8.2.1 To V or not to V – that MUST be the Question Knowing When to Apply the Right Approach

Abstract

Abstract. The last 20 years have shown a dramatic expansion in Systems Engineering theory, knowledge, knowhow and practical application. Despite this increase, there is evidence within organisations that there has been a growing gap between the SE required and the SE delivered. The authors of this paper describe the results of a study into the reasons for this gap, based on an on-line survey which received 85 valid responses.The authors conclude that:• Project professionals are using approaches that are not appropriate to the problems being tackled; • Behaviour is being driven by narrow views of what organisations believe is right, rather than the broader range of practice that they allow; • Project professionals adopt preferred approaches which they apply across more than one type of problem.The authors demonstrate that there is truth in the assertion that Systems Engineers apply the same approach, irrespective of the situation. Whilst standard Systems Engineering approaches, for example the V lifecycle, are the right approach in the complicated space, it is less appropriate in simple, complex or chaotic spaces. All too often, projects start with the assumption that we should use standard Systems Engineering approaches that we have used before, rather than ask: 'To V or not to V?'

“Fifty Shades of Agile”: AN ANALYSIS OF DIFFERENT PERSPECTIVES OF AGILE SYSTEMS ENGINEERING

“…Interestingly, there is a strong clustering around the Complicated space. This probably reflects the bias of systems engineers to the Complicated space, as discussed by Cowper et al (2014) and Kemp et al (2015). A2, A4, A5 and A6 are all sensible Complicated approaches, based upon clear analysis of what is needed to meet a clear requirement.…”

“…This is the typical motivation of those who have little experience of successful SE for building complicated systems. For example, they may have built simple systems, where SE is a waste of effort (Snowden & Boone, 2007) (Cowper , et al, 2014). Alternatively, they may have experience from complex or chaotic environments, where the delays introduced by traditional SE have led to a failure.…”

“…The Cynefin Framework has been used to analyse influential decision making, such as political leadership (O'Neill, 2004) and emergency management (French & Niculae, 2005). Cowper et al (2014) use the framework to show that SE approaches are often used in unsuitable circumstances. (Pelrine, 2011) has used Cynefin to understand why Agile Software Engineering techniques are so effective.…”

Practice over perfection; A case study in building an in‐house Systems Engineering Capability

“…The model offers a guidance on how to recognise and act in different problem situations. According to (Cowper, Kemp, Elphick, & Evans, 2014), the bulk of systems engineering situations are in the Complicated space, whereas organisational transformation is often in the Complex space.…”

An Empirical Case Study of Problem Structuring in the Use of Generic Architectures

“…However, recognising and acting on the signals that suggest PSM are needed is perhaps not yet ingrained in professional practice. It may also be, as identified by Cowper et al (2014) that Systems Engineering practitioners do recognise the need, and have knowledge of how to carry out problem structuring, but don't actually carry out this activity due to organisational and cultural norms that 'expect' tasks to progress without this step occurring.…”