Problem management process, filling the gap in the systems engineering processes between the risk and opportunity processes

Bill A. Olson, Thomas A. Mazzuchi, Shahram Sarkani and Kevin Forsberg

Systems Engineering, 2012, vol. 15, issue 3, 275-286

Abstract: Problem Management is not recognized as a Systems Engineering process. Unlike risk management, where risks could impact a project at some future date, problems impact the project now. Therefore, a robust Problem Management process should be established (similar to the risk management process described in Chapter 5 of the INCOSE handbook [Hamelin, Walden, and Krueger, INCOSE systems engineering handbook v3.2: Improving the process for SE practitioners, INCOSE, Seattle, WA, 2010]) early in a projects formulation. The process should be continuous throughout all phases of the project life cycle and should be included as a part of the project System Engineering Management Plan. The process should, at a minimum, address: problem identification, problem assessment, problem root cause investigation, problem corrective action planning, reporting, a roll‐up of all current problems, problem closure, and a strong interface with the project's knowledge management system. This paper proposes a Problem Management process based on the foundations of risk and opportunity management which could be used by corporations, government agencies, and programs to establish a robust problem management process for use on their projects. © 2012 Wiley Periodicals, Inc. Syst Eng

Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:wly:syseng:v:15:y:2012:i:3:p:275-286

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