Enabling Businesses and Enterprises

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Lead Authors: Art Pyster, Deva Henry, Dave Olwell

Part 5 on Enabling Systems Engineering explores how systems engineeringsystems engineering (SE) is enabled at three levels of an organization: the businessbusiness or enterpriseenterprise (hereafter usually just called "business" --- See Enabling Systems Engineering for more information), the teamteam, and individuals.

The Enabling Businesses and Enterprises Knowledge Area describes the knowledge needed to enable SE at the top level of the organization. Part 3, Systems Engineering and Management, describes how to perform SE once it has been enabled using the techniques described in Part 5. Moreover, a business is itself a system and can benefit from being viewed that way. (See Enterprise Systems Engineering in Part 4.)


Each part of the SEBoK is divided into knowledge areas (KAs), which are groupings of information with a related theme. The Kas, in turn, are divided into topics. This KA contains the following topics:

Relationship Among Topics

To some extent, these topics have the character of a "plan-do-check-act" cycle, where the "do" part of the cycle is performing SE using the techniques described in Part 3, Systems Engineering and Management (Deming Part 3). For example, if assessing the business' SE performance shows shortfalls, then additional SE capabilities may need to be developed, the organization may need to be adjusted, processes may need to be improved, etc., all working within the existing cultural norms. If those norms prevent the business from successfully performing SE, then transformational efforts to change the culture may be needed as well.


Works Cited

Deming, W.E. 1994. The New Economics. Cambridge, MA, USA: Massachusetts Institute of Technology, Centre for Advanced Educational Services.

Primary References

Eisner, H. 2008. Essentials of Project and Systems Engineering Management, 3rd ed. Hoboken, NJ, USA: John Wiley and Sons.

Elliott, C. et al. 2007. Creating Systems That Work – Principles of Engineering Systems for the 21st Century. London, UK: Royal Academy of Engineering. Accessed September 2, 2011. Available at http://www.raeng.org.uk/education/vps/pdf/RAE_Systems_Report.pdf.

Hofstede, G. 1984. Culture’s Consequences: International Differences in Work-Related Values. London, UK: Sage.

Lawson, H. 2010. A Journey Through the Systems Landscape. London, UK: College Publications, Kings College, UK.

Morgan, J. and J. Liker. 2006. The Toyota Product Development System: Integrating People, Process and Technology. New York, NY, USA: Productivity Press.

Rouse, W. 2006. Enterprise Transformation: Understanding and Enabling Fundamental Change. Hoboken, NJ, USA: John Wiley and Sons.

Senge, P. M. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization, 2nd ed. New York, NY, USA: Currency Doubleday.

Shenhar, A.J. and D. Dvir. 2007. Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation. Boston, MA, USA: Harvard Business School Publishing.

Additional References

INCOSE. 2012. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, version 3.2.2. San Diego, CA, USA: International Council on Systems Engineering (INCOSE), INCOSE-TP-2003-002-03.2.2.

ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes. Geneva, Switzerland: International Organisation for Standardisation / International Electrotechnical Commissions. ISO/IEC/IEEE 15288:2015.

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