Since 1989, Howard Eisner has been Distinguished Research Professor and Professor in the Engineering Management and Systems Engineering Department at George Washington University in Washington, DC. He is a Life Fellow of the Institute of Electrical and Electronics Engineers (IEEE) and a Fellow of the International Council on Systems Engineering (INCOSE) and a member of several engineering societies.
PREFACE
Regarding the first, I dedicate it to my graduate students and colleagues in the engineering management and systems engineering department at the School of Engineering and Applied Sciences, George Washington University. On a personal level, I dedicate the book to my wife, June Linowitz, whose patience, support, and love helped make it possible.
OVERVIEW
SYSTEMS, PROJECTS, AND MANAGEMENT
INTRODUCTION
SYSTEMS AND PROJECTS
A focus on designing a system that responds to the needs of the user-customer is central to systems engineering. In 2006, NASA established a set of "systems engineering processes and requirements" [1.8] promulgated by its Office of the Chief Engineer.
PROBLEMS IN MANAGING ENGINEERING PROJECTS
The skills of the Project Manager are paramount here, as he or she must be able to create a spirit of teamwork and cooperation. Today's systems are very complex and require daily interactions of project members.
THE SYSTEMS APPROACH
Box 6: Preferred system architecture. This step is to select the most cost-effective system-level architecture. System architecture is a very important part of the systems approach and the systems engineering and design process and is discussed again in Chapter 9.
THE PROJECT ORGANIZATION
A summary list of the various responsibilities and duties of a project manager can be found in Appendix 1.2. A summary list of the main responsibilities and duties of the Chief Systems Engineer is provided in Appendix 1.3.
ORGANIZATIONAL ENVIRONMENTS AND FACTORS
A smooth interaction in this regard that works effectively is critical to the success of the project. This means that reports sent to the project team must be timely and accurate.
LARGE-SCALE ORGANIZATION AND MANAGEMENT ISSUES The focus of this book is upon project and systems engineering management
Exhibit 1.6 lists some of the GAO reports that highlight the various aspects of software that need to be addressed. In addition to providing the above reports, the GAO apparently conducts an annual assessment of selected major weapons system programs.
OVERVIEW OF ESSENTIALS
INTRODUCTION
PROJECT MANAGEMENT ESSENTIALS
Pre-work and recruitment activities form the core of the organizational function for the project. Project reports and systems (physical and procedural as required in the job description) result from the work of the project team, working individually and collectively.
SYSTEMS ENGINEERING PROCESS AND MANAGEMENT ESSENTIALS
When the subsystem design is complete, the team is ready to begin the formal construction of the system. As the upper levels of the system are assembled, we enter a top level "test and evaluation".
HISTORICAL OVERVIEW OF ACQUISITION NOTIONS
Therefore, it can be noted that the previous five steps are an overview of the systems engineering process and how it is managed. An interim operational capacity (IOC) is realized during part of the production and deployment phase. Project reviews are often considered an integral part of the acquisition process.
SELECTED STANDARDS
It is also a standard procedure that a formal review and approval is required to move from one stage to the next in the sequence. Changes to the system in the form of Engineering Change Proposals (ECPs) are considered during this operational phase. Additional guidance on these issues is provided in the next section in which some system purchasing standards are explored.
DETAILED REQUIREMENTS
APPENDIX A
First, it was essentially developed through a joint effort between EIA and the International Council on Systems Engineering (INCOSE). INCOSE then developed its own version of such a model, namely the Systems Engineering Capability Model (SECAM). The twenty-five processes presented can be compared to the definition of the thirty elements of systems engineering shown in Chapter Seven.
PROJECT MANAGEMENT
THE PROJECT PLAN
INTRODUCTION
To provide company management, to whom the project reports, insight into the project. Conveying the essence of the project to the client, as observed and formulated by the project team. In addition, an example of a project with eight tasks is postulated to clarify how the different elements of the project plan are interrelated.
NEEDS, GOALS, OBJECTIVES, AND REQUIREMENTS
This is in contrast to the needs analysis and confirmation performed by the acquirer of the system. Project requirements are therefore limited to all work to be performed only as part of the design process. These subordinate requirements should be cited for reference only and should not be detailed in the requirements section of the project plan.
TASK STATEMENTS, STATEMENT OF WORK (SOW), AND WORK BREAKDOWN STRUCTURE (WBS)
Task Area 2: Update Program Management Course Curriculum Materials Task Area 3: Development of Automated DSMC Management and Teaching. This exhibition contains seven "detailed work items" with a breakdown of more specific work under the first item. The work breakdown structure (WBS) is also a formal statement of work to be performed and is illustrated in Figure 3.1 for a NASA program known as Earth Observing System Data and Information System (EOSDIS) Phase B [3.8].
TECHNICAL APPROACH
This usually creates a layer of complexity that is not really desirable, but may be necessary to satisfy the client's instructions. Do we plan to use any special models or simulations to evaluate system performance? Do we plan to use special processes such as parallel engineering, business process reengineering or Total Quality Management (TQM).
SCHEDULE
The schedule for a complex project can literally take up the space of an entire wall. The schedule in the program plan should be an overview schedule, highlighting major tasks and milestones. To the extent that the schedule established by the project team does not, it must be continually reworked until all customer requirements regarding the schedule are met.
ORGANIZATION, STAFFING, AND TASK RESPONSIBILITY MATRIX (TRM)
BUDGET
As shown in the figure, and using the person-week data provided in Table 3.3, we list the four categories of staff together with their labor rates per week and the person-weeks allocated to each. In Table 3.4, two such costs are listed: the cost of purchasing software, estimated at $8,000, and the cost of training materials, shown as. The client may also want to see the estimated project costs by time period (as in Table 3.5) or by project task.
RISK ANALYSIS
There are even moments when the Prime Minister does not know about the proposed commission (profit). Analyzing a project's PERT chart is usually a good place to start when assessing schedule risk. If these rates increase in the middle of the project, they will affect the total cost even though the project manager may be doing everything right.
THE PROPOSAL
SEMP AND SEP
Both emphasize process and to that extent are aligned with many project and systems engineering concepts. For example, the DoD leads off with an overview of the systems engineering process, and NASA looks at the (seventeen-element) set of common technical processes and their implementation. The SEP defines the methods by which system requirements, technical staff and technical management are to be implemented.
SCHEDULE, COST, AND SITUATION ANALYSIS
INTRODUCTION
SCHEDULE ANALYSIS AND MONITORING
The basis for determining the critical path is the set of time estimates for the various activities in that path. Analysis of a schedule, given the base network and time estimates, begins with determining the critical path. If we can shorten the critical path, it might be possible to shorten the overall project schedule.
COST ANALYSIS AND MONITORING
What are your current estimates of cost variance (CV), schedule variance (SV), cost at completion (ECAC), and time at completion (ETAC). A good rule for the Prime Minister to follow, when actual expenditure differs from budgeted expenditure (and they usually do), is to check the contract terms to ensure that any changes are made in accordance with the terms and conditions (Ts and Cs) of the contract document. Often the PM and PC are out of the loop for this type of reporting.
SITUATION ANALYSIS (SA)
Given the problems in priority order (Box 4 of Figure 4.4), the next step is to develop plans for solutions (Box 5). In other words, information and solution proposals must be consciously elicited by project team members. Jack now focuses the team on the issue of the project review session with the client, scheduled for next Monday.
THE PROJECT MANAGER AND LEADERSHIP
INTRODUCTION
PROJECT MANAGER ATTRIBUTES
Project managers sometimes underestimate the power they have in the eyes of the project team. Providing constructive criticism is an important job of the prime minister and it is surprisingly difficult to do. Above all, the PM and the CSE must be able to work harmoniously together and both be committed to the success of the project.
SELF-EVALUATION
Again, the above items provide a “look at the negative” that can help the project triumvirate increase its chances of success. According to data collected over a long period of time regarding the MBTI, approximately 75% of the population falls into this category [5.3]. The literature indicates that 50% of the population would be inclined to qualify as a "T" in the MBTI.
INTERACTIONS WITH YOUR SUPERVISOR
A well-considered and rational analysis of the situation is a good first step in trying to control your boss by changes in your own behavior. Talk to a trusted colleague who knows your boss to try to get a different point of view. If these don't work, talk to your boss's supervisor or the employees in your organization.
CUSTOMER INTERACTION
If your customer goes in the wrong direction, gently suggest alternate directions and actions. Maintain customer contact and interaction in parallel channels above the level of the PM (e.g. vice president to vice president). This does not guarantee success, but creates an overall environment and relationship that helps foster success.
LEADERSHIP
We note that in this model there is little emphasis on the specific characteristics of the leader. Indeed, this has been the main thrust of recent analyzes of the leader and how he or she behaves. The culture is usually reflected in the personal behavior of the leader who serves as a role model.
TEAM BUILDING AND TEAM INTERACTIONS
INTRODUCTION
COMMUNICATIONS
The PM should also ensure that even the most reserved members of the project team are invited to participate. The Prime Minister should maintain a positive and supportive attitude, except in the most radical situations. For those in leadership positions on the team who have communication difficulties, the Prime Minister should create some kind of training program to build skills in this most important area.
BUILDING THE PROJECT TEAM
This means full involvement of all team members in the process and also in the team's products. Team members who have problems with the team may be wary of expressing their views to everyone. The team leader's job is not to do all the work, but to ensure that all team members give their maximum effort.
TEAM BUSTERS
In fact, when he's bad enough, a team breaker can only really play for one team, his own. A team wrecker undermines any team building attempts by his supervisor and is a detriment to the team. Team wrecker behavior poisons the team and causes all kinds of havoc.
CONFLICT MANAGEMENT
The avoidance or withdrawal approach simply refuses to process the conflict and face it head on. The conflict may go underground for a while, but because its essence is not dealt with, it doesn't really go away. In short, accommodation may be a good temporary solution, but it does not really resolve the conflict.
MEETINGS
The leader must be careful not to inadvertently exclude people who should be in the meeting or who are usually part of such discussions. Before and in preparation for the meeting, the leader should make notes on expectations for the meeting. Finally, and before the meeting is adjourned, the time of subsequent meetings should be determined, if necessary.
PRESENTATIONS
This means you need to anticipate the size of the room and the number of people in the audience. The presenter must allow sufficient time for the audience to read the slide as instructed. It is certainly okay to end additional questions and bring the audience back to the main thrust of the presentation.
PROPOSALS
A proposal manager should be appointed along with at least some key players from the proposal team. Discriminators should be determined through a team approach, where ideas are detached from all members of the proposal team. Naturally, time must be allocated for the physical production of the proposal and delivery to the client.
A NOTE ON MOTIVATION AND INCENTIVES
