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.

This paper highlights the complementarity between systems engineering (SE) and knowledge management (KM); in doing so, it offers a platform from which the development of both disciplines could be accelerated. By drawing attention to some of the challenges in the practice of SE and, in keeping with Martin (2002), the authors suggest that embedding relevant KM practice within SE practice may assist 'traditional' SE in meeting the demands of engineering current and future systems. Specific attention is paid to the importance of creating a knowledge sharing culture in SE practice and guidance is offered as to knowledge sharing methods which might be used effectively in particular SE settings.The paper begins by identifying some of the challenges that SE faces in contemporary practice. The focus then moves on to knowledge and its management. After an introduction to the distinctions between data, information and knowledge, and to a representative cycle of KM, emphasis is placed on the process of knowledge sharing and the characteristics of a knowledge sharing culture. Discussion moves on from the cultural dimension of knowledge sharing and into the contexts and environments of SE practice. Jackson and Keys ' (1984) System of Systems Methodologies (SofSM) is introduced to trigger a taxonomical theme for the rest of the paper. In a similar way that Flood and Jackson (1991) link the SofSM to problem contexts, the authors overlay their taxonomy of SE contexts with knowledge sharing methods so as to guide the SE practitioner in an effective matching of method with context. The paper closes with reflections on the potential reciprocal relationship between SE and KM.1321

Abstract. The need for enterprise intelligence continues to grow in response to increasingly complex and dynamic organizational environments. However, an intelligent enterprise is comprised of more than a collection of intelligent resources. Like an effective team the whole is made greater than the parts by the manner in which they integrate. Enterprise intelligence enables an organization to both fully exploit existing opportunities whilst remaining capable and ready to respond to future change. In this paper we focus on the contribution made to this dynamic stability by the systemic integration of resources. Using a multi-level systems model we develop a framework, drawing on the concept of intellectual capital, to examine data from a case study of a UK government funded research organization. The findings provide an important insight into the interplay between the social and structural aspects of the linkages that integrate resources and the implications this has for creating enterprise intelligence.

Mark has more than 25 years of industry experience in the areas of solution design and proposals for complex systems, project management and delivery of complex systems development projects and systems engineering of complex systems including both hardware and software components. His career has included work in a variety of technical, Project Management, Systems Engineering and management positions in both commercial and US Government projects. He has participated in and managed the design, test, deployment, and supportability of large, complex systems for both commercial and military applications. He has led and contributed to Systems Engineering process development in IBM from May 2001 to present. In addition to his broad experience in Systems Engineering and solution design he is currently an IBM Certified Executive Project Manager.