1) The document discusses a knowledge exchange event focused on challenges in executing large engineering programs and bridging different knowledge domains. 2) It provides context on the event including its purpose as the closing event of a training program involving engineering companies. 3) The agenda is outlined, including presentations from different engineering companies and discussions on best practices for program execution and development opportunities.

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Managing Large Scale
Engineering Programs
Challenges in Program Execution by
Bridging Knowledge Domains
25 ottobre 2012
Stoà, Villa Campolieto
Ore 14-18
Challenges in Program 1
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2. Managing Large Scale
Engineering Programs
Challenges in Program Execution
by Bridging Knowledge Domains
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• Concept dell’evento WL
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• Agenda
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Concept dell’evento HA N
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• L’evento chiude un programma formativo di CIRA, Centro Italiano
Ricerche Aerospaziali che si è articolato nei due corsi:
– Systems Engineering & Management Program
– Project Management Program
• Il Knowledge Exchange Event vede il coinvolgimento delle aziende
che hanno contribuito con le loro testimonianze alla realizzazione
del programma di alta formazione
– MBDA, ELV-Avio, ThalesAlenia Space, SELEX-SI
• e di esperti delle associazioni professionali PMI ed INCOSE
nell’ottica della comunità professionali e di pratiche e della
condivisione dei “Knowledge Domains”
Challenges in Program 3
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Il tema HA N
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• Challenges in Program Execution by Bridging Knowledge Domains
– Vale a dire mettere a confronto esperienze diverse sul tema
dell’”execution” in programmi complessi di ingegneria, con
particolare riguardo alla creazione del valore, e al miglioramento
continuo delle performance di progetto e della riduzione delle
attività che non creano valore.
– Per individuare delle linee guida emergenti dalle migliori pratiche
professionali e dalle più avanzate esperienze organizzative
– E per individuare le possibili aree di sviluppo professionale e
formazione, con particolare riguardo all’aerospazio.
Challenges in Program 4
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• 14:00 Saluto e apertura di Stoà e CIRA
• 14:15 Introduzione prof. Leonardo Lecce Università di Napoli Federico II
• 14:30 Esperienze a confronto:
– ELV-Avio Group (ing. Ettore Scardecchia)
– MBDA (ing. Angelo Scozzari)
– SELEX-SI (ing. Francesco Ciambra)
– ThalesAlenia Space (ing. Michelangelo L’Abbate)
• 16:30 Commento del Project Management Insititute SIC (ing. Giacomo
Franco IBM), dell’INCOSE (ing. Francesco Ciambra SELEX-SI) e dell’ ing.
Rosario Cimmino consulente di Management.
• 17:00 Contributi dei partecipanti al Programma di formazione
• 17.30 Conclusioni, ing. Viceconte Stoà
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6. Bridging Knowledge Domains
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Il benchmark dell’evento HA N
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7. Bridging Knowledge Domains
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Challenges in Program 7
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8. Bridging Knowledge Domains
Challenges in Program 8
Execution by Bridging

9. Bridging Knowledge Domains
Challenges in Program 9
Execution by Bridging

10. Bridging Knowledge Domains
Challenges in Program 10
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11. Bridging Knowledge Domains
• Program managers and systems engineers each play leadership roles in the
design and implementation of key organizational initiatives.
• At times, however, these professionals apply different approaches to
initiatives based their own distinct practices, which can delay success.
• In order to help organizations overcome the resultant inefficiencies, the
Project Management Institute (PMI) and the International Council on
Systems Engineering (INCOSE) – two leading professional membership
organizations – have announced a strategic alliance that will enhance
overall program success through the improved integration of practices
between their professional communities.
• PMI and INCOSE will work together to provide members with tools to
maximize the shared skills and experiences that are essential for successful
program execution in this fast paced and continuously changing world.
• The associations will solidify initiatives that support stronger integration
between the two professions, starting with developing case studies on
successful collaborative projects and furthering dialogue with their
stakeholder communities.
•
Challenges in Program 11
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12. Bridging Knowledge Domains
• The International Council on Systems Engineering and the Project
Management Institute (PMI) believe that program management and systems
engineering share vital objectives:
1. Delivering value and benefit to customers and end users;
2. Integrating the required experience, knowledge, and roles to successfully
achieve objectives and complete initiatives; and
3. Functioning effectively in a more complex environment where program
requirements and outcomes are not clearly denned or have numerous
components to manage.
• INCOSE and PMI believe that through strong collaboration, the two
organizations can help their practitioner communities achieve their shared
objectives.
Challenges in Program 12
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13. The Cultural Barrier
• For many years, a cultural barrier has been growing between practitioners of
systems engineering and of program management.
• While program management has overall program accountability and
systems engineering has accountability for the technical and systems
elements of the program, some systems engineers and program managers
have developed the mindset that their work activities are separate from each
other rather than part of an organic whole.
• Consequently, work often costs more, takes longer, and provides a
suboptimal solution for the customer or end user.
• INCOSE and PMI believe this cultural barrier and mindset can and must be
overcome. By working together, the organizations hope to foster a team
approach that will benefit their members and their organizations, and
ultimately the stakeholders who depend on them.
Challenges in Program 13
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14. The Cultural Barrier
• Instead of seeing that both groups have a shared responsibility for the work,
the focus often shifts from the customer or end user to the individual
practitioner's perceived professional "turf." As a result, "disintegration" can
occur in the following ways:
1. Costs and schedules are developed independently of the technical scope and
lack reliability.
2. Work and effort are duplicated, and program team members often receive
conflicting direction.
3. Requirements are tracked and managed separately, often resulting in something
different from what the customer or end user expects. The disintegration between
the systems engineering and program management processes produces a
"solution" that is less than optimal. The work quite often exceeds budgets and
timetables. The primary purpose of successful program- management processes
and perhaps even the delivery of the technical requirements are comprised. And
the customer or user is dissatisfied.
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15. A New Mindset
• What is required is a different mindset, one that redefines professionalism
as achieving the mission and hving a satisfied customer or end user versus
struggling to protect turf.
• Systems engineers and program managers bring unique skills and
experiences to the programs on which they work.
• Those unique capabilities are essential for the successful execution of the
program, as are the skills and capabilities of team members from other
disciplines (such as cost accounting, legal services, and procurement).
• However, there is also a "shared space" where program managers and
systems engineers collaborate to drive the program team's
performance and success.
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16. Translating the New Mindset
into Collaboration
• What emerges is an understanding that all of the work is relevant to both
groups, and that the delivery of stakeholder value requires an appropriate
contribution from both areas of professional expertise. Each discipline would
also benefit from an understanding of the other's discipline. It is imperative
that each group have a minor focus in the processes of the other's - in much
the same way many university students in the United States have both
major and minor areas of study.
• The two organizations can work together to use the resources they have
developed for their "major" curricula to create "minor" curricula for members
of the other group. Most importantly, the two organizations can collaborate
on activities that will help shift the focus to the "shared space" and to the
capabilities that practitioners of both disciplines need to sustain an
integrated focus on achieving the mission.
• In this way, program managers and systems engineers will develop an
appreciation for the dual roles that each group must play and will gain an
understanding that they are like two interlocking pieces of a puzzle. When
they are separate, only partial views of reality can be seen.
• Only when they are synergistically brought together can the larger picture
become clear, and the puzzle can be solved. The whole can become
greater than the sum of its parts.
Challenges in Program 16
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17. PMI-INCOSE Shared space
1. Leadership
2. Negotiation
3. Communications
4. Collaboration and teamwork
5. Sustained focus on mission
6. Risk management
7. Configuration management
• This new mindset recognizes that there cannot be two separate views of the
stakeholder problem, but rather a single one that incorporates all elements
of the program. This mindset requires that practitioners have the attitude
and desire to engage in the "shared space."
Challenges in Program 17
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18. PMI-INCOSE Shared space
• “When it comes to an organization’s success, the whole is the sum of its
parts,” said Mark A. Langley, president and CEO of the Project Management
Institute. “Our alignment with INCOSE will help program managers and
systems engineers – both critical ‘parts’ of an organization, strategically and
operationally – leverage each other’s strengths to deliver improved program
results that better support their organizations’ strategic goals. In addition, it
will foster new skill sets and networking opportunities for the members of
both associations, driving professional growth.”
• “In an environment of increasing complexity, organizations face enormous
challenges creating systems that meet performance specifications, on time
and on budget” said Samantha Robitaille, president of INCOSE. “By working
with PMI, we have the potential to significantly improve performance on
these complex programs by establishing an integrated team approach that
will ultimately benefit not only the members of both associations, but also
the organizations they work for and those organizations’ stakeholders.”
• PMI and INCOSE’s first joint initiative produced a white paper, “Toward a
New Mindset: Bridging the Gap between Program Management and
Systems Engineering,” which details the need for better professional
integration.
Challenges in Program 18
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