Contextual- and Behavioral-Centric Stakeholder Identification
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The document discusses the topic of stakeholder identification in systems engineering, focusing on both contextual and behavioral aspects. It highlights the importance of systems thinking in improving stakeholder identification and presents a case study related to commercial earth observation systems. Additionally, it outlines various stakeholders, their roles, and methods for classifying them within the context of engineering projects.
Contextual- and Behavioral-Centric Stakeholder Identification
- 1. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology Date: 22nd of March of 2013 By: Alejandro Salado and Roshanak Nilchiani Contextual- and behavioral-centric stakeholder identification Conference on Systems Engineering Research (CSER’13) Atlanta, GA (USA)
- 2. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology2 11-Sep-15 *Source: B. Boehm
- 3. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology3 11-Sep-15
- 4. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology4 11-Sep-15 Creative process Brainstorming Completeness?
- 5. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-155 Structured brainstorming
- 6. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-156 Production chain End users and related organizations Designers Physical system Inspection agencies Regulators Research and consultancy Education Representative organizations Dormant Discretionary Demanding Dominant Dangerous Dependent Definitive Non-stakeholders *Source:Vries, Verheul, and Willemse
- 7. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology7 11-Sep-15 Limitation of creativity Lack of inherent justification Deletion of holistic perspective Enforced incompleteness
- 8. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology8 11-Sep-15 *Source: Checkland
- 9. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology9 11-Sep-15 *Source: Boardman and Sauser USAF Combat Strategy Predictable Battlespace Awareness - PBA Effects-based Operations - EBO C2 Constellation Joint Vision 2020 Air Force Con Ops Information Paralysis Horizontal Integration Stove piped networks Network Architectures Staged Process Information Sharing Technology and Standards Tribal Warfare Camouflaged Information Environment Data-overloaded warriors Kill Chains Network of Networks Architecture Current Systems Combat Capability Peer-to-Peer Capability Next Generation System Joint Force Victory adopts to support to achieve seeks to achieve required by overcomes by developing to overcome struggle with that limit to secure using by means of 1stly to define abstracted fromgenerated by lead to which creates that produces help to create that inhibits and develop to help achieve 3rdly to acquire to achieve across which possess 2ndly to transform enhances that creates emphasises who lengthen who operate within to conform to reduce by applying
- 10. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology10 11-Sep-15 H0: Systems thinking does not improve stakeholder identification.
- 11. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-1511 11 people 8 hours 5-15 years experience Formal education SE Recognized as technical leaders in their respective organizations Experience in problem domain 3 people 4 hours 5-10 years experience No formal education SE Recognized as technical leaders in their respective organizations Experience in problem domain Systems Thinking Traditional
- 12. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology12 11-Sep-15 Problem: Commercial Earth Obsevation space system that sells land and ocean images.
- 13. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology13 11-Sep-15 1) Who gets more “correct” stakeholders? 2) Who produces more “information” in less time?
- 14. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2011 Stevens Institute of Technology14 11-Sep-15 1. Brainstorm according to categories 2. Classify as active or passive
- 15. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-1515 Active Private users, operators, maintainers, scientific community, government, space environment, other EO systems. Passive Customers, manufacturers, government, competitors, agencies, laws®ulations, investors.
- 16. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-1516 Why Why having this system? Why does the stakeholder do/want/react/interact/etc. that? How How does the system work/operate/behave/etc.? How is the system designed/built/operated/challenged/disposed/etc.? How does the stakeholder play/act/operate/think/decide/etc.? Where Where does the system work/operate/behave/etc.? Where is the system designed/built/operated/challenged/disposed/etc.? Where does the stakeholder play/act/operate/think/decide/etc.? What What does the system do? What is the system expected to do/made of/etc.? What does the stakeholder do/want/behave/decide/etc.?
- 17. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-1517 Investors Government Agencies Standards Maintainance Operators Scientists Users Manufacturers Technology EO space system Weather Space Earth Internet GPS Other EO systems Laws and regulations Profit Society Weather forecast systems/agencies develop and build image operates in performance is affected by inherent to limit capabilities of may have to follow may be bounded by may be bounded by competes against may benefit from free distribute data through localizes images through may own may own may contract develops creates may acquire may own seek seek seeks satisfaction of elects demands need for may benefit from advances in sponsors advances on define quality for systems in provide expertise in develop are interested in products derived from want to study use estimate use access use are part of may contract may be employed by may offer services for handle operation of Intent Validation & justification Time independenceMultiple roles
- 18. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology11-Sep-1518 NEXT Single case Statistically acceptable test Improvements on requirements elicitation Improvements on conceptual designs & develop strategies
- 19. ©2011 Stevens Institute of TechnologyP. 2/3 | 01/01/11 | ©2013 Stevens Institute of Technology Stevens Institute of Technology Castle Point on Hudson Hoboken, NJ 07030 w w. s t e v e n s . e d u