CHAPTER 18
SYSTEMS ENGINEERING PLANNING AND ORGANIZATION
1) Systems engineering requirements should be initiated at program inception: i.e., during the
early stages of conceptual design when a “need” for a system is first identified. It is at this
time when system requirements are first identified, system architecture is initially defined,
program tasks are initially described, and a proposed management approach is assumed. A
top–down, integrated, life–cycle approach to system design and development must be
established from the beginning. Otherwise, the requirements may not be well established
from the beginning, the various program activities and elements of the system may not be
well integrated, there may be undue waste and high costs, and the ultimate system/product
may not perform and/or fulfill the customer requirements as intended. Reference: Sections
2.2 (page 29), 2.3 (page 33), 3.1 (page 57), and Section 3.2 (page 58).
656).
9) Student exercise. Reference: Section 18.2 (Figure 18.12, page 657). It might be appropriate
to first develop the network (Figure 18.9, page 654); determine the costs for each of the
10) Analyze the situation and determine the “causes” for the delay in schedule (or cost
overrun); determine a proposed approach for correcting the deficiency; and implement the
11) The basic objectives in organizing for systems engineering are noted in Section 18.3 (page
658). The prime top–level objective is, of course, to establish a structure that is compatible
with the company’s (or institution’s, or agency’s) overall structure and one that will
12) Some of the advantages/disadvantages associated with a functional, project, and a matrix
organizational structure are noted below:
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Functional Organization (Figure 18.14, page 662) –– Advantages:
(a) Enables the development of a better technical capability. Specialists can be grouped to
share knowledge. Experience from one project can be readily transferred to other
projects through personnel exchange. Cross–training is relatively easy.
(b) The organizations can respond quicker to a specific requirement through the careful
assignment (or reassignment) of personnel. There are a larger number of personnel in
the organization with the required skills in a given area. The manager has a greater
degree of flexibility in the utilization of personnel and a broader human–power base
with which to work. Greater technical control can be maintained.
(c) Budgeting and cost control is easier due to the centralization of areas of expertise.
Common tasks for different projects can be integrated, and it is easier not only to
estimate costs but to monitor and control costs.
(d) The channels of communication are well established, the reporting structure is vertical,
and there is no question as to who is the “boss.”
Functional Organization –– Disadvantages:
(a) It is difficult to maintain a strong identity with a specific project. No single individual
is responsible for the total project or the integration of its activities. It is hard to
pinpoint specific project responsibilities.
(b) Concepts and techniques tend to be functionally–oriented with little regard to project
requirements. The “tailoring” of technical requirements to a particular project is
discouraged.
(c) There is little customer orientation or focal point. Response to specific customer needs
is slow. Decisions are made on the basis of the strongest functional area of activity.
(d) Because of the group orientation relative to a specific area of expertise, there is less
personal motivation to excel and to be innovative concerning the generation of new
ideas.
Project Organization (Figure 18.15, page 663) –– Advantages:
(a) The lines of authority and responsibility for a given project are clearly defined. Project
participants work directly for the project manager, communication channels within the
project are strong, and there is no question as to priorities. A good and strong project
orientation is provided.
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14) The requirements for staffing an organization initially stem from the results of the systems
engineering planning activity described in Sections 18.1 (page 641) and 18.2 (page 643).
Tasks are identified, combined into work packages and a work breakdown structure
(WBS), and the work packages are grouped into specific position requirements. These
positions are then arranged within the applicable organizational structure considered to be
the most appropriate for the need (i.e., functional, project, product line, matrix, of
combination thereof). With regard to specific position requirements, an entry–level systems
engineer should have the following qualifications:
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15) The nature of systems engineering activities requires consideration of the following
characteristics when developing an organizational structure:
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