Systems Engineering and Project Management

Running Head: EDUCATION 1
systems engineering and project management
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Introduction

EDUCATION 2
It is perhaps impossible to get rid of the complexity factor that comes inherent with
projects. While those complexities are easy to recognize, they can be difficult to define and
tacked with when encountered. Different support models with various characteristics can help
engineering organizations to evaluate the suitable systems engineering approaches that is right
for their business needs and targets.
Projects often get shaped and delivered in complex environments and often as an
outcome, the final benefits are far less than anticipated. Systems Engineering is the emerging
model in multifaceted environments that shift the project based governance to system based
governance with the aim of improving the holistic success. Systems Engineering tools and
techniques are employed to enhance the performance of projects in complex environments
(Locatelli, Mancini & Romano, 2014). Delays in complex projects for example in construction
sector often add to costs and lowered the benefits. Most projects and their management follow
the traditional approach which is control-focused. However recent research suggests that the
environment for the projects need to follow more flexible practices (Eriksson, Larsson, &
Pesämaa, 2017). Flexibility-focused management practices can help complex projects to improve
their time performance with adaptation. The primary project management course covers aspects
such as practice methodology, the project’s planning, scheduling, budget, quality, trade-offs,
allocation, cash flow, bottlenecks, decision-making, and risks. Simulation-based training allows
the students to learn and test an efficient project plan without suffering the consequences.
Uncertainty is inherent in any project and can get translated to risks (Solan, & Shtub, 2016).
Project management for systems engineers is an advanced course that trains them to practice the
project management principles in a competitive environment. A four-frames systems view is an

EDUCATION 3
innovative conceptual framework that has been developed to manage complex projects to lower
the risks in the design and management (Philbin, 2008).
Systems thinking, systems engineering, and systems management are part of systems
engineering and project management. A strong partnership between the systems engineer and
project manager helps to curb the risks of uncertainty, ambiguity and incomplete information.
The objective of project management is to design and organize the work flow that is
essential to deliver satisfactory results well within the budget, infrastructure and resources.
Systems Engineering domains and disciplines face problems that are both technical and social.
As the problems span technical and social domains, the classical engineering training must cover
the broader realm (Gilbert & Yearworth, 2016). The ability of Systems Engineers to meet the
expectations relies on the complexity of the organization. The characteristics of precise aspects
of an organization are complex. It is challenging to plan Systems Engineering development
projects in complex adaptive organizations and targeted delivery dates and costs are difficult to
control. An adequate planning and managing delivery are suggested to accompany the traditional
management approach. The International Council of Systems Engineering (INCOSE) defines
Systems Engineering (SE) as an approach among different disciplines that enables a successful
system (Sisbot, 2011). The documenting requirements and functionality in the development
cycle, design synthesis, and system validation are part of the SE methodologies and systems
approach. Planning, building, and evaluation are the core system of the engineering processes.
In Chapter 11 on Systems Engineering and Project Management by Andrew Daw, he
advocates the use of the natural human ambition and application of technology to generate a
powerful dynamic (Cooke- Davies., 1984). It is essential to understand the interactions and
interdependencies in the increasingly complex projects and programs. He concludes the chapter