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For me coming from applied Systems Engineering, I see this as a very good lessons learned sharing - Thanks ! The article just forced me to write down few commen
by LauriStahle 13y ago
For me coming from applied Systems Engineering, I see this as a very good lessons learned sharing - Thanks ! The article just forced me to write down few comments, my emphasis, and thoughts, coming from my background and experience as a Systems Architect.
I'd like to reflect back with my words, that one needs to get customer dialogue and engineering dialogue into balance, to be able to create successful products and/or services and to be able to launch them in time.
One has to ensure that the customer needs are refined well for engineering, for product and/or services content decisions and for development. This along with a company own strategical and internal needs and requirements. The engineering process may be agile, lean, waterfall, V etc, but the information, how and by who it is harvested, and what are the dependencies, are very important matters.
There are several means to ensure the effective refinement of information. The given lessons and described work sharing looks good and is surely important. E.g. epics were mentioned, and required good PM&PO co-operation.
Should the customer categories, portfolio and/or required engineering effort increase, the situation gets more complicated. One needs to ensure that the information is captured on/by identified locations/roles, and that it's refined on for relevant stakeholders e.g. in engineering. In many organizations today, it is impossible to rely on an IT solution stored information as your input data. In many cases personal network is emphasized instead, which makes the operations too much person and person2person relation dependent, as well fragile. For sure the network of colleges is important !
We should complement the proposed PM&PO work sharing and good relations are far as possible, BUT with defined information model, tasked refinement roles, and minimum amount of control mechanisms, whatever process is been applied in the organization.