Systems Engineering is not a new discipline; the term has been in use since World War II. Yet, while there has been no shortage of definitions of the term over the years (not all of which are consistent), there is little consensus on the scope of Systems Engineering. This is particularly true in relation to other overlapping disciplines such as System Dynamics, Operations Research, Industrial Engineering, Project Management, Soft Systems Methodology, Specialist Engineering, and Control Theory, which share many of the origins and techniques of Systems Engineering. This paper presents a landscape of disciplines and suggests that INCOSE should “brand” Systems Engineering strategically, defining explicitly its position within this landscape including its points of parity (overlaps) and points of difference with other disciplines. Actively branding Systems Engineering will broaden its appeal and attract more interest from stakeholders outside the current Systems Engineering community. INCOSE's “market share” relative to its biggest systems competitor—Project Management—is falling, so even though INCOSE membership is rising, more needs to be done to promote the profession. © 2005 Wiley Periodicals, Inc. Syst Eng 8: 164–186, 2005
Abstract. Changes in supply chains, for example, due to increased competition, lower margins, and changes in customer enterprises, can cause enterprises to want to move up the 'food chain' and take on the role of systems integrator. This role comes with its own set of risks and implications for both customers and suppliers. This paper explores these issues. For example, being one step removed from component suppliers, what must an enterprise consider when deciding whether to move into the role of systems integrator or to pass this role along its supply chain? This will include identifying where the appropriate skills are within its organisations and establishing what its credibility would be in performing this new role.
Abstract. This paper describes the work of an INCOSE UK Advisory Board working group set up to define the set of Core Competencies for Systems Engineering. The development of complex products (systems) demands a broad range of competencies from its system engineering resource. An agreed set of core competences would allow individuals and enterprises to establish an effective, transferable portfolio of skills, which can be deployed in systems projects. Such a set of core competences will also provide a framework for education/training and assessment. The working group recognized that in addition to core competencies, Supporting Techniques, Basic Skills and Behaviours and Domain Knowledge are important. This paper offers a set of core competencies for Systems Engineering and guidance on how to use them.
Many individuals find themselves systems integrators ‘by default’. This situation comes with many challenges when integrating custom systems from off‐the‐shelf components. A particular challenge is for ‘by default’ systems integrators to employ sound systems engineering practices when they cannot be expected to have a good understanding of systems engineering principles, such as those described in ISO 15288. This paper aims to explore the issues and risks facing a ‘by default’ systems integrator, and proposes a simplified lifecycle model and documentation set based on ISO 15288 to assist with these challenges.
Organizations may have sophisticated and detailed systems engineering process models yet struggle to implement them effectively in the face of conflicting internal priorities, legacy practices and slowly changing cultures. Taking experiences from a number of sources this paper identifies a range of current systems engineering issues and suggests that it is the interface of systems engineering with other business activities that is a cause of many implementation problems. By taking a systems view of the business (a systems‐make‐systems approach), one can use systems engineering principles to address these problems. A broader remit for Systems Engineering Management is recommended.
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