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3.2.3 Divergence: The Impact of Lifecycle Changes on Commonality
Author(s) -
Boas Ryan,
Crawley Edward
Publication year - 2007
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2007.tb02889.x
Subject(s) - obsolescence , divergence (linguistics) , risk analysis (engineering) , business , government (linguistics) , process management , computer science , operations management , marketing , engineering , linguistics , philosophy
Sharing common parts, processes, interfaces and infrastructure offers the potential to increase the overall efficiency and effectiveness of an enterprise through reductions in costs, lead times and risks associated with the development of product/system families. While the benefits of commonality have attracted much interest across industry, the government and academia, the current practice and research fail to account for a significant challenge associated with commonality: the natural reduction of commonality over time, a phenomenon termed “divergence.” Divergence occurs due to requirements changes; learning in development and operations; the availability of new technologies; obsolescence; program timing; and for reasons associated with corporate culture. The impact of divergence is an overestimation of the benefits of commonality: planned benefits aren't realized through the course of development while the penalties of pursuing commonality (cost, time, risk, performance) are incurred. The TFX (F‐111) fighter aircraft program of the 1960's is provided as a historical example of divergence and its impacts. Accounting for divergence will improve multi‐system program planning and execution.