managing large scale engineering programs, challenges in program execution by bridging knowledge...

Challenges in Program Execution by Bridging Knowledge Domains

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Managing Large ScaleEngineering Programs


25 ottobre 2012Stoà, Villa Campolieto

Ore 14-18

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• Concept dell’evento

• Il tema

• Agenda

Managing Large ScaleEngineering Programs

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Concept dell’evento

• L’evento chiude un programma formativo di CIRA, Centro Italiano Ricerche Aerospaziali che si è articolato nei due corsi:– Systems Engineering & Management Program– Project Management Program

• Il Knowledge Exchange Event vede il coinvolgimento delle aziende che hanno contribuito con le loro testimonianze alla realizzazione del programma di alta formazione– MBDA, ELV-Avio, ThalesAlenia Space, SELEX-SI

• e di esperti delle associazioni professionali PMI ed INCOSE nell’ottica della comunità professionali e di pratiche e della condivisione dei “Knowledge Domains”

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Il tema• Challenges in Program Execution by Bridging Knowledge Domains

– Vale a dire mettere a confronto esperienze diverse sul tema dell’”execution” in programmi complessi di ingegneria, con particolare riguardo alla creazione del valore, e al miglioramento continuo delle performance di progetto e della riduzione delle attività che non creano valore.

– Per individuare delle linee guida emergenti dalle migliori pratiche professionali e dalle più avanzate esperienze organizzative

– E per individuare le possibili aree di sviluppo professionale e formazione, con particolare riguardo all’aerospazio.

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Agenda• 14:00 Saluto e apertura di Stoà e CIRA• 14:15 Introduzione prof. Leonardo Lecce Università di Napoli Federico II• 14:30 Esperienze a confronto:

– ELV-Avio Group (ing. Ettore Scardecchia)– MBDA (ing. Angelo Scozzari)– SELEX-SI (ing. Francesco Ciambra)– ThalesAlenia Space (ing. Michelangelo L’Abbate)

• 16:30 Commento del Project Management Insititute SIC (ing. Giacomo Franco IBM), dell’INCOSE (ing. Francesco Ciambra SELEX-SI) e dell’ ing. Rosario Cimmino consulente di Management.

• 17:00 Contributi dei partecipanti al Programma di formazione• 17.30 Conclusioni, ing. Viceconte Stoà

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Bridging Knowledge Domains

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Bridging Knowledge Domains• Program managers and systems engineers each play leadership roles in the

design and implementation of key organizational initiatives.• At times, however, these professionals apply different approaches to

initiatives based their own distinct practices, which can delay success.• In order to help organizations overcome the resultant inefficiencies, the

Project Management Institute (PMI) and the International Council on Systems Engineering (INCOSE) – two leading professional membership organizations – have announced a strategic alliance that will enhance overall program success through the improved integration of practices between their professional communities.

• PMI and INCOSE will work together to provide members with tools to maximize the shared skills and experiences that are essential for successful program execution in this fast paced and continuously changing world.

• The associations will solidify initiatives that support stronger integration between the two professions, starting with developing case studies on successful collaborative projects and furthering dialogue with their stakeholder communities.

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• The International Council on Systems Engineering and the Project Management Institute (PMI) believe that program management and systems engineering share vital objectives:

1. Delivering value and benefit to customers and end users;

2. Integrating the required experience, knowledge, and roles to successfully achieve objectives and complete initiatives; and

3. Functioning effectively in a more complex environment where program requirements and outcomes are not clearly denned or have numerous components to manage.

• INCOSE and PMI believe that through strong collaboration, the two organizations can help their practitioner communities achieve their shared objectives.


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The Cultural Barrier

• For many years, a cultural barrier has been growing between practitioners of systems engineering and of program management.

• While program management has overall program accountability and systems engineering has accountability for the technical and systems elements of the program, some systems engineers and program managers have developed the mindset that their work activities are separate from each other rather than part of an organic whole.

• Consequently, work often costs more, takes longer, and provides a suboptimal solution for the customer or end user.

• INCOSE and PMI believe this cultural barrier and mindset can and must be overcome. By working together, the organizations hope to foster a team approach that will benefit their members and their organizations, and ultimately the stakeholders who depend on them.


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• Instead of seeing that both groups have a shared responsibility for the work, the focus often shifts from the customer or end user to the individual practitioner's perceived professional "turf." As a result, "disintegration" can occur in the following ways:

1. Costs and schedules are developed independently of the technical scope and lack reliability.

2. Work and effort are duplicated, and program team members often receive conflicting direction.

3. Requirements are tracked and managed separately, often resulting in something different from what the customer or end user expects. The disintegration between the systems engineering and program management processes produces a "solution" that is less than optimal. The work quite often exceeds budgets and timetables. The primary purpose of successful program- management processes and perhaps even the delivery of the technical requirements are comprised. And the customer or user is dissatisfied.

The Cultural Barrier


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A New Mindset

• What is required is a different mindset, one that redefines professionalism as achieving the mission and hving a satisfied customer or end user versus struggling to protect turf.

• Systems engineers and program managers bring unique skills and experiences to the programs on which they work.

• Those unique capabilities are essential for the successful execution of the program, as are the skills and capabilities of team members from other disciplines (such as cost accounting, legal services, and procurement).

• However, there is also a "shared space" where program managers and systems engineers collaborate to drive the program team's performance and success.


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Translating the New Mindset into Collaboration• What emerges is an understanding that all of the work is relevant to both

groups, and that the delivery of stakeholder value requires an appropriate contribution from both areas of professional expertise. Each discipline would also benefit from an understanding of the other's discipline. It is imperative that each group have a minor focus in the processes of the other's - in much the same way many university students in the United States have both major and minor areas of study.

• The two organizations can work together to use the resources they have developed for their "major" curricula to create "minor" curricula for members of the other group. Most importantly, the two organizations can collaborate on activities that will help shift the focus to the "shared space" and to the capabilities that practitioners of both disciplines need to sustain an integrated focus on achieving the mission.

• In this way, program managers and systems engineers will develop an appreciation for the dual roles that each group must play and will gain an understanding that they are like two interlocking pieces of a puzzle. When they are separate, only partial views of reality can be seen.

• Only when they are synergistically brought together can the larger picture become clear, and the puzzle can be solved. The whole can become greater than the sum of its parts.


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PMI-INCOSE Shared space

1. Leadership2. Negotiation3. Communications4. Collaboration and teamwork5. Sustained focus on mission6. Risk management7. Configuration management

• This new mindset recognizes that there cannot be two separate views of the stakeholder problem, but rather a single one that incorporates all elements of the program. This mindset requires that practitioners have the attitude and desire to engage in the "shared space."


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PMI-INCOSE Shared space• “When it comes to an organization’s success, the whole is the sum of its

parts,” said Mark A. Langley, president and CEO of the Project Management Institute. “Our alignment with INCOSE will help program managers and systems engineers – both critical ‘parts’ of an organization, strategically and operationally – leverage each other’s strengths to deliver improved program results that better support their organizations’ strategic goals. In addition, it will foster new skill sets and networking opportunities for the members of both associations, driving professional growth.”

• “In an environment of increasing complexity, organizations face enormous challenges creating systems that meet performance specifications, on time and on budget” said Samantha Robitaille, president of INCOSE. “By working with PMI, we have the potential to significantly improve performance on these complex programs by establishing an integrated team approach that will ultimately benefit not only the members of both associations, but also the organizations they work for and those organizations’ stakeholders.”

• PMI and INCOSE’s first joint initiative produced a white paper, “Toward a New Mindset: Bridging the Gap between Program Management and Systems Engineering,” which details the need for better professional integration.

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