This month we provide a summary of Chapter 11, Integration Throughout the Program Life Cycle, in Integrating Program Management and Systems Engineering (IPMSE), a collaboration of the International Council on Systems Engineering (INCOSE), the Project Management Institute (PMI), and the Consortium for Engineering Program Excellence (CEPE) at the Massachusetts (USA) Institute of Technology (MIT). This is our thirteenth article in this series. Our objective in providing this series is to encourage subscribers to leverage the research base of this book that took place over a five-year period and has provided new knowledge and valuable insights that will serve to strengthen performance of complex programs. “The Book” is highly recommended as professional development for all systems engineers and is available to members of INCOSE at a discount.
Chapter 11 focuses on the distinguishing characteristics of the program management (PM) and systems engineering (SE) life cycles, the activities that occur during each life cycle, the optimal program management and systems engineering behaviors needed to achieve integration, and how the congruence of these life cycles might better enhance outcomes of complex programs in the future. The research performed during the five-year development of ‘The Book’ shows that integration of PM and SE throughout the life of a program supports its ultimate success. Integration of the PM and SE disciplines should be undertaken at all stages of a program, but, most importantly, at the inception of the program when the approach to program management is being developed, and also during the transition from the program development to operations, when integration will help to ensure successful delivery of benefits and long-term sustainability.
Therefore, a critical question for you to consider is: How can the strategic planning phase of your program be used to integrate the disciplines of SE and PM? The research indicates that greater integration between program management and systems engineering reduces unproductive tension – a cause of program delays, cost increases, and often, program failure.
Figure 11-1 in The Book shows the generic life cycle stages for a variety of projects and programs (by now, we trust that you have purchased The Book and are advancing your expertise and insight by digesting it thoughtfully). Programs typically consist of four stages: concept, development, production, and utilization.
Research found that almost no one uses systems engineering standards in parallel with program management standards.[1] How, then, can we assert that we are using “an integrated (PM and SE) approach”? And, even more importantly, what are we willing and committed to do about it?
As discussed in earlier chapters of The Book, program managers often have different roles, responsibilities, and governance structures within an organization than do systems engineers. While systems engineers focus on building the technological ingredients for the program, the program manager is concerned about the high-level interfaces between the projects they coordinate and the ultimate delivery of benefits. The management of benefits is by far the most important role of the program manager and it is integral to every aspect of a program manager’s responsibilities. To achieve integration of complex projects, systems engineers must proactively initiate and ensure effective collaboration with program managers.
An important finding of the research is that if a program delivers what is promised, the fact that the program is over budget or late is not determinative of the ultimate success of the program.[2]
The Book offers an example of the Heathrow Terminal 5 Case Study, a failure attributed to a lack of coordination (integration) between the program and the operating organizations – each operating separately. You should review and understand this case study (pp. 223-225 of The Book).
Section 11.5 provides insights concerning large-scale infrastructure programs (LIPs). INCOSE’s Guide for the Application of Systems Engineering in Large Infrastructure Projects provides a detailed overview of the unique framework and processes involved in the structure and management of these large-scale initiatives. For example, since LIPs are a part of an infrastructure system (e.g., rail systems, electricity distribution network, highway systems) the interrelationships between systems engineering, program management, and asset management are key factors for successful implementation (p. 37). When setting up a LIP, it is necessary to make sure these three fundamental disciplines work together to produce successful outcomes.
An important insight is that project management research as far back as the 1970’s shows that the ability to influence the outcome of a project is the greatest and the costs are least in the earliest phases.[3] Other research reflects the same dynamic for programs in that the front end of programs is very long – seven years on average – and often very expensive, representing up to 33% of the total budget.[4]
In complex programs, program managers and systems engineers need to work closely together, especially in defining the systems life cycle and planning key decision gates to meet their specific needs. Systems engineers may be guided by the Systems Engineering Handbook (INCOSE, 2015), while program managers may be guided by The Standard for Program Management (PMI, 2013). Though program management has overall accountability for the delivery of benefits, systems engineering has accountability for the technical and systems elements of the program. Program managers and systems engineers are both concerned with management issues, such as planning, assessment and control, meeting requirements, leading, and managing risk. The exact allocation of the systems engineering and program management duties depends on many factors, such as customer and stakeholder interactions, organizational structure of the parent organization, and relationships with affiliate contractors and subcontractors. A key finding emphasized earlier in The Book (pp. 72-73) is the need for written descriptions and defined roles for the program manager and the chief systems engineer – these are critical organizational enablers because they specify such things as:
- Areas of accountability specific to the role;
- Level of authority to make decisions, commit resources, and so on;
- Required competencies for the role; and
- Supervisory or personnel management and leadership responsibilities.
Chief systems engineers were significantly more likely to report experiencing unproductive tension than were program managers, attributing the tension to unclear expectations and authority associated with roles within the program. Decision theory states that in situations of uncertainty, decisions tend to be biased and referential.[5]
Table 11-3 in The Book identifies areas where integration may be possible, and, more importantly, where integration may make a contribution to the ultimate success of the program. Think of the potential value to you of assimilating and acting on the implications of this information!
Bottom Line
In developing complex systems, program management and systems engineering behaviors often operate in separate silos due to separate perceptions of roles, life cycles, standards, missions, goals, influences, cultures, and perspectives.
The optimal behaviors identified in this chapter are likely to enhance the probability of success on complex programs.
Food for Thought
- How can the strategic planning phase of your program be used to integrate the disciplines of systems engineering and program management?
- How can the benefits of program management and systems engineering integration be optimized throughout the program life cycle?
- What are the leadership qualities needed to achieve partnered program manager/chief systems engineer project leadership?
- What is meant by “discontinuity during the program life cycle”? How can discontinuity be prevented and overcome?
Final Note
You can expand your knowledge and insight concerning related topics by reading and reflecting on the references provided below.
References
Conforto, E., Eric Rebentisch, and M. Rossi. “Case Study Report: Improving Integration of Program Management and Systems Engineering”. Presented at PMI Global Congress North America, New Orleans, Louisiana USA, October 27-29, 2013.
Dasher, G. T. “The Interface between Systems Engineering and Program Management”. Engineering Management Journal 15(3), 11-14, 2003.
Faulconbridge, I. and M. Ryan. “Managing Complex Projects: A Systems Engineering Approach”. Norwood, Massachusetts USA: Artech House, 2011.
Greiman, V. A. “Evaluating Megaprojects: What Constitutes Success”. Rethinking Infrastructure: Voices from the Global Infrastructure Initiative, Vol. 2. London: McKinsey & Company, 2015.
Marquet, L. David. “Turn the Ship Around!” A True Story of Turning Followers into Leaders. New York: Penguin Group, 2013.
Miller, Roger and Donald R. Lessard. “The Strategic Management of Large Engineering Projects: Shaping Risks, Institutions, and Governance”. Cambridge, MA USA: MIT Press, 2001.
Miller, Roger and B. Hobbs. “Managing Risks and Uncertainty in Major Projects in the New Global Environment”. Global Project Management Handbook, pp.9-11, 2006.
Langley, M., S. Robitaille, and J. Thomas. “Towards a New Mindset: Bridging the Gap between Program Management and Systems Engineering”. INCOSE Insight, 14(3), 4-5, 2011.
Locatelli, G., M. Mancini, and E. Romano. “Systems Engineering to Improve the Governance in Complex Project Environments.” International Journal of Project Management, 32(8), 1395-1410, 2014.
Morris, P. W. G. and G. H. Hough. “The Anatomy of Major Projects: A Study of the Reality of Project Management”. Hoboken, NJ USA: John Wiley & Sons, 1987.
Paulson, B. “Designing to Reduce Construction Costs”. ASCE Journal of the Construction Division, Journal of Construction Engineering and Management. From a paper presented at the ASCE Conference, pp. 587-592, San Diego, CA USA, April 1976.
[1] Conforto, Rebentisch, and Rossi, 2013. Systems engineers could, for example, familiarize themselves with The Standard for Program Management, published by the Project Management Institute (PMI), available here.
[2] Greiman, 2015.
[3] Paulson, 1976.
[4] Miller and Hobbs, 2006.
[5] Kahneman and Tversky, 1979.
Author
Ralph Rowland Young
