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4.1.2 CULTURAL CHANGES AND LESSONS LEARNED IN SYSTEMS ENGINEERING AT THE SPACE AND MISSILE SYSTEMS CENTER (SMC)
Author(s) -
Rountree Richard C.
Publication year - 1995
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1995.tb01892.x
Subject(s) - aerospace , engineering , engineering management , corporation , systems engineering , aeronautics , business , aerospace engineering , finance
Substantial changes in the acquisition and associated systems engineering cultures have occurred in recent years at the Space and Missile System Center (SMC) and The Aerospace Corporation in El Segundo, California. Sources of these changes have mainly derived out of directives from the Department of Defense (DoD) and Air Force Materiel Command (AFMC). These changes and directives have rejuvenated practice of a structured and disciplined systems engineering approach and introduced enhanced program management practices. Such practices have evolved from a blend of cultures associated with MIL‐STD‐499b (Draft), MIL‐HDBK‐499‐3 (Draft), Integrated Product Development (IPD), and Integrated Weapon System Management (IWSM). The 499b “Engine” and IPD guidance were implemented to various stages on several SMC programs. Emphasis was on conducting System Requirements Analysis (SRA), ensuring compatibility between requirements and tasking, and working in system acquisition teams according to IPD philosophy. Lessons learned from these early years of adopting to cultural changes represent mainly favorable results; i.e., cultural changes in business (government, industry) have proven to be efficient, systems engineering methodologies applied early provide program dividends. However, program “stove piping” (i.e., inward looking IPD team) is a dominant consideration and must be reckoned with.