System dynamics models have been used extensively over the last 20 years on complex development projects and have proven their value in contributing to significantly improved project performance. System dynamics models facilitate the strategic management of projects, including planning the project (setting the initial schedule and budget, the organization structure, process model, etc.), determining measurement and reward systems, evaluating risks, and learning from past projects. The use of system dynamics for strategic project management is illustrated with a case study of the Peace Shield Air Defense System. On this project, the model was used to support the project bid, to identify and manage risks, and to assess the benefit of several process and organization changes which were implemented on the project. Upon completion, the project results were systematically compared to an earlier project to assess the management lessons—what worked and what did not, and what was the benefit. These lessons were systematized in a management learning system. Copyright © 2001 John Wiley & Sons, Ltd.
While most Systems Engineering Management (SEM) applications use some subset of traditional Project Management (PM) methods and tools, the actual practice of systems engineering management involves continuous cognitive zigzagging between systems engineering-the product domain-and project management-the project domain. Focusing on seven PM methods, we examine two research questions regarding systems engineering practitioners: (1) While conducting SEM, do they perceive a notion of a project domain, a product domain, and a combined project-product domain? (2) What is the extent to which, and ways by which, systems engineering practitioners deem PM methods as effective for supporting SEM? Using analysis of structured questionnaires among 24 participants, we verified that project and product are indeed viewed as two complementary facets of SEM, and that certain PM methods address both domains better than others with respect to particular examined factors.
Project planning and control are the essentials of project management. The first steps of the project planning require some knowledge of the concept of the product that the project is expected to deliver. The initial project plan, scope of work, Work Breakdown Structure, and allocation of resources rely on understanding of at least the top‐level product functionality, architecture, and concept of operation. The project planning and control is an iterative process of derivation, refinement, and simulation of the product model, while maintaining traceability and coherence between the product model and the project plan at all levels. Nevertheless, existing representations or views for project planning, such as Gantt, PERT, and DSM, contain only a portion of the entire set of relationships among project entities. This paper outlines a model‐based approach to project planning, in which a joint project‐product OPM model is the basis for the various project management views.
Developing and sustaining complex systems requires collaboration of multidisciplinary teams, coordination of processes, methods and tools, allocation of resources, and utilization of adequate facilities within enterprises. Engineering and management of a system comprises three intertwined domains: the product, the project and the enterprise. Despite the obvious links between them, each domain is distinct and uses its own ontology and toolset. This conceptual separation hinders effective handling of the project and product lifecycle activities within the enterprise. The unified Product-Project Lifecycle Management (PPLM) collaborative research project aims to establish, implement, and evaluate a methodology for managing and engineering complex enterprise-wide systems. The resulting software environment will serve as a test bed for proof-of-concept of the PPLM vision and approach. The comprehensive PPLM methodology with its software implementation is expected to enhance enterprise-level systems engineering and management by unifying the product and the project within which it is developed. The paper presents and illustrates the PPLM vision and framework. IntroductionSystems engineering and management comprises three intertwined domains: the product, the project, and the enterprise. To demonstrate the relations between these three subsystems, consider testing. Testing activities focus initially on verifying the performance of software and hardware components. They continue with testing large subassemblies and end with the entire operational system and its supporting environment-the "whole system" concept. What needs to be developed, tested, and delivered is determined by the product requirements, its architecture, and design. When each component should and can be developed and tested is stated in the project plan, which is dynamically re-evaluated, and re-scheduled, depending on parameters such as resource availability, risks, and technological breakthroughs. Whether carrying out the mission is feasible, and at what cost and risk, is determined by the responsible enterprise, its size, structure, commitments, and other factors. The question is how to successfully manage one or more products, each developed via a dedicated project within an enterprise with limited resources.Successful delivery of a large-scale system is predicated upon quality management of the system engineering process throughout the project and product lifecycles. Close collaboration is required between the program management, which focuses on the project, and the system engineering group, which focuses on the product.Systems engineering management is concerned with issues such as schedules, supplier coordination through contracts, employee motivation, incentives, and teamwork. At the same time, it must handle such subjects as product requirements, alternative product architectures, product functionality, product architecture selection, detailed product design, verification and validation. As Figure 1 shows, the "program management" overlaps in a n...
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