Emerging Trends in Systems Engineering Leadership: Practical Research from Women Leaders

Foreword
Preface
Endorsement
Acknowledgments
About the Book
Contents
About the Editors
Abbreviations
Part I: Introduction
	Chapter 1: Introducing Systems Engineering Leadership and Emerging Trends
		1.1 Introduction
		1.2 Growing Demand for Essential Skills
			1.2.1 Chapter 2: Promoting Yourself into Leadership: Leading from Above, Beside, Below, and Outside
			1.2.2 Chapter 3: Systems Engineering Leadership Through Influence and Persuasion
			1.2.3 Chapter 4: Improving Competence in the Professional Competencies for Systems Engineers
			1.2.4 Chapter 5: Knowledge Sharing and Mentorship as a Systems Engineering Process: Stories and Methods from Industry Experts
		1.3 Focusing on Diversity, Equity, and Inclusion
			1.3.1 Chapter 6: Gender Diversity in Systems Engineering Product, Project, and Services Life Cycle Leadership: It’s Not Just Counting the Women
			1.3.2 Chapter 7: A Critical Analysis of the Systems Engineering Leadership Pipeline: Closing the Gender Gap
		1.4 Broadening Systems Engineering Leadership Facets
			1.4.1 Chapter 8: Systems Leadership in the Transformation of Higher Education
			1.4.2 Chapter 9: An Ethical Leadership Approach for Complex Systems Integrated into the Systems Engineering Practice
			1.4.3 Chapter 10: The Role of Utilitarianism in Systems Engineering Leadership and System Design
		1.5 Emerging Technological Change
			1.5.1 Chapter 11: Building Systemic Resilience: The Role of Systems Leaders in Social-Ecological Systems
			1.5.2 Chapter 12: Achieving Value Through Digital Engineering Transformation
		1.6 Conclusion
		References
Part II: Growing Demand for Essential Skills
	Chapter 2: Promoting Yourself into Leadership: Leading from Above, Beside, Below, and Outside
		2.1 Introduction
		2.2 Locus of Leadership
		2.3 SE Leadership Competencies and Skills
		2.4 Leading from Above: Formal Leadership
		2.5 Other Ways to Lead: Informal Leadership
		2.6 Leading from Below
		2.7 Leading from Beside
		2.8 Leading from Outside
		2.9 Actions for Promoting Yourself into Leadership
			2.9.1 Thinking Critically and Making Decisions
			2.9.2 Influence
			2.9.3 Leverage Opportunities
			2.9.4 Communicate
			2.9.5 Self-Lead
			2.9.6 Coordinate
		2.10 Toll of Promoting Yourself into SE Leadership
			2.10.1 Challenges of Promoting Yourself into SE Leadership
				2.10.1.1 Time and Energy Limitations
				2.10.1.2 Trying to Do Too Much Too Quickly
				2.10.1.3 Scrutiny and Criticism
				2.10.1.4 Need for Resilience
				2.10.1.5 Not Getting Appropriate Credit
			2.10.2 Risks of Promoting Yourself into SE Leadership
				2.10.2.1 Perception of Dereliction of Duty
				2.10.2.2 Reputational Risk and Social Responsibility
				2.10.2.3 Discovering Leadership Itself Is Not What Was Anticipated
				2.10.2.4 Cultural Mismatch
				2.10.2.5 Unexpected and Undesirable Results
				2.10.2.6 Being Made a Scapegoat
				2.10.2.7 Perception You Are a Threat to Decision-Makers
		2.11 Impacts on the Organization of Promoting Yourself into Leadership
			2.11.1 The Impacts on Diversity, Inclusivity, and Equity
			2.11.2 The Impacts on Organizational Culture
		2.12 Emerging Trends in Systems Engineering
		2.13 Implications of Emerging Trends in Systems Engineering for Promoting Yourself into Leadership
			2.13.1 Dancing Across Disciplines
			2.13.2 Thinking in Distinctive Cognitive Space
			2.13.3 Championing Creative Communication
			2.13.4 Surfing the Waves of Change: Coping with Changing Realities
		2.14 Summary and Conclusion
		References
	Chapter 3: Systems Engineering Leadership Through Influence and Persuasion
		3.1 Introduction
			3.1.1 Systems Engineering and the Strategic Thread
			3.1.2 The Criticality of Influence and Persuasion
		3.2 The Dimensions of Organizations
			3.2.1 Organizational Structures
			3.2.2 Organizational Types
			3.2.3 Organizational Culture
		3.3 The Art of Applying Influence and Persuasion to Roles
			3.3.1 Calibrating to the Audience
			3.3.2 Adaptive Leadership Roles Adopted Over the Project Life
			3.3.3 Holding Cultural Intelligence
		3.4 Challenges and Uniqueness of Different Industries and Domains
			3.4.1 Practice and Maturity of Systems Engineering in Different Industries
		3.5 New Technology Impacts
		3.6 Guidance for Measuring Success
		3.7 Conclusion
		References
	Chapter 4: Improving Competence in the Professional Competencies for Systems Engineers
		4.1 Introduction
			4.1.1 The INCOSE Systems Engineering Competency Framework
			4.1.2 Emerging Areas in Systems Engineering
			4.1.3 Rationale for Focusing on the Professional Competencies
			4.1.4 Chapter Overview
		4.2 The INCOSE Professional Competencies
			4.2.1 Introduction
			4.2.2 Communications
			4.2.3 Ethics and Professionalism
			4.2.4 Technical Leadership
			4.2.5 Negotiation
			4.2.6 Team Dynamics
			4.2.7 Facilitation
			4.2.8 Emotional Intelligence (EI)
			4.2.9 Coaching and Mentoring
		4.3 Survey of Diversity-Related Research Regarding the Professional Competencies
			4.3.1 Introduction
			4.3.2 Communications
			4.3.3 Ethics and Professionalism
			4.3.4 Technical Leadership
			4.3.5 Negotiation
			4.3.6 Team Dynamics
			4.3.7 Facilitation
			4.3.8 Emotional Intelligence
			4.3.9 Coaching and Mentoring
		4.4 Methods for Improving Competence in the Professional Competencies
			4.4.1 Introduction
			4.4.2 Communications
			4.4.3 Resources for Ethics and Professionalism
			4.4.4 Using Creative Problem-Solving Methods in Technical Leadership
				4.4.4.1 Osborn Parnes Creative Problem-Solving Process
				4.4.4.2 Design Thinking
				4.4.4.3 TRIZ
				4.4.4.4 Discussion
			4.4.5 Negotiation
			4.4.6 Team Dynamics
			4.4.7 Facilitation
			4.4.8 Emotional Intelligence
			4.4.9 Coaching and Mentoring
		4.5 Future Research
		4.6 Summary and Conclusions
			4.6.1 Personal Observations Regarding the Professional Competencies
				4.6.1.1 Personal Experience with Practical Application in Communications
				4.6.1.2 Personal Experience with Practical Application of Ethics Resources
				4.6.1.3 Personal Experience with Practical Application of Creative Problem-Solving Methods (Exhibiting Technical Leadership)
				4.6.1.4 Personal Experience with Practical Application of Negotiation
				4.6.1.5 Personal Experience with Practical Application of Team Dynamics
				4.6.1.6 Personal Experience with Practical Application of Facilitation
				4.6.1.7 Personal Experience with Practical Application of Emotional Intelligence
				4.6.1.8 Personal Experience with Practical Application of Coaching and Mentoring
			4.6.2 Conclusions Related to Gender and Culture
			4.6.3 Final Thoughts
		References
	Chapter 5: Knowledge Sharing and Mentorship as a Systems Engineering Process: Stories and Methods from Industry Experts
		5.1 Introduction
		5.2 The Unwritten Roles of a Systems Engineering Leader
		5.3 Team Dynamics: All the People Who Didn’t Talk to Each Other
		5.4 Communication: All Those Meetings Where We Said a Lot But Communicated Little
		5.5 Knowledge Transfer: All Those Bad Habits We Taught Ourselves
		5.6 Conclusion
		References
Part III: Focusing on Diversity, Equity, and Inclusion
	Chapter 6: Gender Diversity in Systems Engineering Product, Project, and Services Life Cycle Leadership: It’s Not Just Counting the Women
		6.1 Introduction
		6.2 Gender Systems in the System Life Cycle
			6.2.1 Gender Diversity and Gender Systems
			6.2.2 Organizations as Social Systems
			6.2.3 Feminist Engineering Ethics and Systems Engineering
				6.2.3.1 Engineering Ethics
					6.2.3.1.1 Feminist Engineering Ethics: Interaction of Gender Systems and Engineering Systems
					6.2.3.1.2 Motor Vehicles
					6.2.3.1.3 Artificial Intelligence, Healthcare, and Medicine
					6.2.3.1.4 Software Products and Simulators
		6.3 Where Gender Lives in Systems: Socio-technical Complexity
			6.3.1 Socio-technical Systems
			6.3.2 Socio-technical Systems: Concept and Theory
			6.3.3 Socio-technical Systems: Design Approach
			6.3.4 Socio-technical Systems: Systems Engineering Context
			6.3.5 Gender and Socio-technical Complexity
			6.3.6 How Can Systems Engineering Leadership Embrace Socio-technical Complexity
		6.4 Path Forward and Conclusion
		References
	Chapter 7: A Critical Analysis of the Systems Engineering Leadership Pipeline: Closing the Gender Gap
		7.1 Introduction
			7.1.1 Technical Background
		7.2 Approach to the Systems Engineering Pipeline
			7.2.1 The Gender Gap as a Quality Issue
			7.2.2 Impact of the Gender Gap
			7.2.3 Current Perspectives on the Gender Gap
			7.2.4 Analysis Methodology
				7.2.4.1 Data Availability
		7.3 Defining the Systems Engineering Pipeline
			7.3.1 Fundamental Requirements of the Systems Engineering Pipeline
			7.3.2 Structure of the Systems Engineering Pipeline
		7.4 Measuring the Performance of the Systems Engineering Pipeline
			7.4.1 Impact of Pipeline Structure and Length on the Gender Gap
			7.4.2 Contextualizing the Systems Engineering Gender Gap
		7.5 Analysing the Systems Engineering Pipeline
		7.6 Recommendations
			7.6.1 Improving the Systems Engineering Pipeline
			7.6.2 Controlling the Systems Engineering Pipeline
		7.7 Conclusions
		References
Part IV: Broadening Systems Engineering Leadership Facets
	Chapter 8: Systems Leadership in the Transformation of Higher Education
		8.1 Introduction
		8.2 Higher Education Systems Thinking Landscape
		8.3 Systems Leadership Amid the COVID-19 Pandemic
			8.3.1 Physical Access to Higher Education
			8.3.2 Distance Learning Adoption
			8.3.3 Changing Priorities: Freeze, Grow, and Reimagine
		8.4 Emerging Trends
		8.5 A Path Forward
		8.6 Conclusion
		References
	Chapter 9: An Ethical Leadership Approach for Complex Systems Integrated into the Systems Engineering Practice
		9.1 Introduction
		9.2 Exploring Leadership and Ethics
			9.2.1 What Is Leadership?
			9.2.2 Ethics, Software Engineering, and Dark Patterns
			9.2.3 Diversity, Inclusion, Ethics, and Leadership
			9.2.4 The 3Rs Model Explained
				9.2.4.1 Project Example of the 3Rs Model: IMOLA
			9.2.5 Summary of Leadership and Ethics Exploration
		9.3 Developing a Holistic Definition of Leadership
			9.3.1 Findings from Ethics Survey of Systems Engineering Practitioners
			9.3.2 Survey Findings Related to the 3Rs Model
		9.4 Conclusion
		References
	Chapter 10: The Role of Utilitarianism in Systems Engineering Leadership and System Design
		10.1 Introduction
		10.2 Engineering Influenced by Utilitarianism and Sensemaking
			10.2.1 The Intersection of Utilitarianism and Engineering Ethics
				10.2.1.1 The Intersection of Systems Engineering and Utilitarianism in System Design Decisions
				10.2.1.2 The Intersection of Systems Engineering, Utilitarianism, and Sensemaking
					10.2.1.2.1 The Intersection of Systems Engineering, Utilitarianism, and Sensemaking Model
					10.2.1.2.2 Utilitarian Application for Systems Engineering Leadership
		10.3 The Utilitarian Path Forward
		References
Part V: Emerging Technological Change
	Chapter 11: Building Systemic Resilience: The Role of Systems Leaders in Social-Ecological Systems
		11.1 Introduction
		11.2 Understanding Social-Ecological Systems
			11.2.1 What Are the Stresses Faced by Social-Ecological Systems?
		11.3 Understanding Resilience
			11.3.1 Resilience Doesn’t Counteract Stresses to Build Stability; It Goes Further!
			11.3.2 Resilience in Social-Ecological Systems
			11.3.3 Why Should Systems Leaders Look at Resilience?
			11.3.4 Resilience Capacities
		11.4 Resilience Mindsets for a Systems Leader: Paradigms of Systemic Resilience
			11.4.1 Embrace a Complex Adaptive Systems (CAS) Mindset
			11.4.2 SES Have Dynamic Limits in the Form of Carrying Capacity
			11.4.3 Conflicts Offer an Opportunity for a “Decision”
		11.5 Building Systemic Resilience in Social-Ecological Systems: Guidance
			11.5.1 Build Diversity
			11.5.2 Channel Resources into the Creation of Capital or Assets
			11.5.3 Enhance Information Flows and Feedback and Uncover Hidden Costs or Value
			11.5.4 Embrace Innovation and Invest in Experimentation
		References
	Chapter 12: Achieving Value Through Digital Engineering Transformation
		12.1 Introduction
		12.2 Defining Digital Engineering
			12.2.1 New Digital Engineering Concepts
				12.2.1.1 Models
					12.2.1.1.1 Descriptive Models
					12.2.1.1.2 Analytic Models
				12.2.1.2 Model-Based Systems Engineering
				12.2.1.3 Authoritative Source of Truth
		12.3 Defining the Digital Engineering Strategy
			12.3.1 Digital Engineering Strategy and Goals
				12.3.1.1 The Digital Engineering Ecosystem
					12.3.1.1.1 Data, Analyses, Models, ASOTs, Interconnections, and Analyses
					12.3.1.1.2 Digital Engineering Environment
					12.3.1.1.3 Information Technology Infrastructure
		12.4 Planning for Digital Engineering Transformation
			12.4.1 What Persists from As Is to To Be?
			12.4.2 Digital Engineering Transformation Plan
			12.4.3 Digital Engineering Transformation Goals and Objectives
			12.4.4 Stakeholder Roles, Responsibilities, and Skillsets
				12.4.4.1 Leadership Stakeholders
				12.4.4.2 Management Stakeholders
				12.4.4.3 Engineering Stakeholders
			12.4.5 The Enterprise Data and Technology Schema
			12.4.6 DE Transformation and Scale
		12.5 Executing the Digital Engineering Transformation Plan
			12.5.1 Selecting the Right DE Transformation Project
				12.5.1.1 Think Big
				12.5.1.2 Start Small
				12.5.1.3 Learn and Evolve
			12.5.2 Preparing to Execute the DE Transformation Project
			12.5.3 DE Transformation Workforce
			12.5.4 Lifecycle Management
				12.5.4.1 Traditional System of Systems Lifecycle Management Process
			12.5.5 DE Project Execution Prerequisite: Find/Assess the Data
			12.5.6 Executing Digital Engineering Projects
				12.5.6.1 Behind the Curtain
				12.5.6.2 In Front of the Curtain
		12.6 Sustaining Digital Transformation
			12.6.1 Ongoing Responsibilities
			12.6.2 Ongoing Success, Context, and Value
				12.6.2.1 Example
		12.7 Conclusion
		References
Index