A value-seeking approach to the engineering of systems

Ring, Jack

doi:10.1109/icsmc.1998.725069

Cited by 15 publications

(12 citation statements)

References 1 publication

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“…Understand and manage value Oppenheim (2011): Lean Systems engineering Principle 1 -"Value"; Ring (1998) Requirements should reflect customer value.…”

Section: ) Consider the Whole Problem Thementioning

confidence: 99%

Envisioning Systems Engineering as a Transdisciplinary Venture

Sillitto

Martin

Griego

et al. 2018

INSIGHT

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We envision that systems engineering can be transformed into a truly transdisciplinary discipline ‐ a foundational meta‐discipline that supports and enables collaboration between all the disciplines that should be involved in conceiving, building, using and evolving a system such that it will continue to be successful and fit for purpose as time passes. Systems engineering can be applied in different ways depending on the situation and how well current systems engineering process patterns are matched to the problem in hand. We identify four elements of this new transdisciplinary framework: systems engineering tenets; systems engineering approach; systems engineering process; and systems engineering toolbox. We suggest that the use of systems engineering then needs to be considered in three domains: problem space, solution space, and transformation space that helps us along the development‐delivery‐evolution trajectory. We propose twelve systems engineering tenets and show how they should be applied in these three domains. We perceive that even though all elements of the current systems engineering process can be justified in terms of the twelve tenets applied to these three domains, the current commonly used, standardized systems engineering process is not suitable for all situations requiring a systems engineering approach or an application of the systems engineering tenets. We claim that the framework presented in this paper can act as a unifying structure that facilitates the evolution of systems engineering from the current focus on a “standardized” process model suited to a particular class of problem, to a more agile and capable “transdiscipline” that will provide an enabling construct for more successful collaborations that can better deal with a wider range of complicated, complex and chaotic problem situations.

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“…Understand and manage value Oppenheim (2011): Lean Systems engineering Principle 1 -"Value"; Ring (1998) Requirements should reflect customer value.…”

Section: ) Consider the Whole Problem Thementioning

confidence: 99%

Envisioning Systems Engineering as a Transdisciplinary Venture

Sillitto

Martin

Griego

et al. 2018

INSIGHT

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“…Pyster's work on understanding effective systems engineer characteristics defines 'effectiveness' as 'the ability to consistently deliver value within the organizational context' (Pyster, 2014) (p12). Furthermore, Ring's Value Cycle (Ring, 1998) (see Figure 6) offers a means of identifying where leverage from leadership, management and application techniques might be suitable for a particular business emphasis (i.e. delivering value to the customer).…”

Section: Organisationalmentioning

confidence: 99%

“…There was an ongoing debate as to whether DE&S process fully recognized the 'Fuzzy front end' and 'messy in-service' phases of Rings value cycle (Ring, 1998), or whether project teams were avoiding doing proper SE. Rather than engage in this wider discussion, the ITS deliberately chose to deliver exactly what project teams had asked for.…”

Section: A Focus On Delivering Value To the Key Stakeholdersmentioning

confidence: 99%

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

Kemp¹,

Shenton²,

Adams³

2018

INCOSE International Symp

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This paper describes a case study in building an in‐house Systems Engineering capability from concept through to delivery within Defence Equipment & Support (DE&S). In a 21‐month period the capability grew from an idea to a team of 22 delivering £3M‐£4M of savings to the organisation. The paper describes the growth of the team over four phases: (1) problem understanding and approach; (2) proof of concept (initial recruitment, operation and benefits delivery), (3) establishing the team and franchising the model to other disciplines; (4) further growth and embedding the model into the organisation's make/buy model. We describe the factors that contributed to the achievement of the team success including: a clear understanding of the systemic barriers to building an in‐house SE capability; the use of Kotter's 8 step change process; a clear focus on delivering value to key stakeholders; the use of simple management processes and Systems Engineering tools; and the development of a suitable culture and selection of the right people. Finally, the authors identify some key lessons that might be applicable for others.

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“…Jack Ring (1998) proposed an alternative model for describing large, complex systems, which he named the Value Cycle. The model challenges traditional views of a lifecycle, which often begin at the requirements stage.…”

Section: Approaches Against Ring's Value Cyclementioning

confidence: 99%

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

Kemp

Akroyd-Wallis

Mactaggart

et al. 2016

INCOSE International Symp

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Although Agile is well‐defined, and relatively widely‐used within the software engineering field, applying Agile to Systems Engineering (SE) is still under debate. While some feel that Agile SE offers potential to improve customer satisfaction and reduce cost, risk and time to market, it is unclear how well Agile approaches apply to SE. This paper explores diverse rationales for applying Agile SE, various types of systems it can be applied to, and different Agile SE approaches, showing that there is no single definition of Agile. Views range from: a high tempo approach to systems delivery analogous to Agile software, radical tailoring of conventional SE against fixed requirements, using agile software techniques to develop SE documents and models, to using Agile as a sales mechanism with no real understanding of chance of success. These perspectives are analysed against the 12 Agile software principles, Snowdon's Cynefin Framework and Ring's Value Cycle, concluding with 14 observations about Agile SE approaches.

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A value-seeking approach to the engineering of systems

Cited by 15 publications

References 1 publication

Envisioning Systems Engineering as a Transdisciplinary Venture

Envisioning Systems Engineering as a Transdisciplinary Venture

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

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

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