pt. I IN SEARCH OF INTEGRATED SOLUTIONS -- 1. Toward a New Mindset -- 1.1. Striving for Perfection in Complex Work -- 1.2. Boldly Going Again Where People Have Gone Before -- 1.3. Strategy Realization Requires Good Management -- 1.4. Workforce + Organizational Capabilities = Competitive Advantage -- 1.5. Rays of Hope -- 1.6. Trekking toward a New Mindset -- 1.7. Summary -- 1.8. Discussion Questions -- 1.9. References -- 2. The Engineering Program Performance Challenge -- 2.1. Introduction -- 2.2. Making White Elephants Extinct -- 2.3. Large Engineering Programs Are Complex -- 2.3.1.A White Elephant: Denver International Airport Baggage Handling -- 2.3.2. Learning While Failing: Future Combat Systems -- 2.3.3. What Does Ethics Have to Do with Integration? Volkswagen's Emissions Scandal -- 2.3.4. Typical Engineering Program Challenges -- 2.4. We Need a Better Solution -- 2.5. Summary -- 2.6. Discussion Questions -- 2.7. References -- Additional Resources.

3. The Features Of Successful Integration Of Program Management And Systems Engineering -- 3.1.A Major Engineering Program Failure? -- 3.2. Bridging Boundaries to Foster Program Success -- 3.3. Contributors to Success in Action -- 3.3.1. Accelerated Excellence -- 3.3.2. The Consistent Engine that Could -- 3.3.3. Creating "Collective Consciousness" -- 3.4. Summary -- 3.5. Discussion Questions -- 3.6. References -- Additional Resources -- 5. Key Concepts in Integration -- 5.1. Introduction -- 5.2. Assessing Integration between Disciplines -- 5.3. Attributes of Integration in Complex Organizations -- 5.3.1. Insights from the Different Perspectives on Integration -- 5.4. Practitioner Perspectives on Integration -- 5.4.1. Descriptions of Integration from Low Unproductive Tension Settings -- 5.4.2. Descriptions of Integration from High Unproductive Tension Settings -- 5.4.3.Comparing Perspectives on Integration -- 5.5. Summary -- 5.6. Discussion Questions -- 5.7. References.

pt. II BUILDING CAPABILITIES TO EFFECTIVELY EXECUTE ENGINEERING PROGRAMS -- 6. How Integration Works in Programs -- 6.1. Introduction -- 6.2. The Integration Framework -- 6.2.1. Dimension I: Processes, Practices, and Tools -- 6.2.2. Dimension II: Organizational Environment -- 6.2.3. Dimension III: People Competencies -- 6.2.4. Dimension IV: Contextual Factors -- 6.2.5. Dimension V: Effective Integration -- 6.2.6. Dimension VI: Program Performance -- 6.3. Summary -- 6.4. Discussion Questions -- 6.5. References -- 7. Integration In Practice In The F/A-18E/F Super Hornet Program -- 7.1. Introduction -- 7.2.F/A-18E/F Super Hornet Program Background and the Context of Integration -- 7.3. Twelve Days of August: A Start on the Integration Journey -- 7.4. Enabling Integration by Reducing Program Complexity -- 7.5.A Parallel Process in NAVAIR to Improve Integration -- 7.6. The E/F Program Pilots a New Way of Working Together -- 7.7. Improved Decision Making.

7.7.1. The WBS Aligned with the Product -- 7.7.2. Promote Collaborative Work -- 7.7.3. Empowerment of Teams -- 7.7.4. Proactive Identification and Management of Risk -- 7.7.5. Master Information Sharing -- 7.8. Program Delivery -- 7.9. Integration Practices Observed in the F/A-18E/F Program -- 7.10. Summary -- 7.11. Discussion Questions -- 7.12. References -- 8. Program Management And Systems Engineering Integration Processes, Practices, And Tools -- 8.1. Introduction -- 8.2. Episodic Integration Mechanisms -- 8.2.1. Program Gate Reviews -- 8.2.2. Joint Planning -- 8.2.3. Dedicated Team Meeting Space -- 8.2.4. Pulsed Product Integration and Iterative Development -- 8.2.5. Summary of Episodic Integration Mechanisms -- 8.3. Pervasive Integration Mechanisms -- 8.3.1. Standards, Methodologies, and Assessments -- 8.3.2. Integrated Product and Process Development -- 8.3.3. Work Design Processes -- 8.3.4. Requirements Management -- 8.3.5. Risk Management.

8.3.6. Technical Performance Measurement -- 8.3.7. Governance -- 8.3.8. Summary of Pervasive Integration Mechanisms -- 8.4.A Note on Tailoring -- 8.5. Summary -- 8.6. Discussion Questions -- 8.7. References -- Additional Resources -- 9. The Organizational Environment -- 9.1. Introduction -- 9.2. Structural Dimensions of Integration -- 9.2.1. The Shaping of Programs -- 9.3.Organizational Environmental Factors -- 9.3.1. Culture -- 9.3.2. Leadership -- 9.3.3. Interdisciplinary Teams to Solve Large Problems -- 9.3.4. Key Observations on Organizational Environment -- 9.4. The Challenges of Integration in Large -- Scale Programs: Systems Failure -- 9.4.1. The Hubble Space Telescope Program -- 9.4.2. The Heathrow Terminal 5 Program -- 9.5. Characteristics of Successful Program Integration -- 9.5.1. The Systems Perspective -- 9.5.2. Incentives as a Tactic for Systems Integration -- 9.5.3. The Impact of Change Practices on Successful Outcomes in Program Organizations.

9.6. The International Space Station: A Model in Systems Integration -- 9.7. Summary -- 9.8. Discussion Questions -- 9.9. References -- Additional Resources -- 10. Developing Integration Competencies In People -- 10.1. Introduction -- 10.1.1. Background/Case Study -- 10.2. Identifying Integration Competencies -- 10.2.1. Leadership -- 10.2.2. Systems Thinking -- 10.3. Developing Integration Competencies -- 10.3.1. Integrated Career Path -- 10.3.2. Education and Training -- 10.3.3. Developing Multidisciplinary Teams -- 10.4. Managing Integration Competencies -- 10.4.1. Crew Resource Management as a Model for Integration -- 10.4.2. Control Theory -- 10.4.3. Decision Theory and the OODA Loop -- 10.5. Summary -- 10.6. Discussion Questions -- 10.7. References -- Additional Resources -- 11. Integration Throughout The Program Life Cycle -- 11.1. Introduction -- 11.2. Integration and the Generic Life Cycle -- 11.3. Life Cycle Stages for Systems Engineering.

11.4. Program Management Life Cycle Characteristics -- 11.4.1. Broken Life Cycles and Benefits Management -- 11.4.2. Heathrow Terminal 5 Case Study: A Failure in Systems Integration -- 11.5. Large-Scale Infrastructure Programs -- 11.5.1. Large-Scale Infrastructure Life Cycle Models -- 11.6. Life Cycle Integration -- 11.6.1. Generic Model for Integration of the Program Management and Systems Engineering Life Cycle -- 11.6.2. Opportunities for Integration Across the Program Life Cycle -- 11.6.3. Whole System Optimization: The MSTI Case -- 11.7. Leadership Styles for the Big Dig's Five Stages of Program Management -- 11.7.1. Insights on Leadership Competency -- 11.8. Summary -- 11.9. Discussion Questions -- 11.10. References -- Additional Resources -- 12. The Impact Of Effective Integration On Program Performance -- 12.1. Introduction -- 12.2. Program Performance -- 12.3. Measuring Integration in Programs -- 12.3.1. Why Measuring Integration Matters.

12.3.2. The Key Elements to Measure Integration -- 12.4. Integration as a Catalyst for Program Performance -- 12.4.1. Greater Integration Leads to Improved Program Performance -- 12.4.2. The Impact of Integration Behavior on Program Performance -- 12.5. Case Study: Electronic Support Upgrade for the Royal Australian Navy's Anzac Class Frigate -- 12.5.1. Introduction to the Case Study -- 12.5.2. Project Background -- 12.5.3. Setting the Stage for Effective Program Management and Systems Engineering Integration: Precontract Risk Reduction Workshops -- 12.5.4. Promoting Collaborative Work -- 12.5.5. Effective Information Sharing -- 12.5.6. Rapid and Effective Decision Making -- 12.5.7. Outcome: Delivery of Capability to the Navy ahead of Schedule, within Budget, and with Minimal Defects in Sea Trials -- 12.6. Summary -- 12.7. Discussion Questions -- 12.8. References -- pt. III DEVELOPING INTEGRATION COMPETENCIES IN YOUR ORGANIZATION -- 13. Integration Means Change.

13.1. Introduction: The Case for Change -- 13.2. The Need to Be Thoughtful about Change -- 13.2.1. Stumbling Blocks to Change -- 13.3. Frameworks and Models for Change -- 13.3.1. Strategic Phase -- 13.3.2. Planning Phase -- 13.3.3. Execution Phase -- 13.4. Readiness Assessment -- 13.5. The Road Ahead and How to Prepare for It -- 13.6. Summary -- 13.7. Discussion Questions -- 13.8. References -- Additional Resources -- 14. Successful Change Programs That Improved Integration -- 14.1. Introduction -- 14.2. Redefining What Is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles & Space Company -- 14.2.1. Discussion -- 14.3. Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs -- 14.3.1. Discussion -- 14.4. Integrating Software Engineering and Program Management at Nationwide -- 14.4.1. Discussion.

14.5. Managing Change in Engineering Program Organizations: Boosting Productivity in BMW's Engineering Department -- 14.5.1. Introduction -- 14.5.2. BMW Company Background -- 14.5.3. The Challenge for the Engineering Organization -- 14.5.4. Engineering Change and Integration Program -- 14.5.5. Results -- 14.5.6. Discussion -- 14.6. Delivering the World's Most Complex Inner-City Infrastructure Program: Boston's Big Dig -- 14.6.1. Project Overview -- 14.6.2.Organizational Structure -- 14.6.3. An Integrated Project Organization -- 14.6.4. Integrated Project Teams -- 14.6.5. Partnering -- 14.6.6. Discussion -- 14.7. Summary -- 14.8. Discussion Questions -- 14.9. References -- 15. Leading An Integration Change Program -- 15.1. Introduction -- 15.2. Understanding the Work Ahead: The Organizational Context -- 15.2.1. Managing Organizational Change -- 15.2.2. Selecting the Appropriate Way Forward -- 15.3. Planning for Change within the Organizational Context.

15.3.1. Observing and Interviewing -- 15.3.2. Synthesizing, Sharing, and Mapping -- 15.3.3.Communications Planning: Presenting and Prioritizing Alternatives -- 15.3.4. Leaders and Decision Makers: Their Required Commitment and Involvement -- 15.3.5. Building the Path for Change -- 15.3.6. Achieving and Sustaining New Ways of Working -- 15.4. Putting the Four Input Dimensions for Change Together -- 15.4.1. Processes, Practices, and Tools -- 15.4.2.Organizational Environment -- 15.4.3. People Competencies -- 15.4.4. Contextual Factors -- 15.5. Practices to Consider -- 15.5.1. Elements that Drive Success -- 15.5.2. No Shortcuts to Success -- 15.5.3. Shared Authority and Accountability -- 15.5.4. What Happens When Things Don't Go as Designed? -- 15.6. Summary -- 15.7. References -- pt. IV A CALL TO ACTION -- 16. Calls To Action -- 16.1. Call to Action for Academia: Help Budding Professionals Learn to Adapt.

16.2. Call to Action for Enterprise: Build the Right Engine for Strategy Implementation -- 16.3. Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways -- 16.4. Call to Action for Industry and Professional Societies: Take an Interdisciplinary View -- 16.5. Call to Action for Researchers: Explore Interdisciplinary Systems -- 16.6. References.