Application of system life cycle processes to large complex engineering and construction programs

PM World Journal (ISSN: 2330-4480) Application of Systems Lifecycle Processes to Large,
Vol. IX, Issue X – October 2020 Complex Engineering and Construction Programs
www.pmworldjournal.com Featured Paper by Bob Prieto
© 2020 Robert Prieto www.pmworldlibrary.net Page 1 of 63
Application of Systems Lifecycle Processes to Large, Complex
Engineering and Construction Programs 1
By Bob Prieto
Chairman & CEO
Strategic Program Management LLC
The complexity of megaprojects and programs continues to grow and with it the challenges
of delivering ever larger and more complex programs. These large complex programs open
the door to many new opportunities but also to increased challenges in delivery and
sustainment throughout their lifecycle. Prior articles have described the open nature of this
large complex program system2 and compared its attributes to many we find in the world
of relativistic physics3. These challenges must be addressed recognizing that they arise
from a combination of physical, fiscal and human attributes in a realm of complexity which
challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects
more characteristic of an open system. Its purpose is to adapt a systems engineering
framework associated with the hard closed elements of these large complex project
systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large
complex engineering and construction programs. It provides a framework to aid in the
integration of physical, fiscal and human factors from a lifecycle perspective. This life
cycle spans the assets initial conception through ultimate disposal of the consumed asset.
The table that follows identifies where specific outcomes and the associated activities to
accomplish them may reside. These have been defined as at a program level (PMC,
Program Management Consultant), project level (PM, Project Manager) or at a lower
project execution level (PExec). Several limitations should be noted. First, the standard
itself and the application as presented in this table do not do sufficient justice to the social
and environmental aspects of a triple bottom line perspective. Here the reader would
benefit from a closer view as can be seen in Prieto 20124. Second, the open systems
1
How to cite this paper: Prieto, R. (2020). Application of Systems Lifecycle Processes to Large, Complex
Engineering and Construction Programs; PM World Journal, Vol. IX, Issue X, October.
2
Prieto, R. (2020) Systems Nature of Large Complex Programs; PM World Journal, Vol. IX, Issue VIII, August
3
Prieto, R. (2020). A Deeper Look at the Physics of Large Complex Projects; A Neo-classical Project Management
Theory is Required; PM World Journal, Vol. IX, Issue VIII, August
4
Application of Life Cycle Analysis in the Capital Assets Industry; PM World Today; March 2012;
https://www.researchgate.net/publication/272504721_Application_of_Life_Cycle_Analysis_in_the_Capital_Assets_
Industry

aspects of large complex programs are not truly covered and as such this may best be
regarded as a subset of a larger open system perspective related to large complex
programs.
The table follows the general format of ISO 15288, grouping system processes into four
groups:
• Agreement processes
• Enterprise processes
• Project processes
• Technical processes
The table is intended to provide a framework where each activity can be further broken
down into a series of tasks. In an earlier use IP under development related to the
management of large complex projects was mapped to this system life cycle process.
Process Group Process Level
(PMC,PM,PExec)
Outcomes Activities
1.0 Agreement
Processes
1.1 Acquisition PMC,PM,PExec Acquisition
strategy
Acquisition plan
Supplier
selection
RFP
Supplier
communication
Supplier
dialogue
including
partnering
Supplier
justification
Supply
evaluation;
selection;
justification
Agreement for
product or
service
Negotiate/execut
e contract;
confirm contract
compliance
Acceptance of
product or
service
Resolution of
exceptions to
contract; final
acceptance
Payment Periodic and
final payments
1.2 Supply to
Client
Pre-Engagement Client
identification
Authorizing,
financing and

(PMC,PM,PExec)
Outcomes Activities
accepting client
elements
Respond to
client request
(RFQ;RFP)
Bid no-bid;
Identification of
contract
exceptions
requiring
resolution
Agreement for
work to be
performed
Negotiate and
execute
agreement
Communication
with client
Assess
execution of the
agreement
Project
execution per
contract and
agreed
procedures
Deliver project in
accordance with
agreement
Final
acceptance by
client
Transfer facility
Payment Accept and
acknowledge
payment
2.0 Enterprise
Processes
2.1 Enterprise
Environment
Management
PMC Policies and
procedures for
the strategic
management of
lifecycles
Establish top
level strategies
and plans that
will be
undertaken to
achieve strategic
business
objectives5
Define,
integrate,
communicate
the roles and
responsibilities,
5
National Academy of Construction Executive Insights; The Importance of Strategic Business Objectives
https://www.naocon.org/wp-content/uploads/The-Importance-of-Strategic-Business-Objectives.pdf

(PMC,PM,PExec)
Outcomes Activities
authorities to
implement
system life cycle
processes and
management
Define business
criteria that
control
progression
through the
system life cycle
(stage gate6
)
Accountability
and authority for
system life cycle
management
System life cycle
processes and
procedures
Policy to
improve system
lifecycle
processes
Conduct periodic
reviews of life
cycle model
Communicate to
projects policies
and procedures
2.2 Investment
management
Process
PMC Qualification and
selection of
investment
opportunities
Identify project
portfolio and
required
thresholds
Prioritize
projects
Define projects,
accountabilities
and authorities
(program view)
Identify
expected
projects
outcomes (link
to SBO)
6
PMO & the Tollgate Process; PM World Journal; May 2013;
https://www.researchgate.net/publication/272505052_PMO_the_Tollgate_Process

(PMC,PM,PExec)
Outcomes Activities
Resource and
budget
identification and
allocation
Allocate
resources to
achievement of
project
outcomes
Project
Management
accountability
and authorities
defined
Clear
identification of
multi-project
interfaces
Project reporting
and review
requirements
Authorize project
execution
Projects meeting
agreement,
stakeholder and
organization
requirements
(SBO etc.) are
sustained
Evaluate
ongoing project
progress
Evaluate
compliance with
project directives
Evaluate
conformance
with system life
cycle plans and
procedures
Confirm
continuing
project necessity
and validity
(SBO test)
Projects not
meeting
agreement,
stakeholder and
organization
requirements
Evaluate
alternatives to
cancel, suspend
and redirect

(PMC,PM,PExec)
Outcomes Activities
are redirected or
terminated
2.3 System life
cycle process
management
PMC System life cycle
processes are
defined
Establish
standard sets of
system life cycle
processes for
applicable
system life cycle
stages
Policy to apply
processes are
defined
Establish
acceptable
tailoring and
application
policies and
procedures with
approval
requirements
Policy on
adapting defined
policies to
specific project
needs is defined
Establish
acceptable
tailoring and
application
policies and
procedures with
approval
requirements
Methods and
tools to support
life cycle
process
execution are
identified
Measures are
defined to
evaluate
application of
the system life
cycle process
Establish
performance
measures
Monitor process
execution and
identify

(PMC,PM,PExec)
Outcomes Activities
enterprise level
trends
Improvements to
the definition
and application
of system life
cycle
performances
are undertaken
Identify
opportunities for
improvement
Improve
processes,
methods and
tools
2.4 Resource
Management
Process
PMC Necessary
resources,
materials and
services are
provided to
projects
Map necessary
resources,
materials and
services to
project plans
and future
business/progra
m needs
Define
applicable
physical and
human factors
and how they
may change in
the future
Determine and
provide the
resource
infrastructure
support needed
and provide
project support
Obtain non
personnel
resources to
implement and
support projects
Maintain and
manage the pool

(PMC,PM,PExec)
Outcomes Activities
of personnel
necessary to
staff ongoing
projects
Skills of
personnel are
maintained and
enhanced
Manage
competency
throughout the
life cycle
Provision of
training and
education to
improve skill
sets and support
career path
Motivate staff
through career
development
and rewards
Conflicts in
multi-project
resource
demands are
resolved
Control multi-
project
resources to
resolve schedule
conflicts
2.5 Quality
Management
PMC Quality
management
policies and
procedures are
defined
Establish quality
management
policies,
standards and
procedures
(ISO 9001;
9004)
Quality goals
and objectives
are defined
Establish quality
management
goals and
objectives to
achieve SBO,
support top level
strategies and
achieve client
satisfaction
Quality
management
accountability
Define
responsibilities

(PMC,PM,PExec)
Outcomes Activities
and authority
defined
for quality
management
Status of client
and stakeholder
satisfaction is
monitored
Assess client
and stakeholder
satisfaction and
report
Corrective action
taken when
quality goals not
achieved
Conduct periodic
reviews of
project quality
plans assuring
quality
objectives based
on stakeholder
requirements
have been
established
Monitor the
status of quality
improvement
3.0 Project
Processes
3.1 Project
Planning
Process
PM Project plans
exist
Objectives and
constraints
identified
including
performance,
quality, cost,
time,
stakeholder
Objectives
sufficiently
defined to permit
selection and
implementation
of appropriate
processes and
activities
Define project
scope7
as
7
Prieto, R. (2019). The Primacy of the Scope Baseline in Engineering & Construction Projects; PM World Journal,
Vol. VIII, Issue IX, October;

(PMC,PM,PExec)
Outcomes Activities
established in
agreement
Define all
activities to
complete the
project
successfully
Establish a work
breakdown
structure
Define and
maintain a
project schedule
based on project
objectives and
work estimates.
Includes
duration,
relationship,
dependencies,
sequence,
achievement
milestones,
resources and
reviews.
Define project
achievement
criteria for life
cycle stage
decision gates,
delivery dates,
major
dependencies
on external
inputs or outputs
Define project
costs and plan a
budget
https://www.researchgate.net/publication/336496336_The_Primacy_of_the_Scope_Baseline_in_Engineering_Const
ruction_Projects

(PMC,PM,PExec)
Outcomes Activities
Roles,
responsibilities
and authorities
are defined
Define the
project
organization,
staff
acquisitions,
staff skills
development
and work
methods
Establish the
structure of
authorities and
responsibilities
of project work
Resources and
services
necessary to
achieve project
objectives are
formally
requested
Define the
infrastructure
and services
required by the
project
Plan the
acquisition of
materials, goods
and enabling
system services
supplied from
outside the
project8
Technical
management
plan developed
and
communicated
(includes
reviews)
Project
performance
Define project
measures to be
used, data to be
8
National Academy of Construction Executive Insights; Procurement Management in Large Complex Programs
https://www.naocon.org/wp-content/uploads/Procurement-Management-in-Large-Complex-Programs.pdf

(PMC,PM,PExec)
Outcomes Activities
measures are
defined
collected
(including
sources),
validated and
analyzed9
Prepare project
quality plan
Project staff
directed in
accordance with
project plans
Conduct project
audits
3.2 Project
assessment
process
PMC,PM Project
performance
measures or
assessment
results are
available
Assess project
status against
plans to
determine actual
and projected
performance,
identifying
variations10
Perform quality
assurance in
accordance with
project plans
Adequacy of
roles
responsibilities
and authorities
assessed
Assess
effectiveness of
project team
structure, roles
and
responsibilities
Adequacy of
resources and
services
necessary
assessed
Assess
adequacy of
team member
competencies
9
Prieto, B. (2019). Impacts of Artificial Intelligence on Management of Large Complex Projects. PM World
Journal, Vol. VIII, Issue V, June;
https://www.researchgate.net/publication/334162272_Impacts_of_Artificial_Intelligence_on_Management_of_Larg
e_Complex_Projects
10
National Academy of Construction Executive Insights; Effective Project Review Meetings
https://www.naocon.org/wp-content/uploads/Effective-Project-Review-Meetings.pdf

(PMC,PM,PExec)
Outcomes Activities
Assess
adequacy and
availability of the
project’s
supporting
infrastructure
Confirm intra-
organizational
commitments
are met
Deviations in
project
performance are
analyzed
Assess project
performance
using measured
achievement
and milestone
completion
Determine
effectiveness
and adequacy of
evolving
capabilities to
meet a range of
future needs
Conduct
required
management
and technical
reviews, audits
and inspection
to determine
readiness to
proceed to next
life cycle stage
or milestone11
Monitor critical
processes and
new work
methods and
technologies
11
National Academy of Construction Executive Insights, Owner Readiness https://www.naocon.org/wp-
content/uploads/Owner-Readiness.pdf

(PMC,PM,PExec)
Outcomes Activities
Analyze data for
variations and
make
recommendation
for appropriate
action
Concerned
parties are
informed of
project status
Provide periodic
status and
required
deviation reports
3.3 Project
Control
Process
PM Corrective action
is defined and
directed when
achievement not
meeting targets
Manage project
requirements
and changes to
requirements in
accordance with
the project
plans.
Initiate the
corrective
actions needed
to achieve the
goals and
outputs of
project tasks
that have
deviated
outside
acceptable or
defined limits.
Re-deployment
and re-
assignment of
personnel, tools
and project
infrastructure
assets when
inadequacy or
unavailability
has been
detected.
Initiate
preventive

(PMC,PM,PExec)
Outcomes Activities
actions, as
appropriate, to
ensure
achievement of
the goals and
outputs of the
project.
Initiate problem
resolution
actions to
correct non-
conformances.
Performing
corrective
actions to the
implementation
and execution of
the life cycle
processes when
non-
conformances
are traced to
them.
Project re-
planning is
initiated when
project
objectives or
constraints
change or
assumptions
invalidated or
migrated
Evolve with time
the scope,
definition and
the related
breakdown of
the work to be
carried out by
the project in
response to the
corrective action
decisions taken
and the
estimated
changes they
introduce.
Initiate change
actions when
there is a
contractual

(PMC,PM,PExec)
Outcomes Activities
change to cost,
time or quality
due to the
impact of client
or supplier
request.
Act to correct
defective
provision of
acquired goods
and services
through
constructive
interaction with
the supplier.
Project action to
advance to next
milestone is
authorized
Authorize the
project to
proceed toward
the next
milestone or
event if justified
Project
objectives are
achieved
Conduct project
audit12
3.4 Decision
Making
Processes
All Decision-making
strategy is
defined.
Define a
decision-making
strategy
including the
identification and
allocation of
responsibility for,
and authority to
make decisions.
Alternative
courses of
action are
defined.
Involve relevant
parties in the
decision-making
in order to draw
on experience
and knowledge.
12
Program Management Audit Checklist
https://www.researchgate.net/publication/273118616_Program_Management_Audit_Checklist

(PMC,PM,PExec)
Outcomes Activities
Identify the
circumstances
and need for a
decision.
Record,
categorize and
promptly and
objectively
report problems
or opportunities
and the
alternative
courses of
action that will
resolve their
outcome.
Preferred course
of action is
selected.
Select and
declare the
decision-making
strategy for each
decision
situation. Identify
desired
outcomes and
measurable
success criteria.
Evaluate the
balance of
consequences
of alternative
actions, using
the defined
decision-making
strategy, to
arrive at an
optimization of,
or an
improvement in,
an identified

(PMC,PM,PExec)
Outcomes Activities
decision
situation.
Resolution,
decision
rationale and
assumptions are
captured and
reported.
Record, track,
evaluate and
report decision
outcomes to
confirm that
problems have
been effectively
resolved,
adverse trends
have been
reversed and
advantage has
been taken of
opportunities.
Maintain records
of problems and
opportunities
and their
disposition, as
stipulated in
agreements or
organizational
procedures and
in a manner that
permits auditing
and learning
from experience.
3.5 Risk
Management
Process
PMC,PM Risks are
identified and
categorized.
Establish a
systematic
approach to risk
identification,
assessment and
treatment.
Identify and
define the risks.
Identifying the
initiating events
associated with
each risk in each

(PMC,PM,PExec)
Outcomes Activities
risk category,
and defining the
interrelationship
s between
sources of risk.
The probabilities
and
consequence of
risks are
quantified.
Determine the
probability
associated with
risk occurrence
using
established risk
criteria. Criteria
can include
associated cost,
legal and
statutory
requirements,
socio-economic
and
environmental
aspects, the
concerns of
stakeholders,
priorities and
other inputs to
the assessment.
Evaluate the
risks in terms of
their possible
consequences
using the
established
criteria.
Prioritize the
risks in terms of
their probability
and
consequences.
Strategy to treat
each risk is
specified.
Determine the
risk treatment
strategies.

(PMC,PM,PExec)
Outcomes Activities
Define a
threshold of
acceptability for
each identified
risk.
Identify the risk
treatment
actions to follow
if the threshold
of acceptability
is exceeded.
For risks that
have high
consequences13
,
establish
contingency
plans that will be
initiated if
mitigation
actions are
unsuccessful.
Risk status is
available and
communicated.
Communicate
the risk
treatment
actions and their
status in
accordance with
the agreement,
policies and
procedures.
Maintain a
register of risk
throughout the
life cycle.
Register
includes a
definition of the
current
13
National Academy of Construction Executive Insights, Fat Tails
https://www.researchgate.net/publication/340949652_Risk_and_Opportunities_Fat_Tails_Key_Points

(PMC,PM,PExec)
Outcomes Activities
perception of
risks, and the
relationship to
risk treatment
actions and
budgets.
Risks that have
become
unacceptable
are acted upon
3.6
Configuration
Management
PMC, PM Configuration
management
strategy is
defined.
Define a
configuration
management
strategy
compatible with
the guidance
provided in ISO
10007.
Items requiring
configuration
management
are defined.
Identify items
that are subject
to configuration
control.
Configuration
baselines are
established.
Maintain
information on
configurations
with an
appropriate level
of integrity and
security.
Changes to
items under
configuration
management
are controlled.
Ensure that
configuration
information
permits forward
and backward
traceability to
other baselined
configuration
states.
The
configuration of
released items is
controlled.
Ensure that
changes to
configuration
baselines are

(PMC,PM,PExec)
Outcomes Activities
properly
identified,
recorded,
evaluated,
approved,
incorporated,
and verified.
Status of items
under
configuration
management is
made available
throughout the
life cycle.
Ensure that
changes to
configuration
baselines are
properly
identified,
recorded,
evaluated,
approved,
incorporated,
and verified.
Perform audits
to verify
conformance of
a baseline to
drawings,
interface control
documents and
other agreement
requirements.
3.7 Information
Management
Process
All Information to be
managed is
identified.
Define the items
of information
that will be
managed during
the system life
cycle and,
according to
organizational
policy or
legislation,
maintained for a
defined period
beyond.
Designate
authorities and

(PMC,PM,PExec)
Outcomes Activities
responsibilities
regarding the
origination,
generation,
capture,
archiving and
disposal of items
of information.
Define the
rights,
obligations and
commitments
regarding the
retention of,
transmission of
and access to
information
items.
Forms of the
information
representations
are defined.
Define the
content,
semantics,
formats and
medium for the
representation,
retention,
transmission
and retrieval of
information.
Information is
transformed and
disposed of as
required.
Obtain the
identified items
of information.
Status of
information is
recorded.
Maintain
information
items and their
storage records
according to
integrity, security
and privacy
requirements.
Information is
current,
Define
information

(PMC,PM,PExec)
Outcomes Activities
complete and
valid.
maintenance
actions.
Information is
made available
to designated
parties.
Retrieve and
distribute
information to
designated
parties as
required by
agreed
schedules or
defined
circumstances.
Provide official
documentation
as required.
Archive
designated
information, in
accordance with
the audit and
knowledge
retention
purposes.
Dispose of
unwanted,
invalid or
unverifiable
information
according to
organization
policy, and
security and
privacy
requirements.
4.0 Technical
Processes
4.1
Stakeholder
Requirements
Definition
Process
PMC, PM Required
characteristics
and context of
use of services
specified.
Identify the
individual
stakeholders or
stakeholder
classes who
have interest in
the system

(PMC,PM,PExec)
Outcomes Activities
throughout its
life cycle14
.
Elicit
stakeholder
requirements.
Constraints on a
system solution
are defined.
Define the
constraints on a
system solution
that are
unavoidable
consequences
of existing
agreements,
management
decisions and
technical
decisions.
Traceability of
stakeholder
requirements to
stakeholders
and their needs
is achieved.
Define a
representative
set of activity
sequences to
identify all
required
services that
correspond to
anticipated
operational and
support
scenarios and
environments.
Scenarios are
used to analyze
the operation of
the system in its
intended
environment in
order and to
identify
14
Stakeholder Management in Large Engineering & Construction Programs; PM World Today; October 2011
https://www.researchgate.net/publication/273119019_Stakeholder_Management_in_Large_Engineering_Constructi
on_Programs

(PMC,PM,PExec)
Outcomes Activities
requirements
that may not
have been
formally
specified by any
of the
stakeholders,
e.g. legal,
regulatory and
social
obligations.
Context of use
of the system is
identified and
analyzed.
Include in the
context analysis
the activities that
users perform to
achieve system
objectives, the
relevant
characteristics of
the end-users of
the system, the
physical
environment and
any equipment
to be used.
The social and
organizational
influences on
users that could
affect system
use or constrain
its design are
analyzed when
applicable.
Basis for
defining the
system
Identify the
interaction
between users
and the system.

(PMC,PM,PExec)
Outcomes Activities
requirements is
described.
Usability
requirements
are determined,
establishing, as
a minimum, the
most effective,
efficient, and
reliable human
performance
and human-
system
interaction.
Define required
physical, mental,
and learned
capabilities
Define work
place,
environment and
facilities,
including other
equipment in the
context of use
Define normal,
unusual, and
emergency
conditions;
Define operator
and user
recruitment,
training and
culture
Basis for
validating the
conformance of
the services is
defined.
Specify health,
safety15
,
security,
environment and
other
15
National Academy of Construction Executive Insight, Safety Through Design
https://www.researchgate.net/publication/340949703_Safety_Through_Design_Key_Points

(PMC,PM,PExec)
Outcomes Activities
stakeholder
requirements
and functions
that relate to
critical qualities.
Identify safety
risk and specify
requirements
and functions to
provide safety.
Identify risks
associated with
methods of
operations and
support, health
and safety,
threats to
property and
environmental
influences.
Identify security
risk specify all
applicable areas
of system
security,
including
physical,
procedural,
communications,
computers,
programs, data
Identify functions
that could
impact the
security of the
system,
including access
and damage to
protected
personnel,
properties and
information,

(PMC,PM,PExec)
Outcomes Activities
compromise of
sensitive
information, and
denial of
approved
access to
property and
information.
Specify the
required security
functions,
including
mitigation and
containment,
referencing
applicable
standards and
practices
. Analyze the
complete set of
elicited
requirements.
Resolve
requirements
problems.
Feed back the
analyzed
requirements to
applicable
stakeholders to
ensure that the
needs and
expectations
have been
adequately
captured and
expressed.
Basis for
negotiating and
agreeing to
supply a service
Explain and
obtain
agreement to
the proposals to
resolve

(PMC,PM,PExec)
Outcomes Activities
or product is
provided
conflicting,
impractical and
unrealisable
stakeholder
requirements.
Establish with
stakeholders
that their
requirements
are expressed
correctly.
Confirm that
stakeholder
requirements
are
comprehensible
to originators
and that the
resolution of
conflict in the
requirements
has not
corrupted or
compromised
stakeholder
intentions.
Record the
stakeholder
requirements in
a form suitable
for requirements
management
through the life
cycle
Maintain
stakeholder
requirements
traceability to
the sources of
stakeholder
need.

(PMC,PM,PExec)
Outcomes Activities
Review
stakeholder
requirements at
key decision
times in the life
cycle
4.2
Requirements
Analysis
Process
PMC,PM,PExec The required
characteristics,
attributes, and
functional and
performance
requirements for
a solution are
specified.
Define the
functional
boundary of the
system in terms
of the behavior
and properties to
be provided.
Define each
function that the
system is
required to
perform, how
well the system,
including its
operators, is
required to
perform that
function, the
conditions under
which the
system is to be
capable of
performing the
function, the
conditions under
which the
system is to
commence
performing that
function and the
conditions under
which the
system is to
cease

(PMC,PM,PExec)
Outcomes Activities
performing that
function.
Reference
states and
required modes
of operation of
the system.
Constraints that
will affect the
design of a
system and the
means to realize
it are specified.
Define
necessary
implementation
constraints that
are introduced
by stakeholder
requirements or
are unavoidable
solution
limitations.
Define technical
and quality in
use measures
that enable the
assessment of
technical
achievement.
Define critical
performance
parameters
associated with
each
effectiveness
measure
identified in the
stakeholder
requirements.
Analyze critical
performance
measures to
ensure
stakeholder
requirements
are met and to
ensure

(PMC,PM,PExec)
Outcomes Activities
identification of
project cost
Specify system
requirements
and functions
Analysis and
definition of
safety
considerations
Analyze security
considerations
including those
related to
compromise and
protection of
sensitive
information
Integrity and
traceability of
system
requirements to
stakeholder
requirements is
achieved
Analyze the
integrity of the
system
requirements to
ensure that each
requirement,
pairs of
requirements or
sets of
requirements
possess overall
integrity.
Check each
system
requirement
statement to
establish that it
is unique,
complete,
unambiguous,
consistent with
all other
requirements,
implementable
and verifiable.

(PMC,PM,PExec)
Outcomes Activities
Identify
deficiencies,
conflicts and
weaknesses and
resolve within
the complete set
of system
requirements.
Analyze
resulting system
requirements to
confirm that they
are complete,
consistent,
achievable
(given current
technologies or
knowledge of
technological
advances) and
expressed at an
appropriate level
of detail.
Confirm that
they are a
necessary and
sufficient
response to
stakeholder
requirements
and a necessary
and sufficient
input to other
processes, in
particular
design.
Basis for
verifying that the
system
requirements
are satisfied is
defined.
Demonstrate
traceability
between the
system
requirements
and the

(PMC,PM,PExec)
Outcomes Activities
stakeholder
requirements.
Maintain the set
of system
requirements
together with the
associated
rationale,
decisions and
assumptions
throughout the
system life
cycle.
4.3 Design
Process
PExec Design baseline
is established.
Define
appropriate
logical designs.
Define
appropriate
expanded basis
of design
(BODX
) 1617
Identify and
define derived
requirements for
describing
functional and
performance
requirements,
services and
attributes,
timeline
requirements,
data flow
requirements,
etc.
16
National Academy of Construction Executive Insights, Business Basis of Design
https://www.researchgate.net/publication/340949572_Business_Basis_of_Design_Key_Points
17
Prieto, R. (2014) Addressing Project Capital Efficiency through a Business Basis of Design; PM World Journal
https://www.researchgate.net/publication/264942989_Addressing_Project_Capital_Efficiency_through_a_Business_
Basis_of_Design

(PMC,PM,PExec)
Outcomes Activities
Conflicts among
and between
various logical
descriptions are
resolved and
each element is
shown to be
complete and
consistent by
making mutual
traceability
checks with the
defined system
requirements.
Implementable
set of system
element
descriptions that
satisfy the
requirements for
the system are
specified.
Partition the
system functions
identified in
requirements
analysis and
allocate them to
elements of
system
architecture.
Generate
derived
requirements as
needed for the
allocations.
Analyze the
resulting design
to establish
design criteria
for each
element.
Determine which
system
requirements
are allocated to
operators.
Identify
limitations of

(PMC,PM,PExec)
Outcomes Activities
human
capabilities;
Identify human
actions critical to
safety and how
the
consequences
of error are
addressed;
Identify
integration of
human
performance into
systems and
their operation..
Interface
requirements
are incorporated
into design
solution.
Determine
whether
elements that
satisfy the
design and
interface criteria
are available off-
the-shelf.
Basis for
verifying the
system elements
is defined.
Evaluate design
elements that
are not readily
available in
order to
determine if an
element is to be
developed, or if
existing system
elements will be
re-used or
adapted.
Establish the
costs, schedule,
and technical
risks associated
with these
make/modify/bu
y decisions.

(PMC,PM,PExec)
Outcomes Activities
Evaluate
alternative
design solutions,
modeling them
to a level of
detail that
permits
comparison
against the
specifications
expressed in the
system
requirements
and the
performance,
costs, time
scales and risks
expressed in the
stakeholder
requirements.
Assess and
communicate
the emergence
of adverse
system
properties
resulting from
the interaction of
candidate
system elements
or from changes
in a system
element
Ensuring that
the constraints
of enabling
system are
taken account of
in the design
Perform
effectiveness
assessments,

(PMC,PM,PExec)
Outcomes Activities
trade-off
analyses and
risk analyses
that lead toward
realizing a
feasible,
effective, stable
and optimized
design.
Basis for the
integration of
system elements
is established.
Define and
document the
interfaces
between system
elements and at
the system
boundary with
external
systems.
Human-system
and human-
human
interfaces are
defined and
controlled
Specify the
selected
physical design
solution as a
design baseline
in terms of its
functions,
performance,
behavior,
interfaces and
unavoidable
implementation
constraints.
Traceability of
design to system
requirements is
established.
Record the
design
information
(structural and
functional

(PMC,PM,PExec)
Outcomes Activities
partitioning,
interface and
control
definitions and
the design
decisions and
conclusions,
with traceability
to the
requirements
baseline)
Maintain mutual
traceability
between design
and system
requirements.
4.4
Implementation
Process
PExec An
implementation
strategy is
defined.
Generate an
implementation
strategy.
Develop
implementation
procedures,
fabrication
processes, tools
and equipment,
implementation
tolerances and
verification
uncertainties.
Achieve
consistent and
repeatable
producibility in
reference design
elements and
modular
construction
Implementation
technology
constraints on
Identify the
constraints that
the
implementation

(PMC,PM,PExec)
Outcomes Activities
the design are
identified.
strategy and
implementation
technology
impose on the
design solution.
A system
element is
realized.
Realize or adapt
system elements
using enabling
systems
Deliver
appropriate
training to
prepare
operators for
performing tasks
in accordance
with required
performance
standards and
operational
procedures
Confirm that the
specified range
and level of
competence has
been attained.
Record evidence
that the system
element meets
supplier
agreements,
legislation and
organizational
policy.
A system
element is
packaged and
stored in
accordance with
an agreement
for its supply.
Package the
system element
and store as
appropriate.
Conveyance and
storage media,
and their
durations,

(PMC,PM,PExec)
Outcomes Activities
influence the
specified
containment.
4.5 Integration
Process
PMC,PM,PExec A system
integration
strategy is
defined.
Define an
assembly
sequence and
strategy that
minimizes
system
integration risks.
Unavoidable
constraints of
integration that
influence
requirements
are defined.
Identify the
constraints on
the design
arising from the
integration
strategy such as
accessibility,
integration
enabling
systems and
required
interfacing/interc
onnections for
intermediate
assembly
configurations.
Obtain
integration
enabling
systems and
specified
materials
according to the
defined
integration
procedures.
A system
capable of being
verified against
the specified
requirements
from design is
Obtain system
elements in
accordance with
agreed
schedules.

(PMC,PM,PExec)
Outcomes Activities
assembled and
integrated.
Assure that the
system elements
have been
verified against
acceptance
criteria specified
in an agreement.
Integrate system
elements in
accordance with
applicable
interface control
descriptions and
defined
assembly
procedures
Non-
conformances
due to
integration
actions are
recorded.
Record
integration
information in an
appropriate
database.
4.6 Verification
Process
PMC,PM,PExec A verification
strategy is
defined.
Define the
strategy for
verifying the
systems
throughout the
life cycle.
Include the
context and
purpose for each
instance of
verification
action, e.g.
verifying the
design, ability to
build the design
correctly, ability
to reproduce the
system, ability to

(PMC,PM,PExec)
Outcomes Activities
correct a fault
arising, ability to
predict failures.
Define a
verification plan
based on
system
requirements.
Verification
constraints are
provided as
inputs to
requirements.
Identify and
communicate
potential
constraints on
design
decisions.
Ensure that the
enabling system
for verification is
available and
associated
facilities,
equipment and
operators are
prepared to
conduct the
verification.
Conduct
verification to
demonstrate
compliance to
the specified
design
requirements.
Data providing
information for
corrective action
is reported.
Make available
verification data
on the system.
Analyze, record
and report
verification,
discrepancy and
corrective action
information.

(PMC,PM,PExec)
Outcomes Activities
Conduct fault
diagnosis to a
level of
resolution
consistent with
cost effective
remedial action,
including re-
verification
following defect
correction,
and/or
organizational
quality
improvement
actions.
Objective
evidence
Verification data
is collected
Analyze
verification data
to detect
essential
features such as
trends and
patterns of
failure
4.7 Transition
Process
(Construction)
PMC, PM, PExec A system
transition
strategy is
defined.
Prepare a
transition
strategy.
A system is
installed in its
operational
location.
Prepare the site
of operation in
accordance with
installation
requirements.
Site preparation
is conducted in
accordance with
applicable
health, safety,
security and

(PMC,PM,PExec)
Outcomes Activities
environmental
regulations.
Deliver the
system for
installation at the
correct location
and time.
Install the
system in its
operational
location and
interfaced to its
environment
according to its
system
specification.
Demonstrate
proper
installation of the
system.
A system, when
operated, is
capable of
delivering
services.
Activate the
system.
Demonstrate the
installed system
is capable of
delivering its
required
services.
The
configuration as
installed is
recorded.
Record the
installation data,
including the
operational
configuration,
anomalies
detected,
actions taken
and lessons
learned.

(PMC,PM,PExec)
Outcomes Activities
Corrective action
reports are
recorded.
A service is
sustainable by
enabling
systems.
4.8 Validation
Process
PMC, PM, PExec A validation
strategy is
defined.
Define the
strategy for
validating the
services in the
operational
environment and
achieving
stakeholder
satisfaction.
Prepare a
validation plan.
Define validation
steps, e.g.
various
operational
states, scenarios
and missions
that
progressively
build confidence
in conformance
of the installed
system and
assist diagnosis
of any
discrepancies.
Specify methods
and techniques
needed to
implement the
validation
strategy and the
purpose,
conditions and
conformance

(PMC,PM,PExec)
Outcomes Activities
criteria for each
validation.
Ensure that any
operators,
enabling system
for validation
and associated
facilities are
ready in order to
conduct
validation
The availability
of services
required by
stakeholders is
confirmed.
Conduct
validation to
demonstrate
conformance of
services to
stakeholder
requirements.
Objectively
record and
approve
validation
actions and
results.
Confirm that the
system not only
satisfies all
operational,
functional and
usability
requirements,
but also satisfies
the often less
formally
expressed, but
sometimes
overriding,
attitudes,
experience and
subjective tests
that comprise

(PMC,PM,PExec)
Outcomes Activities
customer
satisfaction.
Validation data
is provided.
Make available
validation data
on the system
according to
legal, regulatory
or product sector
requirements.
As appropriate
to agreement
terms or
organizational
objectives,
conduct
validation to
isolate that part
of the system
giving rise to a
non-
conformance.
Conduct fault
diagnosis to a
level of
resolution
consistent with
cost effective
remedial action,
including
revalidation
Data capable of
providing
information for
corrective action
is reported.
Analyze, record
and report
validation data
according to
criteria defined
in the validation
strategy.
Categorize non-
conformances
according to
their source and

(PMC,PM,PExec)
Outcomes Activities
corrective action
owner.
Analyze
validation data
to detect
essential
features such as
trends and
patterns of
failure, evidence
of design errors
and emerging
threats to
services.
4.9 Operation
Process
PExec An operation
strategy is
defined.
Prepare a
strategy for
operation.
Define
availability of
services as they
are introduced,
routinely
operated and
withdrawn from
service.
Define co-
ordination with
pre-existing,
concurrent or
continuing
services
delivered by
other systems
that provide
identical or
similar services
Define staffing
strategy and
schedules for
operators.

(PMC,PM,PExec)
Outcomes Activities
Define the
release and re-
acceptance
criteria and
schedules of the
system to permit
modifications
that sustain
existing or
enhanced
services.
Services that
meet
stakeholder
requirements
are delivered.
Obtain other
services related
to operation of
the system.
Assign trained,
qualified
personnel to be
operators.
Activate the
system in its
intended
operational
situation to
deliver instances
of service or
continuous
service
according to its
intended
purpose.
Maintain
continuous
service capacity
and quality when
the system
replaces an
existing system
that is being
retired.

(PMC,PM,PExec)
Outcomes Activities
During a
specified period
of changeover or
concurrent
operation,
manage the
transfer of
services so that
continuing
conformance to
stakeholder
needs is
achieved.
Consume
materials, as
required, to
sustain the
services.
Monitor
operation to
ensure that the
system is
operated in
accordance with
the operations
plans, in a safe
manner and
compliant with
legislated
guidelines
concerning
occupational
safety and
environmental
protection.
Monitor the
system
operation to
confirm that
service
performance is
within

(PMC,PM,PExec)
Outcomes Activities
acceptable
parameters.
Approved
corrective action
requests are
satisfactorily
completed.
Perform failure
identification
actions when a
non-compliance
has occurred in
the delivered
services.
Determine the
appropriate
course of action
when corrective
action is
required to
remedy failings
due to changed
need.
Introduce
remedial
changes to
operating
procedures, the
operator
environment,
human-machine
interfaces and
operator training
as appropriate
when human
error contributed
to failure.
Stakeholder
satisfaction is
maintained.
Continuously or
routinely
communicate
with users to
determine the
degree to which
delivered
services satisfy
their needs.

(PMC,PM,PExec)
Outcomes Activities
Analyze results
and take
required action
to restore or
amend services
in order to
provide
continued
stakeholder
4.10
Maintenance
Process
PExec Maintenance
strategy is
developed.
Prepare a
maintenance
strategy.
Define
schedules and
resources
required to
perform
corrective and
preventive
maintenance in
conformance
with operational
availability
requirements.
Develop
corrective and
preventive
maintenance
strategy to
sustain service
in the
operational
environment in
order to achieve
customer
satisfaction
Define
scheduled
preventive
maintenance
actions that
reduce the

(PMC,PM,PExec)
Outcomes Activities
likelihood of
system failure
without undue
loss of services
Define number
and type of
replacement
system elements
to be stored,
their storage
locations and
conditions, their
anticipated
replacement
rate, their
storage life and
renewal
frequency
Define skill and
personnel levels
required to effect
repairs and
replacements,
accounting for
maintenance
staff
requirements
and any relevant
legislation
regarding health
and safety,
security and the
environment.
Maintenance
constraints are
provided as
inputs to
requirements.
Define the
constraints on
system
requirements
that are
unavoidable
consequences
of the
maintenance

(PMC,PM,PExec)
Outcomes Activities
strategy.
Replacement
system elements
are made
available.
Obtain the
enabling
systems, system
elements and
services to be
used during
maintenance of
the system.
Confirm that
logistics actions
satisfy the
required
replenishment
levels so that
stored system
elements meet
repair rates and
planned
schedules.
Monitor the
quality and
availability of
spares, their
transportation
and their
continued
integrity during
storage.
Services
meeting
stakeholder
requirements
are sustained.
Implement
problem
reporting and
incident
recording to
guide diagnosis
of individual
events and
histories to
support future
corrective,
adaptive,
perfective and

(PMC,PM,PExec)
Outcomes Activities
preventive
maintenance.
Implement the
procedures for
correction of
random faults
and/or
scheduled
replacement of
system
elements.
Perform
preventive
maintenance by
replacing or
servicing system
elements prior to
failure,
according to
planned
schedules and
maintenance
procedures.
Need for
corrective
design changes
is reported.
Initiate
corrective action
to remedy
previously
undetected
design errors.
Failure and
lifetime data is
recorded.
Perform failure
identification
actions when a
non-compliance
has occurred in
the system.
Maintain a
history of
problem reports,
corrective
actions and
trends to inform

(PMC,PM,PExec)
Outcomes Activities
operations and
maintenance
personnel, and
other projects,
that are creating
or utilizing
similar system
elements
4.11 Disposal
Process
PMC,PM,PExec System disposal
strategy is
defined.
Define a
disposal strategy
for the system,
to include each
system element
and any
resulting waste
products.
Disposal
constraints are
provided as
inputs to
requirements.
Communicate
unavoidable
constraints on
the system
design arising
from the
disposal
strategy.
Define issues
related to
disassembly,
including their
associated
enabling
systems, access
to and
availability of
storage
locations and
available skill
levels.
System
elements are
destroyed,
stored,
Acquire the
enabling
systems or
services to be
used during

(PMC,PM,PExec)
Outcomes Activities
reclaimed or
recycled.
disposal of a
system.
Deactivate the
system to
prepare it for
removal from
operation.
Address
interfaces to
other systems
(power, fuel, are
disconnected in
accordance with
disassembly
instructions and
relevant health,
safety, security
and privacy
legislation)
Withdraw
operating staff
from the system
and record
relevant
operating
knowledge.
Disassemble the
system into
manageable
elements to
facilitate its
removal for
reuse, recycling,
reconditioning,
overhaul,
archiving or
destruction.
Environment is
returned to its
original or an
agreed state.
Remove the
system from the
operational
environment for

(PMC,PM,PExec)
Outcomes Activities
reuse, recycling,
reconditioning,
overhaul or
destruction.
Specify
containment
facilities, storage
locations,
inspection
criteria and
storage periods
if the system is
to be stored.
Conduct
destruction of
the system, as
necessary, to
reduce the
amount of waste
treatment or to
make the waste
easier to handle.
Obtain
destruction
services
required in order
to melt, crush,
incinerate or
demolish the
system or its
elements as
necessary.
Safeguard and
secure
knowledge and
skills possessed
by operators.
Confirm that no
detrimental
health, safety,
security and
environmental

(PMC,PM,PExec)
Outcomes Activities
factors exist
following
disposal.
Records
allowing
knowledge
retention of
disposal actions
and the analysis
of long-term
hazards are
available.
Archive
information
gathered
through the
lifetime of the
system to permit
audits and
reviews in the
event of long-
term hazards to
health, safety,
security and the
environment,
and to permit
future system
creators and
users to build a
knowledge base
from past
experiences.
References
BS ISO/IEC 15288:2002 Systems engineering – System life cycle processes
ISO/IEC/IEEE. 2015. Systems and Software Engineering -- System Life Cycle Processes
Prieto, R. (2012) Application of Life Cycle Analysis in the Capital Assets Industry; PM World
Today; March 2012;
https://www.researchgate.net/publication/272504721_Application_of_Life_Cycle_Analysis_in_th
e_Capital_Assets_Industry
Prieto, R. (2020) Systems Nature of Large Complex Programs; PM World Journal, Vol. IX, Issue
VIII, August
Prieto, R. (2020). A Deeper Look at the Physics of Large Complex Projects; A Neo-classical
Project Management Theory is Required; PM World Journal, Vol. IX, Issue VIII, August

National Academy of Construction Executive Insights; The Importance of Strategic Business
Objectives https://www.naocon.org/wp-content/uploads/The-Importance-of-Strategic-Business-
Objectives.pdf
PMO & the Tollgate Process; PM World Journal; May 2013;
https://www.researchgate.net/publication/272505052_PMO_the_Tollgate_Process
Prieto, R. (2019). The Primacy of the Scope Baseline in Engineering & Construction Projects;
PM World Journal, Vol. VIII, Issue IX, October;
https://www.researchgate.net/publication/336496336_The_Primacy_of_the_Scope_Baseline_in
_Engineering_Construction_Projects
National Academy of Construction Executive Insights; Procurement Management in Large
Complex Programs https://www.naocon.org/wp-content/uploads/Procurement-Management-in-
Large-Complex-Programs.pdf
Prieto, B. (2019). Impacts of Artificial Intelligence on Management of Large Complex Projects.
PM World Journal, Vol. VIII, Issue V, June;
https://www.researchgate.net/publication/334162272_Impacts_of_Artificial_Intelligence_on_Ma
nagement_of_Large_Complex_Projects
National Academy of Construction Executive Insights; Effective Project Review Meetings
https://www.naocon.org/wp-content/uploads/Effective-Project-Review-Meetings.pdf
National Academy of Construction Executive Insights, Owner Readiness
https://www.naocon.org/wp-content/uploads/Owner-Readiness.pdf
Program Management Audit Checklist
https://www.researchgate.net/publication/273118616_Program_Management_Audit_Checklist
National Academy of Construction Executive Insights, Fat Tails
https://www.researchgate.net/publication/340949652_Risk_and_Opportunities_Fat_Tails_Key_
Points
Stakeholder Management in Large Engineering & Construction Programs; PM World Today;
October 2011
https://www.researchgate.net/publication/273119019_Stakeholder_Management_in_Large_Eng
ineering_Construction_Programs
National Academy of Construction Executive Insight, Safety Through Design
https://www.researchgate.net/publication/340949703_Safety_Through_Design_Key_Points
National Academy of Construction Executive Insights, Business Basis of Design
https://www.researchgate.net/publication/340949572_Business_Basis_of_Design_Key_Points
Prieto, R. (2014) Addressing Project Capital Efficiency through a Business Basis of Design; PM
World Journal
https://www.researchgate.net/publication/264942989_Addressing_Project_Capital_Efficiency_th
rough_a_Business_Basis_of_Design

About the Author
Bob Prieto
Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA
Bob Prieto is a senior executive effective in shaping and executing business strategy and
a recognized leader within the infrastructure, engineering and construction industries.
Currently Bob heads his own management consulting practice, Strategic Program
Management LLC. He previously served as a senior vice president of Fluor, one of the
largest engineering and construction companies in the world. He focuses on the
development and delivery of large, complex projects worldwide and consults with owners
across all market sectors in the development of programmatic delivery strategies. He is
author of nine books including “Strategic Program Management”, “The Giga Factor:
Program Management in the Engineering and Construction Industry”, “Application of Life
Cycle Analysis in the Capital Assets Industry”, “Capital Efficiency: Pull All the Levers” and,
most recently, “Theory of Management of Large Complex Projects” published by the
Construction Management Association of America (CMAA) as well as over 700 other
papers and presentations.
Bob is an Independent Member of the Shareholder Committee of Mott MacDonald. He is a
member of the ASCE Industry Leaders Council, National Academy of Construction, a
Fellow of the Construction Management Association of America and member of several
university departmental and campus advisory boards. Bob served until 2006 as a U.S.
presidential appointee to the Asia Pacific Economic Cooperation (APEC) Business
Advisory Council (ABAC), working with U.S. and Asia-Pacific business leaders to shape
the framework for trade and economic growth. He had previously served as both as
Chairman of the Engineering and Construction Governors of the World Economic Forum
and co-chair of the infrastructure task force formed after September 11th by the New York
City Chamber of Commerce. Previously, he served as Chairman at Parsons Brinckerhoff
(PB) and a non-executive director of Cardno (ASX)
Bob serves as an honorary global advisor for the PM World Journal and Library and can be
contacted at rpstrategic@comcast.net.

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