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

TLDR

Systems engineering increasingly supports enterprise management in information‑intensive organizations by defining a three‑level Enterprise Systems Engineering framework that coordinates architecture, strategy, and evolution across large complex systems of systems. The paper proposes a formal three‑level SoS Enterprise Systems Engineering process to organize and maintain the enterprise‑wide SoS architecture and strategic development plan. The authors developed processes and tools that capture enterprise‑wide SoS architecture, support trade studies, and guide implementation, enabling continuous assessment of requirements, budgets, schedules, and benefits throughout the system’s evolution. © 2001 John Wiley & Sons, Inc., Syst Eng 4: 242–261.

Abstract

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