Systems Engineering and Project Management: A Comprehensive Report

This report delves into the critical intersection of Systems Engineering and Project Management, emphasizing their importance in navigating the complexities inherent in modern projects. It explores the evolution from traditional, control-focused project management to more flexible, systems-based approaches, highlighting the use of Systems Engineering tools and techniques to enhance project performance. The report discusses the significance of systems thinking, systems engineering, and systems management, emphasizing the crucial partnership between systems engineers and project managers to mitigate risks and uncertainties. It references key concepts such as the four-frames systems view, the International Council of Systems Engineering (INCOSE) methodologies, and the application of System Dynamics modeling to understand project behaviors. Furthermore, the report stresses the need for appropriate artifacts, informed decision-making, stakeholder participation, and flexible approaches to ensure project success in increasingly complex environments. It also touches upon the challenges of managing projects within complex adaptive organizations and the importance of developing effective project management practices at various levels.

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systems engineering and project management
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Introduction

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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

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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

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by advocating the need for designing and developing system solutions that can run successfully
in the increasingly complex environment. A set of appropriate artifacts and an acceptable
solution can manage the issues of risks and ambiguities. Thus, the systems engineer and the
project manager must create a partnership of equals that allows them to focus on the necessary
techniques. A stronger organizational decision-making framework can enable the design
definition as well as ensure subsequent delivery of the system. If successfully applied one can
expect informed decision making, capability acceptance, flexible approach and participation of
stakeholder along with focused investment.
In Chapter 10 “Systems Thinking and the Systems Movement” Peter Checkland and
Terry Williams describe Systems Dynamics and the development of models. System dynamics
(SD) is a familiar mean of comprehending the intricacies of projects (Cooke- Davies., 1984). The
authors propose that as conventional models do not understand the behavior of projects, one
needs to look for a new way of modeling. The management cannot afford to sit and wait for the
project to get out of control. The SD models educate on why failures occur under complex
combinations and uncertainty.
Complexity within a project depends on how the people who are responsible for the task
and activities understand the project. As there are limits to the understanding of people, their
professions and the organizations, the humanity factor increases the complexity (Cooke- Davies.,
1984). Complexity occurs when different people with different mindset and experience take the
decision. Whether System dynamics models can reflect a network of human lies and deceptions,
would be tough to say at this stage. Soft Systems Methodology (SSM) approach tackles the
different issues faced by the managers and makes a difference between the hard and the soft
systems thinking. SSM learning system makes use of models are used as intellectual tools to

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explore doubtful situations (Cooke- Davies., 1984). Traditional project management places a
strong weight on planning, which is decoupled from the environment. The SD modeling explains
why some projects overrun due to the complex interactions of the different elements of the
project. The competency model approach is helpful to explain the complex project behavior. It
has become a popular model to identify the superior performance behaviors in the organization.
It is essential to understand the project complexity, tools for complex projects and
develop adequate project management practices to manage complex projects at business,
authority, and distribution levels. The theory of project management needs to be practically
sound that can deliver results and handle the risks. With an increasing number of processes and
techniques, the project managers need to use the right approach, resources and tools to
accomplish project objectives. As project's complexity is one of the most challenging features in
a project, it becomes essential to study the dimensions of complexity and how to use specific
techniques related to the complexity of project.

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References
Cooke- Davies., T (1984). Aspects of Complexity: Managing Projects in a complex world.
Project Management Institute, Inc, 1(1), 1–201.
Locatelli, G., Mancini, M., & Romano, E. (2014). Systems Engineering to improve the
governance in complex project environments. International Journal of Project Management, 32,
1395–1410.
Gilbert, D., & Yearworth, M. (2016). Complexity in a Systems Engineering Organization: An
Empirical Case Study. Systems Engineering, 19(5), 422–435.
Solan, D., & Shtub, A. (2016). Shall we play a project management game? ISE: Industrial &
Systems Engineering at Work, 48(11), 32.
Sisbot, S. (2011). Execution and evaluation of complex industrial automation and control
projects using the systems engineering approach. Systems Engineering, 14(2), 193–207.
Philbin, S. P. (2008). Managing Complex Technology Projects. Research Technology
Management, 51(2), 32.
Eriksson, P. E., Larsson, J., & Pesämaa, O. (2017). Managing complex projects in the
infrastructure sector — A structural equation model for flexibility-focused project management.
International Journal of Project Management, 35, 1512–1523.