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CHAPTER 19
PROGRAM MANAGEMENT, CONTROL, AND EVALUATION
1) In addressing the subject of goals and objectives for a systems engineering organization,
one needs to deal with two levels of activity to include: (a) the goals specified by the
customer and defined through the development of Technical Performance Measures
(TPMs) as specific requirements for each of the in–house programs (refer to Section 3.6,
page 82), which evolve from the system operational requirements in Section 3.4 (page 61)
and the system maintenance and support requirements in Section 3.5 (page 76); and (b) the
goals of the company in accomplishing the necessary activities to ensure that the first
objective is attained for all in–house programs. The first is customer and program related
and the second is internal company related. In some instances, one will find that
organizational goals, which are usually in line with company goals, are in conflict with the
goals for a specific system development effort or program. Sometimes, while
project/program goals will often change with time, organizational goals will remain
unchanged (or perhaps stagnant). Care must be taken to ensure that the organizational (and
company goals) are directly supportive of the specific goals and objectives for each of the
projects/programs being addressed.
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11) The proper level of supplier integration starts with the initial identification and
prioritization of TPMs (Section 3.6, page 82), the allocation process (Section 3.7, page 86,
and Section 4.3, page 104), the preparation of the appropriate specifications (Figure 19.3,
page 678), and in conducting the trade–offs leading to “outsourcing” decisions (Section
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17) Refer to Figure 19.9 (page 688). First, you will probably need to accomplish some outside
research for a greater understanding of the major focus–area categories (i.e., performed,
