The terms ‘capability’ and ‘capability engineering’ are now widely used across industry and in government procurement, but it is clear that different communities use the terms with similar, but distinctly different meanings. Using a soft systems methodological approach, an INCOSE UK working group has identified eight perspectives of capability, which have been related to Ring's value cycle and the Hitchins' five layer model of systems engineering. It is asserted that capability is the ability to do something and that capability engineering is the overarching approach that links value, purpose, and solution of a systems problem. It is equivalent to layers 1–4 of Hitchins' Five Layer Model and is equivalent to an holistic perspective of systems engineering. There are significant practice and examples of capability engineering from (at least) the UK rail provision, defence, and Information Services and it is the view of the working group that further INCOSE guidance may be needed to ensure engineers are properly equipped to deal with capability and capability engineering.
This paper presents ongoing work to structure how we transform systems engineering capabilities to address the how to engineer with a focus on operational capabilities rather than just systems. The paper is based on BAE Systems capability development work, informed by engagement with UK MOD as they move towards managing for capability outcomes.The approach taken has been to construct a concept model and a management process:• Model -the priorities for the model are clarity and simplicity. The model describes a framework divided into cells in which to describe the systems engineering capabilities necessary to conceive, develop, support and operate systems to realise operational capability.• Process -the process covers both the early discovery stage, and the predicted longer term phase of capability evolution.The paper discusses results to-date and potential future work towards a more rigorous description and assessment tool, intended to have wide applicability.
UK Healthcare is facing many different trends: a changing demographic of an ageing and ‘frail’ population; increasing numbers of the population living with at least two long term conditions; improvements in medical care and interventions which can treat a larger number of conditions; continued budget pressures and raising expectations. Healthcare is a complex socio‐technical system, and to identify and devise interventions with clear net benefits is a challenge: we see a classic ‘wicked problem'. The outcome from three INCOSE‐facilitated multi‐disciplinary workshops was a coherent prioritised work programme, with buy‐in from all stakeholders, and traceable back to original issues and opportunities. This presentation will explain the context, the engagement from INCOSE, the nature of the workshops and techniques applied, and the outcomes. The developed programme supports the Shropshire and Telford NHS Sustainability and Transformation Plan (STP). Arguably the biggest ongoing challenge remains handling complexity and coherence across multiple stakeholder perspectives.
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