Integrating program management and systems engineering : methods, tools, and organizational systems for improving performance

Integrating program management and systems engineering methods, tools, and organizational systems for improving performance

Detalles Bibliográficos
Otros Autores: Rebentisch, Eric S., 1962- editor (editor), Prusak, Larry, writer of foreword (writer of foreword)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc 2017.
Edición:1st ed
Materias:
System analysis.
Project management.
Systems engineering.
Organizational behavior.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849124106719
Tabla de Contenidos:
  • Intro
  • Title Page
  • Copyright
  • Dedication
  • Editors
  • Contributors
  • Table of Contents
  • List of Figures
  • List of Tables
  • Foreword: Practices, Knowledge, and Innovation
  • Preface
  • Reference
  • Acknowledgments
  • Introduction
  • The Origins of an Important Collaboration
  • Creating a Knowledge Foundation through Exploratory Research
  • Overview of the Book
  • References
  • PART I: IN SEARCH OF INTEGRATED SOLUTIONS
  • CHAPTER 1: TOWARD A NEW MINDSET
  • 1.1 Striving for Perfection in Complex Work
  • 1.2 Boldly Going Again Where People Have Gone Before
  • 1.3 Strategy Realization Requires Good Management
  • 1.4 Workforce + Organizational Capabilities = Competitive Advantage
  • 1.5 Rays of Hope
  • 1.6 Trekking toward a New Mindset
  • 1.7 Summary
  • 1.8 Discussion Questions
  • 1.9 References
  • Endnote
  • CHAPTER 2: THE ENGINEERING PROGRAM PERFORMANCE CHALLENGE
  • 2.1 Introduction
  • 2.2 Making White Elephants Extinct
  • 2.3 Large Engineering Programs Are Complex
  • 2.4 We Need a Better Solution
  • 2.5 Summary
  • 2.6 Discussion Questions
  • 2.7 References
  • Additional Resources
  • CHAPTER 3: THE FEATURES OF SUCCESSFUL INTEGRATION OF PROGRAM MANAGEMENT AND SYSTEMS ENGINEERING
  • 3.1 A Major Engineering Program Failure?
  • 3.2 Bridging Boundaries to Foster Program Success
  • 3.3 Contributors to Success in Action
  • 3.4 Summary
  • 3.5 Discussion Questions
  • 3.6 References
  • Additional Resources
  • CHAPTER 4: THE CASE FOR INTEGRATING PROGRAM MANAGEMENT AND TECHNICAL MANAGEMENT
  • 4.1 The Roots of Nonintegration
  • 4.2 Program Management and Systems Engineering Are Different
  • 4.3 Program Management
  • 4.4 Systems Engineering
  • 4.5 Why Divergence Is Such a Problem
  • 4.6 Integrating Is Difficult, but Not Impossible
  • 4.7 Discussion Questions
  • 4.8 References
  • Additional Resources
  • CHAPTER 5: KEY CONCEPTS IN INTEGRATION.
  • 5.1 Introduction
  • 5.2 Assessing Integration between Disciplines
  • 5.3 Attributes of Integration in Complex Organizations
  • 5.4 Practitioner Perspectives on Integration
  • 5.5 Summary
  • 5.6 Discussion Questions
  • 5.7 References
  • PART II: BUILDING CAPABILITIES TO EFFECTIVELY EXECUTE ENGINEERING PROGRAMS
  • CHAPTER 6: HOW INTEGRATION WORKS IN PROGRAMS
  • 6.1 Introduction
  • 6.2 The Integration Framework
  • 6.3 Summary
  • 6.4 Discussion Questions
  • 6.5 References
  • CHAPTER 7: INTEGRATION IN PRACTICE IN THE F/A‐18E/F SUPER HORNET PROGRAM
  • 7.1 Introduction
  • 7.2 F/A‐18E/F Super Hornet Program Background and the Context of Integration
  • 7.3 Twelve Days of August: A Start on the Integration Journey
  • 7.4 Enabling Integration by Reducing Program Complexity
  • 7.5 A Parallel Process in NAVAIR to Improve Integration
  • 7.6 The E/F Program Pilots a New Way of Working Together
  • 7.7 Improved Decision Making
  • 7.8 Program Delivery
  • 7.9 Integration Practices Observed in the F/A‐18E/F Program
  • 7.10 Summary
  • 7.11 Discussion Questions
  • 7.12 References
  • Endnote
  • CHAPTER 8: PROGRAM MANAGEMENT AND SYSTEMS ENGINEERING INTEGRATION PROCESSES, PRACTICES, AND TOOLS
  • 8.1 Introduction
  • 8.2 Episodic Integration Mechanisms
  • 8.3 Pervasive Integration Mechanisms
  • 8.4 A Note on Tailoring
  • 8.5 Summary
  • 8.6 Discussion Questions
  • 8.7 References
  • Additional Resources
  • CHAPTER 9: THE ORGANIZATIONAL ENVIRONMENT
  • 9.1 Introduction
  • 9.2 Structural Dimensions of Integration
  • 9.3 Organizational Environmental Factors
  • 9.4 The Challenges of Integration in Large‐Scale Programs: Systems Failure
  • 9.5 Characteristics of Successful Program Integration
  • 9.6 The International Space Station: A Model in Systems Integration
  • 9.7 Summary
  • 9.8 Discussion Questions
  • 9.9 References
  • Additional Resources.
  • CHAPTER 10: DEVELOPING INTEGRATION COMPETENCIES IN PEOPLE
  • 10.1 Introduction
  • 10.2 Identifying Integration Competencies
  • 10.3 Developing Integration Competencies
  • 10.4 Managing Integration Competencies
  • 10.5 Summary
  • 10.6 Discussion Questions
  • 10.7 References
  • Additional Resources
  • CHAPTER 11: INTEGRATION THROUGHOUT THE PROGRAM LIFE CYCLE
  • 11.1 Introduction
  • 11.2 Integration and the Generic Life Cycle
  • 11.3 Life Cycle Stages for Systems Engineering
  • 11.4 Program Management Life Cycle Characteristics
  • 11.5 Large‐Scale Infrastructure Programs
  • 11.6 Life Cycle Integration
  • 11.7 Leadership Styles for the Big Dig's Five Stages of Program Management
  • 11.8 Summary
  • 11.9 Discussion Questions
  • 11.10 References
  • Additional Resources
  • CHAPTER 12: THE IMPACT OF EFFECTIVE INTEGRATION ON PROGRAM PERFORMANCE
  • 12.1 Introduction
  • 12.2 Program Performance
  • 12.3 Measuring Integration in Programs
  • 12.4 Integration as a Catalyst for Program Performance
  • 12.5 Case Study: Electronic Support Upgrade for the Royal Australian Navy's Anzac Class Frigate
  • 12.6 Summary
  • 12.7 Discussion Questions
  • 12.8 References
  • Endnote
  • PART III: DEVELOPING INTEGRATION COMPETENCIES IN YOUR ORGANIZATION
  • CHAPTER 13: INTEGRATION MEANS CHANGE
  • 13.1 Introduction: The Case for Change
  • 13.2 The Need to Be Thoughtful about Change
  • 13.3 Frameworks and Models for Change
  • 13.4 Readiness Assessment
  • 13.5 The Road Ahead and How to Prepare for It
  • 13.6 Summary
  • 13.7 Discussion Questions
  • 13.8 References
  • Additional Resources
  • CHAPTER 14: SUCCESSFUL CHANGE PROGRAMS THAT IMPROVED INTEGRATION
  • 14.1 Introduction
  • 14.2 Redefining What Is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles &amp
  • Space Company.
  • 14.3 Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs
  • 14.4 Integrating Software Engineering and Program Management at Nationwide
  • 14.5 Managing Change in Engineering Program Organizations: Boosting Productivity in BMW's Engineering Department
  • 14.6 Delivering the World's Most Complex Inner‐City Infrastructure Program: Boston's Big Dig
  • 14.7 Summary
  • 14.8 Discussion Questions
  • 14.9 References
  • Endnotes
  • CHAPTER 15: LEADING AN INTEGRATION CHANGE PROGRAM
  • 15.1 Introduction
  • 15.2 Understanding the Work Ahead: The Organizational Context
  • 15.3 Planning for Change within the Organizational Context
  • 15.4 Putting the Four Input Dimensions for Change Together
  • 15.5 Practices to Consider
  • 15.6 Summary
  • 15.7 References
  • PART IV: A CALL TO ACTION
  • CHAPTER 16: CALLS TO ACTION
  • 16.1 Call to Action for Academia: Help Budding Professionals Learn to Adapt
  • 16.2 Call to Action for Enterprise: Build the Right Engine for Strategy Implementation
  • 16.3 Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways
  • 16.4 Call to Action for Industry and Professional Societies: Take an Interdisciplinary View
  • 16.5 Call to Action for Researchers: Explore Interdisciplinary Systems
  • 16.6 References
  • AFTERWORD: TOWARD AN INTEGRATED FUTURE
  • The Case for Integration
  • New Insights Gained Along the Way
  • The Path Forward
  • GLOSSARY
  • INDEX
  • End User License Agreement.

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