The benefits of overlaying Systems Engineering principles with Project Management philosophies are well established so why is it still so difficult to implement.
With current statistics still showing project success rates as low as 30% regardless of industry sector or project complexity, the question of ‘WHY’ still occupies a vast amount of researchers’ time and directly affects the confidence of government decision makers when embarking on the next major infrastructure project. Across defence the list of Projects of Concern ebbs and flows but remains consistently daunting both in respect of the magnitudes of cost blow-outs but equally the significant delays to capability realisation. Even in the transport sector within Victoria the budgeted verse forecast project figures for the current programs do not bode well for improving the overall project success rate figures. Many studies have been conducted over the past decade to try and deduce the drivers behind project success or failure. Although most of these are flavoured toward presenting the best interest of the domain which funded the study, those in the area of Systems Engineering and its contribution to project success are consistently supported by Project Management Industry bodies.
In this presentation, Martin Griffin will review the continuing conflicts between Project Management philosophies and the discipline of Systems Engineering and highlight where and why these elements of project delivery struggle to align and quite often cause friction. The definition of Project Success is evolving beyond the traditional measures of Schedule, Cost & Quality to one where Projects must deliver what they set out to do – the expected benefits or the availability of capability. This will truly require the tight integration of Project Management with Systems Engineering to deliver Project Success.
Martin Griffin| General Manager – Major Projects – SYPAQ Systems
Martin has over 20 years’ experience in engineering design and management, with the recent 10 years specifically within the Maritime Defence sector. He has 8 years’ experience as an Executive Engineering Manager with demonstrated experience in project planning, definition and systems engineering execution. Martin is a discipline specialist in platform engineering incorporating Systems Integration Engineering, Maritime and Mechanical Engineering, RAM Analysis, Safety Cases and Risk and Issue Management. Experienced in the successful delivery of complex engineering systems and services within Technical Regulatory Frameworks within defence.
Martin has worked in Project Management capacities as well as Engineering Management and has experienced the conflict between project scope and technical requirements on both small and large work packages.
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