INCOSE Tech Board Advancing the State-of-the-Art In Systems Engineering by Dr. John Snoderly Chair, INCOSE Technical Board Thursday, August 9, 2000

INCOSE Tech BoardAdvancing the State-of-the-Art

In Systems Engineering

by

Dr. John SnoderlyChair, INCOSE Technical Board

Thursday, August 9, 2000

An international body comprised of leading An international body comprised of leading organizations and experts contributing to the body of organizations and experts contributing to the body of knowledge on systems engineering knowledge on systems engineering

An organization whose leadership and members are An organization whose leadership and members are recognized as having the highest expertise to solve recognized as having the highest expertise to solve systems problems systems problems

A contributing partner in strategic alliances with other A contributing partner in strategic alliances with other professional societies and leading universities professional societies and leading universities worldwideworldwide

A center of competence for research, theory, and A center of competence for research, theory, and practices applied to systems challenges practices applied to systems challenges

INCOSE is the world’s INCOSE is the world’s premier engineering premier engineering professional society professional society

for enabling holistic solutions for enabling holistic solutions to problems and needsto problems and needs

WHY is INCOSE Needed ?WHY is INCOSE Needed ?

• Is the world of SE in trouble today?

• How would you know?

• What are some recent examples that point out a lack of SE?

DoD SE ProblemsDoD SE Problems• ““USAF Urges F-22 Production Without Test- …ready to move into its USAF Urges F-22 Production Without Test- …ready to move into its

production phase even if production phase even if an important software milestone, which legally an important software milestone, which legally must be reached first, is not passedmust be reached first, is not passed”*”*

• ““Software Pushes Up JSF Price Tag to $31 Million - …Marketplace changes, Software Pushes Up JSF Price Tag to $31 Million - …Marketplace changes,

the software went straight up. the software went straight up. Turns out it was more for software than we Turns out it was more for software than we thoughtthought.”* .”*

• “…“…A draft report from the GAO, a government watchdog agency here, A draft report from the GAO, a government watchdog agency here,

charges that the JSF program is rushing to the engineering manufacturing charges that the JSF program is rushing to the engineering manufacturing and development stage and development stage before critical technologies have maturedbefore critical technologies have matured.”*.”*

• ““Integrating JSF engine-control softwareIntegrating JSF engine-control software with avionics software has proven with avionics software has proven challenging.”*challenging.”*

*Defense news April 10, 2000*Defense news April 10, 2000

It Could Be That The Purpose of Your Life is Only to Serve As A Warning To Others.

From the Mars Climate Orbiter Mishap From the Mars Climate Orbiter Mishap Investigation Board Phase I Report:Investigation Board Phase I Report:

• Absence of a mission systems engineer during the operations phase to provide the Absence of a mission systems engineer during the operations phase to provide the bridge between the spacecraft system, the instrument system and the bridge between the spacecraft system, the instrument system and the ground/operations system.ground/operations system.

• Lack of identification of acceptable risk by the operations team in the context of the Lack of identification of acceptable risk by the operations team in the context of the “Faster, Better, Cheaper” philosophy.“Faster, Better, Cheaper” philosophy.

• Navigation requirements set at too high a management level, insufficient flowdown of Navigation requirements set at too high a management level, insufficient flowdown of requirements and inadequate validation of these requirements.requirements and inadequate validation of these requirements.

• Several significant system and subsystem design and development issues, uncovered Several significant system and subsystem design and development issues, uncovered after the launch of the Mars Climate Orbiter after the launch of the Mars Climate Orbiter

• Inadequate attention, within the system engineering process, to the transition from Inadequate attention, within the system engineering process, to the transition from development to operations.development to operations.

From the Wide-field Infrared Explorer Mishap From the Wide-field Infrared Explorer Mishap Investigation Board Report (Briefing by Darrell Investigation Board Report (Briefing by Darrell Branscome, Board Chair):Branscome, Board Chair):

• ““Detailed, independent technical peer reviews are essential. Detailed, independent technical peer reviews are essential. Furthermore, it is essential that peer reviews be done to Furthermore, it is essential that peer reviews be done to assess the integrity of the system design, including an assess the integrity of the system design, including an evaluation of system/mission consequences of the detailed evaluation of system/mission consequences of the detailed design and implementation.”design and implementation.”

• ““Perform electronics power turn-on characterization tests, Perform electronics power turn-on characterization tests, particularly for applications involving irreversible events.”particularly for applications involving irreversible events.”

• ““Test for correct functional behavior and test for Test for correct functional behavior and test for anomalous behavior, especially during initial turn-on and anomalous behavior, especially during initial turn-on and power-on reset conditions.”power-on reset conditions.”

From Lewis Spacecraft Mission Failure From Lewis Spacecraft Mission Failure Investigation Board Report:Investigation Board Report:

• Especially in “Faster, Better, Cheaper” projects, communication Especially in “Faster, Better, Cheaper” projects, communication of decisions to senior NASA and contractor management is of decisions to senior NASA and contractor management is essential to successful program implementation. essential to successful program implementation.

• ““Requirements changes without adequate resource Requirements changes without adequate resource adjustments” indirectly contributed to the failure.adjustments” indirectly contributed to the failure.

• ““Inadequate engineering discipline” indirectly contributed to the Inadequate engineering discipline” indirectly contributed to the failure.failure.

• ““The Government and the contractor must be clear on the The Government and the contractor must be clear on the mutual roles and responsibilities of all parties, including the mutual roles and responsibilities of all parties, including the level of reviews and what is required of each side and each level of reviews and what is required of each side and each participant in the Integrated Product Development Team.”participant in the Integrated Product Development Team.”

From Boeing Mission Assurance Review*, From Boeing Mission Assurance Review*, Final Briefing, Nov. 18, 1999:Final Briefing, Nov. 18, 1999:

• ““Strengthen Systems Engineering. …Develop robust interface Strengthen Systems Engineering. …Develop robust interface between systems engineering and development of hardware, between systems engineering and development of hardware, software, and integrated testing.”software, and integrated testing.”

• ““Ensure engineering accountability from design through post-Ensure engineering accountability from design through post-flight analysis. Design engineering presence, oversight, and flight analysis. Design engineering presence, oversight, and approval of first-time issuances and subsequent changes… approval of first-time issuances and subsequent changes… Assure adequate/formal communication exists between Assure adequate/formal communication exists between engineering and manufacturing…”engineering and manufacturing…”

• ““Boeing should establish an internal Independent Mission Boeing should establish an internal Independent Mission Assurance Team; increase independent reviews at all levels Assurance Team; increase independent reviews at all levels throughout the life of the program…”throughout the life of the program…”

*Independent committee headed by Dr. Sheila Widnall, former Secretary of the Air Force reviewed the Delta II, Delta III, Delta IV and Inertial Upper Stage programs, and company's role as a subcontractor building Titan IV parts..

From Boeing Mission Assurance Review, From Boeing Mission Assurance Review, Final Briefing, Nov. 18, 1999 - 2Final Briefing, Nov. 18, 1999 - 2

• ““Rethink opportunities for enhanced flight instrumentation. Rethink opportunities for enhanced flight instrumentation. Review … flight instrumentation to ensure adequate information Review … flight instrumentation to ensure adequate information to identify design unknowns and provide a quantitative basis for to identify design unknowns and provide a quantitative basis for continuous improvement. Compare flight data to analytical continuous improvement. Compare flight data to analytical predictions. Trend analysis for identification of ‘out of family’ predictions. Trend analysis for identification of ‘out of family’ performance…”performance…”

• ““Configure … strong reliability/quality culture which should Configure … strong reliability/quality culture which should result in lower costs, on-time delivery, and increased result in lower costs, on-time delivery, and increased satisfaction for all customers… Simplify and supplement the satisfaction for all customers… Simplify and supplement the design engineering and manufacturing processes into a zero-design engineering and manufacturing processes into a zero-defects paradigm…”defects paradigm…”

• ““Invoke a more rigorous risk management process at all Invoke a more rigorous risk management process at all levels…”levels…”

From the “Faster, Better, Cheaper” Study From the “Faster, Better, Cheaper” Study (Briefing by Tony Spear):(Briefing by Tony Spear):

• NASA must pick capable PMs. PMs should be “certified.”NASA must pick capable PMs. PMs should be “certified.”

• Important to communicate project risks to project team, senior Important to communicate project risks to project team, senior management, and to the public. PMs should project a “risk profile” or management, and to the public. PMs should project a “risk profile” or “risk signature” at start of project, monitor for changes over life of “risk signature” at start of project, monitor for changes over life of project and explain them.project and explain them.

• Peer reviews must include the “right” people.Peer reviews must include the “right” people.

• For a lander mission, it’s important to have telemetry on spacecraft For a lander mission, it’s important to have telemetry on spacecraft descent.descent.

• PMs must pick capable project teams. Certification of project team PMs must pick capable project teams. Certification of project team members should be considered.members should be considered.

Stupidity

Quitters Never Win, Winners Never Quit,Those Who Never Win AND Never Quit Are

Idiots

How will INCOSE play a How will INCOSE play a leadership role in shaping leadership role in shaping

the art and practice of the art and practice of systems engineering over systems engineering over

the next decade and the next decade and beyond?beyond?

Critical Success Factors Critical Success Factors

Strategic Priorities Strategic Priorities

Focus Areas and InitiativesFocus Areas and Initiatives

Accomplishments for 2000Accomplishments for 2000

Critical Success FactorsCritical Success Factors

A shared vision for INCOSE's future

Clearly defined and communicated priorities

A collaborative and open leadership team

Strategic/operating plan with feasible investment profiles

Measurements used effectively by all leaders

Commitment by all leadership to take action on plans

How does INCOSE Advance How does INCOSE Advance the SE State of the Art?the SE State of the Art?

• Through innovative INCOSE Technical Through innovative INCOSE Technical Board Products & ServicesBoard Products & Services

• Provide Products and services by Provide Products and services by INCOSE Working Groups & Interests INCOSE Working Groups & Interests GroupsGroups

• ExamplesExamples

Tech Board Chair Goals for 2000Tech Board Chair Goals for 2000

• Revitalize the Technical Board Membership by Revitalize the Technical Board Membership by expanding more efforts into the Chaptersexpanding more efforts into the Chapters

• Organize our structure and activities to be in Organize our structure and activities to be in accordance with the 2000 Strategic Plan accordance with the 2000 Strategic Plan

• Identify, develop, provide, and continually improve Identify, develop, provide, and continually improve a diverse and expanding set of products and a diverse and expanding set of products and services that meet or exceed the expectations or services that meet or exceed the expectations or our INCOSE customers. Strive to create new and our INCOSE customers. Strive to create new and innovative products and services. innovative products and services.

Technical CommitteesTechnical CommitteesHierarchy DiagramHierarchy Diagram

TechnicalBoard

TechnicalBoard

MeasurementMeasurementTechnical CommitteeTechnical Committee

MeasurementMeasurementTechnical CommitteeTechnical Committee

TechnicalTechnicalCommitteesCommitteesTechnicalTechnical

CommitteesCommittees

Process & MethodsProcess & MethodsTechnical CommitteeTechnical CommitteeProcess & MethodsProcess & Methods

Technical CommitteeTechnical CommitteeStandardsStandards

Technical CommitteeTechnical CommitteeStandardsStandards

Technical CommitteeTechnical Committee

Modeling & ToolsModeling & ToolsTechnical CommitteeTechnical Committee

Modeling & ToolsModeling & ToolsTechnical CommitteeTechnical Committee

SE ManagementSE ManagementTechnical CommitteeTechnical Committee

SE ManagementSE ManagementTechnical CommitteeTechnical Committee

Education & ResearchEducation & ResearchTechnical CommitteeTechnical Committee

Education & ResearchEducation & ResearchTechnical CommitteeTechnical Committee

SE ApplicationsSE ApplicationsTechnical CommitteeTechnical Committee

SE ApplicationsSE ApplicationsTechnical CommitteeTechnical Committee

Education DevelopmentWorking Group

Education DevelopmentWorking Group

Concepts & TermsWorking Group


Education MeasurementsWorking Group

Education MeasurementsWorking Group

Capability AssessmentWorking Group

Capability AssessmentWorking Group

MeasurementWorking GroupMeasurement

Working Group

Comm & Public InternetWorking Group

Comm & Public InternetWorking Group

Facilities SEWorking GroupFacilities SE

Working Group

Resource Mgmt.Working GroupResource Mgmt.Working Group

Telecommunications.Working Group

Telecommunications.Working Group

Joint Comm. AircraftWorking Group

Joint Comm. AircraftWorking Group

Environmental Restoration & Waste Mgmt. Interest Group

Environmental Restoration & Waste Mgmt. Interest Group

Health CareInterest GroupHealth Care

Interest Group

Motor Vehicles.Interest Group

Motor Vehicles.Interest Group

Railway TransportationInterest Group

Railway TransportationInterest Group

PrinciplesWorking Group


ArchitectureWorking Group

ArchitectureWorking Group

SE Internet ProcessesInterest Group

SE Internet ProcessesInterest Group

Human FactorsInterest Group

Human FactorsInterest Group

ReengineeringInterest GroupReengineeringInterest Group

Design ProcessesInterest Group


Tools DatabaseWorking GroupTools DatabaseWorking Group

Tools IntegrationWorking Group

Tools IntegrationWorking Group

Soft SystemsInterest GroupSoft Systems

Interest Group

Model-Driven System Design Working GroupModel-Driven System Design Working Group

RequirementsWorking GroupRequirements

Working Group

Risk ManagementWorking Group


SE Mgmt MethodologyWorking Group

SE Mgmt MethodologyWorking Group

Standards & HandbooksWorking Group

Standards & HandbooksWorking Group

Verification & ValidationInterest Group

Verification & ValidationInterest Group

Configuration Mgmt.Interest Group

Configuration Mgmt.Interest Group

Systems & SupportabilityInterface Research

Working Group (SECOE)

Systems & SupportabilityInterface Research

Working Group (SECOE)

1.2

Chapters - Technical Board Chapters - Technical Board Combined Efforts Combined Efforts

• Positive Steps taken for cooperative Positive Steps taken for cooperative effortsefforts

• Potential Funding of Special Projects Potential Funding of Special Projects By ChaptersBy Chapters– EIA AP233 UML Effort EIA AP233 UML Effort – GEIA G-47GEIA G-47

FAILUREWhen your best just isn’t good enough.

Technical Committee ModelTechnical Committee ModelCollaborationsCollaborations

Education & Research

SE Applications

Measurement Modeling & Tools

Process & Methods

Standards SE Management

1.4

ProfessionalOrganizations

-- Name-- Contact-- Relationship

AcademicOrganizations

IndustryOrganizations



FAAISONISTSEITools vendorsCompanyEtc.

UNLVU of MDCMUGMUEtc.

AIAAACMEIAIEEESAEEtc.

CollaborationCollaborationBetween Technical Between Technical Committee Working Committee Working

and Interest and Interest GroupsGroups

CollaborationCollaborationBetween Between Outside Outside

Organizations and Organizations and Technical CommitteesTechnical Committees

SoLE

U of MdISO/IEC ** ISO APP233

Tools Vendors

IEEEECBS

IEEE P1471

CAWGRequirements WG

Risk Management WG

Tools DB WGRequirements & SE Mgmt.WGsCAWG

S&SIR WG

S&SIR WG System Architecture (SA) WG

As Required

Meas. WG

Universities:Data on SE Programs

Meas. WG

Review Standards

* Special Assignment

SA WG

IT/ISEE

IT/ISEE

Soft Systems Methodology

Principles IG Requirements WGConcepts & Terms WG

AIAA (pending)

OutsideServices

-- Authorized Vendor-- Service req’d

AdministrativeCommittees

-- Members-- Charter-- Products-- Services

CAB

-- Membership-- Affiliation

Legal

-- Vendors-- advising-- other

ProfessionalOrganizations

-- AIAA-- SAE-- IEEE-- FAA

AcademicOrganizations-- UNLV-- U of MD-- Virginia Tech-- GMU-- U of AZ

TechnicalBoard

-- Membership-- Charter-- Products

TechnicalCommittees-- Membership-- Charter-- Products

WorkingGroup

-- Membership-- Charter-- Services-- Work Products

InterestGroup

-- Membership-- Charter-- Services

Web

-- Vendor-- Server-- Data

Publishing

-- Vendor-- Printing-- Binding-- Distribution

Advertising

-- Vendors-- Copy-- Marketing-- research

INCOSEMembership

- members

Communi-cations

-- Membership-- Charter-- Products-- Services

Chapters


Member-ship

-- Membership-- Charter-- Products-- Services

Symposium


Ways & Means

-- Membership-- Charter-- Services-- Products

Officers

-- Membership-- Contact Info

CommitteeMembers

-- Membership-- Contact info

Chapters

-- Member ID-- Mail list-- Web URL

INCOSEMembers

-- Member Name-- Member ID-- Address-- Phone-- Email

Directs

CollaboratesWith

Provided to

Collaborates With

Authorizes new Committee

Request to OrganizeCoordinates Services

Serves

Organize

1

11

1

**

*

*

*

*

1

* *

*+

+

++

Other

-- Vendor-- Other

CollaboratesWith

System Object ModelSystem Object ModelINCOSE Organization: Technical CommitteeINCOSE Organization: Technical Committee

+ +

+

Technical Committees(System of Interest)

+

BOD

-- Membership-- Affiliation

Directs1

1

New Committee-- Membership-- Charter-- Services-- Products

+ 1 or more

* 0 or more

relationship

any or all

all

Legend:

1.3

International Workshop?

EIA/ISO/IEC Liaison?

Regional Conference?

INSIGHT Magazine for July

Reports from INCOSE’sTechnical Board,Technical Committees andWorking Groups

Education & Research Education & Research Technical CommitteeTechnical Committee

Education Development

Working Group


Systems & Supportability

Interface ResearchWorking Group

Education Measurement

Working Group

Data on SE Programs(Collaboration with Academic Organizations) Education & Research Technical Committee

Database of Educational Programs for SE

Glossary of Terms and Concepts

SE Education Environment Con-OpsSE Competency Profiles

Research Reports

Advance the state of the art and practice of Systems Engineering through Education and research.

Dennis Buede, +1 703-993-1727 [email protected] Brown +1 972-262-0530 [email protected] Cook +61 8 8302 3818 [email protected]

Contacts:Contacts:

TB

1.1

Education and Research Technical Committee

Charter: Charter:

Products & Products & Services: Services:

Enablers: Enablers:

Chair:Chair:Co-Chair:Co-Chair:Co-Chair: Co-Chair:

Education DevelopmentEducation DevelopmentWorking GroupWorking Group

Education DevelopmentEducation DevelopmentWorking GroupWorking Group

Define and develop databases that describe educational opportunities at undergraduate and graduate level of systems engineering that can be used as a guide for formal academic programs at all levels.

Database of Educational Programs for Systems Engineers

Collaboration withAcademic Organizations

Products & ServicesEnablers

Inputs

Dennis Buede, +1 730-993-1727, [email protected]

Data on SE Programs

Request for Data on SE Programs

Inputs: Inputs: Data on SE Programs

Database of Educational Programs for Systems Engineers

1.1

Charter: Charter:


Enablers: Enablers:


Concepts & TermsConcepts & TermsWorking GroupWorking Group

Concepts & TermsConcepts & TermsWorking GroupWorking Group

Glossary of Concepts and terms


Inputs

Sten Dahlberg, +1 206 655-6192, [email protected] Fabrycky, +1 540 231-6147, [email protected] Wymore, +1 520 299-6663, [email protected]


Define and document the conceptual foundations of Systems Engineering within the framework of a common set of terms with definitions to support more effective communications of Systems Engineering.

Glossary of Concepts and terms

Inputs: Inputs:

1.1

mailto:[email protected]

Charter: Charter:


Enablers: Enablers:


Education MeasurementEducation MeasurementWorking GroupWorking Group

Education MeasurementEducation MeasurementWorking GroupWorking Group

To assist and make Systems Engineering education a proven, value-added activity that matures in a systematic manner.


Inputs

Peter Sydenham, +61 8 8365 7643, [email protected] Leibrandt, +1 703 845-6791, [email protected]


Inputs: Inputs:



1.1

Charter: Charter:


Inputs & Enablers: Inputs & Enablers:


Systems and Systems and Supportability Supportability

Interface ResearchInterface ResearchWorking GroupWorking Group

Systems and Systems and Supportability Supportability

Interface ResearchInterface ResearchWorking GroupWorking Group

To research cause and effect relationships that link system architectural and design decisions to impacts on system operational effectiveness and life-cycle cost in an increasingly competitive and resource constrained environment.

Research Reports; white papers; List of Educational Training “Offers”; Proposed Curricula Critique; Theme Issue of Insight; Propose Curricula; Identify Thesis Topics within Methods, Process and Metrics Applied to “Design for Supportability” Within SE


Inputs

Wolt Fabrycky, +1 540 231-6147, [email protected] Verma, +1 703 367-6888, [email protected]


Inputs: Inputs:

Research Reports

Collaborations with* Architecture WG* Design Process IG* Compatibility Assessment WG* Measurement WG

Collaboration with Society of Logistics Engineers (SOLE)

•Master’s Degree Students•Other WG/Igs•SOLE

•Members of the WG

•Problem Statements•Information from Other WG/IGs and SOLE•Curricula for SE and Logistics Education Pgms. and Symposia•Published Literature

1.2

Systems Engineering Applications Technical Committee

Commercial & PublicInterest

Working Group

Resource ManagementWorking Group

TelecommunicationsWorking Group

Facilities SEWorking Group


SEAP Document

Facilitate the formation and operation of working and interest groups whose purpose is to examine systems engineering within specific application domains and across domains.

TB

Contacts:Contacts:

Joint CommercialAircraft

Working Group

Motor VehiclesInterest Group

RailwayTransportationInterest Group

EnvironmentalRestoration & Waste

Mgmt. Interest GroupHealth Care

Interest GroupBill Mackey,

+1 301 794-2138,

[email protected]

Scott Jackson,

+1 562 496-5049,

[email protected]

Data on SE Programs(Collaboration with Academic Organizations)

1.1



Charter: Charter:


Enablers: Enablers:


Commercial & Public Commercial & Public InterestInterest

Working GroupWorking Group

Commercial & Public Commercial & Public InterestInterest


Facilitate the introduction and use of systems engineering principles, techniques, and practices to application domains in industry, government, and academia. Provide a forum for growing a nucleus of persons in a specific application domain.


Inputs

Mark Austin, +1 301 405-6627, [email protected]

Inputs: Inputs:

SEAP DocumentUniversity of Maryland Web page of same

University of Maryland Web page Collaboration withAcademic Organizations

SEAP Document

1.1


Commercial Aircraft Guiidebook

DRAFT

Framework for the Application of Systems Engineering

in theCommercial Aircraft Domain

Version 1.1

Jun 15, 2000

Draft Circulated forcomment July 00

Measurement Technical Measurement Technical CommitteeCommittee

Capability Assessment

Working Group

MeasurementWorking Group

Measurement Technical Committee

Create, coordinate, and disseminate methods to measure systems engineering, including best examples of those measurements.

Sarah Sheard, +1 703-742-7106 [email protected] Worl, +1 425-452-9378, [email protected]

Contacts:Contacts:

TB

1.1

Modeling & Tools Technical Modeling & Tools Technical CommitteeCommittee

Tools DatabaseWorking Group

Soft Systems Interest Group

Tools Integration &InteroperabilityWorking Group

Data on SE Tools(Collaboration with Professional Organizations, Tool Vendors, & Other WGs)

Modeling and Tools Technical Committee

Advance the state of the practice of Systems Engineering through the use of tools and models.

Mark Sampson, +1 972 669-9937, x215, [email protected]

Contacts:Contacts:

TB Integrated System Engineering Environment

Tools Database (on INCOSE web site)

Modeling Position PapersSymposium Panels

Scenarios to ISO AP233WG Requests for ISEE Support

ISO AP233 OutputsISEE Support WG ResponsesSE Standards:•ANSI/EIA 632•EIA/IS 731•ISO 15288•IEEE 1220

Data Requests to Tool VendorsRequirement Requests to WGs

TBD

Tools Taxonomy

Mapping of ISEE functions to Tools Taxonomy

Model-DrivenSystem Design

Working Group

LegendNon-italicized = Existing info flowItalicized = Planned info flowBold Italicized = Needed info flow

1.3

Data on soft and other methods, Contacts with related organisations

Charter: Charter:


Enablers: Enablers:


Tools DatabaseTools DatabaseWorking GroupWorking GroupTools DatabaseTools DatabaseWorking GroupWorking Group

Deliver a tools comparison/information database for Commercial Off-The-Shelf (COTS) and Government Off-The-Shelf (GOTS) systems engineering tools.

Collaboration withIndustry and Academia


Inputs

Bill McMulen, +1 972 344-5781, [email protected]

Modeling And Tools Technical Committee

Inputs: Inputs: Tool Integration WG, Req. Mgt. WG, Measurement WG, SA WG, General Public (via e-mail, Newsgroups, Tool Vendor Survey responses

INCOSE Web Site hosting, monthly web metrics

Annual Req. Management, System Architecting and Measurement tool vendor surveys and summaries posted to website. 1100+ COTS and GOTS tools listed by name and vendor. Tool mapping to EIA-632, IEEE-1220 processes and IMPIG WG Tool Taxonomy. Generate articles for Insight publication on WG Activities.

General Public

1.2




Charter: Charter:


Enablers: Enablers:

Co-Chair:Co-Chair:Co-Chair:Co-Chair:

Tools Integration Tools Integration & Interoperability& Interoperability


Tools Integration Tools Integration & Interoperability& Interoperability


Foster productivity and quality of systems engineering through integrated tools and environments.

Collaboration with Tool Vendors on I&I issues

Jim Schier, +1 703 633-8300 x4400, [email protected] Nallon, +1 972-669-9937 x220, [email protected]


Inputs: Inputs:

Scenarios to ISO AP233Integrated System Engineering Environment, multi-volume set

ISO AP233 OutputsISEE Support WG ResponsesSEDRES Outputs

SE Standards:•ANSI/EIA 632•EIA/IS 731•ISO 15288•IEEE 1220

SE Process standards including: ANSI/EIA 632, EIA/IS 731, ISO 15288, IEEE 1220

Collaboration withAcademia & Industry on IT

Requests to WGs for ISEE Support

• ISO AP233 Outputs -- products generated by ISO AP233 committee and/or SEDRES-2 project• ISEE Support WG Responses -- scenarios, requirements, & comments on ISEE drafts as requested by

TIIWG from Reqts, Measurement, Risk Mgmt, SE Mgmt, V&V, Architecture, & MDSD WGs

• Scenarios to ISO AP233 -- AP233 protocol for exchange of data between tools, release planned by May 2000. 10 Scenarios published to-date, 6 in review, 4 in draft.

• Integrated System Engineering Environment, multi-volume set -- planned definition of conops and requirements for next-generation integrated tool environment for engineering a system.

1.2


MDSD 5-Year Technical Plan Research ResultsPublic Results Dissemination

Charter: Charter:


Enablers: Enablers:

Co-Chair:Co-Chair:Co-Chair:Co-Chair:Co-Chair: Co-Chair:

Model-Driven System Model-Driven System DesignDesign


Model-Driven System Model-Driven System DesignDesign


Characterize model driven system design and identify transition strategies from present document-driven approaches. (See 1996 INCOSE Symposium Paper for more detail)

IEEE Technical Committee onEngineering Computer-BasedSystems

MDSD 5-year Technical PlanMDSD Charter Approval

Brighton Workshop ResultsLegacy InformationStandards (e.g., 731, P1220, ISO 152881996 Symposium Paper (what we mean by“document driven”)

Bob Cohen, +1 860-610-7436, [email protected] Lykins, +1 703 742-7304, [email protected]


Inputs: Inputs:

Research results including (1) Information Model of Models; (2) UML for SE; (3) Review of AP-233; (4) MDSD connection to other process improvement; (5) Modeling Lessons Learned. Technical Plan ; (6) Process for MDSD. Service: INCOSE Technical Operations Model (I.e., this);

•MDSD 5-year Technical Plan•MDSD Charter Approval

•Brighton Workshop Results•Legacy Information•Standards (e.g., 731, P1220, ISO 15288•1996 Symposium Paper (what we mean by “document driven”)

1.3


Charter: Charter:


Enablers: Enablers:


Soft Systems Soft Systems Interest GroupInterest GroupSoft Systems Soft Systems

Interest GroupInterest Group


Inputs

Allen Fairbairn [email protected]


Inputs: Inputs:

Our aim is to complement and augment all aspects of hard SE with soft systems methodology and other, related techniques for understanding and evolving systems. Our scope encompasses the entire range of behaviours, beliefs, and values that are implicit in the additional ways of thinking and acting, especially those influenced or determined by human stakeholders, encapsulating these in a helpful and useful manner.

Initially, we will list and describe all known soft systems and other, related techniques. An associated bibliography will be produced, together with a schedule of known tools and methodologies. Ultimately, we will attempt to encapsulate and map these in a useful manner to existing SE practices. However, an initial task of describing SSM - the soft systems methodology of Checkland - and its relation to SE practices has been set with a target of Minneapolis 2000 for first completion.

We will be relying on the contributions of those who have registered an initial interest in the group (45+) to provide the listings, descriptions and other information.

We have a forum site already established at http://forums.dera.gov.uk. We will pass tools and related information to the Tools Database WG. We will seek to contact & work with relevant groups both within and outside of INCOSE.

1.3

Standards Technical Standards Technical CommitteeCommittee

StandardsStandardsTechnical CommitteeTechnical Committee

Standards Technical Committee

Encourage, guide, and assess INCOSE’s participation in standards activities, coordinate INCOSE’s review of standards, and disseminate information on standards and standardization activities.

James Martin, +1 972 575-0182 [email protected] Velman, +1 310 364-6202, [email protected] Hartmann, (49) 7545-8-9374,[email protected]

Contacts:Contacts:

TB

See next page

1.1


Standards Technical Committee

Charter: Charter:


Enablers: Enablers:




Encourage, guide, and assess INCOSE's participation in standards activities; coordinate INCOSE's review of standards; and disseminate information on standards and standardization activities.

Articles on Standards Activities.Position Papers on Proposed StandardsLiaison appointments to standards activities.Coordinate reviews of draft standards

Communicate INCOSE position on standardsCoordinate TC/WG/IG participation in standards activities.Facilitate INCOSE use of standards in WG/IG work.Facilitate industry use of standards.

INCOSE PoliciesReview ProceduresDecisionsGuidelines



Requests for participationRequests for review

Inputs

James Martin 972-575-0182, [email protected] Velman, 310-364-6202, [email protected] Hartmann, (49) 7545-8-9374, [email protected]

Inputs: Inputs:

1.1



Establishment of Liaisons for Establishment of Liaisons for StandardsStandards

• Definition of Liaison - “A linking up or connecting of the parts of a whole, as of military units, in order to bring about proper coordination of activities*”

• Robert Halligan SC-7 Liaison for 15288

• David Oliver AP-233 Liaison

• Richard Harwell EIA/G-47 Liaison

* Webster New World Dictionary* Webster New World Dictionary

Process & Methods Technical Process & Methods Technical CommitteeCommittee


ReengineeringWorking Group

System ArchitectureWorking Group

Process & Methods Technical Committee

Create, coordinate, and disseminate technical processes and methods used in the definition, development, and support of systems.

TB Contacts:Contacts:

Systems EngineeringInternet Processes

Interest Group

Human SystemsInterest Group


Dick Wray,

+1 330 796-9931,

[email protected]

Jerry Fisher,

+1 703 403-4300,

[email protected]

Ken Jackson,

(44) 1865 784 284,

[email protected] 1.1


SE Handbook UpdateSE Handbook Update

AcquisitionProcess

SupplyProcess

Acquisition& Supply

Technical Evaluation

SystemsAnalysisProcess

SystemVerificationProcess

RequirementsValidationProcess

End ProductsValidationProcess

Technical Management

PlanningProcess

AssessmentProcess

ControlProcess

SystemDesign

RequirementsDefinition Process

Solution DefinitionProcess

ProductRealization

ImplementationProcess

Transition to UseProcess

Plans,Directives& Status

Outcomes&

Feedback

Requirements

Designs

Products

AcquisitionRequest

SystemProducts

How ToDo It

Methodologies& Tools

Examples

MetricsReferences

Steps

SYSTEMS ENGINEERINGHANDBOOK

A “HOW TO” GUIDEFor All Engineers

Version 2.0

January 2000

Handbook currently being reviewed.

SE Management Technical SE Management Technical CommitteeCommittee

RequirementsWorking Group

SE ManagementMethodology

Working Group


SE Management Technical Committee

Create, coordinate, and disseminate engineering management methods that apply to the definition, development, and support of systems.

TB Contacts:Contacts:

Configuration Management

Interest Group

Verification & Validation

Interest Group

Jim Armstrong,

+1 703 742-7185,

[email protected]

Paul Davies,

+(44) 116 259-4174,

[email protected]

Elaine Hall,

+1 407 728-7475,

[email protected]

Standards & Handbooks

Working Group

1.1

Charter: Charter:


Enablers: Enablers:


RequirementsRequirementsWorking GroupWorking GroupRequirementsRequirements


Create a source for the best methods for defining, communicating, and managing requirements.



Inputs

David Jones, +1 972 344-5780, [email protected] van Gaasbeek, +1 562 948-7482, [email protected] Corrall, (44) 1252 695 457, [email protected]

Inputs: Inputs:

SE Management Technical Committee

(New Information) Interfaces required to other WGs/Igs: MDSD WG (Requirements Mgmt Model, process and information modeling), Concepts & Terms WG (Requirements Definition & Categorization), Capability Assessment WG, Measurement WG (Metrics on Requirements Completeness, Tools Database WG (RM Tools), Architecture WG, SE Management Methodology WG, Principles WG)

INCOSE RWG Website on RWG ActivitiesRequirements Management GuidebookRWG Paper on “When is a Requirement Set Complete?”Guide on “Concept of Operations (CONOPs) developmentRequirements Development Process Executable Model

Five (5) Information Papers on Website:(1) Writing Good Requirements(2) Characteristics of Good Requirements(3) Interfacing Management Tools(4) What is a Requirement(5) Factors Influencing Requirements Mgmt. Toolset Selection

Requests for ParticipationCollaboration with Other INCOSE Working Groups and/or Interest Groups

INCOSE Policies (Control)Technical Committee Direction and Guidance (Control)INCOSE Standards (e.g., ISO, EIA, etc.)INCOSE Strategic Plan

1.2



Technical Committee ModelWork Products of the Technical CommitteesEducation & Education &

ResearchResearchSE SE

ApplicationsApplications MeasurementMeasurementModeling & Modeling &

ToolsTools

Process & MethodsProcess & Methods StandardsStandards SE ManagementSE Management

• Database of Educational Database of Educational • Programs for SEPrograms for SE• Glossary of Terms and Glossary of Terms and ConceptsConcepts• SE Education Environment SE Education Environment Con-OpsCon-Ops• SE Competency ProfilesSE Competency Profiles• Research Reports & CritiquesResearch Reports & Critiques• Thesis TopicsThesis Topics• Training offersTraining offers• Insight Theme IssueInsight Theme Issue• PapersPapers

• SE Applications Profiles Doc., SE Applications Profiles Doc., Versions 1, 2, 2a, 3Versions 1, 2, 2a, 3• SEAP Writing GuideSEAP Writing Guide• Multi-level WG Participation PlanMulti-level WG Participation Plan• SEAP Domain TemplateSEAP Domain Template• Insight Theme Issues (Sum 98, Sum Insight Theme Issues (Sum 98, Sum 99)99)• Comm. Aircraft Industry Comm. Aircraft Industry Applications GuidebookApplications Guidebook• Telecommunications Industry Telecommunications Industry Applications GuidebookApplications Guidebook• Resource Mgmt SeminarResource Mgmt Seminar• Env. Waste Mgmnt. SeminarEnv. Waste Mgmnt. Seminar• Panels and PapersPanels and Papers•????

• Tools Database & taxonomy (on INCOSE Tools Database & taxonomy (on INCOSE Website)Website)• Tool Vendor Surveys & SummariesTool Vendor Surveys & Summaries• Tools Mappings to Selected StandardsTools Mappings to Selected Standards• 5-year Technical Plan5-year Technical Plan• Information Model of ModelsInformation Model of Models• Modeling Lessons LearnedModeling Lessons Learned• Review of AP-233/Scenarios to AP-233Review of AP-233/Scenarios to AP-233• Integrated Systems Engineering Integrated Systems Engineering Environment (ISEE) DocumentEnvironment (ISEE) Document• UML for SEUML for SE• INCOSE Tech-ops ModelINCOSE Tech-ops Model• Panels and PapersPanels and Papers• Soft Systems Methodology (SSM) Soft Systems Methodology (SSM) DescriptionDescription• SSM WebsiteSSM Website

• Metrics Primer (on INCOSE Metrics Primer (on INCOSE Website)Website)• ????

• SE Handbook (on INCOSE website)SE Handbook (on INCOSE website)• SE Architecture PrimerSE Architecture Primer• P1471 Recommended Practices for P1471 Recommended Practices for Architectural Description (draft) with IEEEArchitectural Description (draft) with IEEE• Human Systems Appendix to SE HandbookHuman Systems Appendix to SE Handbook• Principles PaperPrinciples Paper• WebsiteWebsite

• INCOSE Standards PositionsINCOSE Standards Positions• Standards Review Coordination Standards Review Coordination and Results Publicationand Results Publication

• Requirements Management GuidebookRequirements Management Guidebook• Requirements Development Process Executable Requirements Development Process Executable ModelModel• Requirements WG Website Requirements WG Website •SE Management Case Studies ReportSE Management Case Studies Report• SE Management Planning GuidanceSE Management Planning Guidance• ????

1.4

I. System Engineering Framework

1. Introduction

1.1. Purpose1.2. What is a System?1.3. What is System Engineering?1.4. Relationship to Other Engineering Disciplines1.5. Relationship to Other Management Disciplines1.6. Related Endeavors

2. The Systems Engineering Application Context (PM BoK)

2.1. Project Environment2.2. Stakeholders2.3. Enterprise Influences2.4. External Environment

3. Key Concepts

3.1. System Concept (EIA 632)3.1.1. Building Block3.1.2. Building Block Roles

3.2. System Structure Concept3.3. Engineering Life Cycle Concept (ISO 15288)

II. The System Engineering Process Hierarchy (EIA 632)

4. Acquisition and Supply

4.1. Supply Process

4.2. Acquisition Process

5. Technical Management

5.1. Planning Process5.2. Assessment Process5.3. Control Process

6. System Design

6.1. Requirements Definition Process6.2. Solution Definition Process

7. Product Realization

7.1. Implementation Process7.2. Transition to Use Process

8. Technical Evaluation

8.1. Systems Analysis Process8.2. Requirements Validation Process8.3. System Verification Process8.4. End Products Validation Process

III. Process Capability/Assessment (EIA 731)

IV. Appendices

V. Glossary and Index

Proposed INCOSE SE BoK

Advantage – Format widely accepted– Significant similarity and overlap with PMI and ISO models– Integration with other disciplines is simplified– Broad perspective is useful for many– Simplified update over a comprehensive document

Disadvantages– Not comprehensive in the near to intermediate term thus requiring multiple

references– Format May reduce likelihood of SE BoK becoming a standard– Requires constant monitoring of references

Proposed INCOSE SE BoK similar to PMI-PM BoK and ISO-SE BoK

SE BoK Migration StrategyPM BoK

EIA 632

EIA 731

ISO P15288

SE Handbook

ISO SE BoKISO SE BoK

INCOSE SE BoK INCOSE SE BoK

INCOSE/ISO SE BoK

EIA 632

EIA 731

ISO P15288

SE Handbook

2-3 year cycle to INCOSE SE BoK

Referencedin INCOSESE BoK

Direct linkageto INCOSESE BoK

ISO SE BoK

? year cycle ISO SE BoKand/or adoption of INCOSE SE BoK

PMBOK Comments29June 2000

To: PMI Standards Program

From: International Council on Systems Engineering

Subject: INCOSE Review of the PMBOK Guide Exposure Draft (2000 Edition)

The International Council on Systems Engineering (INCOSE) is pleased to have had the opportunity to review the 2000 Edition Exposure Draft of A Guide to the Project Management Body of Knowledge (PMBOK Guide). INCOSE strongly supports the continued development leading to publication of this document as a guide for the development of products and services.

INCOSE represents over 3500 members worldwide who are interested in cost-effective development of complex systems. The success or failure of projects is highly dependent on how the complexity is handled in the systems under development. Systems engineering as a discipline provides the special techniques and the required rigor that greatly increases the probability of success. We recognize that good project management is the key to successful systems development and that project management relies on systems engineering to manage the technical aspects of systems development.

INCOSE has developed several documents relevant to the practice of systems engineering that should be referenced in the PMBOK Guide as a resource for project managers. For example, we have developed a Systems Engineering Handbook. We are in the process of developing a SE Body of Knowledge (SEBOK). We hope that INCOSE can enlist the support of the Project Management Institute in the development of the SEBOK since there is a tight coupling between systems management and project management. For further information, please see www.incose.org.

INCOSE has three main issues with the current draft of the PMBOK Guide:

)Lack of multi-disciplinary, integrated project teams.

)Lack of technical management to plan and control the technical aspects of a project.

)Inadequate coverage of life cycle phases.

These issues are addressed in more detail in the Attachment to this letter. Because of the complex nature of these issues, it was not possible to provide detailed proposals for changes or additions to the PMBOK Guide. We wish to offer the services of INCOSE to assist the PMI Standards Program in developing the material for inclusion in either this or future editions of the PMBOK Guide.

Overall, INCOSE considers that the PMBOK Guide provides a sound foundation for project management in general, and one that can further evolve to encompass the development of complex systems as well. We look forward to working with the PMI on further development of the PMBOK Guide and hope that you will consider working with us on the development of the SEBOK.

Sincerely,

Dr. John SnoderlyChairman, Technical BoardInternational Council on Systems Engineering

TB RealignmentTB Realignment

• First initial steps at mapping Donna’s Strategic First initial steps at mapping Donna’s Strategic

plan to TB - Continue at IS 2000plan to TB - Continue at IS 2000

• Moving in the Direction of increased emphasis on Moving in the Direction of increased emphasis on

market driven products within areas of interest.market driven products within areas of interest.

• Realignment of TB Structure - continue with Tech Realignment of TB Structure - continue with Tech

Board at IS 2000Board at IS 2000

• Positive changes to be formulated at IS 2000Positive changes to be formulated at IS 2000

It is not enough to say what we want to It is not enough to say what we want to achieve….we need to achieve….we need to engineerengineer it! it!

Use Use Scenario Based PlanningScenario Based Planning to develop to develop INCOSE Master Plan….. INCOSE Master Plan….. – define ‘end-states’ and events to derive define ‘end-states’ and events to derive

alternative scenarios of the future alternative scenarios of the future

– evaluate viability of events/outcomes, comparing evaluate viability of events/outcomes, comparing new thinking with prior history and root causes new thinking with prior history and root causes of past failures of past failures

– select best-fit scenarios and refine into select best-fit scenarios and refine into event event driven roadmaps, driven roadmaps, and overlay and overlay resources/investment resources/investment

By Year End 2000…..By Year End 2000…..

Publication of first INCOSE Annual Report Publication of first INCOSE Annual Report

A ‘knowledge asset’ released by 80% of WG/IGs A ‘knowledge asset’ released by 80% of WG/IGs

Membership drive conducted for “known market” with 10% Membership drive conducted for “known market” with 10% growth increase by YE2000growth increase by YE2000

A new chapter established in each region A new chapter established in each region

A “full” election ballot -- at least 2 candidates per office A “full” election ballot -- at least 2 candidates per office

Publication of INCOSE Master PlanPublication of INCOSE Master Plan – Well-defined priorities Well-defined priorities

– Event-driven roadmaps with viable investment planEvent-driven roadmaps with viable investment plan

– Realistic growth profile, with action plan for retention and Realistic growth profile, with action plan for retention and gaining new membership gaining new membership

– Leadership structure transition plan Leadership structure transition plan

How willHow will youyou play a play a leadership role in shaping leadership role in shaping

the art and practice of the art and practice of systems engineering over systems engineering over

the next decade and the next decade and beyond?beyond?

Documents

INCOSE Tech Board Advancing the State-of-the-Art In Systems Engineering by Dr. John Snoderly Chair, INCOSE Technical Board Thursday, August 9, 2000