The value of integration: systems thinking in project management by Andrew Wright, 20th Sep, Golborne

APM/INCOSE UK Joint Working Group on SE/PM Integration

INTEGRATING SYSTEMS ENGINEERING

AND PROJECT MANAGEMENTCutting the cost and boosting

the success of complex projects

APM Systems Thinking SIG

Andrew WrightArty Tailor

APM Systems Thinking Specific Interest Group

1. Cutting costs through: Cutting rework costs, delay costs and change costs

2. Reducing unproductive tensions Reducing start-up delays, planning around technical

design and delivery Earliest assurance of benefits delivery

3. Delivering added value Fit for purpose – fundamentally correct design, robust

to requirement growth

Objectives

2

APM Systems ThinkingSpecific Interest Group

Session outline

3

What’s the problem? - Case studies

Recognising the problem – birth of the SEPM JWG

SE and PM: Different points of view?

The benefits – the value of integration

So what? – a case study to illustrate points

Processes (how) People (who) Life cycles

(when)Take a holistic view

Beyond the product

system to the delivery

system

Introducing the Systems Thinking SIG

But what is systems engineering?

Touchpoints and overlaps = fusions or tensions?

Top tips for beneficial integration

Change (why)


Originally budget - £6bn over the major contracts’ lifetime

Actual total cost - £9.8bn Estimated total benefits (by

Department of Health) - 3.7£bn

Case study - NHS Connecting for Health NPfIT

4

Source: The National Programme for IT in the NHS - A Case History; O. Campion-Awwad, A. Hayton, L. Smith, M. Vuaran; February 2014; University of Cambridge


Case study – NPfIT major failure themes

5

Source: The National Programme for IT in the NHS - A Case History; O. Campion-Awwad, A. Hayton, L. Smith, M. Vuaran; February 2014; University of Cambridge

• Little consultation with key stakeholders; failed to deal with confidentiality concerns/requirements

• Lack of Requirements Analysis & Stakeholder Management)

Governance

• Overambitious/unwieldy centralised model, no consideration of user satisfaction and confidentiality

• Poor Risk Management and Value Engineering

Implementation

• Lacked clear direction, project management and exit strategy

• Poor Leadership, Communications & Human Factor Engineering

People


Losing the Systems plot – Heathrow T5

6Picture courtesy of Warren Rohner via Flickr


Typical behaviour … project running a bit lateThe ‘tightly coupled’ baggage-handling system was poorly understood by staff

T5: 2 key issues

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T5 project was a large, complex project with many stakeholders

• Needs of some of these (Government, general public) with significant quality interest de-emphasised in the requirements capture

• Fear factor: strong focus on meeting cost and schedule requirements visible throughout, but overall fitness for purpose is not tested until the end!

• Integrate systems engineering and project management perspectives to ensure the quality objectives are not de-emphasized.

T5 key messages

8


Session outline

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Beyond the product


system





Change (why)


The APM / INCOSE UK Joint Working Group

For SE/PM Integration

Unlocking the benefits of dovetailing SE and PM

Recognising different perspectives

Provide practical advice and guidance

Addressing tensions and promoting fusions

Promote the benefits of Systems Thinking


Session outline

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Beyond the product


system





Change (why)


What is Systems

Thinking?

Thanks to Roger Frijns www.jouwweb-ratusse.jouwweb.nl www.bsamby.nl

http://www.jouwweb-ratusse.jouwweb.nl/

http://www.jouwweb-ratusse.jouwweb.nl/

http://www.bsamby.nl/


Systems have ‘emergent properties’• Specifying and delivering requirements is not always straightforward• The whole is more than the sum of its parts – requirements evolve in

unpredictable ways!

Systems engineering thinks about structure and behaviour• Connectivity, interfaces, viewpoints, integration of special expertise• System dynamics – things change over time

Hierarchy• One person’s subsystem is another person’s system (or super-system)• Enterprise context, seeing the bigger picture

Why have systems engineering?

13


“A way of thinking about complex problems” “A way of delivering transformation / enduring

change” “A way of bringing together disparate

disciplines”

So how does this relate to Portfolio, Programme and Project Management?

Systems engineering is…


Session outline

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Beyond the product


system





Change (why)


Portfolio, Programme & Project Managementperspective

SystemsEngineeringperspective

CHANGE

P3M


Process overlap

Investment Mgmt

Enterprise environment mgmt

System life cycle process mgmt

Stakeholder requirements defn

Requirements analysis

Architectural design

ImplementationIntegration

Verification

TransitionValidation

Maintenance

Operation

Disposal

Resource Mgmt

Quality Mgmt

Project planning

Project assessment

Project control

Decision-making

Configuration Mgmt

Acquisition process

Supply process

Information Mgmt

Develop charter

Identify stakeholders

Establish teamDevelop project plans

Define scope

Create WBSDefine activities

Estimate resources

Define project organisation

Estimate activity durationsDevelop schedule

Estimate costs

Develop budget

Identify risksAssess risks

Plan quality

Plan procurements

Plan communications

Manage stakeholders

Develop project team

Treat risks

Perform quality assurance

Select suppliers

Distribute information Control scope

Control resources

Manage project team

Control scheduleControl costs

Control risks

Perform quality control

Administer procurements

Manage communications

Close project or project phase

Collect lessons learnedRisk Mgmt

ISO 15288 ISO 21500

Control change


Focused on the Business Requirement (mostly on the When and How Much)

Responsible for designing and operating the control system to manage the work associated with the solution

People - recognising roles and responsibilities

Project Manager

Systems Engineer

Focused on the Business Solution (mostly on the What and the How)

Responsible for defining, designing and delivering the solution


Integrating the Two Perspectives - Touchpoints

Why

Who

When

How Much

What

How

PPM SE

Project Schedule

Cost BreakdownStructure

Product BreakdownStructure

Work BreakdownStructure

Vision

Risk RegisterBusiness Case


Agile Development

Waterfall

Iterative

Spiral

INCREMENTAL

Rational Unified Process

CADMID/T

VEEScrumExperimental

Project

Programme

Business changeSequential

GenericSDLC

Agile PjM

PLAN OF WORKTransformation

Portfolio

Project vs ProductRapid Prototyping

TranchesPhases

StagesSoftware

Facilities

Services

“The life cycle of something such as an idea, product, or organization is the series of developments that take place in it from its beginning until the end of its usefulness.”

Life cycle definition from Collins Dictionary


Organisational Drivers Strategic Objectives


Implementation

User Requirements

Operational Architecture

System Requirements

System Architecture

System Elements

Integrated System

Verified System

Validated System

Stakeholder Needs and Requirements Definition

System RequirementsDefinition

Architecture Definition

Integration

Verification

Validation

Transition

Operation, Maintenance

Business Analysis

Design Definition System Analysis



Programme Vision

Programme Blueprint

Programme Plan

Project Plans Outputs

Capability Elements

Outcomes

Operational Capability

Benefits

Programme Planning

Project Planning

Programme Definition

Project Delivery

Programme Delivery

ChangeManagement

Benefits Realisation

CapabilityDelivery


Project Controls


Implementation


Programme Vision

User Requirements

Programme Blueprint (Operational Architecture)

Programme Plan

System Requirements

System Architecture

Project Plans System Elements

Integrated System

Verified System

Capability Elements

Outcomes

Operational Capability (Validated System)

Benefits Stakeholder Needs and

Requirements Definition

Programme Planning

Project Planning

Programme Definition

System RequirementsDefinition

Architecture Definition

Project Delivery

Integration

Verification

Programme Delivery

ChangeManagement

Benefits Realisation

Validation

Transition

Operation, Maintenance

CapabilityDelivery

Business Analysis

Design Definition System Analysis

Project Controls


Session outline

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Beyond the product


system





Change (why)


Looking for possible fusion boosts

Nature of interaction

Boost Handshake Tension

Degree of

interaction

Fusion

Overlap

Touch point

Gap

SE in Product Based Planning System of Systems

approach Integrated test,

evaluation & acceptance for benefits realisation

Project – project interdependency

Applying SSM to team management

Portfolio/programme modelling in PMOs

Transition definition and management

Requirements in contract management


What Project Managers need to know about systems thinking

What Project Managers need to know about working with Systems Engineers

What Systems Engineers need to know about project management

What Systems Engineers need to know about working with Project Managers

Touch points:

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Clarity of responsibility Mutual understanding Common language


Session outline

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Beyond the product


system





Change (why)


Case Study: Prestwick ATC Centre

Learning from the bitter experience of their first attempt, NATS got their second attempt right!

Image courtesy of Wikipedia


Case Study: Prestwick ATC CentreKey System Engineering and Project Management


Key Outcomes On time and on Budget Good Relationships with unions and key

Stakeholders Integrated SE PM team Fully operational without any disruption The incorporation of Oceanic Control was

brought forward

Case Study: Prestwick ATC Centre


Session outline

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Beyond the product


system





Change (why)


Integrated SEPM reduces unproductive tensions: Reducing start-up delays on projects Clarifying roles and responsibilities Optimizing planning around technical

design and delivery Earliest assurance of benefits delivery

Benefits: Reducing tensions

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Better outcomes result when systems engineering & project management work

well together


Integrated SEPM delivers tangible benefits Fit for purpose – the design is fundamentally correct Robust to cope with changes in requirements Reduced slippage Improved morale – flaps and panics reduced H&S built in - cutting injuries and deaths Project delivers a success - on schedule - cost-

effectively

Benefits: Delivering added value

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Integrated SEPM cuts the true cost through:

Cutting rework costs Cutting delay costs Cutting change costs“Delivering the right solution as quickly as possible is usually the most economic way to complete a project”

Benefits: Cutting costs

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Session outline

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Beyond the product


system





Change (why)


Promote the value of integration and systems thinking• Clarity on the benefits of each discipline & the benefits of integration,

inc. front end loading• Establish a community to create and maintain a culture of integration

Create a collaborative environment of healthy challenge• Clarify language, roles & responsibilities & behaviours, and recognise

and manage tensions Integrate SE & PM early and maintain it through-life

• Establish SEPM “one” team approach from the outset and adapt throughout the lifecycle

Develop an integrated plan • Establish integrated governance (programme & technical); agree the

deliverables sequence • Tailor the design of delivery system as well as product; process

tailoring by SQEP people

Tips To Overcoming Barriers

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SE and PM have largely common goals:• Delivering a successful project

PM and SE add most value when there are clear roles and responsibility, mutual respect and understanding

Well integrated SE and PM functions are better able to achieve the right balance of stakeholder needs between time, quality and cost

SEs and PMs are not as different as you might think!

Conclusions: Key messages

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Clarity of responsibility Mutual understanding Common language


Session outline

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Beyond the product


system





Change (why)


The APM’s new Systems Thinking SIG:

A dynamic community of project and systems thinking professionals – working together to develop and share understanding of systems thinking in portfolio, programme and project environments

Continue collaboration with INCOSE UK Community of project and systems thinking professionalsDevelop theory & practice of applying systems thinking“Systems Thinking” as a core PM competence Produce guidance that people will want to use Promote APM as applying systems thinking Build a reputation beyond the project community


One team approach

www.apm.org.uk / research / systems-thinking-in-P3Mwww.incoseonline.org.uk / Groups / Project_Management_and_SE / Main.aspx


Pastoverview

Presentinformation

Futureguidance


Meadows, D. (2008) Thinking in Systems: A Primer O’Connor, J. and McDermott, I. (1998) The Art of

Systems Thinking Senge, P. (Revised edition 2010) The Fifth Discipline:

The Art and Practice of the Learning Organisation Sherwood, D. (2002) Seeing the Forest for the Trees:

A Manager’s Guide to Applying Systems Thinking

Systems thinking – useful references

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