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Building a systems engineering capability

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Building a systems engineering capability Eight key steps Clarifying the need Knowing where you are starting from Building the right foundations Developing a balanced ... – PowerPoint PPT presentation

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Title: Building a systems engineering capability


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 dont 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/i
    tts/
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