Dr Alison Boardman Elipsis Inc.

1. Systems Engineering the Product Realisation ProcessOR Soft Systems Methodology for Business Improvement Dr Alison Boardman Elipsis Inc.

2. Overview • Process as Product • Integrity • Integration • Institution • Close

3. Process as Product • Corporate Asset • Differentiating -> Essential • Product need SE lifecycle • Req – Design – V&V – Prod’n & Installation • Process need SE lifecycle • Req - Design – V&V – Instantiation & Institution • SSM can provide a SE lifecycle for Business Improvement

4. 7 Action to 1. The problem improve situation: 6. Feasible, the problem unstructured desirable situation changes 2. The 5.Comparison problem of 4 with 2 Real world situation: expressed Systems thinking 4. Conceptual 3. Root definitions of models relevant systems 4b. Other systems thinking 4a. Formal system concept Checkland SSM

5. Your Turn • Process has become a dirty word and yet we all process every day. I transformed an opportunity to speak into these Power Point Slides … • Question: • Who believes in writing down the process like we believe in documenting the design? • Raise your hand if definitely believe • DON’T raise your hand if not sure OR disagree

6. Process Integrity • Process Models = Design Specifications • Process Design involves many parties • reps of all who do - not all are ‘designers’ Therefore… • Notation must have system integrity • Notation must be accessible

7. Start Act 1 Dec Act 2 Act 3 Act 4 Act 5 Finish Traditional Flow Chart ?? ?? ??

8. Increasing the Integrity • Dependencies are justified • All inputs are included • Inputs have sources • Outputs have destinations • PLUS: • Descriptions for Activities and Deliverables • Skill Types/Roles to fulfil activity • Ability to append procedures, templates, exemplars etc. Start Act 2 Act 4 Finish

9. Your Turn Your opinion on the merit of specifying inputs and outputs between activities in this way?

10. Process Integration • Functional Processes in Product Realisation • Project Management • Systems Engineering • Software Engineering • Hardware Engineering • Configuration Management • Quality Management • Procurement and Contracts • Finance and Administration • Etc.

11. Integration-Ability START FTN 2 Process FTN1 Activity 1 FTN1 Activity 2 FTN 3 Process

12. Integration Protocols Function 1 Function 2 FTN 1 Internal Activity AKA Inbound Deliverable Outbound Deliverable FTN 2 Internal Activity AKA Inbound Deliverable Outbound Deliverable AKA – Also Known As

13. Your Turn What are your thoughts on advantages or disadvantages of having to specify the source of all inputs and destinations for outputs so that integration of functional processes can be achieved?

14. Process Institution • Working to the Best or Next Practice you’ve so carefully designed (and V&V’d) • Degrees of Institution • As a personal guide – unmonitored • Means for a team to plan and monitor status • Enforced Workflow (hard-wired process) – e.g. ERP systems

15. The Middle GroundMeans for team to plan and monitor status Start Act 1 Act 2 Finish

16. Process Network Teams defined arrange a project launch meeting Project Business Initial objectives budget release Project Plan/Gantt chart with Critical Path Timescales for Supplier involvement arrange a project launch meeting develop technical objectives develop technical produce sourcing policy objectives produce sourcing policy produce potential bidders list send out requests for information sourcing policy produce potential bidders list Request for Information (Co.3) shortlist of potential bidders for selection send out requests for information Project request for technical information (Co.2) requirements

17. Statusing Start Act 1 Act 2 Finish

18. Discussion • What are your views on working this way?

19. Thanks for listening alison@elipsis.com +1 863 557 8269