcing Ethics
Many organizations enforce ethics internally by means of ethics policies. These polices typically include rules such
as the following:
• There shall be no exchange of favors between anyone in the organization and entities with which it does business,
such as suppliers, customers, or regulatory agencies.
• Product information, for example, test data, shall be reported accurately and completely to the contracting agency.
• There shall be no conflict of interest between the organization and entities with which it does business.
Favors can consist of providing money, reimbursement of travel or entertainment expenses, other items of equivalent
value, or inappropriate job offers. Conflict of interest can arise when the personal or professional financial interests
or organizational ties of an engineer are potentially at odds with the best interests of the customer or the engineer’s
employer. Since conflict of interest and other ethical transgressions can be hard to define, care must be taken to
design ethics policies that are observable and enforceable. Internal audit functions or external regulatory agencies
may enforce ethical rules at the individual, team, organizational, or enterprise level. Punishment for violating ethics
policies can include termination and other disciplinary actions.
Unlike self-employed physicians who may choose to not do something specific, many systems engineers are
individuals employed by organizations. Depending on the organizational context, an issue in conflict with the
company might result in giving up the job. This may result in additional ethical considerations.
Responsibility to Society
Engineers who create products and services for use in society have an obligation to serve the public good.
Additionally, the IEEE Code of Ethics states that engineers have an obligation to foster the professional development
and ethical integrity of colleagues (IEEE 2015). Because of the criticality and scope of many systems, systems
engineers, operating in teams within projects and on behalf of the public in delivery of products, have special
responsibility. Poorly designed systems or services can have calamitous effects on society. The INCOSE Code of
Ethics asserts the responsibility of systems engineers to “guard the public interest and protect the environment,
safety, and welfare of those affected by engineering activities and technological artifacts” (INCOSE 2006).
References
Works Cited
IEEE. 2009. IEEE Code of Ethics. in IEEE [database online]. Accessed September 7, 2012. Available: http:/ / www.
ieee.org/ethics.
IEEE. 2015. IEEE Code of Ethics. Accessed April 6, 2015. Available: http:/ / www. ieee. org/ about/ corporate/
governance/p7-8.html.
INCOSE. 2006. INCOSE Code of Ethics. in International Council on Systems Engineering [database online].
Accessed April 13, 2015. Available: http://www.incose.org/about/leadershiporganization/codeofethics.
NSPE. 2007. NSPE Code of Ethics for Engineers. Alexandria, VA, USA: National Society of Professional
Engineers. NSPE publication #1102. Accessed on September 15, 2011. Available: http://www.nspe.org/resources/
ethics.
Whitbeck, C. 2007. Ethics in Engineering Practice and Research. New York, NY, USA: Cambridge University
Press.
Ethical Behavior 825
Primary References
Whitbeck, C. 2007. Ethics in Engineering Practice and Research. New York, NY, USA: Cambridge University
Press.
Additional References
National Institute for Ethics in Engineering. "National Institute for Engineering Ethics." In the Murdough Center for
for Engineering Professionalism. Hosted by Texas Technical University. Accessed on September 15, 2011.
Available at http://www.murdough.ttu.edu/pd.cfm?pt=NIEE.
OnlineEthics.org. "Online Ethics Center (OEC)." Accessed September 8, 2011. Available at: http:/ / www.
onlineethics.org/.
Martin, M. and R. Schinzinger. 2004. Ethics in Engineering, 4th ed. New York, NY, USA: McGraw-Hill.
Penn State. "Ethics: Books." In Penn State College of Engineering. Accessed September 8, 2011. Available at: http:/
/www.engr.psu.edu/ethics/books.asp.
Smith, J.H. (ed). 2008. Engineering Ethics – Concepts, Viewpoint, Cases and Codes. National Institute for
Engineering Ethics, Texas Technical University.
Related Disciplines
Lead Authors: Dick Fairley, Tom Hilburn, Contributing Author: Alice Squires
Part 6 of the Guide to the SE Body of Knowledge (SEBoK) presents knowledge that would be useful to systems
engineers as they interact with these other fields and experts in those fields.
Figure 1 SEBoK Part 6 in context (SEBoK Original). For more detail see Structure of the SEBoK
Systems engineering (SE), as a discipline, intersects with other disciplines across the practice of engineering and
across the enterprise. The knowledge areas (KAs) contained in this part, and the topics under them, are not meant to
comprise additional bodies of knowledge but, rather, to give an overview with emphasis on what a systems engineer
needs to know, accompanied by pointers to that knowledge.
Related Disciplines 827
References
Works Cited
None.
Primary References
Bourque, P. and R.E. Fairley (eds.). 2014. SWEBOK: Guide to the Software Engineering Body of Knowledge. Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/US Department of Defense. February 19, 2010.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
None.
Software is prominent in most modern systems architectures and is often the primary means for integrating complex
system components. Software engineering and systems engineering are not merely related disciplines; they are
intimately intertwined. (See Systems Engineering and Other Disciplines.) Good systems engineering is a key factor
in enabling good software engineering.
The SEBoK explicitly recognizes and embraces the intertwining between systems engineering and software
engineering, as well as defining the relationship between the SEBoK and the Guide to the Software Engineering
Body of Knowledge (SWEBOK) (Bourque, and Fairley, 2014).
This knowledge area describes the nature of software, provides an overview of the SWEBOK, describes the concepts
that are shared by systems engineers and software engineers, and indicates the similarities and difference in how
software engineers and systems engineers apply these concepts and use common terminology. It also describes the
nature of the relationships between software engineering and systems engineering and describes some of the
methods, models and tools used by software engineers.
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:
• Software Engineering in the Systems Engineering Life Cycle
• The Nature of Software
• An Overview of the SWEBOK Guide
• Key Points a Systems Engineer Needs to Know about Software Engineering
• Software Engineering Features - Models, Methods, Tools, Standards, and Metrics
Discussion
Software engineers, like systems engineers,
• engage in analysis and design, allocation of requirements, oversight of component development, component
integration, verification and validation, life cycle sustainment, and system retirement.
• work with or as a component specialists (for example, user interface, database, computation, and communication
specialists) who construct or otherwise obtain the needed software components.
• adapt existing components and incorporate components supplied by customers and affiliated organizations.
These commonalities would make it appear that software engineering is merely an application of systems
engineering, but this is only a superficial appearance. The differences between the two disciplines arise from two
fundamental issues:
1. Differences in educational backgrounds (traditional engineering disciplines for SE and the computing disciplines
for SWE) and work experiences that result in different approaches to problem solving, and
Systems Engineering and Software Engineering 829
2. Different ways of applying shared concepts based on the contrasting natures of the software medium and the
physical media of traditional engineering.
Table 1 itemizes some of the shared concepts that are applied in different ways by systems engineers and software
engineers. Each discipline has made contributions to the other. Table 1 indicates the methods and techniques
developed by systems engineers adapted for use by software engineers and, conversely, those that have been adapted
for use by systems engineers.
Table 1. Adaptation of Methods Across SE and SWE *
* (Fairley and Willshire 2011) Reprinted with permission of Dick Fairley and Mary Jane Willshire. All other rights
are reserved by the copyright owner.
The articles in this knowledge area give an overview of software and software engineering aimed at systems
engineers. It also provides more details on the relationship between systems and software life cycles and some of the
detailed tools used by software engineers. As systems become more dependent on software as a primary means of
delivering stakeholder value the historical distinction between software and systems engineering may need to be
challenged. This is a current area of joint discussion between the two communities which will affect the future
knowledge in both SEBoK and SWEBoK.
References
Works Cited
Bourque, P. and Fairley, R.E. (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK)). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
Fairley, R.E. and Willshire M.J., 2011. Teaching systems engineering to software engineering students, CSEET
2011, Software Engineering Education and Training, p: 219-226, ISBN: 978-1-4577-0349-2.
Primary References
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
Brooks, F. 1995. The Mythical Man-Month, Anniversary Edition. Boston, MA, USA: Addison Wesley Longman Inc.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley and Sons.
Systems Engineering and Software Engineering 830
Additional References
Pressman, R. 2009. Software Engineering: A Practitioner's Approach. 7th Ed. New York, NY, USA: McGraw Hill.
Schneidewind, N. 2009. Systems and Software Engineering with Applications. New York, NY: Institute of Electrical
and Electronics Engineers.
Sommerville, I. 2010. Software Engineering. 9th Ed. Boston, MA, USA: Addison Wesley.
This article describes how software engineering (SwE) life cycle processes integrate with the SE life cycle. A joint
workshop organized by INCOSE, the Systems Engineering Research Center and the IEEE Computer Society was
held to consider this relationship (Pyster et al, 2015). This workshop concluded that:
Software is fundamental to the performance, features, and value of most modern engineering systems. It
is not merely part of the system, but often shapes the system architecture; drives much of its complexity
and emergent behavior; strains its verification; and drives much of the cost and schedule of its
development. Given how significant an impact software has on system development and given how
complex modern systems are, one would expect the relationship between the disciplines of systems
engineering (SE) and software engineering (SWE) to be well defined. However, the relationship is, in
fact, not well understood or articulated.
In this article we give some of the basic relationships between SwE and SE and discuss how these can be related to
some of the SEBoK knowledge areas.
Part 3 defines a collection of generic SE life cycle processes which define the activities and information needed
across the SE life cycle. These processes include activities which contribute across the whole life cycle, with peaks
of focused activity in certain stages, see Applying Life Cycle Processes for details.
The following sections provide a brief discussion of how SwE life cycle processes fit into SE life cycle process
models. In practice, the details of this relationship are a key part of how a system life cycle is planned and delivered.
The relationship will be shaped by the operating domain practice and solution type. Some examples of this are
provided in the Implementation Examples.
Modernization and system Disposal and Retirement. All of these horizontal software engineering activities rely on
the associated SE activities having a sufficient understanding of the strengths and limitations of software and SwE,
see Key Points a Systems Engineer Needs to Know about Software Engineering.
The Life Cycle Models knowledge area also defines how Vee and Iterative life cycle models provide a framework to
tailor the generic life cycle and process definitions to different types of system development. Both models, with
some modification, apply equally to the development of products and services containing software. Thus, the simple
relationships between SE and SwE processes will form the basis for tailoring to suite project needs within a selected
life cycle model.
understanding of the nature of software is needed in the formulation of the problem, since this is often fundamentally
driven by the use of software to create complex adaptive solution concepts. This close coupling of software, physical
and human system elements across the system of interest continues throughout the system life cycle making it
necessary to consider all three in most horizontal system level decision.
The life cycle of cyber physical systems cannot be easily partitioned into SE and SwE achieving their own outcomes,
but working together on horizontal system issues. It will require a much more closely integrated approach, requiring
systems and software engineers with a complementary set of competencies, and changes how the two disciplines are
seen in both team and organizational structures. See Enabling Systems Engineering.
References
Works Cited
Pyster, A., Adcock, R., Ardis, M., Cloutier, R., Henry, D., Laird, L., Lawson, H. ‘Bud’., Pennotti, M., Sullivan, K.,
Wade J. 2015. Exploring the Relationship between Systems Engineering and Software Engineering. 13th Conference
on Systems Engineering Research (CSER), Procedia Computer Science, Volume 44, 2015, Pages 708-717
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland:
International Organisation for Standardisation / International Electrotechnical Commissions / Institute of Electrical
and Electronics Engineers. ISO/IEC/IEEE 15288:2015.
ISO/IECIEEE. 2008. Systems and Software Engineering — Software Life Cycle Processes. Geneva, Switzerland:
International Organization for Standards (ISO)/Institute of Electrical & Electronics Engineers (IEEE) Computer
Society, ISO//IECIEEE 12207:2008(E).
Roedler, G. 2011. "Towards Integrated Systems and Software Engineering Standards." National Defense Industrial
Association (NDIA) Conference, San Diego, CA, USA.
Primary References
Pyster, A., Adcock, R., Ardis, M., Cloutier, R., Henry, D., Laird, L., Lawson, H. ‘Bud’., Pennotti, M., Sullivan, K.,
Wade J. 2015. Exploring the Relationship between Systems Engineering and Software Engineering. 13th Conference
on Systems Engineering Research (CSER), Procedia Computer Science, Volume 44, 2015, Pages 708-717
Additional References
Roedler, G. 2010. An Overview of ISO/IEC/IEEE 15288, System Life Cycle Processes. Asian Pacific Council on
Systems Engineering (APCOSE) Conference.
The nature of the software medium has many consequences for systems engineering (SE) of software-intensive
systems. Fred Brooks has famously observed that four properties of software, taken together, differentiate it from
other kinds of engineering artifacts (Brooks 1995). These four properties are
1. complexity,
2. conformity,
3. changeability
4. invisibility.
Brooks states:
Software entities are more complex for their size than perhaps any other human construct because no
two parts are alike (at least above the statement level). If they are, we make the two similar parts into a
subroutine — open or closed. In this respect, software systems differ profoundly from computers,
buildings, or automobiles, where repeated elements abound. (Brooks 1995, p 82)
Complexity
The complexity of software arises from the large number of unique interacting parts in a software system. The parts
are unique because they are encapsulated as functions, subroutines, or objects, and invoked as needed rather than
being replicated. Software parts have several different kinds of interactions, including serial and concurrent
invocations, state transitions, data couplings, and interfaces to databases and external systems.
Depiction of a software entity often requires several different design representations to portray the numerous static
structures, dynamic couplings, and modes of interaction that exist in computer software. Complexity within the parts,
and in the connections among parts requires that changes undergo substantial design rigor and regression testing.
Software provides functionality for components that are embedded, distributed and data centric. Software can
implement simple control aoop s well as complex algorithms and heuristics.
Complexity can hide defects that may not be discovered easily, thus requiring significant additional and unplanned
rework.
Conformity
Software, unlike a physical product, has no underlying natural principles which it must conform to, such as Newton’s
laws of motion. However, software must conform to exacting specifications in the representation of each of its parts,
in the interfaces to other internal parts, and in the connections to the environment in which it operates. A missing
semicolon or other syntactic error can be detected by a compiler. But, a defect in the program logic or a timing error
may be difficult to detect when encountered during operation.on.
Unlike software, tolerance among the interfaces of physical entities is the foundation of manufacturing and
assembly. No two physical parts that are joined together have, or are required to have, exact matches. There are no
corresponding tolerances in the interfaces among software entities or between software entities and their
environments. There are no interface specifications for software stating that a parameter can be an integer plus or
minus 2%. Interfaces among software parts must agree exactly in numbers, types of parameters and kinds of
couplings.
Lack of conformity can cause problems when an existing software component cannot be reused as planned because it
does not conform to the needs of the product under development. Lack of conformity might not be discovered until
The Nature of Software 836
late in a project, thus necessitating the development and integration of an acceptable component to replace the one
that cannot be reused. This requires an unplanned allocation of resources (usually) and can delay project completion.
Changeability
Software coordinates the operation of physical components and provides most of the functionality in
software-intensive systems. Because software is the most malleable (easily changed) element in a software-intensive
system, it is the most frequently changed element. This is particularly true during the late stages of a development
project and during system sustainment. However, this does not mean that software is easy to change. Complexity and
the need for conformity can make changing software an extremely difficult task. Changing one part of a software
system often results in undesired side effects in other parts of the system, requiring more changes before the software
can operate at maximum efficiency.
Invisibility
Software is said to be invisible because it has no physical properties. While the effects of executing software on a
digital computer are observable, software itself cannot be seen, tasted, smelled, touched, or heard. Software is an
intangible entity because our five human senses are incapable of directly sensing it.
Work products such as requirements specifications, design documents, source code and object code are
representations of software, but they are not the software. At the most elemental level, software resides in the
magnetization and current flow in an enormous number of electronic elements within a digital device. Because
software has no physical presence, software engineers must use different representations at different levels of
abstraction in an attempt to visualize the inherently invisible entity.
Uniqueness
One other point about the nature of software that Brooks alludes to, but does not explicitly call out is the uniqueness
of software. Software and software projects are unique for the following reasons:
• Software has no physical properties;
• Software is the product of intellect-intensive teamwork;
• Productivity of software developers varies more widely than the productivity of other engineering disciplines;
• Estimation and planning for software projects is characterized by a high degree of uncertainty, which can be at
best partially mitigated by best practices;
• Risk management for software projects is predominantly process-oriented;
• Software alone is useless, as it is always a part of a larger system; and
• Software is the most frequently changed element of software intensive systems.
The Nature of Software 837
References
Works Cited
Brooks, F. 1995. The Mythical Man-Month, Anniversary Edition. Boston, MA, USA: Addison Wesley Longman Inc.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, New Jersey: John Wiley and Sons.
Primary References
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
Brooks, F. 1995. The Mythical Man-Month, Anniversary Edition. Boston, MA, USA: Addison Wesley Longman Inc.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, New Jersey: John Wiley and Sons.
Systems engineers are fortunate that the software community has developed its own body of knowledge. The
introduction to Version 3 of the Guide to the Software Engineering Body of Knowledge states:
The purpose of the Guide is to describe the portion of the Body of Knowledge that is generally accepted,
to organize that portion, and to provide topical access to it. (Bourque and Fairley 2014)
Software Requirements
The Software Requirements KA is concerned with the elicitation, negotiation, analysis, specification, and validation
of software requirements. It is widely acknowledged within the software industry that software engineering projects
are critically vulnerable when these activities are performed poorly. Software requirements express the needs and
constraints placed on a software product that contribute to the solution of some real-world problems.
Software Design
Design is defined as both the process of defining the architecture, components, interfaces, and other characteristics
of a system or component and the result of [that] process (IEEE 1991). The Software Design KA covers the design
process and the resulting product. The software design process is the software engineering life cycle activity in
which software requirements are analyzed in order to produce a description of the software’s internal structure and its
behavior that will serve as the basis for its construction. A software design (the result) must describe the software
architecture -- that is, how software is decomposed and organized into components and the interfaces between those
components. It must also describes the components at a level of detail that enables their construction.
Software Construction
Software construction refers to the detailed creation of working software through a combination of detailed design,
coding, unit testing, integration testing, debugging, and verification. The Software Construction KA includes topics
related to the development of software programs that will satisfy their requirements and design constraints. This KA
covers software construction fundamentals; managing software construction; construction technologies; practical
considerations; and software construction tools.
Software Testing
Testing is an activity performed to evaluate product quality and to improve it by identifying defects. Software testing
involves dynamic verification of the behavior of a program against expected behavior on a finite set of test cases.
These test cases are selected from the (usually very large) execution domain. The Software Testing KA includes the
fundamentals of software testing; testing techniques; human-computer user interface testing and evaluation;
test-related measures; and practical considerations.
Software Maintenance
Software maintenance involves enhancing existing capabilities, adapting software to operate in new and modified
operating environments, and correcting defects. These categories are referred to as perfective, adaptive, and
corrective software maintenance. The Software Maintenance KA includes fundamentals of software maintenance
(nature of and need for maintenance, categories of maintenance, maintenance costs); key issues in software
maintenance (technical issues, management issues, maintenance cost estimation, measurement of software
maintenance); the maintenance process; software maintenance techniques (program comprehension, re-engineering,
reverse engineering, refactoring, software retirement); disaster recovery techniques, and software maintenance tools.
An Overview of the SWEBOK Guide 839
Software Quality
Software quality is a pervasive software life cycle concern that is addressed in many of the SWEBOK V3 KAs. In
addition, the Software Quality KA includes fundamentals of software quality (software engineering cultures,
software quality characteristics, the value and cost of software quality, and software quality improvement); software
quality management processes (software quality assurance, verification and validation, reviews and audits); and
practical considerations (defect characterization, software quality measurement, and software quality tools).
An Overview of the SWEBOK Guide 840
Computing Foundations
The Computing Foundations KA covers fundamental topics that provide the computing background necessary for
the practice of software engineering. Topics covered include problem solving techniques, abstraction, algorithms and
complexity, programming fundamentals, the basics of parallel and distributed computing, computer organization,
operating systems, and network communication.
Mathematical Foundations
The Mathematical Foundations KA covers fundamental topics that provide the mathematical background necessary
for the practice of software engineering. Topics covered include sets, relations, and functions; basic propositional
and predicate logic; proof techniques; graphs and trees; discrete probability; grammars and finite state machines; and
number theory.
Engineering Foundations
The Engineering Foundations KA covers fundamental topics that provide the engineering background necessary for
the practice of software engineering. Topics covered include empirical methods and experimental techniques;
statistical analysis; measurements and metrics; engineering design; simulation and modeling; and root cause
analysis.
Related Disciplines
SWEBOK V3 also discusses related disciplines. The related disciplines are those that share a boundary, and often a
common intersection, with software engineering. SWEBOK V3 does not characterize the knowledge of the related
disciplines but, rather, indicates how those disciplines interact with the software engineering discipline. The related
disciplines include
• Computer Engineering
• Computer Science
• General Management
An Overview of the SWEBOK Guide 841
• Mathematics
• Project Management
• Quality Management
• Systems Engineering
References
Works Cited
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Primary References
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.swebok.org
Additional References
None.
The field of software engineering is extensive and specialized. Its importance to modern systems makes it necessary
for systems engineers to be knowledgeable about software engineering and its relationship to systems engineering.
reviews of software are an effective mechanism for finding defects, but the significant effort required limits
exhaustive reviewing. Criteria must be established to determine which components (or sub-components) should
be reviewed. Although there are similar concerns about exhaustive testing and reviewing of physical products, the
complexity of software makes software testing, reviews, and the resulting assurance provided, more challenging.
Other points include:
1. All software testing approaches and techniques are heuristic. Hence, there is no universal "best" approach,
practice, or technique for testing, since these must be selected based on the software context.
2. Exhaustive testing is not possible.
3. Errors in software tend to cluster within the software structures; therefore, any one specific approach or a
random approach to testing is not advised.
4. Pesticide paradox exists. As a result, running the same test over and over on the same software-system
provides no new information.
5. Testing can reveal the presence of defects but cannot guarantee that there will be no errors, except under the
specific conditions of a given test.
6. Testing, including verification and validation (V&V), must be performed early and continually throughout the
lifecycle (end to end.
7. Even after extensive testing and V&V, errors are likely to remain after long term use of the software.
8. Chapter 4 of the SWEBOK discusses software testing and provides a bibliography.
3. Software often provides the interfaces that interconnect other system components - Software is often
referred to as the glue that holds a system together because the interfaces among components, as well as the
interfaces to the environment and other systems, are often provided by digital sensors and controllers that operate
via software. Because software interfaces are behavioral rather than physical, the interactions that occur among
software components often exhibit emergent behaviors that cannot always be predicted in advance. In addition to
component interfaces, software usually provides the computational and decision algorithms needed to generate
command and control signals. The SWEBOK has multiple discussions of interfaces: Chapter 2 on Software
Design is a good starting point and includes a bibliography.
4. Every software product is unique - The goal of manufacturing physical products is to produce replicated copies
that are as nearly identical as much as possible, given the constraints of material sciences and manufacturing tools
and techniques. Because replication of existing software is a trivial process (as compared to manufacturing of
physical products), the goal of software development is to produce one perfect copy (or as nearly perfect as can be
achieved given the constraints on schedule, budget, resources, and technology). Much of software development
involves altering existing software. The resulting product, whether new or modified, is uniquely different from all
other software products known to the software developers. Chapter 3 of the SWEBOK provides discussion of
software reuse and several references.
5. In many cases, requirements allocated to software must be renegotiated and reprioritized - Software
engineers often see more efficient and effective ways to restate and prioritize requirements allocated to software.
Sometimes, the renegotiated requirements have system-wide impacts that must be taken into account. One or
more senior software engineers should be, and often are, involved in analysis of system-level requirements. This
topic is addressed in the SWEBOK in Chapter 1, with topics on the iterative nature of software and change
management.
6. Software requirements are prone to frequent change - Software is the most frequently changed component in
complex systems, especially late in the development process and during system sustainment. This is due to the
fact that software is perceived to be the most easily changed component of a complex system. This is not to imply
that changes to software requirements, and the resulting changes to the impacted software, can be easily done
without undesired side effects. Careful software configuration management is necessary, as discussed in Chapter
6 of the SWEBOK, which includes extensive references.
Key Points a Systems Engineer Needs to Know about Software Engineering 843
7. Small changes to software can have large negative effects (A corollary to frequently changing software
requirements: There are no small software changes) - In several well-known cases, modifying a few lines of code
in very large systems that incorporated software negatively impacted the safety, security, and/or reliability of
those systems. Applying techniques such as traceability, impact analysis, object-oriented software development,
and regression testing reduces undesired side effects of changes to software code. These approaches limit but do
not eliminate this problem.
8. Some quality attributes for software are subjectively evaluated - Software typically provides the interfaces to
systems that have human users and operators. The intended users and operators of these systems often
subjectively evaluate quality attributes, such as ease of use, adaptability, robustness, and integrity. These quality
attributes determine the acceptance of a system by its intended users and operators. In some cases, systems have
been rejected because they were not judged to be suitable for use by the intended users in the intended
environment, even though those systems satisfied their technical requirements. Chapter 10 of the SWEBOK
provides an overview of software quality, with references.
9. The term prototyping has different connotations for systems engineers and software engineers - For a
systems engineer, a prototype is typically the first functioning version of a hardware. For software engineers,
software prototyping is primarily used for two purposes: (1) as a mechanism to elicit user requirements by
iteratively evolving mock-ups of user interfaces, and (2) as an experimental implementation of some limited
element of a proposed system to explore and evaluate alternative algorithms. Chapter 1 of the SWEBOK
discusses this and provides excellent references.
10. Cyber security is a present and growing concern for systems that incorporate software - In addition to the
traditional specialty disciplines of safety, reliability, and maintainability, systems engineering teams increasingly
include security specialists at both the software level and the systems level in an attempt to cope with the cyber
attacks that may be encountered by systems that incorporate software. Additional information about security
engineering can be found in the Systems Engineering and Specialty Engineering KA.
11. Software growth requires spare capacity - Moore’s Law no longer fully comes to the rescue (Moore, 1965).
As systems adapt to changing circumstances, the modifications can most easily be performed and upgraded in the
software, requiring additional computer execution cycles and memory capacity (Belady and Lehman 1979). For
several decades, this growth was accommodated by Moore’s Law, but recent limits that have occurred as a result
of heat dissipation have influenced manufacturers to promote potential computing power growth by slowing down
the processors and putting more of them on a chip. This requires software developers to revise their programs to
perform more in parallel, which is often an extremely difficult problem (Patterson 2010). This problem is
exacerbated by the growth in mobile computing and limited battery power.
12. Several Pareto 80-20 distributions apply to software - These refers to the 80% of the avoidable rework that
comes from 20% of the defects, that 80% of the defects come from 20% of the modules, and 90% of the
downtime comes from at most 10% of the defects (Boehm and Basili 2001). These, along with recent data
indicating that 80% of the testing business value comes from 20% of the test cases (Bullock 2000), indicate that
much more cost-effective software development and testing can come from determining which 20% need the
most attention.
13. Software estimates are often inaccurate - There are several reasons software estimates are frequently
inaccurate. Some of these reasons are the same as the reasons systems engineering estimates are often inaccurate:
unrealistic assumptions, vague and changing requirements, and failure to update estimates as conditions change.
In addition, software estimates are often inaccurate because productivity and quality are highly variable among
seemingly similar software engineers. Knowing the performance characteristics of the individuals who will be
involved in a software project can greatly increase the accuracy of a software estimate. Another factor is the
cohesion of the software development team. Working with a team that has worked together before and knowing
their collective performance characteristics can also increase the accuracy of a software estimate. Conversely,
preparing an estimate for unknown teams and their members can result in a very low degree of accuracy. Chapter
Key Points a Systems Engineer Needs to Know about Software Engineering 844
7 of the SWEBOK [1] briefly discusses this further. Kitchenam (1997) discusses the organizational context of
uncertainty in estimates. Lederer and Prasad (1995) also identify organizational and management issues that
increase uncertainty; additionally, a recent dissertation from Sweden by Magazinus (2012) shows that the issues
persist.
14. Most software projects are conducted iteratively - "Iterative development" has a different connotation for
systems engineers and software engineers. A fundamental aspect of iterative software development is that each
iteration of a software development cycle adds features and capabilities to produce a next working version of
partially completed software. In addition, each iteration cycle for software development may occur on a daily or
weekly basis, while (depending on the scale and complexity of the system) the nature of physical system
components typically involves iterative cycles of longer durations. Classic articles on this include (Royce 1970)
and (Boehm 1988), among others. Larman and Basili (2003) provide a history of iterative development, and the
SWEBOK discusses this in life cycle processes in Chapter 8.
15. Teamwork within software projects is closely coordinate - The nature of software and its development
requires close coordination of work activities that are predominately intellectual in nature. Certainly other
engineers engage in intellectual problem solving, but the collective and ongoing daily problem solving required of
a software team requires a level of communication and coordination among software developers that is of a
different more elevated type. Highsmith (2000) gives a good overview.
16. Agile development processes are increasingly used to develop software - Agile development of software is a
widely used and growing approach to developing software. Agile teams are typically small and closely
coordinated, for the reasons cited above. Multiple agile teams may be used on large software projects, although
this is highly risky without an integrating architecture (Elssamadisy and Schalliol 2002). Agile development
proceeds iteratively in cycles that produce incremental versions of software, with cycle durations that vary from
one day to one month, although shorter durations are more common. Among the many factors that distinguish
agile development is the tendency to evolve the detailed requirements iteratively. Most agile approaches do not
produce an explicit design document. Martin (2003) gives a highly cited overview.
17. Verification and validation (V&V) of software should preferably proceed incrementally and iteratively -
Iterative development of working product increments allows incremental verification, which ensures that the
partial software product satisfies the technical requirements for that incremental version; additionally, it allows
for the incremental validation (ISO/IEC/IEEE 24765) of the partial product to make certain that it satisfies its
intended use, by its intended users, in its intended environment. Incremental verification and validation of
working software allows early detection and correction of encountered problems. Waiting to perform integration,
verification, and validation of complex system until later life cycle stages, when these activities are on the critical
path to product release, can result in increased cost and schedule impacts. Typically, schedules have minimal
slack time during later stages in projects. However, with iterative V&V, software configuration management
processes and associated traceability aspects may become complex and require special care to avoid further
problems. Chapter 4 of the SWEBOK discusses software testing, and provides numerous references, including
standards. Much has been written on the subject; a representative article is (Wallace and Fujii 1989).
18. Performance trade-offs are different for software than systems - Systems engineers use “performance” to
denote the entire operational envelope of a system; whereas, software engineers use “performance” to mean
response time and the throughput of software. Consequentially, systems engineers have a larger design space in
which to conduct trade studies. In software, performance is typically enhanced by reducing other attributes, such
as security or ease of modification. Conversely, enhancing attributes such as security and ease of modification
typically impacts performance of software (response time and throughput) in a negative manner.
19. Risk management for software projects differs in kind from risk management for projects that develop
physical artifacts - Risk management for development of hardware components is often concerned with issues
such as supply chain management, material science, and manufacturability. Software and hardware share some
similar risk factors: uncertainty in requirements, schedule constraints, infrastructure support, and resource
Key Points a Systems Engineer Needs to Know about Software Engineering 845
availability. In addition, risk management in software engineering often focuses on issues that result from
communication problems and coordination difficulties within software development teams, across software
development teams, and between software developers and other project members (e.g., hardware developers,
technical writers, and those who perform independent verification and validation). See (Boehm 1991) for a
foundational article on the matter.
20. Software metrics include product measures and process measures - The metrics used to measure and report
progress of software projects include product measures and process (ISO/IEC/IEEE 24765) measures. Product
measures include the amount of software developed (progress), defects discovered (quality), avoidable rework
(defect correction), and budgeted resources used (technical budget, memory and execution cycles consumed, etc.).
Process measures include: the amount of effort expended (because of the people-intensive nature of software
development), productivity (software produced per unit of effort expended), production rate (software produced
per unit time), milestones achieved and missed (schedule progress), and budgeted resources used (financial
budget). Software metrics are often measured on each (or, periodically, some) of the iterations of a development
project that produces a next working version of the software. Chapter 8 and Chapter 7 of the SWEBOK address
this.
21. Progress on software projects is sometimes inadequately tracked - In some cases, progress on software
projects is not adequately tracked because relevant metrics are not collected and analyzed. A fundamental
problem is that accurate tracking of a software project depends on knowing how much software has been
developed that is suitable for delivery into the larger system or into a user environment. Evidence of progress,
nthe form of working software, is one of the primary advantages of the iterative development of working software
increments.
References
Works Cited
Belady, L. and M. Lehman. 1979. "Characteristics of Large Systems." In P. Wegner (ed.), Research Directions in
Software Technology. Cambridge, MA, USA: MIT Press.
Boehm, B. 1991. "Software Risk Management: Principles and Practices." IEEE Software. 8(1):32-41.
Boehm, B. and V. Basili. 2001. "Software defect reduction Top 10 List." Computer. 34(1):135-137.
Brooks, F. 1995. The Mythical Man-Month, Anniversary Edition. Boston, MA, USA: Addison Wesley Longman Inc.
Bullock, J. 2000. "Calculating the Value of Testing." Software Testing and Quality Engineering, May-June, 56-62.
DeMarco, T. and T. Lister. 1987. Peopleware: Predictive Projects and Teams. New York, NY, USA: Dorset House.
Elssamadisy, A. and G. Schalliol. 2002. "Recognizing and Responding to 'Bad Smells' in Extreme Programming."
Proceedings, ICSE 2002, ACM-IEEE, 617-622.
Fairley, R.E. and M.J. Willshire. 2011. "Teaching software engineering to undergraduate systems engineering
students." Proceedings of the 2011 American Society for Engineering Education (ASEE) Annual Conference and
Exposition. 26-29 June 2011. Vancouver, BC, Canada.
Kitchenham, B. 1997. "Estimates, Uncertainty, and Risk." IEEE Software. 14(3): 69-74.
Larman, C. and V.R. Basili. 2003. "Iterative and incremental developments: a brief history." Computer. 36(6): 47-56.
Lederer, A.L. and J. Prasad. 1995. "Causes of inaccurate software development cost estimates." Journal of Systems
and Software. 31(2):125-134.
Magazinius, A. 2012. Exploring Software Cost Estimation Inaccuracy. Doctoral Dissertation. Chalmers University
of Technology. Goteborg, SE.
Key Points a Systems Engineer Needs to Know about Software Engineering 846
Martin, R.C. 2002. Agile Software Development: Principles, Patterns and Practices. Upper Saddle River, NJ,
USA:Prentice Hall.
Moore, G.E. 1965. "Cramming more components onto integrated circuits," Electronics Magazine, April 19, 4.
Patterson, D. 2010. "The Trouble With Multicore." IEEE Spectrum, July, 28-32, 52-53.
Royce, W.W. 1970. "Managing the development of large software systems." Proceedings of IEEE WESCON.
August, 1970.
Wallace, D.R. and R.U. Fujii. 1989. "Software verification and validation: an overview." IEEE Software. 6(3):10-17.
Zuse, Horst. 1991. Software Complexity: measures and methods. Hawthorne, NJ, USA: Walter de Gruyter and Co.
Primary References
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
Brooks, Fred 1995. The Mythical Man-Month, Anniversary Edition. Reading, Massachusetts: Addison Wesley.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
PMI. 2013A. A Guide to the Project Management Body of Knowledge|(PMBOK® Guide). 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
PMI 2013B. Software Extension to the PMBOK® Guide, Fifth Edition, Newtown Square, PA, USA: Project
Management Institute (PMI) and Los Alamitos, CA, USA: IEEE Computer Society.
Pyster, A., M. Ardis, D. Frailey, D. Olwell, A. Squires. 2010. "Global workforce development projects in software
engineering." Crosstalk - The Journal of Defense Software Engineering, Nov/Dec, 36-41. Available at: http:/ / www.
dtic.mil/cgi-bin/GetTRDoc?AD=ADA535633 Accessed 02 Dec 2015.
In recent decades software has become ubiquitous. Almost all modern engineered systems include significant
software subsystems; this includes systems in the transportation, finance, education, healthcare, legal, military, and
business sectors. Along with the increase in software utility, capability, cost, and size there has been a corresponding
growth in methods, models, tools, metrics and standards, which support software engineering.
Chapter 10 of the SWEBOK discusses modeling principles and types, and the methods and tools that are used to
develop, analyze, implement, and verify the models. The other SWEBOK chapters on the software development
phases (e.g., Software Design) discuss methods and tools specific to the phase. Table 1 identifies software
engineering features for different life-cycle phases. The table is not meant to be complete; it simply provide
examples. In Part 2 of the SEBoK there is a discussion of models and the following is one of the definitions offered:
“an abstraction of a system, aimed at understanding, communicating, explaining, or designing aspects of interest of
that system” (Dori 2002).
For the purposes of Table 1 we extend the definition of a model to some aspect of the software system or it
development. So as an example, we list “Project Plan” as a model in the Software Management area. The idea is that
the Project Plan provides a model of how the project is going to be carried out: the project team organization, the
process to be used, the work to be done, the project schedule, and the resources needed.
Table 1: SWE Features (SEBoK Original)
Software Management • Life-Cycle Process Model • Effort, Schedule and Cost Estimation • [IEEE 828]
• Work Breakdown Structure • Risk Analysis • [IEEE 1058]
• Constructive Cost Model (COCOMO) • Data Collection • [IEEE 1540]
• Project Plan • Project Tracking • [IEEE 12207]
• Configuration Management (CM) Plan • CM Management
• Risk Management Plan • Iterative/Incremental Development
• Agile Development
Software Maintenance • Software Maintenance Process • Automated Testing Tools • [IEEE 1219]
• Maintenance Change • [IEEE 12207]
• Impact Analysis • [IEEE 14764]
• Inventory Analysis
• Restructuring
• Reverse Engineering
• Re-engineering
Software Metric
A software metric is a quantitative measure of the degree a software system, component, or process possesses a
given attribute. Because of the abstract nature of software and special problems with software schedule, cost, and
quality, data collection and the derived metrics are an essential part of software engineering. This is evidenced by the
repeated reference to measurement and metrics in the SWEBOK. Table 2 describes software metrics that are
collected and used in different areas of software development. As in Table 1 the list is not meant to be complete, but
to illustrate the type and range of measures used in practice.
Table 2: Software Metrics * (SEBoK Original)
Category Metrics
Management Metrics • Size: Lines of Code (LOC*), Thousand Lines of Code (KLOC)
• Size: Function points, Feature Points
• Individual Effort: hours
• Task Completion Time: hours, days, weeks
• Project Effort: person-hours
• Project Duration: months
• Schedule: earned value
• Risk Projection: risk description, risk likelihood, risk impact
Software Quality Metrics • Defect Density - Defects/KLOC (e.g., for system test)
• Defect Removal Rate – defect removed/hour (for review and test)
• Test Coverage
• Failure Rate
Software Engineering Features - Models, Methods, Tools, Standards, and Metrics 849
*Note: Even though the LOC metric is widely used, using it comes with some problems and concerns: different
languages, styles, and standards can lead to different LOC counts for the same functionality; there are a variety of
ways to define and count LOC– source LOC, logical LOC, with or without comment lines, etc.; and automatic code
generation has reduced the effort required to produce LOC.
References
Works Cited
Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK). Los
Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
Dori, D. 2003. "Conceptual Modeling and System Architecting." Communications of the ACM, 46(10), pp. 62-65
[IEEE Bourque, P. and R.E. Fairley (eds.). 2014. Guide to the Software Engineering Body of Knowledge (SWEBOK).
Los Alamitos, CA, USA: IEEE Computer Society. Available at: http://www.Swebok.org.
[IEEE 828] IEEE Computer Society, IEEE Standard for Computer Configuration Management in Systems and
Software Engineering, IEEE Std 828- 2012, 20012.
[IEEE 829] IEEE Computer Society, IEEE Standard for Software and System Test Documentation, IEEE Std 829-
2008, 2008.
[IEEE 830] IEEE Computer Society, Recommended Practice for Software Requirements Specifications, IEEE Std
830-1998, 1998.
[IEEE 1008] IEEE Computer Society, IEEE Standard for Software Unit Testing, IEEE Std 1008-1987, 1987.
[IEEE 1012] — IEEE Computer Society, IEEE Standard for System and Software Verification and Validation. IEEE
Std 1012-2002, 2012.
[IEEE 1016] — IEEE Computer Society, Recommended Practice for Software Design Descriptions. IEEE Std
1016-2002, 2002.
[IEEE 1058] IEEE Computer Society, IEEE Standard for Software Project Plans, IEEE Std 1058-1998, 1998.
[IEEE 1219] IEEE Computer Society, IEEE Standard for Software Maintenance, IEEE Std 1219-1998, 1998.
[IEEE 1540] IEEE Computer Society, IEEE Standard for Risk Management, IEEE Std 1540-2001, 2001.
[IEEE 12207] IEEE Computer Society, IEEE Standard for Systems and Software Engineering —Software Life Cycle
Processes, IEEE Std 12207-2008. 2008.
Software Engineering Features - Models, Methods, Tools, Standards, and Metrics 850
[IEEE 14764] IEEE Computer Society, IEEE Standard for Software Engineering - Software Life Cycle Processes -
Maintenance. IEEE Std 14764-2006. 2006
[IEEE 42010] IEEE Computer Society, IEEE Standard for Systems and Software Engineering — Architecture
Description, IEEE Std 42010-2011, 2011.
Additional References
Chidamber, S.R., Kemerer, C.F. 1994. “A Metrics Suite for Object Oriented Design”, IEEE Transactions on Software
Engineering. Vol. 20, No.6. June 1994.
Kan, Stephen H. 2003. Metrics and Models in Software Quality Engineering, 2nd edition. Addison-Wesley.
Li, M. and Smidts, C. 2003. “A Ranking of Software Engineering measures Based on Expert Opinion.” IEEE
Transactions on Software Engineering. September 2003.
McConnell, Steve. 2009. Code Complete,. 2nf Ed. Microsoft Press.
Moore, James. 1997. Software Engineering Standards: A User's Road Map. Wiley-IEEE Computer Society Press.
Sommerville, I. 2010. Software Engineering. 9th Ed. Boston, MA, USA: Addison Wesley.
The goal of project management is to plan and coordinate the work activities needed to deliver a satisfactory product,
service, or enterprise endeavor within the constraints of schedule, budget, resources, infrastructure, and available
staffing and technology. The purpose of this knowledge area (KA) is to acquaint systems engineers with the
elements of project management and to explain the relationships between systems engineering (SE) and project
management (PM).
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:
• The Nature of Project Management
• An Overview of the PMBOK® Guide
• Relationships between Systems Engineering and Project Management
• The Influence of Project Structure and Governance on Systems Engineering and Project Management
Relationships
• Procurement and Acquisition
References
Works Cited
None.
Primary References
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management, 3rd ed. New York, NY, USA:
John Wiley & Sons.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Systems Engineering and Project Management 852
Additional References
None.
While A Guide to the Project Management Body of Knowledge (PMBOK® Guide) provides an overview of project
management for those seeking PMI certification, Fairley (2009) and Forsberg (2005) suggest another way to
characterize the important aspects of project management:
• Planning and Estimating
• Measuring and Controlling
• Leading and Directing
• Managing Risk
Introduction
Project managers and systems engineers are both concerned with management issues such as planning, measuring
and controlling, leading, directing, and managing risk. In the case of project managers, the project attributes to be
managed include project plans; estimates; schedule; budget; project structure; staffing; resources; infrastructure; and
risk factors. Product attributes managed by systems engineers include items such as requirements allocation and
flow-down; system architecture; structure of and interactions among technical teams; specialty engineering;
integration; verification; and validation.
The exact allocation of the SE and PM duties depend on many factors, such as customer and stakeholder
interactions, organizational structure of the parent organization, and relationships with affiliate contractors and
subcontractors. (See the article on The Influence of Project Structure and Governance on Systems Engineering and
Project Management Relationships in this KA.)
Planning
Planning a project involves providing answers to the who, what, where, when, and why of every project:
• Who: Addresses staffing issues (competencies, numbers of staff, communication and coordination)
• What: Addresses the scope of activities
• Where: Addresses issues of locale (local, geographically distributed)
• When: Addresses scheduling issues
• Why: Addresses rationale for conducting a project
Guidance for developing project plans can be found in INCOSE (2012), NASA (2007), and ISO/IEC/IEEE Standard
16326:2009. It is often observed that communication and coordination among stakeholders during project planning
are equally as important as (and sometimes more important than) the documented plan that is produced.
In defense work, event-driven integrated master plans and time-driven integrated master schedules are planning
products. Chapter 11 of the Defense Acquisition Guidebook provides details (DAU 2010).
The Nature of Project Management 853
Estimating
Estimation is an important element of planning. An estimate is a projection from past to future, adjusted to account
for differences between past and future. Estimation techniques include analogy, rule of thumb, expert judgment, and
use of parametric models such as the PRICE model for hardware, COCOMO for software projects and COSYSMO
for systems projects (Stewart 1990; Boehm et al. 2000; Valerdi 2008).
Entities estimated include (but are not limited to) schedule; cost; performance; and risk.
Systems engineering contributes to project estimation efforts by ensuring that
• the overall system life cycle is understood;
• dependencies on other systems and organizations are identified;
• the logical dependencies during development are identified; and
• resources and key skills are identified and planned.
Additionally, high-level system architecture and risk assessment provide the basis for both the work breakdown
structure and the organizational breakdown structure.
Managing Risk
Risk management is concerned with identifying and mitigating potential problems before they become real
problems. Systems engineering projects are, by nature, high-risk endeavors because of the many unknowns and
uncertainties that are inherent in projects. Because new risk factors typically emerge during a project, ongoing
continuous risk management is an important activity for both systems engineers and project managers.
Potential and actual problems may exist within every aspect of a project. Systems engineers are typically concerned
with technical risk and project managers with programmatic risk. Sometimes, technical risk factors are identified and
confronted by systems engineers and programmatic risk factors are identified and confronted by project managers
without adequate communication between them. In these cases, appropriate tradeoffs among requirements, schedule,
budget, infrastructure, and technology may not be made, which creates additional risk for the successful outcome of
a project.
In the last ten years, there has been an increasing interest in opportunity management as the converse of risk
management. Hillson(2003), Olsson (2007), and Chapman and Ward (2003) provide highly cited introductions.
Additional information on risk management for systems engineering projects can be found in the Risk Management
article in Part 3: Systems Engineering and Management.
References
Works Cited
Boehm, B., C. Abts., A.W. Brown, S. Chulani, B.K. Clark, E. Horowitz, R. Madachy, D. Reifer, and B. Steece.
2000. Software Cost Estimation with COCOMO II. Upper Saddle River, NJ, USA: Prentice Hall.
Chapman, C., and S. Ward. 2003. Project Risk Management: Processes, Techniques and Insights. Chichester, West
Sussex, England, UK: John Wiley & Sons.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken NJ, USA: John Wiley & Sons.
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management. Hoboken, NJ, USA: John Wiley
& Sons.
Hillson, David. 2003. Effective Opportunity Management for Projects: Exploiting Positive Risk. Boca Raton, FL,
USA: CRC Press.
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. 2009. ISO/IEC/IEEE 16326:2009(E). Systems and Software Engineering - Life Cycle Processes -
Project Management. Geneva, Switzerland: International Organization for Standardization (ISO)/International
Electrotechnical Commission (IEC)/Institute of Electrical and Electronics Engineers (IEEE).
NASA. 2007. Systems Engineering Handbook. Washington, DC, USA: National Aeronautics and Space
Administration.
Olsson, Rolf. 2007. "In search of opportunity management: Is the risk management process enough?" International
Journal of Project Management, 25 (8), 745–752, 2011.
Stewart, Rodney. 1990. Cost Estimating. New York, NY, USA: Wiley.
Valerdi, R. The Constructive Systems Engineering Cost Model (COSYSMO): Quantifying the Costs of Systems
Engineering Effort. Saarbrucken, Germany: VDM Verlag.
The Nature of Project Management 855
Primary References
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
Blanchard, B. 2008. System Engineering Management. Hoboken, NJ, USA: John Wiley & Sons.
Kerzner, Harold. 2003. Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 8th ed.
Hoboken, NJ, USA: John Wiley & Sons.
Martin, J. 1997. Systems Engineering Guidebook: A Process for Developing Systems and Products. London, UK:
Taylor and Francis Group CRC-Press, LLC.
The Guide to the Project Management Book of Knowledge (PMBOK® Guide) is published and maintained by the
Project Management Institute (PMI). It is acknowledged as the authoritative documentation of good practices in
project management. It is also the basis for certification exams to qualify Project Management Professionals (PMPs).
Many organizations require PMP certification as a basic qualification for the role of project manager.
Overview
According to Section 1.3 of the PMBOK® Guide, project management is accomplished through the appropriate
application and integration of the 47 logically grouped project management processes, which are categorized into
five Process Groups (PMI 2013). The five Process Groups are
1. Initiating Process Group
2. Planning Process Group
3. Executing Process Group
4. Monitoring and Controlling Process Group
5. Closing Process Group
Each of the 47 processes is specified by Inputs, Tools & Techniques, and Outputs. Data flow diagrams are used in
the PMBOK to illustrate the relationships between each process and the other processes in which each process
interacts. The processes are also grouped into ten Knowledge Areas. These Knowledge Areas are
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communications Management
8. Project Risk Management
An Overview of the PMBOK® Guide 856
References
Works Cited
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Primary References
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
Blanchard, B. 2008. System Engineering Management. Hoboken, NJ, USA: John Wiley & Sons.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Martin, J. 1997. Systems Engineering Guidebook: A Process for Developing Systems and Products. London, UK:
Taylor and Francis Group CRC-Press, LLC.
This topic discusses the relationship between systems engineering (SE) and project management (PM). As with
software engineering, there is a great deal of overlap. Depending on the environment and organization, the two
disciplines can be disjoint, partially intersecting, or one can be seen as a subset of the other. While there is no
standard relationship, the project manager and the systems engineer encompass the technical and managerial
leadership of a project between them, which requires the enterprise of each project manager and system engineer to
work out the particular details for their own context.
Relationships between Systems Engineering and Project Management 858
Overlap
There is a great deal of significant overlap between the scope of systems engineering, as described here (in the
SEBoK), CMMI (2011), and other resources and the scope of project management, as described in the PMBOK®
Guide (PMI 2013), CMMI (2011), and other resources as illustrated in Figure 1.
These sources describe the importance of understanding the scope of the work at hand, how to plan for critical
activities, how to manage efforts while reducing risk, and how to successfully deliver value to a customer. The
systems engineer working on a project will plan, monitor, confront risk, and deliver the technical aspects of the
project, while the project manager is concerned with the same kinds of activities for the overall project. Because of
these shared concerns, at times there may be confusion and tension between the roles of the project manager and the
systems engineer on a given project. As shown in Figure 2, on some projects, there is no overlap in responsibility.
On other projects, there may be shared responsibilities for planning and managing activities. In some cases,
particularly for smaller projects, the project manager may also be the lead technical member of the team performing
both roles of project manager and systems engineer.
Practical Considerations
Effective communication between the project manager and the system engineer is essential for mission
accomplishment. This communication needs to be established early, and occur frequently.
Resource reallocation, schedule changes, product/system changes and impacts, risk changes: all these and more need
to be quickly and clearly discussed between the PM and SE.
References
Works Cited
CMMI. 2011. CMMI for Development: Guidelines for Process Integration and Product Improvement. Old Tappan,
NJ, USA: Pearson Education.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Relationships between Systems Engineering and Project Management 860
Primary References
Chrissis, M.B, M. Konrad, S. Shrum. 2011. CMMI for Development: Guidelines for Process Integration and Product
Improvement, 3rd ed. Boston, MA, USA: Addison-Wesley Professional.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Additional References
NASA. 2007. Systems Engineering Handbook, Revision 1. Washington, DC, USA: National Aeronautics and Space
Administration (NASA). NASA/SP-2007-6105.
This article reviews various project structures that impact or provide governance to the project and that require key
involvement from the program manager and the systems engineer. These structures include: the structure of the
organization itself (functional, project, matrix, and specialized teams, such as Integrated Product Teams (IPTs),
Change Control Boards (CCBs), and Engineering Review Boards (ERBs). This article also addresses the influence of
schedule-driven versus requirements-driven projects on these structures.
The Relationships between Systems Engineering and Project Management is covered in a related article.
or (3) a hybrid, with some of the functions being distributed to the projects, others centralized and others are
distributed to functional organization. The following figure provides an organizational structure continuum and
illustrates levels of governance among the functional organizations and the project.
• In a functional-structured organization, the project manager is a coordinator and typically has only limited control
over the systems engineering functions. In this type of organization, the functional manager typically controls the
project budget and has authority over the project resources. However, the organization may or may not have a
functional unit for systems engineering. In the case where there is a functional unit for systems engineering,
systems engineers are assigned across existing projects. Trades can be made among their projects to move the
priority of a specific systems engineering project ahead of other projects; thus, reducing the nominal schedule for
that selected project. However, in the case where there is not a functional unit for systems engineering, the project
manager may have to find alternate sources of staffing for systems engineering – for example, hiring systems
engineering talent or consultants, or may consider promoting or expanding the responsibilities of a current team
member, etc.
• In a project-structured organization, the project manager has full authority and responsibility for managing the
budget and resources to meet the schedule requirements. The systems engineer is subject to the direction of the
project manager. The project manager may work with human resources or a personnel manager or may go outside
the organization to staff the project.
• Matrix-structured organization can have the advantages of both the functional and project structures. For a
schedule driven project, function specialists are assigned to projects as needed to work for the project manager to
apply their expertise on the project. Once they are no longer needed, they are returned to their functional groups
(e.g. home office). In a weak matrix, the functional managers have authority to assign workers to projects and
project managers must accept the workers assigned to them. In a strong matrix, the project manager controls the
project budget and can reject workers from functional groups and hire outside workers if functional groups do not
have sufficient available and trained workers.
Figure 1. The Organizational Continuum (2). (SEBoK Original and Adapted from Fairley 2009). Reprinted with permission of the IEEE Computer
Society. All other rights are reserved by the copyright owner.
In all cases, it is essential that the organizational and governance relationships be clarified and communicated to all
project stakeholders and that the project manager and systems engineer work together in a collegial manner.
The Influence of Project Structure and Governance on Systems Engineering and Project Management Relationships 862
The Project Management Office (PMO) provides centralized control for a set of projects. The PMO is focused on
meeting the business objectives leveraging a set of projects, while the project managers are focused on meeting the
objectives of those projects that fall under their purview. PMOs typically manage shared resources and coordinate
communication across the projects, provide oversight and manage interdependencies, and drive project-related
policies, standards, and processes. The PMO may also provide training and monitor compliance (PMI 2013).
Schedule-driven projects are more likely to have a management structure in which the project manager plays the
central role, as depicted in Figure 1 of the Organizing the Team section in Team Capability. Requirement-driven
projects are more likely to have a management structure in which the systems engineer plays the central role, as
depicted in Figure 2 of the Organizing the Team section in Team Capability.
Along with the Project Management Plan and the Systems Engineering Management Plan, IMP/IMS are critical to
this process.
Related Structures
Integrated Product Teams (IPTs), Change Control Boards (CCBs), and Engineering Review Boards (ERBs) are
primary examples of project structures that play a significant role in project governance and require coordination
between the project manager, systems engineer and other members of the team.
References
Works Cited
Blanchard, B.S., and W. J. Fabrycky. 2011. Systems Engineering and Analysis. 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Fairley, R.E. 2009. Managing and Leading Software Projects. IEEE Computer Society, John Wiley & Sons, Inc.
Publication. ISBN: 978-0-470-29455-0.
PMI. 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square,
PA, USA: Project Management Institute (PMI).
Primary References
Forsberg, K., H. Mooz, and H. Cotterman. 2005. Visualizing Project Management. 3rd ed. New York, NY, USA:
John Wiley & Sons.
Additional References
None.
Procurement is the act of buying goods and services. Acquisition covers the conceptualization, initiation, design,
development, testing, contracting, production, deployment, logistics support, modification, and disposal of weapons
and other systems, as well as supplies or services (including construction) to satisfy organizational needs intended
for use in, or in support of, defined missions (DAU 2010; DoD 2001).
Acquisition covers a much broader range of topics than procurement. Acquisition spans the whole life cycle of
acquired systems. The procurement of appropriate systems engineering (SE) acquisition activities and levels of SE
support is critical for an organization to meet the challenge of developing and maintaining complex systems.
The Guide for Integrating Systems Engineering into DoD Acquisition Contracts addresses how systems engineering
activities are integrated into the various elements of acquisition and procurement (DoD 2006a).
Figure 1. An Acquisition Process Model (DAU 2010). Released by Defense Acquisition University (DAU)/U.S.
Department of Defense (DoD).
Procurement and Acquisition 866
Figure 2. Relating Acquisition to Request for Proposal and Technical Attributes. (DoD 2006a). Released by the U.S. Office of the
Secretary of Defense.
contract(s).
Table 1 shows some key contracting-related tasks with indicators of the roles of the PM and LSE.
Table 1. Offeror’s Systems Engineering and Program Management Roles (DoD 2006).
Released by the U.S. Office of the Secretary of Defense.
Typical Contract-Related Activities System Engineer and Project Manager Roles
1. Identify overall procurement requirements and associated budget. Lead system engineer (LSE) provides program technical requirements. PM
Describe the offer’s needs and any constraints on the procurement. provides any programmatic related requirements.
2. Identify technical actions required to successfully complete LSE defines the technical strategy/approach and required technical efforts.
technical and procurement milestones. The program’s SEP is the key This should be consistent with the program’s Acquisition Strategy.
source for capturing this technical planning.
3. Document market research results and identify potential industry PM and LSE identify programmatic and technical information needed and
sources. assist in evaluating the results.
4. Prepare a Purchase Request, including product descriptions; PM and LSE ensure the specific programmatic and technical needs are
priorities, allocations and allotments; architecture; defined clearly (e.g., commercial-off-the-shelf (COTS) products).
government-furnished property or equipment (or
Government-Off-The-Shelf (GOTS); government-furnished
information; information assurance and security considerations; and
required delivery schedules.
5. Identify acquisition streamlining approach and requirements, The procurement team work together, but the CO has the prime
budgeting and funding, management information requirements, responsibility. The PM is the owner of the program Acquisition Strategy.
environmental considerations, offeror’s expected skill sets, and The LSE develops and reviews (and the PM approves) the technical
milestones. These should be addressed in the Acquisition Strategy. strategy.
6. Plan the requirements for the contract Statement of Objectives LSE is responsible for the development of the technical aspects of the
(SOO) / Statement of Work (SOW) / specification, project technical SOO/SOW.
reviews, acceptance requirements, and schedule.
7. Plan and conduct Industry Days as appropriate. PM and LSE supports the CO in planning the meeting agenda to ensure
technical needs are discussed.
8. Establish contract cost, schedule, and performance reporting LSE provides technical resource estimates. LSE supports development of
requirements. Determine an incentive strategy and appropriate the Work Breakdown Structure (WBS) based on preliminary system
mechanism (e.g., Award Fee Plan and criteria). specifications, determines event-driven criteria for key technical reviews,
and determines what technical artifacts are baselined. The PM and LSE
advise the CO in developing the metrics/criteria for an incentive
mechanism.
9. Identify data requirements. LSE identifies all technical Contractor Data Requirements List (CDRL)
and technical performance expectations.
10. Establish warranty requirements, if applicable. LSE works with the CO to determine cost-effective warranty requirements.
11. Prepare a Source Selection Plan (SSP) and RFP (for competitive PM and LSE provide input to the SSP per the SOO/SOW.
contracts).
12. Conduct source selection and award the contract to the successful PM and LSE participate on evaluation teams.
offeror.
Procurement and Acquisition 869
• IT services: IT services provide capabilities that can enable an enterprise, application, or Web service solution. IT
services can be provided by an outsourced service provider. In many cases, the user interface for these Web
services is as simple as a Web browser. Depending on how complex and critical the needs are, the systems
engineering team can be involved in establishing the technical outsourcing contract requirements, technical
selection criteria, and technical acceptance process.
References
Works Cited
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/US Department of Defense (DoD).
DoD. 2011. Systems Engineering Plan (SEP) Outline. Washington, DC, USA: Office of the Undersecretary of
Defense for Acquisition, Transportation, and Logistics (AT&L), US Department of Defense (DoD).
DoD. 2006. Guide for Integrating Systems Engineering into DoD Acquisition Contracts. Washington, DC, USA:
Office of the Undersecretary of Defense for Acquisition, Transportation, and Logistics (AT&L), US Department of
Defense (DoD).
DoD. 2001. Systems Engineering Fundamentals. Washington, DC, USA: Defense Acquisition University Press/US
Department of Defense.
Primary References
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/US Department of Defense (DoD).
DoD. 2011. Systems Engineering Plan (SEP) Outline. Washington, DC, USA: Office of the Undersecretary of
Defense for Acquisition, Transportation, and Logistics (AT&L), US Department of Defense (DoD).
DoD. 2006. Guide for Integrating Systems Engineering into DoD Acquisition Contracts. Washington, DC, USA:
Office of the Undersecretary of Defense for Acquisition, Transportation, and Logistics (AT&L), US Department of
Defense (DoD).
Additional References
MITRE. 2011. "Acquisition Systems Engineering." Systems Engineering Guide. Accessed March 9, 2012. Available:
http://www.mitre.org/work/systems_engineering/guide/acquisition_systems_engineering/.
Specialty engineering disciplines support product, service and enterprise development by applying crosscutting
knowledge to system design decisions, balancing total system performance and affordability. This knowledge area
presents several of the supporting engineering disciplines with a focus on the systems engineer.
To help develop a consistent picture of how SE is related to these specialty disciplines the SEBoK uses a standard set
of headings: Description, Discipline Management, Discipline Relationships, Personnel Considerations, Metrics,
Models, Tools, and References. Please note that not all of these sections have mature content at this time. Anyone
wishing to offer content suggestions should contact the SEBoK Editors in the usual ways.
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:
• Reliability, Availability, and Maintainability
• Human Systems Integration
• Security Engineering
• Electromagnetic Interference/Electromagnetic Compatibility
• System Resilience
• Manufacturability and Producibility
• Affordability
• Environmental Engineering
• Logistics Engineering
Specialty Requirements
The systems engineering team must ensure that specialty requirements are properly reviewed with regard to their
impact on life cycle costs, development schedule, technical performance, and operational utility. For example,
security requirements can impact operator workstations, electromagnetic interference requirements can impact the
signal in the interfaces between subsystems, and mass-volume requirements may preclude the use of certain
materials to reduce subsystem weight.
Engineering specialists audit the evolving design and resulting configuration items to ensure that the overall system
performance also satisfies the specialty requirements. Including appropriate specialty engineers within each systems
engineering team assures that all system requirements are identified and balanced throughout the development cycle.
Systems Engineering and Specialty Engineering 872
Figure 1. Integration Process for Specialty Engineering (USAF 2000). Released by the U.S. Air Force.
References
Works Cited
USAF. 2000. Guidelines for Successful Acquisition and Management of Software-Intensive Systems: Weapon
Systems Command and Control Systems Management Information Systems, version 3.0. Hill AFB: Department of the
Air Force Software Technology Support Center. May 2000. Accessed on September 11, 2011. Available at http:/ /
www.stsc.hill.af.mil/resources/tech%5Fdocs/.
Primary References
USAF. 2000. Guidelines for Successful Acquisition and Management of Software-Intensive Systems: Weapon
Systems Command and Control Systems Management Information Systems, version 3.0. Hill AFB: Department of the
Air Force Software Technology Support Center. May 2000. Accessed on September 11, 2011. Available at http:/ /
www.stsc.hill.af.mil/resources/tech%5Fdocs/.
Additional References
None.
Reliability, availability, and maintainability (RAM) are three system attributes that are of tremendous interest to
systems engineers, logisticians, and users. Collectively, they affect economic life-cycle costs of a system and its
utility.
Overview
Reliability, maintainability, and availability (RAM) are three system attributes that are of great interest to systems
engineers, logisticians, and users. Collectively, they affect both the utility and the life-cycle costs of a product or
system. The origins of contemporary reliability engineering can be traced to World War II. The discipline’s first
concerns were electronic and mechanical components (Ebeling, 2010). However, current trends point to a dramatic
rise in the number of industrial, military, and consumer products with integrated computing functions Because of the
rapidly increasing integration of computers into products and systems used by consumers, industry, governments,
and the military, reliability must consider both hardware, and software.
Maintainability models present some interesting challenges. The time to repair an item is the sum of the time
required for evacuation, diagnosis, assembly of resources (parts, bays, tool, and mechanics), repair, inspection, and
return. Administrative delay (such as holidays) can also affect repair times. Often these sub-processes have a
minimum time to complete that is not zero, resulting in the distribution used to model maintainability having a
threshold parameter.
A threshold parameter is defined as the minimum probable time to repair. Estimation of maintainability can be
further complicated by queuing effects, resulting in times to repair that are not independent. This dependency
frequently makes analytical solution of problems involving maintainability intractable and promotes the use of
simulation to support analysis.
System Description
This section sets forth basic definitions, briefly describes probability distributions, and then discusses the role of
RAM engineering during system development and operation. The final subsection lists the more common reliability
test methods that span development and operation.
Basic Definitions
Reliability
defined as the probability of a system or system element performing its intended function under stated conditions
without failure for a given period of time (ASQ 2011). A precise definition must include a detailed description of the
function, the environment, the time scale, and what constitutes a failure. Each can be surprisingly difficult to define
as precisely as one might wish.
Reliability, Availability, and Maintainability 875
Maintainability
defined as the probability that a system or system element can be repaired in a defined environment within a
specified period of time. Increased maintainability implies shorter repair times (ASQ 2011).
Availability
probability that a repairable system or system element is operational at a given point in time under a given set of
environmental conditions. Availability depends on reliability and maintainability and is discussed in detail later in
this topic (ASQ 2011).
A failure is the event(s), or inoperable state, in which any item or part of an item does not, or would not, perform as
specified (GEIA 2008). The failure mechanism is the physical, chemical, electrical, thermal, or other process that
results in failure (GEIA 2008). In computerized system, a software defect or fault can be the cause of a failure
(Laprie 1992) and the failure may have been preceded by an error which was internal to the item. The failure mode is
the way or the consequence of the mechanism through which an item fails (GEIA 2008, Laprie 1992.). The severity
of the failure mode is the magnitude of its impact (Laprie, 1992).
where R(t) is the reliability and F(t) is the failure probability, The failure probability is the cumulative distribution
function (CDF) of a mathematical probability distribution. Continuous distributions used for this purpose include
exponential, Weibull, log-normal, and generalized gamma. Discrete distributions such as the Bernoulli, Binomial,
and Poisson are used for calculating the expected number of failures or for single probabilities of success
The same continuous distributions used for reliability can also be used for maintainability although the interpretation
is different (i.e., probability that a failed component is restored to service prior to time t). However, predictions of
maintainability may have to account for processes such as administrative delays, travel time, sparing, and staffing
and can therefore most complex.
The probability distributions used in reliability and maintainability estimation are referred to as models because they
only provide estimates of the true failure and restoration of the items under evaluation. Ideally, the values of the
parameters used in these models would be estimated from life testing or operating experience. However, performing
such tests or collecting credible operating data once items are fielded can be costly. Therefore, approximations use of
data from “similar systems”, “engineering judgment”, other methods are sometimes used. As a result, that estimates
based on limited data may be very imprecise. Testing methods to gather such data are discussed below.
• Reliability Growth Tests: Reliability Growth Testing is part of a reliability growth program in which items are
tested throughout the development and early production cycle with the intent of assessing reliability increases due
to improvements in the manufacturing process (for hardware) or software quality (for software)
• Failure/recovery tests: Such testing assesses the fault tolerance of a system by measuring probability of
switchover for redundant systems. Failures are simulated and the ability of the hardware and software to detect
the condition and reconfigure the system to remain operational are tested.
• Maintainability Tests: Such testing assess the system diagnostics capabilities, physical accessibility, and
maintainer training by simulating hardware or software failures that require maintainer action for restoration.
Because of its potential impact on cost and schedule, reliability testing should be coordinated with the overall system
engineering effort. Test planning considerations include the number of test units, duration of the tests, environmental
conditions, and the means of detecting failures.
Data Issues
True RAM models for a system are generally never known. Data on a given system is assumed or collected, used to
select a distribution for a model, and then used to fit the parameters of the distribution. This process differs
significantly from the one usually taught in an introductory statistics course.
First, the normal distribution is seldom used as a life distribution, since it is defined for all negative times. Second,
and more importantly, reliability data is different from classic experimental data. Reliability data is often censored,
biased, observational, and missing information about covariates such as environmental conditions. Data from testing
is often expensive, resulting in small sample sizes. These problems with reliability data require sophisticated
strategies and processes to mitigate them.
One consequence of these issues is that estimates based on limited data can be very imprecise.
Discipline Management
In most large programs, RAM experts report to the system engineering organization. At project or product
conception, top level goals are defined for RAM based on operational needs, lifecycle cost projections, and warranty
cost estimates. These lead to RAM derived requirements and allocations that are approved and managed by the
system engineering requirements management function. RAM testing is coordinated with other product or system
testing through the testing organization, and test failures are evaluated by the RAM function through joint meetings
such as a Failure Review Board. In some cases, the RAM function may recommend design or development process
changes as a result of evaluation of test results or software discrepancy reports, and these proposals must be
adjudicated by the system engineering organization, or in some cases, the acquiring customer if cost increases are
involved.
Discipline Relationships
Interactions
• RAM interacts with nearly all aspects of the system development effort. Specific dependencies and interactions
include:
• Systems Engineering: RAM interacts with the system engineering as described in the previous section.
• Product Management (Life Cycle Cost and Warranty): RAM interacts with the product or system lifecycle cost
and warranty management organizations by assisting in the calculation of expected repair rates, downtimes, and
warranty costs. RAM may work with those organizations to perform tradeoff analyses to determine the most cost
efficient solution and to price service contracts.
• Quality Assurance: RAM may also interact with the procurement and quality assurance organizations with respect
to selection and evaluation of materials, components, and subsystems.
Dependencies
• Systems Safety: RAM and system safety engineers have many common concerns with respect to managing the
failure behavior of a system (i..e., single points of failure and failure propagation). RAM and safety engineers use
similar analysis techniques, with safety being concerned about failures affecting life or unique property and RAM
being concerned with those failures as well as lower severity events that disrupt operations. RAM and safety are
both concerned with failures occurring during development and test – FRACAS is the primary methodology used
for RAM; hazard tracking is the methodology used for system safety.
• Cybersecurity: In systems or products integrating computers and software, cybersecurity and RAM engineers
have common concerns relating to the availability of cyberdefenses and system event monitoring. However, there
are also tradeoffs with respect to access control, boundary devices, and authentication where security device
failures could impact the availability of the product or system to users.
• Software and Hardware Engineering: Design and RAM engineers have a common goal of creating dependable
product and systems. RAM interacts with the software and hardware reliability functions through design analyses
such as failure modes and effects analyses, reliability predictions, thermal analyses, reliability measurement, and
component specific analyses. RAM may recommend design changes as a result of these analyses that may have to
be adjudicated by program management, the customer, or system engineering if there are cost or schedule
impacts.
• Testing: RAM interacts with the testing program during planning to assess the most efficient (or feasible) test
events to perform life testing, failure/recovery testing, and stability testing as well as to coordinate requirements
for reliability or stress tests. RAM also interacts with the testing organization to assess test results and analyze
failures for the implications on product or system RAM.
Reliability, Availability, and Maintainability 880
• Logistics: RAM works with logistics in providing expected failure rates and downtime constraints in order for
logistics engineers to determine staffing, sparing, and special maintenance equipment requirements.
Discipline Standards
Because of the importance of reliability, availability, and maintainability, as well as related attributes, there are
hundreds of standards associated. Some are general but more are specific to domains such as automotive, aviation,
electric power distribution, nuclear energy, rail transportation, software, and many others. Standards are produced by
both governmental agencies and professional associations, and international standards bodies such as
• The International Electrotechnical Commission (IEC), Geneva, Switzerland and the closely associated
International Standards Organization (ISO)
• The Institute of Electrical and Electronic Engineers (IEEE), New York, NY, USA
• The Society of Automotive Engineers (SAE), Warrendale, PA, USA
• Governmental Agencies – primarily in military and space systems
The following table lists selected standards from each of these agencies. Because of differences in domains and
because many standards handle the same topic in slightly different ways, selection of the appropriate requires
consideration of previous practices (often documented as contractual requirements), domain specific considerations,
certification agency requirements, end user requirements (if different from the acquisition or producing
organization), and product or system characteristics.
SAE SAE-GEIA-STD-0009,Reliability Program Standard for General Used by the U.S. Dept. of Defense as the primary
Systems Design, Development, and Manufacturing, 2008 reliability standard (replaces MIL-STD-785B)
U.S. MIL HDBK 217F (Notice 2), Reliability Prediction of Defense Although formally titled a “Handbook” and more than
Government Electronic Equipment, 1995 Systems 2 decades old, the values and methods constitute a de
facto standard for some U.S. military acquisitions
U.S. MIL-STD-1629A, Procedures for Performing a Failure Mode The parent of FMEA standards produced by the IEEE,
Government Effects and Criticality Analysis - Revision A, 1980 SAE, ISO, and many other agencies.,After 3 decades,
Still valid and still in use
Personnel Considerations
Becoming a reliability engineer requires education in probability and statistics as well as the specific engineering
domain of the product or system under development or in operation. A number of universities throughout the world
have departments of reliability engineering (which also address maintainability and availability) and more have
research groups and courses in reliability and safety – often within the context of another discipline such as
computer science, system engineering, civil engineering, mechanical engineering, or bioengineering. Because most
academic engineering programs do not have a full reliability department, most engineers working in reliability have
been educated in other disciplines and acquire the additional skills through additional coursework or by working
with other qualified engineers. A certification in reliability engineering is available from the American Society for
Quality (ASQ 2016). However, only a minority of engineers working in the discipline have this certification.
Metrics
The three basic metrics of RAM are (not surprisingly) Reliability, Maintainability, and Availability. Reliability can
be characterized in terms of the parameters, mean, or any percentile of a reliability distribution. However, in most
cases, the exponential distribution is used, and a single value, the mean time to failure (MTTF) for non-restorable
systems, or mean time between failures (MTBF for restorable systems are used). The metric is defined as
where is the total operating time and nfails is the number of failures
Maintainability is often characterized in terms of the exponential distribution and the mean time to repair and be
similarly calculated, i.e.,
Where is the total down time and noutages is the number of outages.
As was noted above, accounting for downtime requires definitions and specificity. Down time might be counted only
for corrective maintenance actions, or it may include both corrective and preventive maintenance actions. Where the
lognormal rather than the exponential distribution is used, a mean down time can still be calculated, but both the log
of the downtimes and the variance must be known in order to fully characterize maintainability. Availability can be
calculated from the total operating time and the downtime, or in the alternative, as a function of MTBF and MTTR
(Mean Time To Repair.)as
As was the case with maintainability, availability may be qualified as to whether it includes only unplanned failures
and repairs (inherent availability) or downtime due to all causes including administrative delays, staffing outages, or
spares inventory deficiencies (operational availability).
Reliability, Availability, and Maintainability 882
Probabilistic metrics describe system performance for RAM. Quantiles, means, and modes of the distributions used
to model RAM are also useful.
Availability has some additional definitions, characterizing what downtime is counted against a system. For
inherent availability, only downtime associated with corrective maintenance counts against the system. For
achieved availability, downtime associated with both corrective and preventive maintenance counts against a
system. Finally, operational availability counts all sources of downtime, including logistical and administrative,
against a system.
Availability can also be calculated instantaneously, averaged over an interval, or reported as an asymptotic value.
Asymptotic availability can be calculated easily, but care must be taken to analyze whether or not a systems settles
down or settles up to the asymptotic value, as well as how long it takes until the system approaches that asymptotic
value.
Reliability importance measures the effect on the system reliability of a small improvement in a component’s
reliability. It is defined as the partial derivative of the system reliability with respect to the reliability of a component.
Criticality is the product of a component’s reliability, the consequences of a component failure, and the frequency
with which a component failure results in a system failure. Criticality is a guide to prioritizing reliability
improvement efforts.
Many of these metrics cannot be calculated directly because the integrals involved are intractable. They are usually
estimated using simulation.
Models
There are a wide range of models that estimate and predict reliability (Meeker and Escobar 1998). Simple models,
such as exponential distribution, can be useful for ‘back of the envelope’ calculations.
System models are used to (1) combine probabilities or their surrogates, failure rates and restoration times, at the
component level to find a system level probability or (2) to evaluate a system for maintainability, single points of
failure, and failure propagation. The three most common are reliability block diagrams, fault trees, and failure modes
and effects analyses.
There are more sophisticated probability models used for life data analysis. These are best characterized by their
failure rate behavior, which is defined as the probability that a unit fails in the next small interval of time, given it
has lived until the beginning of the interval, and divided by the length of the interval.
Models can be considered for a fixed environmental condition. They can also be extended to include the effect of
environmental conditions on system life. Such extended models can in turn be used for accelerated life testing
(ALT), where a system is deliberately and carefully overstressed to induce failures more quickly. The data is then
extrapolated to usual use conditions. This is often the only way to obtain estimates of the life of highly reliable
products in a reasonable amount of time (Nelson 1990).
Also useful are degradation models, where some characteristic of the system is associated with the propensity of
the unit to fail (Nelson 1990). As that characteristic degrades, we can estimate times of failure before they occur.
The initial developmental units of a system often do not meet their RAM specifications. Reliability growth models
allow estimation of resources (particularly testing time) necessary before a system will mature to meet those goals
(Meeker and Escobar 1998).
Maintainability models describe the time necessary to return a failed repairable system to service. They are usually
the sum of a set of models describing different aspects of the maintenance process (e.g., diagnosis, repair, inspection,
reporting, and evacuation). These models often have threshold parameters, which are minimum times until an event
can occur.
Reliability, Availability, and Maintainability 883
Logistical support models attempt to describe flows through a logistics system and quantify the interaction between
maintenance activities and the resources available to support those activities. Queue delays, in particular, are a major
source of down time for a repairable system. A logistical support model allows one to explore the trade space
between resources and availability.
All these models are abstractions of reality, and so at best approximations to reality. To the extent they provide
useful insights, they are still very valuable. The more complicated the model, the more data necessary to estimate it
precisely. The greater the extrapolation required for a prediction, the greater the imprecision.
Extrapolation is often unavoidable, because high reliability equipment typically can have long life and the amount of
time required to observe failures may exceed test times. This requires strong assumptions be made about future life
(such as the absence of masked failure modes) and that these assumptions increase uncertainty about predictions.
The uncertainty introduced by strong model assumptions is often not quantified and presents an unavoidable risk to
the system engineer.
There are many ways to characterize the reliability of a system, including fault trees, reliability block diagrams, and
failure mode effects analysis.
A Fault Tree (Kececioglu 1991) is a graphical representation of the failure modes of a system. It is constructed
using logical gates, with AND, OR, NOT, and K of N gates predominating. Fault trees can be complete or partial; a
partial fault tree focuses on a failure mode or modes of interest. They allow 'drill down' to see the dependencies of
systems on nested systems and system elements. Fault trees were pioneered by Bell Labs in the 1960s.
A Failure Mode Effects Analysis is a table that lists the possible failure modes for a system, their likelihood, and the
effects of the failure. A Failure Modes Effects Criticality Analysis scores the effects by the magnitude of the product
of the consequence and likelihood, allowing ranking of the severity of failure modes (Kececioglu 1991).
A Reliability Block Diagram (RBD) is a graphical representation of the reliability dependence of a system on its
components. It is a directed, acyclic graph. Each path through the graph represents a subset of system components.
As long as the components in that path are operational, the system is operational. Component lives are usually
assumed to be independent in a RBD. Simple topologies include a series system, a parallel system, a k of n system,
and combinations of these.
RBDs are often nested, with one RBD serving as a component in a higher level model. These hierarchical models
allow the analyst to have the appropriate resolution of detail while still permitting abstraction.
RBDs depict paths that lead to success, while fault trees depict paths that lead to failure.
A Failure Mode Effects Analysis is a table that lists the possible failure modes for a system, their likelihood, and
the effects of the failure. A Failure Modes Effects Criticality Analysis scores the effects by the magnitude of the
product of the consequence and likelihood, allowing ranking of the severity of failure modes (Kececioglu 1991).
System models require even more data to fit them well. “Garbage in, garbage out” (GIGO) particularly applies in the
case of system models.
Tools
The specialized analyses required for RAM drive the need for specialized software. While general purpose statistical
languages or spreadsheets can, with sufficient effort, be used for reliability analysis, almost every serious practitioner
uses specialized software.
Minitab (versions 13 and later) includes functions for life data analysis. Win Smith is a specialized package that fits
reliability models to life data and can be extended for reliability growth analysis and other analyses. Relex has an
extensive historical database of component reliability data and is useful for estimating system reliability in the design
phase.
There is also a suite of products from ReliaSoft (2007) that is useful in specialized analyses. Weibull++ fits life
models to life data. ALTA fits accelerated life models to accelerated life test data. BlockSim models system
reliability, given component data.
Reliability, Availability, and Maintainability 885
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Other Considerations
Information to be provided at a later date.
References
Works Cited
American Society for Quality (ASQ). 2011. Glossary: Reliability. Accessed on September 11, 2011. Available at
http://asq.org/glossary/r.html.
American Society for Quality (ASQ) 2016, Reliability Engineering Certification – CRE, information available
online at http://asq.org/cert/reliability-engineer
Reliability, Availability, and Maintainability 886
DoD. 2005. DOD Guide for Achieving Reliability, Availability, and Maintainability. Arlington, VA, USA: U.S.
Department of Defense (DoD). Accessed on September 11, 2011. Available at:http:/ / www. acq. osd. mil/ se/ docs/
RAM_Guide_080305.pdf
Ebeling, Charles E., 2010. An Introduction to Reliability and Maintainability Engineering, Long Grove Illinois,
U.S.A: Waveland Press.
GEIA 2008, Reliability Program Standard for Systems Design, Development, and Manufacturing, 2008, Warrendale,
PA,USA: Society of Automotive Engineers (SAE), SAE-GEIA-STD-0009.
IEEE. 2008. IEEE Recommended Practice on Software Reliability. New York, NY, USA: Institute of Electrical and
Electronic Engineers (IEEE). IEEE Std 1633-2008.
Kececioglu, D. 1991. Reliability Engineering Handbook, Volume 2. Upper Saddle River, NJ, USA: Prentice Hall.
Laprie, J.C., A. Avizienis, and B. Randell, 1992, Dependability: Basic Concepts and Terminology, Vienna:
Springer-Verlag.
Nelson, Wayne. 1990. Accelerated Testing: Statistical Models, Test Plans, and Data Analysis. New York, NY, USA:
Wiley and Sons.
O’Connor, D.T., and A. Kleyner, 2012, “Practical Reliability Engineering”, 5th Edition. Chichester, UK: J. Wiley &
Sons, Ltd.
ReliaSoft. 2007. Failure Modes and Effects Analysis (FMEA) and Failure Modes, Effects and Criticality Analysis
(FMECA). Accessed on September 11, 2011. Available at http://www.weibull.com/basics/fmea.htm.
Shooman, Martin, 2002, Reliability of Computer Systems and Networks, New York, John Wiley & Sons
Primary References
Blischke, W.R. and D.N. Prabhakar Murthy. 2000. Reliability Modeling, Prediction, and Optimization. New York,
NY, USA: Wiley and Sons.
Dezfuli, Homayan, Dana Kelly, Curtis Smith, Kurt vedros, and William Galyean, “Bayesian Inference for NASA
Risk and Reliability Analysis”, National Aeronautics and Space Administration, NASA/SP-2009-569, June, 2009,
available online at http://www.hq.nasa.gov/office/codeq/doctree/SP2009569.pdf
DoD. 2005. DOD Guide for Achieving Reliability, Availability, and Maintainability. Arlington, VA, USA: U.S.
Department of Defense (DoD). Accessed on September 11, 2011. Available at: http:/ / www. acq. osd. mil/ se/ docs/
RAM_Guide_080305.pdf [1]
Kececioglu, D. 1991. Reliability Engineering Handbook, Volume 2. Upper Saddle River, NJ, USA: Prentice Hall.
Lawless, J.F. 1982. Statistical Models and Methods for Lifetime Data. New York, NY, USA: Wiley and Sons.
Lyu, Michael, 1996 Software Reliability Engineering, New York, NY: IEEE-Wiley Press http:/ / www. cse. cuhk.
edu.hk/~lyu/book/reliability/index.html
Martz, H.F. and R.A. Waller. 1991. Bayesian Reliability Analysis. Malabar, FL, USA: Kreiger.
Meeker, W.Q. and L.A. Escobar. 1998. Statistical Methods for Reliability Data. New York, NY, USA: Wiley and
Sons.
MIL-HDBK-189C, Department Of Defense Handbook: Reliability Growth Management (14 JUN 2011) available
online from http://everyspec.com/MIL-HDBK/MIL-HDBK-0099-0199/MIL-HDBK-189C_34842
MIL-HDBK-338B, Electronic Reliability Design Handbook, 1998, U.S. Department of Defense Air Force Research
Laboratory IFTB, available online at http://www.weibull.com/mil_std/mil_hdbk_338b.pdf
U.S. Naval Surface Weapons Center Carderock Division, NSWC-11, Handbook of Reliability Prediction Procedures
for Mechanical Equipment, available online from http:/ / reliabilityanalyticstoolkit. appspot. com/ static/
Handbook_of_Reliability_Prediction_Procedures_for Mechanical_Equipment_NSWC-11.pdf
Reliability, Availability, and Maintainability 887
Additional References
IEEE Recommended Practice for Collecting Data for Use in Reliability, Availability, and Maintainability
Assessments of Industrial and Commercial Power Systems, IEEE Std 3006.9-2013.
NIST Sematech Engineering Statistics Handbook 2013, available online at http:/ / www. itl. nist. gov/ div898/
handbook/
Olwell, D.H. 2011. "Reliability Leadership." Proceedings of the 2001 Reliability and Maintainability M Symposium.
Philadelphia, PA, USA: IEEE. Accessed 7 March 2012 at [IEEE web site. [2]]
Reliability Analytics Toolkit, http:/ / reliabilityanalyticstoolkit. appspot. com/ (web page containing 31 reliability
and statistical analyses calculation aids), Seymour Morris, Reliability Analytics, last visited July 4, 2016
ReliaSoft. 2007. "Availability." Accessed on September 11, 2011. Available at: http:/ / www. weibull. com/
SystemRelWeb/availability.htm.
SAE. 2000a. Aerospace Recommended Practice ARP5580: Recommended Failure Modes and Effects Analysis
(FMEA) Practices for Non-Automobile Applications. Warrendale, PA, USA: Society of Automotive Engineers
(SAE) International.
SAE. 2000b. Surface Vehicle Recommended Practice J1739: (R) Potential Failure Mode and Effects Analysis in
Design (Design FMEA), Potential Failure Mode and Effects Analysis in Manufacturing and Assembly Processes
(Process FMEA), and Potential Failure Mode and Effects Analysis for Machinery (Machinery FMEA). Warrendale,
PA, USA: Society of Automotive Engineers (SAE) International.
References
[1] http:/ / www. acq. osd. mil/ se/ docs/ RAM_Guide_080305. pdf
[2] http:/ / ieeexplore. ieee. org/ xpls/ abs_all. jsp?arnumber=902456
Human Systems Integration 888
Human systems integration (HSI) is “the management and technical discipline of planning, enabling, coordinating,
and optimizing all human-related considerations during system design, development, test, production, use and
disposal of systems, subsystems, equipment and facilities.” (SAE, 2019). Though used by industries around the
world, HSI was initiated by the U.S. Department of Defense as part of the “total system approach” to acquisition. The
goal of HSI is to “optimize total system performance (hardware, software, and human), operational effectiveness, and
suitability, survivability, safety, and affordability.” (DoD, 2003) HSI activities must be initiated “early in system
development (during stakeholder requirements generation) and continuously through the development process to
realize the greatest benefit to the final system solution and substantial lifecycle cost savings.” (INCOSE Systems
Engineering Handbook, 2015).
HSI generally incorporates the following domains as integration considerations: manpower, personnel, training,
human-centered design, human factors engineering, life-critical systems that include occupational health,
environment, safety, habitability, and human survivability. Some organizations use a slightly different domain set.
Overview
Historically, insufficient systems engineering resources were dedicated to ensuring proper integration of humans
with the rest of the system. Most projects were technology-centered with human considerations being addressed
through training. Technological systems were hard to use and maintain, resulting in large manpower and training
costs, reduced system performance, and increased risk of catastrophic loss, among other impacts. The U.S. Army
was among the first to address this with the Manpower and Personnel Integration (MANPRINT) program in 1986.
MANPRINT emphasized the consideration of the HSI domains throughout the system acquisition as a standard part
of the systems engineering effort. The approach has since been adopted by the broader U.S. Department of Defense,
by international militaries, and by civilian government agencies around the world. (Booher, 2003). Some
organizations, particularly the U.K. Ministry of Defence, use the term Human Factors Integration (HFI). HSI applies
systems engineering processes, tools, and techniques to ensure that human considerations are given proper weight in
all system development activities. HSI should not be confused with Human Factors Engineering (HFE); HFE is a
domain of HSI focusing on designing human interfaces. HSI is about mutual integration of technology, organizations
and people.
System Description
HSI is more than human factors, human-computer interaction, or systems engineering. It is an technical and
managerial set of processes that involves the consideration and integration of multiple domains. In addition, HSI
involves complexity analysis and organization design and management. Various organizations represent the HSI
domains differently as the number and names of the domains are aligned with existing organizational structures.
Booher (2003) presents the seven US Army domains. The Canadian Forces have a different number of domains
while the UK Ministry of Defence has another. All the technical work of the domains is present while the number
and names and the domains is the same. According to the Defense Acquisition University, the HSI domains are:
Manpower: Manpower describes the number and mix of personnel required to carry out a task, multiple tasks, or
mission in order to operate, maintain, support, and provide training for a system. Manpower factors are those
variables that define manpower requirements. These variables include job tasks, operation/maintenance rates,
associated workload, and operational conditions (e.g., risk of operator injury) (DAU 2010).
Human Systems Integration 889
Environment: Environment includes the physical conditions in and around the system, as well as the operational
context within which the system will be operated and supported. Environmental attributes include temperature,
humidity, noise, vibration, radiation, shock, air quality, among many others. This "environment" affects the human's
ability to function as a part of the system (DAU 2010).
Habitability: Habitability factors are those living and working conditions that are necessary to sustain the morale,
safety, health, and comfort of the user population. They directly contribute to personnel effectiveness and mission
accomplishment and often preclude recruitment and retention problems. Examples include: lighting, space,
ventilation, and sanitation; noise and temperature control (i.e., heating and air conditioning); religious, medical, and
food services availability; and berthing, bathing, and personal hygiene. Habitability consists of those characteristics
of systems, facilities (temporary and permanent), and services necessary to satisfy personnel needs. Habitability
factors are those living and working conditions that result in levels of personnel morale, safety, health, and comfort
adequate to sustain maximum personnel effectiveness, support mission performance, and avoid personnel retention
problems (DAU 2010).
Human-centered design: Human-Centered Design (HCD) combines creativity, (from virtual to tangible) agile
prototyping, formative evaluation, rigorous demonstration and validation. It is based on design thinking, expertise,
experience, organization design and management, advanced interaction media, and complexity analysis, and more
specifically by considering human-systems integration using modeling and human-in-the-loop simulation from the
very beginning of the design process, as well as during the whole life cycle of a system (Boy, 2017).
Human factors engineering: Human factors engineering is primarily concerned with designing human-machine
interfaces consistent with the physical, cognitive, and sensory abilities of the user population. Human-machine
interfaces include: •functional interfaces (functions and tasks, and allocation of functions to human performance or
automation); •informational interfaces (information and characteristics of information that provide the human with
the knowledge, understanding, and awareness of what is happening in the tactical environment and in the system);
• environmental interfaces (the natural and artificial environments, environmental controls, and facility design);
• co-operational interfaces (provisions for team performance, cooperation, collaboration, and communication
among team members and with other personnel);
• organizational interfaces (job design, management structure, command authority, and policies and regulations that
impact behavior);
• operational interfaces (aspects of a system that support successful operation of the system such as procedures,
documentation, workloads, and job aids);
• cognitive interfaces (decision rules, decision support systems, provisions for maintaining situational awareness,
mental models of the tactical environment, provisions for knowledge generation, cognitive skills and attitudes,
and memory aids); and
• physical interfaces (hardware and software elements designed to enable and facilitate effective and safe human
performance such as controls, displays, workstations, worksites, accesses, labels and markings, structures, steps
and ladders, handholds, maintenance provisions, etc.) (DAU 2010).
Human survivability: In the defense domain, survivability factors consist of those system design features that
reduce the risk of fratricide, detection, and the probability of being attacked, and that enable personnel to withstand
man-made hostile environments without aborting the mission, objective, or suffering acute chronic illness, disability,
or death. Survivability attributes are those that contribute to the survivability of manned systems (DAU 2010).
Occupational health: Occupational health factors are those system design features that serve to minimize the risk of
injury, acute or chronic illness, or disability, and/or reduce job performance of personnel who operate, maintain, or
support the system. Prevalent issues include noise, chemical safety, atmospheric hazards (including those associated
with confined space entry and oxygen deficiency), vibration, ionizing and non-ionizing radiation, and human factors
issues that can create chronic disease and discomfort such as repetitive motion diseases. Many occupational health
problems, particularly noise and chemical management, overlap with environmental impacts. Human factors stresses
Human Systems Integration 890
that creating a risk of chronic disease and discomfort overlaps with occupational health considerations (DAU 2010).
Personnel: Personnel factors are those human aptitudes (i.e., cognitive, physical, and sensory capabilities),
knowledge, skills, abilities, and experience levels that are needed to properly perform job tasks. Personnel factors are
used to develop occupational specialties for system operators, maintainers, trainers, and support personnel (DAU
2010). The selection and assignment of personnel is critical to the success of a system, as determined by the needs
set up by various work-related requirements.
Safety: The design features and operating characteristics of a system that serve to minimize the potential for human
or machine errors or failure that cause injurious accidents (DAU, 2010). Safety also encompasses the administrative
procedures and controls associated with the operations, maintenance, and storage of a system.
Training: Training is the learning process by which personnel individually or collectively acquire or enhance
pre-determined job-relevant knowledge, skills, and abilities by developing their cognitive, physical, sensory, and
team dynamic abilities. The "training/instructional system" integrates training concepts and strategies, as well as
elements of logistic support to satisfy personnel performance levels required to operate, maintain, and support the
systems. It includes the "tools" used to provide learning experiences, such as computer-based interactive courseware,
simulators, actual equipment (including embedded training capabilities on actual equipment), job performance aids,
and Interactive Electronic Technical Manuals (DAU 2010).
Discipline Management
In a contractor project organization, the human systems integrator is typically a member of the senior engineering
staff reporting to either the systems engineering lead or chief engineer. HSI activities are documented in the Systems
Engineering Management Plan (SEMP). Larger programs may have a stand-alone HSI Plan (HSIP) compatible with
and referenced by the SEMP. HSI activities are tailored to the needs of the project and the project lifecycle (NASA,
2016). Most projects implement a Joint HSI Working Group between the customer and contractor. This enables
sharing of priorities, knowledge, and effort to allow each group to achieve their objectives.
Discipline Relationships
Interactions
Interactions include:
• SE: HSI is an integral part of the systems engineering effort and the integrator participates in all relevant systems
engineering activities during the whole life cycle of the system being considered.
• HSI domain experts: Domain experts collaborate with the human systems integrator to achieve HSI objectives,
though this may or may not be a direct reporting relationship.
• The contractor and customer may each have a human systems integrator and various domain experts; each role
should collaborate with their counterparts to the appropriate extent.
• HSI domain experts may participate in integrated product teams (IPTs)/design teams as full participants or
consultants as appropriate for the needs of the project.
• HSI shares many concerns with Reliability, Availability, and Maintainability (RAM). The integrator and/or
domain experts may collaborate with RAM specialists as appropriate.
• The integrator and/or domain experts should work with the Test & Evaluation team to ensure that HSI is
represented in test and evaluation events.
• HSI shares many concerns with logistics and supportability, the integrator and/or domain experts may collaborate
with this team as appropriate.
Human Systems Integration 891
Dependencies
HSI depends on sufficient scope of work and authorization from the project. Proper planning and leadership buy-in
is a key enabler.
Discipline Standards
Note: These are standards relevant to the practice of HSI specifically and not each of the HSI domains, which have
their own standards and practices.
• National Aeronautics and Space Administration (NASA). 2015. Human Systems Integration Practitioner’s Guide.
NASA/SP-2015-3709. Houston: Johnson Space Center.
• SAE International. 2019. Standard Practice for Human Systems Integration. SAE6906. Warrendale, PA: SAE
International.
• U.K. Ministry of Defence. 2016. Defence Standard 00-251: Human Factors Integration for Defence Systems.
Glasglow: Defence Equipment and Support.
• U.S. Army. 2015. Regulation 602-2: Human Systems Integration in the System Acquisition Process. Washington:
Headquarters, Department of the Army.
• U.S. Department of Defense. 2011. Data Item Description: Human Systems Integration Program Plan.
DI-HFAC-81743A.
• U.S. Navy. 2017. Opnav Instruction 5310.23A: Navy Personnel Human Systems Integration. Washington: Office
of the Chief of Naval Operations: Department of the Navy.
Personnel Considerations
HSI is conducted by a human systems integrator. The integrator is part of the systems engineering team responsible
for conducting systems engineering related to human and organizational considerations and for coordinating the
work of the HSI domain experts. HSI uses the same techniques and approaches as systems engineering with
additional consideration for non-materiel aspects of the system. Therefore, the integrator must be well-versed in the
SE process and have a working understanding of each of the domains. The integrator does not need to be an expert in
any of the domains. The human systems integrator’s responsibilities include:
• provide inputs to the SEMP and/or create an HSI Plan (HSIP) compatible with the SEMP and the project lifecycle
(NASA Systems Engineering Handbook, 2016)
• tailor the scope of HSI efforts to the needs of the project and system lifecycle
• ensure HSI domains are given appropriate consideration across all programmatic and engineering activities
• assist domain personnel in planning domain activities
• facilitate execution of domain tasks and collaboration among domains
• make tradeoffs among domains to optimize the attainment of HSI goals
• optimize the impact of domains on the acquisition program from the perspectives of performance, sustainability,
and cost
• integrate the results of domain activities and represent them to the rest of the acquisition program from a total HSI
perspective
• facilitate interactions among domains within the scope of HSI, and between HSI and the rest of the program
• track, status, and assess HSI risks, issues and opportunities that have surfaced during the execution of the program
Human Systems Integration 892
Metrics
Models
Tools
HSI shares common tools with systems engineering. A sample of HSI-specific tools include:
• Command Control and Communications - Techniques for Reliable Assessment of Concept Execution
(C3TRACE) developed by U.S. Army Research Labs. https://www.arl.army.mil/www/default.
cfm?page=3200
• Comprehensive Human Integration Evaluation Framework (CHIEF) developed by U.S. Navy. http://calhoun.
nps.edu/handle/10945/42696
• Human Analysis and Requirements Planning System (HARPS) developed by U.S. Navy Space and Naval
Warfare Systems Command. https://www.dau.mil/cop/log/pages/topics/Manpower%20and%20Personnel.
aspx
• Human Systems Integration Framework (HSIF) developed by U.S. Air Force. https://www.acq.osd.mil/se/
webinars/2015_10_06-SoSECIE-Risser-Lacson-brief.pdf
• Improved Performance and Research Integration Tool (IMPRINT) developed by U.S. Army Research Labs.
https://www.arl.army.mil/www/default.cfm?page=3200
Additionally, each HSI domain has specific tools and approaches for their unique efforts considerations.
Human Systems Integration 893
Practical Considerations
Pitfalls
Many organizations assign a human factors engineer to the human systems integrator role. This can be a mistake if
the individual is not well versed in the SE process. Relegating HSI to a “specialty engineering” team deprives the
integrator of sufficient scope and authority to accomplish their mission.
Proven Practices
Ensure the human systems integrator is a knowledgeable systems engineer with the respect of the other systems
engineers and with a good understanding of each of the HSI domains. A human systems integrator should be
involved in program planning activities to ensure sufficient budget and schedule. They should be involved in
technical planning activities to create sufficient scope in the SEMP/HISPP, identify HSI-related risks and
opportunities, recommend HSI trade studies, etc. There is significant overlap and trade space among the HSI
domains, therefore the domain experts, led by the integrator, should collaborate throughout the project to optimize
the impact of HSI.
Other Considerations
None at this time.
References
Works Cited
Booher, H.R. (ed.). 2003. Handbook of Human Systems Integration. Hoboken, NJ, USA: Wiley.
Boy, G.A. 2017. Human-Centered Design as an Integrating Discipline. Journal of Systemics, Cybernetics and
Informatics. International Institute of Informatics and Systemics. Volume 15, Number 1, pp. 25-32. ISSN:
1690-4524.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
National Aeronautics and Space Administration (NASA). 2016. NASA Systems Engineering Handbook Rev. 2.
https://www.nasa.gov/connect/ebooks/nasa-systems-engineering-handbook
SAE International. 2019. Standard Practice for Human Systems Integration (SAE6906). Warrendale, PA: SAE.
https://saemobilus.sae.org/content/sae6906
U.S. Department of Defense (DoD). 2003. DoD Directive 5000.01, The Defense Acquisition System. https:/ / www.
esd.whs.mil/Portals/54/Documents/DD/issuances/dodd/500001p.pdf
US Air Force. 2009. Air Force Human Systems Integration Handbook. Brooks City-Base, TX, USA: Directorate of
Human Performance Integration. Available at http:/ / www. wpafb. af. mil/ shared/ media/ document/
AFD-090121-054.pdf. [1]
Human Systems Integration 894
Primary References
None at this time.
Additional References
Blanchard, B. S., and W. J. Fabrycky. 2011. Systems Engineering and Analysis. 5th ed. Prentice-Hall International
series in Industrial and Systems Engineering. Englewood Cliffs, NJ, USA: Prentice-Hall.
Boy, G.A. (2013). Orchestrating Human-Centered Design. Springer, U.K. ISBN 978-1-4471-4338-3.
Helander, Martin, Landauer, T.K, and Prabhu, P.V. 1997. Handbook of Human-Computer Interaction. Amsterdam,
Netherlands: Elsevier.
Pew, R.W. and A.S. Mavor. 2007. Human-System Integration in the System Development Process: A New Look.
Washington, DC, USA: National Academies Press.
Simpkiss, B. (2009). AFHSIO-001: Human Systems Integration Requirements Pocket Guide. Falls Church, VA: Air
Force Human Systems Integration Office.
U.S. Department of Defense (DoD). 2003. DoD Instruction 5000.02, Operation of The Defense Acquisition System.
Wickens, C.D., Lee, J. D, Liu, Y., and Becker, S.E. Gordon. 2004. An Introduction to Human Factors Engineering.
Englewood Cliffs, NJ, USA: Prentice-Hall.
Woodson, W.E, Tillman, B. and Tillman, P. 1992. "Human Factors Design Handbook: Information and Guidelines
for the Design of Systems, Facilities, Equipment, and Products for Human Use." 2nd Ed. New York, NY, USA:
McGraw Hill.
References
[1] http:/ / www. wpafb. af. mil/ shared/ media/ document/ AFD-090121-054. pdf
Safety Engineering 895
Safety Engineering
Lead Author: Dick Fairley, Contributing Author: Alice Squires
In the most general sense, safety is freedom from harm. As an engineering discipline, system safety is concerned
with minimizing hazards that can result in a mishap with an expected severity and with a predicted probability.
These events can occur in elements of life-critical systems as well as other system elements. MIL-STD-882E defines
system safety as “the application of engineering and management principles, criteria, and techniques to achieve
acceptable risk, within the constraints of operational effectiveness and suitability, time, and cost, throughout all
phases of the system life cycle" (DoD 2012). MIL-STD-882E defines standard practices and methods to apply as
engineering tools in the practice of system safety. These tools are applied to both hardware and software elements of
the system in question."
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
System safety engineering focuses on identifying hazards, their causal factors, and predicting the resultant severity
and probability. The ultimate goal of the process is to reduce or eliminate the severity and probability of the
identified hazards, and to minimize risk and severity where the hazards cannot be eliminated. MIL STD 882E
defines a hazard as "A real or potential condition that could lead to an unplanned event or series of events (i.e.,
mishap) resulting in death, injury, occupational illness, damage to or loss of equipment or property, or damage to the
environment." (DoD 2012).
While Systems safety engineering attempt to minimize safety issues throughout the planning and design of systems,
mishaps do occur from combinations of unlikely hazards with minimal probabilities. As a result, safety engineering
is often performed in reaction to adverse events after deployment. For example, many improvements in aircraft
safety come about as a result of recommendations by the National Air Traffic Safety Board based on accident
investigations. Risk is defined as “A combination of the severity of the mishap and the probability that the mishap
will occur" (DoD 2012, 7). Failure to identify risks to safety, and the according inability to address or "control" these
risks, can result in massive costs, both human and economic (Roland and Moriarty 1990)."
System Description
Information to be supplied at a later date.
Discipline Management
Information to be supplied at a later date.
Discipline Relationships
Interactions
Information to be supplied at a later date.
Dependencies
Information to be supplied at a later date.
Safety Engineering 896
Discipline Standards
Information to be supplied at a later date.
Personnel Considerations
System Safety specialists are typically responsible for ensuring system safety. Air Force Instruction (AFI) provides
the following guidance:
9.1 System safety disciplines apply engineering and management principles, criteria, and techniques
throughout the life cycle of a system within the constraints of operational effectiveness, schedule, and
costs.
9.1.1. System safety is an inherent element of system design and is essential to supporting system
requirements. Successful system safety efforts depend on clearly defined safety objectives and system
requirements.
9.1.2. System safety must be a planned, integrated, comprehensive effort employing both engineering
and management resources.
(USAF 1998, 91-202)
Safety personnel are responsible for the integration of system safety requirements, principles, procedures, and
processes into the program and into lower system design levels to ensure a safe and effective interface. Two common
mechanisms are the Safety Working Group (SWG) and the Management Safety Review Board (MSRB). The SWG
enables safety personnel from all integrated product teams (IPTs) to evaluate, coordinate, and implement a safety
approach that is integrated at the system level in accordance with MIL-STD-882E (DoD 2012). Increasingly, safety
reviews are being recognized as an important risk management tool. The MSRB provides program level oversight
and resolves safety related program issues across all IPTs. Table 1 provides additional information on safety.
Hazard Identification Identification of potential failure modes Required to determine failure modes
Mitigation Measure to take corrective action Necessary to determine criticality and severity
Table 1. indicates that achieving System safety involves a close tie between Safety Engineering and other specialty
Systems Engineering disciplines such as Reliability and Maintainability Engineering.
System safety engineering focuses on identifying hazards, their causal factors, and predicting the resultant severity
and probability. The ultimate goal of the process is to reduce or eliminate the severity and probability of the
identified hazards, and to minimize risk and severity where the hazards cannot be eliminated. MIL STD 882E
defines a hazard as "A real or potential condition that could lead to an unplanned event or series of events (i.e.,
mishap) resulting in death, injury, occupational illness, damage to or loss of equipment or property, or damage to the
environment." (DoD 2012).
While Systems safety engineering attempt to minimize safety issues throughout the planning and design of systems,
mishaps do occur from combinations of unlikely hazards with minimal probabilities. As a result, safety engineering
is often performed in reaction to adverse events after deployment. For example, many improvements in aircraft
Safety Engineering 897
safety come about as a result of recommendations by the National Air Traffic Safety Board based on accident
investigations. Risk is defined as “A combination of the severity of the mishap and the probability that the mishap
will occur" (DoD 2012, 7). Failure to identify risks to safety, and the according inability to address or "control" these
risks, can result in massive costs, both human and economic (Roland and Moriarty 1990)."
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be supplied at a later date.
References
Works Cited
DoD. 2012. Standard practice for System Safety. Arlington, VA, USA: Department of Defense (DoD). MIL-STD
882E. Accessed 4 November 2014 at http://assistdoc1.dla.mil/qsDocDetails.aspx?ident_number=36027
Roland, H.E. and B. Moriarty. 1990. System Safety Engineering and Management. Hoboken, NJ, USA: Wiley-IEEE.
USAF. 1998. The US Air Force Mishap Prevention Program. Washington, DC, USA: US Air Force, Air Force
Instruction (AFI).
Primary References
None.
Additional References
Bahr, N. J. 2001. "System Safety Engineering and Risk Assessment." In International Encyclopedia of Ergonomics
and Human Factors. Vol. 3. Ed. Karwowski, Waldemar. New York, NY, USA: Taylor and Francis.
ISSS. "System Safety Hazard Analysis Report." The International System Safety Society (ISSS). DI-SAFT-80101B.
http://www.system-safety.org/Documents/DI-SAFT-80101B_SSHAR.DOC.
ISSS. "Safety Assessment Report." The International System Safety Society (ISSS). DI-SAFT-80102B. http:/ /
www.system-safety.org/Documents/DI-SAFT-80102B_SAR.DOC.
ISSS. "Engineering Change Proposal System Safety Report." The International System Safety Society (ISSS).
DI-SAFT-80103B. http://www.system-safety.org/Documents/DI-SAFT-80103B_ECPSSR.DOC.
ISSS. "Waiver or Deviation System Safety Report." The International System Safety Society (ISSS).
DI-SAFT-80104B. http://www.system-safety.org/Documents/DI-SAFT-80104B_WDSSR.DOC.
ISSS. "System Safety Program Progress Report." The International System Safety Society (ISSS).
DI-SAFT-80105B. http://www.system-safety.org/Documents/DI-SAFT-80105B_SSPPR.DOC.
ISSS. "Health Hazard Assessment Report." The International System Safety Society (ISSS). DI-SAFT-80106B.
http://www.system-safety.org/Documents/DI-SAFT-80106B_HHAR.DOC.
ISSS. "Explosive Ordnance Disposal Data." The International System Safety Society (ISSS). DI-SAFT-80931B.
http://www.system-safety.org/Documents/DI-SAFT-80931B_EODD.pdf.
Safety Engineering 898
ISSS. "Explosive Hazard Classification Data." The International System Safety Society (ISSS). DI-SAFT-81299B.
http://www.system-safety.org/Documents/DI-SAFT-81299B_EHCD.pdf.
ISSS. "System Safety Program Plan (SSPP)." The International System Safety Society (ISSS). DI-SAFT-81626.
http://www.system-safety.org/Documents/DI-SAFT-81626_SSPP.pdf.
ISSS. "Mishap Risk Assessment Report." The International System Safety Society (ISSS). DI-SAFT-81300A. http://
www.system-safety.org/Documents/DI-SAFT-81300A_MRAR.DOC.
Joint Software System Safety Committee. 1999. Software System Safety Handbook. Accessed 7 March 2012 at http:/
/www.system-safety.org/Documents/Software_System_Safety_Handbook.pdf.
Leveson, N. 2011. Engineering a safer world: systems thinking applied to safety. Cambridge, Mass: MIT Press.
Leveson, N. G. 2012. “Complexity and Safety.” In Complex Systems Design & Management, ed. Omar Hammami,
Daniel Krob, and Jean-Luc Voirin, 27–39. Springer Berlin Heidelberg. http:/ / dx. doi. org/ 10. 1007/
978-3-642-25203-7_2.
NASA. 2004. NASA Software Safety Guidebook. Accessed 7 March 2012 at [[1]].
Roland, H. E., and Moriarty, B. 1985. System Safety Engineering and Management. New York, NY, USA: John
Wiley.
SAE. 1996. Guidelines and Methods for Conducting the Safety Assessment Process on Civil Airborne Systems and
Equipment. ARP 4761. Warrendale, PA, USA: Society of Automotive Engineers. Accessed 28 August 2012 at [http:/
/standards.sae.org/arp4761/ [2]].
SAE. 1996. Certification Considerations for Highly-Integrated Or Complex Aircraft Systems. ARP 4754.
Warrendale, PA, USA: Society of Automotive Engineers. Accessed 28 August 2012 at [http:/ / standards. sae. org/
arp4754/ [3]].
References
[1] http:/ / www. hq. nasa. gov/ office/ codeq/ doctree/ 871913. pdf
[2] http:/ / standards. sae. org/ arp4761/
[3] http:/ / standards. sae. org/ arp4754/
Security Engineering 899
Security Engineering
Lead Author: Dick Fairley, Contributing Author: Alice Squires
Security engineering is concerned with building systems that remain secure despite malice or error. It focuses on the
tools, processes, and methods needed to design and implement complete systems that proactively and reactively
mitigate vulnerabilities. Security engineering is a primary discipline used to achieve system assurance.
The term System Security Engineering (SSE) is used to denote this specialty engineering field and the US
Department of Defense define it as: "an element of system engineering that applies scientific and engineering
principles to identify security vulnerabilities and minimize or contain risks associated with these vulnerabilities"
(DODI5200.44, 12).
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
Security engineering incorporates a number of cross-disciplinary skills, including cryptography, computer security,
tamper-resistant hardware, applied psychology, supply chain management, and law. Security requirements differ
greatly from one system to the next. System security often has many layers built on user authentication, transaction
accountability, message secrecy, and fault tolerance. The challenges are protecting the right items rather than the
wrong items and protecting the right items but not in the wrong way.
Security engineering is an area of increasing emphasis in the defense domain. Baldwin et al. (2012) provide a survey
of the issues and a detailed reference list.
The primary objective of System Security Engineering (SSE) is to minimize or contain defense system
vulnerabilities to known or postulated security threats and to ensure that developed systems protect against these
threats. Engineering principles and practices are applied during all system development phases to identify and reduce
these system vulnerabilities to the identified system threats.
The basic premise of SSE is recognition that an initial investment in “engineering out” security vulnerabilities and
“designing-in” countermeasures is a long-term benefit and cost saving measure. Further, SSE provides a means to
ensure adequate consideration of security requirements, and, when appropriate, that specific security-related designs
are incorporated into the overall system design during the engineering development program. Security requirements
include: physical; personnel; procedural; emission; transmission; cryptographic; communications; operations; and,
computer security.
There may be some variation in the SSE process from program to program, due mainly to the level of design
assurance—that is, ensuring that appropriate security controls have been implemented correctly as
planned—required of the contractor. These assurance requirements are elicited early in the program (where they can
be adequately planned), implemented, and verified in due course of the system development.
The System Security Engineering Management Plan (SSEMP) is a key document to develop for SSE. The SSEMP
identifies the planned security tasks for the program and the organizations and individuals responsible for security
aspects of the system. The goals of the SSEMP are to ensure that pertinent security issues are raised at the
appropriate points in the program, to ensure adequate precautions are taken during design, implementation, test, and
fielding, and to ensure that only an acceptable level of risk is incurred when the system is released for fielding. The
SSEMP forms the basis for an agreement with SSE representing the developer, the government program office, the
certifier, the accreditor, and any additional organizations that have a stake in the security of the system. The SSEMP
identifies the major tasks for certification & accreditation (C&A), document preparation, system evaluation, and
engineering; identifies the responsible organizations for each task; and presents a schedule for the completion of
Security Engineering 900
those tasks.
SSE security planning and risk management planning includes task and event planning associated with establishing
statements of work and detailed work plans as well as preparation and negotiation of SSE plans with project
stakeholders. For each program, SSE provides the System Security Plan (SSP) or equivalent. An initial system
security Concept of Operations (CONOPS) may also be developed. The SSP provides: the initial planning of the
proposed SSE work scope; detailed descriptions of SSE activities performed throughout the system development life
cycle; the operating conditions of the system; the security requirements; the initial SSE risk assessment (includes
risks due to known system vulnerabilities and their potential impacts due to compromise and/or data loss); and, the
expected verification approach and validation results.
These plans are submitted with the proposal and updated as required during engineering development. In the case
where a formal C&A is contracted and implemented, these plans comply with the government’s C&A process,
certification responsibilities, and other agreement details, as appropriate. The C&A process is the documented
agreement between the customer and contractor on the certification boundary. Upon agreement of the stakeholders,
these plans guide SSE activities throughout the system development life cycle.
System Assurance
NATO AEP-67 (Edition 1), Engineering for System Assurance in NATO Programs, defines system assurance as:
…the justified confidence that the system functions as intended and is free of exploitable vulnerabilities, either
intentionally or unintentionally designed or inserted as part of the system at any time during the life cycle... This
confidence is achieved by system assurance activities, which include a planned, systematic set of multi-disciplinary
activities to achieve the acceptable measures of system assurance and manage the risk of exploitable vulnerabilities.
(NATO 2010, 1)
The NATO document is organized based on the life cycle processes in ISO/IEC 15288:2008 and provides process
and technology guidance to improve system assurance.
Software Assurance
Since most modern systems derive a good portion of their functionality from software, software assurance becomes a
primary consideration in systems assurance. The Committee on National Security Systems (CNSS) (2010, 69)
defines software assurance as a “level of confidence that software is free from vulnerabilities, either intentionally
designed into the software or accidentally inserted at anytime during its lifecycle and that the software functions in
the intended manner.”
Goertzel, et. al (2008, 8) point out that “the reason software assurance matters is that so many business activities and
critical functions—from national defense to banking to healthcare to telecommunications to aviation to control of
hazardous materials—depend on the on the correct, predictable operation of software.”
System Description
Robust security design explicitly rather than implicitly defines the protection goals. The Certified Information
Systems Security Professional (CISSP) Common Body of Knowledge (CBK) partitions robust security into ten
domains (Tipton 2006):
1. Information security governance and risk management addresses the framework, principles, policies, and
standards that establish the criteria and then assess the effectiveness of information protection. Security risk
management contains governance issues, organizational behavior, ethics, and security awareness training.
2. Access control is the procedures and mechanisms that enable system administrators to allow or restrict operation
and content of a system. Access control policies determine what processes, resources, and operations users can
invoke.
Security Engineering 901
3. Cryptography can be defined as the principles and methods of disguising information to ensure its integrity,
confidentiality, and authenticity during communications and while in storage. Type I devices are certified by the US
National Security Agency (NSA) for classified information processing. Type 2 devices are certified by NSA for
proprietary information processing. Type 3 devices are certified by NSA for general information processing. Type 4
devices are produced by industry or other nations without any formal certification.
4. Physical (environmental) security addresses the actual environment configuration, security procedures,
countermeasures, and recovery strategies to protect the equipment and its location. These measures include separate
processing facilities, restricted access into those facilities, and sweeps to detect eavesdropping devices.
5. Security architecture and design contains the concepts, processes, principles, and standards used to define, design,
and implement secure applications, operating systems, networks, and equipment. The security architecture must
integrate various levels of confidentiality, integrity, and availability to ensure effective operations and adherence to
governance.
6. Business continuity and disaster recovery planning are the preparations and practices which ensure business
survival given events, natural or man-made, which cause a major disruption in normal business operations. Processes
and specific action plans must be selected to prudently protect business processes and to ensure timely restoration.
7. Telecommunications and network security are the transmission methods and security measures used to provide
integrity, availability, and confidentiality of data during transfer over private and public communication networks.
8. Application development security involves the controls applied to application software in a centralized or
distributed environment. Application software includes tools, operating systems, data warehouses, and knowledge
systems.
9. Operations security is focused on providing system availability for end users while protecting data processing
resources both in centralized data processing centers and in distributed client/server environments.
10. Legal, regulations, investigations, and compliance issues include the investigative measures to determine if an
incident has occurred and the processes for responding to such incidents.
One response to the complexity and diversity of security needs and domains that contribute to system security is
“defense in depth,” a commonly applied architecture and design approach. Defense in depth implements multiple
layers of defense and countermeasures, making maximum use of certified equipment in each layer to facilitate
system accreditation.
Discipline Management
Information to be supplied at a later date.
Discipline Relationships
Interactions
Information to be supplied at a later date.
Dependencies
Web-based Resource
A good online resource for system and software assurance is the US Department of Homeland Security’s Build
Security In [1] web site (DHS 2010), which provides resources for best practices, knowledge, and tools for
engineering secure systems.
Security Engineering 902
Discipline Standards
Information to be supplied at a later date.
Personnel Considerations
Information to be supplied at a later date.
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be supplied at a later date.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Other Considerations
Information to be provided at a later date.
References
Works Cited
Baldwin, K., J. Miller, P. Popick, and J. Goodnight. 2012. The United States Department of Defense Revitalization of
System Security Engineering Through Program Protection. Proceedings of the 2012 IEEE Systems Conference,
19-22 March 2012, Vancouver, BC, Canada. Accessed 28 August 2012 at http:/ / www. acq. osd. mil/ se/ docs/
IEEE-SSE-Paper-02152012-Bkmarks.pdf [2].
CNSS. 2010. National Information Assurance Glossary", Committee on National Security Systems Instruction
(CNSSI) no. 4009". Fort Meade, MD, USA: The Committee on National Security Systems.
DHS. 2010. Build Security In. Washington, DC, USA: US Department of Homeland Security (DHS). Accessed
September 11, 2011. Available: https://buildsecurityin.us-cert.gov.
DODI5200.44, United States Department of Defense, Protection of Mission Critical Functions to Achieve Trusted
Systems and Networks, Department of Defense Instruction Number 5200.44, November 2012, Accessed 3 November
2014 at Defense Technical Information Center http://www.dtic.mil/whs/directives/corres/pdf/520044p.pdf [3].
Goertzel, K., et al. 2008. Enhancing the Development Life Cycle to Produce Secure Software: A Reference
Guidebook on Software Assurance. Washington, DC, USA: Data and Analysis Center for Software (DACS)/US
Department of Homeland Security (DHS).
Security Engineering 903
NATO. 2010. Engineering for System Assurance in NATO programs. Washington, DC, USA: NATO
Standardization Agency. DoD 5220.22M-NISPOM-NATO-AEP-67.
Tipton, H.F. (ed.). 2006. Official (ISC)2 guide to the CISSP CBK, 1st ed. Boston, MA, USA: Auerbach Publications.
Primary References
Anderson, R.J. 2008. Security Engineering: A Guide to Building Dependable Distributed Systems, 2nd Ed. New
York, NY, USA: John Wiley & Sons. Accessed October 24, 2014 at http://www.cl.cam.ac.uk/~rja14/book.html
DAU. 2012. "Defense Acquisition Guidebook (DAG): Chapter 13 -- Program Protection." Ft. Belvoir, VA, USA:
Defense Acquisition University (DAU)/U.S. Department of Defense (DoD). November 8, 2012. Accessed October
24, 2014 at https://dag.dau.mil/ [4]
ISO. 2008. "Information technology -- Security techniques -- Systems Security Engineering -- Capability Maturity
Model® (SSE-CMM®)," Second Edition. Geneva, Switzerland: International Organization for Standardization
(ISO), ISO/IEC 21827:2008.
ISO/IEC. 2013. "Information technology — Security techniques — Information security management systems —
Requirements," Second Edition. Geneva, Switzerland: International Organization for Standardization
(ISO)/International Electrotechnical Commission (IEC), ISO/IEC 27001:2013.
Kissel, R., K. Stine, M. Scholl, H. Rossman, J. Fahlsing, J. Gulick. 2008. "Security Considerations in the System
Development Life Cycle," Revision 2. Gaithersburg, MD. National Institute of Standard and Technology (NIST),
NIST 800-64 Revision 2:2008. Accessed October 24, 2014 at the Computer Security Resource Center [5]
Ross, R., J.C. Oren, M. McEvilley. 2014. "Systems Security Engineering: An Integrated Approach to Building
Trustworthy Resilient Systems." Gaithersburg, MD. National Institute of Standard and Technology (NIST) Special
Publication (SP), NIST SP 800-160:2014 (Initial Public Draft). Accessed October 24, 2014 at the Computer Security
Resource Center http://csrc.nist.gov/publications/drafts/800-160/sp800_160_draft.pdf [6]
Additional References
Allen, Julia; Barnum, Sean; Ellison, Robert; McGraw, Gary; and Mead, Nancy. 2008. Software security engineering:
a guide for project managers. New York, NY, USA: Addison Wesley Professional.
ISO. 2005. Information technology -- Security techniques -- Code of practice for information security management.
Geneva, Switzerland: International Organization for Standardization (ISO). ISO/IEC 27002:2005.
Jurjens, J. 2005. "Sound Methods and effective tools for model-based security engineering with UML." Proceedings
of the 2005 International Conference on Software Engineering. Munich, GE: ICSE, 15-21 May.
MITRE. 2012. "Systems Engineering for Mission Assurance." In Systems Engineering Guide. Accessed 19 June
2012 at MITRE http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/
se_for_mission_assurance/ [7].
NIST SP 800-160. Systems Security Engineering - An Integrated Approach to Building Trustworthy Resilient
Systems. National Institute of Standards and Technology, U.S. Department of Commerce, Special Publication
800-160. Accessed October 24, 2014 at the Computer Security Resource Center http:/ / csrc. nist. gov/ publications/
drafts/800-160/sp800_160_draft.pdf [6].
Security Engineering 904
References
[1] https:/ / buildsecurityin. us-cert. gov/
[2] http:/ / www. acq. osd. mil/ se/ docs/ IEEE-SSE-Paper-02152012-Bkmarks. pdf
[3] http:/ / www. dtic. mil/ whs/ directives/ corres/ pdf/ 520044p. pdf
[4] https:/ / dag. dau. mil/
[5] http:/ / csrc. nist. gov/ publications/ nistpubs/ 800-64-Rev2/ SP800-64-Revision2. pdf
[6] http:/ / csrc. nist. gov/ publications/ drafts/ 800-160/ sp800_160_draft. pdf
[7] http:/ / www. mitre. org/ work/ systems_engineering/ guide/ enterprise_engineering/ se_for_mission_assurance/
Electromagnetic Interference/Electromagnetic
Compatibility
Lead Author: Paul Phister, Contributing Authors: Scott Jackson, Richard Turner, John Snoderly, Alice Squires
Electromagnetic Interference (EMI) is the disruption of operation of an electronic device when it is in the vicinity
of an electromagnetic field in the radio frequency (RF) spectrum. Many electronic devices fail to work properly in
the presence of strong RF fields. The disturbance may interrupt, obstruct, or otherwise degrade or limit the effective
performance of the circuit. The source may be any object, artificial or natural, that carries rapidly changing electrical
currents.
Electromagnetic Compatibility (EMC) is the ability of systems, equipment, and devices that utilize the
electromagnetic spectrum to operate in their intended operational environments without suffering unacceptable
degradation or causing unintentional degradation because of electromagnetic radiation or response. It involves the
application of sound electromagnetic spectrum management; system, equipment, and device design configuration
that ensures interference-free operation; and clear concepts and doctrines that maximize operational effectiveness
(DAU 2010, Chapter 7).
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
Spectrum
Each nation has the right of sovereignty over the use of its spectrum and must recognize that other nations reserve
the same right. It is essential that regional and global forums exist for the discussion and resolution of spectrum
development and infringement issues between bordering and proximal countries that might otherwise be difficult to
resolve.
The oldest, largest, and unquestionably the most important such forum, with 193 member countries, is the
International Telecommunications Union (ITU) agency of the United Nations, which manages spectrum at a global
level. As stated in Chapter 3 of the NTIA Manual, “The International Telecommunication Union (ITU)...is
responsible for international frequency allocations, worldwide telecommunications standards and telecommunication
development activities” (NTIA 2011, 3-2). The broad functions of the ITU are the regulation, coordination and
development of international telecommunications.
Electromagnetic Interference/Electromagnetic Compatibility 905
The spectrum allocation process is conducted by many different international telecommunication geographical
committees. Figure 1 shows the various international forums represented worldwide.
Assigning frequencies is very complicated, as shown in the radio spectrum allocation chart in Figure 2. Sometimes,
commercial entities try to use frequencies that are actually assigned to US government agencies, such as the
Department of Defense (DoD). One such incident occurred when an automatic garage door vendor installed doors on
homes situated near a government installation. Random opening and closing of the doors created a problem for the
vendor that could have been avoided.
Four ITU organizations affect spectrum management (Stine and Portigal 2004):
1. World Radio-communication Conference (WRC)
2. Radio Regulations Board (RRB)
3. Radio-communications Bureau (RB)
4. Radio-communication Study Groups (RSG)
The WRC meets every four years to review and modify current frequency allocations. The RB registers frequency
assignments and maintains the master international register. The RRB approves the Rules of Procedures used by the
BR to register frequency assignments and adjudicates interference conflicts among member nations. The SG
analyzes spectrum usage in terrestrial and space applications and makes allocation recommendations to the WRC.
Most member nations generally develop national frequency allocation polices that are consistent with the Radio
Regulations (RR). These regulations have treaty status.
Electromagnetic Interference/Electromagnetic Compatibility 906
Figure 2. The Radio Spectrum (Department of Commerce 2003). Released by the U.S. Department of Commerce. Source is available at http:/ /
www. ntia. doc. gov/ files/ ntia/ publications/ 2003-allochrt. pdf (Retrieved September 15, 2011)
Practical Considerations
EMI/EMC is difficult to achieve for systems that operate world-wide because of the different frequencies in which
products are designed to operate in each of the telecommunication areas. Billions of US dollars have been spent in
retrofitting US DoD equipment to operate successfully in other countries.
It is important to note that the nuclear radiation environment is drastically more stressing than, and very different
from, the space radiation environment.
System Description
divided into random and impulse sources. These may be transient, continuous or intermittent in
occurrence. Examples include unintentional emissions from communication and radar transmitters,
electric switch contacts, computers, thermostats, ignition systems, voltage regulators, pulse generators,
and intermittent ground connections. (Bagad 2009, G-1)
TEMPEST
TEMPEST is a codename used to refer to the field of emission security. The National Security Agency (NSA)
investigations conducted to study compromising emission (CE) were codenamed TEMPEST. National Security
Telecommunications Information Systems Security Issuance (NSTISSI)-7000 states:
Electronic and electromechanical information-processing equipment can produce unintentional
intelligence-bearing emanations, commonly known as TEMPEST. If intercepted and analyzed, these
emanations may disclose information transmitted, received, handled, or otherwise processed by the
equipment. (NSTISS 1993, 3)
These compromising emanations consist of electrical, mechanical, or acoustical energy intentionally or
unintentionally emitted by sources within equipment or systems which process national security information.
Electronic communications equipment needs to be secured from potential eavesdroppers while allowing security
agencies to intercept and interpret similar signals from other sources. The ranges at which these signals can be
intercepted depends upon the functional design of the information processing equipment, its installation, and
prevailing environmental conditions.
Electronic devices and systems can be designed, by means of Radiation Hardening techniques, to resist damage or
malfunction caused by ionizing and other forms of radiation (Van Lint and Holmes Siedle 2000). Electronics in
systems can be exposed to ionizing radiation in the Van Allen radiation belts around the Earth’s atmosphere, cosmic
radiation in outer space, gamma or neutron radiation near nuclear reactors, and electromagnetic pulses (EMP) during
nuclear events.
A single charged particle can affect thousands of electrons, causing electronic noise that subsequently produces
inaccurate signals. These errors could affect safe and effective operation of satellites, spacecraft, and nuclear devices.
Lattice displacement is permanent damage to the arrangement of atoms in element crystals within electronic devices.
Lattice displacement is caused by neutrons, protons, alpha particles, and heavy ions. Ionization effects are temporary
damages that create latch-up glitches in high power transistors and soft errors like bit flips in digital devices.
Ionization effects are caused by charged particles.
Most radiation-hardened components are based on the functionality of their commercial equivalents. Design features
and manufacturing variations are incorporated to reduce the components’ susceptibility to interference from
radiation. Physical design techniques include insulating substrates, package shielding, chip shielding with depleted
boron, and magneto-resistive RAM. Logical design techniques include error-correcting memory, error detection in
processing paths, and redundant elements at both circuit and subsystem levels (Dawes 1991). Nuclear hardness is
expressed as susceptibility or vulnerability for given environmental conditions. These environmental conditions
include peak radiation levels, overpressure, dose rates, and total dosage.
Electromagnetic Interference/Electromagnetic Compatibility 909
Discipline Management
Information to be supplied at a later date.
Discipline Relationships
Interactions
Information to be supplied at a later date.
Dependencies
Information to be supplied at a later date.
Discipline Standards
Information to be supplied at a later date.
Personnel Considerations
Information to be supplied at a later date.
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be provided at a later date.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Electromagnetic Interference/Electromagnetic Compatibility 910
Other Considerations
Information to be provided at a later date.
References
Works Cited
Bagad, V.S. 2009. Electronic Product Design, 4th ed. Pune, India: Technical Publications Pune.
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
NSTISS. 1993. Tempest Countermeasures for Facilities. Ft. Meade, MD, USA: National Security
Telecommunications and Information Systems Security (NSTISSI). 29 November, 1993. NSTISSI No. 7000.
NTIA. 2011. Manual of Regulations and Procedures for Federal Radio Frequency Management, May 2011
Revision of the 2008 Edition. Washington, DC, USA: National Telecommunications and Information
Administration, U.S. Department of Commerce.
Stine, J. and D. Portigal. 2004. An Introduction to Spectrum Management. Bedford, MA, USA: MITRE Technical
Report Spectrum. March 2004.
Van Lint, V.A.J. and A.G. Holmes Siedle. 2000. Radiation Effects in Electronics: Encyclopedia of Physical Science
and Technology. New York, NY, USA: Academic Press.
Primary References
DAU. 2010. Defense Acquisition Guidebook (DAG). Ft. Belvoir, VA, USA: Defense Acquisition University
(DAU)/U.S. Department of Defense (DoD). February 19, 2010.
Additional References
None.
System Resilience
Lead Author: John Brtis, Contributing Authors: Scott Jackson, Alice Squires, Richard Turner
According to the Oxford English Dictionary on Historical Principles (1973), resilience is “the act of rebounding or
springing back.” This definition most directly fits the situation of materials which return to their original shape after
deformation. For human-made, or engineered systems the definition of resilience can be extended to include the
ability to maintain capability in the face of a disruption. The US government definition for resilient infrastructure
systems is the "ability of systems, infrastructures, government, business, communities, and individuals to resist,
tolerate, absorb, recover from, prepare for, or adapt to an adverse occurrence that causes harm, destruction, or loss of
national significance” (DHS 2010).
The name Resilience Engineering was coined in the book Resilience Engineering: Concepts and Precepts
(Hollnagel et al 2006). The authors make clear in this book that Resilience Engineering has to do with the resilience
of the organizations that design and operate engineered systems and not with the systems themselves The term
System Resilience used in this article is primarily concerned with the techniques used to consider the resilience of
engineered systems directly. To fully achieve this SE also needs to consider the resilience of those organizational
and human systems which enable the life cycle of an engineered system. The techniques or design principles used to
assess and improve the resilience of engineered systems across their life cycle are elaborated by Jackson and Ferris
(2013).
Overview
Resilience is a relatively new term in the SE realm, appearing only in the 2006 time frame and becoming popularized
in 2010. The recent application of “resilience” to engineered systems has led to confusion over its meaning and a
proliferation of alternative definitions. (One expert claims that well over 100 unique definitions of resilience have
appeared.) While the details of definitions will continue to be discussed and debated, the information here should
provide a working understanding of the meaning and implementation of resilience, sufficient for a system engineer
to effectively address it.
Definition
It is difficult to identify a single definition that – word for word – satisfies all. However, it is possible to gain general
agreement of what is meant by resilience of engineered systems; viz., resilience is the ability to provide required
capability in the face of adversity.
MITRE Taxonomy
Brits (2016) and Brits and McEvilley (2019) builds on the cyber resilience work of Bodeau and Graubart (2011) and
proposes an objectives-based three layer taxonomy for thinking about resilience. The three layers include: 1) three
fundamental objectives of resilience, 2) eleven means objectives of resilience, and, 3) 23 engineering techniques for
achieving resilience.
The three fundamental objectives, which identify the intrinsic values of resilience, are:
• Avoid adversity
• Withstand adversity
• Recover from adversity
The eleven means objectives are not ends in themselves - as are the fundamental objective - but do tend to result in
the achievement of the fundamental objectives: The means objectives are:
• adapt
• anticipate
• understand
• disaggregate
• prepare
• prevent
• continue
• constrain
• redeploy
• transform
• re-architect
The 23 engineering techniques that tend to achieve the fundamental objectives are:
• adaptive response
• analytic monitoring
• coordinated defense
• deception
• distribution
• detection avoidance
• diversification
• dynamic positioning
• dynamic representation
• effect tolerance
• non-persistence
• privilege restriction
• proliferation
• protection
• realignment
• reconfiguring
• redundancy
• replacement
• segmentation
• substantiated integrity
• substitution
• threat suppression
• unpredictability
System Resilience 915
The relationships between the three layers of this taxonomy are many-to-many relationships.
The Jackson and Ferris taxonomy comes from the civil resilience perspective and the MITRE taxonomy comes from
the military perspective. Jackson and Brtis (2017) have shown that many of the techniques of the two taxonomies are
equivalent and that some techniques are unique to each domain.
required. Analytic methods determine required robustness. Holistic methods determine required adaptability,
tolerance, and integrity. One pitfall is to depend on just a single technique to achieving resilience. The technique of
defense in depth suggests that multiple techniques may be required to achieve resilience.
Resilience Requirements
Brtis and McEvilley (2019) investigated the content and structure needed to specify resilience requirements. The
content of a resilience requirement flows almost directly from the definition of resilience: “the ability to deliver
required capability in the face of adversity.” Specifying resilience requires that several parameters be identified. The
aggregation of these parameters can be considered to be a “resilience scenario,” represented in Figure 2.
Resilience requirements are unique because they are requirements about requirements. For example, the capabilities
of interest can be functional requirements of the system. Resilience extends such requirements with a resilience
scenario, adding environmental requirements (adversities) and performance requirements (the desired resilience).
Affordable Resilience
"Affordable Resilience" means to achieve an effective balance across affordability and technical attributes in order to
adapt to changing conditions as well as to prepare for and avoid, withstand, and rapidly recover from disruption as
required to satisfy the needs of multiple stakeholders throughout a system's life cycle. Technical attributes include
robustness, flexibility, adaptability, tolerance, and integrity.
Note that the priority of resilience attributes for systems is typically domain-dependent-- for example, public
transportation systems may emphasize affordable safety; electronic funds transfer systems may emphasize affordable
cyber security; and unmanned space exploration systems may emphasize affordable survivability to withstand
previously-unknown environments.
Life cycle considerations should address not only risks and adversities associated with known and unknown
disruptions over time but also opportunities for seeking gain in known and unknown future environments. This often
requires balancing the time value of money vs. the time value of resilience to achieve affordable resilience.
• For resilience attributes for engineered systems see Jackson and Ferris (2013).
• For engineering resilient systems see Neches and Madni (2013).
• For frameworks for affordability see Wheaton and Madni (2015)
• For four elements of the research strategy for SE Transformation see Boehm (2013)
• See section 10.9 Resilience Engineering in INCOSE (2015)
• See section 2.4 Quantifying Project Opportunity in Browning (2014)
System Description
System resilience is the ability of an engineered system to provide required capability in the face of adversity.
Resilience in the realm of systems engineering involves identifying: 1) the capabilities that are required of the
system, 2) the adverse conditions under which the system is required to deliver those capabilities, and 3) the systems
engineering to ensure that the system can provide the required capabilities.
Put simply, resilience is achieved by a systems engineering focus on adverse conditions.
Resilience of Processes
It is important to recognize that processes are systems – in fact Systems Engineering is a system. Discussions
relating to the resilience of such “process” systems include seven key resiliencies that successful sociotechnical
systems intending to accomplish system engineering must have, Warfield (2008). Ashby’s Law of Requisite Variety
and Pareto’s Law of Requisite Saliency are the most familiar. The scope and time of arrival of Contract Change
Orders that require system engineering attention pose significant risk. Ones that occur during detailed design that
affect the requirements baseline and system design baseline and occur faster than can be accommodated are
particularly threatening.
Discipline Management
Most enterprises, both military and commercial, include organizations generally known as Advanced Design. These
organizations are responsible for defining the architecture of a system at the very highest level of the system
architecture. This architecture reflects the resilience techniques described in Jackson and Ferris (2013) and Brtis
(2016) and the processes associated with that system. In many domains, such as fire protection, no such organization
will exist. However, the system architecture will still need to be defined by the highest level of management in that
System Resilience 918
organization. In addition, some aspects of resilience will be established by government imposed requirements.
Discipline Relationships
Interactions
Outputs
The primary outputs of the resilience discipline are a subset of the principles described by Jackson and Ferris (2013)
which have been determined to be appropriate for a given system, threat, and desired state of resilience as
determined by the state-transition analysis described below. The processes requiring these outputs are the system
design and system architecture processes.
Inputs
Inputs to the state model described in Jackson, Cook, and Ferris (2015) include (1) type of system of interest, (2)
nature of threats to the system (earthquakes, terrorist threats, human error, etc.) (3) techniques for potential
architectural design, and (4) predicted probability of success of individual techniques.
Dependencies
The techniques identified for the achieving resilience may also be used by other systems engineering areas of
concern such as safety, reliability, human factors, availability, maintainability, human factors, security, and others.
For example, the physical redundancy technique may help achieve resilience, reliability, and safety. Resilience
design and analysis should be conducted in concert with the various ‘ilities. The goal being to create a system which
-- from the beginning -- meets the requirements for resilience and other ‘ilities.
Discipline Standards
ASIS (2009) has published a standard pertaining to the resilience of organizational systems.
NIST 800-160 considers resilience of physical systems.
Personnel Considerations
Humans are important components of systems for which resilience is desired. This aspect is reflected in the human in
the loop technique identified by Jackson and Ferris (2013). Decisions made by the humans are at the discretion of the
humans in real time. Apollo 11 described by Eyles (2009) is a good example.
Metrics
Uday and Marais (2015) performed a survey of resilience metrics. Those identified include:
• Time duration of failure
• Time duration of recovery
• Ratio of performance recovery to performance loss
• A function of speed of recovery
• Performance before and after the disruption and recovery actions
• System importance measures
Jackson (2016) developed a metric to evaluate various systems in four domains: aviation, fire protection, rail, and
power distribution, for the principles that were lacking in ten different case studies. The principles are from the set
identified by Jackson and Ferris (2013) and are represented in the form of a histogram plotting principles against
frequency of omission. The data in these gaps were taken from case studies in which the lack of principles was
System Resilience 919
where,
R = Resilience of the required capability (Cr);
n = the number of exhaustive and mutually exclusive adversity scenarios within a context (n can equal 1);
Pi = the probability of adversity scenario I;
Cr(t)_i = timewise availability of the required capability during scenario I; --- 0 if below the required level --- 1 if at
or above the required value (Where circumstances dictate this may take on a more complex, non-binary function of
time.);
T = length of the time of interest.
Models
The state-transition model described by Jackson et al (2015) describes a system in its various states before, during,
and after an encounter with a threat. The model identifies seven different states as the system passes from a nominal
operational state to minimally acceptable functional state as shown in the figure below. In addition, the model
identifies 28 transition paths from state to state. To accomplish each transition the designer must invoke one or more
of the 34 principles or support principles described by Jackson and Ferris (2013). The designs implied by these
principles can then be entered into a simulation to determine the total effectiveness of each design.
System Resilience 920
Tools
No tools dedicated to resilience have been identified.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Other Considerations
Resilience is difficult to achieve for infrastructure systems because the nodes (cities, counties, states, and private
entities) are reluctant to cooperate with each other. Another barrier to resilience is cost. For example, achieving
redundancy in dams and levees can be prohibitively expensive. Other aspects, such as communicating on common
frequencies, can be low or moderate cost; even there, cultural barriers have to be overcome for implementation.
System Resilience 921
References
Works Cited
9/11 Commission. (2004). 9/11 Commission Report.
Adams, K. M., Hester, P. T., Bradley J. M., Meyers, T. J., and Keating, C. B. (2014). "Systems Theory as the
Foundation for Understanding Systems." Systems Engineering 17 (1):112-123.
ASIS International. (2009). Organizational Resilience: Security, Preparedness, and Continuity Management
Systems--Requirements With Guidance for Use. Alexandria, VA, USA: ASIS International.
Billings, C. (1997). Aviation Automation: The Search for Human-Centered Approach. Mahwah, NJ: Lawrence
Erlbaum Associates.
Bodeau, D. K, and Graubart, R. (2011). Cyber Resiliency Engineering Framework, MITRE Technical Report
#110237, The MITRE Corporation.
Boehm, B. (PI), (2013). "Tradespace and Affordability – Phase 2 Final Technical Report", SERC-2013-TR-039-2,
December 31 2013, Copyright © 2013 Stevens Institute of Technology, Systems Engineering Research Center,
Published online at https://apps.dtic.mil/dtic/tr/fulltext/u2/a608178.pdf
Browning, T. R. (2014). "A Quantitative Framework for Managing Project Value, Risk, and Opportunity," in IEEE
Transactions on Engineering Management, vol. 61, no. 4, pp. 583-598, Nov. 2014. doi: 10.1109/TEM.2014.2326986
Brtis, J. S. (2016). How to Think About Resilience, MITRE Technical Report, MITRE Corporation.
Brtis, J. S., and McEvilley, M. A. (2019). Systems Engineering for Resilience, MITRE Technical Report, The
MITRE Corporation.
Checkland, P. 1999. Systems Thinking, Systems Practice. New York: John Wiley & Sons.
Hitchins, D. 2009. "What are the General Principles Applicable to Systems?" Insight, 59-63.
Hollnagel, E., D. Woods, and N. Leveson (eds). 2006. Resilience Engineering: Concepts and Precepts. Aldershot,
UK: Ashgate Publishing Limited.
INCOSE (2015). Systems Engineering Handbook, a Guide for System Life Cycle Processes and Activities. San
Diego, Wiley.
Jackson, S., & Ferris, T. (2013). Resilience Principles for Engineered Systems. Systems Engineering, 16(2),
152-164. doi:10.1002/sys.21228.
Jackson, S., Cook, S. C., & Ferris, T. (2015). A Generic State-Machine Model of System Resilience. Insight, 18.
Jackson, S. & Ferris, T. L. (2016). Proactive and Reactive Resilience: A Comparison of Perspectives.
Jackson, W. S. (2016). Evaluation of Resilience Principles for Engineered Systems. Unpublished PhD, University of
South Australia, Adelaide, Australia.
Leveson, N. (1995). Safeware: System Safety and Computers. Reading, Massachusetts: Addison Wesley.
Madni, Azad,, & Jackson, S. (2009). Towards a conceptual framework for resilience engineering. Institute of
Electrical and Electronics Engineers (IEEE) Systems Journal, 3(2), 181-191.
Neches, R. and Madni, A. M. (2013), Towards affordably adaptable and effective systems. Syst. Engin., 16:
224-234. doi:10.1002/sys.21234
On-line Dictiobary. 2019. "Definition of Integrity." Google.com, accessed 27 June.
Pariès, J. (2011). Lessons from the Hudson. In E. Hollnagel, J. Pariès, D. D. Woods & J. Wreathhall (Eds.),
Resilience Engineering in Practice: A Guidebook. Farnham, Surrey: Ashgate Publishing Limited.
Perrow, C. (1999). Normal Accidents: Living With High Risk Technologies. Princeton, NJ: Princeton University
Press.
System Resilience 922
Reason, J. (1997). Managing the Risks of Organisational Accidents. Aldershot, UK: Ashgate Publishing Limited.
Rechtin, E. (1991). Systems Architecting: Creating and Building Complex Systems. Englewood Cliffs, NJ: CRC
Press.
Sillitto, H. G., and Dori, D.. 2017. "Defining 'System': A Comprehensive Approach." IS 2017, Adelaide, Australia.
US-Canada Power System Outage Task Force. (2004). Final Report on the August 14, 2003 Blackout in the United
States and Canada: Causes and Recommendations. Washington-Ottawa.
Uday, P., & Morais, K. (2015). Designing Resilient Systems-of-Systems: A Survey of Metrics, Methods, and
Challenges. Systems Engineering, 18(5), 491-510.
Warfield, J. N. (2008). "A Challenge for Systems Engineers: To Evolve Toward Systems Science" INCOSE
INSIGHT, Volume 11, Issue 1, January 2008.
Wheaton, M. J. & Madni, A. M. (2015). "Resiliency and Affordability Attributes in a System Integration
Tradespace", AIAA SPACE 2015 Conference and Exposition, 31 Aug-2 Sep 2015, Pasadena California, Published
online at https://doi.org/10.2514/6.2015-4434.
Primary References
Hollnagel, E., Woods, D. D., & Leveson, N. (Eds.). (2006). Resilience Engineering: Concepts and Precepts.
Aldershot, UK: Ashgate Publishing Limited.
Jackson, S., & Ferris, T. (2013). Resilience Principles for Engineered Systems. Systems Engineering, 16(2),
152-164.
Jackson, S., Cook, S. C., & Ferris, T. (2015). Towards a Method to Describe Resilience to Assist in System
Specification. Paper presented at the INCOSE Systems 2015.
Jackson, S.: Principles for Resilient Design - A Guide for Understanding and Implementation. Available at https:/ /
www.irgc.org/irgc-resource-guide-on-resilience Accessed 18th August 2016
Madni, Azad,, & Jackson, S. (2009). Towards a conceptual framework for resilience engineering. Institute of
Electrical and Electronics Engineers (IEEE) Systems Journal, 3(2), 181-191.
Additional References
ASIS International. 2009. Organisational Resilience: Security, Preparedness, and Continuity Management
Systems--Requirements With Guidance for Use. Alexandria, VA, USA: ASIS International.
Billings, Charles. 1997. Aviation Automation: The Search for Human-Centered Approach. Mahwah, NJ: Lawrence
Erlbaum Associates.
Bodeu, D. K., and R. Graubart. 2011. Cyber Resiliency Engineering Framework.
Eyles, Don. 2009. "1202 Computer Error Almost Aborted Lunar Landing." Massachusetts Intitute of Technology,
MIT News, accessed 6 April http://njnnetwork.com/2009/07/1202-computer-error-almost-aborted-lunar-landing/
Henry, Devanandham, and Emmanual Ramirez-Marquez. 2016. "On the Impacts of Power Outages during Hurrican
Sandy -- A Resilience Based Analysis." Systems Engineering 19 (1):59-75.
OED. 1973. The Shorter Oxford English Dictionary on Historical Principles. edited by C. T. Onions. Oxford: Oxford
Univeristy Press. Original edition, 1933.
Pariès, Jean. 2011. "Lessons from the Hudson." In Resilience Engineering in Practice: A Guidebook, edited by Erik
Hollnagel, Jean Pariès, David D. Woods and John Wreathhall, 9-27. Farnham, Surrey: Ashgate Publishing Limited.
System Resilience 923
Manufacturability and producibility is an engineering specialty. The machines and processes used to build a system
must be architected and designed. A systems engineering approach to manufacturing and production is necessary
because manufacturing equipment and processes can sometimes cost more than the system being built (Maier and
Rechtin 2002). Manufacturability and producibility can be a discriminator between competing system solution
concepts and therefore must be considered early in the study period, as well as during the maturing of the final
design solution.
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
The system being built might be intended to be one-of-a-kind, or to be reproduced multiple times. The
manufacturing system differs for each of these situations and is tied to the type of system being built. For example,
the manufacture of a single-board computer would be vastly different from the manufacture of an automobile.
Production involves the repeated building of the designed system. Multiple production cycles require the
consideration of production machine maintenance and downtime.
Manufacturing and production engineering involve similar systems engineering processes specifically tailored to the
building of the system. Manufacturability and producibility are the key attributes of a system that determine the ease
of manufacturing and production. While manufacturability is simply the ease of manufacture, producibility also
encompasses other dimensions of the production task, including packaging and shipping. Both these attributes can be
improved by incorporating proper design decisions that take into account the entire system life cycle (Blanchard and
Fabrycky 2005).
System Description
Information to be supplied at a later date.
Discipline Management
Information to be supplied at a later date.
Discipline Relationships
Interactions
Information to be supplied at a later date.
Dependencies
Information to be supplied at a later date.
Manufacturability and Producibility 924
Discipline Standards
Information to be supplied at a later date.
Personnel Considerations
Information to be supplied at a later date.
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be supplied at a later date.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Other Considerations
Information to be provided at a later date.
References
Works Cited
Maier, M., and E. Rechtin. 2002. The Art of Systems Architecting, 2nd ed. Boca Raton, FL, USA: CRC Press.
Blanchard, B.S., and W.J. Fabrycky. 2005. Systems Engineering and Analysis, 4th ed. Prentice-Hall International
Series in Industrial and Systems Engineering. Englwood Cliffs, NJ, USA: Prentice-Hall.
Manufacturability and Producibility 925
Primary References
None.
Additional References
Anderson, D. 2010. Design for Manufacturability & Concurrent Engineering; How to Design for Low Cost, Design
in High Quality, Design for Lean Manufacture, and Design Quickly for Fast Production. Cambria, CA, USA: CIM
Press.
Boothroyd, G., P. Dewhurst, and W. Knight. 2010. Product Design for Manufacture and Assembly. 3rd Ed. Boca
Raton, FL, USA: CRC Press.
Bralla, J. 1998. Design for Manufacturability Handbook. New York, NY, USA: McGraw Hill Professional.
Affordability
Lead Author: Paul Phister, Contributing Author: Ray Madachy
A system is affordable to the degree that system performance, cost, and schedule constraints are balanced over the
system life, while mission needs are satisfied in concert with strategic investment and organizational needs (INCOSE
2011). Design for affordability is the practice of considering affordability as a design characteristic or constraint.
Increasing competitive pressures and the scarcity of resources demand that systems engineering (SE) improve
affordability. Several recent initiatives have made affordability their top technical priority. They also call for a high
priority to be placed on research into techniques — namely, improved systems autonomy and human performance
augmentation — that promise to reduce labor costs, provide more efficient equipment to reduce supply costs, and
create adaptable systems whose useful lifetime is extended cost-effectively.
Yet methods for cost and schedule estimation have not changed significantly to address these new challenges and
opportunities. There is a clear need for
• new methods to analyze tradeoffs between cost, schedule, effectiveness, and resilience;
• new methods to adjust priorities and deliverables to meet budgets and schedules; and
• more affordable systems development processes.
All of this must be accomplished the context of the rapid changes underway in technology, competition, operational
concepts, and workforce characteristics.
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
Historically, cost and schedule estimation has been decoupled from technical SE tradeoff analyses and decision
reviews. Most models and tools focus on evaluating either cost-schedule performance or technical performance, but
not the tradeoffs between the two. Meanwhile, organizations and their systems engineers often focus on affordability
to minimize acquisition costs. They are then drawn into the easiest-first approaches that yield early successes, at the
price of being stuck with brittle, expensive-to-change architectures that increase technical debt and life cycle costs.
Two indications that the need for change is being recognized in systems engineering are that the INCOSE SE
Handbook now includes affordability as one of the criteria for evaluating requirements (INCOSE 2011); and, there is
Affordability 926
a trend in SE towards stronger focus on maintainability, flexibility, and evolution (Blanchard, Verma, and Peterson
1995).
There are pitfalls for the unwary. Autonomous systems experience several hazardous failure modes, including
• system instability due to positive feedback — where an agent senses a parameter reaching a control limit and
gives the system a strong push in the other direction, causing the system to rapidly approach the other control
limit, causing the agent (or another) to give it an even stronger push in the original direction, and so on
• self-modifying autonomous agents which fail after several self-modifications — the failures are difficult to
debug because the agent’s state has been changing
• autonomous agents performing weakly at commonsense reasoning about system control decisions by human
operators, and so tend to reach wrong conclusions and make wrong decisions about controlling the system
• multiple agents making contradictory decisions about controlling the system, and lacking the ability to
understand the contradiction or to negotiate a solution to resolve it
Modularization of the system’s architecture around its most frequent sources of change (Parnas 1979) is a key SE
principle for affordability. This is because when changes are needed, their side effects are contained in a single
systems element, rather than rippling across the entire system.
This approach creates the need for three further improvements:
• refocusing the system requirements, not only on a snapshot of current needs, but also on the most likely sources
of requirements change, or evolution requirements;
• monitoring and acquiring knowledge about the most frequent sources of change to better identify requirements for
evolution; and
• evaluating the system’s proposed architecture to access how well it supports the evolution requirements, as well as
the initial snapshot requirements.
This approach can be extended to produce several new practices. Systems engineers can
• identify the commonalities and variability across the families of products or product lines, and develop
architectures for creating (and evolving) the common elements once with plug-compatible interfaces for inserting
the variable elements (Boehm, Lane, and Madachy 2010);
• extrapolate principles for service-oriented system elements that are characterized by their inputs, outputs, and
assumptions, and that can easily be composed into systems in which the sources of change were not anticipated;
and
• develop classes of smart or autonomous systems whose many sensors identify needed changes, and whose
autonomous agents determine and effect those changes in microseconds, or much more rapidly than humans can,
reducing not only reaction time, but also the amount of human labor needed to operate the systems, thus
improving affordability.
Affordability 927
System Description
Information to be supplied at a later date.
Discipline Management
Information to be supplied at a later date.
Discipline Relationships
Interactions
Information to be supplied at a later date.
Dependencies
Information to be supplied at a later date.
Discipline Standards
Information to be supplied at a later date.
Personnel Considerations
Autonomous systems need human supervision, and the humans involved require better methods for trend analysis
and visualization of trends (especially, undesired ones).
There is also the need, with autonomous systems, to extend the focus from life cycle costs to total ownership costs,
which encompass the costs of failures, including losses in sales, profits, mission effectiveness, or human quality of
life. This creates a further need to evaluate affordability in light of the value added by the system under
consideration. In principle, this involves evaluating the system’s total cost of ownership with respect to its mission
effectiveness and resilience across a number of operational scenarios. However, determining the appropriate
scenarios and their relative importance is not easy, particularly for multi-mission systems of systems. Often, the best
that can be done involves a mix of scenario evaluation and evaluation of general system attributes, such as cost,
schedule, performance, and so on.
As for these system attributes, different success-critical stakeholders will have different preferences, or utility
functions, for a given attribute. This makes converging on a mutually satisfactory choice among the candidate
system solutions a difficult challenge involving the resolution of the multi-criteria decision analysis (MCDA)
problem among the stakeholders (Boehm and Jain 2006). This is a well-known problem with several paradoxes, such
as Arrow’s impossibility theorem that describes the inability to guarantee a mutually optimal solution among several
stakeholders, and several paradoxes in stakeholder preference aggregation in which different voting procedures
produce different winning solutions. Still, groups of stakeholders need to make decisions, and various negotiation
support systems enable people to better understand each other’s utility functions and to arrive at mutually satisfactory
decisions, in which no one gets everything that they want, but everyone is at least as well off as they are with the
current system.
Also see System Analysis for considerations of cost and affordability in the technical design space.
Affordability 928
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be supplied at a later date.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Proven Practices
Information to be provided at a later date.
Other Considerations
Information to be provided at a later date.
Primary References
Works Cited
Blanchard, B., D. Verma, and E. Peterson. 1995. Maintainability: A Key to Effective Serviceability and Maintenance
Management. New York, NY, USA: Wiley and Sons.
Boehm, B., J. Lane, and R. Madachy. 2010. "Valuing System Flexibility via Total Ownership Cost Analysis."
Proceedings of the NDIA SE Conference, October 2010, San Diego, CA, USA.
Boehm, B., and A. Jain. 2006. "A Value-Based Theory of Systems Engineering." Proceedings of the International
Council on Systems Engineering (INCOSE) International Symposium (IS), July 9-13, 2006, Orlando, FL, USA.
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. p. 79.
Parnas, D.L. 1979. "Designing Software for Ease of Extension and Contraction." IEEE Transactions on Software
Engineering. 5 (2): 128-138.
Affordability 929
Primary 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. p. 79.
Blanchard, B., D. Verma, and E. Peterson. 1995. Maintainability: A Key to Effective Serviceability and Maintenance
Management. New York, NY, USA: Wiley and Sons.
Parnas, D.L. 1979. "Designing Software for Ease of Extension and Contraction." IEEE Transactions on Software
Engineering. 5 (2): 128-138.
Additional References
Kobren, Bill. 2011. "Supportability as an Affordability Enabler: A Critical Fourth Element of Acquisition Success
Across the System Life Cycle." Defense AT&L: Better Buying Power. Accessed August 28, 2012. Available: http:/ /
www.dau.mil/pubscats/ATL%20Docs/Sep-Oct11/Kobren.pdf.
Myers, S.E., P.P. Pandolfini, J.F. Keane, O. Younossi, J.K. Roth, M.J. Clark, D.A. Lehman, and J.A. Dechoretz.
2000. "Evaluating affordability initiatives." Johns Hopkins APL Tech. Dig. 21 (3): 426–437.
Environmental Engineering
Lead Author: Paul Phister
Environmental engineering addresses four issues that arise in system design and operation. They include: (1) design
for a given operating environment, (2) environmental impact, (3) green design, and (4) compliance with environment
regulations.
Please note that not all of the generic below sections have mature content at this time. Anyone wishing to offer
content suggestions should contact the SEBoK Editors in the usual ways.
Overview
A system is designed for a particular operating environment. Product systems, in particular, routinely consider
conditions of temperature and humidity. Depending on the product, other environmental conditions may need to be
considered, including UV exposure, radiation, magnetic forces, vibration, and others. The allowable range of these
conditions must be specified in the requirements for the system.
Requirements
The general principles for writing requirements also apply to specifying the operating environment for a system and
its elements. Requirements are often written to require compliance with a set of standards.
Environmental Engineering 930
System Description
Information to be supplied at a later date.
Discipline Management
Many countries require assessment of environmental impact of large projects before regulatory approval is given.
The assessment is documented in an environmental impact statement (EIS). In the United States, a complex project
can require an EIS that greatly adds to the cost, schedule, and risk of the project.
Scope
In the U.S., the process in Figure 1 is followed. A proposal is prepared prior to a project being funded. The regulator
examines the proposal. If it falls into an excluded category, no further action is taken. If not, an environmental
assessment is made. If that assessment determines a finding of no significant impact (FONSI), no further action is
taken. In all other cases, an environmental impact statement is required.
Preparation of an EIS is a resource significant task. Bregman (2000) and Kreske (1996) provide accessible overviews
of the process. Lee and Lin (2000) provide a handbook of environmental engineering calculations to aid in the
technical submission. Numerous firms offer consulting services.
Environmental Engineering 931
Legal References
Basic references in the U.S. include the National Environmental Policy Act of 1969 and its implementing regulations
(NEPA 1969) and the European commission directive (EC 1985). State and local regulations can be extensive;
Burby and Paterson (1993) discuss improving compliance.
Energy Efficiency
There is a large amount of literature that has been published about design for energy efficiency. Lovins (2010) offer
ten design principles. He also provides case studies (Lovins et al. 2011). Intel (2011) provides guidance for
improving the energy efficiency of its computer chips. A great deal of information is also available in regard to the
efficient design of structures; DOE (2011) provides a good overview.
Increased energy efficiency can significantly reduce total life cycle cost for a system. For example, the Toyota Prius
was found to have the lowest life cycle cost for 60,000 miles, three years despite having a higher initial purchase
price (Brown 2011).
Carbon Footprint
Increased attention is being paid to the emission of carbon dioxide. BSI British Standards offers a specification for
assessing life cycle greenhouse emissions for goods and services (BSI 2011).
Sustainability
Graedel and Allenby (2009), Maydl (2004), Stasinopoulos (2009), Meryman (2004), and Lockton and Harrison
(2008) discuss design for sustainability. Sustainability is often discussed in the context of the UN report on Our
Common Future (WCED 1987) and the Rio Declaration (UN 1992).
Discipline Relationships
An enterprise must attend to compliance with the various environmental regulations. Dechant et al. (1994) provide
the example of a company in which 17% of every sales dollar goes toward compliance activities. They discuss
gaining a competitive advantage through better compliance. Gupta (1995) studies how compliance can improve the
operations function. Berry (1998) and Nash (2001) discuss methods for environmental management by the
enterprise.
Interactions
Information to be supplied at a later date.
Environmental Engineering 932
Dependencies
ISO14001 sets the standards for organization to comply with environmental regulations. Kwon and Seo (2002)
discuss this in a Korean context, and Whitelaw (2004) presents a handbook on implementing ISO14001.
Discipline Standards
Depending on the product being developed, standards may exist for operating conditions. For example, ISO 9241-6
specifies the office environment for a video display terminal. Military equipment may be required to meet MILSTD
810G standard (DoD 2014) in the US, or DEF STAN 00-35 in the UK (MoD 2006).
The U.S. Federal Aviation Administration publishes a list of EIS best practices (FAA 2002).
The U.S. Environmental Protection Agency (EPA) defines green engineering as: the design, commercialization, and
use of processes and products, which are feasible and economical, while minimizing (1) generation of pollution at
the source and (2) risk to human health and the environment (EPA 2011). Green engineering embraces the concept
that decisions to protect human health and the environment can have the greatest impact and cost effectiveness when
applied early to the design and development phase of a process or product.
The EPA (2011) offers the following principles of green engineering:
• Engineer processes and products holistically, use systems analysis, and integrate environmental impact
assessment tools.
• Conserve and improve natural ecosystems while protecting human health and well-being.
• Use life-cycle thinking in all engineering activities.
• Ensure that all material and energy inputs and outputs are as inherently safe and benign as possible.
• Minimize depletion of natural resources.
• Strive to prevent waste.
• Develop and apply engineering solutions, while being cognizant of local geography, aspirations, and cultures.
• Create engineering solutions beyond current or dominant technologies; additionally, improve, innovate, and
invent (technologies) to achieve sustainability.
• Actively engage communities and stakeholders in development of engineering solutions.
Personnel Considerations
Information to be supplied at a later date.
Metrics
Information to be supplied at a later date.
Models
Information to be supplied at a later date.
Tools
Information to be supplied at a later date.
Practical Considerations
Pitfalls
Information to be provided at a later date.
Environmental Engineering 933
Proven Practices
Information to be provided at a later date.
Other Considerations
Information to be provided at a later date.
References
Works Cited
Berry, MA. 1998. "Proactive corporate environmental management: a new industrial revolution." The Academy of
Management Executive, 12 (2): 38-50.
Bregman, J.I. 2000. Environmental Impact Statements, 2nd ed. Boca Raton, FL, USA: CRC Press.
Brown, C. 2011 "The Green Fleet Price Tag." Business Fleet. Available: http:/ / www. businessfleet. com/ Article/
Story/2011/07/The-Green-Fleet-Price-Tag.aspx.
BSI. 2011. "Specification for the assessment of the life cycle greenhouse gas emissions of goods and service, PAS
2050:2011." London, UK: British Standards Institution (BSI). Available: http:/ / shop. bsigroup. com/ en/ forms/
PASs/PAS-2050.
Burby, R.J., and R.G. Paterson. 1993. "Improving compliance with state environmental regulations." Journal of
Policy Analysis and Management, 12(4): 753–772.
Dechant, K., B. Altman, R.M. Downing, and T. Keeney. 1994. "Environmental Leadership: From Compliance to
Competitive Advantage." Academy of Management Executive, 8(3): 7.
DoD. 2014. Department of Defense Test Method Standard: Environmental Engineering Considerations and
Laboratory Tests, MIL-STD-810G Change Notice 1. Washington, DC, USA: US Army Test and Evaluation
Command, US Department of Defense (DoD). Accessed November 4, 2014. Available: http:/ / www. atec. army.
mil/publications/Mil-Std-810G/MIL-STD-810G%20CN1.pdf.
Eccleston, C. 2000. Environmental Impact Statements: A Comprehensive Guide to Project and Strategic Planning.
New York, NY, USA: Wiley.
EPA. 2011. "Green Engineering. Environmental Protection Agency (EPA)." Available: http:/ / www. epa. gov/ oppt/
greenengineering/.
EC. 1985. "Council Directive of 27 June 1985 on the assessment of the effects of certain public and private projects
on the environment (85/337/EEC)." European Commission (EC). Available: http:/ / eur-lex. europa. eu/ LexUriServ/
LexUriServ.do?uri=CONSLEG:1985L0337:20090625:EN:PDF.
FAA. 2002. "Best Practices for Environmental Impact Statement (EIS) Management." Federal Aviation
Administration (FAA). Available: http://www.faa.gov/airports/environmental/eis_best_practices/?sect=intro.
Graedel, T.E., and B.R. Allenby. 2009. Industrial Ecology and Sustainable Engineering. Upper Saddle River, NJ,
USA: Prentice Hall.
Gupta, M.C. 1995. "Environmental management and its impact on the operations function." International Journal of
Operations and Production Management, 15 (8): 34-51.
Hill, T. 2011. "Honolulu Rail's Next Stop?" Honolulu Magazine. July 2011.
Intel. 2011. "Energy Efficiency." Intel Corporation. Accessed: August 29, 2012. Available: http:/ / www. intel. com/
intel/other/ehs/product_ecology/energy.htm.
Kreske, D.L. 1996. Environmental impact statements: a practical guide for agencies, citizens, and consultants. New
York, NY: Wiley.
Environmental Engineering 934
Kwon, D.M., and M.S. Seo. 2002. "A study of compliance with environmental regulations of ISO 14001 certified
companies in Korea." Journal of Environmental Management. 65 (4): 347-353.
Lee, C.C., and S.D. Lin. 2000. Handbook of Environmental Engineering Calculations. New York, NY, USA:
McGraw Hill Professional.
Lockton, D., and D. Harrison. 2008. "Making the user more efficient: Design for sustainable behaviour."
International Journal of Sustainable Engineering. 1 (1): 3-8.
Lovins, A. 2010. "Factor Ten Engineering Design Principles," version 1.0. Available: http:/ / www. rmi. org/
Knowledge-Center/Library/2010-10_10xEPrinciples.
Lovins, A., et al. 2011. "Case Studies." Available: http://move.rmi.org/markets-in-motion/case-studies/.
Maydl, Peter. 2004. "Sustainable Engineering: State-of-the-Art and Prospects." Structural Engineering International.
14 (3): 176-180.
Meryman, H. 2004. "Sustainable Engineering Using Specifications to Make it Happen." Structural Engineering
International. 14 (3).
MoD. 2006. Standard 00-35, Environmental Handbook for Defence Materiel (Part 3) Environmental Test Methods.
London, England, UK: UK Ministry of Defence (MoD). Available: http:/ / www. everyspec. com/ DEF-STAN/
download.php?spec=DEFSTAN00-35_I4.029214.pdf.
Nash, J. 2001. Regulating from the inside: can environmental management systems achieve policy goals?
Washington, DC, USA: Resources for the Future Press.
NEPA. 1969. 42 USC 4321-4347. National Environmental Policy Act (NEPA). Accessed January 15, 2012.
Available: http://ceq.hss.doe.gov/nepa/regs/nepa/nepaeqia.htm.
Stasinopoulos, P. 2009. Whole system design: an integrated approach to sustainable engineering. London, UK:
Routledge.
UN. 1992. "Rio Declaration on Environment and Development." United Nations (UN). Available: http:/ / www.
unep.org/Documents.Multilingual/Default.asp?documentid=78&articleid=1163.
Whitelaw, K. 2004. ISO 14001: Environmental Systems Handbook, 2nd ed. Oxford, UK: Elsevier.
WCED. 1987. "Our Common Future. World Commission on Economic Development (WCED)." Available: http:/ /
www.un-documents.net/wced-ocf.htm.
Primary References
Bregman, J.I. 2000. Environmental Impact Statements, 2nd ed. Boca Raton, FL, USA: CRC Press.
Graedel, T.E., and B.R. Allenby. 2009. Industrial Ecology and Sustainable Engineering. Upper Saddle River, NJ,
USA: Prentice Hall.
Lee, C.C., and S.D. Lin. 2000. Handbook of Environmental Engineering Calculations. New York, NY, USA:
McGraw Hill Professional.
Whitelaw, K. 2004. ISO 14001: Environmental Systems Handbook, 2nd ed. Oxford, UK: Elsevier.
Environmental Engineering 935
Additional References
None.
Part 7 is a collection of systems engineering (SE) implementation examples to illustrate the principles described in
the Systems Engineering Body of Knowledge (SEBoK) Parts 1-6. These examples describe the application of SE
practices, principles, and concepts in real settings.
Figure 1 SEBoK Part 7 in context (Modified from Adcock et al. 2016). For more detail see Structure of the SEBoK
The intent is to provide typical instances of the application of systems engineering (SE) and relate these to key SE
principles and concepts from the rest of the SEBoK. This can improve the practice of SE by illustrating to students,
educators, and practitioners the benefits of effective practice, as well as the risks and liabilities of poor practice.
A published case study will typically describe aspects of the practice of SE in a particular situation and then provide
comments and critique of that practice. Where possible, examples in the SEBoK refer to published case studies and
relate the discussions in them to appropriate areas of the SEBoK. In some case, good or bad examples of SE practice
are available but have not been documented in a case study. In these cases the SEBoK authors have described and
commented on these examples directly.
Systems Engineering Implementation Examples 937
A matrix of implementation examples is used to map these examples to main topics in the SEBoK which they cover.
More examples will be added over time to highlight the different aspects and applications of SE. In addition, new
examples can be added to demonstrate the evolving state of practice, such as the application of model-based SE and
the engineering of complex, adaptive systems.
References
Works Cited
Adcock, R., Hutchison, N., Nielsen, C., 2016, "Defining an architecture for the Systems Engineering Body of
Knowledge," Annual IEEE Systems Conference (SysCon) 2016.
Friedman, G.R., and A.P. Sage. 2003. Systems Engineering Concepts: Illustration Through Case Studies.
Friedman, G.R., and A.P. Sage. 2004. "Case Studies of Systems Engineering and Management in Systems
Acquisition." Systems Engineering. 7 (1): 84-96.
NASA. 2011. A Catalog of NASA-Related Case Studies. Goddard Space Flight Center: Office of the Chief
Knowledge Officer, National Aeronautics and Space Administration (NASA). Updated June 2011. Accessed
September 2011. Available: http:/ / www. nasa. gov/ centers/ goddard/ pdf/
450420main_NASA_Case_Study_Catalog.pdf.
United States Air Force (USAF) Center for Systems Engineering. 2011. Why Case Studies?. Wright-Patterson Air
Force Base, Ohio, USA: Air Force Institute of Technology (AFIT), US Air Force. Accessed September 2011.
Available: http://www.afit.edu/cse/cases.cfm.
Primary References
Friedman, G., and A.P. Sage. 2004. "Case Studies of Systems Engineering and Management in Systems
Acquisition". Systems Engineering 7(1): 84-96.
Gorod, A., B.E. White, V. Ireland, S.J. Gandhi, and B.J. Sauser. 2014. Case Studies in System of Systems, Enterprise
Systems, and Complex Systems Engineering. Boca Raton, FL: CRC Press, Taylor & Francis Group.
NASA. A Catalog of NASA-Related Case Studies. Greenbelt, MD, USA: Office of the Chief Knowledge Officer,
Goddard Space Flight Center, National Aeronautics and Space Administration (NASA). Updated June 2011.
Accessed December 5 2014 at NASA http:/ / www. nasa. gov/ centers/ goddard/ pdf/
450420main_NASA_Case_Study_Catalog.pdf.
United States Air Force (USAF) Center for Systems Engineering. 2011. Why Case Studies?. Wright-Patterson Air
Force Base, OH, USA: Air Force Institute of Technology (AFIT).
Additional References
None.
The following matrix maps the Systems Engineering Implementation Examples to topics in the Systems Engineering
Body of Knowledge (SEBoK). It provides both a list of systems engineering implementation examples for topics of
interest, and a list of relevant topics for each implementation example. Since the number of topics in the SEBoK is
extensive, only a subset are included here for clarity. For additional information, see the example of interest and the
corresponding SEBoK topic.
BT Business Transformation
PM Project Management
TS Taxi Service
TS Taxi Service
Table 2 shows how the topics (each row) align with the first set of implementation examples (each column):
Systems Thinking X X X X X X X X X
Models and X X X X X X
Simulation
Product Systems X X X X X
Engineering
Service Systems X X X X
Engineering
Enterprise Systems X X X X X X X
Engineering
Systems of Systems X X X X X
(SoS)
Business or Mission X X X X X X X
Analysis
Stakeholder Needs X X X X X X X X X
and Requirements
System Requirements X X X X X X X
System Architecture X X X X X X
System Analysis X X X X X
System X X X
Implementation
System Integration X X X X X X X X X
System Verification X X X X X
System Validation X X X X X X
System Deployment X X X
Operation of the X X X X X X
System
System Maintenance X
Logistics
Planning X X X X X X
Assessment and X X X X X
Control
Risk Management X X X X X X X X X
Measurement X
Decision Management X X X X X
Matrix of Implementation Examples 941
Configuration X X X X X
Management
Information X X X X
Management
Quality Management X
Enabling Systems X X X X X X X X X
Engineering
Related Disciplines X X X X X
Table 3 shows how the topics (each row) align with the second set of implementation examples (each column):
System Requirements X X X
System Architecture X X X X X
System Analysis X X X X
System Implementation X
System Integration X X X
System Verification X X X
System Validation X X X
System Deployment X
System Maintenance X
Logistics X
Planning X X X X X
Risk Management X X X X X
Measurement X
Decision Management X X X
Configuration Management X X X
Information Management X
Quality Management X
Matrix of Implementation Examples 942
References
Works Cited
None.
Primary References
None.
Additional References
None.
Commercial Examples
This article is based around a London Taxi Service Case Study (Rzevski and Skobelev, 2014). The case study
focuses on the development of a Real-Time Complex Adaptive Scheduler for a London Taxi Service capable of
managing the complexity of many hundreds of taxi journeys in an unpredictable and changing environment, while
fitting into the goals and values of the Enterprise.
Background
When this project was initiated, our client, the largest and the best-known minicab (taxi) operator in London had a
fleet of more than 2,000 vehicles, each with a Global Positioning System (GPS) navigation system. The fleet
comprised a variety of vehicles, including minivans and Sport Utility Vehicles (SUVs), some with equipment to
match special customer requirements. Typically approximately 700 drivers worked concurrently, competing with
each other for customers.
The company had a modern Enterprise Resource Planning (ERP) system and a call centre with over 100 operators
receiving orders concurrently. Some orders were received through the company website. A large team of skilled
dispatchers allocated vehicles to customers.
Main characteristics of the taxi service were as follows:
• More than 13,000 orders per day
• Occasionally more than 1,500 orders per hour (1 order every 2.4 seconds)
• Unpredictable order arrival times and locations
• Various clients, e.g., personal, corporate, Very Important Persons (VIPs), a variety of discounted tariffs, special
requirements suitable for the disabled, small children (child seats), transportation of pets, etc.
• Many freelance drivers who leased cars from the company and were allowed to start and finish their shifts at
times that suited them, which may have differed from day to day
• Clients in central London were guaranteed pick up times within 15 minutes of order placement
• Fundamentally the company tried to find the best economic match of vehicle to every client
• However, dynamic exceptions to this basic requirement included: matching drivers going to and from home with
passengers travelling in the same direction (to reduce drivers’ idle runs); and giving priority to drivers with less
work during a particular day (to increase drivers’ satisfaction with working conditions)
No pre-planned taxi schedule was viable because any of the following unpredictable “Disruptive Events” occurred
every 2 to 10 seconds:
• Order arrival, change, or cancellation
• Changes in driver profile, status, or location
• Client no-show
• Vehicle failure
• Delays due to traffic congestion, or queues at airports, railway stations, etc.
Complex Adaptive Taxi Service Scheduler 944
Purpose
Rescheduling up to 700 independent entities, travelling in London under unpredictable conditions that change every
few seconds represented an exceedingly complex task, which was not feasible to accomplish using any known
mathematical method.
Manual scheduling, as practiced, could not handle the frequent disruptive events. Many perturbations, such as
unexpected delays, had to be ignored by the human dispatchers.
Therefore the project’s objective was to provide effective, real-time, automated assistance to accommodate the
disruptions that drove the scheduling. Thus, the project purpose became the development of a complex adaptive
software system capable of managing the taxi operation complexity described above with the aim of substantially
improving: (1) operational profitability; (2) customer service quality; and (3) driver working conditions.
The planned transformation was from a manual to semi-automated managed taxi operation that facilitated optional
human dispatcher interactions with a complex adaptive system scheduler. A thorough analysis of contemporary
practices showed that such a transformation has never been achieved before. To the best of the team knowledge,
there were no real-time schedulers of taxi operations in existence anywhere in the world.
Challenges
The team undertaking the development of a new real-time scheduler for this client had vast experience of designing
and implementing complex adaptive software, and therefore no particular challenges were anticipated. The
multi-agent technology, which underpinned the system, was well understood by the team, and a methodology for
managing complexity (Rzevski and Skobelev, 2014) of the task was in place.
Overview
The complexity of the taxi service ruled out all conventional systems engineering practices. The real-time adaptive
scheduler for the client’s taxi service was developed using multi-agent software technology.
The scheduler design consisted of the following major components (Rzevski and Skobelev, 2014):
1. Knowledge Base containing domain useful information relevant to the client’s taxi service
2. Multi-agent Virtual World which models the Real World of the taxi service and is capable of managing its
complexity
3. Communication channels between the Virtual and Real Worlds which enable the Virtual World management of
the Real World with or without human intervention.
The system was designed to behave as follows. In reaction to every disruptive event, Order Agents, assigned to every
received order, and Driver Agents, assigned to every working driver, negotiate, through the exchange of messages,
the most suitable Order-Driver match. Before starting negotiations these software agents consult the Knowledge
Base for the current negotiation rules. Once the best possible match (under prevailing circumstances) is agreed, the
result is communicated to Drivers, who are free to accept or reject the task (Glaschenko et al. 2009). All this is
depicted simply in the figure below.
After a successful prototype implementation, a basic version of the complex adaptive scheduler was developed as
described below.
Complex Adaptive Taxi Service Scheduler 945
Knowledge Base
The Knowledge Base consisted of: (1) Ontology, containing conceptual knowledge as a semantic network; and (2)
Values, in standard databases.
The basic Ontology contained two Object Classes: Order and Driver. Order attributes were
• Location of pick-up and drop-off
• Pick-up: urgent or booked in advance (for a certain date and time)
• Type of service (standard car, minivan, VIP, etc.)
• Importance of service (a number from 0 to 100 depending upon the client)
• Special requirements (pet, child chair, etc.)
Driver attributes were
• Type of vehicle
• Capability to complete special jobs
• Driver experience (novice or experienced)
• Domicile of driver
• Current vehicle location (GPS coordinates)
• Driver status (unavailable, break, working, free, will be free in 5/10 minutes, home transit)
Factual data on Object Instances (Individual Orders and Drivers/Vehicles statuses) were stored in client’s databases,
including Scenes (i.e., instantaneous models of the taxi service yielding every vehicle location and driver
availability).
Virtual World
In the basic version of the scheduler, the allocation of taxis to customers was done by the negotiation between Order
Agents, assigned to customers, and Driver Agents, assigned to taxi drivers. Order Agents were active: they compiled
lists of available vehicles and initiated negotiations with Driver Agents. Driver Agents, in this first version of the
system were designed to be only reactive: they only replied to requests from Order Agents and implemented the
option selected by an Order Agent.
In the extended version, hereafter described, Order Agents and Driver Agents competed with each other or
co-operated, depending on what was best for the whole enterprise. In this version, in addition to Order and Driver
Agents, some new types of agents, namely, External Events Agents, Regional Loading Agents, and Orders
Allocation Agents were also used.
Agents were designed to use flexible decision-making criteria instead of direct priorities, which is valuable when
there is a need to deal with different categories of clients. For example, if a VIP order arrived and there was only one
Complex Adaptive Taxi Service Scheduler 946
driver that fully corresponded to the specified requirements and if that driver was already assigned to another job, the
system would nevertheless allocate the VIP order to this driver and initiate re-scheduling of the previously agreed
matches, if required.
The system first attempted to maximize company profit. Then, other criteria that are important for the business were
considered, such as the service level and driver working conditions. For example, when choosing from two
approximately equal options the system allocated the order to the driver who had not received orders for a longer
time, thus ensuring relatively fair distribution of orders.
This virtual agent-based scheduling system was designed to work effectively with human dispatchers. In a situation
where one dispatcher takes a new order and schedules a vehicle to come from north to south to pick up a client, and
another dispatcher independently schedules another vehicle to go from south to north for another order, the virtual
agents can spot this schedule anomaly and recommend dispatchers change their decisions to be more effective.
To enable improved performance, the taxi allocation system functioned in short cycles rather than as an immediate
reaction to every event. Between the cycles the system collected the events and placed them in a queue. During each
cycle, the events from the queue were processed, one by one, and appropriate agents, in turn, were given control by a
designated human system dispatcher. Each event thus initiated a chain of negotiations among virtual agents. When
all events were processed and the system dispatcher was satisfied that the best possible schedule was produced for
that cycle, the schedule perturbation was implemented in the real world, and the system fell asleep (was idled) until a
new event arrived causing the initiation of the next cycle.
To decrease the dimensions of the decision space, a pre-matching mechanism was used, which determined the
suitability of Order-Driver matching. This mechanism cuts off unpromising options.
The Order-Driver pairs were evaluated before the final decision was made. An evaluation mark was given to each
option and good options were remembered so that the evaluations did not need to be repeated later. The evaluation
mark was determined using a multi-criteria model and calculated as a sum of all criteria values multiplied by their
(variable) weights.
The following criteria were used for option evaluation: distance to the order, predicted delay of the pick-up, if any,
preferences of the driver, driver experience, distance of the driver to overloaded area (to utilize drivers from outlying
districts), service level conformity, importance and priority of the order, driver’s place in a queue (if he is waiting at
an airport), driver’s home address (if he is looking for an order to or from home).
Scheduling workflow included the following steps:
1. New order arrives and joins the event queue
2. Possibility of order scheduling is checked
3. A software agent is assigned to the order
4. All drivers that can complete this order are included in pre-matching
5. Evaluation of all Order-Driver pairs is done according to agreed criteria
6. The Order Agent requests order completion costs from selected Driver Agents. This cost includes the cost of
transferring the order from the previously allocated driver, if any
7. The Driver Agent receives the information on the reallocation costs by sending a request to its current Order
Agent
8. If the revised decision is better than the previous one, it is applied
9. Step 6 continues for all candidate drivers, for whom the initial evaluation (without transfers) was better than the
current evaluation
10. If no further changes occur during the cycle, the event processing is considered finished
In order to achieve the best possible solution, the system continued to search for improvements in previously agreed
Order-Driver matches until the last moment when it had to issue the instruction to a driver to fulfil an order
(commitment time). During this time interval the Driver was considered to be available for new allocations, but only
Complex Adaptive Taxi Service Scheduler 947
Lessons Learned
The system began its operation and maintenance phase in March 2008, only 6 months from the beginning of the
project.
Results were extremely good: 98.5 % of all orders were allocated automatically without dispatcher’s assistance; the
number of lost orders was reduced by up to 2 %; the number of vehicles idle runs was reduced by 22.5 %. Each
vehicle was able to complete two additional orders per week spending the same time and consuming the same
amount of fuel, which increased the yield of each vehicle by 5 – 7 %.
Time required to repay investments was 2 months from the beginning of the operation and maintenance phase.
During the first month of operation the fleet utilization effectiveness was increased by 5 – 7 %, which represents
potential additional revenue of up to 5 million dollars per year. Such realized additional income has benefited both
the company and the taxi drivers. According to available statistics, since 2008 driver wages have increased by 9 %,
and there is a possibility for an overall fleet growth.
Delayed pick-ups were reduced by a factor of 3 which considerably improved customer service. Urgent order
average response time (from booking until taxi pick-up arrival) decreased to 9 minutes which is the best time among
all taxi services in London. For high priority orders the response time is 5 – 7 minutes or less. Response time
reductions are especially noticeable in overloaded areas.
Implementation of “on the way home” orders, an improved allocation mechanism, when compared with a previous
system, gives 3 – 4 thousand miles reduction in daily fleet run, greatly benefiting both drivers and the city’s ecology.
Further developments targeting business effectiveness improvements may include an analysis of vehicle movements
to determine actual vehicle velocities that could improve courier service by increasing the number of orders per
courier.
References
Works Cited
Rzevski, G., Skobelev, P., “Managing Complexity” WIT Press, New Forest, Boston, 2014. ISBN
978-1-84564-936-4.
Glaschenko, A., Ivaschenko, A., Rzevski, G., Skobelev, P. “Multi-Agent Real Time Scheduling System for Taxi
Companies”. Proc. of 8th Int. Conf. on Autonomous Agents and Multiagent Systems (AAMAS 2009), Decker,
Sichman, Sierra, and Castelfranchi (eds.), May, 10–15, 2009, Budapest, Hungary. ISBN: 978-0-9817381-6-1, pp.
29-35.
Complex Adaptive Taxi Service Scheduler 949
Primary References
Rzevski, G., Skobelev, P., “Managing Complexity” WIT Press, New Forest, Boston, 2014. ISBN
978-1-84564-936-4.
Additional References
None.
Background
The essence of every management system should be the same: the allocation of human, physical, financial and
intellectual (knowledge) resources to demands (tasks) with the aim of increasing the specified Enterprise Value,
where the Enterprise Value is a system of values such as profit, market share, business sustainability, quality of
service to customers, quality of working conditions for employees, quality of life in the community, etc. The key
difference between the management of a business and management of a project is that businesses are continuously
evolving processes whilst projects have specified beginnings and ends.
Standard challenges for project management are:
• Stringent budgets and deadlines
• High competition for limited resource availability such as up-to-date domain knowledge, skills and advanced
productivity tools
• Functional organisation, which inevitably impedes interdepartmental cooperation
• Bureaucratic management, which is more concerned with lines of command and reporting than with the full use
of project member’s initiative and creativity and which negatively affects their motivation
• Rigid project planning, which leads to a rapid divergence between the project plan and reality
Large enterprises commonly operate several projects concurrently. What is best for an individual project it is not
always best for the enterprise and therefore it is necessary to implement coordination of concurrently run projects
with the objective of significantly increasing Enterprise Value.
There are two new key problems, which the 21st century brought to us.
The first is the rapidly increasing complexity of the Internet-based global market, which creates frequent
unpredictable disruptive events. This requires real-time adaptive project management, for which there is at present
no precedent.
The second is the replacement of capital with knowledge as the key business resource in the economy in which the
wealth created by knowledge services is greater than wealth created by producers of goods. There is at present no
management system capable of discovering, processing, storing and allocating knowledge to project tasks.
Complex Adaptive Project Management System 950
Purpose
The client for this case study was one of the key space technology organisations in Russia, their equivalent of
NASA, which operates, at any time, many concurrent mission critical projects.
The purpose of the project management system was to enable the client to effectively manage several related projects
(at least ten), collectively contributing to the specified Enterprise Value, with the following requirements.
• Each project may consist of up to 5,000 constituent tasks
• Project members may have different backgrounds and skills and may belong to diverse business cultures
• Project members must have an opportunity to contribute to decision making processes, which affects their domain
of work (distributed decision making)
• Both project management and project members must have readily available and up-to-date information on,
respectively, project and individual progress, productivity and achievements of goals
• The allocation of resources to tasks must consider 4 types of resources, namely, human, physical, financial and
knowledge
• Availability of resources for and constituent tasks of each project may change with short notice and these changes
must be rapidly incorporated into the system
• Projects will be subjected to frequent disruptive events such as non arrival of expected orders, arrival of
unexpected orders, sudden and unforeseen emergence of external/internal competitors, cancellations, changes in
task specifications, delays, failures, no-shows, etc.
• Rules and regulations governing projects are likely to change rather frequently and any change in rules and
regulations must be incorporated immediately and easily into the relevant project management system
• Any discrepancy between project plans and reality in the field must be continuously monitored and rapidly
detected and reported
• Projects may cooperate and/or compete for resources in order to increase specified Enterprise Value
A thorough analysis of the client’s requirements led to the conclusion that it is necessary to develop a real-time,
complex adaptive project management system capable of cooperating and/or competing with other systems, with the
overarching goal to continuously increase specified Enterprise Value.
The new system would replace a number of stand-alone, manual or semi-automated project management systems
with inadequate monitoring of progress and productivity.
A thorough analysis of contemporary practices showed that such a transformation had never before been achieved.
To the best of the team’s knowledge, there were no real-time project management systems in existence anywhere in
the world.
Challenges
This particular undertaking had a number of challenges.
The most important challenge was the resistance to change by client’s managers. The new system with its progress
and productivity monitoring capabilities threatened to expose inefficiencies and was not universally welcomed. Two
approaches were planned to manage this challenge: the first was education of participants and the second, a proposal
for a new payment structure which related salaries to meeting of targets, as reported by the new system.
The scale of the proposed network of systems was an even more important challenge, especially because all projects
were mission critical. To manage this challenge the plan was made to adopt an evolutionary development strategy.
The first step was planned to be a fully engineered prototype with a limited functionality, which would be extended
into the first project management system only after a complete acceptance by the client that the prototype was
capable of delivering its limited functionality as specified. The network of project management systems would be
grown step by step.
Complex Adaptive Project Management System 951
The multi-agent technology, which underpinned the system, was well understood by the team, and a methodology
for managing complexity (Rzevski and Skobelev, 2014) of the task was in place.
Overview
The complexity of client’s projects ruled out all conventional project management practices and systems. Instead, for
every project, the team designed a complex adaptive project management system, based on multi-agent technology,
capable of meeting client requirements.
The system consisted of the following major components (Rzevski and Skobelev, 2014):
1. Knowledge Base containing domain knowledge relevant to the client’s project management processes
2. Multi-agent Virtual World which models the Real World of projects and is capable of managing real-world
complexity
3. Interfaces between the Virtual and Real Worlds, which enable the Virtual World to, in-effect, manage the Real
World, with or without human intervention
Knowledge Base
Examples of Classes of Objects in the ontology are: Enterprise, Organisational Unit, Project, Task, Project Member
(Human Resource), Hardware (Physical) Resource, Document, Software Resource, Knowledge Resource and
Process.
Examples of attributes are, for Task: Content, Cost, Duration, Deadline and Preferences; and for Project Member:
Organisational Unit, Competences, Profile, Schedule, Current Task, Salary, Achievements and Preferences.
A fragment of enterprise ontology is shown below.
Virtual World
Examples of agents that populate the Virtual World include:
• Task Agent, whose objective is to search for the best resources capable to meet its requirements
• Human Resource Agent, whose objective is to get the best possible task, which will keep the project participant
fully occupied, provide opportunities for bonuses and/or enable the participant to learn new skills or get new
experience
• Physical Resource Agent, whose objective is to maximise resource utilisation
• Project Agent, whose objective is to maximise Project Value
• Enterprise Agent, whose objective is to maximise Enterprise Value
All decisions are made through agent negotiations, as exemplified by the following process:
Complex Adaptive Project Management System 952
Task Agents send messages to Human Resource Agents with required competences inviting them to contribute to
task fulfilments. Human Resource Agents that are available send their bids. Task Agents offer project participation
to those Agents that sent the best bids. Bids are subject to negotiations between affected agents.
A new Task Agent is created whenever a new task is formulated or a previously allocated task is modified. The new
Task Agent consults ontology to find out what are its objectives and how to achieve them, and proceeds to send
messages to selected Human Resource Agents inviting them to bid for project participation. It is very likely that this
invitation will result in re-scheduling, giving an opportunity to Human Resource Agents that were not fully satisfied
with their previous allocations to improve their positions. Remuneration, including bonuses, if any, is calculated on
the basis of project member participation and achieved results. Enterprise members may participate in several
projects.
The allocation of physical, software and knowledge resources is done in an analogous manner. Advanced methods
(Rzevski and Skobelev, 2014) have been employed to maximise effectiveness of agent negotiation, such as, virtual
microeconomics, agent satisfaction, agent proactivity, enterprise agents, swarm cooperation, etc.
Decisions on allocation of resources to project tasks are made using multiple criteria, for example, decreases in
completion time, increases in quality and reducing identified risks, as illustrated below.
Lessons Learned
The first real-time complex adaptive project management system was commissioned and deployed by the client in
2014 achieving the following results:
• 10% to 15% increase in project member productivity;
• 3 to 4 times reduction in manpower required for project scheduling, monitoring and coordination;
• 2 to 3 times reduction of response time to unpredictable disruptive events;
• 15% to 30% increase in the number of projects completion on budget and in time;
• A significant increase in project member motivation;
• A possibility to increase the number of projects operating in parallel without increasing the number of employees.
References
Works Cited
Rzevski, G., Skobelev, P., “Managing Complexity” WIT Press, New Forest, Boston, 2014. ISBN
978-1-84564-936-4.
Primary References
Rzevski, G., Skobelev, P., “Managing Complexity” WIT Press, New Forest, Boston, 2014. ISBN
978-1-84564-936-4.
Additional References
None.
This example was developed as a SE example for the SEBoK. It describes systems engineering (SE) issues related to
the development of the automated baggage handling system for the Denver International Airport (DIA) from 1990 to
1995. The computer controlled, electrical-mechanical system was part of a larger airport system.
Description
In February 1995, DIA was opened 16 months later than originally anticipated with a delay cost of $500 million
(Calleam Consulting Ltd. 2008). A key schedule and cost problem—the integrated automated baggage handling
system—was a unique feature of the airport. The baggage system was designed to distribute all baggage
automatically between check-in and pick-up on arrival. The delivery mechanism consisted of 17 miles of track on
which 4,000 individual, radio-controlled carts would circulate. The $238 million system consisted of over 100
computers networked together, 5,000 electric eyes, 400 radio receivers, and 56 bar-code scanners. The purpose of the
system was to ensure the safe and timely arrival of every piece of baggage. Significant management, mechanical,
and software problems plagued the automated baggage handling system. In August 2005, the automated system was
abandoned and replaced with a manual one.
The automated baggage system was far more complex than previous systems. As planned, it would have been ten
times larger than any other automated system, developed on an ambitious schedule, utilized novel technology, and
required shorter-than-average baggage delivery times. As such, the system involved a very high level of SE risk. A
fixed scope, schedule, and budget arrangement precluded extensive simulation or physical testing of the full design.
System design began late as it did not begin until well after construction of the airport was underway. The change
management system allowed acceptance of change requests that required significant redesigns to portions of work
already completed. The design did not include a meaningful backup system; for a system that required very high
mechanical and computer reliability, this increased failure risks. The system had an insufficient number of tugs and
carts to cope with the volume of baggage expected and this, along with severely limited timing requirements, caused
baggage carts to jam in the tracks and for them to misalign with the conveyor belts feeding the bags. This resulted in
mutilated and lost bags (Neufville 1994; Gibbs 1994).
The baggage system problems could be associated with the non-use or misuse of a number of systems engineering
(SE) concepts and practices: system architecture complexity, project scheduling, risk management, change
management, system analysis and design, system reliability, systems integration, system verification and
validation/testing, and insufficient management oversight.
Summary
The initial planning decisions, such as the decision to implement one airport-wide integrated system, the contractual
commitments to scope, schedule, and cost, as well as the lack of adequate project management (PM) procedures and
processes, led to a failed system. Attention to SE principles and practices might have avoided the system’s failure.
References
Works Cited
Calleam Consulting Ltd. 2008. Case Study – Denver International Airport Baggage Handling System – An
illustration of ineffectual decision making. Accessed on September 11, 2011. Available at http:/ / calleam. com/
WTPF/?page_id=2086.
Denver Airport Baggage Handling System 955
Neufville, R. de. 1994. "The Baggage System at Denver: Prospects and Lessons." Journal of Air Transport
Management. 1(4): 229-236.
Gibbs, W.W. 1994. "Software’s Chronic Crisis." Scientific American. September 1994: p. 72-81.
Primary References
None.
Additional References
DOT. 1994. "New Denver Airport: Impact of the Delayed Baggage System." US Department of Transportation
(DOT), Research Innovation Technology Administration. GAO/RCED-95-35BR. Available at http:/ / ntl. bts. gov/
DOCS/rc9535br.html
Donaldson, A.J.M. 2002. "A Case Narrative of the Project Problems with the Denver Airport Baggage Handling
Systems (DABHS)," Software Forensics Center technical Report TR 2002-01. Middlesex University, School of
Computer Sciences. Available at http://www.eis.mdx.ac.uk/research/SFC/Reports/TR2002-01.pdf
The Global Positioning System (GPS) case study was developed by the United States Air Force Center for Systems
Engineering (AF CSE) located at the Air Force Institute of Technology (AFIT). The GPS is a space-based
radio-positioning system. A constellation of twenty-four satellites, including three spares, comprise the overall
system which provides navigation and timing information to military and civilian users worldwide. GPS satellites, in
one of six Earth orbits, circle the globe every twelve hours, emitting continuous navigation signals on two different
L-band frequencies. The system consists of two other major segments: a world-wide satellite control network, and
the GPS user equipment that can either be carried by a human user or integrated into host platforms such as ships,
vehicles, or aircraft.
This case study discussion is based on the original source (O’Brien and Griffin 2007) which provides useful insights
into what we might consider a "traditional" SE application. A second Global Positioning System Case Study II looks
at the same case study from the perspectives of system of systems (sos) engineering and enterprise systems
engineering (ese).
Domain Background
When looking at the Global Positioning System (GPS), it would be difficult to imagine another system that relie s so
heavily upon such a wide range of domains, with the possible exception of the World Wide Web (WWW).
Additionally, the various systems operating within these domains must all function together flawlessly to achieve
success. It is evident from reading this case study that it directly relates to the following domains:
• aerospace;
• space;
• communications; and
• transportation.
Global Positioning System Case Study 956
This is also an example of systems of systems (SoS) and is considered an innovative technology.
The GPS case study includes a detailed discussion of the development of the GPS and its components, as well as
other applicable areas. The reader of this study will gain an increased understanding of the effect that GPS has on
military and commercial industries in the context of the systems engineering support required to achieve success.
Enabling Individuals
Learning Principle 1: Programs must strive to staff key positions with domain experts.
From the program management team, to the systems engineering, design, manufacturing, and operations teams, the
individuals on the program were well-versed in their disciplines and all possessed a systems view of the program.
While communications, working relationships, and organization were important, it was the ability of the whole team
at all levels to understand the implications of their work on the system that was vital. Their knowledge-based
approach for decision making had the effect of shortening the decision cycle because the information was understood
and the base and alternative solutions were accurately presented.
Configuration Management
Learning Principle 2: The systems integrator must rigorously maintain program baselines.
The joint program office (JPO) retained the role of managing and controlling the system specification and, therefore,
the functional baseline. The JPO derived and constructed a mutually agreed to set of system requirements that
became the program baseline in 1973. While conducting the development program, the GPS team was able to make
performance, risk, cost, and trade analyses against the functional baseline to control both risk and cost. The JPO was
fully cognizant of the implications of the functional requirements on the allocated baseline because they managed the
interface control working group process. Managing that process gave them first-hand knowledge and insight into the
risks at the lowest level. The individual with the system integrator role must rigorously maintain the system
specification and functional baseline. There must be appropriate sharing of management and technical
responsibilities between the prime contractor and their government counterparts to ensure success.
Risk Management
Learning Principle 4: Disciplined and appropriate risk management must be applied throughout the life cycle.
The GPS program was structured to address risk in several different ways throughout the multiphase program.
Where key risks were known up front, the contractor and/or the government utilized a classic risk management
approach to identify and analyze risk, as well as develop and track mitigation actions. These design (or
manufacturing/launch) risks were managed by the office who owned the risks. Identified technical risks were often
tracked by technical performance measures (such as satellite weight and software lines of codes) and addressed at
weekly chief engineer’s meetings.
Serving in the clear role of program integrator allowed the JPO to sponsor risk trade studies at the top level. The JPO
would issue study requests for proposals to several bidders for developing concepts and/or preliminary designs.
Then, one contractor would be down-selected and the process would continue. This approach provided innovative
solutions through competition, as well as helped in defining a lower risk, more clearly defined development program
for the fixed-price contracts approach that was being used for development and production.
As the system integrator, the JPO was also closely involved with technical development. To identify unforeseeable
unique technical challenges, the JPO would fund studies to determine the optimal approaches to new issues. There
were schedule risks associated with the first launch due to unforeseen Block II issues with respect to the space
vehicle and control segments (software development). Although a catastrophic event, the Challenger accident
actually provided much needed schedule relief. Using decision analysis methodology led the JPO to an alternative
approach to develop the expendable launch vehicle for the Block II satellites.
Good communication, facilitated by cooperative working relationships, was a significantly positive (though
intangible) factor in the success of the GPS program, regardless of whether it was between the contractors and the
government (JPO or other agencies), or between contractors and sub-contractors. A true team environment also
played a significant role in reducing risk, especially considering the plethora of government agencies and contractors
that were involved in the effort.
Systems Thinking
The GPS case study highlights the need for systems thinking throughout. GPS satellites, in one of six Earth orbits,
circle the globe every twelve hours. These satellites emit continuous navigation signals on two different L-band
frequencies. The system consists of two other major segments: a world-wide satellite control network and the GPS
user equipment that can either be carried by a human user, or integrated into host platforms such as ships, vehicles,
or aircraft. The ability to conceive, develop, produce, field, and sustain the GPS demands the highest levels of
systems thinking.
Global Positioning System Case Study 959
Summary
The GPS case study is useful for global systems engineering learning and provides a comprehensive perspective on
the systems engineering life cycle. The study is applicable for detailed instruction in the following areas:
• enabling individuals;
• configuration management;
• enabling the organization;
• risk management;
• life cycle management; and
• systems thinking.
The GPS case study revealed that key Department of Defense personnel maintained a clear and consistent vision for
this unprecedented, space-based navigation capability. The case study also revealed that good fortune was enjoyed
by the JPO as somewhat independent, yet critical, space technologies matured in a timely manner.
Although the GPS program required a large degree of integration, both within the system and external to the system
amongst a multitude of agencies and contractors, the necessary efforts were taken to achieve success.
Lastly, the reader of the GPS case study will gain an increased understanding of the effect that GPS has on the
military and commercial industries in the context of the systems engineering support required to achieve success.
The system was originally designed to help “drop five bombs in one hole” which defines the accuracy requirement in
context-specific terms. The GPS signals needed to be consistent, repeatable, and accurate to a degree that, when used
by munitions guidance systems, would result in the successful delivery of multiple, separately-guided munitions to
virtually the identical location anywhere at any time across the planet. Forty to fifty years ago, very few outside of
the military recognized the value of the proposed accuracy and most non-military uses of GPS were not recognized
before 1990. GPS has increasingly grown in use and is now used every day.
References
Works Cited
Friedman, G.R. and A.P. Sage. 2003. Systems Engineering Concepts: Illustration Through Case Studies. January 19,
2003. Accessed September 2011. Available at: http:/ / www. afit. edu/ cse/ docs/ Friedman-Sage%20Framework.
pdf.
Friedman, G. and A. Sage. 2004. "Case Studies of Systems Engineering and Management in Systems Acquisition."
Systems Engineering. 7(1): p. 84-96.
O’Brien, Patrick J., and John M. Griffin. 4 October 2007. Global Positioning System. Systems Engineering Case
Study. Air Force Center for Systems Engineering (AFIT/SY) Air Force Institute of Technology (AFIT). 2950
Hobson Way, Wright-Patterson AFB OH 45433-7765
Global Positioning System Case Study 960
Primary References
O’Brien, Patrick J., and John M. Griffin. 4 October 2007. Global Positioning System. Systems Engineering Case
Study. Air Force Center for Systems Engineering (AFIT/SY) Air Force Institute of Technology (AFIT). 2950
Hobson Way, Wright-Patterson AFB OH 45433-7765
Additional References
none.
This article highlights some of the differences between the so-called classical, traditional, or conventional systems
engineering (SE) approaches and the newer, and, as yet, less defined principles of system of systems (SoS)
engineering (SoSE). enterprise systems engineering (ESE), and/or complex systems engineering (CSE) or complex
adaptive systems engineering (Gorod et al. 2015). The topic is still somewhat controversial, especially considering
those that are sceptical that broader views of SE might work better when one is immersed in trying to cope with our
most difficult problems. Indeed, the lack of a unified theory of SE is one of the prime motivations for producing and
analysing case studies to develop more knowledge of what seems to work, what does not seem to work, and reasons
why, really challenging SE environments.
For addition information, refer to Systems Engineering: Historic and Future Challenges, Systems Engineering and
Other Disciplines, Enterprise Systems Engineering, and System of Systems Engineering.
Rather than modifying the previous discussion of the Global Positioning System Case Study in SEBoK, the focus is
on comparing and contrasting the older and newer forms of SE by commenting on quotations from the original case
study source documents (O’Brien and Griffin 2007).
Preface
The original case study begins by describing systems engineering (SE) principles. For example,
System requirements are critical to all facets of successful system program development. First, system
development must proceed from a well-developed set of requirements. Second, regardless of the
evolutionary acquisition approach, the system requirements must flow down to all subsystems and
lower-level components. And third, the system requirements must be stable, balanced, and must
properly reflect all activities in all intended environments. However, system requirements are not
unchangeable. As the system design proceeds, if a requirement or set of requirements is proving
excessively expensive to satisfy, the process must rebalance schedule, costs, and performance by
changing or modifying the requirements or set of requirements. (O’Brien and Griffin 2007, p. 9)
The Global Positioning System (GPS), including its multi-various applications, was developed over many years as
the result of the efforts of a host of contributors. It is very difficult to believe that the classical, traditional or
conventional systems engineering approach described in the above paragraph (especially those phrases highlighted in
bold by the present authors) was truly responsible for this remarkable achievement that so profoundly impacts our
lives. Rather, some more advanced form of systems engineering (SE), that might be called, system of systems (SoS)
engineering (SoSE), enterprise systems engineering (ESE), or complex (adaptive) systems engineering (CSE), or a
Global Positioning System Case Study II 961
blend and/or combination of these approaches or methodologies, had to be responsible. This premise is supported
explicitly and repeatedly in the following case study revision using bold font.
Continuing, the following quoted paragraphs seem flawed in several places highlighted in bold. The bold phrases
might be replaced by the phrases in brackets […]. Such brackets might also include other editorial comments of the
present authors.
Systems engineering includes making key system and design trades early in the process to establish the
system architecture. These architectural artifacts This architecture can depict any new system, legacy
system, modifications thereto, introduction of new technologies, and overall system-level behavior and
performance. Modeling and simulation are generally employed to organize and assess architectural
system alternatives at this stage. System and subsystem design follows the functional [system]
architecture [as defined from a functional point of view]. System architectures designs are modified if
elements are too risky, expensive, or time-consuming. (O’Brien and Griffin 2007, p. 9)
A good architecture, once established, should guide systems development, and not change very much, if at all, at
least compared to possible changes in the system design, which, of course, can evolve as one learns more about the
problem and potential solutions that may increase the system’s capability. Thus, it is crucial to not confuse
architecture with designs instantiating the architecture, contrary to what seems to be the case in (Ricci, et al. 2013).
Important to the efficient decomposition and creation of functional and physical architectural designs are
the management of interfaces and the integration of subsystems. interface management and integration
is applied to subsystems within a system or across a large, complex system of systems. Once a solution
is planned, analyzed, designed, and constructed, validation and verification take place to ensure
satisfaction of requirements. Definition of test criteria, measures of effectiveness (MOEs), and measures
of performance (MOPs) are established as part of the requirements process, taking place well before any
component/subsystem assembly design and construction occurs. (O’Brien and Griffin 2007, p. 10)
In the quoted paragraph just above bold phrases note the emphasis on a reductionist approach, reductionism, where
great attention is paid to the subsystems and managing the interfaces among them. This is the antithesis of a holistic
approach where one concentrates on the whole system, recognizing that it is difficult to identify overall system
behavior as depending on any particular subsystem or set of subsystems. In a truly complex system that is
continually evolving, the above-mentioned requirements process is flawed because the system is continually
changing, i.e., the system is evolutionary; the requirements are either ill-defined at the outset, or are modified
because stakeholderschange their minds, or become somewhat irrelevant because the system environment changes.
There are several excellent representations of the [usual traditional or conventional] systems engineering
process presented in the literature. These depictions present the current state of the art in maturity and
evaluation of the systems engineering process. One can find systems engineering process definitions,
guides, and handbooks from the International Council on Systems Engineering (INCOSE), European
Industrial Association (EIA), Institute of Electrical and Electronics Engineers (IEEE), and various
Department of Defense (DoD) agencies and organizations. They show the process as it should be
applied [Really? In all situations?] by today’s experienced practitioner. One of these processes, long
used by the Defense Acquisition University (DAU), is [a model] not accomplished in a single pass. This
iterative and nested process gets repeated to the lowest level of definition of the design and its
interfaces. (O’Brien and Griffin 2007, p. 10)
The above description appears to be written with pride without any acknowledgement that this SE methodology
might fail to work if applied according to these guidelines, or that there might be new SE techniques that could be
more effective in some situations. Again, this reflects a reductionist approach that ignores holism and emergent
properties that might not be explained even when thoroughly understanding the systems components and their
interactions. On the positive side, the next paragraph suggest how the world is changing and hints that something
more is needed. Nevertheless, the advice seems to be oriented toward applying the existing SE discipline more
Global Positioning System Case Study II 962
Background
The Global Positioning System (GPS) case study was developed by the United States Air Force Center
for Systems Engineering (AF CSE) located at the Air Force Institute of Technology (AFIT). The GPS is
a space-based radio-positioning system. A constellation of twenty-four satellites, including three spares,
comprise the overall system which provides navigation and timing information to military and civilian
users worldwide. GPS satellites, in one of six Earth orbits, circle the globe every twelve hours, emitting
continuous navigation signals on two different L-band frequencies. The system consists of two other
major segments: a world-wide satellite control network, and the GPS user equipment that can either be
carried by a human user or integrated into host platforms such as ships, vehicles, or aircraft.
A user needs to receive signals from at least four GPS satellites simultaneously (satellite orbital positions and
terrestrial terrain blockage can be issues that degrade performance) to determine one’s position in three dimensions;
the altitude determination is typically less accurate than the other two dimensions.
When looking at [GPS], it would be difficult to imagine another system that relies so heavily upon such
a wide range of [domains containing systems that must interact effectively to achieve successful GPS
operation]. It is evident that [GPS directly relates to many domains and applications including:
• position location and tracking
• time synchronization
• navigation
• transportation
• times of arrival
• air traffic management
• situational awareness
• jam-resistant communications
• business and commerce
• farming
• aerospace
• sensing nuclear detonations from space
• military war-fighting
• targeting
• weapons delivery
• etc.].
[GPS is] an example of [a collaborative (Dahmann, et al. 2008) systems of systems (SoS)]. As such, no
one is in charge, and the capabilities (not requirements) flow from the bottom-up, as opposed to
top-down.
Purpose
The GPS case study includes a detailed discussion of the development of the GPS and its components,
as well as other applicable areas. The reader of this study will gain an increased understanding of the
effect that GPS has on military and commercial industries in the context of the systems engineering
support required to achieve success.
This may be, but the principal purpose of this revised case study is to suggest a broader view of GPS that discusses
signature aspects of SoS, enterprises, and complex systems, and emphasizes SoSE, ESE, and CSE.
[AF CSE] was tasked to develop case studies focusing on the application of [SE] principles within
various aerospace programs. The GPS case study [was developed in support of SE] graduate school
instruction using the Friedman-Sage framework (Friedman and Sage 2003) (Friedman and Sage 2004).]
Global Positioning System Case Study II 964
However, the Friedman-Sage framework involves only two contractual stakeholders, the Government and the
contractor; further, the framework is limited to the traditional or conventional SE life cycle which mainly treats
activities in a linear instead of nonlinear fashion; still further, only risks are considered, not a balance of risk and
opportunity. Thus, the present authors believe a broader framework embracing SoSE, ESE, and CSE is more
appropriate.
Challenges
In the original case study the first highly technical section (Section 2) was the system description. The original idea
derived from trying to determine the precise orbital parameters of the first artificial satellites such as Sputnik
launched by the Soviets in 1957. Researchers at Johns Hopkins realized the inverse, that if one knew precisely the
orbital parameters, the locations of ground stations receiving satellite signals could be determined quite accurately.
(O’Brien and Griffin 2007, p. 20)
GPS got its start in the early 70s (O’Brien and Griffin 2007, p. 19) building upon several previous satellite navigation
systems. The primary motive was very accurate position information for the purposes of military applications. For
example, the U.S. Air Force wanted to deliver nuclear weapons from bombers with unprecedented accuracy and
precision. (O’Brien and Griffin 2007, p. 29)
With such an intense interest from the military, the first real challenge, other than the many technical challenges of
making GPS work as well as envisioned, might have been the question of how to make GPS available to the civilian
community so they could share the benefits. The study claimed that the system was always offered for civilian use,
albeit with some charge. After the Korean airliner went astray and got shot down by a Soviet interceptor aircraft,
President Reagan made GPS officially available for civilian use free of charge. (O’Brien and Griffin 2007, p. 14)
The second challenge could be associated with preserving precision capabilities for the military only, and relegating
course acquisition (C/A) accuracy to the civilian community. (O’Brien and Griffin 2007, p. 15) Later this dichotomy
was essentially eliminated with the realization that a differential GPS configuration involving a fixed ground station
with a precisely known location will yield great accuracy. (Kee, et al. 1991)
The GPS satellites used space-borne atomic clocks. To alleviate the need for updating these clocks too often a
successful effort was initiated to revise the international time standard which ended up using relatively infrequent
“leap seconds”. (O’Brien and Griffin 2007, p. 23) Even these are still annoying for many other applications, such as
the continual need to achieve precise synchronization of frequency hopping radios.
An organizational challenge of inter-service rivalries was overcome with the formation of the Joint Program Office
(JPO). (O’Brien and Griffin 2007, p. 25)
In the early days of satellite communication systems, for example, the satellites were quite small and low powered
while the terminals were large and high-powered. By the time GPS came along, the satellites are getting bigger and
more sophisticated. Then the challenge to develop relatively low-cost terminals, particularly for mobile users, greatly
increased. (O’Brien and Griffin 2007, p. 29)
A small but interesting challenge was the definition of system of systems (SoS). It was decided that GPS was an SoS
because it involved three independent systems, namely, the space vehicle (SV), the control segment (CS), and the
user equipment (UE), that “merely” had to interface with each other. (O’Brien and Griffin 2007, p. 30)
Continually changing requirements is usually a problem, although in this case the requirements did not change as
often as they could have. (O’Brien and Griffin 2007, p. 31)
Difficulties of defining and updating the many GPS interfaces was largely overcome by the GPS program director,
Col. Brad Parkinson, when he convinced his own management, Gen. Schultz at Space and Missile Systems Office
(SAMSO) (which eventually became the Space Division) that GPS ought to be defined solely by the
signal-structure-in-space and not the physical interfaces. (O’Brien and Griffin 2007, p. 31)
Global Positioning System Case Study II 965
Lessons Learned
Communications was a key ingredient that was fostered throughout GPS development. (O’Brien and
Griffin 2007, p. 71)
Yes, from reading the original case study there seems to have been a lot of cooperation among the various
organizations, more so than might have been expected in a less compelling case.
Several precepts or foundations of the Global Positioning Satellite program are the reasons for its
success. These foundations are instructional for today’s programs because they are thought-provoking to
those who always seek insight into the program’s progress under scrutiny. These foundations of past
programs are, of course, not a complete set of necessary and sufficient conditions. For the practitioner,
the successful application of different systems engineering processes is required throughout the
continuum of a program, from the concept idea to the usage and eventual disposal of the system.
Experienced people applying sound systems engineering principles, practices, processes, and tools are
necessary every step of the way. Mr. Conley, formerly of the GPS JPO, provided these words: “Systems
engineering is hard work. It requires knowledgeable people who have a vision of the program combined
with an eye for detail.” (O’Brien and Griffin 2007, p. 72)
In very complex systems engineering efforts of this type, it is also important to explore new techniques that attempt
to deal with “soft” issues involving people. Those that seem to work can be added to the systems engineering process
collection.
Systems engineering played a major role in the success of this program. The challenges of integrating
new technologies, identifying system requirements, incorporating a system of systems approach,
interfacing with a plethora of government and industry agencies, and dealing with the lack of an
operational user early in the program formation required a strong, efficient systems engineering process.
The GPS program embedded systems engineering in their knowledge-base, vision, and day-to-day
practice to ensure proper identification of system requirements. It also ensured the allocation of those
requirements to the almost-autonomous segment developments and beyond to the subcontractor/vendor
level, the assessments of new requirements, innovative test methods to verify design performance to the
requirements, a solid concept of operations/mission analysis, a cost-benefit analysis to defend the need
for the program, and a strong system integration process to identify and control the “hydra” of interfaces
that the program encountered. The program was able to avoid major risks by their acquisition strategy,
the use of trade studies, early testing of concept designs, a detailed knowledge of the subject matter, and
the vision of the program on both the government and contractor side. (O’Brien and Griffin 2007, p. 72)
This well summarizes the successful systems engineering approach utilized in GPS. Another element of achieving
overall balance is the pursuit of opportunities as the “flipside” of risk mitigation.
Finally, here is the list of academic questions offered in original case study.
Global Positioning System Case Study II 966
QUESTIONS FOR THE STUDENT (O’Brien and Griffin 2007, p. 73) The following questions are meant to
challenge the reader and prepare for a case discussion.
• Is this program start typical of an ARPA/ DARPA funded effort? Why or why not?
• Have you experiences similar or wildly different aspects of a Joint Program?
• What were some characteristics that should be modeled from the JPO?
• Think about the staffing for the GPS JPO. How can this be described? Should it be duplicated in today’s
programs? Can it?
• Was there anything extraordinary about the support for this program?
• What risks were present throughout the GPS program. How were these handled?
• Requirement management and stability is often cited as a central problem in DoD acquisition. How was this
program like, or [un]like, most others?
• Could the commercial aspects of the User Equipment be predicted or planned? Should the COTS aspect be a
strategy in other DoD programs, where appropriate? Why or why not?
Other questions might be: What possible influences did the demand for or offering to the public of this GPS
capability entail?What differences in the development of GPS might have emerged if the public was more
aware of the potential applications for their benefit at the outset?
References
Works Cited
Dahmann, J. S., George Rebovich, Jr., and Jo Ann Lane. November 2008. “Systems Engineering for Capabilities.”
CrossTalk, The Journal of Defense Software Engineering. http:/ / www. stsc. hill. af. mil/ crosstalk/ 2008/ 11/ index.
html.Accessed 12 May 2015).
Friedman, G.R., and A.P. Sage. 19 January 2003. Systems Engineering Concepts: Illustration Through Case Studies.
Accessed September 2011. http://www.afit.edu/cse/docs/Friedman-Sage%20Framework.pdf.
Gorod, A., B. E. White, V. Ireland, S. J. Gandhi, and B. J. Sauser. 2015. Case Studies in System of Systems,
Enterprise Systems, and Complex Systems Engineering. Boca Raton, FL: CRC Press, Taylor & Francis Group. 2015.
http://www.taylorandfrancis.com/books/details/9781466502390/.Accessed 8 May 2015
Friedman, G.R., and A.P. Sage. 2004. “Case Studies of Systems Engineering and Management in Systems
Acquisition.” Systems Engineering 7(1): 84-96.
Kee, Changdon, Bradford W. Parkinson, Penina Axelrad. Summer 1991. “Wide Area Differential GPS.” Journal of
The Institute of Navigation 38(2): 123-46.
O’Brien, Patrick J., and John M. Griffin. 4 October 2007. Global Positioning System. Systems Engineering Case
Study. Air Force Center for Systems Engineering (AFIT/SY) Air Force Institute of Technology (AFIT). 2950
Hobson Way, Wright-Patterson AFB OH 45433-7765.
Ricci, Nicola, Adam M. Ross, Donna H. Rhodes, and Matthew E. Fitzgerald. 2013. “Considering Alternative
Strategies for Value Sustainment in Systems-of-Systems.” 6th IEEE International Systems Conference (SysCon).
15-18 April. Orlando, FL.
Global Positioning System Case Study II 967
Primary References
Gorod, A., B. E. White, V. Ireland, S. J. Gandhi, and B. J. Sauser. 2015. Case Studies in System of Systems,
Enterprise Systems, and Complex Systems Engineering. Boca Raton, FL: CRC Press, Taylor & Francis Group. 2015.
http://www.taylorandfrancis.com/books/details/9781466502390/.Accessed 12 May 2015
Additional References
None
This case study summarizes the systems engineering aspects of the next-generation Symbiq™ IV (intravenous)
medical pump development. Symbiq™ was developed by Hospira Inc. and documented in detail in Chapter 5 of the
National Research Council book, Human-System Integration in the System Development Process. As described in
the book, Symbiq™'s purpose was “to deliver liquid medications, nutrients, blood and other solutions at programmed
flow rates, volumes and time intervals via intravenous and other routes to a patient, primarily for hospital use with
secondary limited feature use by patients at home" (Pew 2007).
Domain Background
This case study provides insight into the use of systems engineering practices in a medical application.
• the ability to be cost-competitive and attractive to traditional medical and hospital administration personnel.
Many of these features are highly coupled, such as the multi-channel hardware controls, concurrent software
synchronization, distinctive displays and alarms for multi-channel devices, and rigorous medical safety standards.
Views of the resulting medical infusion pump can be found as Figures 5-5 and 5-6 in Chapter 5, page 107 of the Pew
and Mavor (2007) book. Systems engineering for the device involved a great deal of concurrent analysis and
engineering of its hardware, software, human factors, operational, business, and safety aspects. It has been a
commercial success and won the 2006 Human Factors and Ergonomics Society’s User-Centered Product Design
Award and the 2007 Medical Design Excellence Award.
Not only were there numerous technical challenges in the development of Symbiq™, but there were also challenges
in the systems engineering of a product with a life-cycle operational concept that would produce satisfactory
outcomes for a wide variety of product and operational stakeholders whose value propositions were often in some
conflict. Some stakeholders wanted numerous features that would require a complex user interface, while others
wanted a simple and easy to learn interface. Some users wanted the most advanced color touchscreen displays
available, while others wanted a simpler, less-expensive product that was harder to misuse due to inadvertent screen
commands. Some organizations felt that a minimal interpretation of the required safety features would be acceptable,
while others advocated ultrahigh assurance levels. Some marketing personnel wanted a quick development and
fielding of the basic product to capture market share, while maintainers wanted initial built-in life cycle support,
maintenance, and diagnostic capabilities.
In such situations, many organizations focus on making quick requirement decisions and rapidly proceed into
development. However, Hospira’s understanding of the uncertainties and risks caused them to pursue a risk-driven,
incremental commitment course of buying information to reduce risk, as emphasized in the SEBoK Part 3
knowledge area on Risk Management. As described in Pew and Mavor (2007), Hospira used a version of the
Incremental Commitment Spiral Model (ICSM) summarized in the SEBoK Part 3 Knowledge Area on representative
systems engineering process models. The following sections describe the project’s incremental system definition
progress through the ICSM exploration, valuation, foundations, and Development phases. Some evolution of
terminology has occurred, the Pew and Mavor (2007) version uses ICM instead of ICSM and "architecting phase"
instead of "foundations phase".
Usability testing was also conducted on one of the sets of abbreviated instructions called TIPS cards. These cards
serve as reminders for how to complete the most critical tasks. Numerous suggestions for improvement in the TIPS
cards themselves, as well as the user interface, came from this work, including how to reset the “Air-in-Line” alarm
and how to check all on-screen help text for accuracy.
The above mentioned usability objectives were used as acceptance criteria for the validation usability tests. These
objectives were met. For example, the calculated task completion accuracy was 99.66% for all tasks for first time
nurse users with minimal training. There were a few minor usability problems uncovered that were subsequently
fixed without major changes to the GUI or effects on critical safety related tasks.
The risk analysis was iterated and revised as the product development matured. FMEAs were updated for safety
critical risks associated with three product areas: the user interface, the mechanical and electrical subsystems, and the
product manufacturing process. Some detailed implementation problems were found and fixed, but overall the risk of
continuing into full-scale production, operations, and support was minimal. Systems engineering continued into the
operations phase, primarily to address customer change requests and problem reports, and to participate in planning
for a broader product line of IV pumps.
Overall, customer satisfaction, sales, and profits from the Symbiq™ IV pump have been strong and satisfaction
levels from the management, financial, customer, end user, developer, maintainer, regulatory, and
medical-community stakeholders have been quite high (Pew 2007).
Summary
In summary, the Symbiq™ Medical Infusion Pump Case Study provides an example of the use of the systems
engineering practices discussed in the SEBoK. As appropriate for a next-generation, advanced technology product, it
has a strong focus on risk management, but also illustrates the principles of synthesis, holism, dynamic behavior,
adaptiveness, systems approach, progressive entropy reduction, and progressive stakeholder satisfying discussed in
Part 2 of the SEBoK. It provides an example of an evolutionary and concurrent systems engineering process, such as
the incremental commitment spiral process, and of other knowledge areas discussed in SEBoK Parts 3 and 4, such as
system definition, system realization, system engineering management, and specialty engineering.
References
Works Cited
Pew, R. and A. Mavor. 2007. Human-System Integration in the System Development Process: A New Look.
Washington, DC, USA: The National Academies Press.
Primary References
None.
Additional References
None.
Medical Radiation
Lead Authors: Heidi Davidz, John Brackett
This case study presents system and software engineering issues relevant to the accidents associated with the
Therac-25 medical linear accelerator that occurred between 1985 and 1988. The six accidents caused five deaths and
serious injury to several patients. The accidents were system accidents that resulted from complex interactions
between hardware components, controlling software, and operator functions.
Domain Background
Medical linear accelerators, devices used to treat cancer, accelerate electrons to create high energy beams that can
destroy tumors. Shallow tissue is treated with the accelerated electrons. The electron beam is converted to X-ray
photons to reach deeper tissues. Accidents occur when a patient is delivered an unsafe amount of radiation.
A radiation therapy machine is controlled by software that monitors the machine's status, accepts operator input
about the radiation treatment to be performed, and initializes the machine to perform the treatment. The software
turns the electron beam on in response to an operator command. The software turns the beam off whenever the
treatment is complete, the operator requests the beam to shutdown, or when the hardware detects a machine
malfunction. A radiation therapy machine is a reactive system in which the system's behavior is state dependent and
the system's safety depends upon preventing entry into unsafe states. For example, the software controls the
equipment that positions the patient and the beam. The positioning operations can take a minute or more to execute,
thus it is unsafe to activate the electron beam while a positioning operation is in process.
In the early 1980s, Atomic Energy of Canada (AECL) developed the Therac-25, a dual-mode (X-rays or electrons)
linear accelerator that can deliver photons at 25 megaelectron volts (MeV) or electrons at various energy levels. The
Therac-25 superseded the Therac-20, the previous 20-MeV dual mode accelerator with a history of successful
clinical use. The Therac-20 used a DEC PDP-11 (Digital Equipment Corporation Programmed Data Processor)
minicomputer for computer control and featured protective circuits for monitoring the electron beam, as well as
mechanical interlocks for policing the machine to ensure safe operation. AECL decided to increase the
responsibilities of the Therac-25 software for maintaining safety and eliminated most of the hardware safety
mechanisms and interlocks. The software, written in PDP-11 assembly language, was partially reused from earlier
products in the Therac product line. Eleven Therac-25s were installed at the time of the first radiation accident in
June 1985.
The use of radiation therapy machines has increased rapidly in the last 25 years. The number of medical radiation
machines in the United States in 1985 was approximately 1000. By 2009 the number had increased to approximately
4450. Some of the types of system problems found in the Therac-25 may be present in the medical radiation devices
currently in use. References to more recent accidents are included below.
On May 2, 1986 the FDA declared the Therac-25 defective and required the notification of all customers. AECL was
required to submit to the FDA a corrective action plan for correcting the causes of the radiation overdoses. After
multiple iterations of a plan to satisfy the FDA, the final corrective action plan was accepted by the FDA in the
summer of 1987. The action plan resulted in the distribution of software updates and hardware upgrades that
reinstated most of the hardware interlocks that were part of the Therac-20 design.
AECL settled the Therac-25 lawsuits filed by patients that were injured and by the families of patients who died
from the radiation overdoses. The total compensation has been estimated to be over $150 million.
Summary
Leveson and Turner (1993) describe the contributing factors to Therac-25 accidents: “We must approach the
problems of accidents in complex systems from a systems-engineering point of view and consider all contributing
factors." For the Therac-25 accidents, the contributing factors included
• management inadequacies and a lack of procedures for following through on all reported incidents;
• overconfidence in the software and the resulting removal of hardware interlocks (causing the software to be a
single point of failure that could lead to an accident);
• less than acceptable software engineering practices; and
• unrealistic risk assessments along with over confidence in the results of those assessments.
References
Works Cited
Bogdanich, W. 2011. Articles in the "Radiation Boom" series. New York Times. June 2009-February 2011. Accessed
November 28, 2012. Available: http://topics.nytimes.com/top/news/us/series/radiation_boom.
Leveson, N.G., and C.S. Turner. 1993. "An Investigation of the Therac-25 Accidents." Computer. 26 (7): 18-41.
Primary References
None.
Additional References
None.
This article describes a successful business transformation of an information technology enterprise. The topic may be
of particular interest, especially because this transformation was accomplished by a Russian company during the
republic’s fast growing economic recovery.
For addition information, refer to the closely related topics of Enabling Businesses and Enterprises and Enterprise
Systems Engineering.
Background
In 2001, the top management of the IBS company [1] in Moscow initiated a fundamental transformation to change
the company’s strategy and business model. The company was one of the biggest Russian information technology
(IT) systems integrators at that time, with about 900 employees. Annual revenues of about $80M were mainly
generated by information technology (IT) infrastructure projects (complex computing systems, multi-service
networks, etc.) and hardware and software distribution. The transformation of the company to form new capabilities
in IT services and the associated consulting area is the main topic in the case study.
During the transformation period (from 2001 to the present) IBS was represented as a set of autonomous business
units (BUs), called constituent systems, which are virtual, independent businesses with the following characteristics.
• Profit and loss reporting was required for each BU according to management accounting procedures
• BU management established and independently conducted human resources, technology, and product policy
• A centralized back-office was organized to provide supporting functions for each BU. Thus, BUs do not have
back-offices; they rely on and “pay” a corporate governing center (CGC) for these services.
A thorough enterprise system (ES) transformation was executed as a set of activities: mission analysis and
capabilities decomposition, business architecting, planning of the project program, and implementation of the new
business model.
Successful Business Transformation within a Russian Information Technology Company 976
Before and after transformation IBS was an exemplar directed system of systems (sos): the constituent BUs are
autonomous but their operations are supervised by CGC. At the same time IBS also has significant features of an
acknowledged SoS: the constituent BUs retain their independent development and sustainment approaches, and
changes in the company are based on collaboration between the CGC and each constituent; even operations of BUs
are not controlled but only supervised/governed by the CGC through “soft” recommendations and coordination.
IBS was a quite mature ES before the transformation, and it was thoroughly upgraded to form new capabilities of the
whole system as well as of the constituents.
Purpose
In 2000-2001 IBS management forecasted considerable growth of the Russian IT services and consulting market
based on the fast growing Russian economy, which was rapidly recovering from the national financial crisis of 1998.
The largest corporations started overseas expansion and borrowed from international markets to finance this growth.
IBS predicted corresponding growth in the complexity of business processes and their associated software and
hardware systems all of which should require more consulting and IT services.
Based on this forecast, management established a strategy goal to double the share of IT services and consulting
from 25% to 50% over one year; further growth in this business was planned as a long term trend.
The consulting and IT services business is very complex technologically and organizationally and dramatically
differs from IBS’s former infrastructure focus. Thus, a fundamental transformation was required, and it was executed
during 2002.
Initially detected problems appeared as expenditures exceeding resources, slow delivery of the projects and
reworking. Later, as it was expected, new problems appeared, for example, disinterest of BUs’ managers in
developing new technologies or raising qualified employees’ motivation. All those problems were solved during
transformation and during further development.
The first step of the transformation included strategic analysis and mission-to-capabilities decomposition. Five major
capability groups to be focused on were defined. The groups and exemplar capabilities for each group are
represented at Figure 1.
Figure 1. Mission and capabilities desired. (Belov 2014) Reprinted with permission of Taylor and Francis, New York, NY. All other rights are
reserved by the copyright owner.
Successful Business Transformation within a Russian Information Technology Company 977
Challenges
All main challenges were caused by knowledge/information deficit described by three factors listed as a, b, and c
below.
a. The lack of experience in enterprise transformation (and capability based approaches, even the lack of any
textbooks or guides in those areas) was the major challenge which IBS management faced. The task to be solved did
not devolve to organizational changes (which was a well-developed and described area), but was appropriately
allocated to enterprise system or system of systems (SoS) engineering. In spite of the lack of experience it was
decided to prepare and execute the transformation based on the company’s employees without involving external
consultants. The following arguments supported the decision.
• The task to be solved was not typical, so there weren’t widely used and well tested algorithms or methods, and
there weren’t a lot of consultants experienced in exactly what was needed. So only consultants with general
experience (strategy consulting, organizational management) might be hired.
• The Russian consulting industry in 2001-2002 was not well developed, so only foreign professionals were
available. But foreign consultants would have needed to study Russian specifics; such study would have unduly
lengthened the duration and increased the cost of the transformation.
• A joint transformation team would have to be formed, and IBS employees would have to be involved:
management would have to be interviewed and be involved in decision making. In any case all employees would
have to participate in change implementations.
• External consultants are not stakeholders; so their level of interest in helping to achieve success might not be very
high, and their output also might not be outstanding.
• Unwillingness to open professional secrets and other intellectual property issues to direct competitors were other
factors that prevented hiring of external consultants.
Thus, the final decision was to execute the transformation without involvement of external consulting resources. A
special BoU responsible for business processes development was established and an agile program management
approach was applied to handle challenges and to pursue opportunities as well as to mitigate risks.
b. A very high complexity IBS as an enterprise system or SoS. Management recognized that the company and its
environment was very complex, with a lot different agents, many constituents, and countless relationships; and that
an enterprise system or SoS might become even more complex after transformation. This complexification happened
as the company became an “extended enterprise”, the governing hierarchies weakened, and the demand for more
sophisticated relationships increased.
c. The risk of mistaken forecast of IT market development. The expected growth of the consulting and services
market might have not happened. In this case the transformation would have been senseless. This challenge
generated additional emotional stress for management.
documents, software systems) to support new capabilities were developed and implemented for each of the areas;
these new assets formed exactly the corporate infrastructure of new business model.
Figure 2. “V model” of systems engineering process of the transformation. (Belov 2014) Reprinted with permission of Taylor and
Francis, New York, NY. All other rights are reserved by the copyright owner..
For each new and legacy system (Stage 3) a set of conceptual design documents was developed, describing
approaches, polices, processes, and procedures. The entire set of documents formed the business architecture
description of the company. The description connected all key areas and defined a target operation model of the
company after transformation. This architecture represented multiple views of the IBS company, and thus aptly
reflected its enterprise system or SoS nature.
Somewhat in contrast with the conventional linear systems engineering approach advocated by the V model, Stages
4-6 were conducted in parallel to save time and resources. The company’s performance (Stage 7) should be
monitored based on indicators’ measurements, and improvements should be developed and implemented (arrows
from Stage 3 to Stage 7). Such iterations have been executed in practice not only during transformation but also later,
when procedures, guides and the whole systems were updated.
Integration and interoperability of the new systems required a thorough integration of parallel development jobs. So
joint workgroups were formed of the employees at the level of low officers; and CGC played the role of integrated
workgroup at the management level. Actually, multi-level integrated workgroups were formed.
The major complexity and risks derived from the challenges described above.
The transformation team developed and used an approach which is very similar to the agile development approach to
address those risks. The following principles were used to manage the portfolio of projects in case of uncertainty and
deficit of knowledge.
• Form solutions as fast as possible (but not necessarily with pure quality) to test them in practice faster.
• Recognizing failures are unavoidable, perceive them readily and react rationally.
Successful Business Transformation within a Russian Information Technology Company 979
• In case of failure analyze the situation and find a new solution, generate changes, and update the plan.
• Work in parallel, verifying and coordinating intermediate results.
• The schedule might be corrected and updated but should not be jeopardized by improper execution.
• Formulate and test the most critical and most questionable solutions at first.
• Start from pilot area and then expand to embrace the entire scope.
• Use high quality monitoring and a “manual control mode” for piloting and testing developing solutions but not
additional aspects to limit waste of the resources.
Following those principles including a very strong discipline of execution, a high level of the sponsorship and
all-employee involvement enabled the transformation to be completed on time without hiring consultants while
keeping and developing on-going business.
Lessons learned
IBS’s accomplishment of the mission was the major result of ES transformation. Shareholders and management
recognized that new capabilities had been formed, that the company could deliver consulting and services, sell and
execute complex projects, manage consulting resources effectively, measure its performance, and plan and forecast
financial results. Created capabilities are emergent in some sense because they are not directly related to concrete
constituents (BUs, or employee, or projects) but are realized by means of integrated end-to-end processes and
functions, which are executed in the projects by employees.
The systems organization did not dramatically change during transformation; “visible structure” was not practically
changed: no new types of business-agents appeared, existing types did not change much. Those factors did not create
new capabilities. Target capabilities were formed as the result of development and implementation of, it would seem,
auxiliary and supporting tools – new capabilities support systems. New capabilities were formed mainly by the
changes in the intangible areas of governing media, corporate culture, relations, and personnel competences; as well
as by the creation of new capabilities support systems; without considerable changes in main company’s
business-agents. (Refer to Figure 3.)
The main challenges which management faced (the lack of experience and the ambiguity of market growth forecast)
made the uncertainty factor the critical one in the transformation.
Figure 3. The results of transformation. (Belov 2014) Reprinted with permission of Taylor and Francis, New
York, NY. All other rights are reserved by the copyright owner.
References
Works Cited
Belov, M. 2014. "IBS Group, Eastern European ITS Services – Capability-Based Development for Business
Transformation," in Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering,
edited by A. Gorod et al. Boca Raton, FL, USA: CRC Press, Taylor & Francis Group.
Primary References
Belov, M. 2014. “IBS Group, Eastern European ITS Services – Capability-Based Development for Business
Transformation.” Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering.
Gorod, A., B. E. White, V. Ireland, S. J. Gandhi, and B. J. Sauser. Boca Raton, FL: CRC Press, Taylor & Francis
Group. Scheduled for publication in July 2014. http:/ / www. taylorandfrancis. com/ books/ details/ 9781466502390/
.
Additional References
None
References
[1] http:/ / www. en. ibs. ru/
982
Government Examples
This case study presents systems and software engineering issues encountered in the Federal Bureau of Investigation
(FBI) Virtual Case File (VCF) project in the period between 2000-2005. VCF development was abandoned in 2005
after over $170 million had been spent.
Domain Background
The FBI is an organization within the United States Department of Justice (DoJ) consisting of 23 divisions, including
counterintelligence, criminal investigation, and cyber crime. The Bureau's 12,400 agents investigate everything from
counter-terrorism leads to kidnappings. They interview witnesses, develop informants, conduct surveillance, hunt for
clues, and collaborate with local law enforcement to find and arrest criminals. Agents document every step and
methodically build case files. They spend a tremendous amount of time processing paperwork. This system of forms
and approvals stretches back to the 1920s when forms for all of the bureau's investigative reports were standardized.
In 2000, the Bureau had hundreds of standardized paper forms and obsolete information technology (IT) systems.
The FBI’s 13,000 computers could not run modern software. Most of the agency offices were connected to the FBI
Intranet with links operating at about the speed of a 56 kilobits-per-second modem. Agents could not e-mail U.S.
Attorneys, federal agencies, local law enforcement, or each other; instead, they typically sent case-related
information by fax. The agency’s problems in 2000 were summarized in the 9/11 Commission Report: "the FBI's
information systems were woefully inadequate. The FBI lacked the ability to know what it knew; there was no
effective mechanism for capturing or sharing its institutional knowledge" (National Commission on Terrorist Acts
upon the United States 2004).
In September 2000, Congress approved $380 million over three years for what was then called the FBI Information
Technology Upgrade Program. Eventually divided into three parts, the program became known as the Trilogy
Information Technology Modernization Program. The first part would provide all 56 FBI field offices with updated
computer terminals, as well as new hardware such as scanners, printers, and servers. The second part would
re-implement the FBI Intranet to provide secure local area and wide area networks, allowing agents to share
information with their supervisors and each other. The third part was intended to replace the FBI's investigative
software applications, including the obsolete Automated Case Support (ACS) system.
In June 2001, the FBI awarded a contract to develop the investigative software applications of Trilogy to Science
Applications International Corporation (SAIC) over a three year period. The purpose of the software to be developed
was to
• provide the capability to find information in FBI databases without having prior knowledge of its location, and to
search all FBI databases with a single query through the use of search engines;
• Web-enable the existing investigative applications;
• improve capabilities to share information inside and outside the FBI;
• provide access to authorized information from both internal and external databases; and
• allow the evaluation of cases and crime patterns through the use of commercial and FBI-enhanced analytical and
case management tools.
FBI Virtual Case File System 983
After the September 11 terrorist attacks, the inability of FBI agents to share the most basic information about al
Qaeda's U.S. activities was front-page news. Within days, the FBI's obsolete technology infrastructure was being
discussed in Congress and the FBI was under intense pressure to improve its information sharing capabilities. On
September 4, 2001, Robert S. Mueller III became FBI director, and, in the face of intense public and congressional
pressure, Mueller accelerated the Trilogy program. The planned three year period to develop the investigative
software was considered politically unacceptable. In January 2002, the FBI requested an additional $70 million to
accelerate Trilogy; Congress went further, approving $78 million.
Providing web-enablement of the existing but antiquated and limited ACS system would not provide the
investigative case management capabilities required to meet the FBI’s post-September 11 mission. In December
2001, the FBI asked SAIC to stop building a Web-based front end for the old programs. Instead, SAIC was asked to
devise a new case management system, the Virtual Case File (VCF), to replace ACS. The VCF would contain a
major new application, database, and graphical user interface. In order to make both criminal and terrorist
investigation information readily accessible throughout the FBI, major changes to the standardized FBI processes
would be required. This case study focuses on the VCF component of the Trilogy program.
required to develop the VCF. The SAIC contract did not require specific completion milestones and the cost-plus
contract allowed the scope to increase. VCF was a case of not getting the requirements sufficiently defined in terms
of completeness and correctness. The continuous redefinition of requirements had a cascading effect on what had
already been designed and produced. Once there was demonstrable software, change requests started
arriving—roughly 400 from December 2002 to December 2003.
The new FBI Intranet was specified during 2001, before the start of the VCF project and with little understanding of
the network traffic that would result from information sharing. By early 2003, the FBI began to realize how taxing
the network traffic would be once all 22,000 users came online. The requirements for the FBI Intranet were modified
based on the best guesses for the bandwidth that would be required when the VCF was fully operational. By early
2004, the new FBI Intranet was in operation, although the VCF software was far from complete.
In reaction to the time pressure, SAIC broke its VCF development group into eight teams working in parallel on
different functional elements of the program. However, this posed many integration challenges and the eight threads
would later prove too difficult for SAIC to combine into a single system. By the time VCF was canceled, SAIC had
developed over 700,000 lines of software based upon an incomplete set of requirements that were documented in an
800-page volume.
Summary
The OIG summarizes its conclusions as
Various reasons account for the delays and associated cost increases in the Trilogy project, including:
• poorly defined and slowly evolving design requirements,
• contracting weaknesses,
• IT investment management weaknesses,
• lack of an Enterprise Architecture,
• lack of management continuity and oversight,
• unrealistic scheduling of tasks,
• lack of adequate project integration, and
• inadequate resolution of issues raised in our previous reports on Trilogy. . . .
According to the Government Accountability Office (GAO), an Enterprise Architecture is a set of
descriptive models such as diagrams and tables that define, in business and technology terms, how an
organization operates today, how it intends to operate in the future, and how it intends to invest in
technology to transition from today's operational environment to tomorrow's. . . .
As of early 2005 the FBI’s operations remain significantly hampered due to the poor functionality and
lack of information-sharing capabilities of its current IT systems. . . . (OIG 2005)
In May 2005, FBI director Mueller announced Sentinel, a four-phase, four-year project intended to fulfill the
purpose of VCF and provide the Bureau with a web-based case and records management system. During the
previous five years, commercial case management software had become available; as a result, Sentinel is
intended to utilize commercial off-the-shelf (COTS) software. A report by the OIG in late 2009 describes
Sentinel and its status at that time. Sentinel was put on line for all employees on July 1, 2012, and it ended up
at $451 million and 2 1/2 years overdue (Yost 2012).
FBI Virtual Case File System 985
References
Works Cited
Moore, S. 2010. "The Failure of the FBI's Virtual Case File Project." Strategic PPM: Project and Portfolio
Management, last modified April 5, accessed on September 11, 2011. Available at http:/ / strategicppm. wordpress.
com/2010/04/05/the-fbis-virtual-case-file-project-and-project-failure.
National Commission on Terrorist Attacks upon the United States. 2004. The 9/11 Commission Report: Final Report
of the National Commission on Terrorist Attacks Upon the United States. New York, NY, USA: W. W. Norton &
Company.
Office of the Inspector General. 2005. The Federal Bureau of Investigation’s Management of the Trilogy Information
Technology Project. Washington, DC, USA: United States Department of Justice. Audit Report 05-07. February
2005. Accessed on September 11, 2011. Available at http://www.justice.gov/oig/reports/FBI/a0507.
Office of the Inspector General. 2009. Sentinel Audit V: Status of the Federal Bureau of Investigation’s Case
Management System. Washington, DC, USA: U.S. Department of Justice. Audit Report 10-03. November 2009.
Accessed on September 11, 2011. Available at http://www.justice.gov/oig/reports/FBI/a1003_redacted.pdf.
Yost, P. 2012. "'Sentinel', New FBI Computer System, Finally Tracking Cases -- Years Late and Millions Over
Budget." Washington, DC, USA. Accessed on August 6, 2012. Available at http:/ / www. huffingtonpost. com/
2012/07/31/sentinel-fbi_n_1725958.html.
Primary References
None.
Additional References
Goldstein, H. 2005. "Who Killed the Virtual Case File?" IEEE Spectrum. September. Accessed at September 11,
2011. Available at http://spectrum.ieee.org/computing/software/who-killed-the-virtual-case-file.
Testimony before the Subcommittee on Commerce, Justice, State and the Judiciary, U.S. Senate Committee on
Appropriations, February 3, 2005 (statement of Arnold Punaro, Executive Vice President, Science Applications
International Corporation).
This article describes an example of where systems thinking led to a much more practical solution to a common
problem. For addition information, refer to Systems Thinking.
This article is excerpted and condensed from Johnson, Steven. 2010. Where Good Ideas Come From: The Natural
History of Innovation. New York: Riverhead Books. pp. 25-28.
Background
In the late 1870s a Parisian obstetrician named Stephane Tarnier was visiting the Paris Zoo where they had farm
animals. While there he conceived the idea of adapting a chicken incubator to use for human newborns, and he hired
“the zoo’s poultry raiser to construct a device that would perform a similar function for human newborns.” At the
time infant mortality was staggeringly high “even in a city as sophisticated as Paris. One in five babies died before
learning to crawl, and the odds were far worse for premature babies born with low birth weights.” Tarnier installed
his incubator for newborns at Maternité de Paris, and embarked on a quick study of five hundred babies. “The results
shocked the Parisian medical establishment: while 66 percent of low-weight babies died within weeks of birth, only
38 percent died if they were housed in Tarnier’s incubating box. … Tarnier’s statistical analysis gave newborn
incubation the push that it needed: within a few years the Paris municipal board required that incubators be installed
in all the city’s maternity hospitals.” …
Purpose
“Modern incubators, supplemented with high-oxygen therapy and other advances, became standard equipment in all
American hospitals after the end on World War II, triggering a spectacular 75 percent decline in infant mortality
rates between 1950 and 1998.”… “In the developing world, however, the infant mortality story remains bleak.
Whereas infant deaths are below ten per thousand births throughout Europe and the United States, over a hundred
infants die per thousand (births) in countries like Liberia and Ethiopia, many of them premature babies that would
have survived with access to incubators.
Challenges
But modern incubators are complex, expensive things. A standard incubator in an American hospital might cost
more than $40,000 [about €30,000]. But the expense is arguably the smaller hurdle to overcome. Complex
equipment breaks and when it breaks you need the technical expertise to fix it, and you need replacement parts. In
the year that followed the 2004 Indian Ocean tsunami, the Indonesian city of Meulaboh received eight incubators
from a range on international relief organizations. By late 2008, when an MIT professor named Timothy Prestero
visited the hospital, all eight were out of order, the victims of power surges and tropical humidity, along with the
hospital staff’s inability to read the English repair manual. The Meulaboh incubators were a representative sample:
some studies suggest that as much as 95 percent of medical technology donated to developing countries breaks
within the first five years of use.
Design for Maintainability 987
Lessons Learned
“Three years after Rosen suggested the idea, the Design that Matters team introduced a prototype device called
NeoNurture. From the outside, it looked like a streamlined modern incubator, but its guts were automotive.
Sealed-beam headlights supplied the crucial warmth; dashboard fans provided filtered air circulation; door chimes
sounded alarms. You could power the device via an adapted cigarette lighter, or a standard-issue motorcycle battery.
Building the NeoNurture out of car parts was doubly efficient, because it tapped both the local supply of parts
themselves and the local knowledge of automobile repair. These were both abundant resources in the developing
world context, as Rosen liked to say. You didn’t have to be a trained medical technician to fix the NeoNurture; you
didn’t even have to read the manual. You just needed to know how to replace a broken headlight.”
References
Works Cited
Johnson, Steven. 2010. Where Good Ideas Come From: The Natural History of Innovation. New York: Riverhead
Books. pp. 25-28.
Primary References
Johnson, Steven. 2010. Where Good Ideas Come From: The Natural History of Innovation. New York: Riverhead
Books. pp. 25-28.
Additional References
None.
This example was created as a SE example directly for the SEBoK. It describes the Advanced Automation System
(AAS), part of the Federal Aviation Administration (FAA) Advanced Automation Program. It describes some of the
problems which can occur in a complex, software intensive system program if SE is not applied.
Description
In 1981 the Federal Aviation Administration (FAA) announced the Advanced Automation Program, which was
established to modernize air traffic control (ATC) computer systems. A centerpiece of the project was the Advanced
Automation System (AAS). AAS was the largest project in FAA’s history to modernize the nation’s ATC system.
AAS would replace computer hardware and software as well as controller work stations at tower, terminal, and
en-route facilities and allow the ATC system to accommodate forecasted large increases in traffic through the use of
modern equipment and advanced software functions. (GAO 1992)
The FAA originally proposed AAS in 1982 as a project that would cost $2.5 billion and be completed in 1996.
However, substantial cost increases and schedule delays beset the AAS project over it history, caused by numerous
problems in AAS development:
• The project began with a design competition between Hughes and IBM. The competition involved numerous
extensions and took four years to complete. Analysis by the FAA and others pointed to inadequate consideration
of user expectations and improper assessment of the technology risks. (Barlas 1996)
• The FAA pushed for 99.99999% reliability, which was considered by some “more stringent than on any system
that has ever been implemented” and extremely costly. (DOT 1998)
• The program created unworkable software testing schedules - “Testing milestones were skipped or shortcutted and
new software was developed assuming that the previously developed software had been tested and performed.”
(Barlas 1996)
• There were an extraordinary number of requirements changes. For example, for the Initial Sector Suite System
(ISSS), a key component of AAS, there were over 500 requirements changes in 1990. Because of these changes,
150,000 lines of software code had to be rewritten at a cost of $242 million. (Boppana et al. 2006)
• IBM’s cost estimation and development process tracking used inappropriate data, were performed inconsistently,
and were routinely ignored by project managers. The FAA conservatively expected to pay about $500 per line of
computer code - five times the industry average. The FAA ended up paying $700 to $900 per line for the AAS
software. (Gibbs 1994)
• In 1988, FAA estimated that the AAS program - both contract and supporting efforts - would cost $4.8 billion. By
late 1993, the FAA estimated that it would cost $5.9 billion. Before the program was dramatically restructured in
1994, estimates had risen to as much as $7 billion, with key segments expected to be behind schedule by as much
8 years. In 1994, with significant cost and schedule overruns, as well as concerns about adequate quality,
usability, and reliability, the AAS program ceased to exist as originally conceived, leaving its various elements
terminated, restructured, or as parts of smaller programs. (DOT 1998)
The AAS problems could be associated with the non-use or misuse of a number of systems engineering (SE)
concepts and practices: system requirements, system architecture complexity, project planning, risk management,
change management, system analysis and design, system reliability, system integration, system verification and
system validation/testing, and management oversight.
FAA Advanced Automation System (AAS) 989
Summary
The AAS program was the centerpiece of an ambitious effort begun in the 1980s to replace the computer hardware
and software throughout the ATC system - including controller workstations, and en-route, terminal, and tower air
traffic control facilities. AAS was intended to provide new automated capabilities to accommodate increases in air
traffic. After sustaining serious cost and schedule problems, FAA dramatically restructured the program into more
manageable pieces. This action included terminating major segments of the contract. (DOT 1998)
References
Works Cited
Barlas, S. “Anatomy of a Runaway: What Grounded the AAS.” IEEE Software. 13(1): 104-106.
Boppana, K., S. Chow, O.L. de Weck, C. LaFon, S.D. Lekkakos, J. Lyneis, M. Rinaldi, Z. Wang, P. Wheeler, M.
Zborovskiy. 2006. "Can Models Capture the Complexity of the Systems Engineering Process?" Proceedings of the
International Conference on Complex Systems (ICC2006), 11-15 June 2006, Istanbul, Turkey.
DOT. 1998. Audit Report: Advance Automation System, Federal Aviation Administration. Washington, DC, USA:
Office of Inspector General, U.S. Department of Transportation.
GAO. 1992. Advanced Automation System Still Vulnerable to Cost and Schedule Problems. Washington, DC, USA:
United States General Accounting Office (GAO). GAO/RCED-92-264.
Gibbs, W.W. “Software’s Chronic Crisis.” Scientific American. September 1994.
Primary References
None.
Additional References
Britcher, Robert. 1999. The Limits of Software: People, Projects, and Perspectives. Boston: Addison Wesley.
This article describes a massive undertaking to modernize the air traffic management enterprise. The topic may be of
particular interest to those involved in air transportation whether in connection with their careers or as pilots or
passengers on airplanes. For addition information, refer to the closely related topics of Enabling Businesses and
Enterprises and Enterprise Systems Engineering.
Background
This case study presents the systems engineering and enterprise systems engineering (ese) efforts in the Next
Generation (NextGen) Air Transportation Systems by the Federal Aviation Administration (FAA 2008). NextGen is
an unprecedented effort by multiple U.S. federal organizations to transform the U.S. air transportation infrastructure
from a fragmented ground-based navigation system to a net-centric satellite-based navigation system. This project is
unique to the FAA because of its large scale, the huge number of stakeholder(s) involved, the properties of the
system of interest, and the revolutionary changes required in the U.S. Air Transportation Network (U.S. ATN)
enterprise.
A sociotechnical system like the U.S. ATN is a “large-scale [system] in which humans and technical constituents are
interacting, adapting, learning, and coevolving. In [such] systems technical constraints and social and behavioral
complexity are of essential essence”. (Darabi and Mansouri 2014). Therefore, in order to understand changes in the
U.S. ATN it was seen as necessary to view it through a lens of evolutionary adaptation rather than rigid systems
design. The U.S. ATN serves both military and commercial aircraft with its 19,782 airports, including 547 are
commercial airports. Nineteen major airlines, with more than a billion dollars in annual total revenue, along with
other 57 national and regional airlines, transport 793 million passengers and realize 53 billion revenue ton-miles.
The Air Traffic Organization (ATO) is responsible for ensuring aircraft navigation in the U.S. National Air Space
(NAS) system using a five-layer architecture. Each aircraft goes through different layers and possibly various zones
of this architecture as it takes off from an airport until its lands at another airport (Donohue and Zellweger 2001).
However, this architecture is fragmented and many issues are raised: an airplane’s path through its route is not
optimized, and the path may change its direction from one zone to another, the destination airport’s capacity is
limited by the current regulations of minimum aircraft separation distance due to navigation limitations, the real-time
weather information is not integrated into the system, and communications are mainly voice-based, etc.
In NextGen major changes to the U.S. ATN design are planned. As already stated, the navigation system will be
changed from ground-based communication to satellite-based navigation. The current fragmented architecture will
be integrated into a seamless net-centric information system in which the digital communication will replace the
current voice communications. Moreover, weather information will be assimilated into decision making and
planning across the system.
Federal Aviation Administration Next Generation Air Transportation System 991
Purpose
The FAA’s purpose is “to provide the safest, most efficient aerospace system in the world”. Toward this end the
NextGen project is aimed at enhancing the U.S.’s leadership position in air transportation.
During the last three decades the demand for air transportation shows exponential growth. In just one decade from
1995 to 2005 this demand showed a 44% percent increase. Therefore, the change in infrastructure was inevitable.
Moreover, 9/11 attacks on the U.S. ATN emphasized this need for change. The combination of a requirement for a
safer and more secure network and increasing demand was the motivation for President Bush to enact the Vision
100-Century of Aviation Reauthorization Act on 2003. A major part of this Act was to revolutionize the U.S. ATN
by means of the NextGen project. The first integration plan of the project was released in 2004, and the project is
estimated to continue until 2025.
The demand behavior of the U.S. ATN shows diverse degrees of congestion among airports. Although there are
multitudes of airports in the system, the top 35 most congested airports carried more than 60% of the total traffic
consistently during the period of 2000 to 2008. Because the growth of the network demand is not proportional, the
demand in congested airports will be even higher.
A study by the Joint Planning and Development Office (JPDO) shows that flight delays in the current network will
cause $6.5 billion of economic loss until 2015, and $19.6 billion until 2025. By implementing NextGen the delays
are estimated to be reduced by 38% until 2020. Moreover, aircraft CO2 emissions are a major part of environmental
pollution in crowded cities; these will be reduced by 14 million metric tons by 2020. The current level of jet fuel
usage is also a known problem because of increasing fuel prices. The NextGen project will improve fuel usage by
1.4 billion gallons cumulative through 2020.
NextGen is pursuing multiple goals to retain the U.S. leadership in aviation, to expand the U.S. ATN capacity, to
continue to ensure safety, to increase environment protection, to help ensure national air defense, all generally
helping to increase the nation’s security (JPDO 2007a).
Eight general capabilities are defined in conducting this mission: (1) network-enabled information access, (2)
performance-based operations and services, (3) weather assimilated into decision making, (4) layered adaptive
security, (5) positioning, navigation, and timing (PNT) services, (6) aircraft trajectory-based operations (TBO), (7)
equivalent visual operations (EVO), and (8) super-density arrival/departure operations.
To create the desired capabilities, general areas of transformations are defined as air traffic management operations,
airport operations and infrastructure services, net-centric infrastructure services, shared situational awareness
services, layered and adaptive security services, environmental management services, safety management services,
and performance management services. The detailed changes in each area are discussed in Concept of Operations for
NextGen (JPDO 2007a).
Challenges
An instructive part of this case study is observing evolution in understanding challenges from initial steps of the
project through current efforts for delivering it. As an overall conclusion, the perspective on challenges shifted from
technical problems and intra-organizational issues to more enterprise-wide issues.
The NextGen Implementation Plan 2008 discussed the following challenges (FAA 2008):
• performance analysis, to understand and assess operational capabilities
• policy, to balance responsibility between humans and automation, for environmental management processes, and
for global harmonization strategies
• acquisition workforce staffing
• environmental planning, to resolve conflicts with local environmental constraints
• security
Federal Aviation Administration Next Generation Air Transportation System 992
• transition from current ground-based navigation to automatic dependent surveillance – broadcast (ADS-B)
technology.
A more recent report on Targeted NextGen Capabilities for 2025 (JPDO 2011) highlights the effect of the
multi-stakeholder nature of the project on raising additional challenges. Achieving Interagency Collaboration is the
first issue, which is important in implementing security, safety, policy making, and technological advancement.
Increasing capacity, reducing delay and protecting the environment are the main three promises of the NextGen
project. However, reaching the defined high standards is not an easy task. A major part of this challenge is
integrating new technologies into legacy systems, aircraft, airports, facilities, and organizations. Airlines and general
aviation pilots resist the expense of additional avionics and communications equipment, even though it bolsters the
common good of air travel.
Maintaining airports and airspace security requires coherent and harmonious work of multiple U.S. agencies. The
core of this challenge is not just changing the technology but also the processes, organizational structures, and
enterprises to meet the new requirements of security.
Moreover, the need for greater information sharing in this net-centric environment is a challenge. The current culture
of limited information sharing in which inter-organizational and intra-organizational information is strictly divided
creates tension in a seamless information sharing infrastructure. In addition to that, the responsibility of generating,
sharing, and utilizing useful information should be addressed in advance to avoid costly mistakes.
Verification and validation of NextGen deliverables is a major issue. The traditional systems engineering methods of
verification and validation are tailored for testing an isolated system, while by definition a project like NextGen
requires new methodologies of verification and validation beyond the scope of one system. The knowledge and
experience of advancement in systems engineering in this area can be of priceless value for future projects.
Balance between human decision-making and automation is required to ensure a correct policy for increasing traffic
and safety concerns. Changes in both human resource and technological facilities are required to effectively address
this challenge.
The support of local communities is essential to facilitate development of the U.S. ATN and its physical
infrastructure.
Communication, navigation, and surveillance systems in NextGen are going through major changes in terms of
capacity and technology. However, planning required backups for them in case of any emergency is an area of
challenge in developing NextGen.
The rise of Unmanned Aircraft Systems (UASs) provides significant opportunities for both military and commercial
applications. However, integrating them into the NAS and developing policing and strategies for safe and secure use
is a concern for the revolutionized U.S. ATN.
And finally realizing the benefits of NextGen is dependent on the critical mass of early adopters, similar to any
technological advancement. Therefore, the NextGen project authority requires well-defined policies for motivating
stakeholders’ participation.
Community Model (OV-1) presents a high level depiction of the NextGen community, the Operational Node
Connectivity Description (OV-2) presents the information flow among operational nodes in the system, Operational
Information Exchange Matrix (OV-3) details the description of information flow in OV-2. Other architectural views
of the system based on DoDAF are the Activity Model (OV-5) which documents activities (functions and processes),
the Operational Event/Trace Description (OV-6c) is a part of sequence and timing description of activities, the
System Functionality Description (SV-4) explains system functional hierarchies, and the Operational Activity to
System Functionality Traceability Matrix (SV-5) is specification of relationships between operational activities in
architecture and functional activities. However, a challenging part of applying this Enterprise Architecture is
transformation from legacy systems to the new NextGen. This transformation is the ultimate test for relevance and
comprehensiveness of the developed Enterprise Architecture.
Acquisition is the heart of systems engineering activities in the FAA NextGen project. As mentioned in Challenges
above, the current practice of verification of validation in systems engineering (SE) is geared toward single isolated
systems, rather than a myriad of interconnected system of systems (sos). Moreover, the capabilities of NextGen are
interdependent, and different programs rely on each other to deliver the promises. 250 unique and highly
interconnected acquisition programs are identified in the FAA’s Capital Investment Plan, and these are to be
delivered by 1820 FAA acquisition professionals. In addition, program complexity, budget uncertainty, and the
challenge of finding acquisition professionals present other problems. The experience of systems acquisition in
NextGen can provide a useful knowledge for future similar projects.
Lessons Learned
Although major portions of the FAA NextGen project are technical transformations and physical infrastructure
developments, the transformation in the aviation enterprise is important but to some degree neglected. Part of the
issue might be the fact that this transformation is beyond the responsibility and capability of FAA. However, to
accomplish NextGen’s perceived benefits it is important to realize the effects of legacy systems, and most
importantly the legacy enterprise architecture of the U.S. ATN. Many of the actual challenges in the system arose
because of this inattention.
The sequestration in the U.S. government, the Budget Control Act of 2011, has cut the project funding substantially
in recent years. As a result the project schedule and portfolio are subject to constant and wide-spread changes. The
FAA was focused on delivering Optimization of Airspace and Procedures in the Metroplex (OPAM) program which
is designed to reduce the delay, fuel consumption, and exhaust emission in busiest airports. The three areas of
Houston, North Texas, and Washington D.C. were planned to complete the design phase on 2013 and start
implementation.
Out of 700 planned ADS-B ground stations, 445 were operational on February 2013. ADS-B capability is a NextGen
descendant of current radar systems and provides situational awareness for the players in the NAS using the Global
Positioning System (GPS) and Wide Area Augmentation System (WAAS).
On the enterprise part of the project, the FAA Modernization and Reform Act of 2012 provided financial incentives
for airlines and commercial aviation manufacturers to implement the required equipment in their aircraft. These
incentives are designed to engage the air transportation community in the project and to create the critical mass of
equipped airplanes.
There are considerable practices in applying NextGen. Establishment of the JPDO made the efforts of the project
more coherent and integrated. JPDO’s main responsibility is to coordinate development of NextGen. The role of this
organization is to represent multiple stakeholders of the project, which enables it to resolve possible conflicts of
interests inside one entity. Moreover, such an organization provides a venue for technical knowledge-sharing,
creating a consensus, and making an integrated system.
Emphasizing delivery of the mid-term objectives of NextGen is another lesson of the project. It was a well-known
practice documented by Forman and Maier to establish mid-points for complex projects (Forman 2000). Developing
Federal Aviation Administration Next Generation Air Transportation System 994
a mid-level system provides the system designers an opportunity to examine their underlying assumptions, to
identify best practices and heuristics in the context of the project, and to reapply the acquired knowledge thorough
evolutionary developments. A major shift in the policy of FAA in recent years was to focus on delivering project
mid-term objectives.
There are unique characteristics of NextGen which makes it a valuable case for learning and replicating to other
complex transformation projects of sociotechnical systems. The scale of the project for infrastructure transformation
is unprecedented. The system includes legacy systems and cutting edge technology, and its performance is based on
their coherent work. The project implementation is dependent on involved participation of multiple governmental
and commercial organizations. Moreover, this case-study provides a great investigation in enterprise governance and
enterprise transformation beyond a single organization.
References
Works Cited
Darabi, H.R., and M. Mansouri. 2014. "NextGen: Enterprise Transformation of the United States Air Transport
Network," in Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering, edited by
A. Gorod et al. Boca Raton, FL, USA: CRC Press, Taylor & Francis Group.
Donohue, G.L., and A.G. Zellweger. 2001. "Air Transportation Systems Engineering." American Institute of
Aeronautics and Astronautics. 193 (1).
FAA. 2008. FAA's NextGen Implementation Plan. Federal Aviation Administration. Washington, DC, USA.
Accessed March 29, 2014. Available: http://www.faa.gov/nextgen/media/ng2008_implementation_plan.pdf.
Forman, B. 2000. "The political process and systems architecting," in The Art of Systems Architecting, 2nd ed.,
edited by M.W. Maier and E. Rechtin. Boca Raton, FL, USA: CRC Press LLC.
JPDO. 2007a. Concept of operations for the next generation air transportation system. Joint Planning Development
Office. Accessed March 29, 2014. Available: http://www.jpdo.gov/library/nextgen_v2.0.pdf.
JPDO. 2007b. Enterprise Architecture V2.0 for the Next Generation Air Transportation System. Joint Planning and
Development Office. Accessed March 29, 2014. Available: http:/ / www. jpdo. gov/ library/
EnterpriseArchitectureV2.zip.
JPDO. 2011. Targeted NextGen Capabilities for 2025. Joint Planning and Development Office. Accessed March 29,
2014. Available: http://www.jpdo.gov/library/2011_Targeted_NextGen-Capabilities_for_2025_v3.25.pdf.
Primary References
Darabi, H.R. and M. Mansouri. 2014. "NextGen: Enterprise Transformation of the United States Air Transport
Network." Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering. Gorod, A.,
B.E. White, V. Ireland, S. J. Gandhi, and B.J. Sauser. Boca Raton, FL: CRC Press, Taylor & Francis Group.
Scheduled for publication in July 2014. http:/ / www. taylorandfrancis. com/ books/ details/ 9781466502390/ .
Accessed 29 March 2014.
Federal Aviation Administration Next Generation Air Transportation System 995
Additional References
None.
This article describes a deep space mission where more forthright information exchanges between teamed but rival
agencies could have preserved the original plan as well as saved much time and money. The topic may be of
particular interest to those involved in institutional collaborations where there are vested interests in protecting rather
than sharing information.
For addition information, refer to the closely related topics of Information Management, Organizing Business and
Enterprises to Perform Systems Engineering and Fundamentals of Services.
Background
Before the “Faster, Better, Cheaper” philosophy introduced in the 1990s, the United States National Aeronautics and
Space Administration (NASA) focused on three classes of unmanned space missions. In order of increasing cost,
these were the Discovery, New Frontiers, and Flagship programs. Flagship programs typically cost more than $1B,
and included the Voyager (outer planets), Galileo (Jupiter), Cassini-Huygens (Saturn), Mars Science Laboratory
(Mars), and the James Webb Space Telescope. (Wall 2012)
The concept of the Cassini-Huygens mission was initiated in 1982 as the result of a working group formed by the
National Academy of Sciences and the European Science Foundation. This group sought opportunities for joint
space missions; several subsequent reports endorsed the working group’s concept of a Saturn orbiter coupled with a
Titan (Saturn’s largest moon) lander. (Russell 2003, p. 61)
By 1988, NASA was politically motivated to reverse earlier tensions with the European Space Agency (ESA) by
engaging in a joint mission. Cassini-Huygens was seen as a mechanism to achieve this goal, and the cooperation
between NASA and ESA helped the program survive potential budget cuts (since the U.S. was obligated to match
ESA commitments). (Russell 2003, p. 62)
NASA and ESA approved the Cassini-Huygens program, and it proceeded under a traditional management approach.
NASA built the Cassini orbiter (the largest and most complex unmanned space probe ever built) and the ESA
constructed the Huygens lander. This partition of responsibility almost led to the failure of the Titan survey portion
of the mission. Cassini (which would conduct a variety of scientific surveys of the Saturn planetary system) was
expected to relay transmissions from Huygens to NASA’s Deep Space Network (DSN); however, the interface
between the lander and orbiter was not well-managed and erroneous assumptions about how the orbiter/lander
system would behave after separation nearly doomed the Titan exploration portion of the mission. (Oberg 2004)
How Lack of Information Sharing Jeopardized the NASA/ESA Cassini/Huygens Mission to Saturn 996
Purpose
The intent of the Titan survey portion of the Cassini-Huygens mission was that the Huygens lander would separate
from the Cassini orbiter and commence a one-way, 2.5 hour descent into Titan’s atmosphere. Its modest transmitter
would send data back to the orbiter, which would relay the information to Earth. (Oberg 2004, p. 30) This effectively
made the radio link between the two spacecraft a single point of failure (SPOF) and one that was not well
characterized.
Alenia Spazio SpA, the Italian communications vendor that built the radio system, overlooked the Doppler shift
(approximately 38 kHz) (Oberg, 2004, p. 31) that would occur when Huygens separated from Cassini and began its
descent (Oberg 2004, p. 38). The communications protocol was binary phase-key shifting: “[the] transmission system
represents 1s and 0s by varying the phase of the outgoing carrier wave. Recovering these bits requires precise timing:
in simple terms, Cassini’s receiver is designed to break the incoming signal into 8192 chunks every second. It
determines the phase of each chunk compared with an unmodulated wave and outputs a 0 or a 1 accordingly”.
(Oberg 2004, p. 31) The receiver was appropriately configured to compensate for the Doppler shift of the carrier
wave but would be unable to adjust for the Doppler shift of the encoded data. “In effect, the shift would push the
signal out of synch with the timing scheme used to recover data from the phase-modulated carrier.” (Oberg 2004, p.
33) Therefore, the communications system would be unable to decode the data from the lander and would then relay
scrambled information to NASA. Because of the failure mechanism involved, the data would be completely
unrecoverable.
Both Cassini and Huygens had been tested before launch; however, none of the testing accurately reflected the
Doppler shift that would be experienced at this critical phase of the mission. An opportunity to conduct a full-scale,
high-fidelity radio test was ignored due to budget constraints; the testing would have required disassembly and
subsequent recertification of the probes. (Oberg, 2004, p. 30) Correcting this latent issue would have been trivial
before the spacecraft were launched (via a minor firmware upgrade); (Oberg 2004, p. 33) once they were on the way
to Saturn any corrective action would be severely limited and expensive.
Once the mission was underway, the probe coasted along its seven-year trajectory to Saturn and its moons. Claudio
Sollazzo, the ESA ground operations manager, was uncomfortable with the untested communications system. He
tasked Boris Smeds, an engineer with radio and telemetry experience, with finding a way to test the communications
system using an Earth-generated signal. (Oberg 2004, p. 30)
Smeds spent six months developing the test protocols that would use Jet Propulsion Laboratory (JPL) ground
stations and an exact duplicate of Huygens. Simulated telemetry would be broadcast from Earth to Cassini and
relayed back; the test signal would vary in power level and Doppler shift to fully exercise the communications link
and accurately reflect the anticipated parameters during Huygens’s descent into Titan’s atmosphere. (ESA 2005)
Challenges
Smeds faced opposition to his test plans from those who felt it was unnecessary, but ultimately prevailed due to
support from Sollazzo and Jean-Pierre Lebreton, the Huygens project scientist. More than two years after the mission
was launched, Smeds traveled to a DSN site in California to conduct the test. (Oberg 2004, p. 31)
A test signal was broadcast, received by Cassini, re-transmitted to the DSN site, and relayed to ESA's European
Space Operation Centre (ESOC) in Darmstadt, Germany for analysis. Testing had to be conducted when the orbiter
was in the correct relative position in the sky; it was more than a quarter of a million miles away with a signal
round-trip time of nearly an hour. The test immediately exposed an issue; the data stream was intermittently
corrupted, with failures not correlated to the power level of the test signal. The first of two days of testing concluded
with no clear root cause identified. (Oberg 2004, p. 31)
Even though the probe was far from its ultimate destination, many science teams were competing for time to
communicate with it using the limited bandwidth available. The communications team would not be able to conduct
How Lack of Information Sharing Jeopardized the NASA/ESA Cassini/Huygens Mission to Saturn 997
another set of trials for several months. Smeds diagnosed the root cause of the problem; he felt it was the Doppler
shifts induced in the simulated signal. However, the test plan did not include unshifted telemetry (an ironic
oversight). He modified his test plan overnight and shortened the planned tests by 60%; this recovered sufficient
time for him to inject an unshifted signal into the test protocols. (Oberg 2004, p. 32)
This unshifted signal did not suffer from the same degradation; however, other engineers resisted the diagnosis of the
problem. Follow-up testing using probe mockups and other equipment ultimately convinced the ESA of the issue;
this took an additional seven months. (Oberg 2004, p. 33)
By late 2000, ESA informed NASA of the latent failure of the communications link between Cassini and Huygens.
Inquiry boards confirmed that Alenia Spazio had reused timing features of a communications system used on
Earth-orbiting satellites (which did not have to compensate for Doppler shifts of this magnitude). (Oberg, 2004, p.
33) In addition, because NASA was considered a competitor, full specifications for the communications modules
were not shared with JPL. The implementation of the communications protocols was in the system’s firmware; trivial
to correct before launch, impossible to correct after. (ESA 2005)
A 40-man Huygens Recovery Task Force (HRTF) was created in early 2001 to investigate potential mitigation
actions. Analysis showed that no amount of modification to the signal would prevent degradation; the team
ultimately proposed changing the trajectory of Cassini to reduce the Doppler shift. (ESA 2005) Multiple studies were
conducted to verify the efficacy of this remedy, and it ultimately allowed the mission to successfully complete the
Titan survey.
Lessons Learned
The near-failure of the Cassini-Huygens survey of Titan was averted because a handful of dedicated systems
engineers fought for and conducted relevant testing, exposed a latent defect, and did so early enough in the mission
to allow for a recovery plan to be developed and executed. Root causes of the issue included politically-driven
partitioning, poor interface management, overlooked contextual information, and a lack of appreciation for
single-points-of-failure (SPOFs).
The desire to use a joint space mission as a mechanism for bringing NASA and ESA closer together (with the
associated positive impact in foreign relations) introduced an unnecessary interface into the system. Interfaces must
always be managed carefully; interfaces between organizations (particularly those that cross organizational or
political borders) require extra effort and attention. Boeing and Airbus experienced similar issues during the
development of the Boeing 787 and A380; international interfaces in the design activities and supply chains led to
issues:
…every interface in nature has a surface energy. Creating a new surface (e.g., by cutting a block of
steel into two pieces) consumes energy that is then bound up in that surface (or interface). Interfaces in
human systems (or organizations), a critical aspect of complex systems such as these, also have costs in
the effort to create and maintain them. Second, friction reduces performance. Carl von Clausewitz, the
noted military strategist, defined friction as the disparity between the ideal performance of units,
organizations, or systems, and their actual performance in real-world scenarios. One of the primary
causes of friction is ambiguous or unclear information. Partitioning any system introduces friction at
the interface. (Vinarcik 2014, p. 697)
Alenia Spazio SpA’s unclear understanding of the Doppler shift introduced by the planned relative trajectories of
Huygens and Cassini during the Titan survey led it to reuse a component from Earth-orbiting satellites. Because it
considered NASA a competitor and cloaked details of the communications system behind a veil of propriety, it
prevented detection of this flaw in the design phase. (Oberg 2004, p. 33)
Because NASA and ESA did not identify this communication link as a critical SPOF, they both sacrificed pre-launch
testing on the altar of expediency and cost-savings. This prevented detection and correction of the flaw before the
mission was dispatched to Saturn. The resource cost of the later analysis and remedial action was non-trivial and if
sufficient time and reaction mass had not been available the mission would have been compromised. It should be
noted that a number of recent spacecraft failures are directly attributable to SPOFs (notably, the Mars Polar Lander
(JPL 2000) and the Genesis sample return mission (GENESIS, 2005)). Effective SPOF detection and remediation
must be a priority for any product development effort. More generally, early in the development process, significant
emphasis should be placed on analyses focused on what might go wrong (“rainy day scenarios”) in addition to what
is expected to go right (“sunny day scenarios”).
The success of the Huygens survey of Titan was built upon the foundation established by Boris Smeds by identifying
the root cause of the design flaws in a critical communications link. This case study underscores the need for clear
contextual understanding, robust interface management, representative testing, and proper characterization and
management of SPOFs.
How Lack of Information Sharing Jeopardized the NASA/ESA Cassini/Huygens Mission to Saturn 999
References
Works Cited
Evans, B. 2003. "The Galileo Trials." Spaceflight Now. Available: http:/ / www. spaceflightnow. com/ galileo/
030921galileohistory.html.
GENESIS. 2005. "GENESIS Mishap Investigation Board Report Volume I." Washington, DC, USA: National
Aeronautics and Space Administration (NASA).
JPL. 2000. "Report on the Loss of the Mars Polar Lander and Deep Space 2 Missions." Special Review Board.
Pasadena, CA, USA: NASA Jet Propulsion Laboratory (JPL).
ESA. 2005. "Modest Hero Sparks Team Response." European Space Agency. Available: http:/ / www. esa. int/
Our_Activities/Operations/Modest_hero_sparks_team_response.
Oberg, J. 2004. "Titan Calling: How a Swedish engineer saved a once-in-a-lifetime mission to Saturn's mysterious
moon." IEEE Spectrum. 1 October 2004, pp. 28-33.
Renzetti, D.N. 1995. "Advanced Systems Program and the Galileo Mission to Jupiter." The Evolution of Technology
in the Deep Space Network: A History of the Advanced Systems Program. Available: http:/ / deepspace. jpl. nasa.
gov/technology/95_20/gll_case_study.html.
Russell, C. 2003. The Cassini-Huygens Mission: Volume 1: Overview, Objectives and Huygens Instrumentarium.
Norwell, MA, USA: Kluwer Academic Publishers.
Taylor, J., K.-M. Cheung, and D. Seo. 2002. "Galileo Telecommunications. Article 5." DESCANSO Design and
Performance Summary Series. Pasadena, CA, USA: NASA/Jet Propulsion Laboratory.
Vinarcik, M.J. 2014. "Airbus A380 and Boeing 787 — Contrast of Competing Architectures for Air Transportation,"
in Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering, edited by A. Gorod et
al. Boca Raton, FL, USA: CRC Press. p. 687-701.
Wall, M. 2012. "NASA Shelves Ambitious Flagship Missions to Other Planets." Space News. Available: http:/ /
www.space.com/14576-nasa-planetary-science-flagship-missions.html.
Primary References
None.
Additional References
None.
This article describes a remarkable engineering feat with vast scientific benefits and implications. The topic may be
of particular interest to those facing formidable systems engineering challenges where one might thrive on a
thoughtful blend of humility and optimism. For addition information, refer to the links provided in Section V.
Lessons Learned below.
Background
The Hubble Space Telescope (HST) Case Study was developed by the United States Air Force Center for Systems
Engineering (AF CSE) located at the Air Force Institute of Technology (AFIT). The AF CSE was tasked to develop
case studies focusing on the application of systems engineering principle s within various aerospace program s. The
HST study (Mattice 2005) is one of four initial case studies selected by AFIT for development in support of systems
engineering graduate school instruction. The cases are structured using the Friedman-Sage framework (Friedman and
Sage 2003; Friedman and Sage 2004, 84-96), which decomposes a case into contractor, government, and shared
responsibilities in the following nine concept areas:
1. Requirements Definition and Management
2. Systems Architecture Development
3. System/Subsystem Design
4. Verification/Validation
5. Risk Management
6. Systems Integration and Interfaces
7. Life Cycle Support
8. Deployment and Post Deployment
9. System and Program Management
The case study provides a useful example of the rising cost of defect correction through successive life cycle phases,
demonstrating how an error (in test fixture specification) that could have been fixed for $1,000 at the design stage, or
detected and fixed with a $10 million investment in an end-to-end test of the telescope on the ground, ended up
costing $1 billion to fix when the system was in service.
Purpose
The Hubble Space Telescope (HST) is an orbiting astronomical observatory operating in the spectrum from the
near-infrared into the ultraviolet. Launched in 1990 and still operational, HST carries and has carried a wide variety
of instruments producing imaging, spectrographic, astrometric, and photometric data through both pointed and
parallel observing programs. Over 100,000 observations of more than 20,000 targets have been produced for
retrieval. The telescope is well known as a marvel of science. This case study hopes to represent the facet of the HST
that is a marvel of systems engineering, which, in fact, generated the scientific research and observation capabilities
now appreciated worldwide.
Viewed with the clarity that only time and hindsight provide, the HST program certainly represents one of the most
successful modern human endeavors on any scale of international scope and complex ity. As a systems engineering
project the HST had to respond to requirement s from the diverse international scientific community at a time when
NASA was implementing a different research-development-acquisition philosophy and process than what was
predominately being using in most major government acquisition programs. As with most other large programs,
powerful influences outside the systems engineering process itself became issues that HST systems engineer s in
Hubble Space Telescope 1001
Challenges
The story of how this remarkable capability came to be is a story of the complicated interactions of a systems
engineering process, which we like to believe we understand, with equally demanding political, budgetary, and
institutional processes we often fail to understand or comprehend at the time they occur. In the final analysis, these
processes are inseparable and integral to attaining program success. The challenge to modern systems engineers is to
fully embrace the discipline of the systems engineering process while at the same time learning how to continue to
practice it in spite of inevitable external influences and instabilities that often cannot be anticipated.
Major differences revolved around the nature and needs of a very different HST “customer” or user from most DoD
systems. The HST had to respond to requirements from the diverse international scientific community instead of
from DoD’s combatant commands. In addition, at the time, NASA implemented a different
research-development-acquisition philosophy and process than the DoD Acquisition Management Framework
described in the DoD 5000 series acquisition reforms. As with most other large programs, powerful influences
outside the systems engineering process itself became issues that HST systems engineers in effect had to
acknowledge as integral to their overall system/program/engineering management responsibility.
Lessons Learned
Five learning principles (LPs) were derived that address the more broadly applicable areas of systems engineering
knowledge. These five LPs inform the areas of the SEBoK that are most strongly related to the case study. The five
areas are:
• stakeholder requirements definition (LP1);
• planning (pre-program trade studies) (LP2);
• system integration (LP3);
• life cycle model management (LP4); and
• risk management (LP5).
A synopsis of the HST Learning Principles (LPs) are as follows:
Stakeholder Requirements Definition LP1: Early and full participation by the customer/user throughout the
program is essential to success. In the early stages of the HST program the mechanism for involving the customer
was not well defined. The user community was initially polarized and not effectively engaged in program definition
and advocacy. This eventually changed for the better, albeit driven heavily by external political and related national
program initiatives. Ultimately, institutionalization of the user’s process for involvement ensured powerful
representation and a fundamental stake and role in both establishing and managing program requirements. Over time,
the effectiveness of “The Institute” led to equally effective user involvement in the deployment and on-orbit
operations of the system as well.
Hubble Space Telescope 1002
Planning LP 2: The use of Pre-Program Trade Studies (e.g. “Phased Studies” or “Phased Project Planning”) to
broadly explore technical concepts and alternatives is essential and provides for a healthy variety of inputs from a
variety of contractors and government (NASA) centers. These activities cover a range of feasibility, conceptual,
alternative and preliminary design trades, with cost initially a minor (later a major) factor. In the case of HST,
several NASA Headquarters and Center organizations funded these studies and sponsored technical workshops for
HST concepts. This approach can promote healthy or unhealthy competition, especially when roles and
responsibilities within and between the participating management centers have not yet been decided and competing
external organizations use these studies to further both technical and political agendas. NASA Center roles and
missions can also be at stake depending on political and or budgetary realities. The systems engineering challenge at
this stage is to “keep it technical, stupid!”
Systems Integration LP 3: A high degree of systems integration to assemble, test, deploy, and operate the system is
essential to success and must be identified as a fundamental program resource need as part of the program baseline.
For HST, the early wedding of the program to the Shuttle, prior NASA and NASA contractor experience with
similarly complex programs, such as Apollo, and the early requirement for manned, on-orbit servicing made it hard
not to recognize this was a big systems engineering integration challenge. Nonetheless, collaboration between
government engineers, contractor engineers, as well as customers, must be well defined and exercised early on to
overcome inevitable integration challenges and unforeseen events.
Life Cycle Models LP 4: Life Cycle Support planning and execution must be integral from day one, including
concept and design phases. The results will speak for themselves. Programs structured with real life cycle
performance as a design driver will be capable of performing in-service better, and will be capable of dealing with
unforeseen events (even usage in unanticipated missions). HST probably represents a benchmark for building in
system sustainment (reliability, maintainability, provision for technology upgrade, built-in redundancy, etc.), while
providing for human execution of functions (planned and unplanned) critical to servicing missions. With four
successful service missions complete, including one initially not planned (the primary mirror repair), the benefits of
design-for-sustainment, or life cycle support, throughout all phases of the program becomes quite evident. Without
this design approach, it is unlikely that the unanticipated, unplanned mirror repair could even have been attempted,
let alone been totally successful.
Risk Management LP 5: For complex programs, the number of stakeholders (government and contractor) demands
that the program be structured to cope with high risk factors in many management and technical areas
simultaneously. The HST program relied heavily on the contractors (especially Lockheed Missiles and Space
Company (LMSC) and Perkin-Elmer (P-E)), each of which “owned” very significant and unique program risk areas.
In the critical area of optical systems, NASA depended on LMSC as the overall integrator to manage risk in an area
where P-E was clearly the technical expert. Accordingly, NASA relied on LMSC and LMSC relied on P-E with
insufficient checks, oversight, and independence of the quality assurance function throughout. While most other risk
areas were no doubt managed effectively, lapses here led directly to the HST’s going to orbit with the primary mirror
defect undetected, in spite of substantial evidence that could have been used to prevent this.
Hubble Space Telescope 1003
References
Works Cited
Friedman, G.R. and A.P. Sage. 2003. Systems Engineering Concepts: Illustration Through Case Studies. January 19,
2003. Accessed in September 2011. Available at: http:/ / www. afit. edu/ cse/ docs/ Friedman-Sage%20Framework.
pdf.
Friedman, G. and A. Sage. 2004. “Case Studies of Systems Engineering and Management in Systems Acquisition.”
Systems Engineering. 7(1): 84-96.
Mattice, J. “Hubble Space Telescope Case Study." Ft. Belvoir, VA: Defense Acquisition University (DAU). Last
modified May 2, 2005. Accessed on November 27, 2012. Available at https:/ / acc. dau. mil/ adl/ en-US/ 37600/ file/
9105/Hubble%20Space%20Telescope%20SE%20Case%20Study%20-%20JJ%20Mattice.pdf.
Primary References
None.
Additional References
None.
Background
As is shown in this case study, NwHS is an adaptive and reconfigurable system that exists within a framework of
policies, rules, regulations, and agreements. The NwHS is analyzed using each of the four provisioning paradigms in
SEBoK Part 4: product system engineering; service system engineering; enterprise system engineering; and system
of systems engineering.
NwHS encompasses the Columbia River and its tributaries. The headwaters of the Columbia are in the Rocky
Mountains of British Columbia, Canada. The river flows south into the United States and then east to west; it forms
the north-south border between the states of Washington and Oregon in the U.S. and empties into the Pacific Ocean
near Astoria, Oregon. The Columbia River drainage basin (Columbia and tributaries) is roughly the size of France
and extends across seven U.S. states and British Columbia (Col 2016).
The Columbia River has 14 hydroelectric dams (hydro dams) on its main stem. In total, there are more than 250
hydro dams in the Columbia River Basin, each of which has a generating capacity of five or more megawatts of
electricity. The NwHS produces approximately one-third of all hydroelectric power generated in the United States -
Northwest Hydro System 1004
more than any other North American hydroelectric system. The amount of electrical power generated by the NwHS
fluctuates between 50% and 75% of all electricity used in the Northwest; other sources include coal, natural gas,
nuclear, wind, and solar. Excess electrical energy generated by NwHS is sold to other electrical grids. There are
more small hydro dams than large dams. Small hydro dams have a generating capacity of 100 kilowatts to 30
megawatts; large hydro dams have a capacity of more than 30 megawatts. In addition, there are numerous micro
dams that each can generate fewer than 100 kilowatts. Most micro dams provide power to isolated homes or small
communities but some are elements of the NwHS and sell power to utilities (DOE 2016). Utility companies own
some of the dams, some are locally and privately owned, and some are owned and operated by federal agencies.
The Bonneville Power Administration (BPA) provides about one-third of the electrical power generated by NwHS
and used in the Northwest; BPA is a federal nonprofit agency – it is part of the U.S. Department of Energy. It is
self-funded and covers its costs by selling electrical power generated by 31 federal hydro dams in the Columbia
River Basin. The U.S. Army Corps of Engineers and the Bureau of Reclamation operate the dams.
The Bureau of Reclamation also operates a network of automated hydrologic and meteorologic monitoring stations
located throughout the Northwest. This network and its associated communications and computer systems are
collectively called Hydromet. Remote data collection platforms transmit water and environmental data via radio and
satellite to provide near-real-time water management capabilities. Other information, as available, is integrated with
Hydromet data to provide timely water supply status for river and reservoir operations (USBR 2016).
Distinguishing characteristics of individual hydro dams are their capacity to generate electrical energy and their
physical structure. Several factors contribute to the differences in generating capacity of hydro dams: the number of
turbines/generators; the flow rate of a river or tributary; the amount of elevation that water falls in order to spin the
turbines; and environmental factors such as providing for fish passage and regulating water flow to provide irrigation
water and maintain downstream ecosystems.
Dam structures include storage dams, run-of-river dams, and pumped storage dams (DOE 2016). A storage dam
retains water in a reservoir for future use. A run-of-river dam harvests the energy in a river as it flows through the
dam but does not impede the flow. Pumped storage dams use generated electricity to pump water back up to a
storage reservoir during times of low demand for use during times of high demand. Pumped storage dams are not
common in the NwHS.
Purpose
NwHS has three primary goals (NwHS 2016):
1. To provide most of the Northwest’s “firm-energy” needs.
2. To maximize “non-firm” energy production.
3. To maintain the ecological environment.
Firm energy is the amount of electricity the Northwest will need each year. Planners rely on NwHS and other
sources to produce enough firm energy to ensure that sufficient electricity will be generated to meet estimated needs
(energy sources include hydroelectric, nuclear, coal, natural gas, solar, and wind). NwHS “firm energy” is the amount
of electricity than can be generated by NwHS when the amount of available water is at a historical low, thus
guaranteeing the amount of energy the NwHS can provide.
Non-firm energy is the electricity generated when the annual hydrologic cycle makes more water available for power
generation than in a historically low-water year. Non-firm electricity generated by hydro dams is generally sold at a
lower price than the alternatives of electricity generated by nuclear, coal, or natural gas thus making it more
attractive to customers. Excess non-firm electricity is also sold to interconnected regional grids when the demand on
those grids exceeds supply.
Other goals for NwHS include flood control, navigation, irrigation, and maintaining the water levels of all reservoirs.
Northwest Hydro System 1005
Challenges
The NwHS is a large, complex system that has many challenges to be met.
NwHS hydro dams have varying design details (e.g., the types of turbines, generators, control systems, and fish
passage facilities used). This makes routine maintenance, retrofitting, and other sustainment issues unique for each
dam.
Safety and security (both physical and cyber) are common challenges for all dams; cyber security is a growing
concern. Smaller dams, having fewer resources, may be more susceptible to cyber attacks than larger ones. It has
been reported that on 12 occasions in the last decade hackers gained top-level access to key power networks (HLS
2010) (Cyber 2015).
Run-of-river hydro dams do not store water. They may not be able to meet their firm energy commitments when
rivers are lower than anticipated and flowing slowly.
The ways in which electricity generated by a dam is transmitted and sold to utilities and large industrial customers
varies widely. For instance, the Bonneville Power Administration transmits and sells power generated by federal
dams. Non-federal operators must manage transmission and sale of power produced by their dams.
Depending on factors such as size, structure, location, and ownership of each dam, a large number of policies,
regulations, and agreements have dramatically different effects on how dams are operated.
Some of the most contentious environmental issues are associated with maintaining the ecology of the rivers,
preserving salmon and other fish, and providing sufficient irrigation water while preserving sufficient reservoir water
to meet firm-energy demands (Speakout 2016).
Preserving the salmon population endangered by dams is a continuing challenge. Salmon populations have been
depleted because dams impede the return of salmon to upstream spawning beds. Native Americans advocate for their
traditional fishing rights, which conflict with governmental policies intended to maintain healthy salmon populations
in the Columbia River Basin (Impact 2016). The National Marine Fisheries Service has recently declared that salmon
recovery is a higher priority than all other purposes except flood control at 14 federal dams.
Lessons Learned
NwHS is a collection of many interrelated ongoing projects that have shared common goals and shared constraints.
The unique characteristics of NwHS make it a useful case study to illustrate how the four provisioning paradigms in
SEBoK Part 4 provide essential viewpoints for analyzing large complex systems comprised of loosely coupled,
autonomous elements.
Product systems engineering allows the collection of physical and purposefully built NwHS elements and their
interconnections to be analyzed by applying systems product engineering processes and methods.
Service systems engineering supports analysis of the NwHS services provided to customers, users, farmers, ranchers,
Native Americans, and other stakeholders who rely on NwHS for those services.
Enterprise systems engineering considers the broad scope and impact of the NwHS enterprise, both positive and
negative on the northwestern United States within the context of economic, social, physical, and regulatory
environments.
System of Systems engineering applies the principles of planning, coordination, and operation to a collection of
semi-autonomous hydro dams that form the Northwest Hydro System. The complexity of adding new dams as well
as modifying and decommissioning existing dams in a seamless manner can best be understood by applying system
of systems engineering processes and methods.
Taken together, the four provisioning paradigms in SEBoK Part 4 present a comprehensive view of a very large
complex system whose many dimensions would be otherwise difficult, if not impossible, to comprehend when the
NwHS is examined using only one of the paradigms.
Northwest Hydro System 1008
References
Works Cited
Col. 2016. Columbia River. Available at https:/ / en. wikipedia. org/ wiki/ Columbia_River Accessed February 15,
2016..
Cyber. 2015. US in Fear of New Cyber Attack. Available at http:/ / www. independent. co. uk/ news/ world/
americas/
bowman-avenue-dam-us-in-fear-of-new-cyber-attack-as-dam-breach-by-iranian-hackers-is-revealed-a6782081. html
Accessed February 16, 2016.
DOE. 2016. Types of Hydropower Plants. Accessed February 16, 2016. Available. http:/ / energy. gov/ eere/ water/
types-hydropower-plants. FWEE. 2016. Foundation for Water and Energy Education. Accessed February 17, 2016.
Available: http:/ / fwee. org/ about-fwee/ about/ HLS. 2010. Dam Sector Roadmap to Secure Systems. Available at
http:/ / www. damsafety. org/ media/ Documents2/ security/ files/ DamsSectorRoadmapToSecureControlSystems.
pdf Accessed February 16, 2016.
Impact. 2016. The impact of the Bonneville Dam on Native American Culture. Available at http:/ / www2. kenyon.
edu/projects/Dams/bsc02yogg.html Accessed February 16, 2016.
NWHA. 2016. Northwest Hydroelectric Association. Available at http:/ / www. nwhydro. org/ nwha/ about/
Accessed February 17, 2016.
NwHS. 2016. How the Northwest Hydro System Works. Available: http:/ / fwee. org/ nw-hydro-tours/
how-the-northwest-hydro-system-works/Accessed February 15, 2016.
USBR. 2016. Hydromet. Available at http://www.usbr.gov/pn/hydromet/Accessed February 16, 2016.
Speakout. 2016. Stop the Hydropower Wish List Bill. Available: http:/ / act. americanrivers. org/ page/ speakout/
stop-unlockhydro-senate?source=adwords& gclid=CPTF7u3G_MoCFVE0aQodiGgMQg Accessed February 16,
2016.
Primary References
FCRPS. 2003. Federal Columbia River Power System. Available at https:/ / www. bpa. gov/ power/ pg/
fcrps_brochure_17x11.pdf Accessed February 16, 2016.
HLS. 2010. Dam Sector Roadmap to Secure Systems. Available at http:/ / www. damsafety. org/ media/
Documents2/security/files/DamsSectorRoadmapToSecureControlSystems.pdf Accessed February 16, 2016.
NWHA. 2016. Northwest Hydroelectric Association. Available: http:/ / www. nwhydro. org/ nwha/ about/ Accessed
February 17, 2016.
NwHS. 2016. How the Northwest Hydro System Works. Available: http:/ / fwee. org/ nw-hydro-tours/
how-the-northwest-hydro-system-works/.Accessed February 15, 2016.
Northwest Hydro System 1009
Additional References
FWEE1. 2016. Foundation for Water and Energy Education. Available: http:/ / www. fwee. org. Accessed February
16, 2016.
FWEE2. 2016. Overview of Hydropower in the Northwest. Available: http:/ / fwee. org/ education/
the-nature-of-water-power/overview-of-hydropower-in-the-northwest/Accessed February 16, 2016.
HP. 2016. Hydro Portal. Available at https://energypedia.info/wiki/Portal:Hydro Accessed February 16, 2016.
This example was produced as a SE example directly for the SEBoK. It describes a systems engineering approach in
the development of a sustainable National Water Management System for the Republic of Singapore. It demonstrates
the successful outcome of long term planning and a systems approach to preempt a critical water shortage. The
example is primarily based on information taken from a paper presented at the INCOSE International Symposium in
2008. (Chia 2008)
Description
When Singapore achieved independence in 1965, water supply depended on water catchment in local reservoirs and
two bilateral water agreements with its closest neighbor, Malaysia. These water agreements are registered with the
United Nations. The first agreement expired in August 2011, and the second agreement will expire in 2061
(Singapore 2012). After several failed attempts to renegotiate the extension of the first water agreement, Singapore
determined that it was necessary to achieve full water self sufficiency by 2060 in case the second water agreement
also could not be extended. An intermediate goal was to match the supply of the first water agreement before it
expired. This was achieved in several ways. In 2001, the Public Utilities Board (PUB), the national water agency
responsible for treating raw water in Singapore, was charged to also begin managing wastewater and stormwater,
allowing for an integrated and holistic approach to water management.
This example examines Singapore’s water management system from a large-scale systems engineering perspective,
particularly focusing on the goals, boundaries (see Concepts of Systems Thinking), stakeholders (see Stakeholder
Needs and Requirements), and complexities involved in this type of a national system. This approach illustrates how
Systems Thinking (illustrated through causal loop diagrams) and other systems engineering tools may be used to
understand systems complexities. Concepts and methodologies of learning organizations were applied to enable
understanding of behavioral complexities. Lean thinking facilitated a long term strategic philosophy, built on the
premise of continuous improvements.
Perhaps more importantly, it shows that while systems engineering, especially the Systems Approach, is necessary
for the conceptualization and planning of such a complex system, it is not sufficient for success. It is the systemic
structures that have been put in place over decades, political will, leadership, people, and culture that make such
tasks realizable.
The supply of water in Singapore is managed in totality. Collecting rainwater, purchasing water, purifying water
utilizing reverse osmosis and desalination were all considered. Approaches included even incentivising consumers to
change their habits by making drains and canals recreational areas to encourage the public not to dispose of waste in
their drains. By managing sewage and drainage together with water, environmental considerations are taken into
Singapore Water Management 1010
account as well. By carefully adjusting organizational boundaries, Singapore has managed to reduce silo thinking
and parochial interests. The relationships between the industry innovators, government, suppliers and users, and
technology innovators create opportunities for Singapore’s water management. This demonstrates how multiple
stakeholder interests can be combined to create a viable water management solution. Continuous improvements
through the use of technology and elimination of waste, such as reducing water that is not accounted for in the
system, help to assure the sustainability of an adequate supply of water for a growing Singapore population. The
Singapore Water Management system is already in successful operation and is being studied by the Organisation for
Economic Co-operation and Development (OECD) and by other nations.
Summary
The supply of water in Singapore is managed in totality through a systems approach, i.e., water catchment, supply,
sewage and drainage. The importance of relationships between the stakeholders is also recognized. Industry
innovators, political leadership, suppliers, and consumers are all involved; the project has been able to incentivize
this diverse group to work together for a common goal, i.e., assuring the sustainability of an adequate supply of
water for Singapore into the future.
Utilizing systems engineering and taking into consideration the systemic structures and culture required has helped
Singapore achieve its first milestone of supplying its own water resources by 2010. Singapore has been able to
overcome the shortfall that would have come about with the expiry of the first water agreement with Malaysia in
2011.
References
Works Cited
Chia, A. 2008. "A Large-Scale Systems Engineering Perspective of Water Management in Singapore." Proceedings
of the 18th Annual INCOSE International Symposium, 15-19 June 2008, Utrech, The Netherlands.
Singapore Government. 2012. "The Singapore Water Story." Accessed August 2012. Available at http:/ / www. pub.
gov.sg/water/Pages/singaporewaterstory.aspx.
Primary References
None.
Additional References
Public Utilities Board. 2007. "PUB Main Website". Accessed August 2011. Available at http://www.pub.gov.sg.
Tortajada, C. 2006. "Water Management in Singapore." International Journal of Water Resources Development.
22(2): 227-240.
Background
Modern submarines are typically in service for 20 - 40 years. Submarines and their internal systems are typically
state-of-the-practice at launch, but most navies find it necessary to upgrade the ship’s combat system at least once
during the operational lifetime. The evolution of threats, technology and interoperability drives the USN to upgrade
their submarine combat systems and key components including the sonar (Fages 1998) (Ford and Dillard 2009) and
tactical control systems continuously (Jacobus and Barrett 2002).
Over the last three decades submarine combat systems have evolved from multiple independent systems (sonar,
combat control, imaging, electronic warfare, weapon control, etc.) with manual or point-to-point interfaces into
networked federations of systems (FoS). Confusingly, these component systems are often referred to as subsystems
in the literature. Typically, each new class of submarines has been equipped with a new combat system, with a
corresponding logistics and sustainment tail unique to that class.
Figure 1. SysML Block Definition Diagram of 1985 era submarine combat system composed from independent component systems with
point-to-point interfaces (SEBoK Original)
In the USN, each of these component systems has its own acquisition program, customer, and contractor team.
Starting as legacy military systems hosted on traditional military-unique computational platforms, these systems
have evolved to utilize Commercial Off-The-Shelf (COTS) computational and networking platforms, and leverage
large amounts of COTS software.
As the component systems became more tightly interconnected, the acquisition customers established and
collaboratively funded a systems engineering and integration (SE&I) program to manage the interfaces between
Submarine Warfare Federated Tactical Systems 1012
systems, manage technology insertion and the obsolescence of common COTS hardware, and to integrate and test
the production systems (Cooper, Sienkiewicz and Oliver 2006). Starting with the Virginia class, this SE&I program
was expanded to encompass both new-production and in-service submarine modernization efforts. Over time, the
combat systems of the various submarine classes were converged into variants of a single product line (Zingarelli, et
al. 2010). In addition, the independent system-to-system interfaces were rationalized where practical into common
interfaces shared between multiple systems.
Purpose
The submarine combat system SE&I program delivers an updated production baseline annually, along with product
line variants for each submarine class or subclass being built or upgraded that year. Production systems
implementing this baseline are delivered to new-build submarines, and to in-service submarines being upgraded on a
roughly six-year cycle. The common combat system product line is referred to as the Submarine Warfare Federated
Tactical Systems (SWFTS). SWFTS is deployed by the USN on submarines of the Los Angeles (SSN 688), Ohio
(SSGN 726, SSBN 730), Seawolf (SSN 21), and Virginia (SSN 774) classes, and by the Royal Australian Navy on
the Collins (SSG 73) class. SWFTS is also planned for the next-generation USN Columbia (SSBN) and RAN Future
Submarine classes. Compared to the submarine combat systems that it replaced, SWFTS significantly reduces
development, maintenance and training costs while delivering enhanced combat capabilities and facilitating the rapid
insertion of new or improved capabilities (Zingarelli, et al. 2010).
Figure 2. Contemporary submarine combat systems are networked with converged data interfaces (Produced by Lockheed Martin
for US Navy. Approved for Public Release by US Navy, #16-348, June 2016)
Submarine Warfare Federated Tactical Systems 1013
Challenges
The USN submarine fleet encompasses substantial platform variability between class, sub-classes, and even
individual ships within a sub-class. The RAN Collins class contributes additional variability. Platform variability
drives combat system variability.
SWFTS is a Federation of Systems (FoS), with each platform hosting a subset of 40 systems produced by 20
different program offices. As is common with System of Systems (SoS) and FoS, there is no central program office
that can command the compliance of all of the component system programs. Instead, the evolution of SWFTS is
executed through negotiation and consensus.
Many baselines must be produced each year: new common hardware baselines are introduced in odd years, while
new common software baselines are introduced in even years (Jacobus, Yan and Barrett 2002). In addition, multiple
incremental developmental baselines are established each year. Once the annual production baseline for the product
line is defined, variants must be developed for each submarine class or subclass built or upgraded that year (Mitchell
2012).
Like most other defense programs, the SWFTS SE&I program is under constant pressure to accomplish more with
decreasing resources. There has been steady increase in SE scope despite decreasing budgets. Program leadership
has responded in part through continuous SE process improvement. Improvements have included test automation,
changes in the requirements management processes and tools (spreadsheets to IBM® Rational® DOORS® to
OMG® SysML®), refined tooling for change management, and the DBSE to MBSE transition that is the focus of
this case study. Substantial Return on Investment (ROI) has been achieved with each major SE process or tooling
improvement (Mitchell 2014).
This analysis identified a significant number of minor differences that were all traced to errors in the DBSE products.
This validated the MBSE process, and demonstrated that while those initial MBSE baseline products were more
labor-intensive than the DBSE baseline products, the new MBSE process produced higher quality products. After
this validation, the SWFTS SE&I program switched over to MBSE as their basic process.
Since that transformation, SE process improvement has continued apace. Requirements management has moved
from DOORS to the system model in MagicDraw. As of 2016, the system model is the baseline for requirements,
architecture and the FoS design. BCR impact analysis is now performed in model, leveraging capabilities of the
toolset for automated assistance. Variants are documented in the system model as system configurations. Most SE
products are generated from system model on demand.
While the initial scope of MBSE was limited to managing the interfaces between component systems, once the
transition was successful MBSE started expanding out to encompass additional SWFTS SE&I tasks. MBSE is now
beginning to spread into the component system programs as well as the overall submarine combat system SE&I
program.
Lessons Learned
Seven learning principles (LPs) (Friedman and Sage 2005) were derived that address the more broadly applicable
areas of systems engineering knowledge, and inform the areas of the SEBoK that are most strongly related to the
case study. They are:
• Requirements traceability (LP1);
• Communications (LP2);
• Productivity (LP3);
• Quality (LP4);
• Managing Change (LP5);
• Managing variants (LP6); and
• Life cycle (LP7).
Requirements traceability LP1: MBSE improves traceability in multiple dimensions, but maintaining requirements
traceability between a traditional database and the MBSE system model can be challenging. While DOORS,
MagicDraw and Teamwork can interoperate to provide requirements management and traceability, the combination
is fragile. Without careful configuration management, synchronization can lead to database corruption. If DOORS
and Teamwork are on separate servers, maintaining the connection can run afoul of ever-evolving corporate
information assurance (IA) policies.
Requirements can be managed using the SysML language inside the system model quite effectively. This approach
can reduce the resources needed to keep the system model in sync with a traditional requirements database system
and increase overall SE productivity.
Communications LP2: Tailored SE products generated from the system model can substantially enhance
communications both within the technical team and between customer stakeholders. Graphical depictions of the
system model often communicate better to human stakeholders than massive spreadsheets and textual documents.
Further, the enhanced precision driven by modeling can reduce miscommunications between both technical and
programmatic stakeholders.
Having the architecture and design in a system model makes it affordable to generate specialized SE products on
demand for particular communications needs while keeping all SE products in concordance. Even technical
stakeholders who thought they understood the design can find new insights by looking at it in different
representations.
Productivity LP3: MBSE increases productivity by enhancing communications within the team, automation of
routine tasks and through cost avoidance. Processes used in DBSE often require substantial revision to achieve the
Submarine Warfare Federated Tactical Systems 1015
potential productivity gains of MBSE. In particular, review processes must be modified to take advantage of the
tooling.
The selected modeling tools constrain how you can practically re-engineer SE processes. Automation can replace a
great deal of routine SE work (document generation, identifying potential impacts of changes, etc.).
Developing strong modeling style guidelines and specialized representations, along with training materials to
indoctrinate new team members as they join the program, is worth the investment. MBSE does require a trained
cadre of modelers, but not all systems engineers have to become skilled modelers.
To effectively quantify the benefits of MBSE, a program needs to plan metrics collection carefully, and then stick to
the plan long enough to collect meaningful data.
Quality LP4: Much of the ROI from the MBSE transition can be in improved quality. Improving the quality of SE
products reduces latent defects in systems delivered to the customer, reducing maintenance costs and increasing
customer satisfaction
Models are less tolerant of imprecision than documents. The increased precision improves SE product quality, both
in reduced defect generation and in reduced defect escape. The automation of product generation can make
specialized SE products affordable, further enhancing system quality.
Managing change LP5: How a proposed system change is understood and executed is fundamentally different
between a model- and a document-centric approach. In the document-centric approach, the focus is on “What should
my final output look like?” In the model-based approach, the focus is on “What does this change mean to the system?
Which other parts of the system are impacted by this change?”
Change management is hard. When moving from DBSE to MBSE you need to think carefully up front about what
approach you are going to take, and then design the system model to facilitate that approach. Change management
also impacts tool selection, since different tools align better with different approaches.
Managing variants LP6: The most common process for managing variants in DBSE is ‘clone and own’, where each
new product family member takes the then-current baseline and ‘forks’ the baseline for evolution of the variant. This
makes synchronizing changes to the core baseline across the product family a very labor-intensive process. Treating
variants as deviations from a core baseline in a model greatly reduces the cost of managing variation in a product
family.
Variant management is hard. You need to think about what approach you plan to take up front, and design your
system model to accommodate it. The selected approach impacts tool selection and tailoring.
Design the system model to treat variants as deviations from the core baseline. Then changes to the core baseline are
automatically shared among all variants, and impact to product family members is limited to any impact of core
baseline change on specific variant deviations. This also facilitates commonality between variants, a key customer
goal as commonality reduces logistics and training costs.
Life cycle LP7: MBSE can be applied early or late in the product family life cycle. While most projects using MBSE
start off model-based, a program can transition to MBSE late in the life cycle.
Getting from DBSE to MBSE requires serious engineering, careful thought, planning and implementation. The
SWFTS MBSE transition required three years of investment by the customer. That time and budget was spent
primarily in designing and developing the system model and in re-engineering the SE processes.
Start the transition with carefully defined scope. Once that is accomplished you can expand the scope of MBSE from
there.
Submarine Warfare Federated Tactical Systems 1016
References
Works Cited
Cooper, Dennis J., Joan Sienkiewicz, and Mike Oliver, "System Engineering and Integration for Submarine Combat
Systems in the COTS Environment", NDIA Systems Engineering Conference, San Diego, CA, 23-26 October 2006
Fages, H I. Submarine programs: A resource sponsor’s perspective.", The Submarine Review, (July 1998): 53–59.
Ford, David N., and John T. Dillard, "Modeling open architecture and evolutionary acquisition: implementation
lessons from the ARCI program for the Rapid Capability Insertion process ", Proceedings of the Sixth Acquisition
Research Symposium: Defense Acquisition in Transition 2 (Apr 2009): 207- 235.
Friedman, G.R. and A.P. Sage, Case studies of systems engineering and management in systems acquisition."
Systems Engineering, Vol. 7, No. 1, (2004) 84-97
Jacobus, P., P. Yan, and J. Barrett, "Information management: the Advanced Processor Build (Tactical)", JOHNS
HOPKINS APL TECHNICAL DIGEST, Vol. 23, No. 4 (Jan 2002): 366-372.
Zingarelli, Mark A, Steven R. Wright, Robert J. Pallack, and Kevin C. Matto, SWFTS - System Engineering Applied
to Submarine Combat Systems,Engineering the Total Ship, Falls Church, VA, July 2010.
Primary References
Mitchell, Steven W., Efficiently Managing Product Baseline Configurations in the Model-Based System
Development of a Combat System Product Family," INCOSE International Symposium, Rome, Italy, July 2012
Mitchell, Steven W., "Transitioning the SWFTS Program Combat System Product Family from Traditional
Document-Centric to Model-Based Systems Engineering", Journal of Systems Engineering, Vol. 17, No. 2, Spring
2014
Additional References
Gibson, B., S. W. Mitchell, and D. Robinson, "Bridging the Gap: Modeling Federated Combat Systems", Third
International Conference on Model Based Systems Engineering, Fairfax, VA, Sept 2010
Mitchell, Steven W., Model-Based System Development for Managing the Evolution of a Common Submarine
Combat System," AFCEA-GMU C4I Center Symposium on Critical Issues in C4I, 18-19 May 2010
Mitchell, Steven W., Complex Product Family Modeling for Common Submarine Combat System MBSE," Third
International Conference on Model Based Systems Engineering, Fairfax, VA, Sept 2010.
Mitchell, Steven W., Efficient Management of Configurations in the Model-Based System Development of a
Common Submarine Combat System," AFCEA-GMU C4I Center Symposium on Critical Issues in C4I, 24-25 May
2011
This article describes a successful business transformation of an information technology enterprise. The topic may be
of particular interest, especially because this transformation was accomplished by a Russian company during the
republic’s fast growing economic recovery.
For addition information, refer to the closely related topics of Enabling Businesses and Enterprises and Enterprise
Systems Engineering.
Background
In 2001, the top management of the IBS company [1] in Moscow initiated a fundamental transformation to change
the company’s strategy and business model. The company was one of the biggest Russian information technology
(IT) systems integrators at that time, with about 900 employees. Annual revenues of about $80M were mainly
generated by information technology (IT) infrastructure projects (complex computing systems, multi-service
networks, etc.) and hardware and software distribution. The transformation of the company to form new capabilities
in IT services and the associated consulting area is the main topic in the case study.
During the transformation period (from 2001 to the present) IBS was represented as a set of autonomous business
units (BUs), called constituent systems, which are virtual, independent businesses with the following characteristics.
• Profit and loss reporting was required for each BU according to management accounting procedures
• BU management established and independently conducted human resources, technology, and product policy
• A centralized back-office was organized to provide supporting functions for each BU. Thus, BUs do not have
back-offices; they rely on and “pay” a corporate governing center (CGC) for these services.
A thorough enterprise system (ES) transformation was executed as a set of activities: mission analysis and
capabilities decomposition, business architecting, planning of the project program, and implementation of the new
business model.
Before and after transformation IBS was an exemplar directed system of systems (sos): the constituent BUs are
autonomous but their operations are supervised by CGC. At the same time IBS also has significant features of an
acknowledged SoS: the constituent BUs retain their independent development and sustainment approaches, and
changes in the company are based on collaboration between the CGC and each constituent; even operations of BUs
are not controlled but only supervised/governed by the CGC through “soft” recommendations and coordination.
IBS was a quite mature ES before the transformation, and it was thoroughly upgraded to form new capabilities of the
whole system as well as of the constituents.
Purpose
In 2000-2001 IBS management forecasted considerable growth of the Russian IT services and consulting market
based on the fast growing Russian economy, which was rapidly recovering from the national financial crisis of 1998.
The largest corporations started overseas expansion and borrowed from international markets to finance this growth.
IBS predicted corresponding growth in the complexity of business processes and their associated software and
hardware systems all of which should require more consulting and IT services.
Based on this forecast, management established a strategy goal to double the share of IT services and consulting
from 25% to 50% over one year; further growth in this business was planned as a long term trend.
Successful Business Transformation within a Russian Information Technology Company 1018
The consulting and IT services business is very complex technologically and organizationally and dramatically
differs from IBS’s former infrastructure focus. Thus, a fundamental transformation was required, and it was executed
during 2002.
Initially detected problems appeared as expenditures exceeding resources, slow delivery of the projects and
reworking. Later, as it was expected, new problems appeared, for example, disinterest of BUs’ managers in
developing new technologies or raising qualified employees’ motivation. All those problems were solved during
transformation and during further development.
The first step of the transformation included strategic analysis and mission-to-capabilities decomposition. Five major
capability groups to be focused on were defined. The groups and exemplar capabilities for each group are
represented at Figure 1.
Figure 1. Mission and capabilities desired. (Belov 2014) Reprinted with permission of Taylor and Francis, New York, NY. All other rights are
reserved by the copyright owner.
Challenges
All main challenges were caused by knowledge/information deficit described by three factors listed as a, b, and c
below.
a. The lack of experience in enterprise transformation (and capability based approaches, even the lack of any
textbooks or guides in those areas) was the major challenge which IBS management faced. The task to be solved did
not devolve to organizational changes (which was a well-developed and described area), but was appropriately
allocated to enterprise system or system of systems (SoS) engineering. In spite of the lack of experience it was
decided to prepare and execute the transformation based on the company’s employees without involving external
consultants. The following arguments supported the decision.
• The task to be solved was not typical, so there weren’t widely used and well tested algorithms or methods, and
there weren’t a lot of consultants experienced in exactly what was needed. So only consultants with general
experience (strategy consulting, organizational management) might be hired.
• The Russian consulting industry in 2001-2002 was not well developed, so only foreign professionals were
available. But foreign consultants would have needed to study Russian specifics; such study would have unduly
lengthened the duration and increased the cost of the transformation.
Successful Business Transformation within a Russian Information Technology Company 1019
• A joint transformation team would have to be formed, and IBS employees would have to be involved:
management would have to be interviewed and be involved in decision making. In any case all employees would
have to participate in change implementations.
• External consultants are not stakeholders; so their level of interest in helping to achieve success might not be very
high, and their output also might not be outstanding.
• Unwillingness to open professional secrets and other intellectual property issues to direct competitors were other
factors that prevented hiring of external consultants.
Thus, the final decision was to execute the transformation without involvement of external consulting resources. A
special BoU responsible for business processes development was established and an agile program management
approach was applied to handle challenges and to pursue opportunities as well as to mitigate risks.
b. A very high complexity IBS as an enterprise system or SoS. Management recognized that the company and its
environment was very complex, with a lot different agents, many constituents, and countless relationships; and that
an enterprise system or SoS might become even more complex after transformation. This complexification happened
as the company became an “extended enterprise”, the governing hierarchies weakened, and the demand for more
sophisticated relationships increased.
c. The risk of mistaken forecast of IT market development. The expected growth of the consulting and services
market might have not happened. In this case the transformation would have been senseless. This challenge
generated additional emotional stress for management.
Figure 2. “V model” of systems engineering process of the transformation. (Belov 2014) Reprinted with permission of Taylor and
Francis, New York, NY. All other rights are reserved by the copyright owner..
For each new and legacy system (Stage 3) a set of conceptual design documents was developed, describing
approaches, polices, processes, and procedures. The entire set of documents formed the business architecture
description of the company. The description connected all key areas and defined a target operation model of the
company after transformation. This architecture represented multiple views of the IBS company, and thus aptly
reflected its enterprise system or SoS nature.
Somewhat in contrast with the conventional linear systems engineering approach advocated by the V model, Stages
4-6 were conducted in parallel to save time and resources. The company’s performance (Stage 7) should be
monitored based on indicators’ measurements, and improvements should be developed and implemented (arrows
from Stage 3 to Stage 7). Such iterations have been executed in practice not only during transformation but also later,
when procedures, guides and the whole systems were updated.
Integration and interoperability of the new systems required a thorough integration of parallel development jobs. So
joint workgroups were formed of the employees at the level of low officers; and CGC played the role of integrated
workgroup at the management level. Actually, multi-level integrated workgroups were formed.
The major complexity and risks derived from the challenges described above.
The transformation team developed and used an approach which is very similar to the agile development approach to
address those risks. The following principles were used to manage the portfolio of projects in case of uncertainty and
deficit of knowledge.
• Form solutions as fast as possible (but not necessarily with pure quality) to test them in practice faster.
• Recognizing failures are unavoidable, perceive them readily and react rationally.
• In case of failure analyze the situation and find a new solution, generate changes, and update the plan.
• Work in parallel, verifying and coordinating intermediate results.
Successful Business Transformation within a Russian Information Technology Company 1021
• The schedule might be corrected and updated but should not be jeopardized by improper execution.
• Formulate and test the most critical and most questionable solutions at first.
• Start from pilot area and then expand to embrace the entire scope.
• Use high quality monitoring and a “manual control mode” for piloting and testing developing solutions but not
additional aspects to limit waste of the resources.
Following those principles including a very strong discipline of execution, a high level of the sponsorship and
all-employee involvement enabled the transformation to be completed on time without hiring consultants while
keeping and developing on-going business.
Lessons learned
IBS’s accomplishment of the mission was the major result of ES transformation. Shareholders and management
recognized that new capabilities had been formed, that the company could deliver consulting and services, sell and
execute complex projects, manage consulting resources effectively, measure its performance, and plan and forecast
financial results. Created capabilities are emergent in some sense because they are not directly related to concrete
constituents (BUs, or employee, or projects) but are realized by means of integrated end-to-end processes and
functions, which are executed in the projects by employees.
The systems organization did not dramatically change during transformation; “visible structure” was not practically
changed: no new types of business-agents appeared, existing types did not change much. Those factors did not create
new capabilities. Target capabilities were formed as the result of development and implementation of, it would seem,
auxiliary and supporting tools – new capabilities support systems. New capabilities were formed mainly by the
changes in the intangible areas of governing media, corporate culture, relations, and personnel competences; as well
as by the creation of new capabilities support systems; without considerable changes in main company’s
business-agents. (Refer to Figure 3.)
The main challenges which management faced (the lack of experience and the ambiguity of market growth forecast)
made the uncertainty factor the critical one in the transformation.
Figure 3. The results of transformation. (Belov 2014) Reprinted with permission of Taylor and Francis, New
York, NY. All other rights are reserved by the copyright owner.
References
Works Cited
Belov, M. 2014. "IBS Group, Eastern European ITS Services – Capability-Based Development for Business
Transformation," in Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering,
edited by A. Gorod et al. Boca Raton, FL, USA: CRC Press, Taylor & Francis Group.
Primary References
Belov, M. 2014. “IBS Group, Eastern European ITS Services – Capability-Based Development for Business
Transformation.” Case Studies in System of Systems, Enterprise Systems, and Complex Systems Engineering.
Gorod, A., B. E. White, V. Ireland, S. J. Gandhi, and B. J. Sauser. Boca Raton, FL: CRC Press, Taylor & Francis
Group. Scheduled for publication in July 2014. http:/ / www. taylorandfrancis. com/ books/ details/ 9781466502390/
.
Additional References
None
This example was created as a SE example directly for the SEBoK. it describes the United Kingdom West Coast
Main Line railway project and some of the problems which occurred on this project before the implementation of
SE. It also discussed the value of applying some aspects of SE, even if this is done later in the project.
This example is based on information from a report by the UK National Audit Office (NAO 2006). it also uses an
INCOSE publication on systems engineering case studies (INCOSE 2011) to help structure its conclusions.
Description
The West Coast Main Line (WCML) is a principal United Kingdom (UK) railway artery serving London, the
Midlands, the North West and Scotland. The Line is responsible for over 2,000 train movements each day, with more
than 75 million rail journeys made each year on the route. It accounts for 43% of Britain’s UK freight market
(Railway People 2011). In 1998, the British government embarked on a modernization program called the West
Coast Route Modernisation (WCRM) project, to carry out a significant volume of modernization work between 1998
and 2008, delivering increased capacity and reduced journey times as well as replacing worn-out parts of the railway.
It was challenging a job involving 640 kilometers of track—much of which was incapable of carrying high-speed rail
cars. Some sections were seriously dilapidated, and new trains would require a complete overhaul of signaling,
power supply, and switching systems.
Early on, the WCRM upgrade had serious problems. A major complicating factor was the introduction of a new
signaling technology that was designed to allow improved services for new trains running at 140 miles per hour. By
2001, neither the rail infrastructure upgrade nor the new trains were on course for delivery as expected in the 1998
agreement. By May 2002 the projection of the program’s final cost had risen from £2.5 billion (in 1998) to £14.5
billion, but had delivered only a sixth of the original scope.
In January 2002, the UK Secretary of State instructed the Strategic Rail Authority (SRA) to intervene and find a way
to renew and upgrade the WCML. An SRA analysis identified the following issues:
• The program lacked direction and leadership before 2002.
• The project did not have a delivery strategy and there was no central point for responsibility and communication.
• There was a lack of openness and communication regarding the program with interested parties before 2002 and a
lack of stakeholder management.
• Scope changes arose because WCRM did not have an agreed-upon specification that matched required outputs
with inputs.
• There was inadequate knowledge about the West Coast asset condition.
• Technology issues related to the decision to replace conventional signaling with unproven moving block signaling
introduced major risk into deliverability and cost before 2002. These technology issues caused scope changes and
program delay.
• Project management (PM) was weak, with a lack of senior management skills, too many changes in personnel,
and ill-defined and fragmented roles and responsibilities. There was no integrated delivery plan and there was
limited oversight of contractors. Poor management of contracts added to costs.
In order to remedy the situation the SRA initiated the following actions, which align with generally accepted systems
engineering (SE) practice:
• A clear direction for the project was developed and documented in the June 2003 West Coast Main Line Strategy,
specifying desired goals and outcomes.
UK West Coast Route Modernisation Project 1025
• A clear, measurable set of program outputs was established, along with more detailed infrastructure requirements,
which were then subject to systematic change control and monitoring procedures fixing scope. Contractors were
invited to tender complete detailed designs and deliver the work to a fixed price.
• Clear program governance structures were instituted.
• The SRA consulted widely with stakeholders and, in turn, kept stakeholders informed.
A National Audit Office (NAO) report concluded that the new arrangements worked well and that there were
benefits to this approach. (NAO 2006) Until this time, one of the program's key constraints and cost drivers had been
the ability to access certain areas of the track. The new approach facilitated the ability to obtain possession of the
track for engineering work, which was crucial to delivery. The new approach also enabled the program to identify
opportunities to reduce the total cost by over £4 billion.
The NAO report also discussed a business case analysis by the SRA that identified the following benefits (NAO
2006):
• benefit:cost ratio for the enhancements element was 2.5:1;
• journey times and train frequencies exceeded the targets set out in the 2003 West Coast Strategy;
• growth in passenger numbers exceeded expectations (e.g., by 2005-06, following Phase 1 of the West Coast
program, annual passenger journeys on Virgin West Coast grew by more than 20%); and
• punctuality improved (e.g., by September 2006, average time delays on Virgin West Coast trains have been
approximately 9.5 minutes, a 43% improvement on the average delay of 17 minutes in September 2004).
The WCRM problems could be associated with a number of systems engineering concepts and practices:
stakeholders requirements, planning, analysis of risks and challenges of new technology and associated risk
management, decision management, configuration or change management, information management, and
management oversight.
Summary
The WCRM project illustrates that when SE concepts and practices are not used or applied properly, system
development can experience debilitating problems. This project also demonstrates how such problems can be abated
and reversed when SE principles and methods are applied.
References
Works Cited
INCOSE Transportation Working Group. 2011. Systems Engineering in Transportation Projects: A Library of Case
Studies, version 1.0. Seattle, WA, USA: International Council on Systems Engineering. March 9th, 2011.
NAO. 2006. The Modernisation of the West Coast Main Line, Report by the Comptroller and Auditor General.
London, UK: National Audit Office. November 22, 2006. HC 22 Session 2006-2007.
Railway People. 2011. '"West Coast Route Modernisation." RailwayPeople.com website. Accessed July 25, 2011.
Available at: http://www.railwaypeople.com/rail-projects/west-coast-route-modernisation-3.html.
UK West Coast Route Modernisation Project 1026
Primary References
None.
Additional References
None.
This example was developed as a SE example directly for the SEBoK. it describes the Virginia Class submarine
sonar system project. In particular the approach taken to the development of a sonar system architecture and how this
helped in the integration of commercial off the shelf products.
Description
Prior to the Virginia class submarine, sonar systems were comprised of proprietary components and interfaces.
However, in the mid-1990s the United States government transitioned to the use of commercially developed
products - or commercial off the shelf (COTS) products - as a cost-saving measure to reduce the escalating costs
associated with proprietary-based research and development. The Virginia class submarine system design
represented a transition to COTS-based parts and initiated a global change in architectural approaches adopted by the
sonar community. The lead ship of the program, Virginia, reduced the number of historically procured parts for
nuclear submarines by 60% with the use of standardization. The Virginia class submarine sonar system architecture
has improved modularity, commonality, standardization, and reliability, maintainability and testability (RMT) over
historical sonar systems.
• Estimated maintenance training time (e.g., initial and refresh from previous system)
• Modularity
• Physical modularity (e.g., ease of system element or operating system upgrade)
• Functional modularity (e.g., ease of adding new functionality or upgrading existing functionality)
• Orthogonality
• Level to which functional requirements are fragmented across multiple processing elements and interfaces
• Level to which throughput requirements span across interfaces
• Level to which common specifications are identified
• Abstraction (i.e., the level to which the system architecture provides an option for information hiding)
• Interfaces
• Number of unique interfaces per system element
• Number of different networking protocols
• Explicit versus implicit interfaces
• Level to which the architecture includes implicit interfaces
• Number of cables in the system
• Standards-based openness
• Interface standards
• Ratio of the number of interface standards to the number of interfaces
• Number of vendors for products based on standards
• Number of business domains that apply/use the standard (e.g., aerospace, medical, and telecommunications)
• Standard maturity
• Hardware standards
• Ratio of the number of form factors to the number of line replaceable units (LRUs)
• Number of vendors for products based on standards
• Standard maturity
• Software standards
• Number of proprietary and unique operating systems
• Number of non-standard databases
• Number of proprietary middle-ware
• Number of non-standard languages
• Consistency orientation
• Common guidelines for implementing diagnostics and performance monitor/fault location (PM/FL)
• Common guidelines for implementing human-machine interface (HMI)
• Reliability, maintainability, and testability
• Reliability (fault tolerance)
• Critical points of fragility (e.g., system loading comprised of percent of processor, memory, and network
loading)
• Maintainability (e.g., expected mean time to repair (MTTR), maximum fault group size, whether the system
can be operational during maintenance)
• Accessibility (e.g., space restrictions, special tool requirements, special skill requirements)
• Testability
• Number of LRUs covered by built-in tests (BIT) (BIT coverage)
• Reproducibility of errors
• Logging/recording capability
• Whether the system state at time of system failure can be recreated
Virginia Class Submarine 1028
• Online testing (e.g., whether the system is operational during external testing and the ease of access to
external test points)
• Automated input/stimulation insertion
Other Points
The Virginia class submarine acquisition exhibited other best practices. These are discussed by Schank (2011), GAO
(2008), and General Dynamics (2002).
These best practices included stringent design trades to keep costs under control, careful consideration of technical
maturity of components, and the importance of program stability.
Summary
In summary, the work on the Virginia class submarine prompted a change in the traditional architectural approach
used in the sonar community to design submarine sonar and validated the cost savings in both research and
development (R&D) and in component costs when transitioning from proprietary interfaces to industry standard
interfaces. The identification of a list of feasible architecture evaluation metrics was an added benefit of the effort.
References
Works Cited
GAO. 2008. Defense Acquisitions: Assessment of Selected Weapon Programs Report. Washington, DC, USA: US.
Government Accountability Office (GAO). March 2009. GAO-09-326SP.
GD Electric Boat Division. 2002. The Virginia Class Submarine Program: A Case Study. Groton, CT: General
Dynamics. February, 2002.
Schank, J.F. et al. 2011. Learning from Experience, Volume 2: Lessons from the U.S. Navy's Ohio, Seawolf, and
Virginia Submarine Programs. Santa Monica, CA, USA: Rand. Available at http:/ / www. rand. org/ content/ dam/
rand/pubs/monographs/2011/RAND_MG1128.2.pdf [1]
Primary References
None.
Additional References
None.
References
[1] http:/ / www. rand. org/ content/ dam/ rand/ pubs/ monographs/ 2011/ RAND_MG1128. 2. pdf
1029
Combined Examples
Background
The TMT (Figure 1) is a next-generation ground-based extremely large telescope designed to answer key science
questions regarding the nature and composition of the Universe. At its core is a wide-field, altitude-azimuth
Ritchey-Chrétien design with a 492 segment, 30-meter diameter primary mirror (M1), a fully active secondary
mirror, and an articulated tertiary mirror. Each segment’s optical performance is sensitive to three rigid body degrees
of freedom: piston, tip, and tilt. To obtain optimal image quality, the segmented M1 must perform like a single
monolithic mirror, achieved through a multitude of controls working to co-align, co-focus, and co-phase its
segments. The APS (Figure 2) is responsible for the overall pre-adaptive optics wavefront quality, using starlight to
measure wavefront errors and align the TMT optics. Adaptive optics systems like the NFIRAOS (Figure 2) are
designed to sense real-time atmospheric turbulence and correct the telescope’s optical beam to remove its effect,
enabling diffraction-limited imaging on the ground. In LGS MCAO and NGSAO modes, this is achieved through the
use of wavefront sensors to detect laser and natural guide stars and deformable mirrors to direct the corrected
wavefront to science instruments. These opto-mechanical designs and complex controls are constrained by several
requirements that must be satisfied.
TMT International Observatory (TIO), LLC is a non-profit organization of international members, responsible for
managing the design, development, and operations of the TMT. The Jet Propulsion Laboratory (JPL) [9] participates
in the design and development of several TMT subsystems and delivers an operational APS, where TIO is
responsible for providing requirements to JPL. The APS team applies an MBSE approach to analyze requirements,
derive an architecture design, and implement a system. TIO also works with JPL to analyze the operational behavior
of NFIRAOS through modeling system-level operational scenarios (such as slew, acquisition, and dithering) with
Monte-Carlo simulations. Modeling patterns are used to capture functional and physical system characteristics,
behavior, requirements, parametric relationships, and use case scenarios. MBSE applications are motivated by
optimization to better understand TMT’s complex system behaviors.
Purpose
This article describes how MBSE is applied to the development of critical subsystems of a complex interdisciplinary
system and the benefits of this approach. While document-based artifacts are necessary throughout the development
lifecycle, complex systems engineering relies significantly on the use of models to address concerns from various
domains (e.g. mechanics, optics, controls) (Figure 3). MBSE helps to manage implicit dependencies on information
contained in these cross-domain documents, understand change impacts, analyze designs, and communicate evolving
technical baselines. Models act as the single source of authority for systems engineering information that enables
optimization through consistent and automated data exchange, enhanced analyses, and consolidating subsystem
design information into separate artifacts needed by various stakeholders.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1031
Figure 3. Landscape of Engineering Models. (Used with permission. Permission granted by Jamie Nakawatase.)
MBSE Challenges
Systems engineering (SE) is inherently challenging with concepts spanning several engineering disciplines.
Expressing these concepts in a model demands the use of flexible methodology, language, and tools. The modeler
must understand how to leverage this flexibility to rigorously specify systems with a broad range of complex design
considerations. This poses the initial MBSE challenge—the learning curve. However, this challenge is native to any
new undertaking and is overcome by hands-on experience, training, and ever-growing resources.
Another challenge is determining how to apply MBSE to meet the needs of a project. MBSE is not separate from
SE—it is an approach to achieve the fundamental goals of SE more efficiently. MBSE should not be used to
duplicate work, but instead replace efforts that can be better accomplished formally through modeling.
Engineers live in a landscape of variability among tools and information models in different domains (e.g. ALM,
PLM, CAD), which are often implicitly connected [4]. To benefit from a model-based paradigm, the models require
explicit connections. A key challenge is how to leverage data and associated models to enable cross-domain
integration.
Finally, standardization is a challenge for MBSE. A model is only effective if stakeholders can understand it.
SysML is an evolving modeling language that is becoming the dominant standard to communicate system
architectures, independent of the modeling tools that use it. However, SysML is only one of many standards that
must be applied to ensure the models can be consistently interpreted by tools and users.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1032
MBSE Approach
The MBSE approach follows the conventional SE V-process enriched by a model-based paradigm (Figure 4). The
scope of this MBSE application addresses models at L2 and L3, and requirements flow-down to L4, although the
approach can be applied to support specification and architecture design at other levels as well. Associated modeling
artifacts are created early and maintained throughout the development lifecycle.
Figure 4. JPL Model-based V Process. (Used with permission. Permission granted by Jamie Nakawatase.)
MBSE articulates the system architecture in a formal, executable model that captures structure, behavior,
requirements, and parametric relationships of system elements. Operational scenarios are defined in the model and
analyzed through system-level simulation to verify requirements and validate overall system design over an expected
range of conditions and parameters. The system model is also the authoritative source for several engineering
documents. The MBSE approach is subsequently described by its methodology, tooling infrastructure, and analysis
processes.
Methodology
The Executable Systems Engineering Method (ESEM) [1] is used to formalize requirements, specify system designs,
characterize components, and specify/run analyses. ESEM augments the Object Oriented Systems Engineering
Method (OOSEM) [2] by enabling executable models that enhance understanding, precision, and verification of
requirements through applying analysis patterns specified with various SysML diagrams. ESEM also enables
integration of supplier/customer models.
Figure 5 shows the major activities common to SE processes using OOSEM. The red circles indicate where ESEM
injects formal modeling methods.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1033
Figure 5. OOSEM activities. (Used with permission. Permission granted by Jamie Nakawatase.) [8]
ESEM is utilized to model different levels of abstraction that are analyzed using several modeling patterns as
detailed in [4]. The system-of-interest is modeled as a black box that interacts with external subsystems, such as
controls. Interactions are modeled using ports to identify operations and flows at the system-of-interest interface.
The conceptual model specifies technology-independent system components and captures their behavior. This part of
the model is used to analyze characteristics such as duration of operational scenarios. Component behavior is
captured using state machines and activity diagrams, and constraint parameters are captured in a table.
Communication across internal and external system components is accomplished through the sending and receiving
of signals through ports. This model supports production of interface control documents by querying information
sent from one component to another over ports.
The conceptual model serves as a basis to specify the realization model of the physical components. The realization
model imposes technology-dependent constraints on the design solutions. Both the conceptual (i.e. logical) and
realization (i.e. physical) models represent the “as-specified” system.
Tooling
The MBSE approach uses standard SysML language and modeling tools to minimize custom software. The
OpenMBEE community promotes an open tooling environment that provides a platform for modeling. It utilizes the
Model Management System (MMS) that can be accessed from rich SysML desktop clients like MagicDraw,
lightweight web-based clients like View Editor, computational programs like Mathematica, and other tools that
utilize RESTful web services. The MMS also provides the basic infrastructure for search, relation management,
versioning, workflow, access control, content flexibility, web applications support, web-based API access, and
multi-tool/repository integration across engineering and management disciplines.
Figure 6 shows the integration of model artifacts produced by MMS, View Editor, and MagicDraw. System models
are constructed, queried, and rendered following the view and viewpoint paradigm [3] from MMS.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1034
Figure 6. OpenMBEE interactions. (Used with permission. Permission granted by Jamie Nakawatase.)
Analysis
One key SE process is to analyze the impact of changing requirements on the system design. Figure 7 illustrates how
the MBSE approach is used to support requirements impact analysis through the following steps:
• Step 1: A changed requirement triggers impact analysis.
• Step 2: MMS integrates DOORS (which manages text requirements) and the SysML model, enabling a DOORS
requirement change to propagate to the SysML model.
• Step 3: A property-based requirement is formalized in SysML, enabling requirements specification that can be
evaluated by engineering analysis.
• Steps 4-6: The conceptual and/or realization design is automatically verified against the changed requirement,
resulting in pass or fail.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1035
Figure 7. Propagation of a changed requirement. (Used with permission. Permission granted by Jamie Nakawatase.)
In this article, a simplified APS model is shown to illustrate the model-based approach for analyzing changed
requirements. The full analysis is available in [4] and [5].
A model-based approach was also applied to APS for error analysis, which was performed to describe the accuracy
of expected system performance against requirements. It involved multiple artifacts to analyze a requirement such as
“APS shall measure the position of the telescope pupil to an accuracy of 0.03% of the diameter of the pupil.”
Defining requirements and parameters in the model indicated the required accuracy and current best estimates of the
system design. Defining various roll-up patterns allowed for error decomposition calculations. The benefit is realized
in automated requirements verification when applying a parametric solver to formulate results for specified
equations in the model. This model-based approach formally integrates accuracy requirements with the system
design.
The system model for NFIRAOS LGS MCAO and NGSAO modes was developed to capture sequence behaviors
and operational scenarios to run Monte-Carlo simulations for verifying acquisition time, observing efficiency, and
operational behavior requirements. The model is particularly useful for investigating the effect of parallelization,
identifying interface issues, and re-ordering sequence acquisition tasks.
ESEM enables system analysis by conducting quantitative assessments to select and/or update the most efficient
system architecture and generate derived engineering data. System analysis provides rigor for technical
decision-making. It includes modeling and simulation, cost, technical risks, and effectiveness analyses, and is used to
perform trade studies. In particular, it supports requirements verification, which assesses whether a system design
meets its objectives and satisfies the constraints levied by system requirements.
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1036
Observed Benefits
The MBSE approach applied to APS and NFIRAOS was motivated by optimization to coordinate the efforts of
complex system development. In these applications, implicit dependencies are made explicit in a formal model
through the use of ESEM, OpenMBEE, and SysML modeling constructs. Requirements are formalized and tracked
directly to the evolving system design. This tight association of requirements within a common environment
promotes cross-domain integration and efficient communication among stakeholders. The model is used to automate
requirements verification and to generate systems engineering products. The benefit over a traditional
document-based approach is that currently disconnected artifacts become related in the model, enabling the
production of consistent model-based documentation. Requirements verification is an important analysis conducted
in the context of MBSE. To perform this analysis, the requirements, executable behavior, and models predicting the
system’s performance must be integrated. The ability to integrate these elements using ESEM and the OpenMBEE
tooling infrastructure is a significant value proposition for the MBSE approach described in this article. In the
formally integrated and executable SysML model, simulations are performed to analyze the impact of changed
requirements and verify that requirements are met within specified constraints for various operational scenarios.
MBSE enhances information exchange through created visualizations that communicate system behavior. For
example, duration analyses were performed to study acquisition time for observing. The use of Monte-Carlo
simulations proved how the model-based approach optimized the analysis process. Higher quality analysis results
were obtained through the execution of operational scenario runs in an articulated system model, and the model
continues to serve as a communication tool across various domains.
Acknowledgements
This research was carried out at the Jet Propulsion Laboratory (JPL), California Institute of Technology, under a
contract with the National Aeronautics and Space Administration (NASA), and at NoMagic. The TMT Project
gratefully acknowledges the support of the TMT collaborating institutions. They are the California Institute of
Technology, the University of California, the National Astronomical Observatory of Japan, the National
Astronomical Observatories of China and their consortium partners, the Department of Science and Technology of
India and their supported institutes, and the National Research Council of Canada. This work was supported as well
by the Gordon and Betty Moore Foundation, the Canada Foundation for Innovation, the Ontario Ministry of
Research and Innovation, the Natural Sciences and Engineering Research Council of Canada, the British Columbia
Knowledge Development Fund, the Association of Canadian Universities for Research in Astronomy (ACURA), the
Association of Universities for Research in Astronomy (AURA), the U.S. National Science Foundation, the National
Institutes of Natural Sciences of Japan, and the Department of Atomic Energy of India.
References
Works Cited
[1] Zwemer, D., “Connecting SysML with PLM/ALM, CAD, Simulation, Requirements, and Project Management
Tools”, Intercax LLC, May 2011. [2] Friedenthal S, Moore A., and Steiner R., “A Practical Guide to SysML 3rd Ed.”,
Morgan Kaufmann OMG Press, 2014 [3] ISO/IEC, ISO/IEC 42010:2011, Systems and software engineering -
Architecture description
Primary References
[4] Karban, R., Jankevičius, N., Elaasar, M. “ESEM: Automated Systems Analysis using Executable SysML
Modeling Patterns”, INCOSE International Symposium (IS), Edinburgh, Scotland, 2016 [5] Karban, R. “Using
Executable SysML Models to Generate System Engineering Products”, NoMagic World Symposium, 2016 [6] OMG
SysML, “Systems Modeling Language (SysML) Version 1.4”, OMG, 2014 [7] Open Source Engineering
Applying a Model-Based Approach to Support Requirements Analysis on the Thirty-Meter Telescope 1037
Environment: https:/ / open-mbee. github. io/ [8] TMT, “Thirty Meter Telescope.” http:/ / www. tmt. org [9] JPL, “Jet
Propulsion Laboratory.” https:/ / www. jpl. nasa. gov/ [10] Karban R., Dekens F., Herzig S., Elaasar M, Jankevičius
N., “Creating systems engineering products with executable models in a model-based engineering environment”,
SPIE, Edinburgh, Scotland, 2016
Additional References
https:/ / github. com/ Open-MBEE/ TMT-SysML-Model https:/ / github. com/ Open-MBEE/ mdk/ tree/ support/ 2.
5/ manual http:/ / www. omgwiki. org/ MBSE/ doku. php?id=mbse:telescope https:/ / groups. google. com/ forum/
#!forum/openmbee
The Miniature Seeker Technology Integration (MSTI) spacecraft was the first of its kind: a rapid development
spacecraft, designed and launched in one year. As an aerospace example for a satellite application, the case study,
"M.S.T.I.: Optimizing the Whole System" (Grenville, Kleiner, and Newcomb 2004), describes the project's systems
engineering approach. Driven by an aggressive schedule, MSTI optimized over the whole project, rather than
allowing sub-optimizations at the component level. As a partnership with Phillips Laboratories, the Jet Propulsion
Laboratory (JPL), and Spectrum Astro, MSTI went into orbit on November 21, 1992. The MSTI-1 succeeded in
meeting all primary mission objectives, surpassing the 6-day data collection mission requirement.
Domain Background
There are many case study examples for aerospace systems. This case is of particular interest because it highlights
mechanisms which enabled successful performance following an aggressive schedule. Since this rapid development
spacecraft was designed and launched in one year, new ways of structuring the project were necessary. Within this
domain, the MSTI project used an innovative approach. Practices from this project led to the Mission Design Center
and the System Test Bed at JPL.
Summary
MSTI demonstrated that an aggressive schedule can be used to design low earth-orbiting spacecraft to optimize the
full system. The MSTI experience changed JPL's culture and their approach to spacecraft development and mission
management. The insights from this case study example can help both students and practitioners better understand
principles described in the SEBoK.
References
Works Cited
Grenville, D., B.M. Kleiner, and J.F. Newcomb. 2004. M.S.T.I., Optimizing the Whole System. Blacksburg, VA:
Virginia Polytechnic Institute, case study developed in support of the NASA Program and Project Management
Initiative. 1-27. Accessed June 3, 2011. Available at http:/ / www. nasa. gov/ pdf/
293212main_58529main_msti_casestudy_042604.pdf.
Miniature Seeker Technology Integration Spacecraft 1039
NASA. 2010. A Catalog of NASA-Related Case Studies, version 1.6. Compiled by the Office of the Chief
Knowledge Officer, Goddard Space Flight Center, MD, USA: National Aeronautics and Space Administration
(NASA). Accessed June 3, 2011. Available at http:/ / www. nasa. gov/ centers/ goddard/ pdf/
450420main_NASA_Case_Study_Catalog.pdf.
Primary References
None.
Additional References
None.
This example was created as a SE example directly for the SEBoK. It deals with systems engineering (SE) concepts
and guidelines applied to the development of the Standard Korean Light Transit System (SKLTS). In Korea, local
authorities had historically been interested in light transit to help resolve their transportation problems. The SKLTS
was a joint effort between local authorities and the central government. It was built to provide a standard platform on
which any local authority could construct its own light transit system. The issues of stakeholder requirements, safety,
and reliability, availability, and maintainability were critical to the success of this system.
Description
The elements of the SKLTS were classified into four groups (as shown in Figure 1): trains, signal systems, electric
and machinery (E&M) systems, and structures. Trains and vehicles were to be automatically operated, without need
for human operators. Operation systems and their interfaces were based on digital signals and communications. For
SKLTS, SE-based design activities focused on reliability, availability, maintainability, and safety (RAMS), and were
integrated into project management (PM) activities during all phases.
Standard Korean Light Transit System Vignette 1040
Figure 1. Subsystems of the SKLTS (Ahn, 2005). (Notes: CCU: Central Control Unit; TTC: Total Traffic Control; ATP: Automatic Train
Protection; ATO: Automatic Train Operation; PSD: Platform Screen Door) Reprinted with permission of Journal of the Korean Society for Railway.
All other rights are reserved by the copyright owner.
The project life cycle for the SKLTS is summarized in Figure 2. It consisted of 7 phases: concept studies, concept
development, preliminary design, design, system production and testing, performance evaluation, and
operation/maintenance/close-out (OMC) - please see (Choi 2007) and (Chung et al. 2010) for further details. These
phases, with the exception of the production and test phases, are completed through an evaluation and decision point
(EDP) (milestone), depicted as a colored circle in Figure 2. These EDPs correspond to common life cycle artifacts
such as requests for proposal (RFPs), proposals, preliminary design reviews (PDRs), and critical design reviews
(CDRs).
Figure 2. 7 phases of the SKLTS development (Ahn 2005). Reprinted with permission of the Journal of the Korean Society for Railway. All other
rights are reserved by the copyright owner.
During the SKLTS development, SE activities were focused on RAMS as summarized in Table 1.
Table 1. The SE Framework of the SKLTS (Ahn 2005). Reprinted with permission of the
Journal of the Korean Society for Railway. All other rights are reserved by the copyright
owner.
Phases Safety Reliability Function Performance
Concept development • Safety planning • RAM planning • Defining scenarios and • Interface analysis
& pre-design • Defining safety • Initial availability analysis alarm procedure
procedures & levels • Pre-designing command
rooms
Standard Korean Light Transit System Vignette 1041
Design • Hazard log • Reporting RAM analysis • Defining alarm systems • Interface analysis
• Safety case analysis • RAM analysis of auxiliary • Train analysis
• Risk analysis systems • Functionality analysis of
stations
Performance • Safety test planning & • Verification and Validation • System test planning and • Performance test
evaluation testing (V&V) RAM testing planning & testing
• Maintainability test
Summary
Korean local authorities have successfully introduced the SKLTS to their precincts with some modifications.
Successful examples include the Inchun Airport Line and the Seoul 9th Subway Line. One lesson learned identified
was that requirement analysis, especially in the first few phases, should have been more complete.
References
Works Cited
Ahn, S.H. 2005. “Systems Engineering Applied to the Construction of Unmanned Light Rail Transit Systems.”
Journal of the Korean Society for Railway. 8(2): 41-49.
Bombardier. 2005. Design/Construction Interface Manual. Montréal, Québec, Canada: Bombardier.
Choi, Y.C. 2007. "Systems Engineering Application Model for the National R&D Project: Focusing on the Railway
Systems." Ph.D. dissertation, Ajou University, 2007.
Chung, S. Y., S.G. Lee, D.W. Lee, and S.T. Jeon. 2010. “A Study on The Application Model of Systems Engineering
to Advance the Business of the Light Rail Transit (LRT).” Proceedings on the Autumn Conference of the Korean
Society for Railway, p. 24-30.
Primary References
None.
Additional References
Han, S.Y. and A.H. Lee. 2005. System Engineering for The Technology Development Program of Light Transit
Systems: Internal Research Report. Gyeongi-do, Korea: Korea Railroad Research Institute.
Korean Agency for Technology and Standards. 2009. KSX ISO/IEC 15288: Life Cycle Processes of IT Systems
Based on Systems and Software Engineering, Research Report. Gyeonggi-do, Korea: Korean Agency for
Technology and Standards.
Lee, W.D. 2002. “A Study on the Top-Level Functional Analysis for the Automated Guideway Transit by System
Engineering Tools.” Proceedings of the Autumn Conference of the Korean Society for Railway, p. 202-207.
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Use Case 1: Practicing Systems Engineers Source: https://www.sebokwiki.org/d/index.php?oldid=57334 Contributors: Apyster, Araher, Bkcase, Dhenry, Dholwell, Janthony, Jgercken,
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Eleach, Janthony, Jgercken, Mhaas, Radcock, Rturner, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Synthesizing Possible Solutions Source: https://www.sebokwiki.org/d/index.php?oldid=57322 Contributors: Apyster, Bkcase, Cnielsen, Dhenry, Dholwell, Eleach, Janthony, Jgercken, Mhaas,
Radcock, Rturner, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Analysis and Selection between Alternative Solutions Source: https://www.sebokwiki.org/d/index.php?oldid=57100 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach,
Janthony, Jgercken, Mhaas, Radcock, Rturner, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Implementing and Proving a Solution Source: https://www.sebokwiki.org/d/index.php?oldid=57101 Contributors: Apyster, Bkcase, Bwells, Cnielsen, Dhenry, Dholwell, Eleach, Janthony,
Jgercken, Mhaas, Radcock, Sjackson, Skmackin, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Deploying, Using, and Sustaining Systems to Solve Problems Source: https://www.sebokwiki.org/d/index.php?oldid=57102 Contributors: Apyster, Bkcase, Bwells, Cnielsen, Dhenry,
Dholwell, Eleach, Janthony, Jgercken, Mhaas, Radcock, Rturner, Sfriedenthal, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Applying the Systems Approach Source: https://www.sebokwiki.org/d/index.php?oldid=57103 Contributors: Alee, Apyster, Araher, Bkcase, Cnielsen, Dhenry, Dholwell, Hdavidz, Janthony,
Jgercken, Mhaas, Radcock, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Systems Science Source: https://www.sebokwiki.org/d/index.php?oldid=57104 Contributors: Apyster, Asquires, Bkcase, Blawson, Cnielsen, Dhenry, Dholwell, Eleach, Janthony, Jgercken,
Mhaas, Radcock, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
History of Systems Science Source: https://www.sebokwiki.org/d/index.php?oldid=57105 Contributors: Apyster, Asquires, Bkcase, Ccalvano, Cnielsen, Dhenry, Dholwell, Eleach, Janthony,
Jgercken, Mhaas, Qwang, Radcock, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Systems Approaches Source: https://www.sebokwiki.org/d/index.php?oldid=57443 Contributors: Apyster, Bkcase, Cnielsen, Dhenry, Dholwell, Eleach, Janthony, Mhaas, Radcock, Smenck2,
Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Systems Thinking Source: https://www.sebokwiki.org/d/index.php?oldid=57510 Contributors: Apyster, Asquires, Bkcase, Blawson, Ccalvano, Cnielsen, Dhenry, Dholwell, Eleach, Janthony,
Jgercken, Mhaas, Radcock, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
What is Systems Thinking? Source: https://www.sebokwiki.org/d/index.php?oldid=57447 Contributors: Apyster, Asquires, Bkcase, Blawson, Bwells, Ccalvano, Cnielsen, Dhenry, Eleach,
Janthony, Jgercken, Mhaas, Radcock, Rturner, Sjackson, Smenck2, WikiWorks, WikiWorks753, Wikiexpert
Concepts of Systems Thinking Source: https://www.sebokwiki.org/d/index.php?oldid=57111 Contributors: Apyster, Asquires, Bkcase, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken, Mhaas,
Radcock, Rmalove, Sfriedenthal, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Principles of Systems Thinking Source: https://www.sebokwiki.org/d/index.php?oldid=57112 Contributors: Bkcase, Cnielsen, Dhenry, Dholwell, Dhybertson, Janthony, Mhaas, Radcock,
Rmalove, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Patterns of Systems Thinking Source: https://www.sebokwiki.org/d/index.php?oldid=57113 Contributors: Bkcase, Cnielsen, Dhenry, Eleach, Janthony, Mhaas, Radcock, Smenck2,
Smurawski, WikiWorks, WikiWorks753
Representing Systems with Models Source: https://www.sebokwiki.org/d/index.php?oldid=57116 Contributors: Apyster, Bkcase, Cnielsen, Ddori, Dhenry, Dholwell, Eleach, Gparnell,
Janthony, Jgercken, Mhaas, Radcock, Sfriedenthal, Sjackson, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
What is a Model? Source: https://www.sebokwiki.org/d/index.php?oldid=57301 Contributors: Alee, Apyster, Araher, Bkcase, Cnielsen, Ddori, Dhenry, Gparnell, Janthony, Jgercken, Mhaas,
Radcock, Rcloutier, Sfriedenthal, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Why Model? Source: https://www.sebokwiki.org/d/index.php?oldid=57449 Contributors: Alee, Apyster, Araher, Bkcase, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken, Mhaas, Radcock,
Sfriedenthal, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Types of Models Source: https://www.sebokwiki.org/d/index.php?oldid=57296 Contributors: Apyster, Araher, Asquires, Bkcase, Cnielsen, Dhenry, Janthony, Jgercken, Mhaas, Radcock,
Sfriedenthal, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Modeling Concepts Source: https://www.sebokwiki.org/d/index.php?oldid=57506 Contributors: Apyster, Asquires, Bkcase, Cnielsen, Ddori, Dhenry, Eleach, Janthony, Jgercken,
Mhaas, Radcock, Sfriedenthal, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Integrating Supporting Aspects into System Models Source: https://www.sebokwiki.org/d/index.php?oldid=57121 Contributors: Bkcase, Cnielsen, Eleach, Mhaas, Smenck2, WikiWorks753,
Ymordecai
Modeling Standards Source: https://www.sebokwiki.org/d/index.php?oldid=57122 Contributors: Apyster, Bkcase, Cnielsen, Dcarey, Ddori, Dhenry, Eleach, Janthony, Jgercken, Mhaas,
Radcock, Sfriedenthal, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Introduction to Life Cycle Processes Source: https://www.sebokwiki.org/d/index.php?oldid=57125 Contributors: Bkcase, Mhaas, Radcock, Sfriedenthal, WikiWorks753
Generic Life Cycle Model Source: https://www.sebokwiki.org/d/index.php?oldid=57126 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Eleach, Janthony, Jgercken, Kforsberg, Mhaas,
Radcock, Rturner, Skmackin, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Applying Life Cycle Processes Source: https://www.sebokwiki.org/d/index.php?oldid=57127 Contributors: Bkcase, Mhaas, Radcock, WikiWorks753
Life Cycle Processes and Enterprise Need Source: https://www.sebokwiki.org/d/index.php?oldid=57128 Contributors: Bkcase, Mhaas, Radcock, WikiWorks753
Life Cycle Models Source: https://www.sebokwiki.org/d/index.php?oldid=57129 Contributors: Afaisandier, Apyster, Asquires, Bkcase, Dcarey, Dhenry, Dholwell, Eleach, Janthony, Jgercken,
Kforsberg, Mhaas, Radcock, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
System Life Cycle Process Drivers and Choices Source: https://www.sebokwiki.org/d/index.php?oldid=57466 Contributors: Apyster, Bkcase, Cnielsen, Dcarey, Dhenry, Dholwell, Eleach,
Janthony, Jgercken, Kforsberg, Mhaas, Radcock, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Life Cycle Process Models: Vee Source: https://www.sebokwiki.org/d/index.php?oldid=57316 Contributors: Apyster, Bkcase, Cnielsen, Dfairley, Dhenry, Dholwell, Janthony,
Jgercken, Kforsberg, Mhaas, Rmadachy, Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Life Cycle Process Models: Iterative Source: https://www.sebokwiki.org/d/index.php?oldid=57455 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Jgercken, Kforsberg,
Mhaas, Rmalove, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Integration of Process and Product Models Source: https://www.sebokwiki.org/d/index.php?oldid=57134 Contributors: Apyster, Bkcase, Blawson, Dhenry, Dholwell, Jgercken, Kforsberg,
Mhaas, Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Lean Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=56978 Contributors: Bkcase, Dhenry, Dholwell, Eleach, Mhaas, Smenck2, WikiWorks753, Wikiexpert
Article Sources and Contributors 1045
Concept Definition Source: https://www.sebokwiki.org/d/index.php?oldid=57135 Contributors: Bkcase, Dhenry, Dholwell, Eleach, Groedler, Mhaas, Radcock, Rmalove, Smenck2, Smurawski,
WikiWorks, WikiWorks753, Wikiexpert
Business or Mission Analysis Source: https://www.sebokwiki.org/d/index.php?oldid=57136 Contributors: Afaisandier, Asquires, Bkcase, Dhenry, Dholwell, Groedler, Janthony, Jgercken,
Mhaas, Radcock, Rmalove, Rturner, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Stakeholder Needs and Requirements Source: https://www.sebokwiki.org/d/index.php?oldid=57398 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Groedler,
Janthony, Mhaas, Radcock, Rmalove, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
System Definition Source: https://www.sebokwiki.org/d/index.php?oldid=57470 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas, Radcock,
Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Requirements Source: https://www.sebokwiki.org/d/index.php?oldid=57512 Contributors: Afaisandier, Apyster, Asofer, Asquires, Bkcase, Cjones, Dhenry, Dholwell, Eleach, Groedler,
Jgercken, Mhaas, Radcock, Rmalove, Rturner, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Architecture Source: https://www.sebokwiki.org/d/index.php?oldid=57332 Contributors: Afaisandier, Bkcase, Mhaas, Radcock, WikiWorks, WikiWorks753
Logical Architecture Model Development Source: https://www.sebokwiki.org/d/index.php?oldid=57141 Contributors: Afaisandier, Apyster, Asquires, Bkcase, Dhenry, Dholwell, Eleach,
Groedler, Jgercken, Mhaas, Radcock, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Physical Architecture Model Development Source: https://www.sebokwiki.org/d/index.php?oldid=57142 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Eleach, Mhaas, Radcock,
Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
System Design Source: https://www.sebokwiki.org/d/index.php?oldid=57300 Contributors: Afaisandier, Bkcase, Mhaas, Radcock, WikiWorks, WikiWorks753
System Analysis Source: https://www.sebokwiki.org/d/index.php?oldid=57397 Contributors: Afaisandier, Asquires, Bkcase, Dhenry, Dholwell, Jgercken, Mhaas, Radcock, Rmadachy,
Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Realization Source: https://www.sebokwiki.org/d/index.php?oldid=57462 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Jgercken, Jsnoderly, Mhaas, Radcock,
Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Implementation Source: https://www.sebokwiki.org/d/index.php?oldid=57430 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Jgercken, Jsnoderly, Mhaas,
Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Integration Source: https://www.sebokwiki.org/d/index.php?oldid=57419 Contributors: Afaisandier, Bkcase, Dhenry, Dholwell, Eleach, Janthony, Jgercken, Jsnoderly, Mhaas,
Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Verification Source: https://www.sebokwiki.org/d/index.php?oldid=57414 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Jgercken, Jsnoderly, Kguillemette,
Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Validation Source: https://www.sebokwiki.org/d/index.php?oldid=57302 Contributors: Afaisandier, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Mhaas, Radcock, Smenck2,
Smurawski, WikiWorks, WikiWorks753, Wikiexpert
System Deployment and Use Source: https://www.sebokwiki.org/d/index.php?oldid=57364 Contributors: Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Jsnoderly, Mhaas, Sjackson,
Skmackin, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Deployment Source: https://www.sebokwiki.org/d/index.php?oldid=57287 Contributors: Apyster, Bgallagher, Bkcase, Dhenry, Dholwell, Eleach, Jgercken, Mhaas, Sjackson,
Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Operation of the System Source: https://www.sebokwiki.org/d/index.php?oldid=57273 Contributors: Apyster, Bgallagher, Bkcase, Dhenry, Dholwell, Eleach, Jgercken, Ldecardenas, Mhaas,
Sjackson, Skmackin, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
System Maintenance Source: https://www.sebokwiki.org/d/index.php?oldid=57347 Contributors: Bgallagher, Bkcase, Ddorgan, Dhenry, Dholwell, Eleach, Jgercken, Mhaas, Sjackson,
Skmackin, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Logistics Source: https://www.sebokwiki.org/d/index.php?oldid=57154 Contributors: Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Jsnoderly, Mhaas, Sjackson, Skmackin, Smenck2,
Smurawski, WikiWorks753, Wikiexpert, Zamoses
Systems Engineering Management Source: https://www.sebokwiki.org/d/index.php?oldid=57374 Contributors: Araher, Bkcase, Dhenry, Dholwell, Groedler, Jgercken, Mhaas, Rmadachy,
Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Planning Source: https://www.sebokwiki.org/d/index.php?oldid=57156 Contributors: Apyster, Bkcase, Bwells, Dhenry, Dholwell, Eleach, Groedler, Janthony, Jgercken, Mhaas, Rmadachy,
Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Assessment and Control Source: https://www.sebokwiki.org/d/index.php?oldid=57157 Contributors: Apickard, Apyster, Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas,
Rmadachy, Rturner, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Risk Management Source: https://www.sebokwiki.org/d/index.php?oldid=57158 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Econrow, Eleach, Groedler, Jgercken,
Kguillemette, Mhaas, Rmadachy, Rturner, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Measurement Source: https://www.sebokwiki.org/d/index.php?oldid=57161 Contributors: Apyster, Bkcase, Cjones, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas, Rcarson, Rmadachy,
Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Decision Management Source: https://www.sebokwiki.org/d/index.php?oldid=57270 Contributors: Asquires, Bkcase, Dhenry, Dholwell, Eleach, Gparnell, Groedler, Jgercken, Mhaas,
Rmadachy, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Configuration Management Source: https://www.sebokwiki.org/d/index.php?oldid=57163 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Jsnoderly, Mhaas,
Radcock, Rmadachy, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Information Management Source: https://www.sebokwiki.org/d/index.php?oldid=57164 Contributors: Apickard, Bkcase, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas, Rmadachy,
Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Quality Management Source: https://www.sebokwiki.org/d/index.php?oldid=57309 Contributors: Bkcase, Dfairley, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas, Mtowhid, Qwang,
Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Product and Service Life Management Source: https://www.sebokwiki.org/d/index.php?oldid=57272 Contributors: Apyster, Bkcase, Bstiffler, Dhenry, Dholwell, Eleach, Jgercken, Mhaas,
Skmackin, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Service Life Extension Source: https://www.sebokwiki.org/d/index.php?oldid=57371 Contributors: Asquires, Bkcase, Bstiffler, Bwells, Dhenry, Dholwell, Eleach, Jgercken, Mhaas, Skmackin,
Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Capability Updates, Upgrades, and Modernization Source: https://www.sebokwiki.org/d/index.php?oldid=57286 Contributors: Asquires, Bkcase, Bstiffler, Bwells, Dhenry, Dholwell, Eleach,
Jgercken, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Disposal and Retirement Source: https://www.sebokwiki.org/d/index.php?oldid=57170 Contributors: Asquires, Bkcase, Bstiffler, Bwells, Dhenry, Dholwell, Jgercken, Mhaas, Rmalove,
Skmackin, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Article Sources and Contributors 1046
Systems Engineering Standards Source: https://www.sebokwiki.org/d/index.php?oldid=57517 Contributors: Bkcase, Ccalvano, Dhenry, Dholwell, Eleach, Groedler, Jgercken, Mhaas,
Skmackin, Smurawski, WikiWorks, Wikiexpert, Zamoses
Relevant Standards Source: https://www.sebokwiki.org/d/index.php?oldid=57173 Contributors: Bkcase, Ccalvano, Dhenry, Dholwell, Eleach, Groedler, Janthony, Jgercken, Kguillemette,
Kzemrowski, Mhaas, Sfriedenthal, Skmackin, Smenck2, Smurawski, WikiWorks, Wikiexpert, Zamoses
Alignment and Comparison of the Standards Source: https://www.sebokwiki.org/d/index.php?oldid=57174 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Eleach, Groedler, Hdavidz,
Janthony, Jgercken, Mhaas, Skmackin, Smenck2, Smurawski, Wikiexpert, Zamoses
Application of Systems Engineering Standards Source: https://www.sebokwiki.org/d/index.php?oldid=57175 Contributors: Bkcase, Blawson, Dhenry, Dholwell, Eleach, Groedler, Hdavidz,
Janthony, Jgercken, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Product Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57177 Contributors: Bkcase, Blawson, Dcarey, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette,
Mhaas, Rlpineda, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Product Systems Engineering Background Source: https://www.sebokwiki.org/d/index.php?oldid=57178 Contributors: Bkcase, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette, Mhaas,
Rlpineda, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Product as a System Fundamentals Source: https://www.sebokwiki.org/d/index.php?oldid=57179 Contributors: Bkcase, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette, Mhaas,
Rlpineda, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Business Activities Related to Product Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57180 Contributors: Bkcase, Cnielsen, Dhenry, Dholwell, Janthony,
Jgercken, Kguillemette, Mhaas, Rlpineda, WikiWorks753, Wikiexpert
Product Systems Engineering Key Aspects Source: https://www.sebokwiki.org/d/index.php?oldid=57181 Contributors: Bkcase, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette, Mhaas,
Rlpineda, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Product Systems Engineering Special Activities Source: https://www.sebokwiki.org/d/index.php?oldid=57182 Contributors: Bkcase, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken,
Kguillemette, Mhaas, Rlpineda, Smenck2, Smurawski, WikiWorks, Wikiexpert
Service Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57382 Contributors: Apyster, Bkcase, Blawson, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken, Jmartin,
Kguillemette, Mhaas, Rlpineda, Rturner, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Service Systems Background Source: https://www.sebokwiki.org/d/index.php?oldid=57445 Contributors: Bkcase, Blawson, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette,
Rlpineda, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Fundamentals of Services Source: https://www.sebokwiki.org/d/index.php?oldid=57184 Contributors: Bkcase, Blawson, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette, Mhaas,
Rlpineda, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Properties of Services Source: https://www.sebokwiki.org/d/index.php?oldid=57185 Contributors: Asquires, Bkcase, Blawson, Bwells, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette,
Mhaas, Rlpineda, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Scope of Service Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57475 Contributors: Bkcase, Blawson, Dhenry, Dholwell, Janthony, Jgercken, Kguillemette,
Mhaas, Rlpineda, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Value of Service Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57458 Contributors: Bkcase, Blawson, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken,
Kguillemette, Mhaas, Rlpineda, Rturner, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Service Systems Engineering Stages Source: https://www.sebokwiki.org/d/index.php?oldid=57509 Contributors: Asquires, Bkcase, Blawson, Cnielsen, Dhenry, Dholwell, Janthony, Jgercken,
Kguillemette, Mhaas, Rlpineda, Rturner, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Enterprise Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57189 Contributors: Apyster, Bkcase, Blawson, Dfairley, Dhenry, Dholwell, Janthony, Jgercken,
Jmartin, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Enterprise Systems Engineering Background Source: https://www.sebokwiki.org/d/index.php?oldid=57190 Contributors: Afaisandier, Bkcase, Blawson, Dfairley, Dhenry, Dholwell,
Janthony, Jgercken, Jmartin, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert
The Enterprise as a System Source: https://www.sebokwiki.org/d/index.php?oldid=57391 Contributors: Bkcase, Blawson, Dhenry, Dholwell, Janthony, Jdahmann, Jgercken, Jmartin,
Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Related Business Activities Source: https://www.sebokwiki.org/d/index.php?oldid=57192 Contributors: Apyster, Bkcase, Blawson, Dfairley, Dhenry, Dholwell, Janthony, Jgercken, Jmartin,
Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Enterprise Systems Engineering Key Concepts Source: https://www.sebokwiki.org/d/index.php?oldid=57193 Contributors: Afaisandier, Bkcase, Blawson, Dhenry, Dholwell, Janthony,
Jgercken, Jmartin, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Enterprise Systems Engineering Process Activities Source: https://www.sebokwiki.org/d/index.php?oldid=57194 Contributors: Afaisandier, Asquires, Bkcase, Blawson, Dhenry, Dholwell,
Janthony, Jgercken, Jmartin, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Enterprise Capability Management Source: https://www.sebokwiki.org/d/index.php?oldid=57195 Contributors: Afaisandier, Asquires, Bkcase, Blawson, Dhenry, Janthony, Jgercken, Jmartin,
Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Systems of Systems (SoS) Source: https://www.sebokwiki.org/d/index.php?oldid=57422 Contributors: Apyster, Bkcase, Blawson, Dhenry, Dholwell, Eleach, Henshaw, Janthony, Jdahmann,
Jgercken, Kguillemette, Mhaas, Radcock, Skmackin, Smenck2, Smurawski, WikiWorks, Wikiexpert, Zamoses
Architecting Approaches for Systems of Systems Source: https://www.sebokwiki.org/d/index.php?oldid=57197 Contributors: Apyster, Bkcase, Blawson, Dhenry, Dholwell, Eleach, Henshaw,
Janthony, Jdahmann, Jgercken, Kguillemette, Mhaas, Skmackin, WikiWorks753, Wikiexpert, Zamoses
Socio-Technical Features of Systems of Systems Source: https://www.sebokwiki.org/d/index.php?oldid=57481 Contributors: Afaisandier, Bkcase, Blawson, Dhenry, Dholwell, Eleach,
Hdavidz, Henshaw, Janthony, Jdahmann, Jgercken, Kguillemette, Mhaas, Radcock, Skmackin, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Capability Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57199 Contributors: Apyster, Bkcase, Blawson, Dhenry, Dholwell, Eleach, Henshaw, Janthony, Jdahmann,
Jgercken, Kguillemette, Mhaas, Skmackin, WikiWorks753, Wikiexpert, Zamoses
Healthcare Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=56743 Contributors: Bkcase, Nicole.hutchison, Radcock, WikiWorks753
Overview of the Healthcare Sector Source: https://www.sebokwiki.org/d/index.php?oldid=57200 Contributors: Bkcase, Mhaas, Nicole.hutchison, Radcock, WikiWorks, WikiWorks753
Systems Engineering in Healthcare Delivery Source: https://www.sebokwiki.org/d/index.php?oldid=57489 Contributors: Bkcase, Mhaas, Nicole.hutchison, WikiWorks, WikiWorks753
Systems Biology Source: https://www.sebokwiki.org/d/index.php?oldid=57387 Contributors: Bkcase, Mhaas, Nicole.hutchison, WikiWorks, WikiWorks753
Enabling Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57205 Contributors: Apyster, Araher, Asquires, Bkcase, Blawson, Dfairley, Dhenry, Dholwell, Hsillitto,
Janthony, Jgercken, Kguillemette, Mhaas, Radcock, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Article Sources and Contributors 1047
Enabling Businesses and Enterprises Source: https://www.sebokwiki.org/d/index.php?oldid=57206 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Hsillitto, Jgercken,
Mhaas, Rbeasley, Rmalove, Rturner, Sjackson, Skmackin, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Systems Engineering Organizational Strategy Source: https://www.sebokwiki.org/d/index.php?oldid=57328 Contributors: Afaisandier, Apyster, Asquires, Bkcase, Dfairley, Dhenry, Hsillitto,
Jgercken, Kguillemette, Mhaas, Radcock, Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Determining Needed Systems Engineering Capabilities in Businesses and Enterprises Source: https://www.sebokwiki.org/d/index.php?oldid=57208 Contributors: Apyster, Asquires,
Bkcase, Dhenry, Dholwell, Groedler, Hdavidz, Hsillitto, Jgercken, Kguillemette, Mhaas, Radcock, Rbeasley, Rmadachy, Rmalove, Rturner, Sjackson, Smenck2, Smurawski, WikiWorks753,
Wikiexpert, Zamoses
Organizing Business and Enterprises to Perform Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57209 Contributors: Apyster, Asquires, Bkcase, Dhenry,
Dholwell, Hdavidz, Hsillitto, Jgercken, Kguillemette, Mhaas, Qwang, Rbeasley, Rmalove, Sjackson, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Assessing Systems Engineering Performance of Business and Enterprises Source: https://www.sebokwiki.org/d/index.php?oldid=57210 Contributors: Apyster, Asquires, Bkcase, Dhenry,
Dholwell, Hdavidz, Hsillitto, Jgercken, Mhaas, Rbeasley, Rmalove, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Developing Systems Engineering Capabilities within Businesses and Enterprises Source: https://www.sebokwiki.org/d/index.php?oldid=57211 Contributors: Apyster, Asquires, Bkcase,
Dhenry, Dholwell, Hdavidz, Hsillitto, Jgercken, Mhaas, Rbeasley, Rmalove, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Culture Source: https://www.sebokwiki.org/d/index.php?oldid=57212 Contributors: Apyster, Araher, Bkcase, Dhenry, Dholwell, Hsillitto, Jgercken, Jsnoderly, Kguillemette, Mhaas, Rbeasley,
Rturner, Sjackson, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Team Capability Source: https://www.sebokwiki.org/d/index.php?oldid=57482 Contributors: Apyster, Araher, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Hdavidz, Jgercken, Kguillemette,
Mhaas, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Team Dynamics Source: https://www.sebokwiki.org/d/index.php?oldid=57380 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Janthony, Jgercken, Mhaas, Skmackin,
Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Technical Leadership in Systems Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57383 Contributors: Bkcase, Cnielsen, Eleach, Hdavidz, Kguillemette, Mhaas,
Smenck2, WikiWorks, WikiWorks753
Roles and Competencies Source: https://www.sebokwiki.org/d/index.php?oldid=57218 Contributors: Apyster, Araher, Asquires, Bkcase, Cnielsen, Dfairley, Dhenry, Dholwell, Hdavidz,
Janthony, Jgercken, Kguillemette, Mhaas, Radcock, Skmackin, Smenck2, Smurawski, Thilburn, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Assessing Individuals Source: https://www.sebokwiki.org/d/index.php?oldid=57219 Contributors: Apyster, Araher, Asquires, Bkcase, Cnielsen, Dhenry, Dholwell, Hdavidz, Janthony,
Jgercken, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Developing Individuals Source: https://www.sebokwiki.org/d/index.php?oldid=57220 Contributors: Apyster, Araher, Asquires, Bkcase, Cnielsen, Dhenry, Dholwell, Hdavidz, Janthony,
Jgercken, Kguillemette, Mhaas, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Ethical Behavior Source: https://www.sebokwiki.org/d/index.php?oldid=57221 Contributors: Apyster, Araher, Asquires, Bkcase, Ccalvano, Dfairley, Dhenry, Dholwell, Hdavidz, Janthony,
Jgercken, Kguillemette, Mhaas, Sjackson, Skmackin, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Related Disciplines Source: https://www.sebokwiki.org/d/index.php?oldid=57222 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken, Kguillemette, Mhaas,
Radcock, Rmalove, SYSIND11, Smenck2, Thilburn, WikiWorks, Wikiexpert, Zamoses
Systems Engineering and Software Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57289 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken,
Mhaas, Radcock, Rmadachy, Rmalove, Skmackin, Smurawski, Thilburn, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Software Engineering in the Systems Engineering Life Cycle Source: https://www.sebokwiki.org/d/index.php?oldid=57393 Contributors: Asquires, Bkcase, Mhaas, Radcock, Thilburn,
WikiWorks, WikiWorks753
The Nature of Software Source: https://www.sebokwiki.org/d/index.php?oldid=57349 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Jgercken, Mhaas, Rmalove, Thilburn,
WikiWorks, WikiWorks753, Wikiexpert, Zamoses
An Overview of the SWEBOK Guide Source: https://www.sebokwiki.org/d/index.php?oldid=57226 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Hdavidz, Jgercken,
Kguillemette, Mhaas, Rmalove, Smenck2, Thilburn, WikiWorks753, Wikiexpert, Zamoses
Key Points a Systems Engineer Needs to Know about Software Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57227 Contributors: Apyster, Asquires, Bkcase, Dfairley,
Dhenry, Dholwell, Eleach, Jgercken, Kguillemette, Mhaas, Rmalove, Smenck2, Smurawski, Thilburn, WikiWorks753, Wikiexpert, Zamoses
Software Engineering Features - Models, Methods, Tools, Standards, and Metrics Source: https://www.sebokwiki.org/d/index.php?oldid=57318 Contributors: Bkcase, Mhaas, Thilburn,
WikiWorks
Systems Engineering and Project Management Source: https://www.sebokwiki.org/d/index.php?oldid=57423 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken,
Kguillemette, Mhaas, Rturner, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
The Nature of Project Management Source: https://www.sebokwiki.org/d/index.php?oldid=57406 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken,
Kguillemette, Mhaas, Rmalove, Rturner, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
An Overview of the PMBOK® Guide Source: https://www.sebokwiki.org/d/index.php?oldid=57231 Contributors: Asquires, Bkcase, Dhenry, Dholwell, Kguillemette, Mhaas, Rmalove,
Smenck2, Wikiexpert
Relationships between Systems Engineering and Project Management Source: https://www.sebokwiki.org/d/index.php?oldid=57232 Contributors: Apyster, Asquires, Bkcase, Dhenry,
Dholwell, Eleach, Jgercken, Kguillemette, Mhaas, Rturner, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
The Influence of Project Structure and Governance on Systems Engineering and Project Management Relationships Source: https://www.sebokwiki.org/d/index.php?oldid=57373
Contributors: Asquires, Bkcase, Dhenry, Dholwell, Eleach, Kguillemette, Mhaas, Radcock, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert
Procurement and Acquisition Source: https://www.sebokwiki.org/d/index.php?oldid=57234 Contributors: Apyster, Asquires, Bkcase, Cnielsen, Dfairley, Dhenry, Dholwell, Jgercken,
Kguillemette, Mhaas, Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Systems Engineering and Specialty Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57389 Contributors: Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken, Mhaas,
Nicole.hutchison, Phisterp, Radcock, Rmalove, Rturner, S.Jackson, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Reliability, Availability, and Maintainability Source: https://www.sebokwiki.org/d/index.php?oldid=57237 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Jgercken, Mhaas,
Phisterp, Rmalove, Rturner, Skmackin, Smenck2, Smurawski, WikiWorks, Wikiexpert, Zamoses
Human Systems Integration Source: https://www.sebokwiki.org/d/index.php?oldid=57281 Contributors: Apyster, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken, Mhaas, Phisterp,
Radcock, Rmalove, Sbooth, Skmackin, Smenck2, Smurawski, WikiWorks753, Wikiexpert, Zamoses
Safety Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57239 Contributors: Apyster, Asquires, Bkcase, Cnielsen, Dfairley, Dhenry, Dholwell, Jgercken, Mhaas, Phisterp,
Radcock, Rmalove, Skmackin, Smenck2, Smurawski, WikiWorks, Wikiexpert, Zamoses
Security Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57336 Contributors: Apyster, Araher, Asquires, Bkcase, Cnielsen, Dfairley, Dhenry, Dholwell, Jgercken, Mhaas,
Phisterp, Radcock, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Article Sources and Contributors 1048
Electromagnetic Interference/Electromagnetic Compatibility Source: https://www.sebokwiki.org/d/index.php?oldid=57241 Contributors: Apyster, Araher, Asquires, Bkcase, Dfairley,
Dhenry, Dholwell, Jgercken, Jsnoderly, Mhaas, Nicole.hutchison, Phisterp, Radcock, Rturner, Skmackin, Smenck2, Smurawski, Wikiexpert, Zamoses
System Resilience Source: https://www.sebokwiki.org/d/index.php?oldid=57381 Contributors: Apyster, Araher, Asquires, Bkcase, Dhenry, Dholwell, Jbrtis, Jgercken, Kguillemette, Mhaas,
Nicole.hutchison, Phisterp, Radcock, Rturner, S.Jackson, Sjackson, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Manufacturability and Producibility Source: https://www.sebokwiki.org/d/index.php?oldid=57243 Contributors: Apyster, Araher, Asquires, Bkcase, Dfairley, Dhenry, Dholwell, Jgercken,
Kforsberg, Mhaas, Nicole.hutchison, Phisterp, Radcock, Rturner, Skmackin, Wikiexpert, Zamoses
Affordability Source: https://www.sebokwiki.org/d/index.php?oldid=57244 Contributors: Araher, Bkcase, Dhenry, Dholwell, Kguillemette, Mhaas, Phisterp, Radcock, Rmadachy, Smenck2,
Wikiexpert
Environmental Engineering Source: https://www.sebokwiki.org/d/index.php?oldid=57245 Contributors: Bkcase, Cnielsen, Dhenry, Dholwell, Eleach, Kguillemette, Mhaas, Phisterp, Radcock,
Smenck2, Smurawski, WikiWorks, Wikiexpert
Systems Engineering Implementation Examples Source: https://www.sebokwiki.org/d/index.php?oldid=57341 Contributors: Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken, Kguillemette,
Mhaas, Nicole.hutchison, Radcock, Rturner, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Matrix of Implementation Examples Source: https://www.sebokwiki.org/d/index.php?oldid=57247 Contributors: Alee, Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jbrackett,
Jgercken, Kguillemette, Mhaas, Nicole.hutchison, Radcock, Rturner, Skmackin, Smenck2, Smurawski, Thilburn, Wikiexpert, Zamoses
Complex Adaptive Taxi Service Scheduler Source: https://www.sebokwiki.org/d/index.php?oldid=57248 Contributors: Bkcase, Mhaas, Nicole.hutchison, Radcock
Complex Adaptive Project Management System Source: https://www.sebokwiki.org/d/index.php?oldid=53063 Contributors: Bkcase, Nicole.hutchison, Radcock, WikiWorks
Denver Airport Baggage Handling System Source: https://www.sebokwiki.org/d/index.php?oldid=57251 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken,
Kguillemette, Mhaas, Nicole.hutchison, Qwang, Radcock, Skmackin, Smenck2, Thilburn, WikiWorks753, Wikiexpert, Zamoses
Global Positioning System Case Study Source: https://www.sebokwiki.org/d/index.php?oldid=52966 Contributors: Apyster, Asquires, Bkcase, Bwhite, Dhenry, Dholwell, Hdavidz, Jgercken,
Mhaas, Nicole.hutchison, Radcock, Rfreeman, Smenck2, Thilburn, WikiWorks753, Wikiexpert, Zamoses
Global Positioning System Case Study II Source: https://www.sebokwiki.org/d/index.php?oldid=52970 Contributors: Bkcase, Bwhite, Mhaas, Nicole.hutchison, Radcock, WikiWorks753
Next Generation Medical Infusion Pump Source: https://www.sebokwiki.org/d/index.php?oldid=57253 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken, Mhaas,
Nicole.hutchison, Smenck2, WikiWorks, WikiWorks753, Wikiexpert
Medical Radiation Source: https://www.sebokwiki.org/d/index.php?oldid=57256 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Hdavidz, Jbrackett, Jgercken, Kguillemette, Mhaas,
Nicole.hutchison, Smenck2, Wikiexpert, Zamoses
Successful Business Transformation within a Russian Information Technology Company Source: https://www.sebokwiki.org/d/index.php?oldid=57431 Contributors: Bkcase, Bwhite,
Cnielsen, Kguillemette, Mhaas, Nicole.hutchison, Radcock, WikiWorks, WikiWorks753
FBI Virtual Case File System Source: https://www.sebokwiki.org/d/index.php?oldid=53049 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Hdavidz, Jbrackett, Jgercken, Mhaas,
Nicole.hutchison, Skmackin, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Design for Maintainability Source: https://www.sebokwiki.org/d/index.php?oldid=57260 Contributors: Bkcase, Mhaas, Nicole.hutchison, Radcock, WikiWorks753
FAA Advanced Automation System (AAS) Source: https://www.sebokwiki.org/d/index.php?oldid=53053 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken,
Mhaas, Nicole.hutchison, Radcock, Rturner, Thilburn, WikiWorks753, Wikiexpert
Federal Aviation Administration Next Generation Air Transportation System Source: https://www.sebokwiki.org/d/index.php?oldid=53074 Contributors: Bkcase, Bwhite, Cnielsen,
Kguillemette, Mhaas, Nicole.hutchison, Radcock, WikiWorks753
How Lack of Information Sharing Jeopardized the NASA/ESA Cassini/Huygens Mission to Saturn Source: https://www.sebokwiki.org/d/index.php?oldid=57263 Contributors: Bkcase,
Bwhite, Kguillemette, Mhaas, Nicole.hutchison, Radcock, WikiWorks753
Hubble Space Telescope Source: https://www.sebokwiki.org/d/index.php?oldid=57264 Contributors: Apyster, Asquires, Bkcase, Bwhite, Dhenry, Dholwell, Hdavidz, Jgercken, Mhaas,
Nicole.hutchison, Radcock, Rfreeman, Smenck2, WikiWorks753, Wikiexpert, Zamoses
Northwest Hydro System Source: https://www.sebokwiki.org/d/index.php?oldid=56939 Contributors: Bkcase, Nicole.hutchison, WikiWorks, WikiWorks753
Singapore Water Management Source: https://www.sebokwiki.org/d/index.php?oldid=57494 Contributors: Alee, Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken, Mhaas,
Nicole.hutchison, Radcock, Rturner, Skmackin, WikiWorks, Wikiexpert, Zamoses
Submarine Warfare Federated Tactical Systems Source: https://www.sebokwiki.org/d/index.php?oldid=57432 Contributors: Bkcase, Nicole.hutchison, WikiWorks, WikiWorks753
Successful Business Transformation within a Russian Information Technology Company Source: https://www.sebokwiki.org/d/index.php?oldid=57431 Contributors: Bkcase, Bwhite,
Cnielsen, Kguillemette, Mhaas, Nicole.hutchison, Radcock, WikiWorks, WikiWorks753
UK West Coast Route Modernisation Project Source: https://www.sebokwiki.org/d/index.php?oldid=57491 Contributors: Alee, Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz,
Jgercken, Mhaas, Nicole.hutchison, Radcock, Rturner, Skmackin, Smenck2, Thilburn, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
Virginia Class Submarine Source: https://www.sebokwiki.org/d/index.php?oldid=57303 Contributors: Apyster, Asquires, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken, Mhaas,
Nicole.hutchison, Radcock, Skmackin, Smenck2, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
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Nicole.hutchison
Miniature Seeker Technology Integration Spacecraft Source: https://www.sebokwiki.org/d/index.php?oldid=57268 Contributors: Apyster, Bkcase, Dhenry, Dholwell, Hdavidz, Jgercken,
Mhaas, Nicole.hutchison, Skmackin, Smenck2, Wikiexpert, Zamoses
Standard Korean Light Transit System Vignette Source: https://www.sebokwiki.org/d/index.php?oldid=53008 Contributors: Apyster, Asquires, Bkcase, Ccalvano, Dhenry, Dholwell,
Hdavidz, Jgercken, Mhaas, Nicole.hutchison, Radcock, Rturner, Skmackin, Smenck2, Smurawski, WikiWorks, WikiWorks753, Wikiexpert, Zamoses
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Smurawski
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Smurawski
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Smenck2, Smurawski
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Smenck2, Smurawski
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Smurawski
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Smurawski
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Smurawski
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Smurawski
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Image Sources, Licenses and Contributors 1052
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Bkcase
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