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Building a systems engineering capability

Building a systems engineering capability. Eight key steps. Clarifying the need Knowing where you are starting from Building the right foundations Developing a balanced capability Focussing on the people Deciding where to get the people Getting the right people Managing the transformation.

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Building a systems engineering capability

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  1. Building a systems engineering capability

  2. Eight key steps • Clarifying the need • Knowing where you are starting from • Building the right foundations • Developing a balanced capability • Focussing on the people • Deciding where to get the people • Getting the right people • Managing the transformation

  3. Clarifying the need • SE is not a silver bullet • It needs to be tailored to your situation • What specific problems do you face? • What specific opportunities do you wish to exploit? • If you focus on the wrong issues – you will get the wrong SE

  4. Clarifying the need • What are you doing already? • Better to build on existing practice than introducing something totally new • Be honest – the process may be written down – but is it followed?

  5. Building the right foundations (1) • Implementing SE requires an organisation wide transformation programme • Build the programme on solid foundations • Compelling need • Senior buy-in • Incremental approach • Clear vision

  6. Building the right foundations (2) • A clear vision that explains • Why you need SE? • Why you don’t have it already? • What you are going to do? • How you are going to do it? • Who is going to be involved? • When is it going to happen • Communicate, communicate and communicate

  7. Developing a balanced capability • You need to balance processes, people and tools • It may be tempting to buy an expensive tool … • … or write a perfect process • But without the right people, processes and tools are useless

  8. Focussing on the people (1) • SE is a basic skill for all – and a specialism for a few • You need knowledge, skills and attributes • Specific experts? • Systems engineering manager? • Systems engineering champion?

  9. Focussing on the people (2) • Systems thinking is key • Critical thinking • Seeing things from multiple perspectives • Seeing the links between issues • Knowing how all systems behave

  10. In house or consultants • No option is perfect • Do you need an SE capability in the long term? • Can you recruit and retain employees with the right competencies? • Do you want to tie your supply chain into your SE effort?

  11. Getting the right people • Define what you want the SE to do – use a competence framework • Test the candidates with realistic exercises • Check their ability to build rapport and work in a team • A little more effort up front will pay dividends

  12. Managing the transformation (1) • Introducing SE is a journey • A large number of small steps is better than a few large leaps • Trying to jump a maturity level is highly risky • Start at the bottom – but plan to move quickly

  13. Managing the transformation (2) • Senior management role is to set the vision; live the values; and remove obstacles • Monitor progress and intervene to set things back on track • Think about your behaviour – people will do what you do – not what you say

  14. Managing the transformation (3)

  15. Intelligent Transportation and Transit Systems– applying Systems Engineering to Transport domains http://www.incose.org/practice/techactivities/wg/itts/

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