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System of Systems (SoS) enterprise systems engineering for information‐intensive organizations

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  • Paul G. Carlock
  • Robert E. Fenton

Abstract

This article describes the emerging roles of the systems engineering (SE) function in supporting enterprise management in information‐intensive organizations. “Enterprise Systems Engineering” (ESE) comprises three major roles or “levels” of systems engineering for successful and efficient development or procurement of large complex systems of systems (SoS). While the authors' experience focuses predominantly on government organizations acting as their own SoS integrators, the SoS ESE concept has generic applicability for any organization, public or private, seeking to attain competitive advantage through leveraging of information technology resources and systems. The processes and tools described here have been developed and successfully employed to facilitate government project management and investment decisions and control. [Carlock and Decker, 1998] This paper describes a formal three‐level SoS ESE process that, at the top level, organizes and maintains all of the details of the enterprise‐wide SoS architecture and strategic development plan in a flexible framework that accommodates the changes expected over a long SoS evolution. The information maintained in this framework allows the organization to know where it is going, how and when it is going to get there, the required capabilities and interfaces of each SoS component, and the impact of changes to system requirements, budgets, schedules, etc., on the overall SoS. The middle level processes allow the organization to perform trade studies among alternative solutions to implement required capabilities based on what is best for the enterprise‐wide SoS rather than just local considerations. The end result of the middle level processes is a selected and approved solution and its associated cost, schedule, benefits, and technical baselines. The third level processes implement the approved solutions in accordance with the approved baselines. © 2001 John Wiley & Sons, Inc. Syst Eng 4: 242–261, 2001

Suggested Citation

  • Paul G. Carlock & Robert E. Fenton, 2001. "System of Systems (SoS) enterprise systems engineering for information‐intensive organizations," Systems Engineering, John Wiley & Sons, vol. 4(4), pages 242-261.
    • Handle: RePEc:wly:syseng:v:4:y:2001:i:4:p:242-261
    DOI: 10.1002/sys.1021
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    References listed on IDEAS

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    1. F.P.M. Biemans & M.M. Lankhorst & W.B. Teeuw & R.G. van de Wetering, 2001. "Dealing with the complexity of business systems architecting," Systems Engineering, John Wiley & Sons, vol. 4(2), pages 118-133.
    2. Armin P. Schulz & Don P. Clausing & Ernst Fricke & Herbert Negele, 2000. "Development and integration of winning technologies as key to competitive advantage," Systems Engineering, John Wiley & Sons, vol. 3(4), pages 180-211.
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    Cited by:

    1. Russell Lock, 2012. "Developing a methodology to support the evolution of System of Systems using risk analysis," Systems Engineering, John Wiley & Sons, vol. 15(1), pages 62-73, March.
    2. Pin Chen & Jennie Clothier, 2003. "Advancing systems engineering for systems‐of‐systems challenges," Systems Engineering, John Wiley & Sons, vol. 6(3), pages 170-183.
    3. Niklas Hallberg & Richard Andersson & Christina Ölvander, 2010. "Agile architecture framework for model driven development of C2 systems," Systems Engineering, John Wiley & Sons, vol. 13(2), pages 175-185, June.
    4. Rashmi Jain & Anithashree Chandrasekaran & Ozgur Erol, 2010. "A systems integration framework for process analysis and improvement," Systems Engineering, John Wiley & Sons, vol. 13(3), pages 274-289, September.

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