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9.2.7 Integrated Product Development Planning within Distributed Organizations using ProcessEdge™
Author(s) -
Madni Azad M.,
Madni Carla C.,
Plaut Jeff,
Zarnow David
Publication year - 2002
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2002.tb02494.x
Subject(s) - aerospace , process (computing) , work (physics) , new product development , product (mathematics) , field (mathematics) , engineering management , best practice , engineering , process management , systems engineering , computer science , business , management , mechanical engineering , marketing , geometry , mathematics , economics , pure mathematics , aerospace engineering , operating system
After a series of acquisitions, major aerospace companies are still consolidating their infrastructures and processes. One of the more challenging issues is consolidating the systems engineering infrastructure. This is because each acquired company has its own systems engineering processes and best practices despite the fact that all claim to have embraced integrated product process development (IPPD) and systems engineering standards. Compounding the problem is the fact that each organization has a legacy of tools, applications, and databases that produce sufficiently different outputs that it becomes near impossible to reconcile them. This paper presents a “view from the trenches” as a major aerospace company took on this challenge. The circumstances, approach, and findings from this work should resonate with practitioners in the field while providing them with insights for future undertakings.