Abstract:
Procurement of complex
systems is one phase of a system’s total lifecycle and as such benefits from
the application of Systems Engineering.
Of special interest is the management of requirements as the basis for
the validation activities during acquisition and verification activities at
subsequent delivery of the system. The acquisition and engineering of complex
systems require a tight coordination in four dimensions -- roles,
responsibilities, artefacts and competence – visualized in the Project Product
Model Pyramid. The pyramid illustrates the evolution of information from
project related to product related uses over the system lifecycle. The value of
using ERP technology to manage this evolution is also addressed.
Abstract:
Programs managing
significant organizational changes benefit from applying similar SE processes
to those used in programs for the acquisition of physical systems. Visualizing the interrelationships between
customers, suppliers, owners and other stakeholders leads to the definition of
a Process Technology Organization (PTO). The PTO concept expresses the mapping
of functions, tools, and competence to achieve the strategic objectives of the
enterprise. The end result is an
integrated matrix organization that uses a common technology base – namely an
ERP system – to maintain consistency and form the basis for continuous
improvement.
Abstract:
Even in this age of
"Continued Process Improvements" where companies are paying
increasing attention to their processes, attention may fail to be focused on
day-to-day details in actual procedures until a tool (for example and ERP
system) is applied to the job. Case
studies illustrate common pitfalls encountered when introducing automation into
organizations. The conclusion supported
by these illustrations is that technology insertion should be planned, and that
people are the most important factor in planning for change.