Technical Management Processes

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Contents of this Knowledge Area

• Project Planning (Ray Madachy, Garry Roedler, and Brian Wells)
• Project Assessment and Control (Ray Madachy, Andy Pickard, and Garry Roedler) (Richard Turner)
• Decision Management (Matt Chilli) (Garry Roedler, Greg Parnell, and Scott Jackson)
• Requirements Management (Tami Katz) (Lou Wheatcraft and Mike Ryan)
• Risk Management (Ed Conrow, Ray Madachy, and Garry Roedler) (Victor Bertolazzo, Leighton Johnson, Bob Parro, Jack Stein, and Richard Turner)
• Configuration Management (John Metcalf, Philip Hallenbeck, and Sandrine Gonthier) (Garry Roedler)
• Configuration Baselines (John Metcalf, Philip Hallenbeck, and Sandrine Gonthier) (Garry Roedler)
• Configuration Management Implementation (John Metcalf, Philip Hallenbeck, and Sandrine Gonthier) (Garry Roedler)
• Information Management (Andy Pickard and Garry Roedler) (Ray Madachy)
• Quality Management (Quong Wang, Massood Towhidnejad, and David Olwell) (Dick Fairley and Garry Roedler)
• Measurement (Garry Roedler)

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• Lead Authors:
• Ray Madachy and Garry Roedler

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This knowledge area is about managing the resources and assets allocated to perform systems engineering, often in the context of a project or a service, but sometimes in the context of a less well-defined activity. Systems engineering management is distinguished from general project management by its focus on the technical or engineering aspects of a project. SEM also encompasses exploratory research and development (R&D) activities at the enterprise level in commercial or government operations.

See the article Matrix of Implementation Examples for a mapping of case studies and vignettes included in Part 7 to topics covered in Part 3.

Discussion

Implementing systems engineering (SE) requires the coordination of technical and managerial endeavors. Success with the technical is not possible in the absence of the managerial. Management provides the planning, organizational structure, collaborative environment, and program controls to ensure that stakeholder needs are met.

The Venn diagram below provides some context for thinking about SEM. It shows that some functions are managed within the SE function, while others are managed in collaboration with the management of systems implementation and with overall project and systems management.

Figure 1. Systems Engineering Management Boundaries. (SEBoK Original)

There is no one-size-fits-all way to define the details of where SEM functions are performed. An in-company SE organization does not run its own accounting system, but relies on the corporate management organization for this aspect of SEM. A company performing only SE does include the accounting functions as part of SEM. In all cases, the managers of the SE function must be actively involved in the management of all the activities within the SE system boundary, including working out what collaborative arrangements best fit their situation. They must also remain aware of management events in their environment outside the system boundary that may affect their ability to perform. Part 6 of the SEBoK includes relevant knowledge areas for collaborative management, including Systems Engineering and Software Engineering, Systems Engineering and Project Management, Systems Engineering and Industrial Engineering, Systems Engineering and Procurement/Acquisition, and Systems Engineering and Quality Attributes.

References

Works Cited

None.

Primary References

Blanchard, B.S. 2004. Systems Engineering Management, 3rd ed. New York, NY, USA: John Wiley & Sons Inc.

Sage, A.P. and W. Rouse. 2009. Handbook of Systems Engineering and Management, 2nd Ed. Hoboken, NJ, USA: John Wiley and Sons.

Additional References

None.