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Prescriptive metrics have been widely accepted and used in engineering management to assess the progress and success of engineering efforts. However, these types of metrics have two major challenges: human subjectivity and confidence in data estimates. In this paper we use a system-focused prescriptive metric entitled System Readiness Level (SRL) [a function of Technology and Integration Readiness Levels (TRL/IRL)], to propose a probabilistic approach to estimating the development maturity of a system of interest. In order to reduce the subjective impact, we propose a probabilistic method by assigning probability distributions to the estimated TRLs and IRLs to reflect the reality of evaluators' subjective estimates. Based on these probability distributions of TRLs and IRLs, a Monte-Carlo simulation methodology is used to assess the maturity status of the whole system and its components. An illustrative example is examined to show the proposed methodology and to investigate its implication to engineering management. The paper concludes with a discussion of the added value of this new methodology, its limitation, and future work. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to describe a methodology that enables systems engineers or program managers to formulate a system-wide optimal development plan in order to facilitate monitoring and evaluation of the development process in terms of the actual readiness of the system. It proposes the use of the System Readiness Level (SRL) scale to measure the maturity of a system composed of technological elements, which are being developed based on cost-driven strategies (as opposed to time-to-market-driven strategies). A constrained optimization model is used to identify which critical technology elements and integration links can be matured to which levels at a particular time such that the development costs are minimized while a targeted SRL value is attained on schedule. While the algorithm does not necessarily reduce the total cost of development, it is able to find the minimal amount of expenditures which will achieve the desired maturity level during the earlier part of the development process. Essentially, it shifts the rest of the expenditures towards the latter part of the development during which model-based integration and testing procedures which have been suggested by others can be applied to reduce costs and time further. This can be a useful option to have when there is substantial uncertainty with the system due to its high novelty and technological content. As a value added approach, the model gives the systems engineer the information needed to understand what a delay may mean to development, so a more informed decision can be made. The paper concludes by discussing the possible use of the optimal development plan to monitor and control the progress of systems under development. © 2009 Wiley Periodicals, Inc. Syst Eng [ABSTRACT FROM AUTHOR]

The strategic objective of a test and evaluation (T&E) organization is to detect defects, which must be fixed prior to system deployment in order to meet the operational needs and achieve customer satisfaction. Numerous process improvement models have been developed and applied to address the issue of preventing “critical” defects getting to the field. However, the escalating costs of system deployment (especially in government programs), due to critical defects found in the field, continues to be a major quality issue affecting customer satisfaction. The failure of programs to meet quality and performance objectives has been shown to be related to inadequate planning and an ineffective program management strategy. Thus, for a T&E organization, the program management strategy can greatly influence overall performance goals. While current literature on T&E quality improvement focuses primarily on T&E technical tools, equipment, and processes, little to no attention has been paid to integrating program management into the T&E organization's strategy. We intend to demonstrate in this paper that taking a holistic view of both T&E and program management (PM) activities using the tools of systems thinking can provide new insights to understand and create a more effective T&E execution strategy. Using Boardman's Soft Systems Methodology and Systemigrams (systemic diagrams), we evaluate the unification of a Federal Aviation Administration's T&E program management into its T&E strategy. The resultant Systemigram model represents the alignment of T&E with program management. We conclude with recommendations on how other organizations may modify their T&E execution strategy to achieve better customer satisfaction. © 2009 Wiley Periodicals, Inc. Syst Eng [ABSTRACT FROM AUTHOR]