Integrating Program Management and Systems Engineering

15LEADING AN INTEGRATION CHANGE PROGRAM

15.1 Introduction

Having reviewed a number of the organizational challenges related to integrating program management and systems engineering, and read about the benefits, target outcomes, and efficiencies that can be realized from integrating these two disciplines, one may wonder how this can be directly applied and achieved in fast‐moving, rapidly changing organizations. This chapter looks closely into the change management aspects of the effort to integrate program management and systems engineering; considers the unique characteristics of the change initiative required to achieve an integrated environment; and provides key guidance for leading such an initiative within a variety of organizational settings. This chapter references, elaborates, and expands upon the Integration Framework for program management and systems engineering described in Chapter 6 and illustrated in Figure 6‐1. Chapter 13 serves as a starting point for the organizational change management thinking that must be present before, during, and after the execution of the integration program.

Before beginning, it may be beneficial to clarify the use of the terms “leader” and “organization” as presented in this chapter. Leaders are not only those who lead and direct the enterprise as a whole, but include component leaders, those who oversee a large share of an organization's resources such as finance, operations, product development, or division, region, and sector leaders. ...