In a previous post there was a discussion of the Systems Engineering view of project management. Over on New Grange a similar discussion tool place about the need to separate product from process. In my current position we're making use of the Johnson Space Center Project Management: Systems Engineering and Project Control Processes and Requirements handbook, JPR 7120.3, March 2004 (this is not available on the web, but I have a PDF for anyone interested).
In this handbook there is a section on Project Management, that includes two components that form the basis of Project Management. Starting with scope, project management is the function of planning, overseeing and directing the activities required to achieve the requirements, goals and objectives of the customer within specified cost, quality, and schedule constraints.
The scope of project management includes two major areas of emphasis, both of equal weight and importance:
- Systems Engineering
- Project Control
Systems Engineering
Systems Engineering is a disciplined approach for the definition, implementation, integration, and operation of a system (product or service). The emphasis is on achieving stakeholder functional, physical, and operational performance requirements in the intended use environment over the planned life of the systems and within cost and schedule constraints.
Systems Engineering includes engineering and technical management processes that consider the interface relationships across all elements of the system or other systems, or as part of a larger system. The Systems Engineering function systematically considers all technical aspects of a project in making design choices and is a continuous iterative process used throughout the life cycle of the project. These iterative efforts result in the best system architecture, design, manufacturing and operations possible for the given cost and schedule constraints.
Project Control
Project Control is the total management process of establishing and maintaining project baselines and effectively supporting the project manager in meeting the overall objectives of the projects. It functions in bot a proactive and a reactive context. The proactive aspects of the project control include baseline control of project processes and control of the project management plan and its changes over the life cycle. Reactive aspects of project control includes performance measurements and control, and management of variances to the project cost and schedule.
The success of the project depends on disciplined attention to planning, resource and scheduling variables and the integration and optimization of interrelated activities. Project control ensures that project objectives are met by monitoring and measuring progress regularly to identify variances from plan. Corrective action can then be taken when necessary.
Why is this Important?
The current approach to project management separates process from product or service. The Systems Engineering approach to project management combines them. If separated the processes operate independently from the product or service, can be discussed independently, and taught separately, and evolve separately. The fundamental flaw of failing to get feedback from the products and service of the effectiveness of the process is baked into the system, permantely seperating the process from the product.
