A Proposed Systems Engineering Diagnostic Method

Abstract

The systems engineering was revitalized in the middle of 1990s. Increased participation using systems engineering processes and practices during the system development and demonstration phase is seen as key to implementing this new approach. Engineering and critical thinking is increasingly important in these revitalization efforts in resource management, skills management, and supplier management. The industry and government revitalization efforts including publishing systems engineering processes, methods and templates to guide people to implement systems engineering. In 2003 and 2004, Department of Defense (DoD) issued a number of policies that placed renewed emphasis on the application of rigorous Systems Engineering (SE), stating that it is essential to the Department’s ability to meet the challenge of developing and maintaining needed capability, noting that this is especially true as systems become more complex in a family-of-systems, systems-of-systems, and net-centric warfare context. In these complex systems, SE provides the integration/technical processes to define and balance performance, cost, schedule, and risk. Under Secretary of Defense (USD) stated in 2004, “We will select only contractors regardless of acquisition category who apply a robust systems engineering approach.” Michael W. Wynne, Acting USD for Acquisition, Technology and Logistics (AT&L), and Mark D. Schaeffer, Principal Deputy, Defense Systems and Director, Systems Engineering, Office of the USD AT&L (Ref. 1), called for the revitalization of systems engineering across the Department of Defense. A systems engineering plan is key to the revitalization of systems engineering in the business systems environment. The documented technical management approach within the business systems engineering process addresses the risks and concerns surrounding business systems programs and provides the tailored approach to effectively manage, design, test, and deploy critical business systems solutions. An important element in revitalization has been the acquisition management education program (Ref. 1). Leadership skills are also essential to developing successful systems engineering and acquisition management professionals. The Acquisition Leadership Development Program (ALDP) began in January 2004 for Acquisition Directorate systems engineers and program managers who demonstrated leadership potential. The SE revitalization campaign leads extensive educational training in learning SE (Ref. 2) for customers, contractors and universities. The contractors and customers work together to implement SE using acquired SE knowledge and processes. The systems engineering implementation is more challenge than understanding the system engineering process. The implementation of systems engineering requires a flawless interface between team members working toward a common system thinking to correctly execute systems engineering process. But the program cost overrun, schedule slippage and even failures were still high after more than 10 years of systems engineering revitalization efforts although it was gradually improved. The reason for slow pace of improvement is