Browse Documents (abstracts & extracts)


In-house training in the processes associated with technology–based projects
(e.g. systems engineering, requirements capture and validation, project management)
fosters accelerated enterprise improvement and can save/make you money!

In-House.pdf

Andrew Gabb is a systems and software engineering professional with nearly thirty years experience in Defence projects. Since the mid 1980s he has been one of the leading defence acquisition consultants and researchers in Australia, and is widely respected within Defence and industry.

021121_APG_Bio.pdf

Mr Northover is a Principal Communications Engineer. He is a Fellow of the Institution of Engineers Australia and a Chartered Professional Engineer (FIEAust CP Eng). He is also a Member of the Institute of Electrical and Electronics Engineers (MIEEE).

Engenheiro executivo profissional, gerente e profissional autônomo de engenharia, Robert Halligan é internacionalmente conhecido por seu papel na prática e no aperfeiçoamento da engenharia de sistemas. Halligan qualificou-se na University of Melbourne e no Royal Melbourne Institute of Technology (atual RMIT University). Após ter trabalhado como engenheiro, gerente de engenharia e gerente de projeto em grandes organizações públicas e privadas, Halligan tem, nos últimos dezenove anos, contribuído como consultor e instrutor em importantes projetos de sistemas por todo o mundo.

An executive professional engineer, manager and engineering practitioner, Robert Halligan is known internationally for his role in the practice and improvement of the engineering of systems. Mr Halligan obtained his qualifications at the University of Melbourne and the Royal Melbourne Institute of Technology (now RMIT University). After early engineering, engineering management and project management roles within Defence Signals Directorate of Department of Defence, and transnational defence and aerospace corporations, Mr. Halligan has, for the last eighteen years, contributed to major systems projects worldwide as a consultant and trainer.

RJHBioSEAusDef.pdf

An executive professional engineer, manager and engineering practitioner, Mr Halligan is widely known internationally for his role in the practice and improvement of technology-based projects. Mr Halligan obtained his qualifications at the University of Melbourne and the Royal Melbourne Institute of Technology (now RMIT University). After early engineering, engineering management and project management roles within public enterprises and transnational corporations, Mr. Halligan has, for the last seventeen years, contributed to major systems projects worldwide as a consultant and trainer.

RJHBioRAInt.pdf

An executive professional engineer, manager and engineering practitioner, Robert Halligan is known internationally for his role in the practice and improvement of the engineering of systems. Mr Halligan obtained his qualifications at the University of Melbourne and the Royal Melbourne Institute of Technology (now RMIT University). After early engineering, engineering management and project management roles within Defence administrations and transnational defence and aerospace corporations, Mr. Halligan has, for the last eighteen years, contributed to major systems projects worldwide as a consultant and trainer.

RJHBioSEIntDef.pdf

An executive professional engineer, manager and engineering practitioner, Robert Halligan is known internationally for his role in the practice and improvement of the engineering of systems. Mr Halligan obtained his qualificationsat the University of Melbourne and the Royal Melbourne Institute of Technology (now RMIT University). After early engineering, engineering management and project management roles within public enterprises and transnational corporations, Mr. Halligan has, for the last eighteen years, contributed to major systems projects worldwide as a consultant and trainer.

RJHBioSEIntGen.pdf

The success of technology-based projects comes about from the availability of applicable technologies, the skills, knowledge and attitudes of the people performing the project, and how these people go about performing the project (the processes which they use). Three key capabilities required by organizations for successful performance of most technology-based projects are those of project management, systems engineering and software engineering.

The process maturity (process quality) for each of the above processes within an organisation may be measured. Each measurement may be based on a Capability Maturity Model (CMM) for the process. The CMM serves as a process reference model for processes corresponding to differing levels of process capability. The CMM is used in association with an assessment method.

CMMConcepts.pdf
CMMI Briefing

Capability Maturity Model Integration (CMMI): A Path to Improved Systems

Joe Jarzombek, PMP
Deputy Director for Software Intensive Systems
Acquisition Resources and Analysis Directorate
Office of the Under Secretary of Defense (AT&L)
Building upon Standards To Guide Process Improvement

CMMIBriefing.pdf
CMMI Tutorial

CMMI© Tutorial

INCOSE-WMA, Oct 2002

The following specification is for the CMMI Product Suite. The specification defines the scope, lists applicable documents, defines the requirements the CMMI Product Suite must meet to be considered acceptable, identifies the methods for verifying achievement of the requirements, provides packaging information and general notes.

aspec1_4.pdf

EIA, INCOSE, and EPIC Announce the Release of EIA/IS-731, Systems Engineering Capability Model

A cooperative effort of three organizations, intent on the improvement of the Systems Engineering discipline, has resulted in the issuance of a new Interim Standard for defining, improving and assessing Systems Engineering capability. The three organizations involved in developing the new standard are the Government Electronic and Information Technology Association (GEIA) of the Electronic Industries Alliance (EIA), the International Council on Systems Engineering (INCOSE), and the Enterprise Process Improvement Collaboration (EPIC).

EIA-731 Systems Engineering Capability Maturity Model Standard

This document was developed by a working group with representation from the following organizations :

- Electronic Industries Alliance (EIA

- International Council on Systems Engineering (INCOSE)

- Enterprise Process Improvement Collaboration (EPIC).

Designed to help organizations improve their practice of systems engineering through self-assessment

Is Compatible with EIA-632 & IEEE 1220 standards on SE

Provides reference for comparing actual systems engineering practices against essential elements

Encompasses all phases of the system life cycle and focuses on process characteristics

Free download, can purchase hard copy

A Standardized Approach to IT Performance

Government and industry have the need to assess the maturity of their internal software acquisition processes. The purpose of assessing the maturity of organizations' software acquisition processes is to identify areas needing improvement. In order for organizations to make improvements, they must know the ultimate goal and what is required to achieve that goal. Additionally, progress toward achieving the goal must be measurable. A capability maturity model provides the framework needed to facilitate the desired improvement. The Software Acquisition Capability Maturity Model (SA-CMM) has been developed to provide such a framework.

SACMMV1_01.pdf

This work is the product of a collaborative effort by various organizations within government, industry, and academia. This document includes many excerpts from “A Systems Engineering Capability Maturity Model, Version 1.1,” CMU/SEI-95-MM-003, published in November 1995.

SSE-CMMV1.1.pdf
CMM Practices

This document was produced as part of the revision of CMM Version 1.0, which was released in August, 1991.

This Manual is issued under the authority of DoD Directive 5000.59, DoD Modeling and Simulation (M&S) Management, January 4, 1994. Its purpose is to prescribe a uniform glossary of modeling and simulation (M&S) terminology for use throughout the Department of Defense. In addition to the main glossary of terms, this manual includes a list of M&S related abbreviations, acronyms, and initials commonly used within DoD.

APPENDIX A

ACRONYMS AND ABBREVIATIONS

NOTE: The following acronyms and abbreviations are used by system acquisition managers within the Department of Defense (DoD). The majority of those dealing primarily with the management of the acquisition process are defined in Appendix B, Glossary of Terms. Those that refer to Service unique titles and organizations are not further defined.