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6.2.1 THE IMPACT OF SYSTEMS ENGINEERING ON QUALITY AND SCHEDULE *EMPIRICAL EVIDENCE*
Author(s) -
Frantz W. Forrest
Publication year - 1995
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1995.tb01918.x
Subject(s) - schedule , quality (philosophy) , empirical evidence , outcome (game theory) , engineering management , operations management , business , computer science , engineering , management , economics , microeconomics , philosophy , epistemology
Most Systems Engineering (SE) organizations have little need to prove their worth. SE disciplines are required to fulfill contractual line items. The worth of SE disciplines was long since proven. But not all companies and organizations are this lucky. In fact, a large company known for its strength in SE may have organizations that don't understand or practice SE disciplines. In these organizations, it can be difficult to “sell” Systems Engineering. This paper defines Systems Engineering and presents empirical evidence of its worth. Three similar projects were run in parallel. Each had varying degrees of SE disciplines implemented ‐from nearly none to high. The two projects using SE were delivered more than twice as fast. The project using the highest level of SE was delivered nearly three times faster and had the highest quality . While conclusions concerning what caused an outcome in any complex project are subjective, this paper compares the projects in detail so that conclusions can be drawn as to what caused cycle time and quality differences.