4. Contents
1. Essential Challenges
2. Enterprise Transformation
3. Enterprises as Systems
4. Transformation Framework
5. Implications for Systems Engineering
and Management
4
5. Weekly
Learning
Outcomes
1. Understand the different challenges and
issues of an enterprise.
2. Discuss the changes required for the
transformation and also the detail process of
transformation framework.
3. Explain the importance of standards and
specifications.
4. Learn the different types of standards and
specifications methods of System
Engineering.
5
7. Essential Challenges
• Growth: Increasing impact, perhaps in saturated/declining “markets”
• Value: Enhancing relationships of processes to benefits and costs
• Focus: Pursuing opportunities and avoiding diversions
• Change: Competing creatively while maintaining continuity
• Future: Investing in inherently unpredictable outcomes
• Knowledge: Transforming information to insights to programs
• Time: Carefully allocating the organization’s scarcest resource
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
7
8. Essential Challenges
• Growth has to be the goal.
• Value provides the foundation for growth.
• Focus provides the path to growth.
• The nature of the future, especially the long-term future, exacerbates
the difficulties of focus and change.
• Knowledge is the means by which enterprises increasingly address
these challenges.
• Time is an overarching challenge for leaders of enterprises.
• Change can create enormous organizational and cultural change
problems.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
8
9. Relationships among challenges.
• Goals and objectives : in terms of revenues, profits, market
share.
• Growth : economic, behavioral, and/or social impacts in
terms of improved quality, service, and responsiveness
• Value provides the foundation for growth. Understanding
and enhancing the value streams that provide value to
constituencies are keys to successful growth
• Focus provides the path to growth. Pursuit of opportunities
and avoidance of diversions
• Change - designing the enterprise to pursue this path. Both
focus and change can create enormous organizational and
cultural change Problems.
• Knowledge is the means by which enterprises increasingly
address these challenges. Involves both understanding the
roles of information and knowledge in problem solving and
decision making in different domains.
• Time : Transformational leadership involves devoting
personal time to those things that will create lasting value
9
11. Enterprise Transformation
• Change is inherent in all enterprises, whether they are companies,
government agencies, educational institutions, nonprofit associations,
or perhaps even religions.
• The forces driving change may have economic, political, social, and/or
technological sources.
• The implications of change may be both positive and negative, with the
balance between positive and negative depending on perspectives of
the particular types of stakeholder impacted by change.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
11
12. Contemporary Context
• Senior executives in both private and public sectors are seriously
concerned with how best to respond to the
• trends.
• Change is pervasive in both traditional industries such as automobiles
and leading-edge industries like software.
• Leaders of enterprises must address change creatively and
energetically or risk losing their jobs and/or their enterprises.
• The marketplace will not be patient with “business as usual” and
leaders must accept and pursue the challenge of change.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
12
13. Pursuing Transformation
• Once managers agree to the premise that business process
improvement will be insufficient for long-term success , their next
concern is how to move beyond improvement to transformation.
• A few broad themes underlie how transformation is typically pursued.
These themes include business processes and value streams,
outsourcing and offshoring, and redeploying assets.
• Business Processes and Value Streams
• Outsourcing and Offshoring
• Asset Management
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
13
14. Transformation Archetypes
• Transformed Value Propositions : This archetype includes enterprises
that transform their business models and market offerings.
Transformation requires that they dismantle old ways of doing things
and adopt new ways.
• Transformation Via Acquisitions and Mergers : It involves enterprises
that transform the companies they acquire.
• Transformation Via New Value Propositions : Innovative enterprises
that forced competitors and suppliers to transform. They develop and
perfect the new business model and practices.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
14
16. Context of Transformation
• Enterprise transformation occurs in—and is at least partially driven
by—the external context of the economy and markets.
• There is also an internal context of transformation—the “intraprise”
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
16
17. Modelling the Enterprise
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
17
• Inputs affect both work processes
and enterprise state.
• The state of a system is the set of
variables and their values that
enable assessing where the
system is and projecting where it
is going.
• Output is derived from the
evolving state of the enterprise.
18. Example
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
18
20. Transformation Framework
Scope of transformation : range from work activities, to business
functions, to overall organizations, to the enterprise as a whole.
Means : range from upgrading people’s skills, to redesigning
business practices, to significant infusions of technology, to
fundamental changes of strategy.
Ends of transformation : range from greater cost efficiencies, to
enhanced market perceptions, to new product and service offerings,
to fundamental changes of markets
The costs and risks of transformation increase as the endeavor
moves farther from the center
Initiatives focused on the center (in green) will typically involve
well-known and mature methods and tools from industrial
engineering and operations management.
In contrast, initiatives towards the perimeter (in red) will often
require substantial changes of products, services, Channels
Any level of transformation requires consideration of all
subordinate levels.
20
21. Value Deficiencies Drive Transformation
• Value Opportunities. The lure of greater success via market and/or
technology opportunities prompts transformation initiatives.
• Value Threats. The danger of anticipated failure due to market and/or
technology threats prompts transformation initiatives.
• Value Competition. Other players’ transformation initiatives prompt
recognition that transformation is necessary to continued success.
• Value Crises. Steadily declining market performance, cash flow
problems, and so on. prompt recognition that transformation is
necessary to survive.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
21
22. Work Processes Enable Transformation
• Strategy-oriented approaches
• Markets targeted
• Market channels employed
• Value proposition
• Offerings provided
• Operations-oriented approaches
• Supply chain restructuring
• Outsourcing and offshoring,
• Process standardization
• Process reengineering
• Web-enabled processes
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
22
23. Case studies of Transformations
Transformation Of Markets:
Amazon leveraged IT to redefine book buying,
Wal-Mart leveraged IT to redefine the retail industry.
Transformation Of Offerings :
CNN redefining news delivery.
IBM moving from an emphasis on selling computer products to providing integrated technology
services.
Transformation Of Perceptions
Include dell repositioning computer buying and starbucks
Repositioning coffee buying.
23
25. Executives’ Concerns and Systems Engineering
Enablers
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
25
26. Executives’ Concerns and Systems Engineering
Enablers
Systems engineering and systems management
are inherently transdisciplinary in the attempt to
find integrated solutions to problems that are of
large scale and scope
Enterprise transformation involves fundamental
change in terms of redesign of the work processes
in complex systems.
The concepts, principles, methods, and tools have
been applied successfully to definition, design,
development, and deployment of complex
platforms ranging from aircraft to ships to
command and control systems.
Table provides as overview of the concerns of
executives who manage enterprises and how
systems engineering can provide the enablers to
address these concerns.
26
28. Contents
1. Reasons for Using Specifications and
Standards
2. Proper Application of Specifications and
Standards
3. Selection and Development of
Specifications and Standards
4. Useful Standards in the Systems
Engineering Process
5. Locating and Obtaining Specifications
and Standards
28
30. Introduction
• Specifications describe the technical requirements for products or
services, and the verification procedures to determine that the
requirements have been met. Specifications are sometimes referred to
as product standards.
• Standards are process-oriented technical documents. They are often
referenced in specifications to establish or limit engineering processes
and practices in the preparation, manufacture, and testing of
materials, designs, and products.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
30
31. Reasons for Using Specifications & Standards
• Safety
• Save Time and Money
• Quality and Reliability
• Avoid Production Delays
• Improved Communications Between Buyer and Seller
• Market Acceptance and Customer Confidence
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
31
33. Proper Application of Specifications And
Standards
• Few common pitfalls to avoid
• Locking yourself into a set of detailed specifications and standards too early in
the design and development process.
• Over Specifying : There is a tendency to cite more specifications and standards
than are needed in order to meet a requirement or to reduce risk. Such a
practice can increase cost and time, while perhaps increasing risk
• Citing an entire specification or standard when all the requirements within the
referenced document are not applicable.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
33
35. Selection and Development of
Specifications and Standards
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
35
The selection and use
of specifications and
standards is an iterative
process.
36. Selection and Development of Specifications and Standards
36
Speciifications and Strandards
input
1.Top level specifications- customer needs
2.Interface specifications
3.Operating engivornment standards
4.Mandatory constraints specification
Requirement analysis,
development and synthesis
Search for existing specification and standard
Develop satisfactory specification and standard
Refine and tailor the specification's & standards
Specifications and
Standards output
Specifications and Standards baseline
established and configuration change
controlled
The selection and use of specifications and standards
is an
iterative process
Step 1: define the customer’s requirements in
terms of performance, function, need, or objective; any
mandatory physical or operational interfaces; the
environment in which the system must operate; and any
other constraints that must be considered during
system
design.
Step 2; The important thing to keep in mind when
selecting or developing the needed specifications and
standards is that these specific technical requirements
must
be balanced against cost, schedule, risk, performance,
and
the overall customer need.
Step 3: End output is the set of defined, tailored
specifications and
standards that establish the product baseline whose
configuration must be managed.
38. Useful Standards in the Systems
Engineering Process
• Industry and government generally use EIA 632, IEEE 1220, or ISO/IEC
15288 to identify the fundamental processes and requirements
necessary for a systems engineering program.
• Each of these standards takes a different approach and level of detail
to address systems engineering,
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
38
39. This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
39
41. Locating and Obtaining Specifications
and Standards
• There are hundreds of thousands of international, foreign, U.S.
national, and U.S. government specifications and standards from which
the systems engineer can select when designing a system, and
thousands more documents are created every year.
• The key is knowing where to search for these standards, how to limit
the search, and how to obtain copies of documents.
• Every standards developing organization has an index of its
documents, and many have their indexes available on the Internet.
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
41
42. SES
• The Standards Engineering Society (SES) at www.ses-standards.org
maintains the most complete listing of these standards developing
organizations plus their Web sites to search and order standards.
• The following online sources provide reasonably complete indexes of
large segments of specifications and standards, and many can provide
copies as well.
• www.nssn.org
• www.assistdocs.com
• www.document-center.com
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
42
43. Continued…
• http://global.ihs.com
• www.ihs.com
• www.ili-info.com
• www.techstreet.com
This Presentation is mainly dependent on the textbook:Handbook of Systems Engineering and Management, 2nd Edition. Andrew P. Sage, William B. Rouse.
ISBN: 978-0-470-08353-6
43
44. This Presentation is mainly dependent
on the textbook:
Chapter 10: Engineering the Enterprise
as a System
Chapter 11: Standards in Systems
Engineering
(Handbook of Systems Engineering
and Management, 2nd Edition. Andrew
P. Sage, William B. Rouse.)
44
