Overview: In the Australian infrastructure sector, Systems Engineering (SE) is often practised in siloes, by systems engineers only. It is not well engrained in the organisational processes, and not actively championed nor driven by leaders and decision-makers. This results in a fragmented adoption of SE with reduced benefits; inefficiencies and cost overruns; or worse, projects not delivering the required outcomes.
Context: There is a significant mandate and guidance for the application of SE in the infrastructure sector. Transport for NSW Asset Management Framework [1] mandates the adoption of an SE approach for complex transport infrastructure systems over their life cycles. The UK Institute of Civil Engineers extensively documented how systems thinking can improve the delivery of complex infrastructure projects [2]. The Dutch Guidelines for Systems Engineering within the Civil Engineering Sector [3] provide clear guidance for the successful implementation of SE within the sector and organisations. The UK Government recently published documents promoting systems thinking for civil servants [4].
Purpose: SE leadership and implementation in the Australian infrastructure sector is what can be done about it?
Approach: This presentation will analyse and identify causes and solutions through:
i) A review of recent literature, articles and industry reports (assisted by AI when appropriate);
ii) Comparing approaches of the Australian infrastructure sector with other sectors and countries; and
iii) Interviews with thought leaders across the sector.
Insights: Insights will explore the link between improved implementation of systems engineering and productivity [5, 6, 7]; leadership and organisational motivations and competencies, to understand the most significant barriers to adopting SE more effectively in the Australian infrastructure sector.