The purpose of this document is to provide a set of competencies for Systems Engineering within a fra

guidance for both beneficiaries and practitioners to identify knowledge, skills, abilities and behaviors i
Engineering effectiveness in the application domain (e.g. space, transportation, medical) for which the
applied.
FRAMEWORK STRUCTURE
Competencies predominately associated with Systems Engineering have been identified and grouped
summarized in the figure below. All competence areas are fully defined in a series of tables forming th
document.

Note that the Systems Engineering Competency Framework (SECF) only defines the “requirements” w
at a particular proficiency level. Validation that requirements have been met (i.e. confirming compete
characterized) needs to be performed by formally assessing an individual against these indicators.

Guidelines for competency assessment are defined in the INCOSE Systems Engineering Competency A
(SECAG). Thus the SECAG Guidelines can be interpreted as guidelines for “verification and validation”
SECF.

Although the specific nature of evidence provided will differ from organization and individual, each de
one possible element of potential evidence associated with it.

COMPETENCE PROFICIENCY LEVELS

Five “levels” of increasing competence have been defined in terms of levels of knowledge and experie
area:
Awareness
The person displays knowledge of key ideas associated with the competency area and understands ke
implications. They ask relevant and constructive questions on the subject. This level characterizes eng
competency area. It could also characterize an individual outside Systems Engineering who requires a
competency area to perform their role.

Supervised Practitioner
The person displays an understanding of the competency area and have either limited or historical ex
regular guidance and supervision. This level addresses two categories of individuals:
* Individuals new to the competency who are “in-training” or
* inexperienced in the competency area; Individuals who gained experience as a Practitioner (or highe
area in the past, but who have not been operating as a day-to-day Practitioner for an extended period
currently not able to operate without some degree of regular supervision. Clearly, over time, their lea
faster pace than those in-training for the first time as skills, tools and techniques are re-learned.

Practitioner
The person displays both knowledge and practical experience of the competency area and can functio
day-to-day basis. They are also capable of providing guidance and advice to less experienced practitio

Lead Practitioner
The person displays extensive and substantial practical knowledge and experience of the competency
guidance to others including practitioners encountering unusual situations. Typically, this level is asso
who is the “go-to” person for advice and to determine best practice within the competency area withi
business unit.
Expert
In addition to extensive and substantial practical experience and applied knowledge of the competenc
contributes to and is recognized beyond the organizational or business boundary. Typically, this level
individual contributing to and defining regional or international best practices within the competency

LINK TO INCOSE SECF DIGITAL DOWNLOAD

https://portal.incose.org/commerce/store?productId=commerce-merchandise%23INCOSE-ISEC

CODE SYSTEM DESCRIPTION

The code system follows a structured 4-part format: [Area][Competency][Level][Number]
Area (1st character): Identifies the main competency category
Competency (2-3 characters): Abbreviation for the specific competency area
Level (1 character): Proficiency level
Number (2 digits): Sequential identifier within that competency/level combination

AREA CODES
C = Core competencies
P = Professional competencies
T = Technical competencies
M = Management competencies
I = Integrating competencies

LEVEL CODES
A = Awareness
S = Supervised Practitioner
P = Practitioner
L = Lead Practitioner
E = Expert
SHEET INDEX
README
Data
CORE COMPETENCIES
Systems Thinking
Life Cylces
Capability Engineering
General Engineering
Critical Thinking
Systems Modeling and Analysis

PROFESSIONAL COMPETENCIES
Communications
Ethics and Professionalism
Technical Leadership
Negotiation
Team Dynamics
Facilitation
Emotional Intelligence
Coaching and Mentoring

TECHNICAL COMPETENCIES
Requirements Definition
System Architecting
Design for…
Integration
Interfaces
Verification
Validation
Transition
Utilization and Support
Retirement

MANAGEMENT COMPETENCIES
Planning
Monitoring and Control
Decision Management
Concurrent Engineering
Business and Enterprise Integration
Acquisition and Supply
Information Management
Configuration Management
Risk and Opportunity Management

INTEGRATING COMPETENCIES
Project Management
Finance
Logistics
Quality
Sheet Index
COMPETENCY AREA - CORE: SYSTEMS THINKING

Description:
The application of the fundamental concepts of systems thinking to Systems Enginee
boundaries and interfaces, and that it has a life cycle. System thinking applies to the
is a framework for curiosity about any system of interest.

Why it matters:
Systems thinking is a way of dealing with increasing complexity. The fundamental co
that the optimization of a system within its environment does not necessarily come f
technological context. These contexts impact the life cycle of the system and place r
have a serious effect on the enterprise and the value of the system.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains what “systems thinking” is and
explains why it is important. [CSTA01]

Explains what “emergence” is, why it is

important, and how it can be “positive”
or negative* in its effect upon the system
as a whole. [CSTA02]

Explains what a “system hierarchy” is

and why it is important. [CSTA03]
Explains what “system content” is for a
given system of interest and describes
why it is important. [CSTA04]

Explains why it is important to be able to

identify and understand what interfaces
are. [CSTA05]

Explains why it is important to recognize

interactions amongst systems and their
elements. [CSTA06]

Explains why it is important to

understand purpose and functionality of
a system of interest. [CSTA07]

Explains how business, enterprise and

technology can each influence the
definition and development of the
system and vice versa. [CSTA08]

Explains why it may be necessary to

approach systems thinking in different
ways, depending on the situation, and
provides examples. [CSTA09]
RE: SYSTEMS THINKING

ental concepts of systems thinking to Systems Engineering. These concepts include understand
d that it has a life cycle. System thinking applies to the definition, development and production
out any system of interest.

ealing with increasing complexity. The fundamental concepts of systems thinking involve unde
em within its environment does not necessarily come from optimizing the individual system co
ontexts impact the life cycle of the system and place requirements and constraints on the syst
terprise and the value of the system.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Defines the properties of a system. Identifies and manages complexity using
[CSTS01] appropriate techniques. [CSTP01]

Explains how system behavior produces Uses analysis of a system functions and
emergent properties. [CSTS02] parts to predict resultant system
behavior. [CSTP02]

Uses the principles of system partitioning Identifies the context of a system from a
within system hierarchy on a project. range of viewpoints including system
[CSTS03] boundaries and external interfaces.
[CSTP03]
Defines system characteristics in order to Identifies the interaction between
improve understanding of need. humans and systems, and systems and
[CSTS04] systems. [CSTP04]

Explains why the boundary of a system Identifies enterprise and technology

needs to be managed. [CSTS05] issues affecting the design of a system
and addresses them using a systems
thinking approach. [CSTP05]

Explains how humans and systems Uses appropriate systems thinking

interact and how humans can be approaches to a range of situations,
elements of systems. [CSTS06] integrating the outcomes to get a full
understanding of the whole. [CSTP06]

Identifies the influence of wider Identifies potential enterprise

enterprise on a project. [CSTS07] improvements to enable system
development. [CSTP07]

Uses systems thinking to contribute to Guides team systems thinking activities

enterprise technology development in order to ensure current activities align
activities. [CSTS08] to purpose. [CSTP08]

Develops their own systems thinking Develops existing case studies and
insights to share thinking across the examples of systems thinking to apply in
wider project (e.g. working groups and new situations. [CSTP09]
other teams). [CSTS09]
Develops own understanding of this Guides new or supervised practitioners in
competency area through Continual System thinking techniques in order to
Professional Development (CPD). develop their knowledge, abilities, skills
[CSTS10] or associated behaviors. [CSTP10]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [CSTP11]
clude understanding what a system is, its context within its environment, its
t and production of systems within an enterprise and technological environment and

king involve understanding how actions and decisions in one area affect another, and
vidual system components. Systems Thinking is conducted within an enterprise and
aints on the systems thinking being conducted. Failing to meet such constraints can

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in systems thinking in order
for systems thinking, including to improve best practice beyond the
associated tools. [CSTL01] enterprise boundary. [CSTE01]

Judges the suitability of project-level Influences individuals and activities

systems thinking on behalf of the beyond the enterprise boundary to
enterprise, to ensure its validity. support the systems thinking approach of
[CSTL02] their own enterprise. [CSTE02]

Persuades key enterprise-level Advises organizations beyond the

stakeholders across the enterprise to enterprise boundary on the suitability of
support and maintain the technical their approach to systems thinking.
capability and strategy of the enterprise. [CSTE03]
[CSTL03]
Adopts existing systems thinking Advises organizations beyond the
practices on behalf of the enterprise to enterprise boundary on complex or
accommodate novel, complex or difficult sensitive systems thinking issues.
system situations or problems. [CSTL04] [CSTE04]

Persuades project stakeholders across Champions the introduction of novel

the enterprise to improve the suitability techniques and ideas in systems thinking
of project technical strategies in order to beyond the enterprise boundary, in order
maintain their validity. [CSTL05] to develop the wider Systems
Engineering community in this
competency. [CSTE05]

Persuades key stakeholders to address Coaches individuals beyond the

enterprise-level issues identified through enterprise boundary in systems thinking
systems thinking. [CSTL06] techniques, in order to further develop
their knowledge, abilities, skills or
associated behaviors. [CSTE06]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in Systems thinking in area through specialist Continual
order to develop their knowledge, Professional Development (CPD)
abilities, skills or associated behaviors. activities. [CSTE07]
[CSTL07]

Promotes the introduction and use of

novel techniques and ideas in systems
thinking across the enterprise, to
improve enterprise competence in this
area. [CSTL08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CSTL09]
Sheet Index
COMPETENCY AREA - CORE: LIFE CYCLES

Description:
The selection of appropriate life cycles in the realization of a system. Systems and th
evolution. Each life cycle is itself divided into a series of stages, marking key transiti
have different life cycles, the relationship between life cycle stages on differing elem
the wider system of which it forms a part, the stakeholder requirements and perceiv

Why it matters:
Life cycles form the basis for project planning and estimating. Selection of the appro
success. Ensuring co-ordination between related life cycles at all levels is critical to t

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Identifies different life cycle types and
summarizes the key characteristics of
each. [CLCA01]

Explains why selection of life cycle is

important when developing a system
solution. [CLCA02]

Explains why it is necessary to define an

appropriate life cycle process model and
the key steps involved. [CLCA03]
Explains why differing engineering
approaches are required in different life
cycle phases and provides examples.
[CLCA04]

Explains how different life cycle

characteristics relate to the system life
cycle. [CLCA05]
RE: LIFE CYCLES

e cycles in the realization of a system. Systems and their constituent elements have individual
elf divided into a series of stages, marking key transition points during the evolution of that ele
elationship between life cycle stages on differing elements is complex, varying depending on t
rms a part, the stakeholder requirements and perceived risk.

roject planning and estimating. Selection of the appropriate life cycles and their alignment has
n between related life cycles at all levels is critical to the realization of a successful system.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Describes Systems Engineering life cycle Explains the advantages and
processes. [CLCS01] disadvantages of different types of
systems life cycle and where each might
be used advantageously. [CLCP01]

Identifies the impact of failing to consider Creates a governing project life cycle,
future life cycle stages in the current using enterprise-level policies,
stage. [CLCS02] procedures, guidance and best practice.
[CLCP02]

Prepares inputs to life cycle definition Identifies dependencies aligning life

activities at system or system element cycles and life cycle stages of different
level. [CLCS03] system elements accordingly. [CLCP03]
Complies with a governing project Acts to influence the life cycle of system
system life cycle, using appropriate elements beyond boundary of the system
processes and tools to plan and control of interest, to improve the development
their own activities. [CLCS04] strategy. [CLCP04]

Describes the system life cycle in which Prepares plans addressing future life
they are working on their project. cycle phases to take into consideration
[CLCS05] their impact on the current phase,
improving current activities accordingly.
[CLCP05]

Develops own understanding of this Prepares plans governing transitions

competency area through Continual between life cycle stages to reduce
Professional Development (CPD). project impact at those transitions.
[CLCS06] [CLCP06]

Guides new or supervised practitioners in

Systems Engineering Life cycles in order
to develop their knowledge, abilities,
skills or associated behaviors. [CLCP07]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [CLCP08]
 s have individual life cycles, characterizing the nature of their
olution of that element. As different system elements may
g depending on the scope of the project, characteristics of

eir alignment has a large impact on and may be crucial to project

essful system.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in life cycle definition and
for life cycle definition and management, management in order to improve best
including associated tools. [CLCL01] practice beyond the enterprise boundary.
[CLCE01]

Judges life cycle selections across the Advises organizations beyond the
enterprise, to ensure they meet the enterprise boundary on the suitability of
needs of the project. [CLCL02] life cycle tailoring or life cycle definitions.
[CLCE02]

Adapts standard life cycle models on Advises organizations beyond the

behalf of the enterprise, to address enterprise boundary on complex,
complex or difficult situations or to concurrent or sensitive projects.
resolve conflicts between life cycles [CLCE03]
where required. [CLCL03]
Identifies work or issues relevant to the Champions the introduction of novel
current life cycle phase by applying techniques and ideas in life cycle
knowledge of life cycles to projects management, beyond the enterprise
across the enterprise. [CLCL04] boundary, in order to develop the wider
Systems Engineering ommunity in this
competency. [CLCE04]

Persuades key stakeholders across the Coaches individuals beyond the

enterprise to support activities required enterprise boundary in life cycle
now in order to address future life cycle management techniques, in order to
stages. [CLCL05] further develop their knowledge, abilities,
skills or associated behaviors. [CLCE05]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in life cycle definition and area through specialist Continual
management in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [CLCE06]
behaviors. [CLCL06]

Promotes the introduction and use of

novel techniques and ideas in life cycle
definition and management across the
enterprise, to improve enterprise
competence in this area.
[CLCL07]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CLCL08]
Sheet Index
COMPETENCY AREA - CORE: CAPABILITY ENGINEERING

Description:
The selection of appropriate life cycles in the realization of a system. Systems and th
evolution. Each life cycle is itself divided into a series of stages, marking key transiti
have different life cycles, the relationship between life cycle stages on differing elem
the wider system of which it forms a part, the stakeholder requirements and perceiv

Why it matters:
Life cycles form the basis for project planning and estimating. Selection of the appro
success. Ensuring co-ordination between related life cycles at all levels is critical to t

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the concept of capability and
how its use can prove beneficial.
[CCPA01]

Explains how capability requirements can

be satisfied by integrating several
systems. [CCPA02]

Explains how super system capability

needs impact on the development of
each system that contributes to the
capability. [CCPA03]
Describes the difficulties of translating
capability needs of the wider system into
system requirements. [CCPA04]
RE: CAPABILITY ENGINEERING

e cycles in the realization of a system. Systems and their constituent elements have individual
elf divided into a series of stages, marking key transition points during the evolution of that ele
elationship between life cycle stages on differing elements is complex, varying depending on t
rms a part, the stakeholder requirements and perceived risk.

roject planning and estimating. Selection of the appropriate life cycles and their alignment has
n between related life cycles at all levels is critical to the realization of a successful system.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Explains how project capability and Identifies capability issues of the wider
environment are linked. [CCPS01] (super) system which will affect the
design of own system and translates
these into system requirements.
[CCPP01]

Identifies capability issues from the wider Reviews proposed system solutions to
system, which will affect the design of a ensure their ability to deliver the
system of interest. [CCPS02] capability required by a wider system,
making changes as necessary. [CCPP02]

Prepares inputs to technology planning Prepares technology plan that includes

activities required in order to provide technology innovation, risk, maturity,
capability. [CCPS03] readiness levels and insertion points into
existing capability. [CCPP03]
Prepares information that supports the Creates an operational concept for a
embedding or utilization of capability. capability (what it does, why, how,
[CCPS04] where, when and who). [CCPP04]

Identifies different elements that Reviews existing capability to identify

make up capability. [CCPS05] gaps relative to desired capability,
documenting approaches that reduce or
eliminate this deficit. [CCPP05]

Prepares multiple views which focus on Prepares information that support

value, purpose and solution for improvements to enterprise capabilities.
capability. [CCPS06] [CCPP06]

Develops own understanding of this Identifies key “pinch points” in the

competency area through Continual development and implementation of
Professional Development (CPD). specific capability. [CCPP07]
[CCPS07]

Uses multiple views to analyze

alignment, balance and trade-offs in and
between the different elements (in a
level) ensuring that capability
performance is not traded out. CCPP08]

Guides new or supervised practitioners in

Capability engineering in order to
develop their knowledge, abilities, skills
or associated behaviors. [CCPP09]
Maintains and enhances own
competence in this area through
Continual Professional Development
(CPD) activities. [CCPP10]
 s have individual life cycles, characterizing the nature of their
olution of that element. As different system elements may
g depending on the scope of the project, characteristics of

eir alignment has a large impact on and may be crucial to project

essful system.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in capability engineering in
for capability engineering, including order to improve best practice beyond
associated tools. [CCPL01] the enterprise boundary. [CCPE01]

Judges the suitability of capability Advises organizations beyond the

solutions and the planned approach on enterprise boundary on the suitability of
projects across the enterprise. [CCPL02] their approach to capability engineering.
[CCPE02]

Identifies impact and changes needed in Advises organizations beyond the

super system environment as a result of enterprise boundary on their handling of
the capability development on behalf of complex or sensitive capability
the enterprise. [CCPL03] engineering strategy issues. [CCPE03]
Identifies improvements required to Advises organizations beyond the
enterprise capabilities on behalf of the enterprise boundary on differences and
enterprise. [CCPL04] relationships between capability and
product-based systems. [CCPE04]

Coaches or mentors practitioners across Assesses capability engineering in

the enterprise in capability engineering multiple domains beyond the enterprise
in order to develop their knowledge, boundary in order to develop or improve
abilities, skills or associated behaviors. capability solutions within own
[CCPL05] enterprise. [CCPE05]

Promotes the introduction and use of Champions the introduction of novel

novel techniques and ideas in Capability techniques and ideas in capability
Engineering across the enterprise, to engineering, beyond the enterprise
improve enterprise competence in the boundary, in order to develop the wider
area. [CCPL06] Systems Engineering ommunity in this
competency. [CCPE06]

Develops expertise in this competency Coaches individuals beyond the

area through specialist Continual enterprise boundary in capability
Professional Development (CPD) engineering, in order to further develop
activities. [CCPL07] their knowledge, abilities, skills or
associated behaviors. [CCPE07]

Maintains expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CCPE08]
Sheet Index
COMPETENCY AREA - CORE: GENERAL ENGINEERING

Description:
Foundational concepts in mathematics, science and engineering and their applicatio

Why it matters:
Systems Engineering is performed in a technical scientific environment and as a resu
principles is a critical foundation for effective Systems Engineering. Without this, sys
efficiently with engineers from other domains.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains core principles of science
and mathematics applicable to
engineering. [CGEA01]

Explains fundamentals of engineering as

a discipline. [CGEA02]

Explains why probability and statistics

are both relevant to engineering.
[CGEA03]
Explains why analytical methods and
sound judgement are central to
engineering decisions. [CGEA04]

Explains the characteristics of an

engineered system. [CGEA05]

Describes engineered systems that

are physical, software and socio-
technical systems or combinations
thereof. [CGEA06]

Explains how different sciences impact

the technology domain and the Systems
Engineering discipline. [CGEA07]

Explains why uncertainty is an important

factor in engineering and explains how it
might arise from many sources.
[CGEA08]
RE: GENERAL ENGINEERING

ematics, science and engineering and their application.

med in a technical scientific environment and as a result, a good understanding of mathematic

on for effective Systems Engineering. Without this, systems engineers cannot communicate eff
other domains.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses scientific and mathematical Selects software-based tools together
knowledge when performing engineering with the products they create to facilitate
tasks. [CGES01] and progress engineering tasks.
[CGEP01]

Uses appropriate engineering Uses selected software-based tools

approaches when performing together with the products they create to
engineering tasks. [CGES02] facilitate and progress engineering tasks.
[CGEP02]

Explains the concept of “variation” and Selects scientific and mathematical

its effect in engineering tasks. [CGES03] methods to be used in support of tasks
and justifies their selection. [CGEP03]
Uses proven analytical methods when Selects relevant engineering approaches
performing engineering tasks, while and methods to be used in support of
appreciating the limitations of their engineering tasks and justifies their
applicability. [CGES04] selection. [CGEP04]

Uses software-based tools, together with Uses probability and statistics in

the products they create, to facilitate and engineering tasks recognizing benefits
progress engineering tasks. [CGES05] and limitations on results obtained.
[CGEP05]

Explains why the value of a Determines the level of variation or

mathematical approach can be limited in probability appropriate to the current
a human-centric or human-originated task and justifies this decision. [CGEP06]
system, with examples. [CGES06]

Acts creatively or innovatively when Uses practical and proven engineering

performing own activities. [CGES07] principles to structure engineering tasks.
[CGEP07]

Develops own understanding of this Reviews situations using well-

competency area through Continual established engineering principles and
Professional Development (CPD). uses these assessments to make sound
[CGES08] engineering judgements. [CGEP08]

Adapts engineering approaches to take

account of human-centric aspects of
systems development. [CGEP09]
Uses creative or innovative approaches
when performing project activities.
[CGEP10]

Guides new or supervised practitioners in

Core Engineering principles in order to
develop their knowledge, abilities, skills
or associated behaviors. [CGEP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [CGEP12]
g of mathematics, science coupled with a sound appreciation of core engineering
communicate effectively and

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in general engineering in
for general engineering, including order to improve best practice beyond
associated tools. [CGEL01] the enterprise boundary. [CGEE01]

Adapts mathematics and engineering Advises organizations beyond the

principles so that they can be applied to enterprise boundary on the suitability of
specific engineering situations on behalf their approach to general engineering
of the enterprise. [CGEL02] activities. [CGEE02]

Communicates the difference between Develops new applications of

scientific and engineering approaches in mathematical methods to engineering
order to engage with pure scientific practices applicable beyond the
advances on behalf of the enterprise. enterprise boundary. [CGEE03]
[CGEL03]
Assesses items across the enterprise for Advises organizations beyond the
the appropriate level of understanding of enterprise boundary on their handling of
impact of variation and uncertainty on complex general engineering challenges.
engineering outcomes. [CGEL04] [CGEE04]

Advises stakeholders across the Maintains own awareness of

enterprise on issues requiring the developments in sciences, technologies
application of engineering judgment. and related engineering disciplines
[CGEL05] beyond the enterprise boundary,
recognizing areas where new
evelopments might be applicable within
their own discipline or enterprise.
Fosters creative or innovative [CGEE05
Fosters creative or innovative
approaches to performing general approaches to performing general
engineering activities across the engineering activities beyond the
enterprise. [CGEL06] enterprise boundary. [CGEE06]

Advises stakeholders across the Champions the introduction of novel

enterprise on issues affecting the techniques and ideas in general
“broader” engineering approach to engineering, beyond the enterprise
engineering activities. [CGEL07] boundary, in order to develop the wider
Systems Engineering ommunity in this
competency. [CGEE07]

Judges the quality of engineering Coaches individuals beyond the

judgments made by others across the enterprise boundary in general
enterprise. [CGEL08] engineering techniques in order to
further develop their knowledge, abilities,
skills or associated behaviors. [CGEE08]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in general engineering area through specialist Continual
techniques in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [CGEE09]
behaviors. [CGEL09]
Promotes the introduction and use of
novel techniques and ideas in general
engineering across the enterprise, to
improve enterprise competence in this
area. [CGEL10]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CGEL11]
Sheet Index
COMPETENCY AREA - CORE: CRITICAL THINKING

Description:
The objective analysis and evaluation of a topic in order to form a judgement.

Why it matters:
Artifacts produced during the conduct of Systems Engineering need to be defendabl
decisions. A failure to apply critical thinking may lead to invalid outputs including de

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why conclusions and arguments
made by others may be based upon
incomplete, potentially erroneous or
inadequate information, with examples.
[CCTA01]

Identifies logical steps in an argument or

proposition and the information needed
to justify each. [CCTA02]

Explains why assumptions are important

and why there is a need to ensure that
they are based upon sound information.
[CCTA03]
Explains the relationship between
assumptions and risk and why
assumptions need to be validated.
[CCTA04]

Explains why ideas, arguments, and

solutions need to be critically evaluated.
[CCTA05]

Lists common techniques and

approaches used to propose or define
arguments. [CCTA06]

Explains how own perception of

arguments from others may be biased
and how this can be recognized.
[CCTA07]

Explains how different Stakeholders

experiences may cause arguments to be
presented in an incomplete or biased
manner and how this can be overcome.
[CCTA08]
RE: CRITICAL THINKING

luation of a topic in order to form a judgement.

conduct of Systems Engineering need to be defendable. Critical thinking helps improve the qua
tical thinking may lead to invalid outputs including decisions and the solutions from which they

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Collates evidence constructing Reviews work performed for the quality
arguments needed in order to make of critical thinking applied in deriving
informed decisions. [CCTS01] outcomes. [CCTP01]

Uses logical relationships and Reviews the impact of assumptions or

dependencies between propositions to weak logic in order to locate substantive
develop an argument. [CCTS02] arguments. [CCTP02]

Uses critical thinking techniques to Develops robust arguments when

review own work to test logic, responding to critical thinking analyses.
assumptions, arguments, approach and [CCTP03]
conclusions. [CCTS03]
Prepares robust arguments in order to Uses a range of different critical thinking
respond to critical thinking within a approaches to challenge conclusions of
collaborate environment. [CCTS04] others. [CCTP04]

Reviews ideas from others in order to Guides new or supervised practitioners in

improve the quality of their own System thinking in order to develop their
approach, decisions or conclusions. knowledge, abilities, skills or associated
[CCTS05] behaviors. [CCTP05]

Identifies weaknesses and assumptions Maintains and enhances own

in their own arguments. [CCTS06] competence in this area through
Continual Professional Development
(CPD) activities. [CCTP06]

Uses common techniques to propose

defining or challenging arguments, and
conclusions, with guidance. [CCTS07]

Identifies potential limitations in others’

which may impact arguments made
regarding proposals or ideas. [CCTS08]

Identifies own perspective for potential

cognitive bias for or against arguments
made by others and modifies approach
accordingly. [CCTS09]
Develops own understanding of this
competency area through Continual
Professional Development (CPD).
[CCTS10]
 improve the quality of input information, assumptions and
s from which they are derived.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in critical thinking in order to
for critical thinking, including associated improve best practice beyond the
tools. [CCTL01] enterprise boundary. [CCTE01]

Uses a range of techniques and Advises organizations beyond the

viewpoints to critically evaluate enterprise boundary on the suitability of
assumptions, approaches, arguments, their approach to critical thinking
conclusions and decisions made across activities. [CCTE02]
the enterprise. [CCTL02]

Identifies alternative approaches to an Advises organizations beyond the

existing approach to problem solving, to enterprise boundary on complex or
address flawed thinking and its results. sensitive assumptions, approaches,
[CCTL03] arguments, conclusions and decisions.
[CCTE03]
Judges impact of weak, incomplete or Advises organizations beyond the
flawed arguments, conclusions and enterprise boundary on the resolution of
decisions made across the enterprise. weak, incomplete, or flawed approaches
[CCTL04] impacting arguments, conclusions and
decisions made. [CCTE04]

Produces logical and clear explanations Develops own critical thinking expertise
in support of the resolution of intricate or through regular review and analysis of
difficult situations across the enterprise. critical thinking successes and failures
[CCTL05] documented beyond the enterprise
boundary. [CCTE05}

Assesses uncertainty in situational Champions the introduction of novel

assessment made across the enterprise, techniques and ideas in critical thinking,
recommending approaches to address beyond the enterprise boundary, in order
the impact of this. [CCTL06] to develop the wider Systems
Engineering community n this
competency. [CCTE06]

Uses own experiences to inform the Coaches individuals beyond the

critical examination of novel scenarios or enterprise boundary in critical thinking in
domains across the enterprise. [CCTL07] order to further develop their knowledge,
abilities, skills or associated behaviors.
[CCTE07]

Judges aspects of decision-making which Maintains expertise in this competency

require deeper critical review on behalf area through specialist Continual
of the enterprise. [CCTL08] Professional Development (CPD)
activities. [CCTE08]

Develops own critical thinking

approaches through a regular analysis of
both personal experiences and the
experiences of others across the
enterprise. [CCTL09]
Coaches or mentors practitioners across
the enterprise in critical thinking in order
to develop their knowledge, abilities,
skills or associated behaviors. [CCTL10]

Promotes the introduction and use of

novel techniques and ideas in critical
thinking across the enterprise, to
improve enterprise competence in this
area. [CCTL11]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CCTL12]
Sheet Index
COMPETENCY AREA - CORE: SYSTEMS MODELING AND ANALYSIS

Description:
Modeling is a physical, mathematical, or logical representation of a system entity, ph
understanding and decision making across the life cycle. A key part of systems analy

Why it matters:
Modeling, analysis and simulation can provide early, cost effective, indications of fun
and supporting the verification and validation of a solution. Modeling and simulation
of the system.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why system representations are
required and the benefits they can bring
to developments. [CSMA01]

Explains the scope and limitations of

models and simulations, including
definition, implementation and analysis.
[CSMA02]

Explains different types of modeling and

simulation approaches. [CSMA03]
Explains how the purpose of modeling
and simulation affect the approach
taken. [CSMA04]

Explains why functional analysis and

modeling is important in Systems
Engineering. [CSMA05]

Explains the relevance of outputs from

systems modeling and analysis, and how
these relate to overall system
development. [CSMA06]

Explains the difference between

modeling and simulation. [CSMA07]

Describes a variety of system analysis

techniques that can be used to derive
information about a system. [CSMA08]

Explains why the benefits of modeling

can only be realized if choices made in
defining the model are correct. [CSMA09]
Explains why models and simulations
have a limit of valid use, and the risks of
using models and simulations outside
those limits. [CSMA10]
RE: SYSTEMS MODELING AND ANALYSIS

matical, or logical representation of a system entity, phenomenon, or process. System analysis

aking across the life cycle. A key part of systems analysis is modeling.

ion can provide early, cost effective, indications of function and performance, thereby driving
and validation of a solution. Modeling and simulation also allow the exploration of scenarios o

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses modeling and simulation tools and Identifies project-specific modeling or
techniques to represent a system or analysis needs that need to be
system element. [CSMS01] addressed when performing modeling on
a project. [CSMP01]

Analyzes outcomes of modeling and Creates a governing process, plan and

analysis and uses this to improve associated tools for systems modeling
understanding of a system. [CSMS02] and analysis in order to monitor and
control systems modeling and analysis
activities on a ystem or system element.
[CSMP02]

Analyzes risks or limits of a model or Determines key parameters or

simulation. [CSMS03] constraints, which scope or limit the
modeling and analysis activities.
[CSMP03]
Uses systems modeling and analysis Uses a governing process and
tools and techniques to verify a model or appropriate tools to manage and control
simulation. [CSMS04] their own system modelling and analysis
activities. [CSMP04]

Prepares inputs used in support of model Analyzes a system, determining the

development activities. [CSMS05] representation of the system or system
element, collaborating with model
stakeholders as required. [CSMP05]

Uses different types of models for Selects appropriate tools and techniques
different reasons. [CSMS06] for system modeling and analysis.
[CSMP06]

Uses system analysis techniques to Defines appropriate representations of a

derive information about the real system. system or system element. [CSMP07]
[CSMS07]

Develops own understanding of this Uses appropriate representations and

competency area through Continual analysis techniques to derive information
Professional Development (CPD). about a real system. [CSMP08]
[CSMS08]

Ensures the content of models that are

produced within a project are controlled
and coordinated. [CSMP09]
Uses systems modeling and analysis
tools and techniques to validate a model
or simulation. [CSMP10]

Guides new or supervised practitioners in

modeling and systems analysis to
operation in order to develop their
knowledge, abilities, skills or associated
behaviors. [CSMP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [CSMP12]
System analysis provides a rigorous set of data and information to aid technical

thereby driving the solution design, enabling risk mitigation

on of scenarios outside the normal operating parameters

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Modeling and
for systems modeling and analysis Analysis in order to improve best practice
definition and management, including beyond the enterprise boundary.
associated tools. [CSML01] [CSME01]

Judges the correctness of tailoring of Advises organizations beyond the

enterprise-level modeling and analysis enterprise on the appropriateness of
processes to meet the needs of a project, their selected approaches in any given
on behalf of the enterprise. [CSML02] level of complexity and novelty.
[CSME02]

Advises stakeholders across the Advises organizations beyond the

enterprise, on systems modeling and enterprise boundary on the modeling and
analysis. [CSML03] analysis of complex or novel systems, or
system elements. [CSME03]
Coordinates modeling or analysis Advises organizations beyond the
activities across the enterprise in order enterprise boundary on the model or
to determine appropriate representations analysis validation issues and risks.
or analysis of complex system or system [CSME04]
elements. CSML04]

Adapts approaches used to Advises organizations beyond the

accommodate complex or challenging enterprise boundary on the suitability of
aspects of a system of interest being their approach to systems modeling and
modeled or analyze on projects across analysis. [CSME05]
the enterprise. [CSML05]

Assesses the outputs of systems Advises organizations beyond the

modeling and analysis across the enterprise boundary on complex or
enterprise to ensure that the results can sensitive systems modeling and analysis
be used for the intended purpose. issues. [CSME06]
[CSML06]

Advises stakeholders across the Champions the introduction of novel

enterprise on selection of appropriate techniques and ideas in Systems
modeling or analysis approach across the modeling and analysis, beyond the
enterprise. [CSML07] enterprise boundary, in order to develop
the wider Systems engineering
community in this competency.
[CSME07]
Coordinates the integration and Coaches individuals beyond the
combination of different models and enterprise boundary in systems modeling
analyses for a system or system element and analysis, in order to further develop
across the enterprise. [CSML08] their knowledge, abilities, skills or
associated behaviors. [CSME08]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in systems modeling and area through specialist Continual
analysis in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [CSME09]
behaviors. CSML09]
Promotes the introduction and use of
novel techniques and ideas in Systems
Modeling and Analysis across the
enterprise, to improve enterprise
competence in this area. CSML10]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [CSML11]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: COMMUNICATIONS

Description:
The dynamic process of transmitting or exchanging information using various princip
graphics, language, etc. Communication includes all interactions between individual

Why it matters:
Communication plays a fundamental role in all facets of business within an organiza
common understanding and build and maintain relationships and other intangible be
on projects.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains communications in terms of the
sender, the receiver, and the message
and why these three parameters are
central to the success of any team
communication. [PCCA01]

Explains why there is a need for clear

and concise communications. [PCCA02]

Describes the role communications has

in developing positive relationships.
[PCCA03]
Explains why employing the appropriate
means for communications is essential.
[PCCA04]

Explains why openness and transparency

in communications matters. [PCCA05]

Explains why systems engineers need to

listen to stakeholders’ point of view.
[PCCA06]
OFESSIONAL: COMMUNICATIONS

mitting or exchanging information using various principles such as verbal, speech, body-langua
munication includes all interactions between individuals, individuals and groups or between diff

mental role in all facets of business within an organization, in order to: transfer information bet
uild and maintain relationships and other intangible benefits. Ineffective communication has be

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows guidance received (e.g. from Uses a governing communications plan
mentors) when using communications and appropriate tools to control
skills to plan and control their own communications. [PCCP01]
communications activities. [PCCS01]

Uses appropriate communications Uses appropriate communications

techniques to ensure a shared techniques to ensure a shared
understanding of information with peers. understanding of information with all
[PCCS02] project stakeholders. [PCCP02]

Fosters positive relationships through Uses appropriate communications

effective communications. [PCCS03] techniques to ensure positive
relationships are maintained. [PCCP03]
Uses appropriate communications Uses appropriate communications
techniques to interact with others, techniques to express alternate points of
depending on the nature of the view in a diplomatic manner using the
relationship. [PCCS04] appropriate means of communication.
[PCCP04]

Fosters trust through openness and Fosters a communicating culture by

transparency in communication. finding appropriate language and
[PCCS05] communication styles, augmenting
where necessary to avoid
misunderstanding. [PCCP05]

Uses active listening techniques to clarify Uses appropriate communications

understanding of information or views. techniques to express own thoughts
[PCCS06] effectively and convincingly in order to
reinforce the content of the message.
[PCCP06]

Develops own understanding of this Uses full range of active listening

competency area through Continual techniques to clarify information or
Professional Development (CPD). views. [PCCP07]
[PCCS07]

Uses appropriate feedback techniques to

verify success of communications.
[PCCP08]

Guides new or supervised Systems

Engineering practitioners in
Communications techniques in order to
develop their knowledge, abilities, skills
or associated behaviors. [PCCP09]
Maintains and enhances own
competence in this area through
Continual Professional Development
(CPD) activities. [PCCP10]
ech, body-language, signals, behavior, writing, audio, video,
s or between different groups.

r information between individuals and groups to develop a

munication has been identified as the root cause of problems

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Communications
for systems engineering Techniques in in order to improve best
communications, including associated practice beyond the enterprise boundary.
tools. [PCCL01] [PCCE01]

Uses best practice communications Advises organizations beyond the

techniques to improve the effectiveness enterprise boundary on the suitability of
of Systems Engineering activities across their approach to communications.
the enterprise. [PCCL02] [PCCE02]

Maintains positive relationships across Fosters a collaborative learning, listening

the enterprise through effective atmosphere amongst key stakeholders
communications in challenging beyond the enterprise boundary.
situations, adapting as necessary to [PCCE03]
achieve communications clarity or to
improve the relationship. [PCCL03]
Uses effective communications Advises organizations beyond the
techniques to convince stakeholders enterprise boundary on complex or
across the enterprise to reach consensus sensitive communications-related
in challenging situations. [PCCL04] matters affecting Systems Engineering.
[PCCE04]

Uses a proactive style, building Champions the introduction of novel

consensus among stakeholders across techniques and ideas in
the enterprise using techniques “communications”, beyond the
supporting the verbal messages (e.g. enterprise boundary, in order to develop
non-verbal communication). [PCCL05] the wider Systems Engineering
community in this competency. [PCCE05]

Adapts communications techniques or Coaches individuals beyond the

expresses ideas differently to improve enterprise boundary in Communications
effectiveness of communications to techniques, in order to further develop
stakeholders across the enterprise, by their knowledge, abilities, skills or
changing language, content or style. associated behaviors. [PCCE06]
[PCCL06]

Reviews ongoing communications across Maintains expertise in this competency

the enterprise, anticipating and area through specialist Continual
mitigating potential problems. [PCCL07] Professional Development (CPD)
activities. [PCCE07]

Fosters the wider enterprise vision,

communicating it successfully across the
enterprise. [PCCL08]

Coaches or mentors practitioners across

the enterprise, or those new to this
competency are in order to develop their
knowledge, abilities, skills or associated
behaviors. [PCCL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [PCCL10]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: ETHICS AND PROFESSIONALISM

Description:
Professional ethics encompass the personal, organizational, and corporate standards
knowledge and skills by systems engineers when providing a service to the public. O
professional standards, recognizing obligations to society, the profession and the en

Why it matters:
Systems engineers are routinely trusted to apply their skills, make judgments and to
skills. It is important that the professional systems engineer always acts ethically, in
and the environment are met.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why Systems Engineering has a
social significance. [PEPA01]

Describes applicable codes of conduct for

professional systems engineers including
institutional or company codes of
conduct. [PEPA02]

Lists typical safety standards and

requirements. [PEPA03]
Explains why security has become
increasingly important general
requirement in the development of
systems and provides examples.
[PEPA04]

Explains why there is a need to

undertake engineering activities in a way
that contributes to sustainable,
environmentally sound development and
the relationship these have with the
economic sustainability of a system.
[PEPA05]
Explains why there is a need to
undertake engineering activities in a way
that considers diversity, equality and
inclusivity, and provides examples.
[PEPA06]

Explains why it is necessary to develop,

plan, carry out, and record Continued
Professional Development (CPD) in order
to maintain and enhance competence in
own area of practice. [PEPA07]

Explains why Systems Engineering has a

relationship to ethics and
professionalism. [PEPA08]
OFESSIONAL: ETHICS AND PROFESSIONALISM

the personal, organizational, and corporate standards of behavior expected of systems engine
ms engineers when providing a service to the public. Overall, competence in ethics and profess
izing obligations to society, the profession and the environment.

ly trusted to apply their skills, make judgments and to reach unbiased, informed and potential
rofessional systems engineer always acts ethically, in order to maintain trust, ensure professio

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Complies with applicable codes of Follows governing ethics and
professional conduct within the professionalism guidance, adapting as
enterprise. [PEPS01] required to address new situations if
required. [PEPP01]

Follows safe systems principles at work, Acts to ensure safe systems are used at
by interpreting relevant health, safety work, by interpreting relevant health,
and welfare processes, legislation and safety and welfare legislation and
standards seeking guidance if required. standards. [PEPP02]
[PEPS02]

Follows systems security principles at Acts to promote consideration and

work, by interpreting relevant security elimination of security issues or threats
processes, legislation and standards across project activities. [PEPP03]
seeking guidance if required. [PEPS03]
Acts to ensure their own activities are Ensures compliance with relevant
performed in a way that contributes to workplace social and employment
sustainable development. [PEPS04] legislation and regulatory framework
across the project. [PEPP04]

Acts to ensure their own activities are Fosters a sustainable development,

conducted in a way that reduces their taking personal responsibility to promote
environmental impact. [PEPS05] this area in project activities. [PEPP05]

Acts to take on personal responsibility for Fosters an environmentally sound

ensuring their own activities consider approach to project activities, taking
diversity, equality and inclusivity. personal responsibility to promote
[PEPS06] environmental and community
considerations in project activities.
[PEPP06]

Proposes changes to the project or Acts to address own professional

organization which maintain and development needs in order to maintain
enhance the quality of the environment and enhance professional competence in
and community and meet financial own area of practice, evaluating
objectives. [PEPS07] outcomes against any plans made.
[PEPP07]

Maintains personal continual Acts to ensure all members of the

development records and plans. project/team operate with integrity and
[PEPS08] in an ethical manner. [PEPP08]

Acts with integrity when fulfilling own Acts in an ethical manner when fulfilling
responsibilities. [PEPS09] their own responsibilities, without
support of guidance. [PEPP09]
Acts ethically when fulfilling own Guides new or supervised practitioners in
responsibilities. [PEPS10] matters relating to ethics and
professionalism, including career
development planning, in order to
develop their knowledge, bilities, skills
or associated behaviors. [PEPP10]

Develops own understanding of this Maintains and enhances own

competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[PEPS11] (CPD) activities. [PEPP11]
 f systems engineers. Professional ethics also encompasses the use of specialist
thics and professionalism can be summarized by a personal commitment to

ed and potentially significant decisions because of their specialized knowledge and

ensure professional standards are upheld, and that their wider obligations to society,

LEAD PRACTITIONER EXPERT

Promotes best practice ethics and Communicates own knowledge and
professionalism across the enterprise. experience in ethics and professionalism
[PEPL01] in order to improve best practice beyond
the enterprise boundary. [PEPE01]

Judges compliance with relevant Persuades legislative and regulatory

workplace social and employment framework stakeholders beyond the
legislation and regulatory framework on enterprise to follow a particular path for
behalf of the enterprise. [PEPL02] in support of improving professionalism
and ethics within systems Engineering.
[PEPE02]

Deleted [PEPL03] Persuades stakeholders beyond the

enterprise boundary to improve health,
safety and welfare issues, systems or
safety culture in their activities. [PEPE03]
Judges the security of systems across the Persuades stakeholders beyond the
organization, including compliance with enterprise boundary to address security
requirements, security risk management issues, systems or security culture in
and security awareness culture, on their activities. [PEPE04]
behalf of the enterprise. [PEPL04]

Promotes the goal of performing Persuades stakeholders beyond the

engineering activities in a sustainable enterprise boundary to address relevant
manner across the enterprise. [PEPL05] employment and social regulatory
compliance issues within their activities.
[PEPE05]

Promotes the goal of performing Champions the development of a

engineering activities in an sustainable and environmentally sound
environmentally sound manner across approach to systems engineering beyond
the enterprise. [PEPL06] the enterprise boundary. [PEPE06]

Judges continual professional Advises organizations beyond the

development planning activities at enterprise boundary on the suitability of
enterprise level to ensure they maintain their approach to ethics and
and enhance organizational and professionalism. [PEPE07]
individual competencies. [PEPL07]

Coaches or mentors practitioners across Champions an ethical and professional

the enterprise in matters relating to culture beyond the enterprise boundary.
ethics and professionalism, including [PEPE08]
career development planning. in order to
develop their knowledge, abilities, skills
or associated behaviors. [PEPL08]

Promotes the introduction and use of Champions the introduction of novel

novel techniques and ideas in ethics and techniques and ideas in Systems
professionalism across the enterprise, to Engineering ethics and professionalism,
improve enterprise competence in this beyond the enterprise boundary, in order
area. [PEPL09] to develop the wider Systems
Engineering community in these
competencies. [PEPE09]
Develops expertise in this competency Coaches individuals beyond the
area through specialist Continual enterprise boundary in ethics and
Professional Development (CPD) professionalism, including career
activities. [PEPL10] development planning in order to further
develop their knowledge, bilities, skills
or associated behaviors. [PEPE10]

Maintains expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [PEPE11]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: TECHNICAL LEADERSHIP

Description:
Systems Engineering technical leadership is the combination of the application of te
encompasses an understanding of customer need, problem solving, creativity and in
accountability skills coupled with core Systems Engineering competency and engine

Why it matters:
The complexity of modern system designs, the severity of their constraints and the n
the highest levels of technical excellence and integrity throughout the life cycle. Sys

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the role of technical leadership
within Systems Engineering. [PTLA01]

Defines the terms “vision”, “strategy”

and “goal” terms explaining why each is
important in leadership. [PTLA02]

Explains why understanding the strategy

is central to Systems Engineering
leadership. [PTLA03]
Explains why fostering collaboration is
central to Systems Engineering. [PTLA04]

Explains why the art of communications

is central to Systems Engineering
including the impact of poor
communications. [PTLA05]

Explains how technical analysis, problem-

solving techniques and established best
practices can be used improve the
excellence of Systems Engineering
solutions. [PTLA06]

Explains how creativity, ingenuity,

experimentation and accidents or errors,
often lead to technological and
engineering successes and advances and
provides examples. [PTLA07]

Explains how different sciences impact

the technology domain and the
engineering discipline. [PTLA08]

Explains how complexity impact the role

of the engineering leader. [PTLA09]
OFESSIONAL: TECHNICAL LEADERSHIP

leadership is the combination of the application of technical knowledge and experience in Sys
g of customer need, problem solving, creativity and innovation skills, communications, team b
th core Systems Engineering competency and engineering instinct.

em designs, the severity of their constraints and the need to succeed in a high tempo, high-st
excellence and integrity throughout the life cycle. Systems Engineering technical leadership he

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows guidance received (e.g. from Follows guidance received to develop
mentors), to plan and control their own their own technical leadership skills,
technical leadership activities or using leadership techniques and tools as
approaches. [PTLS01] instructed. [PTLP01]

Acts to gain trust in their Systems Acts with integrity in their leadership
Engineering leadership activities. activities, being trusted by their team.
[PTLS02] [PTLP02]

Complies with a project, or wider, vision Guides and actively co-ordinates

in performing Systems Engineering Systems Engineering activities across a
leadership activities. [PTLS03] team, combining appropriate
professional and technical competencies,
with demonstrable success.
[PTLP03]
Uses team and project to guide direction, Develops technical vision for a project
thinking strategically, holistically and team, influencing and integrating the
systemically when performingo wn viewpoints of others in order to gain
Systems Engineering leadership acceptance. [PTLP04]
activities. [PTLS04]

Recognizes constructive criticism from Identifies a leadership strategy to

others following guidance to improve support of project goals, changing as
their SE leadership. [PTLS05] necessary, to ensure success. [PTLP05]

Uses appropriate mechanisms to offer Recognizes constructive criticism from

constructive criticism to others on the others within the enterprise following
team. [PTLS06] guidance to improve their SE leadership.
[PTLP06]

Elicits viewpoints from others when Uses appropriate communications

developing solutions as part of their techniques to offer constructive criticism
Systems Engineering leadership role. to others on the team. [PTLP07]
[PTLS07]

Uses appropriate communications Fosters a collaborative approach in their

mechanisms to reinforce their Systems Systems Engineering leadership
Engineering leadership activities. activities. [PTLP08]
[PTLS08]

Acts creatively and innovatively in their Fosters the empowerment of team

SE leadership activities. [PTLS09] members, by supporting, facilitating,
promoting, giving ownership and
supporting them in their endeavors.
[PTLP09]
Identifies concepts and ideas in sciences, Uses best practices communications
technologies or engineering disciplines techniques in their leadership activities,
beyond their own discipline, applying in order to express their ideas clearly and
them to benefit their own Systems effectively. [PTLP10]
Engineering leadership activities on a
project. [PTLS10]

Develops own understanding of this Develops strategies for leadership

competency area through Continual activities or the resolution of team
Professional Development (CPD). issues, using creativity and innovation.
[PTLS11] [PTLP11]

Guides new or supervised practitioners in

matters relating to technical leadership
in Systems Engineering, in order to
develop their knowledge, abilities, skills
or associated behaviors. [PTLP12]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [PTLP13]
experience in Systems Engineering with appropriate professional competencies. This
nications, team building, relationship management, operational oversight and

h tempo, high-stakes environment where competitive advantage matters, demands

ical leadership helps teams meet these challenges.

LEAD PRACTITIONER EXPERT

Uses best practice technical leadership Communicates own knowledge and
techniques to guide, influence and gain experience in technical leadership in
trust from systems engineering order to improve best practice beyond
stakeholders across the enterprise. . the enterprise boundary. [PTLE01]
[PTLL01]

Reacts professionally and positively to Advises organizations beyond the

constructive criticism received from enterprise boundary on the suitability of
others across the enterprise. [PTLL02] their approach to technical leadership
issues. [PTLE02]

Uses appropriate communications Guides and actively co-ordinates the

techniques to offer constructive criticism progress of Systems Engineering
to others across the enterprise. [PTLL03] activities beyond the enterprise
boundary, combining appropriate
professional competencies with technical
knowledge and experience. [PTLE03]
Fosters stakeholder collaboration across Guides and actively co-ordinates the
the enterprise, sharing ideas and progress of collaborative activities
knowledge and establishing mutual trust. beyond the enterprise boundary,
[PTLL04] establishing mutual trust. [PTLE04]

Fosters the empowerment of individuals Fosters empowerment of others beyond

across the enterprise, by supporting, the enterprise boundary. [PTLE05]
facilitating, promoting, giving ownership
and supporting them in their endeavors.
[PTLL05]

Acts with creativity and innovation, Advises organizations beyond the

applying problem solving techniques to enterprise boundary on complex or
develop strategies or resolve complex sensitive team leadership problems or
project or enterprise technical leadership issues, applying creativity and innovation
issues. [PTLL06] to ensure successful delivery. [PTLE06]

Coaches or mentors practitioners across Uses their extended network and

the enterprise in technical and leadership influencing skills to gain collaborative
issues in order to develop their agreement with key stakeholders beyond
knowledge, abilities, skills or associated the enterprise boundary in order to
behaviors. [PTLL07] progress project or their own enterprise
needs. [PTLE07]

Promotes the introduction and use of Champions the introduction of novel

novel techniques and ideas in SE techniques and ideas in Systems
technical leadership across the Engineering technical leadership, beyond
enterprise, to improve enterprise the enterprise boundary, in order to
competence in this area. [PTLL08] develop the wider Systems Engineering
community in this competency. [PTLE08]

Develops expertise in this competency Coaches individuals beyond the

area through specialist Continual enterprise boundary, in technical
Professional Development (CPD) leadership techniques in order to further
activities. [PTLL09] develop their knowledge, abilities, skills
or associated behaviors.
[PTLE09]
Maintains expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [PTLE10]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: NEGOTIATION

Description:
Negotiation is a dialogue between two or more parties intended to reach a beneficia
of these issues. This beneficial outcome can be for all parties involved, or just for on
for an individual or collective, or to craft outcomes to satisfy various interests. It is o
an agreement.

Why it matters:
Systems Engineers are the “glue” that hold elements of a complex system developm
of a project, interacting with different types of stakeholders and organizations. This n
between differing groups of stakeholders. Good negotiation skills are central to this a

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains key terminology associated with
negotiation. [PNEA01]

Describes situations where it may be

necessary to negotiate and why.
[PNEA02]

Explains how different stakeholders hold

different positions and bargaining power.
[PNEA03]
Identifies situations which do or do not
require negotiation, to support
negotiating strategies. [PNEA04]
OFESSIONAL: NEGOTIATION

een two or more parties intended to reach a beneficial outcome over one or more issues where
outcome can be for all parties involved, or just for one or some of them. Negotiation aims to r
or to craft outcomes to satisfy various interests. It is often conducted by putting forward a posi

ue” that hold elements of a complex system development together. To achieve success, they n
fferent types of stakeholders and organizations. This necessitates resolution of many different
akeholders. Good negotiation skills are central to this activity

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Develops good working level Follows established best practice
relationships with counterparts by strategies for negotiation in terms of
negotiating to resolve routine issues. preparation, approach, strategy, tactics
[PNES01] and style. [PNEP01]

Collates data from a range of sources Negotiates successfully with internal and
through research and analysis to provide external project stakeholders. [PNEP02]
useful input to a negotiation team.
[PNES02]

dentifies stakeholders with different Acts to ensure buy-in and gain trust with
bargaining power on a project. [PNES03] internal stakeholders prior to and during
negotiations. [PNEP03]
Describes key stakeholders’ negotiation Communicates negotiation developments
positions of these stakeholders. [PNES04] to internal stakeholders in order to
manage expectations while keeping all
parties informed. [PNEP04]

Prepares inputs to the review of a Analyzes data from a range of sources to

negotiation, covering the broad make robust fact-based statements
implications and unintended during negotiations, to make available
consequences of a negotiation decision. choices clear and simple to stakeholders.
[PNES05] [PNEP05]

Maintains own confidence in the face of Reacts positively when handling

objections during negotiations. [PNES06] objections or points of view expressed by
others challenging these views without
damaging stakeholder relationship.
[PNEP06]

Develops own understanding of this Reviews the immediate results, broad

competency area through Continual implications and unintended
Professional Development (CPD). consequences of a negotiation decision
[PNES07] to ensure decision is sound. [PNEP07]

Acts with political awareness when

negotiating with key decision-makers.
[PNEP08]

Acts to gain credibility and gains trust

and respect of all parties to negotiations.
[PNEP09]
Guides new or supervised practitioners in
negotiation techniques, in order to
develop their knowledge, abilities, skills
or associated behaviors. [PNEP10]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [PNEP11]
more issues where differences exist with respect to at least one
otiation aims to resolve points of difference, to gain advantage
ng forward a position and making small concessions to achieve

e success, they need to involve themselves in many aspects

of many different types of issue in order to gain agreement

LEAD PRACTITIONER EXPERT

Promotes best practice negotiation Communicates own knowledge and
techniques across the enterprise to experience in negotiation skills in order
improve the effectiveness of systems to improve best practice beyond the
engineering negotiations. [PNEL01] enterprise boundary. [PNEE01]

Judges the suitability of the planned Influences stakeholders beyond the

approach or strategy for negotiations enterprise boundary in support of
affecting Systems Engineering across the negotiations activities affecting Systems
enterprise. [PNEL02] Engineering. [PNEE02]

Guides and actively co-ordinates the Guides and actively co-ordinates the
direction of negotiation teams across the direction of negotiations beyond the
enterprise, accepting accountability for enterprise boundary, on complex or
final negotiation outcomes whether strategic decisions. [PNEE03]
successful or not. [PNEL03]
Adapts personal positions and style Advises organizations beyond the
quickly if circumstances change enterprise boundary on the suitability of
favorably and unfavorably. [PNEL04] their negotiating strategies. [PNEE04]

Acts on behalf of the wider enterprise Champions the introduction of novel

during in tough, challenging negotiating techniques and ideas in negotiation
situations with both external and internal techniques, beyond the enterprise
stakeholders. [PNEL05] boundary, in order to develop the wider
Systems Engineering community in this
competency. [PNEE05]

Acts on behalf of the wider enterprise to Coaches individuals beyond the

gain credibility and gains trust and enterprise boundary, in negotiation
respect of all parties during difficult techniques in order to further develop
negotiations. [PNEL06] their knowledge, abilities, skills or
associated behaviors. [PNEE06]

Acts positively when handling objections Maintains expertise in this competency

or points of view expressed by senior area through specialist Continual
enterprise stakeholders challenging Professional Development (CPD)
views without damaging stakeholder activities. [PNEE07]
relationship and persuading them to
change their mind. [PNEL07]

Persuades third-party decision-makers to

move towards wider enterprise goals,
using good political awareness. [PNEL08]

Acts to accept accountability for final

negotiation outcomes on behalf of the
enterprise, whether successful or not.
[PNEL09]
Coaches or mentors practitioners across
the enterprise in negotiation techniques
in order to develop their knowledge,
abilities, skills or associated behaviors.
[PNEL10]

Promotes the introduction and use of

novel techniques and ideas in negotiation
across the enterprise, to improve
enterprise competence in this area.
[PNEL11]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [PNEL12]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: TEAM DYNAMICS

Description:
Team dynamics are the unconscious, psychological forces that influence the directio
of the team’s work, the personalities within the team, their working relationships wit

Why it matters:
Team dynamics can be good - for example, when they improve overall team perform
example, when they cause unproductive conflict, demotivation, and prevent the team

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Lists different types of team and the role
of each team within the project or
organization. [PTDA01]

Explains the different stages of team

development and how they affect team
dynamics and performance. [PTDA02]

Explains the positive and negative

features of cooperation and competition
within teams. [PTDA03]
Explains how the effectiveness of
communications affects team dynamics.
[PTDA04]

Explains the differing nature of

disagreement, conflict, and criticism in
teams and core strategies for resolving
conflict. [PTDA05]

Explains why team building can help

form effective teams, what it involves
and its key challenges. [PTDA06]

Identifies different types of teambuilding

activities, their aims and provides
examples. [PTDA07]
OFESSIONAL: TEAM DYNAMICS

scious, psychological forces that influence the direction of a team’s behavior and performance
alities within the team, their working relationships with other people, and the environment in w

for example, when they improve overall team performance and/or get the best out of individua
productive conflict, demotivation, and prevent the team from achieving its goals.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Identifies when and when not to identify Acts collaboratively with other teams to
own positions, roles and responsibilities accomplish interdependent project or
within different teams within the project organizational goals. [PTDP01]
or organization. [PTDS01]

Uses team dynamics to improve their Recognizes the dynamic of their team
effectiveness in performing team goals. and applies best practice to improve this
[PTDS02] as necessary. [PTDP02]

Identifies the stage (e.g. forming, Fosters a common understanding of an

Storming, Norming etc.) at which each of assignment in line with organizational
the teams within which they participate intent within their team. [PTDP03]
is operating and provides rationale.
[PTDS03]
Explains the building blocks of successful Fosters cooperation and pride within the
team performance and why they affect team through strategies focused on
performance. [PTDS04] group goals, communication, and
interpersonal actions. [PTDP04]

Explains how team goals, Identifies negative behaviors within the

communication, and interpersonal team, challenging these to create
actions are affected by competitive positive outcomes. [PTDP05]
behaviors. [PTDS05]

Identifies competitive behaviors within a Uses communications skills to offer

team and their potential cause (e.g. constructive feedback to improve team
cultural, personal, and organizational performance, managing emotions as an
reasons). [PTDS06] important aspect of team’s
communications. [PTDP06]

Describes different potential types of Recognizes conflict in a team in order to

team conflict and the differing resolve it. [PTDP07]
techniques available to resolve them.
[PTDS07]

Explains how team dynamics affect Fosters an open team dynamic within the
decision-making. [PTDS08] team so that all team members can
express their opinions and feelings.
[PTDP08]

Develops own understanding of this Uses best practice team dynamics

competency area through Continual techniques to obtain team consensus
Professional Development (CPD). when making decisions. [PTDP09]
[PTDS09]
Uses team-building activities to improve
team dynamics. [PTDP10]

Guides new or supervised practitioners in

negotiation techniques, in order to
develop their knowledge, abilities, skills
or associated behaviors. [PTDP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [PTDP12]
and performance. Team dynamics are created by the nature
environment in which the team works.

st out of individual team members. They can also be bad - for

als.

LEAD PRACTITIONER EXPERT

Uses best practice team dynamics Communicates own knowledge and
techniques to improve the effectiveness experience in negotiation skills in order
of Systems Engineering activities across to improve best practice beyond the
the enterprise. [PTDL01] enterprise boundary. [PTDE01]

Judges the dynamic of teams across the Advises organizations beyond the
enterprise, advising where improvement enterprise boundary on the suitability of
is necessary. [PTDL02] their approach to team dynamics.
[PTDE02]

Advises stakeholders across the Advises organizations beyond the

enterprise, on the selection of enterprise boundary on the selection and
measurable group goals, communication interpretation of goals used to challenge,
or interpersonal actions designed to measure and assess team performance.
improve team performance. [PTDL03] [PTDE03]
Challenges negative behaviors of key Advises organizations beyond the
enterprise stakeholders, with measurable enterprise boundary on how team
success. [PTDL04] members can be rewarded to act
cooperatively. [PTDE04]

Advises stakeholders across the Challenges negative behaviors of beyond

enterprise on different best practice the enterprise boundary, with
team dynamics techniques across the measurable success. [PTDE05]
enterprise depending on the situation
and decision required. [PTDL05]

Fosters communication across the wider Influences key stakeholders beyond the
enterprise building trust through the enterprise boundary to follow a revised
application of team dynamics techniques. path to improve team dynamics across or
[PTDL06] beyond the enterprise. [PTDE06]

Influences key stakeholders across the Champions the introduction of novel

enterprise to follow a revised path to techniques and ideas in team dynamics,
improve a project or enterprise team beyond the enterprise boundary, in order
dynamics. [PTDL07] to develop the wider Systems
Engineering community in this
competency. [PTDE07]

Uses different types of team-building Coaches individuals beyond the

activities depending on the team enterprise boundary, in team dynamics
context, to improve team dynamics in order to further develop their
across the enterprise. [PTDL08] knowledge, abilities, skills or associated
behaviors. [PTDE08]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in team dynamics area through specialist Continual
techniques in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [PTDE09]
behaviors. [PTDL09]
Promotes the introduction and use of
novel techniques and ideas in team
dynamics across the enterprise, to
improve enterprise competence in this
area. [PTDL10]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [PTDL11]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: FACILITATION

Description:
The act of helping others to deal with a process, solve a problem, or reach a goal wit
facilitator.

Why it matters:
Modern systems engineers must perform successfully in environments where accoun
may not achieve the desired results. Numerous sources indicate that an alternative
form of leadership has been named “facilitative leadership”, and is the ability to lead
achieve agreed- upon goals.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the concept of “facilitation”,
summarizing its key characteristics and
techniques. [PFAA01]

Explains how facilitation can help

individuals and groups to achievetheir
goal. [PFAA02]

Describes why the effectiveness of

facilitation can differ during different
stages of group formation. [PFAA03]
Describes how different facilitation skills
can help resolve different forms of
conflict and dissent in a group to mitigate
their impact. [PFAA04]

Describes how facilitation skills

supplement different approaches to
problem solving and the patterns of
thinking associated with each. [PFAA05]
OFESSIONAL: FACILITATION

al with a process, solve a problem, or reach a goal without getting directly involved. The goal i

st perform successfully in environments where accountability expectations are increasing, but

esults. Numerous sources indicate that an alternative form of leadership can address these see
amed “facilitative leadership”, and is the ability to lead without controlling, while making it eas

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Acts as a neutral servant of a group Identifies rules of conduct between
performing a facilitated task. [PFAS01] individuals within a facilitated group.
[PFAP01]

Identifies members of a group in order to Guides a facilitated group problem

perform a facilitated task. [PFAS02] solving session. [PFAP02]

Identifies rules of conduct between Acts to ensure own views and feelings
individuals within a facilitated group, with remain hidden, when facilitating group
guidance. [PFAS03] activities on a project. [PFAP03]
Acts as impartial observer focused on Acts to facilitate self-improvement of the
facilitated group activities, with performance of a group. [PFAP04]
guidance. [PFAS04]

Acts in support of facilitation of a group Acts to engage individuals to improve

problem solving session. [PFAS05] performance of a group. [PFAP05]

Conducts a small, facilitated group Acts to protect individuals and their ideas
problem solving session on their team. from attack within a facilitated group.
[PFAS06] [PFAP06]

Develops own understanding of this Adapts strategy if a facilitated group

competency area through Continual requires a change of direction. [PFAP07]
Professional Development (CPD).
[PFAS07]

Guides and actively co-ordinates a

facilitated group problem solving session
on the project. [PFAP08]

Guides new or supervised practitioners in

facilitation techniques, in order to
develop their knowledge, abilities, skills
or associated behaviors. [PFAP09]
Maintains and enhances own
competence in this area through
Continual Professional Development
(CPD) activities. [PFAP10]
olved. The goal is set by the individuals or groups, not by the

e increasing, but where the use of direct authority

ddress these seemingly contradictory conditions. This
ile making it easier for everyone in the organization to

LEAD PRACTITIONER EXPERT

Uses best practice facilitation techniques Communicates own knowledge and
to improve the effectiveness of Systems experience in facilitation skills in order to
Engineering activities across the improve best practice beyond the
enterprise. [PFAL01] enterprise boundary. [PFAE01]

Creates a plan for a facilitated Advises organizations beyond the

enterprise-level activity, defining enterprise boundary on the suitability of
methods to be used, coordinating the their approach to facilitation. [PFAE02]
logistics of the meeting arrangements.
[PFAL02]

Selects the most appropriate style of Persuades key stakeholders beyond the
facilitation based upon enterprise-level enterprise boundary to support
facilitated group maturity. [PFAL03] facilitated group activities. [PFAE03]
Uses facilitation skills to ensure that an Reviews the suitability of facilitation
enterprise-level facilitated group clarifies programs affecting Systems Engineering
its goals. [PFAL04] beyond the enterprise boundary.
[PFAE04]

Uses facilitation skills to facilitate an Identifies alternative ways of working to

enterprise-level facilitated group towards reinforce collaboration within the context
achieving its objectives. [PFAL05] of a facilitated group with membership
beyond the enterprise boundary.
[PFAE05]

Acts as a referee in times of conflict, Advises organizations beyond the

disagreement or tension within an enterprise boundary on complex or
enterprise-level facilitated group. sensitive matters, conflict disagreement
[PFAL06] or tension affecting facilitated group.
[PFAE06]

Fosters systematic patterns of thinking Acts to anticipate and mitigate potential

during the facilitated enterprise-level problems in facilitation of a group
group problem solving process. [PFAL07] extending beyond the enterprise
boundary. [PFAE07]

Coaches or mentors practitioners across Fosters open communications which

the enterprise in facilitation techniques in surface prevailing mental models and
order to develop their knowledge, challenge a facilitation group extending
abilities, skills or associated behaviors. beyond the enterprise boundary to build
[PFAL08] a shared vision. [PFAE08]

Promotes the introduction and use of Champions the introduction of novel

novel techniques and ideas in facilitation techniques and ideas in facilitation,
across the enterprise, to improve beyond the enterprise boundary, in order
enterprise competence in this area. to develop the wider Systems
[PFAL09] Engineering community in this
competency. [PFAE09]
Develops expertise in this competency Coaches individuals beyond the
area through specialist Continual enterprise boundary, in facilitation
Professional Development (CPD) techniques in order to further develop
activities. [PFAL10] their knowledge, abilities, skills or
associated behaviors. [PFAE10]

Maintains expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [PFAE11]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: EMOTIONAL INTELLIGENCE

Description:
Emotional intelligence is the ability to monitor one’s own and others’ feelings, to disc
usually broken down into four distinct but related proposed abilities: perceiving, usin

Why it matters:
Emotional intelligence is regularly cited as a critical competency for effective leaders
individuals in organizations interact with colleagues, the approaches they use to ma
involves interacting with many diverse stakeholders, emotional intelligence is critica

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why the perception of emotion
is important including differentiating
one’s own emotions from those of others.
[PEIA01]

Explains how emotions can be used to

facilitate thinking such as reasoning,
problem solving, and interpersonal
communication and explains why this is
important. [PEIA02]

Explains why it is important to be able to

understand and analyze emotions.
[PEIA03]
Explains why managing and regulating
emotions in both oneself and in others is
important. [PEIA04]
OFESSIONAL: EMOTIONAL INTELLIGENCE

bility to monitor one’s own and others’ feelings, to discriminate among them, and to use this in
distinct but related proposed abilities: perceiving, using, understanding, and managing emotio

arly cited as a critical competency for effective leadership and team performance in organizati
eract with colleagues, the approaches they use to manage conflict and stress, and their overal
diverse stakeholders, emotional intelligence is critical to its success.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Identifies emotions in one’s physical Uses Emotional Intelligence techniques
states, feelings and thoughts. [PEIS01] to interpret meanings and origins of
emotions and acts accordingly. [PEIP01]

Uses emotional intelligence techniques to Uses Emotional Intelligence techniques

identify the emotions of others via verbal to identify needs related to emotional
and non-verbal cues. [PEIS02] feelings. [PEIP02]

Explains the language used to label Uses emotional intelligence techniques to

emotions. [PEIS03] monitor their own emotions in relation to
others. [PEIP03]
Develops own understanding of this Acts to capitalize fully upon changing
competency area through Continual moods in order to best fit the task at
Professional Development (CPD). hand. [PEIP04]
[PEIS04]

Acts to remain open to feelings, both

those that are pleasant and those that
are unpleasant. [PEIP05]

Acts to control own emotion by

preventing, reducing, enhancing, or
modifying an emotional response.
[PEIP06]

Guides new or supervised practitioners in

emotional intelligence techniques, in
order to develop their knowledge,
abilities, skills or associated behaviors.
[PEIP07]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [PEIP08]
and to use this information to guide thinking and action. This is
managing emotions.

nce in organizations. It influences the success with which

and their overall job performance. As Systems Engineering

LEAD PRACTITIONER EXPERT

Uses best practice emotional intelligence Communicates own knowledge and
techniques to improve the effectiveness experience in emotional intelligence in
of Systems Engineering activities across order to improve best practice beyond
the enterprise. [PEIL01] the enterprise boundary. [PEIE01]

Guides others across the enterprise in Uses emotional intelligence to influence

controlling their own emotional beyond the enterprise boundary.
responses. [PEIL02] [PEIE02]

Uses emotional intelligence techniques in Advises organizations beyond the

tough, challenging situations with both enterprise boundary on the suitability of
external and internal stakeholders, with their approach to emotional intelligence
demonstrable results. [PEIL03] awareness and its utilization. [PEIE03]
Uses emotional intelligence to influence Advises beyond the enterprise boundary
key stakeholders within the enterprise. on complex or sensitive emotionally
[PEIL04] charged issues. [PEIE04]

Coaches or mentors practitioners across Champions the introduction of novel

the enterprise in emotional intelligence techniques and ideas in the application
techniques in order to develop their of emotional intelligence, beyond the
knowledge, abilities, skills or associated enterprise boundary, in order to develop
behaviors. [PEIL05] the wider Systems Engineering
community in this competency. [PEIE05]

Promotes the introduction and use of Coaches individuals beyond the

novel techniques and ideas in Emotional enterprise boundary, in emotional
Intelligence techniques across the intelligence techniques in order to further
enterprise, to improve enterprise develop their knowledge, abilities, skills
competence in this area. [PEIL06] or associated behaviors.
[PEIE06]

Develops expertise in this competency Maintains expertise in this competency

area through specialist Continual area through specialist Continual
Professional Development (CPD) Professional Development (CPD)
activities. [PEIL07] activities. [PEIE07]
Sheet Index
COMPETENCY AREA - PROFESSIONAL: COACHING AND MENTORING

Description:
Coaching and mentoring are development approaches based on the use of one-to-on
Coaching is a non-directive form of development aiming to produce optimal perform
impact an individual’s personal attributes. The process typically lasts for a defined p
greater knowledge to support development of a less experienced member of staff. It
mentoring relationships tend to be longer term than coaching arrangements.

Why it matters:
Coaching and mentoring play an important role in the development of Systems Engi
and cultural insights. They represent learning opportunities for both parties, encoura
organization may benefit through greater retention of staff, improved skills and prod

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes key characteristics and
personal attributes of coach and mentor
roles, and how both approaches help to
develop individual potential. [PMEA01]

Explains how those undergoing coaching

and mentoring need to act in order to
benefit from the activity. [PMEA02]

Explains why listening to an individual’s

goals and objectives is important.
[PMEA03]
Lists enterprise goals and describes the
influence mentoring may have on
meeting those goals. [PMEA04]

Explains why taking a comprehensive

approach to assess an individual’s
challenge is important. [PMEA05]

Describes the design and operation of

the enterprise’s coaching and mentoring
program. [PMEA06]
OFESSIONAL: COACHING AND MENTORING

evelopment approaches based on the use of one-to-one conversations to enhance an individua

m of development aiming to produce optimal performance and improvement at work. It focuse
l attributes. The process typically lasts for a defined period. Mentoring is a relationship where a
development of a less experienced member of staff. It uses many of the techniques associated
o be longer term than coaching arrangements.

an important role in the development of Systems Engineering professionals, providing targeted

resent learning opportunities for both parties, encouraging sharing and learning across genera
ugh greater retention of staff, improved skills and productivity, improved communication, etc.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Identifies areas of own skills, knowledge Coaches (or mentors) others on the
or experience which could be improved. project as part of an enterprise coaching
[PMES01] and mentoring program. [PMEP01]

Identifies personal challenges through Creates career development goals and

various perspectives. [PMES02] objectives with individuals. [PMEP02]

Prepares information supporting the Develops individual career development

development of others within the team. paths based on development goals and
[PMES03] objectives. [PMEP03]
Develops own understanding of this Uses available coaching and mentoring
competency area through Continual opportunities to develop individuals
Professional Development (CPD). within the enterprise. [PMEP04]
[PMES04]

Develops individuals within their team by

supporting them in solving their
individual challenges. [PMEP05]

Guides new or supervised practitioners in

coaching and mentoring techniques, in
order to develop their knowledge,
abilities, skills or associated behaviors.
[PMEP06]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [PMEP07]
ance an individual’s skills, knowledge or work performance.
at work. It focuses on specific skills and goals, although may
ationship where a more experienced colleague shares their
niques associated with coaching. One key distinction is that

roviding targeted development and guidance, organizational

ng across generations and/or between roles. In addition, an
munication, etc.

LEAD PRACTITIONER EXPERT

Promotes the use of best practice Communicates own knowledge and
coaching and mentoring techniques to experience in coaching and mentoring
improve the effectiveness of Systems skills in order to improve best practice
Engineering activities across the beyond the enterprise boundary.
enterprise. [PMEL01] [PMEE01]

Judges the suitability of planned coaching Persuades key stakeholders beyond the
and mentoring programs affecting enterprise boundary to follow a particular
Systems Engineering within the path for coaching and mentoring
enterprise. [PMEL02] activities affecting Systems Engineering.
[PMEE02]

Defines the direction of enterprise Advises organizations beyond the

coaching and mentoring program enterprise boundary on the suitability of
development. [PMEL03] their approach to coaching and
mentoring. [PMEE03]
Guides and actively co-ordinates the Advises organizations beyond the
implementation of an enterprise-level enterprise boundary on the development
coaching and mentoring program. of coaching and mentoring programs.
[PMEL04] [PMEE04]

Assesses career development path Assesses the effectiveness of a

activities for individuals across the mentoring program for an organization
enterprise, providing regular feedback. beyond the enterprise boundary,
[PMEL05] providing regular feedback. [PMEE05]

Advises stakeholders across the Advises organizations beyond the

enterprise on individual coaching and enterprise boundary on complex or
mentoring issues with demonstrable challenging coaching and mentoring
success. [PMEL06] issues. [PMEE06]

Coaches or mentors practitioners across Champions the introduction of novel

the enterprise in coaching and mentoring techniques and ideas in coaching and
techniques in order to develop their mentoring, beyond the enterprise
knowledge, abilities, skills or associated boundary, in order to develop the wider
behaviors. [PMEL07] Systems Engineering community in this
competency. [PMEE07]

Promotes the introduction and use of Coaches individuals beyond the

novel techniques and ideas in Coaching enterprise boundary, in coaching and
and Mentoring across the enterprise, to mentoring techniques in order to further
improve enterprise competence in this develop their knowledge, abilities, skills
area. [PMEL08] or associated behaviors. [PMEE08]

Develops expertise in this competency Maintains expertise in this competency

area through specialist Continual area through specialist Continual
Professional Development (CPD) Professional Development (CPD)
activities. [PMEL09] activities. [PMEE09]
Sheet Index
COMPETENCY AREA - TECHNICAL: REQUIREMENTS DEFINITION

Description:
To analyze the stakeholder needs and expectations to establish the requirements fo

Why it matters:
The requirements of a system describe the problem to be solved (its purpose, how it
are).

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes what a requirement is, the
purpose of requirements and why
requirements are important. [TRDA01]

Describes different types of requirements

and identifies “constraints”, which may
be placed on a system. [TRDA02]

Explains why there is a need for good

quality requirements. [TRDA03]
Identifies major stakeholders and
their needs. [TRDA04]

Explains why managing requirements

throughout the life cycle is important.
[TRDA05]

Describes the relationship between

requirements, testing and acceptance.
[TRDA06]
HNICAL: REQUIREMENTS DEFINITION

eds and expectations to establish the requirements for a system.

describe the problem to be solved (its purpose, how it performs, how it is to be used, maintain

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process using Creates a strategy for requirements
appropriate tools to manage and control definition on a project to support SE
their own requirements definition project and wider enterprise needs.
activities. [TRDS01] [TRDP01]

Identifies examples of internal and Creates a governing process, plan and

external project stakeholders highlighting associated tools for Requirements
their sphere of influence. [TRDS02] Definition, which reflect project and
business strategy. [TRDP02]

Elicits requirements from stakeholders Uses plans and processes for

under guidance, in order to understand requirements definition, interpreting,
their need and ensuring requirement evolving or seeking guidance where
validity. [TRDS03] appropriate. [TRDP03]
Describes the characteristics of good Elicits requirements from stakeholders
quality requirements and provides ensuring their validity, to understand
examples. [TRDS04] their need. [TRDP04]

Describes different mechanisms used to Develops good quality, consistent

gather requirements. [TRDS05] requirements. [TRDP05]

Defines acceptance criteria for Determines derived requirements.

requirements, under guidance. [TRDS06] [TRDP06]

Explains why there may be potential Creates a system to support

requirement conflicts within a requirements management and
requirement set. [TRDS07] traceability. [TRDP07]

Explains how requirements affect design Determines acceptance criteria for

and vice versa. [TRDS08] requirements. [TRDP08]

Defines (or maintains) requirements Negotiates agreement in requirement

traceability information. [TRDS09] conflicts within a requirement set.
[TRDP09]
Reviews developed requirements. Analyzes the impact of changes to
[TRDS10] requirements on the solution and
program. [TRDP10]

Develops own understanding of this Maintains requirements traceability

competency area through Continual information to ensure source(s) and test
Professional Development (CPD). records are correctly linked over the life
[TRDS11] cycle. [TRDP11]

Guides new or supervised practitioners in

Systems Engineering Requirements
Definition to develop their knowledge,
abilities, skills or associated behaviors.
[TRDP12]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TRDP13]
e used, maintained and disposed of and what the expectations of the stakeholders

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for requirements elicitation and requirements definition in order to
management, including associated tools. promote best practice beyond the
[TRDL01] enterprise boundary. [TRDE01]

Judges the tailoring of enterprise-level Persuades key stakeholders beyond the

requirements elicitation and enterprise boundary to address identified
management processes to meet the requirements definition issues to reduce
needs of a project. [TRDL02] project risk. [TRDE02]

Advises on complex or challenging Advises organizations beyond the

requirements from across the enterprise enterprise boundary on the suitability of
to ensure completeness and suitability. their approach to requirements
[TRDL03] definition. [TRDE03]
Defines strategies for requirements Advises organizations beyond the
resolution in situations across the enterprise boundary on the handling of
enterprise where stakeholders (or their complex or sensitive Systems
requirements) demand unusual or Engineering requirements definition
sensitive treatment. [TRDL04] issues. [TRDE04]

Persuades key stakeholders across Champions the introduction of novel

the enterprise to address identified techniques and ideas in the requirements
enterprise-level requirements elicitation definition, beyond the enterprise
and management issues to reduce boundary, in order to develop the
enterprise-level risk. [TRDL05] wider Systems Engineering community
in this competency. [TRDE05]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in Systems Engineering enterprise boundary, in requirements
Requirements Definition in order to definition in order to further develop their
develop their knowledge, abilities, skills knowledge, abilities, skills or associated
or associated behaviors. [TRDL06] behaviors. [TRDE06]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in area through specialist Continual
Requirements Definition across the Professional Development (CPD)
enterprise, to improve enterprise activities. [TRDE07]
competence in this area. [TRDL07]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TRDL08]
Sheet Index
COMPETENCY AREA - TECHNICAL: SYSTEM ARCHITECTING

Description:
The definition of the system structure, interfaces and associated derived requiremen
result that considers all stakeholder requirements (business, technical….). This inclu
demonstration that one or more credible, feasible options exist.

Why it matters:
Effective architectural design enables systems to be partitioned into realizable syste
explore alternative conceptual options as part of architectural analysis may result in

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes the principles of architectural
design and its role within the life cycle.
[TSAA01]

Describes different types of architecture

and provides examples. [TSAA02]

Explains why architectural decisions can

constrain and limit future use and
evolution and provides examples.
[TSAA03]
Explains why there is a need to explore
alternative and innovative ways of
satisfying the requirements. [TSAA04]

Explains why alternative discipline

technologies can be used to satisfy the
same requirement and provides
examples. [TSAA05]

Describes the process and key artifacts

of functional analysis. [TSAA06]

Explains why there is a need for

functional models of the system.
[TSAA07]

Explains how outputs from functional

analysis relate to the overall system
design and provides examples. [TSAA08]
HNICAL: SYSTEM ARCHITECTING

ructure, interfaces and associated derived requirements to produce a solution that can be imp
older requirements (business, technical….). This includes the early generation of potential sys
e credible, feasible options exist.

enables systems to be partitioned into realizable system elements which can be brought togeth
options as part of architectural analysis may result in a non-optimal system. There may be no

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process using Creates a strategy for system
appropriate tools to manage and control architecting on a project to support SE
their own system architectural design project and wider enterprise needs.
activities. [TSAS01] [TSAP01]

Uses analysis techniques or principles Creates a governing process, plan and

used to support an architectural design associated tools for systems architecting,
process. [TSAS02] which reflect project and business
strategy. [TSAP02]

Develops multiple different architectural Uses plans and processes for system
solutions (or parts thereof) meeting the architecting, interpreting, evolving or
same set of requirements to highlight seeking guidance where appropriate.
different options available. [TSAS03] [TSAP03]
Produces traceability information linking Creates alternative architectural designs
differing architectural design solutions to traceable to the requirements to
requirements. [TSAS04] demonstrate different approaches to the
solution. [TSAP04]

Uses different techniques to develop Analyzes options and concepts in order

architectural solutions. [TSAS05] to demonstrate that credible, feasible
options exist. [TSAP05]

Compares the characteristics of different Uses appropriate analysis techniques to

concepts to determine their strengths ensure different viewpoints are
and weaknesses. [TSAS06] considered. [TSAP06]

Prepares a functional analysis using Elicits derived discipline specific

appropriate tools and techniques to architectural constraints from specialists
characterize a system. [TSAS07] to support partitioning and
decomposition. [TSAP07]

Prepares architectural design work Uses the results of system analysis

products (or parts thereof) traceable to activities to inform system architectural
the requirements. [TSAS08] design. [TSAP08]

Develops own understanding of this Identifies the strengths and weaknesses

competency area through Continual of relevant technologies in the context of
Professional Development (CPD). the requirement and provides examples.
[TSAS09] [TSAP09]
Monitors key aspects of the evolving
design solution in order to adjust
architecture, if appropriate. [TSAP10]

Guides new or supervised practitioners in

Systems Architecting to develop their
knowledge, abilities, skills or associated
behaviors. [TSAP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TSAP12]
 that can be implemented to enable a balanced and optimum
n of potential system concepts that meet a set of needs and

be brought together to meet the requirements. Failure to

There may be no viable option (e.g. technology not available).

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Architecting in
for system architectural design including order to promote best practice beyond
associated tools. [TSAL01] the enterprise boundary. [TSAE01]

Assesses the tailoring of enterprise-level Persuades key stakeholders beyond the

system architectural design processes to enterprise boundary in order to facilitate
meet the needs of a project. [TSAL02] the system architectural design.
[TSAE02]

Advises stakeholders across the Advises organizations beyond the

enterprise on selection of architectural enterprise boundary on the suitability of
design and functional analysis their approach to system architectural
techniques to ensure effectiveness and design. [TSAE03]
efficiency of approach. [TSAL03]
Judges the suitability of architectural Advises organizations beyond the
solutions across the enterprise in areas enterprise boundary on improving their
of complex or challenging technical handling of complex or sensitive Systems
requirements or needs. [TSAL04] Architecting issues. [TSAE04]

Assesses system architectures across the Advises organizations beyond the

enterprise, to determine whether they enterprise boundary on improving their
meet the overall needs of individual concept generation activities. [TSAE05]
projects. [TSAL05]

Persuades key stakeholders across the Champions the introduction of novel

enterprise to address identified techniques and ideas in systems
enterprise-level Systems Engineering architecting, beyond the enterprise
architectural design issues to reduce boundary, in order to develop the wider
project cost, schedule or technical risk. Systems Engineeringm community in this
[TSAL06] competency. [TSAE06]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in Systems Architecting in enterprise boundary in Systems
order to develop their knowledge, Architecting, in order to further develop
abilities, skills or associated behaviors. their knowledge, abilities, skills or
[TSAL07] associated behaviors. [TSAE07]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in Systems area through specialist Continual
Architecting across the enterprise, to Professional Development (CPD)
improve enterprise competence in this activities. [TSAE08]
area. [TSAL08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TSAL09]
Sheet Index
COMPETENCY AREA - TECHNICAL: DESIGN FOR…

Description:
Ensuring that the requirements of all life cycle stages are addressed at the correct p
to the design attributes such as manufacturability, testability, reliability, maintainab
and resilience, flexibility, interoperability, capability growth, disposal, cost, natural v
of misuse, out of spec scenarios, component failure, environmental stress and evolv

Why it matters:
Failure to design for these attributes at the correct point in the development life cyc
particular, a robust system provides greater availability during operation.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why there is a need to
accommodate the requirements of all life
cycle stages when determining a
solution. [TDFA01]

Identifies design attributes and explains

why attributes must be balanced using
tradeoff studies. [TDFA02]

Identifies different design specialties and

describes their role and key activities.
[TDFA03]
Explains why it is important to integrate
design specialties into the solution and
how this can be a potential source of
conflict with requirements. [TDFA04]

Explains how design specialties can

affect the cost of ownership and provides
examples. [TDFA05]

Explains how the design, throughout the

life cycle, affects the robustness of the
solution. [TDFA06]

Describes the relationship between

reliability, availability, maintainability
and safety. [TDFA07]
HNICAL: DESIGN FOR…

s of all life cycle stages are addressed at the correct point in the system design. During the des
s manufacturability, testability, reliability, maintainability, affordability, safety, security, human
operability, capability growth, disposal, cost, natural variations etc. Includes the need to design
os, component failure, environmental stress and evolving needs.

butes at the correct point in the development life cycle may result in the attributes never bein
vides greater availability during operation.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process using Creates a strategy for “Designing for…”
appropriate tools and techniques to specialties on a project to support SE
manage and control their own specialty project and wider enterprise needs.
engineering activities, interpreting, [TDFP01]
evolving or seeking guidance
where appropriate. [TDFS01]

Explains the concept of design attributes, Creates a governing process, plan and
explaining how they influence the design. associated tools for Specialty engineering
[TDFS02] which reflect project and business
strategy. [TDFP02]

Selects design attributes in order to Uses governing plans and processes to

balance differing specialty engineering ensure Specialty engineering is
needs. [TDFS03] accommodated in the evolving design,
interpreting, evolving or seeking
guidance where appropriate.
[TDFP03]
Reviews design attributes with specialists Selects design attributes throughout the
to ensure they are addressed. [TDFS04] design process balancing these to
support specialty engineering needs.
[TDFP04]

Identifies conflicting demands from Identifies the appropriate specialists to

differing design specialties and records ensure it addresses design attributes
these in trade studies in order to effectively and at the correct time.
compare alternative solutions. [TDFS05] [TDFP05]

Elicits operational environment Analyzes demands from differing design

characteristics from specialty engineers specialties highlighted in trade studies,
in support of specialty engineering resolving identified conflicts as
activities. [TDFS06] necessary. [TDFP06]

Compares specialty characteristics for Produces a sensitivity analysis on

proposed solutions and records these in specialty engineering trade-off criteria.
trade studies in order to compare [TDFP07]
differing solutions. [TDFS07]

Describes how design integrity affects Uses appropriate techniques to

their project and provides examples. characterize the operational environment
[TDFS08] in order to support specialty engineering
activities. [TDFP08]

Identifies constraints placed on the Uses appropriate techniques and trade

system because of the needs of design studies to determine and characterize
specialties. [TDFS09] specialty characteristics of proposed
solutions. [TDFP09]
Uses specialty engineering techniques Ensures specialty engineering experts
and tools to ensure delivery of designs and specialty engineering activities are
meeting specialty needs. [TDFS10] fully integrated into Systems Engineering
development activities. [TDFP10]

Develops own understanding of this Identifies constraints on a system which

competency area through Continual reflect the needs of different design
Professional Development (CPD). specialties. [TDFP11]
[TDFS11]

Guides new or supervised practitioners in

the area of specialty engineering to
develop their knowledge, abilities, skills
or associated behaviors. [TDFP12]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TDFP13]
 n. During the design process consideration should be given
, security, human factors, environmental impacts, robustness
he need to design for robustness. A robust system is tolerant

butes never being achieved or achieved at escalated cost. In

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in specialty engineering, in
relating to specialty engineering order to promote best practice beyond
including associated tools. [TDFL01] the enterprise boundary. [TDFE01]

Judges the tailoring of enterprise-level Persuades key stakeholders beyond

system specialty engineering processes the enterprise boundary to accept
to meet the needs of a project. [TDFL02] recommendations in support of specialty
engineering activities. [TDFE02

Judges the strategy to be adopted on Advises organizations beyond the

projects across the enterprise to ensure enterprise boundary on the suitability of
required specialty engineering their approach to specialty engineering
characteristics are met. [TDFL03] including its organization and integration
across their enterprise. [TDFE03]
Judges the adequacy of sensitivity Advises organizations beyond the
analysis made for specialty engineering enterprise boundary on complex or
criteria across the enterprise. [TDFL04] sensitive specialty engineering planning
issues. [TDFE04]

Judges the suitability of plans across the Coordinates activities beyond the
enterprise, for the incorporation of all life enterprise boundary which cover multiple
cycle design attributes at the correct specialties. [TDFE05]
point within the design process. [TDFL05]

Judges selected solutions from across the Identifies conflicts involving specialty
enterprise, against key specialty engineering issues that extend beyond
engineering design parameters to the enterprise boundary in order to
support the decision-making process. enable the project to progress. [TDFE06]
[TDFL06]

Persuades key stakeholders to address Advises organizations beyond the

identified enterprise-level specialty- enterprise boundary on how evolving
related design issues to reduce project needs impacts specialty engineering.
cost, schedule or technical risk. [TDFL07] [TDFE07]

Coaches or mentors practitioners across Champions the introduction of novel

the enterprise in “designing for…” techniques and ideas in the “Design
specialties, in order to develop their for…” area, beyond the enterprise
knowledge, abilities, skills or associated boundary, in order to develop the wider
behaviors. [TDFL08] Systems Engineering community in this
competency. [TDFE08]

Promotes the introduction and use of Coaches individuals beyond the

novel techniques and ideas in “designing enterprise boundary in designing for
for...” specialties across the enterprise, specialty engineering, in order to further
to improve enterprise competence in this develop their knowledge, abilities, skills
area. [TDFL09] or associated behaviors. [TDFE09]
Develops expertise in this competency Maintains expertise in this competency
area through specialist Continual area through specialist Continual
Professional Development (CPD) Professional Development (CPD)
activities. [TDFL10] activities. [TDFE10]
Sheet Index
COMPETENCY AREA - TECHNICAL: INTEGRATION

Description:
Systems Integration is the logical process for assembling a set of system elements a
requirements, architecture and design. Systems integration focuses on the testing o
aggregates perform as predicted by their design and architectural solution, since it m
higher levels of system integration.

Why it matters:
Systems Integration should be planned so that system elements are brought togethe
makes it easier to find, isolate, diagnose and correct problems. A system or system e
requirements.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why integration is important and
how it confirms the system design,
architecture and interfaces. [TINA01]

Explains why it is important to integrate

the system in a logical sequence.
[TINA02]

Explains why planning and management

of systems integration is necessary.
[TINA03]
Explains the relationship between
integration and verification. [TINA04]
HNICAL: INTEGRATION

cal process for assembling a set of system elements and aggregates into the realized system,
d design. Systems integration focuses on the testing of interfaces, data flows, and control mech
ed by their design and architectural solution, since it may not always be practicable or cost-eff
tion.

planned so that system elements are brought together in a logical sequence to avoid wasted
diagnose and correct problems. A system or system element that has not been integrated sys

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process using Creates a strategy for system integration
appropriate tools to manage and control on a project to support SE project and
their own integration activities. [TINS01] wider enterprise needs. [TINP01]

Prepares inputs to integration plans Creates a governing process, plan

based upon governing standards and and associated tools for systems
processes including identification of integration, which reflect project and
method and timing for each activity to business strategy. [TINP02]
meet project equirements. [TINS02]

Prepares plans which address integration Uses governing plans and processes to
for system elements (or non-complex plan and execute system integration
systems) in order to define or scope that activities, interpreting, evolving or
activity. [TINS03] seeking guidance where appropriate.
[TINP03]
Records the causes of simple faults Performs rectification of faults found
typically found during integration during integration activities. [TINP04]
activities in order to communicate with
stakeholders. [TINS04]

Collates evidence during integration in Prepares evidence obtained during

support of downstream test and integration in support of downstream test
acceptance activities. [TINS05] and acceptance activities.[TIN P05]

Identifies an integration environment to Guides and actively co-ordinates

facilitate system integration activities. integration activities for a system.
[TINS06] [TINP06]

Develops own understanding of this Identifies a suitable integration

competency area through Continual environment. [TINP07]
Professional Development (CPD).
[TINS07]

Creates detailed integration procedures.

[TINP08]

Guides new or supervised practitioners in

Systems integration to develop their
knowledge, abilities, skills or associated
behaviors. [TINP09]
Maintains and enhances own
competence in this area through
Continual Professional Development
(CPD) activities. [TINP10]
realized system, product or service that satisfies system
and control mechanisms, checking that realized elements and
icable or cost-effective to confirm these lower-level aspects at

to avoid wasted effort. Systematic and incremental integration

en integrated systematically cannot be relied on to meet its

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Integration in
for integration, including associated tools order to promote best practice beyond
for a project. [TINL01] the enterprise boundary. [TINE01]

Judges the tailoring of enterprise-level Persuades key stakeholders beyond the

integration processes to meet the needs enterprise boundary to accept
of a project. [TINL02] recommendation associated with
integration activities. [TINE02]

Judges the suitability of integration plans Advises organizations beyond the

from projects across the enterprise, to enterprise boundary on the suitability of
ensure project success. [TINL03] their approach to integration to support
enterprise needs. [TINE03]
Judges detailed integration procedures Advises organizations beyond the
from projects across the enterprise, to enterprise boundary on evidence
ensure project success. [TINL04] generated during integration to support
enterprise needs. [TINE04]

Judges integration evidence generated Advises organizations beyond the

by projects across the enterprise, to enterprise boundary on complex or
ensure adequacy of information. [TINL05] sensitive integration-related issues to
support enterprise needs. [TINE05]

Guides and actively co-ordinates Champions the introduction of novel

integration activities on complex systems techniques and ideas in systems
or across multiple projects from projects integration, beyond the enterprise
across the enterprise. [TINL06] boundary, in order to develop the wider
Systems Engineering community in this
competency. [TINE06]

Persuades key stakeholders to address Coaches individuals beyond the

identified enterprise-level system enterprise boundary in Systems
integration issues to reduce project cost, Integration, in order to further develop
schedule or technical risk. [TINL07] their knowledge, abilities, skills or
associated behaviors. [TINE07]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in systems Integration in area through specialist Continual
order to develop their knowledge, Professional Development (CPD)
abilities, skills or associated behaviors. activities. [TINE08]
[TINL08]

Promotes the introduction and use of

novel techniques and ideas in systems
integration across the enterprise, to
improve enterprise competence in this
area. [TINL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [TINL10]
Sheet Index
COMPETENCY AREA - TECHNICAL: INTERFACES

Description:
Interfaces occur where system elements interact, for example human, mechanical, e
definition and control of interactions across system or system element boundaries.

Why it matters:
Poor interface definition and management can result in incompatible system elemen
may ultimately result in system failure or project overrun.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Defines key concepts within interface
definition and management. [TIFA01]

Explains how interface definition and

management affects the integrity of the
system solution. [TIFA02]

Identifies possible sources of complexity

in interface definition and management.
[TIFA03]
Explains how different sources of
complexity affect interface definition and
management. [TIFA04]
HNICAL: INTERFACES

elements interact, for example human, mechanical, electrical, thermal, data, etc. Interface Ma
ctions across system or system element boundaries.

anagement can result in incompatible system elements (either internal to the system or betwe
m failure or project overrun.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process to manage and Creates a strategy for interface definition
control their own interface management and management on a project to support
activities. [TIFS01] SE project and wider enterprise needs.
[TIFP01]

Identifies the properties of simple Creates a governing process, plan and

interfaces in order to define them. associated tools for interface definition
[TIFS02] and management, which reflect project
and business strategy. [TIFP02]

Explains the potential consequences of Uses interface management techniques

changes on system interfaces to and governing processes, to manage and
coordinate and control ongoing control their own interface management
development. [TIFS03] activities. [TIFP03]
Maintains technical parameters Maintains interfaces over time to ensure
associated with an interface to ensure continued coherence and alignment with
continued stability of definition. [TIFS04] project need. [TIFP04]

Develops own understanding of this Explains the effect of complexity on

competency area through Continual interface definition and management.
Professional Development (CPD). [TIFP05]
[TIFS05]

Negotiates interfaces between interface

stakeholders to facilitate system
development. [TIFP06]

Identifies impact on interface definitions

as a result of wider changes. [TIFP07]

Guides new or supervised practitioners in

Systems Engineering interface
management in order to develop their
knowledge, abilities, skills or associated
behaviors. [TIFP08]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TIFP09]
etc. Interface Management comprises the identification,

system or between the system and its environment) which

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance, and best practice experience in Systems Engineering
for interface definition and management, interface definition and management in
including associated tools. [TIFL01] order to improve best practice beyond
the enterprise boundary. [TIFE01]

Judges the tailoring of enterprise-level Influences key stakeholders beyond the

interface definition and management enterprise boundary in interface
processes to meet the needs of a project. definition and management to support
[TIFL02] enterprise needs. [TIFE02]

Judges the suitability and completeness Advises organizations beyond the

of interfaces and associated enterprise boundary on the suitability of
management practices used on projects their approach to Systems Engineering
across the enterprise. [TIFL03] Interface Management and Control.
[TIFE03]
Identifies conflicts in the definition or Advises organizations beyond the
management of interfaces requiring enterprise boundary on their handling of
resolution on projects across the complex or sensitive Systems
enterprise. [TIFL04] Engineering Interface management
issues. [TIFE04]

Acts to arbitrate when there are conflicts Champions the introduction of novel
in the definition of interfaces or their techniques and ideas in interface
management on projects across the management, beyond the enterprise
enterprise. [TIFL05] boundary, in order to develop the wider
Systems Engineering community in this
competency. [TIFE05]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in Systems Engineering enterprise boundary in Interface
interface management in order to Management, in order to further develop
develop their knowledge, abilities, skills their knowledge, abilities, skills or
or associated behaviors. [TIFL06] associated behaviors. [TIFE06]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in interface area through specialist Continual
management across the enterprise, to Professional Development (CPD)
improve enterprise competence in this activities. [TIFE07]
area. [TIFL07]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TIFL08]
Sheet Index
COMPETENCY AREA - TECHNICAL: VERIFICATION

Description:
Verification is the formal process of obtaining objective evidence that a system or sy
Verification includes formal testing of the system against the system requirements;
compatibility, thermal, vibration, humidity, fungus growth, etc.). Put simply, it answe

Why it matters:
System verification should be planned so that system elements are tested in a logica
it easier to find, isolate, diagnose and correct problems. A system or system elemen
Verification is an essential pre-requisite to customer acceptance and certification.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains what verification is, the purpose
of verification and why verification
against the system requirements is
important. [TVEA01]

Explains why there is a need to verify the

system in a logical sequence. [TVEA02]

Explains why planning for system

verification is necessary. [TVEA03]
Explains how traceability can be used to
establish whether a system meets
requirements. [TVEA04]

Describes the relationship between

verification, validation, qualification,
certification and acceptance. [TVEA05]
HNICAL: VERIFICATION

ss of obtaining objective evidence that a system or system element, product or service fulfils i
ting of the system against the system requirements; including qualification against the super
n, humidity, fungus growth, etc.). Put simply, it answers the question “Did we build the system

planned so that system elements are tested in a logical sequence to avoid wasted effort. Syste
ose and correct problems. A system or system element that has not been verified cannot be re
requisite to customer acceptance and certification.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Complies with a governing process and Creates a strategy for system verification
appropriate tools to plan and control on a project to support SE project and
their own verification activities. [TVES01] wider enterprise needs. [TVEP01]

Prepares inputs to verification plans. Creates a governing process, plan and

[TVES02] associated tools for systems verification,
which reflect project and business
strategy. [TVEP02]

Prepares verification plans for smaller Uses governing plans and processes for
projects. [TVES03] System verification, interpreting,
evolving or seeking guidance where
appropriate. [TVEP03]
Performs verification testing as part of Prepares verification plans for systems or
system verification activities. [TVES04] projects. [TVEP04]

Identifies simple faults found during Reviews project-level system verification

verification through diagnosis and plans. [TVEP05]
consequential corrective actions.
[TVES05]

Collates evidence in support of Reviews verification results, diagnosing

verification, qualification, certification complex faults found during verification
and acceptance. [TVES06] activities. [TVEP06]

Reviews verification evidence to Prepares evidence obtained during

establish whether a system meets verification testing to support system
requirements. [TVES07] verification or downstream qualification,
certification and acceptance activities.
[TVEP07]

Selects a verification environment to Monitors the traceability of verification

ensure requirements can be fully requirements and tests to system
verified. [TVES08] requirements and vice versa. [TVEP08]

Develops own understanding of this Identifies a suitable verification

competency area through Continual environment. [TVEP09]
Professional Development (CPD).
[TVES09]
Creates detailed verification procedures.
[TVEP10]

Performs system verification activities.

[TVEP11]

Prepares evidence obtained during

verification testing to support
downstream verification testing,
integration or validation activities.
[TVEP12]

Guides new or supervised practitioners in

Systems verification in order to develop
their knowledge, abilities, skills or
associated behaviors. [TVEP13]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TVEP14]
or service fulfils its specified requirements and characteristics.
gainst the super system environment (e.g. electro-magnetic
build the system right?”.

sted effort. Systematic and incremental verification makes

fied cannot be relied on to meet its requirements. Systems

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for verification, including associated verification in order to improve best
tools. [TVEL01] practice beyond the enterprise boundary.
[TVEE01]

Judges the tailoring of enterprise-level Advises organizations beyond the

verification processes to meet the needs enterprise boundary on the suitability of
of a project. [TVEL02] their approach to Systems Engineering
verification. [TVEE02]

Judges the suitability of verification Advises organizations beyond the

plans, from multiple projects, on behalf of enterprise boundary on their Systems
the enterprise. [TVEL03] Engineering Verification plans or
practices on complex systems or
projects. [TVEE03]
Advises on verification approaches on Advises organizations beyond the
complex or challenging systems or enterprise boundary on complex or
projects across the enterprise. [TVEL04] sensitive verification-related issues.
[TVEE04]

Judges detailed verification procedures Champions the introduction of novel

from multiple projects, on behalf of the techniques and ideas in systems
enterprise. [TVEL05] verification, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [TVEE05]

Judges verification evidence generated Coaches individuals beyond the

from multiple projects on behalf of the enterprise boundary in Systems
enterprise. [TVEL06] Verification, in order to further develop
their knowledge, abilities, skills or
associated behaviors. [TVEE06]

Guides and actively co-ordinates Maintains expertise in this competency

verification activities for complex area through specialist Continual
systems or projects across the Professional Development (CPD)
enterprise. [TVEL07] activities. [TVEE07]

Coaches or mentors practitioners across

the enterprise in systems verification in
order to develop their knowledge,
abilities, skills or associated behaviors.
[TVEL08]

Promotes the introduction and use of

novel techniques and ideas in verification
across the enterprise, to improve
enterprise competence in this area.
[TVEL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [TVEL10]
Sheet Index
COMPETENCY AREA - TECHNICAL: VALIDATION

Description:
The purpose of validation is to provide objective evidence that the system, product o
requirements, achieving its intended use in its intended operational environment. Pu
and answers the question “Did we build the right system?”

Why it matters:
Validation is used to check that the system meets the needs of the customer/end us
future system development.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains what validation is, the purpose
of validation and why validation is
important. [TVAA01]

Explains why there is a need for early

planning for validation. [TVAA02]

Describes the relationship between

validation, verification, qualification,
certification and acceptance. [TVAA03]
Describes the relationship between
traceability and validation. [TVAA04]
HNICAL: VALIDATION

provide objective evidence that the system, product or service when in use, fulfills its business
ended use in its intended operational environment. Put simply, validation checks that the need
we build the right system?”

t the system meets the needs of the customer/end user. Failure to satisfy the customer will im

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Complies with a governing process and Creates a strategy for system validation
appropriate tools to plan and control on a project to support SE project and
their own validation activities. [TVAS01] wider enterprise needs. [TVAP01]

Prepares inputs to validation plans. Creates a governing process, plan and

[TVAS02] associated tools for system validation,
which reflect project and business
strategy. [TVAP02]

Prepares validation plans for smaller Uses governing plans and processes for
projects. [TVAS03] System validation, interpreting, evolving
or seeking guidance where appropriate.
[TVAP03]
Performs validation testing as part of Communicates using the terminology of
system validation or system acceptance. the customer while focusing on customer
[TVAS04] need. [TVAP04]

Identifies simple faults found during Prepares validation plans for systems or
validation through diagnosis and projects. [TVAP05]
consequential corrective actions.
[TVAS05]

Collates evidence in support of Reviews project-level system validation

validation, qualification, certification and plans. [TVAP06]
acceptance. [TVAS06]

Reviews validation evidence to establish Reviews validation results, diagnosing

whether a system will meet the complex faults found during validation
operational need. [TVAS07] activities. [TVAP07]

Selects a validation environment to Identifies a suitable validation

ensure requirements can be fully environment. [TVAP08]
validated. [TVAS08]

Develops own understanding of this Creates detailed validation procedures.

competency area through Continual [TVAP09]
Professional Development (CPD).
[TVAS09]
Performs system validation activities.
[TVAP10]

Prepares evidence obtained during

validation testing to support certification
and acceptance activities. [TVAP11]

Monitors the traceability of validation

requirements and tests to system
requirements and vice versa. [TVAP12]

Guides new or supervised practitioners in

System validation in order to develop
their knowledge, abilities, skills or
associated behaviors. [TVAP13]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TVAP14]
ulfills its business or mission objectives and stakeholder
cks that the needs of the customer/end user have been met

customer will impact future business. Validation provides some important inputs to

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for validation, including associated tools. Validation in order to improve best
[TVAL01] practice beyond the enterprise boundary.
[TVAE01]

Judges the tailoring of enterprise-level Advises organizations beyond the

validation processes to meet the needs enterprise boundary on the suitability of
of a project. [TVAL02] their approach to Systems Engineering
validation. [TVAE02]

Judges the suitability of validation plans Advises organizations beyond the

from multiple projects, on behalf of the enterprise boundary on their handling of
enterprise. [TVAL03] complex or sensitive Systems
Engineering validation issues. [TVAE03]
Advises on validation approaches on Advises organizations beyond the
complex or challenging systems or enterprise boundary on complex or
projects across the enterprise. [TVAL04] sensitive Validation-related issues.
[TVAE04]

Judges detailed validation procedures Champions the introduction of novel

from multiple projects, on behalf of the techniques and ideas in system
enterprise. [TVAL05] validation, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [TVAE05]

Judges validation evidence generated Coaches individuals beyond the

from multiple projects on behalf of the enterprise boundary in Systems
enterprise. [TVAL06] validation, in order to further develop
their knowledge, abilities, skills or
associated behaviors. [TVAE06]

Guides and actively co-ordinates Maintains expertise in this competency

validation activities on complex systems area through specialist Continual
or projects across the enterprise. Professional Development (CPD)
[TVAL07] activities. [TVAE07]

Coaches or mentors practitioners across

the enterprise in systems validation in
order to develop their knowledge,
abilities, skills or associated behaviors.
[TVAL08]

Promotes the introduction and use of

novel techniques and ideas in Validation
across the enterprise, to improve
enterprise competence in this area.
[TVAL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [TVAL10]
Sheet Index
COMPETENCY AREA - TECHNICAL: TRANSITION

Description:
Transition is the integration of a verified system, product or service into its operation
Transition is performed in accordance with stakeholder agreements and includes sup
preparation, support and logistics systems, and operator training). Transition is used

Why it matters:
Incorrectly transitioning the system into operation can lead to misuse, failure to perf
system that is delayed into service or market with a consequential impact on the cus
future business.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why there is a need to carry out
transition to operation. [TTRA01]

Explains key activities and work products

required for transition to operation.
[TTRA02]
HNICAL: TRANSITION

a verified system, product or service into its operational environment including the wider (“Su
rdance with stakeholder agreements and includes support activities and provision of relevant
tics systems, and operator training). Transition is used at each level in the system structure.

stem into operation can lead to misuse, failure to perform, and customer or end user dissatisfa
vice or market with a consequential impact on the customer or business. Failure to satisfy the

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process and Creates a strategy for transitioning a
appropriate tools to plan and control system, which supports project and wider
their own Transition activities. [TTRS01] enterprise needs. [TTRP01]

Performs transitioning of a system into Creates a governing process, plan and

production or operation in order to meet associated tools for systems transition
the requirements of a plan. [TTRS02] activities that reflect project and
business strategy. [TTRP02]

Describes the system’s contribution to Uses governing plans and processes to

the wider system (super-system) of plan and execute system transition
which it forms a part. [TTRS03] activities, interpreting, evolving or
seeking guidance where appropriate.
[TTRP03]
Develops own understanding of this Performs a system transition to
competency area through Continual production and operation taking into
Professional Development (CPD). consideration its contribution to the
[TTRS04] wider (super) system. [TTRP04]

Communicates transition activities using

user terminology to ensure clear
communications. [TTRP05]

Acts to ensure system transition

addresses export control and licensing
obligations. [TTRP06]

Acts to ensure system transition

activities gain customer approval.
[TTRP07]

Guides new or supervised practitioners in

System transition to operation in order to
develop their knowledge, abilities, skills
or associated behaviors. [TTRP08]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TTRP09]
g the wider (“Super”) system of which it forms a part.
ision of relevant enabling systems (e.g. production and volume manufacturing, site
tem structure.

nd user dissatisfaction. Failure to plan for transition to operation may result in a

ure to satisfy the customer will impact

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems transition in order
for system transition, including to improve best practice beyond the
associated tools. [TTRL01] enterprise boundary. [TTRE01]

Judges the tailoring of enterprise-level Advises organizations beyond the

transition processes to meet the needs of enterprise boundary on the suitability of
a project. [TTRL02] their approach to Systems Engineering
Transition activities. [TTRE02]

Judges the adequacy of transition Advises organizations beyond the

approaches and procedures on complex enterprise boundary on the handling of
or challenging systems or projects across complex or sensitive Systems transition
the enterprise. [TTRL03] issues. [TTRE03]
Judges the suitability of transition plans Champions the introduction of novel
to ensure wider enterprise needs are techniques and ideas in system
addressed. [TTRL04] transition, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [TTRE04]

Persuades key stakeholders to address Coaches individuals beyond the

identified enterprise-level transition enterprise boundary in Systems
issues to reduce project and business Transition, in order to further develop
risk. [TTRL05] their knowledge, abilities, skills or
associated behaviors. [TTRE05]

Guides the transition of a complex Maintains expertise in this competency

system or projects across the enterprise, area through specialist Continual
into service. [TTRL06] Professional Development (CPD)
activities. [TTRE06]

Coaches or mentors practitioners across

the enterprise in systems transition in
order to develop their knowledge,
abilities, skills or associated behaviors.
[TTRL07]

Promotes the introduction and use of

novel techniques and ideas in transition
management across the enterprise, to
improve enterprise competence in this
area. [TTRL08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TTRL09]
Sheet Index
COMPETENCY AREA - TECHNICAL: UTILIZATION AND SUPPORT

Description:
Utilization is the stage of development when a system, product or service is used (op
cycle encompasses the activities required to sustain operation of the system, produc
to continue or extend its operational life, address performance issues, evolving need
addressing system failures and performance issues and updating the system to acco

Why it matters:
The Utilization and support stages of a system, product or service typically account f
contribute significantly to user satisfaction and operational cost management.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why a system needs to be
supported during operation. [TUSA01]

Describes the difference between

preventive and corrective maintenance.
[TUSA02]

Explains why it is necessary to address

failures, parts obsolescence and evolving
user requirements during system
operation. [TUSA03]
Lists the different levels of repair
capability and describes the
characteristics of each. [TUSA04]

Explains the impact of operations and

support on specialty engineering areas .
[TUSA05]
HNICAL: UTILIZATION AND SUPPORT

opment when a system, product or service is used (operated) in its intended environment to d
es required to sustain operation of the system, product or service over time, such as maintaini
tional life, address performance issues, evolving needs, obsolescence and technology upgrade
d performance issues and updating the system to accommodate evolving needs and technolog

ges of a system, product or service typically account for the largest portion of the total life cyc
satisfaction and operational cost management.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process and Creates a strategy for system utilization
appropriate tools to plan and control and support, which reflects wider project
their own operations and support and business strategies. [TUSP01]
activities. [TUSS01]

Identifies operational data in order to Creates a governing process, plan and

assess system performance. [TUSS02] associated tools for system utilization
and support, which reflect wider project
and business plans. [TUSP02]

Reviews system failures or performance Uses governing plans and processes for
issues, proposing design changes to System Utilization and support,
rectify such failures. [TUSS03] interpreting, evolving or seeking
guidance where appropriate. [TUSP03]
Performs rectification of system failures Guides and actively co-ordinates in-
or performance issues. [TUSS04] service support activities for a system.
[TUSP04]

Reviews the feasibility and impact of Identifies data to be collected in order to

evolving user need on operations, assess system operational performance.
maintenance and support. [TUSS05] [TUSP05]

Prepares inputs to concept studies to Reviews system failures or performance

document the impact or feasibility ofnew issues in order to initiate design change
technologies or possible system updates. proposals rectifying these failures.
[TUSS06] [TUSP06]

Prepares inputs to obsolescence studies Identifies system elements approaching

to identify obsolescent components and obsolescence and conducts studies to
suitable replacements. [TUSS07] identify suitable replacements. [TUSP07]

Prepares updates to technical data (e.g. Maintains system elements and

procedures, guidelines, checklists, and associated documentation following their
training materials) to ensure operations replacement due to obsolescence.
and maintenance activities and data are [TUSP08]
current. [TUSS08]

Identifies potential changes to system Monitors the effectiveness of system

operational environment or external support or operations. [TUSP09]
interfaces. [TUSS09]
Develops own understanding of this Reviews the timing of technology
competency area through Continual upgrade implementations in order to
Professional Development (CPD). improve the cost-benefit ratio of an
[TUSS10] upgraded design solution. [TUSP10]

Reviews potential changes to the system

operational environment or external
interfaces. [TUSP11]

Reviews technical support data (e.g.

procedures, guidelines, checklists,
training and, maintenance materials) to
ensure it is current. [TUSP12]

Guides new or supervised practitioners in

System operation, support and
maintenance, in order to develop their
knowledge, abilities, skills, or associated
behaviors. [TUSP13]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TUSP14]
environment to deliver its intended capabilities. The support stage of a system life
uch as maintaining the system
hnology upgrades and changes. Support entails monitoring system performance,
ds and technology.

the total life cycle cost. Proactive and systematic responses to operational issues

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in systems utilization and
for utilization and support, including support in order to improve best practice
associated tools. [TUSL01] beyond the enterprise boundary.
[TUSE01]

Judges the tailoring of enterprise-level Advises organizations beyond the

utilization and support processes to meet enterprise boundary on the suitability of
the needs of a project. [TUSL02] their approach to system utilization and
support. [TUSE02]

Advises across the enterprise on the Advises organizations beyond the

application of advanced practices to enterprise boundary on the handling of
improve the effectiveness of project-level complex or sensitive operations,
system support or operations. [TUSL03] maintenance and support-related issues.
[TUSE03]
Advises across the enterprise on Champions the introduction of novel
technology upgrade implementations in techniques and ideas in systems
order to improve the cost-benefitratio of utilization and support, beyond the
an upgraded design soluti on. [TUSL04] enterprise boundary, in order to develop
the wider Systems engineering
community in this competency. [TUSE04]

Persuades key stakeholders across the Coaches individuals beyond the

enterprise to address identified enterprise boundary in System Utilization
operation, maintenance and support and support, in order to further develop
issues to reduce project or wider their knowledge, abilities, skills or
enterprise risk. [TUSL05] associated behaviors.
[TUSE05]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in systems utilization and area through specialist Continual
support in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [TUSE06]
behaviors. [TUSL06]

Promotes the introduction and use of

novel techniques and ideas in systems
operations and Support across the
enterprise, to improve enterprise
competence in this area. [TUSL07]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TUSL08]
Sheet Index
COMPETENCY AREA - TECHNICAL: RETIREMENT

Description:
The retirement stage of a system is the final stage of a system life cycle, where the
and often controlled handling or recycling. System engineering activities in this stag
could also concern preparing for the next generation of a system.

Why it matters:
Retirement is an essential part of a system overall concept as experience has shown
be both costly and time-consuming. Indeed many countries have changed their laws
disposal of all system components.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why the needs of system
retirement need to be considered, even
as part of the original system design
concept. [TREA01]

Identifies areas requiring special

consideration when determining
retirement requirements across each of
the life cycle stages. [TREA02]

Explains how evolving user requirements

could affect retirement. [TREA03]
HNICAL: RETIREMENT

em is the final stage of a system life cycle, where the existence of a system or product is ende
or recycling. System engineering activities in this stage primarily focus on ensuring that dispos
or the next generation of a system.

of a system overall concept as experience has shown that failure to plan for retirement (e.g. d
ming. Indeed many countries have changed their laws to insist that the developer is now respo
ents.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Uses a governing process and Creates a strategy for system retirement
appropriate tools to plan and control which reflects wider project and business
their retirement activities. [TRES01] strategies. [TREP01]

Identifies required retirement Uses governing plans and processes for

requirements or design changes in order system retirement, interpreting, evolving
to address system retirement needs. or seeking guidance where appropriate.
[TRES02] [TREP02]

Reviews the feasibility and impact of Complies with governing plans and
evolving user need on system processes for system retirement,
retirement. [TRES03] interpreting, evolving or seeking
guidance where appropriate. [TREP03]
Prepares updates to technical data (e.g. Guides and actively co-ordinates the
procedures, guidelines, checklists, and retirement of a system at end-of-life.
training) to ensure retirement activities [TREP04]
and data are current. [TRES04]

Prepares inputs to obsolescence studies Determines the data to be collected in

to identify impact on retirement of order to assess system retirement
obsolescent components and their performance. [TREP05]
replacements. [TRES05]

Identifies potential changes to system Monitors the implementation of changes

retirement environment or external to system retirement environment or
interfaces as a result of system evolution external interfaces. [TREP06]
or other technology change. [TRES06]

Identifies potential changes to system Reviews retirement technical support

retirement process or interfaces as a data (e.g. procedures, guidelines,
result of changes to interfacing systems checklists, training and materials) to
or usage changes. [TRES07] ensure it is current. [TREP07]

Develops own understanding of this Guides new or supervised practitioners in

competency area through Continual system retirement in order to develop
Professional Development (CPD). their knowledge, abilities, skills or
[TRES08] associated behaviors. [TREP08]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [TREP09]
 product is ended for a specific use, through appropriate
uring that disposal requirements are addressed. They

retirement (e.g. disposal, recycling, and reuse) early can

oper is now responsible for ensuring the proper end-of-life

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in System retirement, in
for retirement, including associated tools. order to improve best practice beyond
[TREL01] the enterprise boundary. [TREE01]

Judges the tailoring of enterprise-level Advises organizations beyond the

retirement processes to meet the needs enterprise boundary on the suitability of
of a project. [TREL02] their approach to system retirement.
[TREE02]

Advises across the enterprise on the Advises organizations beyond the

application of advanced practices to enterprise boundary on their handling of
improve the effectiveness of project-level complex or sensitive retirement-related
retirement activities. [TREL03] issues. [TREE03]
Persuades key stakeholders across the Champions the introduction of novel
enterprise to address identified techniques and ideas in system
retirement issues to reduce project and retirement, beyond the enterprise
business risk. [TREL04] boundary, in order to develop the wider
Systems Engineering community in this
competency. [TREE04]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in system retirement in enterprise boundary, in System
order to develop their knowledge, retirement in order to further develop
abilities, skills or associated behaviors. their knowledge, abilities, skills or
[TREL05] associated behaviors. [TREE05]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in system area through specialist Continual
retirement across the enterprise, to Professional Development (CPD)
improve enterprise competence in this activities. [TREE06]
area. [TREL06]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [TREL07]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: PLANNIN

Description:
The purpose of planning is to produce, coordinate and maintain effective and worka
the way the engineering of the system will be performed and managed, tailoring gen
and identified risks. This includes estimating the effort, resources and timescales req
association with the Project Manager. Plans and estimates may need updating to refl
ment process.

Why it matters:
It is important to identify the full scope and timing of all Systems Engineering activit
estimation through controlled planning. Alignment between Systems Engineering pla
a plan, such as ways of working and process tailoring are taken into consideration. F
cause ongoing problems with time, budget and quality.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Identifies key planning and estimating
terms and acronyms and the
relationships between them. [MPLA01]

Explains why planning Systems

Engineering activities is important and
how planning interacts across disciplines
and organizations. [MPLA02]

Identifies key areas that need to be

addressed in a project Systems
Engineering plan. [MPLA03]
 Explains the principles of Systems
Engineering process tailoring including
its benefits and potential issues.
[MPLA04]

Identifies key potential sources of

change on a project and why the impact
of such changes needs to be carefully
assessed and planned. [MPLA05]

Explains the relationship between life

cycle reviews and planning. [MPLA06]
TEMS ENGINEERING MANAGEMENT: PLANNING

produce, coordinate and maintain effective and workable plans across multiple disciplines. Sys
system will be performed and managed, tailoring generic engineering processes to address sp
es estimating the effort, resources and timescales required to complete the project to the requ
anager. Plans and estimates may need updating to reflect changes or to overcome unexpected

ull scope and timing of all Systems Engineering activities and their associated resource needs
planning. Alignment between Systems Engineering planning and estimation is vital to ensure t
g and process tailoring are taken into consideration. Failure to plan correctly will mean inadequ
ime, budget and quality.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a defined governing process, Creates a strategy for performing
using appropriate tools, to guide their Systems Engineering life cycle activities
Systems Engineering planning activities. considering the wider project plan to
[MPLS01] ensure integration and coherence across
the development. [MPLP01]

Explains the role of Systems Engineering Creates a governing Systems

planning and its relationship to wider Engineering management plan that
project planning and management. reflects project and business strategy
[MPLS02] and all development constraints.
[MPLP02]

Prepares information required in order to Develops effort, resource and schedule

create an SE plan, in order to control the estimates to scope Systems Engineering
management of a system development. life cycle activities. [MPLP03]
[MPLS03]
Prepares inputs to SE management plan. Selects key design parameters required
[MPLS04] to track critical aspects of the design
during development. [MPLP04]

Explains how Systems Engineering Negotiates successfully with others to

estimates are compiled in order to scope secure identified future Systems
the size of a development . [MPLS05] Engineering needs of a project. [MPLP05]

Prepares inputs to Systems Engineering Negotiates successfully with project

work packages to support the scoping of management to secure identified future
Systems Engineering tasks. [MPLS06] Systems Engineering needs of a project.
[MPLP06]

Prepares inputs to Systems Engineering Prepares updates required to Systems

re-planning activities in order to Engineering plan to address internal or
implement engineering changes. external changes. [MPLP07]
[MPLS07]

Prepares updates to Systems Coordinates implementation of updates

Engineering plans to reflect authorized to Systems Engineering plan to address
changes. [MPLS08 internal or external changes. [MPLP08]

Identifies development lessons learned Guides new or supervised practitioners

performing SE planning to inform future in Systems Engineering planning to
projects. [MPLS09] develop their knowledge, abilities, skills
or associated behaviors. [MPLP09]
Develops own understanding of this Maintains and enhances own
competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[MPLS10] (CPD) activities. [MPLP10]
e disciplines. Systems Engineering planning includes planning
ses to address specific project context, technical activities
roject to the required quality level. Planning is performed in
ome unexpected issues encountered during the develop

resource needs and to link this with task effort and cost
vital to ensure that assumptions made when developing
will mean inadequate visibility of progress and is likely to

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for Systems Engineering planning, planning, in order to promote best
including associated tools, to improve practice beyond the enterprise boundary.
organizational effectiveness. [MPLL01] [MPLE01]

Judges tailoring of enterprise-level Advises organizations beyond the

Systems Engineering planning processes enterprise boundary on the suitability of
to balance the needs of the project and their approach to Systems Engineering
business. [MPLL02] planning and estimation. [MPLE02]

Creates Systems Engineering plans Advises organizations beyond the

integrating multiple diverse projects or a enterprise boundary on the handling of
complex system to ensure coherence complex or sensitive Systems
across the development. [MPLL03] Engineering planning issues. [MPLE03]
 Judges Systems Engineering plans from Champions the introduction of novel
across the enterprise for their suitability techniques and ideas in Systems
in meeting both the needs of the project Engineering planning, beyond the
and the wider enterprise. [MPLL04] enterprise boundary, in order to develop
the wider Systems Engineering
community in this competency.
[MPLE04]
Judges Systems Engineering effort, Coaches individuals beyond the
resource and schedule estimates from enterprise boundary in Systems
across the enterprise for their quality. Engineering planning, in order to further
[MPLL05] develop their knowledge, abilities, skills
or associated behaviors. [MPLE05]

Reviews engineering changes from Maintains expertise in this competency

across the enterprise to establish the area through specialist Continual
impact on both the project itself and the Professional Development (CPD)
wider enterprise. [MPLL06] activities. [MPLE06]

Persuades key stakeholders to address

identified enterprise-level Systems
Engineering project planning issues to
reduce project cost, schedule or technical
risk. [MPLL07]

Coaches or mentors practitioners across

the enterprise in Systems Engineering
planning in order to develop their
knowledge, abilities, skills or associated
behaviors. [MPLL08]

Promotes the introduction and use of

novel techniques and ideas in Systems
Engineering planning across the
enterprise, to improve enterprise
competence in this area. [MPLL09]
 Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [MPLL10]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: MONITOR

Description:
Monitoring and control assesses the project to see if the current plans are aligned a
performance and directs execution to ensure that performance is according to plans

Why it matters:
Failure to adequately assess and monitor performance against the plan prevents vis
identified and/or taken when project performance deviates from that required.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why monitoring and controlling
Systems Engineering activities is
important. [MMCA01]

Explains how Systems Engineering

monitoring and control fits within the
wider execution and control of a project.
[MMCA02]

Explains the purpose of reviews and

decision gates and their relationship to
the monitoring and control of Systems
Engineering tasks. [MMCA03]
Explains how Systems Engineering
metrics and measures contribute to
monitoring and controlling Systems
Engineering on a project. [MMCA04]

Explains how communications support

the successful monitoring and control of
a Systems Engineering project.
[MMCA05
TEMS ENGINEERING MANAGEMENT: MONITORING AND CONTROL

es the project to see if the current plans are aligned and feasible; determines the status of a p
ution to ensure that performance is according to plans and schedule, within project budgets, an

nd monitor performance against the plan prevents visibility of progress and, in consequence,
roject performance deviates from that required.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a defined governing process, Creates a strategy for Monitoring and
using appropriate tools, to guide their Control on a project to support project
Systems Engineering monitoring and and wider enterprise needs. [MMCP01]
control activities. [MMCS01]

Records technical data identified as Creates a governing process, plan and

requiring monitoring or control in plans to associated tools for systems decision
facilitate analysis. [MMCS02] management, which reflect project and
business strategy. [MMCP02]

Monitors key data parameters against Complies with governing plans and
expectations to determine deviations. processes for system monitoring and
[MMCS03] control, interpreting, evolving or seeking
guidance where appropriate. [MMCP03]
 Identifies potential corrective actions to Monitors Systems Engineering activities
control and correct deviations from in order to determine and report progress
expectations. [MMCS04] against estimates and plans on a project.
[MMCP04]

Monitors technical margins both Monitors Systems Engineering activities

horizontally and vertically through the by processing measurement data in
project hierarchy and over time, to order to determine deviations or trends
control and monitor design evolution. against plans. [MMCP05]
[MMCS05]

Identifies development lessons learned Analyzes measurement and assessment

performing monitoring and control to data to determine and implement
inform future projects. [MMCS06] necessary remedial corrective actions in
order to control SE activities. [MMCP06]

Develops own understanding of this Prepares recommendations for updates

competency area through Continual to existing monitoring and control plans
Professional Development (CPD). to address internal or external changes.
[MMCS07] [MMCP07]

Reviews technical margins both

horizontally and vertically through the
project hierarchy to maintain overall
required margins. [MMCP08]

Guides new or supervised practitioners in

Systems Engineering monitoring and
control in order to develop their
knowledge, abilities, skills or associated
behaviors. [MMCP09]
Maintains and enhances own
competence in this area through
Continual Professional Development
(CPD) activities. [MMCP10]
the status of a project, including its technical and process
oject budgets, and satisfies technical objectives.

n consequence, appropriate corrective actions may not be

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for Systems Engineering monitoring and monitoring and control in order to
control, including associated tools to improve best practice beyond the
improve organizational effectiveness. enterprise boundary. [MMCE01]
[MMCL01]

Assesses tailoring of enterprise-level Advises organizations beyond the

Systems Engineering monitoring and enterprise boundary on the handling of
control processes to balance the needs of complex or sensitive Systems
the project and business. [MMCL02] Engineering monitoring and control
issues. [MMCE02]

Assesses ongoing Systems Engineering Advises organizations beyond the

projects at enterprise-level to ensure enterprise boundary on the suitability of
they are being monitored and controlled their approach to Systems Engineering
successfully. [MMCL03] monitoring and control. [MMCE03]
Judges the suitability of management Champions the introduction of novel
and trading of design technical margins techniques and ideas in Systems
to satisfy the needs of the project, on Engineering monitoring and control,
ongoing projects across the enterprise. beyond the enterprise boundary, in order
[MMCL04] to develop the wider Systems
Engineering community in this
competency. [MMCE04]
Assesses proposals for preventative or Coaches individuals beyond the
remedial actions when assessment enterprise boundary in Systems
indicates a trend towards deviation on Engineering monitoring and control, in
multiple distinct projects across the order to further develop their knowledge,
enterprise or a complex project. abilities, skills or associated behaviors.
[MMCL05] [MMCE05]

Analyzes monitoring and control data Maintains expertise in this competency

from multiple diverse projects or a area through specialist Continual
complex system to provide enterprise Professional Development (CPD)
level coordination of Systems activities. [MMCE06]
Engineering. [MMCL06]

Persuades key stakeholders to address

identified enterprise-level Systems
Engineering monitoring and control
issues to reduce project cost, schedule or
technical risk. [MMCL07]

Coaches or mentors practitioners across

the enterprise in Systems Engineering
monitoring and control in order to
develop their knowledge, abilities, skills
or associated behaviors. [MMCL08]

Promotes the introduction and use of

novel techniques and ideas in monitoring
and control of Systems Engineering,
across the enterprise, to improve
enterprise ompetence in this area.
[MMCL09]
 Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [MMCL10]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: DECISION

Description:
Decision management provides a structured, analytical framework for objectively id
point in the life cycle in order to select the most beneficial course of action.

Why it matters:
System development entails an array of interrelated decisions that require the holis
preferred solution at every level of the system, including technology option selection
disposal. While some low value decisions can be made and recorded simply, key dec
sired value need to be controlled using a formalized decision management process.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Identifies the Systems Engineering
situations where a structured decision is,
and is not, appropriate. [MDMA01]

Explains why there is a need to select a

preferred solution. [MDMA02]

Describes the relevance of comparative

techniques (e.g. trade studies, and make/
buy) to assist decision processes.
[MDMA03]
 Explains how to frame, tailor and
structure a decision including its
objectives and measures and outlines the
key characteristics of a structured
decision-making approach.
[MDMA04]

Explains how uncertainty impacts on

decision-making. [MDMA05]

Explains why there is a need for

communication and accurate recording in
all aspects of the decision-making
process. [MDMA06]
TEMS ENGINEERING MANAGEMENT: DECISION MANAGEMENT

es a structured, analytical framework for objectively identifying, characterizing and evaluating

o select the most beneficial course of action.

n array of interrelated decisions that require the holistic perspective of the Systems Engineeri
el of the system, including technology option selection, architecture selection, make-or-buy de
e decisions can be made and recorded simply, key decisions which might affect the long-term s
ed using a formalized decision management process.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process and Creates a strategy for decision
appropriate tools to plan and control management on a project to support SE
their own decision management project and wider enterprise needs.
activities. [MDMS01] [MDMP01]

Identifies potential decision criteria and Creates a governing process, plan and
performance parameters for associated tools for systems decision
consideration. [MDMS02] management, which reflect project and
business strategy. [MDMP02]

Identifies tools and techniques for the Complies with governing plans and
decision process. [MDMS03] processes for system decision
management, interpreting, evolving or
seeking guidance where appropriate.
[MDMP03]
Prepares information in support of Develops governing decision
decision trade studies. [MDMS04] management plans, processes and
appropriate tools and uses these to
control and monitor decision
management activities. [MDMP04]

Monitors the decision process to catalog Guides and actively co-ordinates ongoing
actions taken and their supporting decision management activities to
rationale. [MDMS05] ensure successful outcomes with
decision management stakeholders.
[MDMP05]

Develops own understanding of this Determines decision selection criteria,

competency area through Continual weightings of the criteria and assess
Professional Development (CPD). alternatives against selection criteria.
[MDMS06] [MDMP06]

Selects appropriate tools and techniques

for making different types of decision.
[MDMP07]

Prepares trade-off analyses and justifies

the selection in terms that can be
quantified and qualified. [MDMP08]

Assesses sensitivity of selection criteria

through a sensitivity analysis, reporting
as required. [MDMP09]
Guides new or supervised practitioners in
Decision management techniques in
order to develop their knowledge,
abilities, skills or associated behaviors.
[MDMP10]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MDMP11]
g and evaluating a set of alternatives for a decision at any

ystems Engineering discipline. Decisions include selection of

make-or-buy decisions, strategy selection for maintenance,
ct the long-term success and delivery of the project’s de

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for decision management and decision management, in order to
communication, including associated improve best practice beyond the
tools. [MDML01] enterprise boundary. [MDME01]

Judges the tailoring of enterprise-level Influences key decision stakeholders

decision management processes and beyond the enterprise boundary.
associated work products to meet the [MDME02]
needs of a project. [MDML02]

Coordinates decision management and Advises organizations beyond the

trade analysis using different techniques, enterprise boundary on complex or
across multiple diverse projects or across sensitive decision management or trade-
a complex system, with proven success. off issues. [MDME03]
[MDML03]
 Persuades key stakeholders across the Advises organizations beyond the
enterprise to address identified enterprise boundary on the suitability of
enterprise-level decision management their approach to decision management.
issues. [MDML04] [MDME04]

Negotiates complex trades on behalf of Identifies strategies for organizations

the enterprise. [MDML05] beyond the enterprise boundary, in order
to resolve their issues with complex
system trade-offs. [MDME05]

Judges decisions affecting solutions and Champions the introduction of novel

the criteria for making the solution techniques and ideas in Systems
across the enterprise. [MDML06] Engineering decision management,
beyond the enterprise boundary, in order
to develop the wider Systems
Engineering community in this
competency. [MDME06]
Coaches or mentors practitioners across Coaches individuals beyond the
the enterprise in Systems Engineering enterprise boundary in Systems
decision management in order to develop Engineering decision management, in
their knowledge, abilities, skills or order to further develop their knowledge,
associated ehaviors. [MDML07] abilities, skills or associated behaviors.
[MDME07]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in decision area through specialist Continual
resolution and management across the Professional Development (CPD)
enterprise, to improve enterprise activities. [MDME08]
competence in this area. [MDML08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [MDML09]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: CONCUR

Description:
Concurrent engineering is a work methodology based on the parallelization of tasks
of design and development engineering, manufacturing engineering and other enter
to market.

Why it matters:
Systems Engineering life cycles involve multiple, concurrent processes and activities
convergence to an effective solution. Concurrency may be the only approach capabl
unnecessarily by allowing individual system elements to progress too quickly.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains how Systems Engineering life
cycle processes and activities and the
development of systems elements can
be concurrent and provides examples.
[MCEA01]

Describes the advantages and

disadvantages of concurrent engineering.
[MCEA02]
TEMS ENGINEERING MANAGEMENT: CONCURRENT ENGINEERING

ork methodology based on the parallelization of tasks (i.e. performing tasks concurrently). It re
gineering, manufacturing engineering and other enterprise functions are integrated to reduce

s involve multiple, concurrent processes and activities which must be coordinated to mitigate r
lution. Concurrency may be the only approach capable of meeting the customer schedule or g
vidual system elements to progress too quickly.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Describes Systems Engineering life cycle Creates governing concurrency
processes in place on their project and management strategies and uses these
how concurrency issues may impact its to perform concurrent engineering on a
successful execution. [MCES01] project. [MCEP01]

Coordinates concurrent engineering Identifies elements which can be

activities on a Systems Engineering developed concurrently on a Systems
project. [MCES02] Engineering project. [MCEP02]

Prepares inputs to concurrency- related Identifies concurrent interactions within a

inputs to management plans for a Systems Engineering life cycle on a
Systems Engineering project. [MCES03] project. [MCEP03]
Develops own understanding of this Coordinates concurrent activities and
competency area through Continual deals with emerging issues on a Systems
Professional Development (CPD). Engineering project. [MCEP04]
[MCES04]

Identifies concurrency-related aspects of

appropriate management plans for a
Systems Engineering project. [MCEP05]

Analyzes concurrency issues and risks on

a Systems Engineering project.
[MCEP06]

Guides new or supervised practitioners in

concurrent engineering principles in
order to develop their knowledge,
abilities, skills or associated behaviors.
[MCEP07]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MCEP08]
 ncurrently). It refers to an approach used in Systems Engineering in which functions
grated to reduce the elapsed time required to bring a new system, product or service

ated to mitigate risk and prevent unnecessary work, paralysis and a lack of
mer schedule or gaining a competitive advantage. Performance can be constrained

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering
for concurrent engineering, including concurrent engineering in order to
associated tools. [MCEL01] improve best practice beyond the
enterprise boundary. [MCEE01]

Judges the tailoring of enterprise-level Influences key stakeholders beyond the

concurrency processes and associated enterprise boundary in order to resolve
work products to meet the needs of a concurrent engineering issues.
project. [MCEL02] [MCEE02]

Coordinates concurrent activities and Advises organizations beyond the

deals with emerging issues across enterprise boundary on the suitability of
multiple diverse projects, or across a their approach to concurrent engineering
complex system, with proven results. developments. [MCEE03]
[MCEL03]
Guides and actively co-ordinates Advises organizations beyond the
interactions within Systems Engineering enterprise boundary on complex or
concurrency issues across multiple sensitive concurrency issues. [MCEE04]
diverse projects, or across a complex
system. [MCEL04]

Judges on concurrency issues and risks Develops new strategies for concurrent
across multiple diverse projects, or on a engineering for use beyond the
complex system. [MCEL05] enterprise boundary. [MCEE05]

Judges the suitability of plans for Advises organizations beyond the

concurrent system developments from enterprise boundary on concurrency
across the enterprise. [MCEL06] issues and risks. [MCEE06]

Persuades key stakeholders to address Champions the introduction of novel

identified enterprise-level concurrent techniques and ideas in concurrency
engineering issues. [MCEL07] management, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [MCEE07]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in Systems Engineering enterprise boundary, in the concurrent
concurrent engineering in order to engineering of Systems Engineering
develop their knowledge, abilities, skills projects in order to further develop their
or associated behaviors. [MCEL08] knowledge, abilities, skills or associated
behaviors. [MCEE08]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in concurrent area through specialist Continual
engineering management across the Professional Development (CPD)
enterprise, to improve enterprise activities. [MCEE09]
competence in this area. [MCEL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [MCEL10]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: BUSINES

Description:
Businesses and Enterprises are systems in their own right. Systems Engineering is j
development meeting the needs of all its stakeholders. Systems Engineering addres
areas such as infrastructure, portfolio management, human resources, knowledge m
legal, and finance, within and beyond the local enterprise.

Why it matters:
As businesses and enterprises become larger, more complex and the functions with
functions should be engineered using a systems approach at an enterprise level in o

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why a business or enterprise is
a system in its own right and describes
the business or enterprise “system”
using Systems Engineering ideas and
terminology. [MBEA01]

Lists other business or enterprise

functions and provides examples.
[MBEA02]

Lists work products from business and

enterprise functions to the Systems
Engineering process and vice versa and
can provide examples. [MBEA03]
TEMS ENGINEERING MANAGEMENT: BUSINESS AND ENTERPRISE INTEGRATION

e systems in their own right. Systems Engineering is just one of many activities that must occu
ds of all its stakeholders. Systems Engineering addresses the needs of all other internal busine
ortfolio management, human resources, knowledge management, quality, information technol
beyond the local enterprise.

become larger, more complex and the functions within the enterprise more insular, the interd
d using a systems approach at an enterprise level in order to meet the demands of increased b

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process and Creates a strategy for Business and
appropriate tools to plan and control Enterprise integration on a project to
their own business and enterprise support SE project and wider enterprise
integration activities. [MBES01] needs. [MBEP01]

Describes Systems Engineering work Identifies the needs of the wider business
products that support business and and enterprise in order to ensure
enterprise infrastructure and provides integration of ongoing activities (e.g.
examples of why this is the case. portfolio sustainment, infrastructure, HR,
[MBES02] and knowledge management). [MBEP02]

Describes work products produced Creates Systems Engineering work

elsewhere in the enterprise, which products needed by to manage
impact Systems Engineering activities infrastructure across business or
and provides examples of why this is the enterprise objectives. [MBEP03]
case. [MBES03]
Prepares inputs to Systems Engineering Creates Systems Engineering work
work products required by other business products needed to initiate or sustain the
and enterprise functions. [MBES04] needs of the wider business or enterprise
project portfolio. [MBEP04]

Analyzes the impact of work products Creates Systems Engineering work

produced by other business and products needed by Human Resources in
enterprise functions for their impact on order to meet business or enterprise
Systems Engineering activities, in order objectives. [MBEP05]
to improve integration across the project
or enterprise. [MBES05]

Develops own understanding of this Creates Systems Engineering work

competency area through Continual products needed by to manage
Professional Development (CPD). knowledge across business or enterprise
[MBES06] objectives in order to support enterprise
knowledge management, re-use or
exploitation. [MBEP06]

Complies with governing plans and

processes for business and enterprise
integration, interpreting, evolving or
seeking guidance where appropriate.
[MBEP07]

Uses Systems Engineering techniques to

contribute to the definition of the
business or enterprise. [MBEP08]

Reviews work products produced by

other enterprise functions for their
impact on Systems Engineering
activities. [MBEP09]
Identifies constraints placed on the
Systems Engineering process by the
business or enterprise. [MBEP10]

Guides new or supervised practitioners in

Business and Enterprise integration in
order to develop their knowledge,
abilities, skills or associated behaviors.
[MBEP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MBEP12]
INTEGRATION

es that must occur in order to bring about a successful system

er internal business and enterprise stakeholders, covering
ormation technology, production, sales, marketing, commercial,

nsular, the interdependencies between individual enterprise

ds of increased business effectiveness and efficiency.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in business and enterprise
for business and enterprise integration, integration, in order to best practice
including associated tools. [MBEL01] beyond the enterprise boundary.
[MBEE01]

Judges the tailoring of enterprise-level Influences stakeholders beyond the

business and enterprise processes and enterprise boundary on business or
associated work products to meet the enterprise issues. [MBEE02]
needs of a project. [MBEL02]

Coordinates business and enterprise Advises organizations beyond the

integration across multiple diverse enterprise boundary on the suitability of
projects or across a complex system, their approach to business or enterprise
with proven success. [MBEL03] integration. [MBEE03]
Judges Systems Engineering work Advises organizations beyond the
products created for use by other parts enterprise boundary on the effectiveness
of the business and enterprise. of the business or enterprise as a
[MBEL04] system. [MBEE04]

Advises stakeholders across the Advises organizations beyond the

enterprise regarding activities and work enterprise boundary on developing a
products affecting Systems Engineering. Systems Engineering capability within a
[MBEL05] business or enterprise context.
[MBEE05]

Advises stakeholders across the Advises organizations beyond the

enterprise regarding the use of Systems enterprise boundary on the impact of
Engineering techniques to contribute to inputs from other business/enterprise
the definition of the business/enterprise. functions on the Systems Engineering
[MBEL06] process. [MBEE06]

Persuades key stakeholders to address Advises organizations beyond the

identified enterprise-level business and enterprise boundary on the impact of
enterprise integration issues and inputs from other business/enterprise
constraints to reduce project cost, functions on the Systems Engineering
schedule or technical risk. [MBEL07] process. [MBEE07]

Coaches or mentors practitioners across Champions the introduction of novel

the enterprise in business and enterprise techniques and ideas in business and
integration in order to develop their enterprise integration, beyond the
knowledge, abilities, skills or associated enterprise boundary, in order to develop
behaviors. [MBEL08] the wider Systems Engineering
community in this competency.
[MBEE08]
Promotes the introduction and use of Coaches individuals beyond the
novel techniques and ideas in business enterprise boundary in business and
and enterprise integration across the enterprise integration techniques, in
enterprise, to improve the enterprise order to further develop their knowledge,
competence in this area. [MBEL09] abilities, skills or associated behaviors.
[MBEE09]
 Develops expertise in this competency Maintains expertise in this competency
area through specialist Continual area through specialist Continual
Professional Development (CPD) Professional Development (CPD)
activities. [MBEL10] activities. [MBEE10]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: ACQUISIT

Description:
The purpose of Acquisition is to obtain a product or service in accordance with the A
agreed needs.

Why it matters:
All system solutions require agreements between different organizations under whic
successful acquisition and supply of products or services, in order to ensure that the
agreement especially when technical circumstances change; and to support formal a

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes the key stages in the
acquisition of a system. [MASA01]

Describes the key stages in the supply of

a system. [MASA02]

Describes legal and ethical obligations

associated with acquisition and supply
and provides examples. [MASA03]
TEMS ENGINEERING MANAGEMENT: ACQUISITION AND SUPPLY

o obtain a product or service in accordance with the Acquirer’s requirements. The purpose of S

reements between different organizations under which one party acquires or supplies product
ply of products or services, in order to ensure that the need is defined accurately, to evaluate t
chnical circumstances change; and to support formal acceptance of the product or service.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process and Creates a strategy for Acquisition or
appropriate tools to plan and control Supply on a project to support SE project
their own acquisition and supply and wider enterprise needs. [MASP01]
activities. [MASS01]

Prepares inputs to work products Creates governing plans, processes and

associated with acquisition of a system. appropriate tools and uses these to
[MASS02] control and monitor Acquisition or Supply
on a project. [MASP02]

Identifies potential acquirers of Develops a tender document requesting

organization systems, products and the supply of a system. [MASP03]
services on their program. [MASS03]
Prepares inputs to work products Identifies potential suppliers using
associated with supply of a system. criteria to judge their suitability.
[MASS04] [MASP04]

Develops own understanding of this Reviews supplier responses to a tender

competency area through Continual document and makes formal
Professional Development (CPD). recommendations. [MASP05]
[MASS05]

Reviews acquirer requests and works

with key internal stakeholders to propose
a solution that meets acquirer needs.
[MASP06]

Negotiates an agreement with a supplier

for a system including acceptance
criteria. [MASP07]

Negotiates an agreement with an

acquirer for a system, including
acceptance criteria. [MASP08]

Monitors supplier adherence to terms of

agreement to ensure compliance.
[MASP09]
Maintains an agreement with a supplier
to reflect changes on a project.
[MASP10]

Maintains an agreement with an acquirer

maintaining in accordance with
agreement terms and conditions.
[MASP11]

Guides new or supervised practitioners in

Acquisition and Supply in order to
develop their knowledge, abilities, skills
or associated behaviors. [MASP12]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MASP13]
The purpose of Supply is to provide an Acquirer with a product or service that meets

supplies products or services from the other. Systems Engineering helps facilitate the
ely, to evaluate the supplier against complex criteria; to monitor the ongoing
ct or service.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and for acquisition experience in acquisition and supply in
and supply, including associated tools. order to best practice beyond the
[MASL01] enterprise boundary. [MASE01]

Judges the tailoring of enterprise-level Influences key acquisition and supply

acquisition and supply processes and stakeholders beyond the enterprise
associated work products to meet the boundary. [MASE02]
needs of a project. [MASL02]

Coordinates acquisition and supply Advises organizations beyond the

across multiple diverse projects or across enterprise boundary on complex or
a complex system, with proven success. sensitive acquisition and supply issues.
[MASL03] [MASE03]
Identifies opportunities, arising from Advises organizations beyond the
projects across the enterprise, to supply enterprise boundary on the suitability of
systems, products or services in their approach to acquisition and supply.
accordance with wider enterprise goals. [MASE04]
[MASL04]

Persuades key stakeholders to address Champions the introduction of novel

identified enterprise-level acquisition and techniques and ideas in acquisition and
supply issues in order to reduce risk or supply, beyond the enterprise boundary,
eliminate issues. [MASL05] in order to develop the wider Systems
Engineering community in this
competency. [MASE05]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in acquisition and supply enterprise boundary in system or
in order to develop their knowledge, element acquisition and supply, in order
abilities, skills or associated behaviors. to further develop their knowledge,
[MASL06 abilities, skills or associated behaviors.
[MASE06]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in Acquisition area through specialist Continual
and Supply, across the enterprise, to Professional Development (CPD)
improve enterprise competence in this activities. [MASE07]
area. [MASL07]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [MASL08]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: INFORMA

Description:
Information Management addresses activities associated with the generation, obtain
stakeholders with appropriate levels of timeliness, accuracy and security. Informatio
of information to designated stakeholders that is unambiguous, complete, verifiable,
project, organizational, agreement and user information.

Why it matters:
System Engineering requires relevant, timely and complete information during and a
the ultimate archiving and potential subsequent retrieval of project data. Information
Information security and assurance are crucial parts of Information Management: en
making sure information is available as required in line with the sender’s intent.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes various types of information
required to be managed in support of
Systems Engineering activities and
provides examples. [MIMA01]

Describes various types of information

assets that may need to be managed
within a project or system. [MIMA02]

Identifies different classes of risk to

information integrity and can provide
examples of each. [MIMA03]
Describes the relationship between
information management and
configuration change management.
[MIMA04]

Describes potential scenarios where

information may require modification.
[MIMA05]

Explains how data rights may affect

information management on a project.
[MIMA06]

Describes the legal and ethical

responsibilities associated with access to
and sharing of enterprise and customer
information and summarizes regulations
regarding information sharing. [MIMA07]

Describes what constitutes personal data

and why its protection and management
is important. [MIMA08]
 TEMS ENGINEERING MANAGEMENT: INFORMATION MANAGEMENT

esses activities associated with the generation, obtaining, onfirming, transforming, retaining, r
levels of timeliness, accuracy and security. Information Management plans, executes and cont
akeholders that is unambiguous, complete, verifiable, consistent, modifiable, traceable and pr
ment and user information.

elevant, timely and complete information during and after the system life cycle to support all a
ential subsequent retrieval of project data. Information also supports decision making across e
ance are crucial parts of Information Management: ensuring only designated individuals are ab
ailable as required in line with the sender’s intent.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process and Creates a strategy for Information
appropriate tools to plan and control Management on a project to support
information management activities. Systems Engineering project and wider
[MIMS01] enterprise needs. [MIMP01]

Prepares inputs to a data dictionary and Creates governing plans, processes and
technical data library. [MIMS02] appropriate tools and uses these to
control and monitor information
management and associated
communications activities. [MIMP02]

Identifies valid sources of information Maintains a data dictionary, technical

and associated authorities on a project. data library appropriate to the project.
[MIMS03] [MIMP03]
Maintains information in accordance with Identifies valid sources of information
integrity, security, privacy requirements and designated authorities and
and data rights. [MIMS04] responsibilities for the information.
[MIMP04]

Identifies information or approaches Maintains information artifacts in

which requires re-planning in order to accordance with integrity, security,
implement engineering changes on a privacy requirements and data rights.
project. [MIMS05] [MIMP05]

Identifies designated information Determines formats and media for

requiring archiving in compliance with capture, retention, transmission and
the project requirements on a project. retrieval of information, and data
[MIMS06] requirements for the sharing of
information. [MIMP06]

Identifies information requiring disposal Selects information archival

of unwanted, invalid or unverifiable requirements reflecting legal, audit,
information in accordance with knowledge retention and project closure
requirements on a project. [MIMS07] obligations. [MIMP07]

Prepares information management data Prepares managed information in support

products to support management of organizational configuration
reporting at the organizational level. management and knowledge
[MIMS08] management requirements (e.g. sharing
lessons learned). [MIMP08]

Prepares inputs to plans and work Follows security, data management,

products addressing information privacy standards, and regulations
management and its communication. applicable to the project. [MIMP09]
[MIMS09]
Records lessons learned and shares Selects and implements information
beyond the project boundary. [MIMS10] management solutions consistent with
project security and privacy
requirements, data rights, and
information management standards.
[MIMP10]

Develops own understanding of this Guides new or supervised practitioners in

competency area through Continual Information Management to develop their
Professional Development (CPD). knowledge, abilities, skills or associated
[MIMS11] behaviors. [MIMP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MIMP12]
T

ming, retaining, retrieval, dissemination and disposal of information, to designated

xecutes and controls the provision
traceable and presentable. Information includes technical,

e to support all aspects of the development; from the analysis of future concepts to
making across every aspect of the development including suppliers and agreements.
ndividuals are able to access certain data, while protecting intellectual property and

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in information management,
for information management, including in order to best practice beyond the
associated tools. [MIML01] enterprise boundary. [MIME01]

Judges the tailoring of enterprise-level Influences individuals beyond the

information management processes and enterprise boundary to adopt appropriate
associated work products to meet the information management techniques or
needs of a project. [MIML02] approaches. [MIME02]

Coordinates information management Advises organizations beyond the

across multiple diverse projects or across enterprise boundary on complex or
a complex system, with proven success. sensitive information management
[MIML03] issues recommending appropriate
solutions. [MIME03]
Advises on appropriate information Advises organizations beyond the
management solutions.to be used on enterprise boundary on the suitability of
projects across the enterprise. [MIML04] their approach to information
management. [MIME04]

Influences key stakeholders to address Advises organizations beyond the

identified enterprise-level information enterprise boundary on security, data
management issues. [MIML05] management, data rights, privacy
standards and regulations. [MIME05]

Communicates Systems Engineering Champions the introduction of novel

lessons learned gathered from projects techniques and ideas in information
across the enterprise. [MIML06] management, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [MIME06]

Coaches or mentors practitioners across Coaches individuals beyond the

the enterprise in information enterprise boundary in information
management in order to develop their management, in order to further develop
knowledge, abilities, skills or associated their knowledge, abilities, skills or
behaviors. [MIML07] associated behaviors. [MIME07]

Promotes the introduction and use of Maintains expertise in this competency

novel techniques and ideas in area through specialist Continual
Information Management, across the Professional Development (CPD)
enterprise, to improve enterprise activities. [MIME08]
competence in this area. [MIML08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [MIML09]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: CONFIGU

Description:
Configuration Management (CM) manages and controls system elements and config
design of a system is maintained in a verifiable manner, throughout the life cycle, an
identification; change management and control; reporting; and auditing.

Why it matters:
Configuration Management ensures that the product functional, performance, and p
establish product integrity; that changes to these product characteristics are properl
ucts produced against a given set of documentation are known. Without Configuratio
of a product will occur.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains why the integrity of the design
needs to be maintained and how
configuration management supports this.
[MCMA01]

Describes the key characteristics of a

configuration item (CI) including how
configuration items are selected and
controlled. [MCMA02]

Identifies key baselines and baseline

reviews in a typical development life
cycle. [MCMA03]
Describes the process for changing
baselined information and a typical life
cycle for an engineering change.
[MCMA04]

Lists key activities performed as part of

configuration management and can
outline the key activities involved in
each. [MCMA05]

Explains why change occurs and why

changes need to be carefully managed.
[MCMA06]

Describes the processes and work

products used to assist in Change
Management. [MCMA07]

Describes the meaning of key

terminology and acronyms used within
Change Management and their
relationships. [MCMA08]
TEMS ENGINEERING MANAGEMENT: CONFIGURATION MANAGEMENT

M) manages and controls system elements and configurations over the program life cycle, ens
ed in a verifiable manner, throughout the life cycle, and retains the original intent. The Configu
ment and control; reporting; and auditing.

nsures that the product functional, performance, and physical characteristics are properly ident
t changes to these product characteristics are properly identified, reviewed, approved, docum
set of documentation are known. Without Configuration Management, loss of control over the

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing configuration and Creates a strategy for Configuration
change management process and Management on a project to support SE
appropriate tools to plan and control project and wider enterprise needs.
their own activities relating to [MCMP01]
maintaining design integrity.
[MCMS01]

Prepares information for configuration Creates governing configuration and

management work products. [MCMS02] change management plans, processes,
and appropriate tools, and uses these to
control and monitor design integrity
during the full life cycle of a project or
system. [MCMP02]

Describes the need to identify Identifies required remedial actions in

configuration items and why this is done. the presence of baseline inconsistencies.
[MCMS03] [MCMP03]
Prepares information in support of Coordinates changes to configuration
configuration change control activities. items understanding the potential scope
[MCMS04] within the context of the project.
[MCMP04]

Prepares material in support of change Identifies selection of configuration items

control decisions and associated review and associated documentation by
meetings. [MCMS05] working with design teams justifying the
decisions reached. [MCMP05]

Produces management reports in support Coordinates change control review

of configuration item status accounting activities in conjunction with customer
and audits. [MCMS06] representative and directs resolutions
and action items. [MCMP06]

Identifies applicable standards, Coordinates configuration status

regulations, and enterprise level accounting reports and audits.
processes on their project. [MCMS07] [MCMP07]

Identifies and reports baseline Guides new or supervised practitioners in

inconsistencies. [MCMS08] configuration management to develop
their knowledge, abilities, skills or
associated behaviors. [MCMP08]

Develops own understanding of this Maintains and enhances own

competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[MCMS09] (CPD) activities. [MCMP09]
ENT

am life cycle, ensuring the overall coherence of the “evolving”

tent. The Configuration Management activity includes planning;

re properly identified, documented, validated, and verified to

approved, documented and implemented; and that the prod
control over the evolving design, development and operation

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in configuration management
for configuration management, including in order to best practice beyond the
associated tools. [MCML01] enterprise boundary. [MCME01]

Judges the tailoring of enterprise-level Influences individuals beyond the

configuration and change management enterprise boundary regarding
processes and associated work products configuration and change management
to meet the needs of a project. issues. [MCME02]
[MCML02]

Coordinates configuration management Advises organizations beyond the

across multiple diverse projects or across enterprise boundary on the suitability of
a complex system, with proven success. their approach to configuration
[MCML03] management. [MCME03]
Influences key stakeholders to address Advises organizations beyond the
identified enterprise-level configuration enterprise boundary on complex or
management issues. [MCML04] sensitive configuration and change
management issues. [MCME04]

Advises stakeholders across the Champions the introduction of novel

enterprise on remedial actions to address techniques and ideas in configuration
baseline inconsistencies for projects of management, beyond the enterprise
various size and complexity. [MCML05] boundary, in order to develop the wider
Systems Engineering community in this
competency. [MCME05]

Advises stakeholders across the Coaches individuals beyond the

enterprise on major changes and enterprise boundary in Configuration
influences them to reduce impact of such Management, in order to further develop
changes. [MCML06] their knowledge, abilities, skills or
associated behaviors. [MCME06]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in configuration area through specialist Continual
management in order to develop their Professional Development (CPD)
knowledge, abilities, skills or associated activities. [MCME07]
behaviors. [MCML07]

Promotes the introduction and use of

novel techniques and ideas in
Configuration Management, across the
enterprise, to improve enterprise
competence in this area. [MCML08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [MCML09]
Sheet Index
COMPETENCY AREA - SYSTEMS ENGINEERING MANAGEMENT: RISK AND

Description:
Risk is an uncertain event or condition that, if it occurs, has a positive or negative e
ment is to reduce potential risks to an acceptable level before they occur, or maximi
portunity management is a continuous, forward-looking process that is applied to an
both a project management and a Systems Engineering activity.

Why it matters:
Every new system (or existing system modification) has inherent risk but is also bas
throughout the life cycle of systems and the primary objective of managing these ar
es to achieve greatest risk mitigation (or opportunity benefits).

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Describes the distinction between risks
and opportunities, and can provide
examples. [MROA01]

Identifies key factors associated with

good risk management and why these
factors are important. [MROA02]

Identifies different classes of risk and

can provide examples of each.
[MROA03]
 Identifies different types of risk
treatment available and can provide
examples of each. [MROA04]

Identifies different types of opportunity

and can provide examples of each.
[MROA05]

Describes a typical high-level process for

risk and opportunity management.
[MROA06]

Explains how risk is typically assessed

and can provide examples. [MROA07]
TEMS ENGINEERING MANAGEMENT: RISK AND OPPORTUNITY MANAGEMENT

ondition that, if it occurs, has a positive or negative effect on project or enterprise objectives.
ks to an acceptable level before they occur, or maximize the potential of any opportunity, throu
ntinuous, forward-looking process that is applied to anticipate and avert risks that may adverse
nd a Systems Engineering activity.

system modification) has inherent risk but is also based upon the pursuit of an opportunity. R
tems and the primary objective of managing these areas as part of Systems Engineering activ
gation (or opportunity benefits).

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process and Creates a strategy for risk and
appropriate tools to plan and control opportunity management on a project to
their own risk and opportunity support SE project and wider enterprise
management activities. [MROS01] needs. [MROP01]

Identifies potential risks and Creates a governing process, plan and

opportunities on a project. [MROS02] associated tools for risk and opportunity
management, which reflect project and
business strategy. [MROP02]

Identifies action plans to treat risks and Develops a project risk and opportunity
opportunities on a project. [MROS03] profile including context, probability,
consequences, thresholds, priority and
risk action and status. [MROP03]
 Develops own understanding of this Analyzes risks and opportunities for
competency area through Continual likelihood and consequence in order to
Professional Development (CPD). determine magnitude and priority for
[MROS04] treatment. [MROP04]

Monitors Systems Engineering risks and

opportunities during project execution.
[MROP05]

Analyzes risks and opportunities

effectively, considering alternative
treatments and generating a plan of
action when thresholds exceed certain
levels. [MROP06]

Communicates risk and opportunity

status to affected stakeholders.
[MROP07]

Guides new or supervised practitioners in

risk and opportunity Management
techniques in order to develop their
knowledge, abilities, skills or associated
behaviors. [MROP08]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [MROP09]
NAGEMENT

prise objectives. The purpose of risk and opportunity manage

opportunity, throughout the life of the project. Risk and op
that may adversely impact the project and can be considered

an opportunity. Risk and opportunity are both present

Engineering activities is to balance the allocation of resourc

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in Systems Engineering risk
for Systems Engineering risk and and opportunity management, in order to
opportunity management, including best practice beyond the enterprise
associated tools. [MROL01] boundary. [MROE01]

Judges the tailoring of enterprise-level Influences key stakeholders beyond the

risk and opportunity management enterprise boundary in support of risk
processes and associated work products and opportunity management.
to meet the needs of a project. [MROE02]
[MROL02]

Guides and actively co-ordinates Advises organizations beyond the

Systems Engineering risk and enterprise boundary on the handling of
opportunity management across multiple complex or sensitive risk and opportunity
diverse projects or across a complex issues. [MROE03]
system, with proven success.
[MROL03]
 Produces an enterprise-level risk profile Advises organizations beyond the
including context, probability, enterprise boundary on the suitability of
consequences, thresholds, priority and their approach to risk and opportunity
risk action and status. [MROL04] management. . [MROE04]

Judges on the treatment of risks and Champions the introduction of novel

opportunities across multiple diverse techniques and ideas in Systems
projects or a complex project, with Engineering risk and opportunity
proven success. [MROL05] management, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [MROE05]
Persuades key enterprise stakeholders Coaches individuals beyond the
to address identified enterprise-level enterprise boundary in Systems
project risks and opportunities.to reduce Engineering risk and opportunity
enterprise-level risks. [MROL06] management, in order to further develop
their knowledge, abilities, skills or
associated behaviors. [MROE06]

Coaches or mentors practitioners across Maintains expertise in this competency

the enterprise in Systems Engineering area through specialist Continual
risk and opportunity management in Professional Development (CPD)
order to develop their knowledge, activities. [MROE07]
abilities, skills or associated behaviors.
[MROL07]

Promotes the introduction and use of

novel techniques and ideas in Systems
Engineering risk and opportunity
management across the enterprise, to
improve enterprise competence in this
area. [MROL08]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [MROL09]
Sheet Index
COMPETENCY AREA - INTEGRATING COMPETENCIES: PROJECT MANAGE

Description:
Project Management identifies, plans and coordinates activities required in order to d
straints of schedule, budget, resources, infrastructure, available staffing and technol
project (i.e. beyond the engineering boundary), encompassing disciplines such as sa
procurement and supply chain management and logistics.

Why it matters:
Good project management reduces risk, maximizes opportunity, cut system, produc
projects.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the role the project
management function plays in
developing a successful system product
or service. [IPMA01]

Explains the meaning of commonly used

project management terms and
applicable standards. [IPMA02]

Explains the relationship between cost,

schedule, quality and performance and
why this matters. [IPMA03]
Describes the role and typical
responsibilities of a project manager on a
project team, within the wider project
management function. [IPMA04]

Describes the differences between

performing project management and
Systems Engineering management on
that project. [IPMA05]

Describes the key interfaces between

project management stakeholders within
the enterprise and the project team.
[IPMA06]

Describes the wider program

environment within which the system is
being developed, and the influence each
can have on this other. [IPMA07]
EGRATING COMPETENCIES: PROJECT MANAGEMENT

, plans and coordinates activities required in order to deliver a satisfactory system, product, se
esources, infrastructure, available staffing and technology. Project Management includes devel
ering boundary), encompassing disciplines such as sales, business development, finance, com
management and logistics.

uces risk, maximizes opportunity, cut system, product or service costs and improves both the

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process in order to Follows governing project management
interface successfully to project plans and processes, and uses
management activities. [IPMS01] appropriate tools to control and monitor
project management related Systems
Engineering tasks,
interpreting as necessary. [IPMP01]

Prepares inputs to work products which Identifies Systems Engineering tasks

interface to project management ensuring that these tasks integrate
stakeholders to ensure Systems successfully with project management
Engineering work aligns with wider to activities. [IPMP02]
project management
activities. [IPMS02]

Identifies potential issues with interfacing Identifies activities required to ensure

work products received from project integration of project management
management Stakeholders or produced planning and estimating with Systems
by Systems Engineering for project Engineering planning and estimating.
management stakeholders taking [IPMP03]
appropriate action. [IPMS03]
Prepares Systems Engineering Develops inputs to a project
information for project management in management plan for a complete project
support of wider project initiation beyond those required for Systems
activities. [IPMS04] Engineering planning to support wider
project or business
project management. [IPMP04]

Prepares Systems Engineering Work Develops Systems Engineering inputs for

Breakdown Structure (WBS) information project management status reviews to
for project management in support of enable informed decision making.
their creation of a wider project WBS. [IPMP05]
[IPMS05]

Prepares Systems Engineering Work Develops project initiation information

Package definitions and estimating required to support Project Start-up by
information for project management in project management on a project.
support of their work creating project- [IPMP06]
level Work Packages and estimates.
[IPMS06]

Follows a governing process in order to Develops Systems Engineering

interface successfully to project information required to support
management activities. [IPMS07] termination of a project by senior
management. [IPMP07]

Prepares information used in project Creates working groups extending

management contract reviews for project beyond Systems Engineering. [IPMP08]
management on a project. [IPMS08]

Prepares Systems Engineering Guides new or supervised practitioners in

information for project management in finance and its relationship to Systems
support of wider project termination Engineering, to develop their knowledge,
activities. [IPMS09] abilities, skills or associated behaviors.
[IPMP09]
Develops own understanding of this Maintains and enhances own
competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[IPMS10] (CPD) activities. [IPMP10]
stem, product, service of appropriate quality, within the con
nt includes development engineering but covers the complete
ent, finance, commercial, legal, human resources, production,

proves both the success rate and the return on investment of

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in the integration of project
in order to ensure Systems Engineering management with Systems Engineering,
project management activities integrate in order to improve Systems Engineering
with enterprise level Project Management best practice
goals. [IPML01] beyond the enterprise boundary.
[IPME01]
Assesses enterprise-level project Advises organizations beyond the
management processes and tailoring to enterprise boundary on complex or
ensure they integrate with Systems sensitive project managementrelated
Engineering needs. [IPML02] issues affecting Systems Engineering.
[IPME02]

Assesses project management Advises organizations beyond the

information produced across the enterprise boundary on the suitability of
enterprise using appropriate techniques their approach to project management
for its integration with Systems plans affecting Systems Engineering
Engineering data. [IPML03] activities. [IPME03]
Judges appropriateness of enterprise- Champions the introduction of novel
level project management decisions in a techniques and ideas to improve the
rational way to ensure alignment with integration of Systems Engineering and
Systems Engineering needs. [IPML04] project management functions, beyond
the enterprise boundary, in order to
develop the wider Systems Engineering
community in this competency. [IPME04]
Judges conflicts between project Coaches individuals beyond the
management needs and Systems enterprise boundary, in the relationship
Engineering needs on behalf of the between Systems Engineering and
enterprise, arbitrating as required. project management, to further develop
[IPML05] their knowledge, abilities, skills or
associated behaviors. [IPME05]

Guides and actively co-ordinates Maintains expertise in this competency

complex or challenging relationships with area through specialist Continual
key stakeholders affecting Systems Professional Development (CPD)
Engineering. [IPML06] activities. [IPME06]

Persuades key project management

stakeholders to address identified
enterprise-level project management
issues affecting Systems Engineering.
[IPML07]

Coaches or mentors practitioners across

the enterprise in the integration of
project management with Systems
Engineering, in order to develop their
knowledge, abilities,skills or associated
behaviors. [IPML08]

Promotes the introduction and use of

novel techniques and ideas across the
enterprise, which improve the integration
of Systems Engineering and project
management functions. [IPML09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [IPML10]
Sheet Index
COMPETENCY AREA - INTEGRATING COMPETENCIES: FINANCE

Description:
Finance is the area of estimating and tracking costs associated with the project. It al
executed.

Why it matters:
Appropriate funding is the life blood of any system development project. It is importa
and controlling project finances and to support the finance discipline in its activities.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the role the finance function
plays in developing a successful system
product or service. [IFIA01]

Explains the meaning of commonly used

financial terms and applicable standards.
[IFIA02]

Explains how business financial decisions

may impact a product or service through
its entire life cycle, and vice versa.
[IFIA03]
Explains primary interfaces between the
finance function and the Systems
Engineering team. [IFIA04]

Describes the key work products

exchanged between finance stakeholders
and the Systems Engineering team.
[IFIA05]

Describes the difference between

performing financial management on a
project or wider enterprise and managing
financial resources as part of Systems
Engineering activities. [IFIA06]

Explains how financial management

concerns relate to Systems Engineering.
[IFIA07]
EGRATING COMPETENCIES: FINANCE

ng and tracking costs associated with the project. It also includes understanding of the financia

blood of any system development project. It is important for systems engineers to recognize th
s and to support the finance discipline in its activities.

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process in order to Follows governing finance plans,
interface successfully to financial processes and uses appropriate tools to
management activities. [IFIS01] control and monitor finance-related
Systems Engineering tasks, interpreting
as necessary. [IFIP01]

Prepares inputs to work products which Prepares work products required by

interface to financial stakeholders to financial stakeholders to ensure Systems
ensure Systems Engineering work aligns Engineering work aligns with wider
with wider financial management financial management activities. [IFIP02]
activities. [IFIS02]

Identifies potential issues with interfacing Creates detailed cost estimating work
work products received from Financial products required by financial
Stakeholders or produced by Systems stakeholders to scope the financial
Engineering for financial stakeholders aspects of a project. [IFIP03]
taking appropriate action. [IFIS03]
Prepares inputs to financial cost Analyzes activity costs and scheduling as
estimation work products for financial required by financial stakeholders in
stakeholders ensuring Systems order to develop project funding
Engineering work aligns with wider requirements and a cost management
financial management activities. plan. [IFIP04]
[IFIS04]

Uses cost aggregation and analysis Analyzes system life cycle cost issues
techniques to communicate funding and decisions as required by financial
information for financial stakeholders stakeholders in order to make
during creation or approval of funding recommendations. [IFIP05
requests. [IFIS05]

Uses system life cycle cost analysis Analyzes project performance and
techniques to communicate cost expenditures as required by financial
information to financial stakeholders on a stakeholders in order to determine
project. [IFIS06] variance from plans. [IFIP06]

Uses project performance and Analyzes variances to budget tolerance

expenditure tracking techniques to as required by financial stakeholders in
communicate performance and order to identify and implement
expenditure tracking information to corrective actions. [IFIP07]
financial stakeholders on a project.
[IFIS07]

Uses financial variance and tolerance Guides new or supervised practitioners in

data to communicate budget or financial finance and its relationship to Systems
variances to financial stakeholders on a Engineering, to develop their knowledge,
project. [IFIS08] abilities, skills or associated behaviors.
[IFIP08]

Develops own understanding of this Maintains and enhances own

competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[IFIS09] (CPD) activities. [IFIP09]
ng of the financial environment in which the project is being

rs to recognize the importance of cost estimation, budgeting,

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in the integration of finance
in order to ensure Systems Engineering needs with Systems Engineering, in order
finance-related activities integrate with to improve Systems Engineering best
enterprise financial goals, including practice beyond the enterprise boundary.
associated tools. [IFIL01] [IFIE01]

Assesses enterprise-level financial Advises organizations beyond the

management materials to ensure they enterprise boundary on the suitability of
integrate with Systems Engineering financial management plans affecting
needs. [IFIL02] Systems Engineering activities. [IFIE02]

Judges tailoring required for enterprise- Advises organizations beyond the

level Systems Engineering processes in enterprise boundary on complex or
order to ensure that the needs of sensitive Financial matters and their
financial stakeholders are fully effect on Systems Engineering. [IFIE03]
integrated. [IFIL03]
Judges appropriateness of enterprise- Champions the introduction of novel
level financial decisions in a rational way
techniques and ideas to improve the
to ensure alignment with Systems integration of Systems Engineering with
Engineering needs. [IFIL04] the finance function, beyond the
enterprise boundary, in order to develop
the wider Systems Engineering
community in this competency. [IFIE04]
Assesses financial information produced Coaches individuals beyond the
across the enterprise using appropriate enterprise boundary, in the relationship
techniques for its integration with between Systems Engineering and
Systems Engineering data. [IFIL05] finance, to further develop their
knowledge, abilities, skills or associated
behaviors. [IFIE05]

Persuades key financial stakeholders to Maintains expertise in this competency

address identified enterprise-level area through specialist Continual
financial management issues affecting Professional Development (CPD)
Systems Engineering. [IFIL06] activities. [IFIE06]

Coaches or mentors practitioners across

the enterprise in the integration of
finance with Systems Engineering to
develop their knowledge, abilities, skills
or associated behaviors. [IFIL07]

Promotes the introduction and use of

novel techniques and ideas across the
enterprise, which improve the integration
of Systems Engineering and finance
functions. [IFIL08

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [IFIL09]
Sheet Index
COMPETENCY AREA - INTEGRATING COMPETENCIES: LOGISTICS

Description:
Logistics focuses on the support and sustainment of the product once it is transition
analysis, sustainment engineering, maintenance planning and execution, training, sp
dling and shipping and support equipment for the system and its elements.

Why it matters:
Factoring logistics considerations such as availability, storage and transport, and tra
the system.

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the role the logistics function
plays in developing a successful system
product or service. [ILOA01]

Explains the meaning of commonly used

logistics terms and applicable standards.
[ILOA02]

Describes key logistics activities and why

they are important to the success of a
system. [ILOA03]
Explains primary interfaces between the
logistics function and the Systems
Engineering team. [ILOA04]

Describes the key work products

exchanged between logistics
stakeholders and the Systems
Engineering team. [ILOA05]

Explains the concept and value of life

cycle cost and how this affects both the
system solution and logistics. [ILOA06]

Describes the wider logistics

environment within which the system is
being developed, and the influence each
can have on this other. [ILOA07]
EGRATING COMPETENCIES: LOGISTICS

ort and sustainment of the product once it is transitioned to the end user. It includes areas such
ring, maintenance planning and execution, training, spares and inventory control, associated f
t equipment for the system and its elements.

ons such as availability, storage and transport, and training needs early in the design effort ca

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process in order to Follows governing logistics plans,
interface successfully to logistics processes and uses appropriate tools to
management activities. [ILOS01] control and monitor logistics-related
Systems Engineering tasks, interpreting
as necessary. [ILOP01]

Identifies potential issues with interfacing Prepares work products required by

work products received from logistics logistics stakeholders to ensure Systems
Stakeholders or produced by Systems Engineering work aligns with wider
Engineering for logistics stakeholders logistics management activities.
taking ppropriate action. [ILOS02] [ILOP02]

Prepares inputs to a supportability Prepares supportability analysis

analysis on a project to assist logistics information required by logistics
stakeholders. [ILOS03] stakeholders to meet project and
enterprise requirements. [ILOP03]
Explains how different concepts for Develops maintenance concepts required
maintenance may have different life by logistics stakeholders to ensure
cycle costs. [ILOS04] alignment with system engineering
activities. [ILOP04]

Uses recognized analysis techniques to Develops spares and repair concepts

calculate spares, repairs or supply- required by logistics stakeholders to
related information for logistics ensure alignment with system
stakeholders on a project. [ILOS05] engineering activities. [ILOP05]

Uses recognized analysis techniques to Develops facilities infrastructure

produce facilities and infrastructure concepts required by logistics
operation and maintenance information stakeholders to support operation and
for logistics stakeholders on a project. maintenance of a system across its life
[ILOS06] cycle. [ILOP06]

Uses recognized techniques to produce Develops logistics training products

system engineering information in required by logistics stakeholders to
support of operator or personnel training maximize the effectiveness of operators
or simulation activities for logistics and personnel sustaining the system at
stakeholders on a project. [ILOS07] lowest life cycle cost. [ILOP07]

Uses recognized techniques to produce Develops concepts for support

system operation and maintenance equipment in collaboration with logistics
information for logistics stakeholders on stakeholders to sustain the operation and
a project. [ILOS08] maintenance of a system across its life
cycle. [ILOP08]

Uses recognized techniques to produce Develops packaging, handling, storage

system installation, operation, and transportation required by logistics
maintenance and sustainment stakeholders to ensure safe and secure
information for logistics stakeholders on transportation of a system. [ILOP09]
a project. [ILOS09]
Uses recognized techniques to produce Develops work products required by
system packaging, handling, storage and logistics stakeholders in order to support
transportation information for logistics the installation, operation, maintenance
stakeholders on a project. [ILOS10] and sustainment of the system. [ILOP10]

Develops own understanding of this Guides new or supervised practitioners in

competency area through Continual logistics and its relationship to Systems
Professional Development (CPD). Engineering, to develop their knowledge,
[ILOS11] abilities, skills or associated behaviors.
[ILOP11]

Maintains and enhances own

competence in this area through
Continual Professional Development
(CPD) activities. [ILOP12]
cludes areas such as life cycle cost analysis, supportability
trol, associated facilities and infrastructure, packaging, han

design effort can significantly reduce total life cycle cost for

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in the integration of logistics
in order to ensure Systems Engineering needs with Systems Engineering, in order
logistics-related activities integrate with to improve Systems Engineering best
enterprise logistics goals, including practice beyond the enterprise boundary.
associated tools. [ILOL01] [ILOE01]

Assesses enterprise-level logistics Advises organizations beyond the

management processes to ensure they enterprise boundary on the suitability of
integrate with Systems Engineering their approach to logistics management
needs. [ILOL02] within Systems Engineering. [ILOE02]

Judges the appropriateness of enterprise- Assesses the suitability of Logistics

level logistics decisions in a rational way Management Plans affecting Systems
to ensure alignment with Systems Engineering activities. [ILOE03]
Engineering needs. [ILOL03]
Judges the supportability strategies and Advises organizations beyond the
supportability decisions across the enterprise boundary on complex or
enterprise to ensure they align with sensitive logistics-related issues and its
Systems Engineering performance, effect on Systems Engineering. [ILOE04]
readiness and life cycle cost needs.
[ILOL04]

Judges logistics plans and decisions Champions the introduction of novel

across the enterprise to ensure they techniques and ideas to improve the
align with Systems Engineering integration of Systems Engineering and
performance, readiness and life cycle logistics functions, beyond the enterprise
cost needs. [ILOL05] boundary, in order to develop the wider
Systems Engineering community in this
competency. [ILOE05]
Assesses enterprise-level logistics work Coaches individuals beyond the
products for their alignment with enterprise boundary, in the relationship
Systems Engineering. [ILOL06] between Systems Engineering and
logistics, to further develop their
knowledge, abilities, skills or associated
behaviors. [ILOE06]

Persuades key logistics stakeholders to Maintains expertise in this competency

address identified enterprise-level area through specialist Continual
logistics management issues affecting Professional Development (CPD)
Systems Engineering. [ILOL07] activities. [ILOE07]

Coaches or mentors practitioners across

the enterprise in the integration of
logistics with Systems Engineering in
order to develop their knowledge,
abilities, skills or associated behaviors.
[ILOL08]

Promotes the introduction and use of

novel techniques and ideas across the
enterprise, which improve the integration
of Systems Engineering and logistics
functions. [ILOL09]
Develops expertise in this competency
area through specialist Continual
Professional Development (CPD)
activities. [ILOL10]
Sheet Index
COMPETENCY AREA - INTEGRATING COMPETENCIES: QUALITY

Description:
Quality focuses on customer satisfaction via the control of key product characteristic

Why it matters:
Proactive quality management improves both the quality of the system, product or s

EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE

AWARENESS
Explains the role the quality function
plays in developing a successful system
product or service. [IQUA01]

Explains the meaning of commonly used

quality-related terms and applicable
standards. [IQUA02]

Explains primary interfaces between the

quality management function and the
Systems Engineering team. [IQUA03]
Describes the key work products
exchanged between quality management
stakeholders and the Systems
Engineering team. [IQUA04]

Explains the difference between quality

assurance and quality control. [IQUA05]

Explains how project-level decisions can

impact the quality of a system. [IQUA06]

Explains the difference between

performing quality management on a
project or wider enterprise and managing
quality as part of Systems Engineering
activities. [IQUA07]

Describes the wider quality environment

within which the system is being
developed, and the influence each can
have on this other. [IQUA08]
EGRATING COMPETENCIES: QUALITY

atisfaction via the control of key product characteristics and corresponding key manufacturing

improves both the quality of the system, product or service provided, as well as the quality of

OF KNOWLEDGE AND EXPERIENCE

SUPERVISED PRACTITIONER PRACTITIONER

Follows a governing process in order to Follows governing quality plans and
interface successfully to quality processes, and uses appropriate tools to
management activities. [IQUS01] control and monitor quality-related
Systems Engineering tasks, interpreting
as necessary. [IQUP01]

Prepares inputs to work products which Prepares work products required by

interface to quality stakeholders to quality stakeholders to ensure Systems
ensure Systems Engineering work aligns Engineering work aligns with wider
with wider quality management quality management activities. [IQUP02]
activities. [IQUS02]

Identifies potential issues with interfacing Identifies alternative mechanisms for

work products received from quality measuring quality to support the quality
Stakeholders or produced by Systems function in achieving the targeted
Engineering for quality taking standard of excellence on a project.
appropriate action. IQUS03] [IQUP03]
Identifies measures of quality which Identifies mechanisms measuring
ensure an appropriate standard of process performance to support the
excellence is targeted on a project in quality function in achieving the targeted
support of quality function activities. standard of excellence on a project.
[IQUS04] [IQUP04]

Identifies quality characteristics which Guides and actively co-ordinates

ensure an appropriate standard of Systems Engineering process
excellence is targeted on a project in improvement activities to enable the
support of quality function activities. quality function to achieve its targeted
[IQUS05] standard of Systems Engineering
excellence on a project. [IQUP05]

Monitors process adherence on a project Analyzes design information or test (e.g.

in support of quality function activities. verification) results for a product or
[IQUS06] project to confirm conformance to
standards. [IQUP06]

Uses recognized techniques to support Analyzes the root-cause analysis of

verification of product or system failures, determining appropriate
conformity for quality stakeholders on a corrective actions in support of quality
project. [IQUS07] function needs. [IQUP07]

Uses recognized techniques to perform Conducts an audit of project practices

system root-cause analysis and failure against recognized quality or project
elimination for quality stakeholders on a standards to support quality Function
project. [IQUS08] needs. [IQUP08]

Identifies measures of quality which Reviews the results of Quality

ensure an appropriate standard of Management Plans affecting Systems
excellence is targeted on a project in Engineering activities. [IQUP09]
support of quality function activities.
[IQUS09]
Complies with required quality standards Guides new or supervised practitioners in
to support the quality function in auditing quality and its relationship to Systems
ongoing projects. [IQUS10] Engineering, to develop their knowledge,
abilities, skills or associated behaviors.
[IQUP10]

Develops own understanding of this Maintains and enhances own

competency area through Continual competence in this area through
Professional Development (CPD). Continual Professional Development
[IQUS11] (CPD) activities. [IQUP11]
y manufacturing process characteristics.

as the quality of the project’s management processes.

LEAD PRACTITIONER EXPERT

Creates enterprise-level policies, Communicates own knowledge and
procedures, guidance and best practice experience in the integration of quality
in order to ensure Systems Engineering function needs with Systems
quality-related activities integrate with Engineering, in order to improve Systems
enterprise-level quality goals including Engineering best practice beyond the
associated tools. [IQUL01] enterprise boundary. [IQUE01]

Assesses enterprise-level quality Advises organizations beyond the

management processes to ensure they enterprise boundary on the suitability of
integrate with Systems Engineering their approach to Quality Management
needs. [IQUL02] and the effect of their plans on Systems
Engineering activities. [IQUE02]

Judges appropriateness of enterprise- Fosters a culture of continuous quality

level quality decisions in a rational way improvement beyond the enterprise
to ensure alignment with Systems boundary. [IQUE03]
Engineering needs. [IQUL03]
Persuades quality stakeholders to Advises organizations beyond the
address identified enterprise-level quality enterprise boundary on complex or
management issues affecting Systems sensitive quality-related issues affecting
Engineering. [IQUL04] Systems Engineering . [IQUE04]

Assesses quality information produced Champions the introduction of novel

across the enterprise using appropriate techniques and ideas to improve the
techniques for its integration with integration of Systems Engineering and
Systems Engineering data. [IQUL05] quality functions, beyond the enterprise
boundary, in order to develop the wider
Systems Engineering community in this
competency. [IQUE05]
Reviews quality audit outcomes at the Coaches individuals beyond the
enterprise level to establish their impact enterprise boundary, in the relationship
on system engineering across the between Systems Engineering and
enterprise. [IQUL06] quality management, to further develop
their knowledge, abilities, skills or
associated behaviors. [IQUE06]

Promotes continuous improvement in

Systems Engineering at the enterprise
level to support quality management
function initiatives. [IQUL07] Maintains expertise in this competency
area through specialist Continual Pro
fessional Development (CPD) activities.
[IQUE07]
Assesses quality management plans from
projects across the enterprise for their
impact on Systems Engineering
activities. [IQUL08]

Fosters a culture of continuous quality

improvement in projects across the
enterprise. [IQUL09]
Coaches or mentors practitioners across
the enterprise in the integration of
quality with Systems Engineering in order
to develop their knowledge, abilities,
skills or associated behaviors. [IQUL10]

Promotes the introduction and use of

novel techniques and ideas across the
enterprise, which improve the integration
of Systems Engineering and quality
management functions. [IQUL11]

Develops expertise in this competency

area through specialist Continual
Professional Development (CPD)
activities. [IQUL12]
Code Competency Area Competency Level
CSTA01 Core Systems Thinking Awareness
CSTA02 Core Systems Thinking Awareness
CSTA03 Core Systems Thinking Awareness
CSTA04 Core Systems Thinking Awareness
CSTA05 Core Systems Thinking Awareness
CSTA06 Core Systems Thinking Awareness
CSTA07 Core Systems Thinking Awareness
CSTA08 Core Systems Thinking Awareness
CSTA09 Core Systems Thinking Awareness
CSTS01 Core Systems Thinking Supervised Practitioner
CSTS02 Core Systems Thinking Supervised Practitioner
CSTS03 Core Systems Thinking Supervised Practitioner
CSTS04 Core Systems Thinking Supervised Practitioner
CSTS05 Core Systems Thinking Supervised Practitioner
CSTS06 Core Systems Thinking Supervised Practitioner
CSTS07 Core Systems Thinking Supervised Practitioner
CSTS08 Core Systems Thinking Supervised Practitioner
CSTS09 Core Systems Thinking Supervised Practitioner
CSTS10 Core Systems Thinking Supervised Practitioner
CSTP01 Core Systems Thinking Practitioner
CSTP02 Core Systems Thinking Practitioner
CSTP03 Core Systems Thinking Practitioner
CSTP04 Core Systems Thinking Practitioner
CSTP05 Core Systems Thinking Practitioner
CSTP06 Core Systems Thinking Practitioner
CSTP07 Core Systems Thinking Practitioner
CSTP08 Core Systems Thinking Practitioner
CSTP09 Core Systems Thinking Practitioner
CSTP10 Core Systems Thinking Practitioner
CSTP11 Core Systems Thinking Practitioner
CSTL01 Core Systems Thinking Lead Practitioner
CSTL02 Core Systems Thinking Lead Practitioner
CSTL03 Core Systems Thinking Lead Practitioner
CSTL04 Core Systems Thinking Lead Practitioner
CSTL05 Core Systems Thinking Lead Practitioner
CSTL06 Core Systems Thinking Lead Practitioner
CSTL07 Core Systems Thinking Lead Practitioner
CSTL08 Core Systems Thinking Lead Practitioner
CSTL09 Core Systems Thinking Lead Practitioner
CSTE01 Core Systems Thinking EXPERT
CSTE02 Core Systems Thinking EXPERT
CSTE03 Core Systems Thinking EXPERT
CSTE04 Core Systems Thinking EXPERT
CSTE05 Core Systems Thinking EXPERT
CSTE06 Core Systems Thinking EXPERT
CSTE07 Core Systems Thinking EXPERT
CLCA01 Core Life Cycles Awareness
CLCA02 Core Life Cycles Awareness
CLCA03 Core Life Cycles Awareness
CLCA04 Core Life Cycles Awareness
CLCA05 Core Life Cycles Awareness
CLCS01 Core Life Cycles Supervised Practitioner
CLCS02 Core Life Cycles Supervised Practitioner
CLCS03 Core Life Cycles Supervised Practitioner
CLCS04 Core Life Cycles Supervised Practitioner
CLCS05 Core Life Cycles Supervised Practitioner
CLCS06 Core Life Cycles Supervised Practitioner
CLCP01 Core Life Cycles Practitioner
CLCP02 Core Life Cycles Practitioner
CLCP03 Core Life Cycles Practitioner
CLCP04 Core Life Cycles Practitioner
CLCP05 Core Life Cycles Practitioner
CLCP06 Core Life Cycles Practitioner
CLCP07 Core Life Cycles Practitioner
CLCP08 Core Life Cycles Practitioner
CLCL01 Core Life Cycles Lead Practitioner
CLCL02 Core Life Cycles Lead Practitioner
CLCL03 Core Life Cycles Lead Practitioner
CLCL04 Core Life Cycles Lead Practitioner
CLCL05 Core Life Cycles Lead Practitioner

CLCL06 Core Life Cycles Lead Practitioner

CLCL07 Core Life Cycles Lead Practitioner
CLCL08 Core Life Cycles Lead Practitioner
CLCE01 Core Life Cycles Expert
CLCE02 Core Life Cycles Expert
CLCE03 Core Life Cycles Expert
CLCE04 Core Life Cycles Expert
CLCE05 Core Life Cycles Expert
CLCE06 Core Life Cycles Expert
CCPA01 Core Capability Engineering Awareness
CCPA02Core Capability Engineering Awareness
CCPA03 Core Capability Engineering Awareness
CCPA04 Core Capability Engineering Awareness
CCPS01 Core Capability Engineering Supervised Practitioner
CCPS02 Core Capability Engineering Supervised Practitioner
CCPS03 Core Capability Engineering Supervised Practitioner
CCPS04 Core Capability Engineering Supervised Practitioner
CCPS05 Core Capability Engineering Supervised Practitioner
CCPS06 Core Capability Engineering Supervised Practitioner
CCPS07 Core Capability Engineering Supervised Practitioner
CCPP01 Core Capability Engineering Practitioner
CCPP02 Core Capability Engineering Practitioner
CCPP03 Core Capability Engineering Practitioner
CCPP04 Core Capability Engineering Practitioner
CCPP05 Core Capability Engineering Practitioner
CCPP06 Core Capability Engineering Practitioner
CCPP07 Core Capability Engineering Practitioner
CCPP08 Core Capability Engineering Practitioner
CCPP09 Core Capability Engineering Practitioner
CCPP10 Core Capability Engineering Practitioner
CCPL01 Core Capability Engineering Lead Practitioner
CCPL02 Core Capability Engineering Lead Practitioner
CCPL03 Core Capability Engineering Lead Practitioner
CCPL04 Core Capability Engineering Lead Practitioner
CCPL05 Core Capability Engineering Lead Practitioner
CCPL06 Core Capability Engineering Lead Practitioner
CCPL07 Core Capability Engineering Lead Practitioner
CCPE01 Core Capability Engineering Expert
CCPE02 Core Capability Engineering Expert
CCPE03 Core Capability Engineering Expert
CCPE04 Core Capability Engineering Expert
CCPE05 Core Capability Engineering Expert
CCPE06 Core Capability Engineering Expert
CCPE07 Core Capability Engineering Expert
CCPE08 Core Capability Engineering Expert
CGEA01Core General Engineering Awareness
CGEA02Core General Engineering Awareness
CGEA03Core General Engineering Awareness
CGEA04Core General Engineering Awareness
CGEA05Core General Engineering Awareness
CGEA06Core General Engineering Awareness
CGEA07Core General Engineering Awareness
CGEA08Core General Engineering Awareness
CGES01 Core General Engineering Supervised Practitioner
CGES02 Core General Engineering Supervised Practitioner
CGES03 Core General Engineering Supervised Practitioner
CGES04 Core General Engineering Supervised Practitioner
CGES05 Core General Engineering Supervised Practitioner
CGES06 Core General Engineering Supervised Practitioner
CGES07 Core General Engineering Supervised Practitioner
CGES08 Core General Engineering Supervised Practitioner
CGEP01 Core General Engineering Practitioner
CGEP02 Core General Engineering Practitioner
CGEP03 Core General Engineering Practitioner
CGEP04 Core General Engineering Practitioner
CGEP05 Core General Engineering Practitioner
CGEP06 Core General Engineering Practitioner
CGEP07 Core General Engineering Practitioner
CGEP08 Core General Engineering Practitioner
CGEP09 Core General Engineering Practitioner
CGEP10 Core General Engineering Practitioner
CGEP11 Core General Engineering Practitioner
CGEP12 Core General Engineering Practitioner
CGEL01 Core General Engineering Lead Practitioner
CGEL02 Core General Engineering Lead Practitioner
CGEL03 Core General Engineering Lead Practitioner
CGEL04 Core General Engineering Lead Practitioner
CGEL05 Core General Engineering Lead Practitioner
CGEL06 Core General Engineering Lead Practitioner
CGEL07 Core General Engineering Lead Practitioner
CGEL08 Core General Engineering Lead Practitioner
CGEL09 Core General Engineering Lead Practitioner
CGEL10 Core General Engineering Lead Practitioner
CGEL11 Core General Engineering Lead Practitioner
CGEE01 Core General Engineering Expert
CGEE02 Core General Engineering Expert
CGEE03 Core General Engineering Expert
CGEE04 Core General Engineering Expert
CGEE05 Core General Engineering Expert
CGEE06 Core General Engineering Expert
CGEE07 Core General Engineering Expert
CGEE08 Core General Engineering Expert
CGEE09 Core General Engineering Expert
CCTA01 Core Critical Thinking Awareness
CCTA02 Core Critical Thinking Awareness
CCTA03 Core Critical Thinking Awareness
CCTA04 Core Critical Thinking Awareness
CCTA05 Core Critical Thinking Awareness
CCTA06 Core Critical Thinking Awareness
CCTA07 Core Critical Thinking Awareness
CCTA08 Core Critical Thinking Awareness
CCTS01 Core Critical Thinking Supervised Practitioner
CCTS02 Core Critical Thinking Supervised Practitioner
CCTS03 Core Critical Thinking Supervised Practitioner
CCTS04 Core Critical Thinking Supervised Practitioner
CCTS05 Core Critical Thinking Supervised Practitioner
CCTS06 Core Critical Thinking Supervised Practitioner
CCTS07 Core Critical Thinking Supervised Practitioner
CCTS08 Core Critical Thinking Supervised Practitioner
CCTS09 Core Critical Thinking Supervised Practitioner
CCTS10 Core Critical Thinking Supervised Practitioner
CCTP01 Core Critical Thinking Practitioner
CCTP02 Core Critical Thinking Practitioner
CCTP03 Core Critical Thinking Practitioner
CCTP04 Core Critical Thinking Practitioner
CCTP05 Core Critical Thinking Practitioner
CCTP06 Core Critical Thinking Practitioner
CCTL01 Core Critical Thinking Lead Practitioner
CCTL02 Core Critical Thinking Lead Practitioner
CCTL03 Core Critical Thinking Lead Practitioner
CCTL04 Core Critical Thinking Lead Practitioner
CCTL05 Core Critical Thinking Lead Practitioner
CCTL06 Core Critical Thinking Lead Practitioner
CCTL07 Core Critical Thinking Lead Practitioner
CCTL08 Core Critical Thinking Lead Practitioner
CCTL09 Core Critical Thinking Lead Practitioner
CCTL10 Core Critical Thinking Lead Practitioner
CCTL11 Core Critical Thinking Lead Practitioner
CCTL12 Core Critical Thinking Lead Practitioner
CCTE01 Core Critical Thinking Expert
CCTE02 Core Critical Thinking Expert
CCTE03 Core Critical Thinking Expert
CCTE04 Core Critical Thinking Expert
CCTE05 Core Critical Thinking Expert
CCTE06 Core Critical Thinking Expert
CCTE07 Core Critical Thinking Expert
CCTE08 Core Critical Thinking Expert
CSMA01 Core Systems Modeling And Analysis Awareness
CSMA02Core Systems Modeling And Analysis Awareness
CSMA03Core Systems Modeling And Analysis Awareness
CSMA04Core Systems Modeling And Analysis Awareness
CSMA05Core Systems Modeling And Analysis Awareness
CSMA06Core Systems Modeling And Analysis Awareness
CSMA07Core Systems Modeling And Analysis Awareness
CSMA08Core Systems Modeling And Analysis Awareness
CSMA09Core Systems Modeling And Analysis Awareness
CSMA10Core Systems Modeling And Analysis Awareness
CSMS01Core Systems Modeling And Analysis Supervised Practitioner
CSMS02Core Systems Modeling And Analysis Supervised Practitioner
CSMS03Core Systems Modeling And Analysis Supervised Practitioner
CSMS04Core Systems Modeling And Analysis Supervised Practitioner
CSMS05Core Systems Modeling And Analysis Supervised Practitioner
CSMS06Core Systems Modeling And Analysis Supervised Practitioner
CSMS07Core Systems Modeling And Analysis Supervised Practitioner
CSMS08Core Systems Modeling And Analysis Supervised Practitioner
CSMP01Core Systems Modeling And Analysis Practitioner
CSMP02 Core Systems Modeling And Analysis Practitioner
CSMP03 Core Systems Modeling And Analysis Practitioner
CSMP04 Core Systems Modeling And Analysis Practitioner
CSMP05 Core Systems Modeling And Analysis Practitioner
CSMP06 Core Systems Modeling And Analysis Practitioner
CSMP07 Core Systems Modeling And Analysis Practitioner
CSMP08 Core Systems Modeling And Analysis Practitioner
CSMP09 Core Systems Modeling And Analysis Practitioner
CSMP10 Core Systems Modeling And Analysis Practitioner
CSMP11 Core Systems Modeling And Analysis Practitioner
CSMP12 Core Systems Modeling And Analysis Practitioner
CSML01 Core Systems Modeling And Analysis Lead Practitioner
CSML02 Core Systems Modeling And Analysis Lead Practitioner
CSML03 Core Systems Modeling And Analysis Lead Practitioner
CSML04 Core Systems Modeling And Analysis Lead Practitioner
CSML05 Core Systems Modeling And Analysis Lead Practitioner
CSML06 Core Systems Modeling And Analysis Lead Practitioner
CSML07 Core Systems Modeling And Analysis Lead Practitioner
CSML08 Core Systems Modeling And Analysis Lead Practitioner
CSML09 Core Systems Modeling And Analysis Lead Practitioner
CSML10 Core Systems Modeling And Analysis Lead Practitioner
CSML11 Core Systems Modeling And Analysis Lead Practitioner
CSME01 Core Systems Modeling And Analysis Expert
CSME02 Core Systems Modeling And Analysis Expert
CSME03 Core Systems Modeling And Analysis Expert
CSME04 Core Systems Modeling And Analysis Expert
CSME05 Core Systems Modeling And Analysis Expert
CSME06Core Systems Modeling And Analysis Expert
CSME07Core Systems Modeling And Analysis Expert
CSME08Core Systems Modeling And Analysis Expert
CSME09Core Systems Modeling And Analysis Expert
PCCA01 Professional Communicatios Awareness
PCCA02 Professional Communicatios Awareness
PCCA03 Professional Communicatios Awareness
PCCA04 Professional Communicatios Awareness
PCCA05 Professional Communicatios Awareness
PCCA06 Professional Communicatios Awareness
PCCS01 Professional Communicatios Supervised Practitioner
PCCS02 Professional Communicatios Supervised Practitioner
PCCS03 Professional Communicatios Supervised Practitioner
PCCS04 Professional Communicatios Supervised Practitioner
PCCS05 Professional Communicatios Supervised Practitioner
PCCS06 Professional Communicatios Supervised Practitioner
PCCS07 Professional Communicatios Supervised Practitioner
PCCP01 Professional Communicatios Practitioner
PCCP02 Professional Communicatios Practitioner
PCCP03 Professional Communicatios Practitioner
PCCP04 Professional Communicatios Practitioner
PCCP05 Professional Communicatios Practitioner
PCCP06 Professional Communicatios Practitioner
PCCP07 Professional Communicatios Practitioner
PCCP08 Professional Communicatios Practitioner
PCCP09 Professional Communicatios Practitioner
PCCP10 Professional Communicatios Practitioner
PCCL01 Professional Communicatios Lead Practitioner
PCCL02 Professional Communicatios Lead Practitioner
PCCL03 Professional Communicatios Lead Practitioner
PCCL04 Professional Communicatios Lead Practitioner
PCCL05 Professional Communicatios Lead Practitioner
PCCL06 Professional Communicatios Lead Practitioner
PCCL07 Professional Communicatios Lead Practitioner
PCCL08 Professional Communicatios Lead Practitioner
PCCL09 Professional Communicatios Lead Practitioner
PCCL10 Professional Communicatios Lead Practitioner
PCCE01 Professional Communicatios Expert
PCCE02 Professional Communicatios Expert
PCCE03 Professional Communicatios Expert
PCCE04 Professional Communicatios Expert
PCCE05 Professional Communicatios Expert
PCCE06 Professional Communicatios Expert
PCCE07 Professional Communicatios Expert
PEPA01 Professional Ethics And Professionalism Awareness
PEPA02 Professional Ethics And Professionalism Awareness
PEPA03 Professional Ethics And Professionalism Awareness
PEPA04 Professional Ethics And Professionalism Awareness
PEPA05 Professional Ethics And Professionalism Awareness
PEPA06 Professional Ethics And Professionalism Awareness
PEPA07 Professional Ethics And Professionalism Awareness
PEPA08 Professional Ethics And Professionalism Awareness
PEPS01 Professional Ethics And Professionalism Supervised Practitioner
PEPS02 Professional Ethics And Professionalism Supervised Practitioner
PEPS03 Professional Ethics And Professionalism Supervised Practitioner
PEPS04 Professional Ethics And Professionalism Supervised Practitioner
PEPS05 Professional Ethics And Professionalism Supervised Practitioner
PEPS06 Professional Ethics And Professionalism Supervised Practitioner
PEPS07 Professional Ethics And Professionalism Supervised Practitioner
PEPS08 Professional Ethics And Professionalism Supervised Practitioner
PEPS09 Professional Ethics And Professionalism Supervised Practitioner
PEPS10 Professional Ethics And Professionalism Supervised Practitioner
PEPS11 Professional Ethics And Professionalism Supervised Practitioner
PEPP01 Professional Ethics And Professionalism Practitioner
PEPP02 Professional Ethics And Professionalism Practitioner
PEPP03 Professional Ethics And Professionalism Practitioner
PEPP04 Professional Ethics And Professionalism Practitioner
PEPP05 Professional Ethics And Professionalism Practitioner
PEPP06 Professional Ethics And Professionalism Practitioner
PEPP07 Professional Ethics And Professionalism Practitioner
PEPP08 Professional Ethics And Professionalism Practitioner
PEPP09 Professional Ethics And Professionalism Practitioner
PEPP10 Professional Ethics And Professionalism Practitioner
PEPP11 Professional Ethics And Professionalism Practitioner
PEPL01 Professional Ethics And Professionalism Lead Practitioner
PEPL02 Professional Ethics And Professionalism Lead Practitioner
PEPL03 Professional Ethics And Professionalism Lead Practitioner
PEPL04 Professional Ethics And Professionalism Lead Practitioner
PEPL05 Professional Ethics And Professionalism Lead Practitioner
PEPL06 Professional Ethics And Professionalism Lead Practitioner
PEPL07 Professional Ethics And Professionalism Lead Practitioner
PEPL08 Professional Ethics And Professionalism Lead Practitioner
PEPL09 Professional Ethics And Professionalism Lead Practitioner
PEPL10 Professional Ethics And Professionalism Lead Practitioner
PEPE01 Professional Ethics And Professionalism Expert
PEPE02 Professional Ethics And Professionalism Expert
PEPE03 Professional Ethics And Professionalism Expert
PEPE04 Professional Ethics And Professionalism Expert
PEPE05 Professional Ethics And Professionalism Expert
PEPE06 Professional Ethics And Professionalism Expert
PEPE07 Professional Ethics And Professionalism Expert
PEPE08 Professional Ethics And Professionalism Expert
PEPE09 Professional Ethics And Professionalism Expert
PEPE10 Professional Ethics And Professionalism Expert
PEPE11 Professional Ethics And Professionalism Expert
PTLA01 Professional Technical Leadership Awareness
PTLA02 Professional Technical Leadership Awareness
PTLA03 Professional Technical Leadership Awareness
PTLA04 Professional Technical Leadership Awareness
PTLA05 Professional Technical Leadership Awareness
PTLA06 Professional Technical Leadership Awareness
PTLA07 Professional Technical Leadership Awareness
PTLA08 Professional Technical Leadership Awareness
PTLA09 Professional Technical Leadership Awareness
PTLS01 Professional Technical Leadership Supervised Practitioner
PTLS02 Professional Technical Leadership Supervised Practitioner
PTLS03 Professional Technical Leadership Supervised Practitioner
PTLS04 Professional Technical Leadership Supervised Practitioner
PTLS05 Professional Technical Leadership Supervised Practitioner
PTLS06 Professional Technical Leadership Supervised Practitioner
PTLS07 Professional Technical Leadership Supervised Practitioner
PTLS08 Professional Technical Leadership Supervised Practitioner
PTLS09 Professional Technical Leadership Supervised Practitioner
PTLS10 Professional Technical Leadership Supervised Practitioner
PTLS11 Professional Technical Leadership Supervised Practitioner
PTLP01 Professional Technical Leadership Practitioner
PTLP02 Professional Technical Leadership Practitioner
PTLP03 Professional Technical Leadership Practitioner
PTLP04 Professional Technical Leadership Practitioner
PTLP05 Professional Technical Leadership Practitioner
PTLP06 Professional Technical Leadership Practitioner
PTLP07 Professional Technical Leadership Practitioner
PTLP08 Professional Technical Leadership Practitioner
PTLP09 Professional Technical Leadership Practitioner
PTLP10 Professional Technical Leadership Practitioner
PTLP11 Professional Technical Leadership Practitioner
PTLP12 Professional Technical Leadership Practitioner
PTLP13 Professional Technical Leadership Practitioner
PTLL01 Professional Technical Leadership Lead Practitioner
PTLL02 Professional Technical Leadership Lead Practitioner
PTLL03 Professional Technical Leadership Lead Practitioner
PTLL04 Professional Technical Leadership Lead Practitioner
PTLL05 Professional Technical Leadership Lead Practitioner
PTLL06 Professional Technical Leadership Lead Practitioner
PTLL07 Professional Technical Leadership Lead Practitioner
PTLL08 Professional Technical Leadership Lead Practitioner
PTLL09 Professional Technical Leadership Lead Practitioner
PTLE01 Professional Technical Leadership Expert
PTLE02 Professional Technical Leadership Expert
PTLE03 Professional Technical Leadership Expert
PTLE04 Professional Technical Leadership Expert
PTLE05 Professional Technical Leadership Expert
PTLE06 Professional Technical Leadership Expert
PTLE07 Professional Technical Leadership Expert
PTLE08 Professional Technical Leadership Expert
PTLE09 Professional Technical Leadership Expert
PTLE10 Professional Technical Leadership Expert
PNEA01 Professional Negotiation Awareness
PNEA02 Professional Negotiation Awareness
PNEA03 Professional Negotiation Awareness
PNEA04 Professional Negotiation Awareness
PNES01 Professional Negotiation Supervised Practitioner
PNES02 Professional Negotiation Supervised Practitioner
PNES03 Professional Negotiation Supervised Practitioner
PNES04 Professional Negotiation Supervised Practitioner
PNES05 Professional Negotiation Supervised Practitioner
PNES06 Professional Negotiation Supervised Practitioner
PNES07 Professional Negotiation Supervised Practitioner
PNEP01 Professional Negotiation Practitioner
PNEP02 Professional Negotiation Practitioner
PNEP03 Professional Negotiation Practitioner
PNEP04 Professional Negotiation Practitioner
PNEP05 Professional Negotiation Practitioner
PNEP06 Professional Negotiation Practitioner
PNEP07 Professional Negotiation Practitioner
PNEP08 Professional Negotiation Practitioner
PNEP09 Professional Negotiation Practitioner
PNEP10 Professional Negotiation Practitioner
PNEP11 Professional Negotiation Practitioner
PNEL01 Professional Negotiation Lead Practitioner
PNEL02 Professional Negotiation Lead Practitioner
PNEL03 Professional Negotiation Lead Practitioner
PNEL04 Professional Negotiation Lead Practitioner
PNEL05 Professional Negotiation Lead Practitioner
PNEL06 Professional Negotiation Lead Practitioner
PNEL07 Professional Negotiation Lead Practitioner
PNEL08 Professional Negotiation Lead Practitioner
PNEL09 Professional Negotiation Lead Practitioner
PNEL10 Professional Negotiation Lead Practitioner
PNEL11 Professional Negotiation Lead Practitioner
PNEL12 Professional Negotiation Lead Practitioner
PNEE01 Professional Negotiation Expert
PNEE02 Professional Negotiation Expert
PNEE03 Professional Negotiation Expert
PNEE04 Professional Negotiation Expert
PNEE05 Professional Negotiation Expert
PNEE06 Professional Negotiation Expert
PNEE07 Professional Negotiation Expert
PTDA01 Professional Team Dynamics Awareness
PTDA02 Professional Team Dynamics Awareness
PTDA03 Professional Team Dynamics Awareness
PTDA04 Professional Team Dynamics Awareness
PTDA05 Professional Team Dynamics Awareness
PTDA06 Professional Team Dynamics Awareness
PTDA07 Professional Team Dynamics Awareness
PTDS01 Professional Team Dynamics Supervised Practitioner
PTDS02 Professional Team Dynamics Supervised Practitioner
PTDS03 Professional Team Dynamics Supervised Practitioner
PTDS04 Professional Team Dynamics Supervised Practitioner
PTDS05 Professional Team Dynamics Supervised Practitioner
PTDS06 Professional Team Dynamics Supervised Practitioner
PTDS07 Professional Team Dynamics Supervised Practitioner
PTDS08 Professional Team Dynamics Supervised Practitioner
PTDS09 Professional Team Dynamics Supervised Practitioner
PTDP01 Professional Team Dynamics Practitioner
PTDP02 Professional Team Dynamics Practitioner
PTDP03 Professional Team Dynamics Practitioner
PTDP04 Professional Team Dynamics Practitioner
PTDP05 Professional Team Dynamics Practitioner
PTDP06 Professional Team Dynamics Practitioner
PTDP07 Professional Team Dynamics Practitioner
PTDP08 Professional Team Dynamics Practitioner
PTDP09 Professional Team Dynamics Practitioner
PTDP10 Professional Team Dynamics Practitioner
PTDP11 Professional Team Dynamics Practitioner
PTDP12 Professional Team Dynamics Practitioner
PTDL01 Professional Team Dynamics Lead Practitioner
PTDL02 Professional Team Dynamics Lead Practitioner
PTDL03 Professional Team Dynamics Lead Practitioner
PTDL04 Professional Team Dynamics Lead Practitioner
PTDL05 Professional Team Dynamics Lead Practitioner
PTDL06 Professional Team Dynamics Lead Practitioner
PTDL07 Professional Team Dynamics Lead Practitioner
PTDL08 Professional Team Dynamics Lead Practitioner
PTDL09 Professional Team Dynamics Lead Practitioner
PTDL10 Professional Team Dynamics Lead Practitioner
PTDL11 Professional Team Dynamics Lead Practitioner
PTDE01 Professional Team Dynamics Expert
PTDE02 Professional Team Dynamics Expert
PTDE03 Professional Team Dynamics Expert
PTDE04 Professional Team Dynamics Expert
PTDE05 Professional Team Dynamics Expert
PTDE06 Professional Team Dynamics Expert
PTDE07 Professional Team Dynamics Expert
PTDE08 Professional Team Dynamics Expert
PTDE09 Professional Team Dynamics Expert
PFAA01 Professional Facilitation Awareness
PFAA02 Professional Facilitation Awareness
PFAA03 Professional Facilitation Awareness
PFAA04 Professional Facilitation Awareness
PFAA05 Professional Facilitation Awareness
PFAS01 Professional Facilitation Supervised Practitioner
PFAS02 Professional Facilitation Supervised Practitioner
PFAS03 Professional Facilitation Supervised Practitioner
PFAS04 Professional Facilitation Supervised Practitioner
PFAS05 Professional Facilitation Supervised Practitioner
PFAS06 Professional Facilitation Supervised Practitioner
PFAS07 Professional Facilitation Supervised Practitioner
PFAP01 Professional Facilitation Practitioner
PFAP02 Professional Facilitation Practitioner
PFAP03 Professional Facilitation Practitioner
PFAP04 Professional Facilitation Practitioner
PFAP05 Professional Facilitation Practitioner
PFAP06 Professional Facilitation Practitioner
PFAP07 Professional Facilitation Practitioner
PFAP08 Professional Facilitation Practitioner
PFAP09 Professional Facilitation Practitioner
PFAP10 Professional Facilitation Practitioner
PFAL01 Professional Facilitation Lead Practitioner
PFAL02 Professional Facilitation Lead Practitioner
PFAL03 Professional Facilitation Lead Practitioner
PFAL04 Professional Facilitation Lead Practitioner
PFAL05 Professional Facilitation Lead Practitioner
PFAL06 Professional Facilitation Lead Practitioner
PFAL07 Professional Facilitation Lead Practitioner
PFAL08 Professional Facilitation Lead Practitioner
PFAL09 Professional Facilitation Lead Practitioner
PFAL10 Professional Facilitation Lead Practitioner
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PFAE0 Professional Facilitation Expert
PEIA01 Professional Emotional Intelligence Awareness
PEIA02 Professional Emotional Intelligence Awareness
PEIA03 Professional Emotional Intelligence Awareness
PEIA04 Professional Emotional Intelligence Awareness
PEIS01 Professional Emotional Intelligence Supervised Practitioner
PEIS02 Professional Emotional Intelligence Supervised Practitioner
PEIS03 Professional Emotional Intelligence Supervised Practitioner
PEIS04 Professional Emotional Intelligence Supervised Practitioner
PEIP01 Professional Emotional Intelligence Practitioner
PEIP02 Professional Emotional Intelligence Practitioner
PEIP03 Professional Emotional Intelligence Practitioner
PEIP04 Professional Emotional Intelligence Practitioner
PEIP05 Professional Emotional Intelligence Practitioner
PEIP06 Professional Emotional Intelligence Practitioner
PEIP07 Professional Emotional Intelligence Practitioner
PEIP08 Professional Emotional Intelligence Practitioner
PEIL01 Professional Emotional Intelligence Lead Practitioner
PEIL02 Professional Emotional Intelligence Lead Practitioner
PEIL03 Professional Emotional Intelligence Lead Practitioner
PEIL04 Professional Emotional Intelligence Lead Practitioner
PEIL05 Professional Emotional Intelligence Lead Practitioner
PEIL06 Professional Emotional Intelligence Lead Practitioner
PEIL07 Professional Emotional Intelligence Lead Practitioner
PEIE01 Professional Emotional Intelligence Expert
PEIE02 Professional Emotional Intelligence Expert
PEIE03 Professional Emotional Intelligence Expert
PEIE04 Professional Emotional Intelligence Expert
PEIE05 Professional Emotional Intelligence Expert
PEIE06 Professional Emotional Intelligence Expert
PEIE07 Professional Emotional Intelligence Expert
PMEA01 Professional Coaching And Mentoring Awareness
PMEA02 Professional Coaching And Mentoring Awareness
PMEA03 Professional Coaching And Mentoring Awareness
PMEA04 Professional Coaching And Mentoring Awareness
PMEA05 Professional Coaching And Mentoring Awareness
PMEA06 Professional Coaching And Mentoring Awareness
PMES01 Professional Coaching And Mentoring Supervised Practitioner
PMES02 Professional Coaching And Mentoring Supervised Practitioner
PMES03 Professional Coaching And Mentoring Supervised Practitioner
PMES04 Professional Coaching And Mentoring Supervised Practitioner
PMEP01 Professional Coaching And Mentoring Practitioner
PMEP02 Professional Coaching And Mentoring Practitioner
PMEP03 Professional Coaching And Mentoring Practitioner
PMEP04 Professional Coaching And Mentoring Practitioner
PMEP05 Professional Coaching And Mentoring Practitioner
PMEP06 Professional Coaching And Mentoring Practitioner
PMEP07 Professional Coaching And Mentoring Practitioner
PMEL01 Professional Coaching And Mentoring Lead Practitioner
PMEL02 Professional Coaching And Mentoring Lead Practitioner
PMEL03 Professional Coaching And Mentoring Lead Practitioner
PMEL04 Professional Coaching And Mentoring Lead Practitioner
PMEL05 Professional Coaching And Mentoring Lead Practitioner
PMEL06 Professional Coaching And Mentoring Lead Practitioner
PMEL07 Professional Coaching And Mentoring Lead Practitioner
PMEL08 Professional Coaching And Mentoring Lead Practitioner
PMEL09 Professional Coaching And Mentoring Lead Practitioner
PMEE01 Professional Coaching And Mentoring Expert
PMEE02 Professional Coaching And Mentoring Expert
PMEE03 Professional Coaching And Mentoring Expert
PMEE04 Professional Coaching And Mentoring Expert
PMEE05 Professional Coaching And Mentoring Expert
PMEE06 Professional Coaching And Mentoring Expert
PMEE07 Professional Coaching And Mentoring Expert
PMEE08 Professional Coaching And Mentoring Expert
PMEE09 Professional Coaching And Mentoring Expert
TRDA01 Technical Requirements Definition Awareness
TRDA02 Technical Requirements Definition Awareness
TRDA03 Technical Requirements Definition Awareness
TRDA04 Technical Requirements Definition Awareness
TRDA05 Technical Requirements Definition Awareness
TRDA06 Technical Requirements Definition Awareness
TRDS01 Technical Requirements Definition Supervised Practitioner
TRDS02 Technical Requirements Definition Supervised Practitioner
TRDS03 Technical Requirements Definition Supervised Practitioner
TRDS04 Technical Requirements Definition Supervised Practitioner
TRDS05 Technical Requirements Definition Supervised Practitioner
TRDS06 Technical Requirements Definition Supervised Practitioner
TRDS07 Technical Requirements Definition Supervised Practitioner
TRDS08 Technical Requirements Definition Supervised Practitioner
TRDS09 Technical Requirements Definition Supervised Practitioner
TRDS10 Technical Requirements Definition Supervised Practitioner
TRDS11 Technical Requirements Definition Supervised Practitioner
TRDP01 Technical Requirements Definition Practitioner
TRDP02 Technical Requirements Definition Practitioner
TRDP03 Technical Requirements Definition Practitioner
TRDP04 Technical Requirements Definition Practitioner
TRDP05 Technical Requirements Definition Practitioner
TRDP06 Technical Requirements Definition Practitioner
TRDP07 Technical Requirements Definition Practitioner
TRDP08 Technical Requirements Definition Practitioner
TRDP09 Technical Requirements Definition Practitioner
TRDP10 Technical Requirements Definition Practitioner
TRDP11 Technical Requirements Definition Practitioner
TRDP12 Technical Requirements Definition Practitioner
TRDP13 Technical Requirements Definition Practitioner
TRDL01 Technical Requirements Definition Lead Practitioner
TRDL02 Technical Requirements Definition Lead Practitioner
TRDL03 Technical Requirements Definition Lead Practitioner
TRDL04 Technical Requirements Definition Lead Practitioner
TRDL05 Technical Requirements Definition Lead Practitioner
TRDL06 Technical Requirements Definition Lead Practitioner
TRDL07 Technical Requirements Definition Lead Practitioner
TRDL08 Technical Requirements Definition Lead Practitioner
TRDE01 Technical Requirements Definition Expert
TRDE02 Technical Requirements Definition Expert
TRDE03 Technical Requirements Definition Expert
TRDE04 Technical Requirements Definition Expert
TRDE05 Technical Requirements Definition Expert
TRDE06 Technical Requirements Definition Expert
TRDE07 Technical Requirements Definition Expert
TSAA01 Technical System Architecting Awareness
TSAA02 Technical System Architecting Awareness
TSAA03 Technical System Architecting Awareness
TSAA04 Technical System Architecting Awareness
TSAA05 Technical System Architecting Awareness
TSAA06 Technical System Architecting Awareness
TSAA07 Technical System Architecting Awareness
TSAA08 Technical System Architecting Awareness
TSAS01 Technical System Architecting Supervised Practitioner
TSAS02 Technical System Architecting Supervised Practitioner
TSAS03 Technical System Architecting Supervised Practitioner
TSAS04 Technical System Architecting Supervised Practitioner
TSAS05 Technical System Architecting Supervised Practitioner
TSAS06 Technical System Architecting Supervised Practitioner
TSAS07 Technical System Architecting Supervised Practitioner
TSAS08 Technical System Architecting Supervised Practitioner
TSAS09 Technical System Architecting Supervised Practitioner
TSAP01 Technical System Architecting Practitioner
TSAP02 Technical System Architecting Practitioner
TSAP03 Technical System Architecting Practitioner
TSAP04 Technical System Architecting Practitioner
TSAP05 Technical System Architecting Practitioner
TSAP06 Technical System Architecting Practitioner
TSAP07 Technical System Architecting Practitioner
TSAP08 Technical System Architecting Practitioner
TSAP09 Technical System Architecting Practitioner
TSAP10 Technical System Architecting Practitioner
TSAP11 Technical System Architecting Practitioner
TSAP12 Technical System Architecting Practitioner
TSAL01 Technical System Architecting Lead Practitioner
TSAL02 Technical System Architecting Lead Practitioner
TSAL03 Technical System Architecting Lead Practitioner
TSAL04 Technical System Architecting Lead Practitioner
TSAL05 Technical System Architecting Lead Practitioner
TSAL06 Technical System Architecting Lead Practitioner
TSAL07 Technical System Architecting Lead Practitioner
TSAL08 Technical System Architecting Lead Practitioner
TSAL09 Technical System Architecting Lead Practitioner
TSAE01 Technical System Architecting Expert
TSAE02 Technical System Architecting Expert
TSAE03 Technical System Architecting Expert
TSAE04 Technical System Architecting Expert
TSAE05 Technical System Architecting Expert
TSAE06 Technical System Architecting Expert
TSAE07 Technical System Architecting Expert
TSAE08 Technical System Architecting Expert
TDFA01 Technical Design For... Awareness
TDFA02 Technical Design For... Awareness
TDFA03 Technical Design For... Awareness
TDFA04 Technical Design For... Awareness
TDFA05 Technical Design For... Awareness
TDFA06 Technical Design For... Awareness
TDFA07 Technical Design For... Awareness
TDFS01 Technical Design For... Supervised Practitioner
TDFS02 Technical Design For... Supervised Practitioner
TDFS03 Technical Design For... Supervised Practitioner
TDFS04 Technical Design For... Supervised Practitioner
TDFS05 Technical Design For... Supervised Practitioner
TDFS06 Technical Design For... Supervised Practitioner
TDFS07 Technical Design For... Supervised Practitioner
TDFS08 Technical Design For... Supervised Practitioner
TDFS09 Technical Design For... Supervised Practitioner
TDFS10 Technical Design For... Supervised Practitioner
TDFS11 Technical Design For... Supervised Practitioner
TDFP01 Technical Design For... Practitioner
TDFP02 Technical Design For... Practitioner
TDFP03 Technical Design For... Practitioner
TDFP04 Technical Design For... Practitioner
TDFP05 Technical Design For... Practitioner
TDFP06 Technical Design For... Practitioner
TDFP07 Technical Design For... Practitioner
TDFP08 Technical Design For... Practitioner
TDFP09 Technical Design For... Practitioner
TDFP10 Technical Design For... Practitioner
TDFP11 Technical Design For... Practitioner
TDFP12 Technical Design For... Practitioner
TDFP13 Technical Design For... Practitioner
TDFL01 Technical Design For... Lead Practitioner
TDFL02 Technical Design For... Lead Practitioner
TDFL03 Technical Design For... Lead Practitioner
TDFL04 Technical Design For... Lead Practitioner
TDFL05 Technical Design For... Lead Practitioner
TDFL06 Technical Design For... Lead Practitioner
TDFL07 Technical Design For... Lead Practitioner
TDFL08 Technical Design For... Lead Practitioner
TDFL09 Technical Design For... Lead Practitioner
TDFL10 Technical Design For... Lead Practitioner
TDFE01 Technical Design For... Expert
TDFE02 Technical Design For... Expert
TDFE03 Technical Design For... Expert
TDFE04 Technical Design For... Expert
TDFE05 Technical Design For... Expert
TDFE06 Technical Design For... Expert
TDFE07 Technical Design For... Expert
TDFE08 Technical Design For... Expert
TDFE09 Technical Design For... Expert
[TDFE10 Technical Design For... Expert
TINA01 Technical Integration Awareness
TINA02 Technical Integration Awareness
TINA03 Technical Integration Awareness
TINA04 Technical Integration Awareness
TINS01 Technical Integration Supervised Practitioner
TINS02 Technical Integration Supervised Practitioner
TINS03 Technical Integration Supervised Practitioner
TINS04 Technical Integration Supervised Practitioner
TINS05 Technical Integration Supervised Practitioner
TINS06 Technical Integration Supervised Practitioner
TINS07 Technical Integration Supervised Practitioner
TINP01 Technical Integration Practitioner
TINP02 Technical Integration Practitioner
TINP03 Technical Integration Practitioner
TINP04 Technical Integration Practitioner
TINP05 Technical Integration Practitioner
TINP06 Technical Integration Practitioner
TINP07 Technical Integration Practitioner
TINP08 Technical Integration Practitioner
TINP09 Technical Integration Practitioner
TINP10 Technical Integration Practitioner
TINL01 Technical Integration Lead Practitioner
TINL02 Technical Integration Lead Practitioner
TINL03 Technical Integration Lead Practitioner
TINL04 Technical Integration Lead Practitioner
TINL05 Technical Integration Lead Practitioner
TINL06 Technical Integration Lead Practitioner
TINL07 Technical Integration Lead Practitioner
TINL08 Technical Integration Lead Practitioner
TINL09 Technical Integration Lead Practitioner
TINL10 Technical Integration Lead Practitioner
TINE01 Technical Integration Expert
TINE02 Technical Integration Expert
TINE03 Technical Integration Expert
TINE04 Technical Integration Expert
TINE05 Technical Integration Expert
TINE06 Technical Integration Expert
TINE07 Technical Integration Expert
TINE08 Technical Integration Expert
TIFA01 Technical Interfaces Awareness
TIFA02 Technical Interfaces Awareness
TIFA03 Technical Interfaces Awareness
TIFA04 Technical Interfaces Awareness
TIFS01 Technical Interfaces Supervised Practitioner
TIFS02 Technical Interfaces Supervised Practitioner
TIFS03 Technical Interfaces Supervised Practitioner
TIFS04 Technical Interfaces Supervised Practitioner
TIFS05 Technical Interfaces Supervised Practitioner
TIFP01 Technical Interfaces Practitioner
TIFP02 Technical Interfaces Practitioner
TIFP03 Technical Interfaces Practitioner
TIFP04 Technical Interfaces Practitioner
TIFP05 Technical Interfaces Practitioner
TIFP06 Technical Interfaces Practitioner
TIFP07 Technical Interfaces Practitioner
TIFP08 Technical Interfaces Practitioner
TIFP09 Technical Interfaces Practitioner
TIFL01 Technical Interfaces Lead Practitioner
TIFL02 Technical Interfaces Lead Practitioner
TIFL03 Technical Interfaces Lead Practitioner
TIFL04 Technical Interfaces Lead Practitioner
TIFL05 Technical Interfaces Lead Practitioner
TIFL06 Technical Interfaces Lead Practitioner
TIFL07 Technical Interfaces Lead Practitioner
TIFL08 Technical Interfaces Lead Practitioner
TIFE01 Technical Interfaces Expert
TIFE02 Technical Interfaces Expert
TIFE03 Technical Interfaces Expert
TIFE04 Technical Interfaces Expert
TIFE05 Technical Interfaces Expert
TIFE06 Technical Interfaces Expert
TIFE07 Technical Interfaces Expert
TVEA01 Technical Verification Awareness
TVEA02 Technical Verification Awareness
TVEA03 Technical Verification Awareness
TVEA04 Technical Verification Awareness
TVEA05 Technical Verification Awareness
TVES01 Technical Verification Supervised Practitioner
TVES02 Technical Verification Supervised Practitioner
TVES03 Technical Verification Supervised Practitioner
TVES04 Technical Verification Supervised Practitioner
TVES05 Technical Verification Supervised Practitioner
TVES06 Technical Verification Supervised Practitioner
TVES07 Technical Verification Supervised Practitioner
TVES08 Technical Verification Supervised Practitioner
TVES09 Technical Verification Supervised Practitioner
VEP01 Technical Verification Practitioner
VEP02 Technical Verification Practitioner
VEP03 Technical Verification Practitioner
VEP04 Technical Verification Practitioner
VEP05 Technical Verification Practitioner
VEP06 Technical Verification Practitioner
VEP07 Technical Verification Practitioner
VEP08 Technical Verification Practitioner
VEP09 Technical Verification Practitioner
VEP10 Technical Verification Practitioner
VEP11 Technical Verification Practitioner
VEP12 Technical Verification Practitioner
VEP13 Technical Verification Practitioner
VEP14 Technical Verification Practitioner
TVEL01 Technical Verification Lead Practitioner
TVEL02 Technical Verification Lead Practitioner
TVEL03 Technical Verification Lead Practitioner
TVEL04 Technical Verification Lead Practitioner
TVEL05 Technical Verification Lead Practitioner
TVEL06 Technical Verification Lead Practitioner
TVEL07 Technical Verification Lead Practitioner
TVEL08 Technical Verification Lead Practitioner
TVEL09 Technical Verification Lead Practitioner
TVEL10 Technical Verification Lead Practitioner
TVEE01 Technical Verification Expert
TVEE02 Technical Verification Expert
TVEE03 Technical Verification Expert
TVEE04 Technical Verification Expert
TVEE05 Technical Verification Expert
TVEE06 Technical Verification Expert
TVEE07 Technical Verification Expert
TVAA01 Technical Verification Awareness
TVAA02 Technical Verification Awareness
TVAA03 Technical Verification Awareness
TVAA04 Technical Verification Awareness
TVAS01 Technical Verification Supervised Practitioner
TVAS02 Technical Verification Supervised Practitioner
TVAS03 Technical Verification Supervised Practitioner
TVAS04 Technical Verification Supervised Practitioner
TVAS05 Technical Verification Supervised Practitioner
TVAS06 Technical Verification Supervised Practitioner
TVAS07 Technical Verification Supervised Practitioner
TVAS08 Technical Verification Supervised Practitioner
TVAS09 Technical Verification Supervised Practitioner
TVAP01 Technical Verification Practitioner
TVAP02 Technical Verification Practitioner
TVAP03 Technical Verification Practitioner
TVAP04 Technical Verification Practitioner
TVAP05 Technical Verification Practitioner
TVAP06 Technical Verification Practitioner
TVAP07 Technical Verification Practitioner
TVAP08 Technical Verification Practitioner
TVAP09 Technical Verification Practitioner
TVAP10 Technical Verification Practitioner
TVAP11 Technical Verification Practitioner
TVAP12 Technical Verification Practitioner
TVAP13 Technical Verification Practitioner
TVAP14 Technical Verification Practitioner
TVAL01 Technical Verification Lead Practitioner
TVAL02 Technical Verification Lead Practitioner
TVAL03 Technical Verification Lead Practitioner
TVAL04 Technical Verification Lead Practitioner
TVAL05 Technical Verification Lead Practitioner
TVAL06 Technical Verification Lead Practitioner
TVAL07 Technical Verification Lead Practitioner
TVAL08 Technical Verification Lead Practitioner
TVAL09 Technical Verification Lead Practitioner
TVAL10 Technical Verification Lead Practitioner
TVAE01 Technical Verification Expert
TVAE02 Technical Verification Expert
TVAE03 Technical Verification Expert
TVAE04 Technical Verification Expert
TVAE05 Technical Verification Expert
TVAE06 Technical Verification Expert
TVAE07 Technical Verification Expert
TTRA01 Technical Transition Awareness
TTRA02 Technical Transition Awareness
TTRS01 Technical Transition Supervised Practitioner
TTRS02 Technical Transition Supervised Practitioner
TTRS03 Technical Transition Supervised Practitioner
TTRS04 Technical Transition Supervised Practitioner
TTRP01 Technical Transition Practitioner
TTRP02 Technical Transition Practitioner
TTRP03 Technical Transition Practitioner
TTRP04 Technical Transition Practitioner
TTRP05 Technical Transition Practitioner
TTRP06 Technical Transition Practitioner
TTRP07 Technical Transition Practitioner
TTRP08 Technical Transition Practitioner
TTRP09 Technical Transition Practitioner
TTRL01 Technical Transition Lead Practitioner
TTRL02 Technical Transition Lead Practitioner
TTRL03 Technical Transition Lead Practitioner
TTRL04 Technical Transition Lead Practitioner
TTRL05 Technical Transition Lead Practitioner
TTRL06 Technical Transition Lead Practitioner
TTRL07 Technical Transition Lead Practitioner
TTRL08 Technical Transition Lead Practitioner
TTRL09 Technical Transition Lead Practitioner
TTRE01 Technical Transition Expert
TTRE02 Technical Transition Expert
TTRE03 Technical Transition Expert
TTRE04 Technical Transition Expert
TTRE05 Technical Transition Expert
TTRE06 Technical Transition Expert
TUSA01 Technical Utilization And Support Awareness
TUSA02 Technical Utilization And Support Awareness
TUSA03 Technical Utilization And Support Awareness
TUSA04 Technical Utilization And Support Awareness
TUSA05 Technical Utilization And Support Awareness
TUSS01 Technical Utilization And Support Supervised Practitioner
TUSS02 Technical Utilization And Support Supervised Practitioner
TUSS03 Technical Utilization And Support Supervised Practitioner
TUSS04 Technical Utilization And Support Supervised Practitioner
TUSS05 Technical Utilization And Support Supervised Practitioner
TUSS06 Technical Utilization And Support Supervised Practitioner
TUSS07 Technical Utilization And Support Supervised Practitioner
TUSS08 Technical Utilization And Support Supervised Practitioner
TUSS09 Technical Utilization And Support Supervised Practitioner
TUSS10 Technical Utilization And Support Supervised Practitioner
TUSP01 Technical Utilization And Support Practitioner
TUSP02 Technical Utilization And Support Practitioner
TUSP03 Technical Utilization And Support Practitioner
TUSP04 Technical Utilization And Support Practitioner
TUSP05 Technical Utilization And Support Practitioner
TUSP06 Technical Utilization And Support Practitioner
TUSP07 Technical Utilization And Support Practitioner
TUSP08 Technical Utilization And Support Practitioner
TUSP09 Technical Utilization And Support Practitioner
TUSP10 Technical Utilization And Support Practitioner
TUSP11 Technical Utilization And Support Practitioner
TUSP12 Technical Utilization And Support Practitioner
TUSP13 Technical Utilization And Support Practitioner
TUSP14 Technical Utilization And Support Practitioner
TUSL01 Technical Utilization And Support Lead Practitioner
TUSL02 Technical Utilization And Support Lead Practitioner
TUSL03 Technical Utilization And Support Lead Practitioner
TUSL04 Technical Utilization And Support Lead Practitioner
TUSL05 Technical Utilization And Support Lead Practitioner
TUSL06 Technical Utilization And Support Lead Practitioner
TUSL07 Technical Utilization And Support Lead Practitioner
TUSL08 Technical Utilization And Support Lead Practitioner
TUSE01 Technical Utilization And Support Expert
TUSE02 Technical Utilization And Support Expert
TUSE03 Technical Utilization And Support Expert
TUSE04 Technical Utilization And Support Expert
TUSE05 Technical Utilization And Support Expert
TUSE06 Technical Utilization And Support Expert
TREA01 Technical Retirement Awareness
TREA02 Technical Retirement Awareness
TREA03 Technical Retirement Awareness
TRES01 Technical Retirement Supervised Practitioner
TRES02 Technical Retirement Supervised Practitioner
TRES03 Technical Retirement Supervised Practitioner
TRES04 Technical Retirement Supervised Practitioner
TRES05 Technical Retirement Supervised Practitioner
TRES06 Technical Retirement Supervised Practitioner
TRES07 Technical Retirement Supervised Practitioner
TRES08 Technical Retirement Supervised Practitioner
TREP01 Technical Retirement Practitioner
TREP02 Technical Retirement Practitioner
TREP03 Technical Retirement Practitioner
TREP04 Technical Retirement Practitioner
TREP05 Technical Retirement Practitioner
TREP06 Technical Retirement Practitioner
TREP07 Technical Retirement Practitioner
TREP08 Technical Retirement Practitioner
TREP09 Technical Retirement Practitioner
TREL01 Technical Retirement Lead Practitioner
TREL02 Technical Retirement Lead Practitioner
TREL03 Technical Retirement Lead Practitioner
TREL04 Technical Retirement Lead Practitioner
TREL05 Technical Retirement Lead Practitioner
TREL06 Technical Retirement Lead Practitioner
TREL07 Technical Retirement Lead Practitioner
TREE01 Technical Retirement Expert
TREE02 Technical Retirement Expert
TREE03 Technical Retirement Expert
TREE04 Technical Retirement Expert
TREE05 Technical
Systems Retirement Expert
TREE06 Technical
Engineering
Systems Retirement Expert
MPLA01 Management
Engineering
Systems Planning Awareness
MPLA02 Management
Engineering
Systems Planning Awareness
MPLA03 Management
Engineering
Systems Planning Awareness
MPLA04 Management
Engineering
Systems Planning Awareness
MPLA05 Management
Engineering
Systems Planning Awareness
MPLA06 Management
Engineering
Systems Planning Awareness
MPLS01 Management
Engineering
Systems Planning Supervised Practitioner
MPLS02 Management
Engineering
Systems Planning Supervised Practitioner
MPLS03 Management
Engineering
Systems Planning Supervised Practitioner
MPLS04 Management
Engineering
Systems Planning Supervised Practitioner
MPLS05 Management
Engineering
Systems Planning Supervised Practitioner
MPLS06 Management
Engineering
Systems Planning Supervised Practitioner
MPLS07 Management
Engineering
Systems Planning Supervised Practitioner
MPLS08 Management
Engineering Planning Supervised Practitioner
MPLS09 Management Planning Supervised Practitioner
 Systems
Engineering
Systems
MPLP01 Management
Engineering
Systems Planning Practitioner
MPLP02 Management
Engineering
Systems Planning Practitioner
MPLP03 Management
Engineering
Systems Planning Practitioner
MPLP04 Management
Engineering
Systems Planning Practitioner
MPLP05 Management
Engineering
Systems Planning Practitioner
MPLP06 Management
Engineering
Systems Planning Practitioner
MPLP07 Management
Engineering
Systems Planning Practitioner
MPLP08 Management
Engineering
Systems Planning Practitioner
MPLP09 Management
Engineering
Systems Planning Practitioner
MPLL01 Management
Engineering
Systems Planning Lead Practitioner
MPLL02 Management
Engineering
Systems Planning Lead Practitioner
MPLL03 Management
Engineering
Systems Planning Lead Practitioner
MPLL04 Management
Engineering
Systems Planning Lead Practitioner
MPLL05 Management
Engineering
Systems Planning Lead Practitioner
MPLL06 Management
Engineering
Systems Planning Lead Practitioner
MPLL07 Management
Engineering
Systems Planning Lead Practitioner
MPLL08 Management
Engineering
Systems Planning Lead Practitioner
MPLL09 Management
Engineering
Systems Planning Lead Practitioner
MPLL10 Management
Engineering
Systems Planning Lead Practitioner
MPLE01 Management
Engineering
Systems Planning Expert
MPLE02 Management
Engineering
Systems Planning Expert
MPLE03 Management
Engineering
Systems Planning Expert
MPLE04 Management
Engineering
Systems Planning Expert
MPLE05 Management
Engineering
Systems Planning Expert
MPLE06 Management
Engineering
Systems Planning Expert
MMCA01 Management
Engineering
Systems Monitoring And Control Awareness
MMCA02 Management
Engineering
Systems Monitoring And Control Awareness
MMCA03 Management
Engineering
Systems Monitoring And Control Awareness
MMCA04 Management
Engineering
Systems Monitoring And Control Awareness
MMCA05 Management
Engineering
Systems Monitoring And Control Awareness
MMCS01 Management
Engineering Monitoring And Control Supervised Practitioner
MMCS02 Management Monitoring And Control Supervised Practitioner
 Systems
Engineering
Systems
MMCS03 Management
Engineering
Systems Monitoring And Control Supervised Practitioner
MMCS04 Management
Engineering
Systems Monitoring And Control Supervised Practitioner
MMCS05 Management
Engineering
Systems Monitoring And Control Supervised Practitioner
MMCS06 Management
Engineering
Systems Monitoring And Control Supervised Practitioner
MMCS07 Management
Engineering
Systems Monitoring And Control Supervised Practitioner
MMCP01 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP02 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP03 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP04 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP05 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP06 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP07 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP08 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP09 Management
Engineering
Systems Monitoring And Control Practitioner
MMCP10 Management
Engineering
Systems Monitoring And Control Practitioner
MMCL01 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL02 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL03 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL04 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL05 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL06 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL07 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL08 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL09 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCL10 Management
Engineering
Systems Monitoring And Control Lead Practitioner
MMCE01 Management
Engineering
Systems Monitoring And Control Expert
MMCE02 Management
Engineering
Systems Monitoring And Control Expert
MMCE03 Management
Engineering
Systems Monitoring And Control Expert
MMCE04 Management
Engineering
Systems Monitoring And Control Expert
MMCE05 Management
Engineering
Systems Monitoring And Control Expert
MMCE06 Management
Engineering Monitoring And Control Expert
MROA01 Management Risk And Opportunity ManagemeAwareness
 Systems
Engineering
Systems
MROA02 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROA03 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROA04 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROA05 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROA06 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROA07 Management
Engineering
Systems Risk And Opportunity ManagemeAwareness
MROS01 Management
Engineering
Systems Risk And Opportunity ManagemeSupervised Practitioner
MROS02 Management
Engineering
Systems Risk And Opportunity ManagemeSupervised Practitioner
MROS03 Management
Engineering
Systems Risk And Opportunity ManagemeSupervised Practitioner
MROS04 Management
Engineering
Systems Risk And Opportunity ManagemeSupervised Practitioner
MROP01 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP02 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP03 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP04 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP05 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP06 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP07 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP08 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROP09 Management
Engineering
Systems Risk And Opportunity ManagemePractitioner
MROL01 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL02 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL03 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL04 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL05 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL06 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL07 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL08 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROL09 Management
Engineering
Systems Risk And Opportunity ManagemeLead Practitioner
MROE01 Management
Engineering
Systems Risk And Opportunity ManagemeExpert
MROE02 Management
Engineering
Systems Risk And Opportunity ManagemeExpert
MROE03 Management
Engineering Risk And Opportunity ManagemeExpert
MROE04 Management Risk And Opportunity ManagemeExpert
 Systems
Engineering
Systems
MROE05 Management
Engineering
Systems Risk And Opportunity ManagemeExpert
MROE06 Management
Engineering
Systems Risk And Opportunity ManagemeExpert
MROE07 Management
Engineering
Systems Risk And Opportunity ManagemeExpert
MDMA01 Management
Engineering
Systems Decision Management Awareness
MDMA02 Management
Engineering
Systems Decision Management Awareness
MDMA03 Management
Engineering
Systems Decision Management Awareness
MDMA04 Management
Engineering
Systems Decision Management Awareness
MDMA05 Management
Engineering
Systems Decision Management Awareness
MDMA06 Management
Engineering
Systems Decision Management Awareness
MDMS01 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMS02 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMS03 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMS04 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMS05 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMS06 Management
Engineering
Systems Decision Management Supervised Practitioner
MDMP01 Management
Engineering
Systems Decision Management Practitioner
MDMP02 Management
Engineering
Systems Decision Management Practitioner
MDMP03 Management
Engineering
Systems Decision Management Practitioner
MDMP04 Management
Engineering
Systems Decision Management Practitioner
MDMP05 Management
Engineering
Systems Decision Management Practitioner
MDMP06 Management
Engineering
Systems Decision Management Practitioner
MDMP07 Management
Engineering
Systems Decision Management Practitioner
MDMP08 Management
Engineering
Systems Decision Management Practitioner
MDMP09 Management
Engineering
Systems Decision Management Practitioner
MDMP10 Management
Engineering
Systems Decision Management Practitioner
MDMP11 Management
Engineering
Systems Decision Management Practitioner
MDML01 Management
Engineering
Systems Decision Management Lead Practitioner
MDML02 Management
Engineering
Systems Decision Management Lead Practitioner
MDML03 Management
Engineering
Systems Decision Management Lead Practitioner
MDML04 Management
Engineering
Systems Decision Management Lead Practitioner
MDML05 Management
Engineering Decision Management Lead Practitioner
MDML06 Management Decision Management Lead Practitioner
 Systems
Engineering
Systems
MDML07 Management
Engineering
Systems Decision Management Lead Practitioner
MDML08 Management
Engineering
Systems Decision Management Lead Practitioner
MDML09 Management
Engineering
Systems Decision Management Lead Practitioner
MDME01 Management
Engineering
Systems Decision Management Expert
MDME02 Management
Engineering
Systems Decision Management Expert
MDME03 Management
Engineering
Systems Decision Management Expert
MDME04 Management
Engineering
Systems Decision Management Expert
MDME05 Management
Engineering
Systems Decision Management Expert
MDME06 Management
Engineering
Systems Decision Management Expert
MDME07 Management
Engineering
Systems Decision Management Expert
MDME08 Management
Engineering
Systems Decision Management Expert
MCEA01 Management
Engineering
Systems Concurrent Engineering Awareness
MCEA02 Management
Engineering
Systems Concurrent Engineering Awareness
MCES01 Management
Engineering
Systems Concurrent Engineering Supervised Practitioner
MCES02 Management
Engineering
Systems Concurrent Engineering Supervised Practitioner
MCES03 Management
Engineering
Systems Concurrent Engineering Supervised Practitioner
MCES04 Management
Engineering
Systems Concurrent Engineering Supervised Practitioner
MCEP01 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP02 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP03 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP04 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP05 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP06 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP07 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEP08 Management
Engineering
Systems Concurrent Engineering Practitioner
MCEL01 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL02 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL03 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL04 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL05 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL06 Management
Engineering Concurrent Engineering Lead Practitioner
MCEL07 Management Concurrent Engineering Lead Practitioner
 Systems
Engineering
Systems
MCEL08 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL09 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEL10 Management
Engineering
Systems Concurrent Engineering Lead Practitioner
MCEE01 Management
Engineering
Systems Concurrent Engineering Expert
MCEE02 Management
Engineering
Systems Concurrent Engineering Expert
MCEE03 Management
Engineering
Systems Concurrent Engineering Expert
MCEE04 Management
Engineering
Systems Concurrent Engineering Expert
MCEE05 Management
Engineering
Systems Concurrent Engineering Expert
MCEE06 Management
Engineering
Systems Concurrent Engineering Expert
MCEE07 Management
Engineering
Systems Concurrent Engineering Expert
MCEE08 Management
Engineering
Systems Concurrent Engineering Expert
MCEE09 Management
Engineering
Systems Concurrent Engineering Expert
MBEA01 Management
Engineering
Systems Business & Enterprise Integratio Awareness
MBEA02 Management
Engineering
Systems Business & Enterprise Integratio Awareness
MBEA03 Management
Engineering
Systems Business & Enterprise Integratio Awareness
MBES01 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBES02 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBES03 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBES04 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBES05 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBES06 Management
Engineering
Systems Business & Enterprise Integratio Supervised Practitioner
MBEP01 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP02 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP03 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP04 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP05 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP06 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP07 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP08 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP09 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEP10 Management
Engineering Business & Enterprise Integratio Practitioner
MBEP11 Management Business & Enterprise Integratio Practitioner
 Systems
Engineering
Systems
MBEP12 Management
Engineering
Systems Business & Enterprise Integratio Practitioner
MBEL01 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL02 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL03 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL04 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL05 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL06 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL07 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL08 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL09 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEL10 Management
Engineering
Systems Business & Enterprise Integratio Lead Practitioner
MBEE01 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE02 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE03 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE04 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE05 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE06 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE07 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE08 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE09 Management
Engineering
Systems Business & Enterprise Integratio Expert
MBEE10 Management
Engineering
Systems Business & Enterprise Integratio Expert
MASA01 Management
Engineering
Systems Acquisition And Supply Awareness
MASA02 Management
Engineering
Systems Acquisition And Supply Awareness
MASA03 Management
Engineering
Systems Acquisition And Supply Awareness
MASS01 Management
Engineering
Systems Acquisition And Supply Supervised Practitioner
MASS02 Management
Engineering
Systems Acquisition And Supply Supervised Practitioner
MASS03 Management
Engineering
Systems Acquisition And Supply Supervised Practitioner
MASS04 Management
Engineering
Systems Acquisition And Supply Supervised Practitioner
MASS05 Management
Engineering
Systems Acquisition And Supply Supervised Practitioner
MASP01 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP02 Management
Engineering Acquisition And Supply Practitioner
MASP03 Management Acquisition And Supply Practitioner
 Systems
Engineering
Systems
MASP04 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP05 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP06 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP07 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP08 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP09 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP10 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP11 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP12 Management
Engineering
Systems Acquisition And Supply Practitioner
MASP13 Management
Engineering
Systems Acquisition And Supply Practitioner
MASL01 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL02 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL03 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL04 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL05 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL06 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL07 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASL08 Management
Engineering
Systems Acquisition And Supply Lead Practitioner
MASE01 Management
Engineering
Systems Acquisition And Supply Expert
MASE02 Management
Engineering
Systems Acquisition And Supply Expert
MASE03 Management
Engineering
Systems Acquisition And Supply Expert
MASE04 Management
Engineering
Systems Acquisition And Supply Expert
MASE05 Management
Engineering
Systems Acquisition And Supply Expert
MASE06 Management
Engineering
Systems Acquisition And Supply Expert
MASE07 Management
Engineering
Systems Acquisition And Supply Expert
MIMA01 Management
Engineering
Systems Information Management Awareness
MIMA02 Management
Engineering
Systems Information Management Awareness
MIMA03 Management
Engineering
Systems Information Management Awareness
MIMA04 Management
Engineering
Systems Information Management Awareness
MIMA05 Management
Engineering
Systems Information Management Awareness
MIMA06 Management
Engineering Information Management Awareness
MIMA07 Management Information Management Awareness
 Systems
Engineering
Systems
MIMA08 Management
Engineering
Systems Information Management Awareness
MIMS01 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS02 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS03 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS04 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS05 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS06 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS07 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS08 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS09 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS10 Management
Engineering
Systems Information Management Supervised Practitioner
MIMS11 Management
Engineering
Systems Information Management Supervised Practitioner
MIMP01 Management
Engineering
Systems Information Management Practitioner
MIMP02 Management
Engineering
Systems Information Management Practitioner
MIMP03 Management
Engineering
Systems Information Management Practitioner
MIMP04 Management
Engineering
Systems Information Management Practitioner
MIMP05 Management
Engineering
Systems Information Management Practitioner
MIMP06 Management
Engineering
Systems Information Management Practitioner
MIMP07 Management
Engineering
Systems Information Management Practitioner
MIMP08 Management
Engineering
Systems Information Management Practitioner
MIMP09 Management
Engineering
Systems Information Management Practitioner
MIMP10 Management
Engineering
Systems Information Management Practitioner
MIMP11 Management
Engineering
Systems Information Management Practitioner
MIMP12 Management
Engineering
Systems Information Management Practitioner
MIML01 Management
Engineering
Systems Information Management Lead Practitioner
MIML02 Management
Engineering
Systems Information Management Lead Practitioner
MIML03 Management
Engineering
Systems Information Management Lead Practitioner
MIML04 Management
Engineering
Systems Information Management Lead Practitioner
MIML05 Management
Engineering
Systems Information Management Lead Practitioner
MIML06 Management
Engineering
Systems Information Management Lead Practitioner
MIML07 Management
Engineering Information Management Lead Practitioner
MIML08 Management Information Management Lead Practitioner
 Systems
Engineering
Systems
MIML09 Management
Engineering
Systems Information Management Lead Practitioner
MIME01 Management
Engineering
Systems Information Management Expert
MIME02 Management
Engineering
Systems Information Management Expert
MIME03 Management
Engineering
Systems Information Management Expert
MIME04 Management
Engineering
Systems Information Management Expert
MIME05 Management
Engineering
Systems Information Management Expert
MIME06 Management
Engineering
Systems Information Management Expert
MIME07 Management
Engineering
Systems Information Management Expert
MIME08 Management
Engineering
Systems Information Management Expert
MCMA01 Management
Engineering
Systems Confirguration Management Awareness
MCMA02 Management
Engineering
Systems Confirguration Management Awareness
MCMA03 Management
Engineering
Systems Confirguration Management Awareness
MCMA04 Management
Engineering
Systems Confirguration Management Awareness
MCMA05 Management
Engineering
Systems Confirguration Management Awareness
MCMA06 Management
Engineering
Systems Confirguration Management Awareness
MCMA07 Management
Engineering
Systems Confirguration Management Awareness
MCMA08 Management
Engineering
Systems Confirguration Management Awareness
MCMS01 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS02 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS03 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS04 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS05 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS06 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS07 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS08 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMS09 Management
Engineering
Systems Confirguration Management Supervised Practitioner
MCMP01 Management
Engineering
Systems Confirguration Management Practitioner
MCMP02 Management
Engineering
Systems Confirguration Management Practitioner
MCMP03 Management
Engineering
Systems Confirguration Management Practitioner
MCMP04 Management
Engineering
Systems Confirguration Management Practitioner
MCMP05 Management
Engineering Confirguration Management Practitioner
MCMP06 Management Confirguration Management Practitioner
 Systems
Engineering
Systems
MCMP07 Management
Engineering
Systems Confirguration Management Practitioner
MCMP08 Management
Engineering
Systems Confirguration Management Practitioner
MCMP09 Management
Engineering
Systems Confirguration Management Practitioner
MCML01 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML02 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML03 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML04 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML05 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML06 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML07 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML08 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCML09 Management
Engineering
Systems Confirguration Management Lead Practitioner
MCME01 Management
Engineering
Systems Confirguration Management Expert
MCME02 Management
Engineering
Systems Confirguration Management Expert
MCME03 Management
Engineering
Systems Confirguration Management Expert
MCME04 Management
Engineering
Systems Confirguration Management Expert
MCME05 Management
Engineering
Systems Confirguration Management Expert
MCME06 Management
Engineering Confirguration Management Expert
MCME07 Management
Integrating Confirguration Management Expert
IPMA01 Competencies
Integrating Project Management Awareness
IPMA02 Competencies
Integrating Project Management Awareness
IPMA03 Competencies
Integrating Project Management Awareness
IPMA04 Competencies
Integrating Project Management Awareness
IPMA05 Competencies
Integrating Project Management Awareness
IPMA06 Competencies
Integrating Project Management Awareness
IPMA07 Competencies
Integrating Project Management Awareness
IPMS01 Competencies
Integrating Project Management Supervised Practitioner
IPMS02 Competencies
Integrating Project Management Supervised Practitioner
IPMS03 Competencies
Integrating Project Management Supervised Practitioner
IPMS04 Competencies
Integrating Project Management Supervised Practitioner
IPMS05 Competencies
Integrating Project Management Supervised Practitioner
IPMS06 Competencies Project Management Supervised Practitioner
 Integrating
IPMS07 Competencies
Integrating Project Management Supervised Practitioner
IPMS08 Competencies
Integrating Project Management Supervised Practitioner
IPMS09 Competencies
Integrating Project Management Supervised Practitioner
IPMS10 Competencies
Integrating Project Management Supervised Practitioner
IPMP01 Competencies
Integrating Project Management Practitioner
IPMP02 Competencies
Integrating Project Management Practitioner
IPMP03 Competencies
Integrating Project Management Practitioner
IPMP04 Competencies
Integrating Project Management Practitioner
IPMP05 Competencies
Integrating Project Management Practitioner
IPMP06 Competencies
Integrating Project Management Practitioner
IPMP07 Competencies
Integrating Project Management Practitioner
IPMP08 Competencies
Integrating Project Management Practitioner
IPMP09 Competencies
Integrating Project Management Practitioner
IPMP10 Competencies
Integrating Project Management Practitioner
IPML01 Competencies
Integrating Project Management Lead Practitioner
IPML02 Competencies
Integrating Project Management Lead Practitioner
IPML03 Competencies
Integrating Project Management Lead Practitioner
IPML04 Competencies
Integrating Project Management Lead Practitioner
IPML05 Competencies
Integrating Project Management Lead Practitioner
IPML06 Competencies
Integrating Project Management Lead Practitioner
IPML07 Competencies
Integrating Project Management Lead Practitioner
IPML08 Competencies
Integrating Project Management Lead Practitioner
IPML09 Competencies
Integrating Project Management Lead Practitioner
IPML10 Competencies
Integrating Project Management Lead Practitioner
IPME01 Competencies
Integrating Project Management Expert
IPME02 Competencies
Integrating Project Management Expert
IPME03 Competencies
Integrating Project Management Expert
IPME04 Competencies
Integrating Project Management Expert
IPME05 Competencies
Integrating Project Management Expert
IPME06 Competencies
Integrating Project Management Expert
IFIA01 Competencies
Integrating Finance Awareness
IFIA02 Competencies Finance Awareness
 Integrating
IFIA03 Competencies
Integrating Finance Awareness
IFIA04 Competencies
Integrating Finance Awareness
IFIA05 Competencies
Integrating Finance Awareness
IFIA06 Competencies
Integrating Finance Awareness
IFIA07 Competencies
Integrating Finance Awareness
IFIS01 Competencies
Integrating Finance Supervised Practitioner
IFIS02 Competencies
Integrating Finance Supervised Practitioner
IFIS03 Competencies
Integrating Finance Supervised Practitioner
IFIS04 Competencies
Integrating Finance Supervised Practitioner
IFIS05 Competencies
Integrating Finance Supervised Practitioner
IFIS06 Competencies
Integrating Finance Supervised Practitioner
IFIS07 Competencies
Integrating Finance Supervised Practitioner
IFIS08 Competencies
Integrating Finance Supervised Practitioner
IFIS09 Competencies
Integrating Finance Supervised Practitioner
IFIP01 Competencies
Integrating Finance Practitioner
IFIP02 Competencies
Integrating Finance Practitioner
IFIP03 Competencies
Integrating Finance Practitioner
IFIP04 Competencies
Integrating Finance Practitioner
IFIP05 Competencies
Integrating Finance Practitioner
IFIP06 Competencies
Integrating Finance Practitioner
IFIP07 Competencies
Integrating Finance Practitioner
IFIP08 Competencies
Integrating Finance Practitioner
IFIP09 Competencies
Integrating Finance Practitioner
IFIL01 Competencies
Integrating Finance Lead Practitioner
IFIL02 Competencies
Integrating Finance Lead Practitioner
IFIL03 Competencies
Integrating Finance Lead Practitioner
IFIL04 Competencies
Integrating Finance Lead Practitioner
IFIL05 Competencies
Integrating Finance Lead Practitioner
IFIL06 Competencies
Integrating Finance Lead Practitioner
IFIL07 Competencies
Integrating Finance Lead Practitioner
IFIL08 Competencies
Integrating Finance Lead Practitioner
IFIL09 Competencies Finance Lead Practitioner
 Integrating
IFIE01 Competencies
Integrating Finance Expert
IFIE02 Competencies
Integrating Finance Expert
IFIE03 Competencies
Integrating Finance Expert
IFIE04 Competencies
Integrating Finance Expert
IFIE05 Competencies
Integrating Finance Expert
IFIE06 Competencies
Integrating Finance Expert
ILOA01 Competencies
Integrating Logistics Awareness
ILOA02 Competencies
Integrating Logistics Awareness
ILOA03 Competencies
Integrating Logistics Awareness
ILOA04 Competencies
Integrating Logistics Awareness
ILOA05 Competencies
Integrating Logistics Awareness
ILOA06 Competencies
Integrating Logistics Awareness
ILOA07 Competencies
Integrating Logistics Awareness
ILOS01 Competencies
Integrating Logistics Supervised Practitioner
ILOS02 Competencies
Integrating Logistics Supervised Practitioner
ILOS03 Competencies
Integrating Logistics Supervised Practitioner
ILOS04 Competencies
Integrating Logistics Supervised Practitioner
ILOS05 Competencies
Integrating Logistics Supervised Practitioner
ILOS06 Competencies
Integrating Logistics Supervised Practitioner
ILOS07 Competencies
Integrating Logistics Supervised Practitioner
ILOS08 Competencies
Integrating Logistics Supervised Practitioner
ILOS09 Competencies
Integrating Logistics Supervised Practitioner
ILOS10 Competencies
Integrating Logistics Supervised Practitioner
ILOS11 Competencies
Integrating Logistics Supervised Practitioner
ILOP01 Competencies
Integrating Logistics Practitioner
ILOP02 Competencies
Integrating Logistics Practitioner
ILOP03 Competencies
Integrating Logistics Practitioner
ILOP04 Competencies
Integrating Logistics Practitioner
ILOP05 Competencies
Integrating Logistics Practitioner
ILOP06 Competencies
Integrating Logistics Practitioner
ILOP07 Competencies
Integrating Logistics Practitioner
ILOP08 Competencies Logistics Practitioner
 Integrating
ILOP09 Competencies
Integrating Logistics Practitioner
ILOP10 Competencies
Integrating Logistics Practitioner
ILOP11 Competencies
Integrating Logistics Practitioner
ILOP12 Competencies
Integrating Logistics Practitioner
ILOL01 Competencies
Integrating Logistics Lead Practitioner
ILOL02 Competencies
Integrating Logistics Lead Practitioner
ILOL03 Competencies
Integrating Logistics Lead Practitioner
ILOL04 Competencies
Integrating Logistics Lead Practitioner
ILOL05 Competencies
Integrating Logistics Lead Practitioner
ILOL06 Competencies
Integrating Logistics Lead Practitioner
ILOL07 Competencies
Integrating Logistics Lead Practitioner
ILOL08 Competencies
Integrating Logistics Lead Practitioner
ILOL09 Competencies
Integrating Logistics Lead Practitioner
ILOL10 Competencies
Integrating Logistics Lead Practitioner
ILOE01 Competencies
Integrating Logistics Expert
ILOE02 Competencies
Integrating Logistics Expert
ILOE03 Competencies
Integrating Logistics Expert
ILOE04 Competencies
Integrating Logistics Expert
ILOE05 Competencies
Integrating Logistics Expert
ILOE06 Competencies
Integrating Logistics Expert
ILOE07 Competencies
Integrating Logistics Expert
IQUA01 Competencies
Integrating Quality Awareness
IQUA02 Competencies
Integrating Quality Awareness
IQUA03 Competencies
Integrating Quality Awareness
IQUA04 Competencies
Integrating Quality Awareness
IQUA05 Competencies
Integrating Quality Awareness
IQUA06 Competencies
Integrating Quality Awareness
IQUA07 Competencies
Integrating Quality Awareness
IQUA08 Competencies
Integrating Quality Awareness
IQUS01 Competencies
Integrating Quality Supervised Practitioner
IQUS02 Competencies
Integrating Quality Supervised Practitioner
IQUS03 Competencies Quality Supervised Practitioner
 Integrating
IQUS04 Competencies
Integrating Quality Supervised Practitioner
IQUS05 Competencies
Integrating Quality Supervised Practitioner
IQUS06 Competencies
Integrating Quality Supervised Practitioner
IQUS07 Competencies
Integrating Quality Supervised Practitioner
IQUS08 Competencies
Integrating Quality Supervised Practitioner
IQUS09 Competencies
Integrating Quality Supervised Practitioner
IQUS10 Competencies
Integrating Quality Supervised Practitioner
IQUS11 Competencies
Integrating Quality Supervised Practitioner
IQUP01 Competencies
Integrating Quality Practitioner
IQUP02 Competencies
Integrating Quality Practitioner
IQUP03 Competencies
Integrating Quality Practitioner
IQUP04 Competencies
Integrating Quality Practitioner
IQUP05 Competencies
Integrating Quality Practitioner
IQUP06 Competencies
Integrating Quality Practitioner
IQUP07 Competencies
Integrating Quality Practitioner
IQUP08 Competencies
Integrating Quality Practitioner
IQUP09 Competencies
Integrating Quality Practitioner
IQUP10 Competencies
Integrating Quality Practitioner
IQUP11 Competencies
Integrating Quality Practitioner
IQUL01 Competencies
Integrating Quality Lead Practitioner
IQUL02 Competencies
Integrating Quality Lead Practitioner
IQUL03 Competencies
Integrating Quality Lead Practitioner
IQUL04 Competencies
Integrating Quality Lead Practitioner
IQUL05 Competencies
Integrating Quality Lead Practitioner
IQUL06 Competencies
Integrating Quality Lead Practitioner
IQUL07 Competencies
Integrating Quality Lead Practitioner
IQUL08 Competencies
Integrating Quality Lead Practitioner
IQUL09 Competencies
Integrating Quality Lead Practitioner
IQUL10 Competencies
Integrating Quality Lead Practitioner
IQUL11 Competencies
Integrating Quality Lead Practitioner
IQUL12 Competencies Quality Lead Practitioner
Indicator
Explains what “systems thinking” is and explains why it is important.
Explains what “emergence” is, why it is important, and how it can be “positive” or negative* in its effect upon the system a
Explains what a “system hierarchy” is and why it is important.
Explains what “system content” is for a given system of interest and describes why it is important.
Explains why it is important to be able to identify and understand what interfaces are.
Explains why it is important to recognize interactions amongst systems and their elements.
Explains why it is important to understand purpose and functionality of a system of interest.
Explains how business, enterprise and technology can each influence the definition and development of the system and vic
Explains why it may be necessary to approach systems thinking in different ways, depending on the situation, and provides
Defines the properties of a system.
Explains how system behavior produces emergent properties.
Uses the principles of system partitioning within system hierarchy on a project.
Defines system characteristics in order to improve understanding of need.
Explains why the boundary of a system needs to be managed.
Explains how humans and systems interact and how humans can be elements of systems.
Identifies the influence of wider enterprise on a project.
Uses systems thinking to contribute to enterprise technology development activities.
Develops their own systems thinking insights to share thinking across the wider project (e.g. working groups and other team
Develops own understanding of this competency area through Continual Professional Development (CPD).
Identifies and manages complexity using appropriate techniques.
Uses analysis of a system functions and parts to predict resultant system behavior.
Identifies the context of a system from a range of viewpoints including system boundaries and external interfaces.
Identifies the interaction between humans and systems, and systems and systems.
Identifies enterprise and technology issues affecting the design of a system and addresses them using a systems thinking a
Uses appropriate systems thinking approaches to a range of situations, integrating the outcomes to get a full understandin
Identifies potential enterprise improvements to enable system development.
Guides team systems thinking activities in order to ensure current activities align to purpose.
Develops existing case studies and examples of systems thinking to apply in new situations.
Guides new or supervised practitioners in System thinking techniques in order to develop their knowledge, abilities, skills or
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for systems thinking, including associated tools.
Judges the suitability of project-level systems thinking on behalf of the enterprise, to ensure its validity.
Persuades key enterprise-level stakeholders across the enterprise to support and maintain the technical capability and stra
Adopts existing systems thinking practices on behalf of the enterprise to accommodate novel, complex or difficult system s
Persuades project stakeholders across the enterprise to improve the suitability of project technical strategies in order to ma
Persuades key stakeholders to address enterprise-level issues identified through systems thinking.
Coaches or mentors practitioners across the enterprise in Systems thinking in order to develop their knowledge, abilities, sk
Promotes the introduction and use of novel techniques and ideas in systems thinking across the enterprise, to improve ente
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in systems thinking in order to improve best practice beyond the enterprise
Influences individuals and activities beyond the enterprise boundary to support the systems thinking approach of their own
Advises organizations beyond the enterprise boundary on the suitability of their approach to systems thinking.
Advises organizations beyond the enterprise boundary on complex or sensitive systems thinking issues.
Champions the introduction of novel techniques and ideas in systems thinking beyond the enterprise boundary, in order to
Coaches individuals beyond the enterprise boundary in systems thinking techniques, in order to further develop their know
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Identifies different life cycle types and summarizes the key characteristics of each.
Explains why selection of life cycle is important when developing a system solution.
Explains why it is necessary to define an appropriate life cycle process model and the key steps involved.
Explains why differing engineering approaches are required in different life cycle phases and provides examples.
Explains how different life cycle characteristics relate to the system life cycle.
Describes Systems Engineering life cycle processes.
Identifies the impact of failing to consider future life cycle stages in the current stage.
Prepares inputs to life cycle definition activities at system or system element level.
Complies with a governing project system life cycle, using appropriate processes and tools to plan and control their own ac
Describes the system life cycle in which they are working on their project.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Explains the advantages and disadvantages of different types of systems life cycle and where each might be used advanta
Creates a governing project life cycle, using enterprise-level policies, procedures, guidance and best practice.
Identifies dependencies aligning life cycles and life cycle stages of different system elements accordingly.
Acts to influence the life cycle of system elements beyond boundary of the system of interest, to improve the development
Prepares plans addressing future life cycle phases to take into consideration their impact on the current phase, improving c
Prepares plans governing transitions between life cycle stages to reduce project impact at those transitions.
Guides new or supervised practitioners in Systems Engineering Life cycles in order to develop their knowledge, abilities, ski
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for life cycle definition and management, includin
Judges life cycle selections across the enterprise, to ensure they meet the needs of the project.
Adapts standard life cycle models on behalf of the enterprise, to address complex or difficult situations or to resolve conflic
Identifies work or issues relevant to the current life cycle phase by applying knowledge of life cycles to projects across the e
Persuades key stakeholders across the enterprise to support activities required now in order to address future life cycle sta
Coaches or mentors practitioners across the enterprise in life cycle definition and management in order to develop their kn
abilities, skills or associated behaviors.
Promotes the introduction and use of novel techniques and ideas in life cycle definition and management across the enterp
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in life cycle definition and management in order to improve best practice be
Advises organizations beyond the enterprise boundary on the suitability of life cycle tailoring or life cycle definitions
Advises organizations beyond the enterprise boundary on complex, concurrent or sensitive projects.
Champions the introduction of novel techniques and ideas in life cyclemanagement, beyond the enterprise boundary, in ord
Coaches individuals beyond theenterprise boundary in life cycle management techniques, in order to further develop their k
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the concept of capability and how its use can prove beneficial.
Explains how capability requirements can be satisfied by integrating several systems.
Explains how super system capability needs impact on the development of each system that contributes to the capability.
Describes the difficulties of translating capability needs of the wider system into system requirements.
Explains how project capability and environment are linked.
Identifies capability issues from the wider system, which will affect the design of a system of interest.
Prepares inputs to technology planning activities required in order to provide capability.
Prepares information that supports the embedding or utilization of capability.
Identifies different elements that make up capability.
Prepares multiple views which focus on value, purpose and solution for capability.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Identifies capability issues of the wider (super) system which will affect the design of own system and translates these into
Reviews proposed system solutionsto ensure their ability to deliver the capability required by a wider system, making chan
Prepares technology plan that includes technology innovation, risk, maturity, readiness levels and insertion points into exis
Creates an operational concept for a capability (what it does, why, how, where, when and who).
Reviews existing capability to identify gaps relative to desired capability, documenting approaches that reduce or eliminate
Prepares information that support improvements to enterprise capabilities.
Identifies key “pinch points” in the development and implementation of specific capability.
Uses multiple views to analyze alignment, balance and trade-offs in and between the different elements (in a level) ensurin
Guides new or supervised practitioners in Capability engineering in order to develop their knowledge, abilities, skills or asso
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for capability engineering, including associated to
Judges the suitability of capability solutions and the planned approach on projects across the enterprise.
Identifies impact and changes needed in super system environment as a result of the capability development on behalf of t
Identifies improvements required to enterprise capabilities on behalf of the enterprise.
Coaches or mentors practitioners across the enterprise in capability engineering in order to develop their knowledge, abiliti
Promotes the introduction and use of novel techniques and ideas in Capability Engineering across the enterprise, to improv
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in capability engineering in order to improve best practice beyond the enter
Advises organizations beyond the enterprise boundary on the suitability of their approach to capability engineering.
Advises organizations beyond the enterprise boundary on their handling of complex or sensitive capability engineering stra
Advises organizations beyond the enterprise boundary on differences and relationships between capability and product-bas
Assesses capability engineering in multiple domains beyond the enterprise boundary in order to develop or improve capabi
Champions the introduction of novel techniques and ideas in capability engineering, beyond the enterprise boundary, in ord
Coaches individuals beyond the enterprise boundary in capability engineering, in order to further develop their knowledge,
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains core principles of science and mathematics applicable to engineering.
Explains fundamentals of engineering as a discipline.
Explains why probability and statistics are both relevant to engineering.
Explains why analytical methods and sound judgement are central to engineering decisions.
Explains the characteristics of an engineered system.
Describes engineered systems that are physical, software and socio-technical systems or combinations thereof.
Explains how different sciences impact the technology domain and the Systems Engineering discipline.
Explains why uncertainty
Uses scientific is an important factor in engineering and explains how it might arise from many sources.
and mathematical
knowledge when performing engineering tasks.
Uses appropriate engineering approaches when performing engineering tasks.
Explains the concept of “variation” and its effect in engineering tasks.
Uses proven analytical methods when performing engineering tasks, while appreciating the limitations of their applicability
Uses software-based tools, together with the products they create, to facilitate and progress engineering tasks.
Explains why the value of a mathematical approach can be limited in a human-centric or human-originated system, with ex
Acts creatively or innovatively when performing own activities.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Selects software-based tools together with the products they create to facilitate and progress engineering tasks.
Uses selected software-based tools together with the products they create to facilitate and progress engineering tasks.
Selects scientific and mathematical methods to be used in support of tasks and justifies their selection.
Selects relevant engineering approaches and methods to be used in support of engineering tasks and justifies their selectio
Uses probability and statistics in engineering tasks recognizing benefits and limitations on results obtained.
Determines the level of variation or probability appropriate to the current task and justifies this decision.
Uses practical and proven engineering principles to structure engineering tasks.
Reviews situations using well- established engineering principles and uses these assessments to make sound engineering j
Adapts engineering approaches to take account of human-centric aspects of systems development.
Uses creative or innovative approaches when performing project activities.
Guides new or supervised practitioners in Core Engineering principles in order to develop their knowledge, abilities, skills or
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for general engineering, including associated tools
Adapts mathematics and engineering principles so that they can be applied to specific engineering situations on behalf of t
Communicates the difference between scientific and engineering approaches in order to engage with pure scientific advanc
Assesses items across the enterprise for the appropriate level of understanding of impact of variation and uncertainty on en
Advises stakeholders across the enterprise on issues requiring the application of engineering judgment.
Fosters creative or innovative approaches to performing general engineering activities across the enterprise.
Advises stakeholders across the enterprise on issues affecting the “broader” engineering approach to engineering activities
Judges the quality of engineering judgments made by others across the enterprise.
Coaches or mentors practitioners across the enterprise in general engineering techniques in order to develop their knowled
Promotes the introduction and use of novel techniques and ideas in general engineering across the enterprise, to improve e
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in general engineering in order to improve best practice beyond the enterpr
Advises organizations beyond the enterprise boundary on the suitability of their approach to general engineering activities.
Develops new applications of mathematical methods to engineering practices applicable beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on their handling of complex general engineering challenges.
Maintains own awareness of developments in sciences, technologies and related engineering disciplines beyond the enterp
Fosters creative or innovative approaches to performing general engineering activities beyond the enterprise boundary.
Champions the introduction of novel techniques and ideas in general engineering, beyond the enterprise boundary, in orde
Coaches individuals beyond the enterprise boundary in general engineering techniques in order to further develop their kno
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why conclusions and arguments made by others may be based upon incomplete, potentially erroneous or inadequ
Identifies logical steps in an argument or proposition and the information needed to justify each.
Explains why assumptions are important and why there is a need to ensure that they are based upon sound information.
Explains the relationship between assumptions and risk and why assumptions need to be validated.
Explains why ideas, arguments, and solutions need to be critically evaluated.
Lists common techniques and approaches used to propose or define arguments.
Explains how own perception of arguments from others may be biased and how this can be recognized.
Explains how different Stakeholders experiences may cause arguments to be presented in an incomplete or biased manner
Collates evidence constructing arguments needed in order to make informed decisions.
Uses logical relationships and dependencies between propositions to develop an argument.
Uses critical thinking techniques to review own work to test logic, assumptions, arguments, approach and conclusions.
Prepares robust arguments in order to respond to critical thinking within a collaborate environment.
Reviews ideas from others in order to improve the quality of their own approach, decisions or conclusions.
Identifies weaknesses and assumptions in their own arguments.
Uses common techniques to propose defining or challenging arguments, and conclusions, with guidance.
Identifies potential limitations in others’ which may impact arguments made regarding proposals or ideas.
Identifies own perspective for potential cognitive bias for or against arguments made by others and modifies approach acco
Develops own understanding of this competency area through Continual Professional Development (CPD).
Reviews work performed for the quality of critical thinking applied in deriving outcomes.
Reviews the impact of assumptions or weak logic in order to locate substantive arguments.
Develops robust arguments when responding to critical thinking analyses.
Uses a range of different critical thinking approaches to challenge conclusions of others.
Guides new or supervised practitioners in System thinking in order to develop their knowledge, abilities, skills or associated
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for critical thinking, including associated tools.
Uses a range of techniques and viewpoints to critically evaluate assumptions, approaches, arguments, conclusions and dec
Identifies alternative approaches to an existing approach to problem solving, to address flawed thinking and its results.
Judges impact of weak, incomplete or flawed arguments, conclusions and decisions made across the enterprise.
Produces logical and clear explanations in support of the resolution of intricate or difficult situations across the enterprise.
Assesses uncertainty in situational assessment made across the enterprise, recommending approaches to address the imp
Uses own experiences to inform the critical examination of novel scenarios or domains across the enterprise.
Judges aspects of decision-making which require deeper critical review on behalf of the enterprise.
Develops own critical thinking approaches through a regular analysis of both personal experiences and the experiences of o
Coaches or mentors practitioners across the enterprise in critical thinking in order to develop their knowledge, abilities, skil
Promotes the introduction and use of novel techniques and ideas in critical thinking across the enterprise, to improve enter
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in critical thinking in order to improve best practice beyond the enterprise b
Advises organizations beyond the enterprise boundary on the suitability of their approach to critical thinking activities.
Advises organizations beyond the enterprise boundary on complex or sensitive assumptions, approaches, arguments, conc
Advises organizations beyond the enterprise boundary on the resolution of weak, incomplete, or flawed approaches impact
Develops own critical thinking expertise through regular review and analysis of critical thinking successes and failures docu
Champions the introduction of novel techniques and ideas in critical thinking, beyond the enterprise boundary, in order to d
Coaches individuals beyond the enterprise boundary in critical thinking in order to further develop their knowledge, abilities
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why system representations are required and the benefits they can bring to developments.
Explains the scope and limitations of models and simulations, including definition, implementation and analysis.
Explains different types of modeling and simulation approaches.
Explains how the purpose of modeling and simulation affect the approach taken.
Explains why functional analysis and modeling is important in Systems Engineering.
Explains the relevance of outputs from systems modeling and analysis, and how these relate to overall system developmen
Explains the difference between modeling and simulation.
Describes a variety of system analysis techniques that can be used to derive information about a system.
Explains why the benefits of modeling can only be realized if choices made in defining the model are correct.
Explains why models and simulations have a limit of valid use, and the risks of using models and simulations outside those
Uses modeling and simulation tools and techniques to represent a system or system element.
Analyzes outcomes of modeling and analysis and uses this to improve understanding of a system.
Analyzes risks or limits of a model or simulation.
Uses systems modeling and analysis tools and techniques to verify a model or simulation.
Prepares inputs used in support of model development activities.
Uses different types of models for different reasons.
Uses system analysis techniques to derive information about the real system.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Identifies project-specific modeling or analysis needs that need to be addressed when performing modeling on a project.
Creates a governing process, plan and associated tools for systems modeling and analysis in order to monitor and control s
Determines key parameters or constraints, which scope or limit the modeling and analysis activities.
Uses a governing process and appropriate tools to manage and control their own system modelling and analysis activities.
Analyzes a system, determining the representation of the system or system element, collaborating with model stakeholder
Selects appropriate tools and techniques for system modeling and analysis.
Defines appropriate representations of a system or system element.
Uses appropriate representations and analysis techniques to derive information about a real system.
Ensures the content of models that are produced within a project are controlled and coordinated.
Uses systems modeling and analysis tools and techniques to validate a model or simulation.
Guides new or supervised practitioners in modeling and systems analysis to operation in order to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for systems modeling and analysis definition and
Judges the correctness of tailoring of enterprise-level modeling and analysis processes to meet the needs of a project, on b
Advises stakeholders across the enterprise, on systems modeling and analysis.
Coordinates modeling or analysis activities across the enterprise in order to determine appropriate representations or analy
Adapts approaches used to accommodate complex or challenging aspects of a system of interest being modeled or analyze
Assesses the outputs of systems modeling and analysis across the enterprise to ensure that the results can be used for the
Advises stakeholders across the enterprise on selection of appropriate modeling or analysis approach across the enterprise
Coordinates the integration and combination of different models and analyses for a system or system element across the e
Coaches or mentors practitioners across the enterprise in systems modeling and analysis in order to develop their knowled
Promotes the introduction and use of novel techniques and ideas in Systems Modeling and Analysis across the enterprise, t
Develops expertise
"Communicates owninknowledge
this competency
and area through specialist Continual Professional Development (CPD) activities.
experience in Systems Modeling
"Advises organizations and Analysis in order to improve best practice beyond the enterprise boundary.
beyond the
enterprise on the appropriateness of their selected approaches in any given level of complexity and novelty.
Advises organizations beyond the enterprise boundary on the modeling and analysis of complex or novel systems, or system
Advises organizations beyond the enterprise boundary on the model or analysis validation issues and risks.
Advises organizations beyond the enterprise boundary on the suitability of their approach to systems modeling and analysi
Advises organizations beyond the enterprise boundary on complex or sensitive systems modeling and analysis issues.
Champions the introduction of novel techniques and ideas in Systems modeling and analysis, beyond the enterprise bounda
Coaches individuals beyond the enterprise boundary in systems modeling and analysis, in order to further develop their kno
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains communications in terms of the sender, the receiver, and the message and why these three parameters are centr
Explains why there is a need for clear and concise communications.
Describes the role communications has in developing positive relationships.
Explains why employing the appropriate means for communications is essential.
Explains why openness and transparency in communications matters.
Explains why systems engineers need to listen to stakeholders’ point of view.
Follows guidance received (e.g. from mentors) when using communications skills to plan and control their own communicat
Uses appropriate communications techniques to ensure a shared understanding of information with peers.
Fosters positive relationships through effective communications.
Uses appropriate communications techniques to interact with others, depending on the nature of the relationship.
Fosters trust through openness and transparency in communication.
Uses active listening techniques to clarify understanding of information or views.
"Develops own understanding of this competency area through Continual Professional Development (CPD).
Uses a governing communications plan and appropriate tools to control communications.
Uses appropriate communications techniques to ensure a shared understanding of information with all project stakeholders
Uses appropriate communications techniques to ensure positive relationships are maintained.
Uses appropriate communications techniques to express alternate points of view in a diplomatic manner using the appropri
Fosters a communicating culture by finding appropriate language and communication styles, augmenting where necessary
Uses appropriate communications techniques to express own thoughts effectively and convincingly in order to reinforce the
Uses full range of active listening techniques to clarify information or views.
Uses appropriate feedback techniques to verify success of communications.
Guides new or supervised Systems Engineering practitioners in Communications techniques in order to develop their knowl
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for systems engineering communications, includin
Creates enterprise-level policies, procedures, guidance and best practice for systems engineering communications, includin
Maintains positive relationships across the enterprise through effective communications in challenging situations, adapting
Uses effective communications techniques to convince stakeholders across the enterprise to reach consensus in challengin
Uses a proactive style, building consensus among stakeholders across the enterprise using techniques supporting the verba
Adapts communications techniques or expresses ideas differently to improve effectiveness of communications to stakehold
Reviews ongoing communications across the enterprise, anticipating and mitigating potential problems.
Fosters the wider enterprise vision, communicating it successfully across the enterprise.
Coaches or mentors practitioners across the enterprise, or those new to this competency are in order to develop their know
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Communications Techniques in in order to improve best practice beyond
Advises organizations beyond the enterprise boundary on the suitability of their approach to communications.
Fosters a collaborative learning, listening atmosphere amongst key stakeholders beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on complex or sensitive communications-related matters affecting S
Champions the introduction of novel techniques and ideas in “communications”, beyond the enterprise boundary, in order t
Coaches individuals beyond the enterprise boundary in Communications techniques, in order to further develop their knowl
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why Systems Engineering has a social significance.
Describes applicable codes of conduct for professional systems engineers including institutional or company codes of condu
Lists typical safety standards and requirements.
Explains why security has become increasingly important general requirement in the development of systems and provides
Explains why there is a need to undertake engineering activities in a way that contributes to sustainable, environmentally s
Explains why there is a need to undertake engineering activities in a way that considers diversity, equality and inclusivity, a
Explains why it is necessary to develop, plan, carry out, and record Continued Professional Development (CPD) in order to m
Explains why Systems Engineering has a relationship to ethics and professionalism.
Complies with applicable codes of professional conduct within the enterprise.
Follows safe systems principles at work, by interpreting relevant health, safety and welfare processes, legislation and stand
Follows systems security principles at work, by interpreting relevant security processes, legislation and standards seeking g
Acts to ensure their own activities are performed in a way that contributes to sustainable development.
Acts to ensure their own activities are conducted in a way that reduces their environmental impact.
Acts to take on personal responsibility for ensuring their own activities consider diversity, equality and inclusivity.
Proposes changes to the project or organization which maintain and enhance the quality of the environment and communit
Maintains personal continual development records and plans.
Acts with integrity when fulfilling own responsibilities.
Acts ethically when fulfilling own responsibilities.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows governing ethics and professionalism guidance, adapting as required to address new situations if required.
Acts to ensure safe systems are used at work, by interpreting relevant health, safety and welfare legislation and standards.
Acts to promote consideration and elimination of security issues or threats across project activities.
Ensures compliance with relevant workplace social and employment legislation and regulatory framework across the projec
Fosters a sustainable development, taking personal responsibility to promote this area in project activities.
Fosters an environmentally sound approach to project activities, taking personal responsibility to promote environmental an
Acts to address own professional development needs in order to maintain and enhance professional competence in own are
Acts to ensure all members of the project/team operate with integrity and in an ethical manner.
Acts in an ethical manner when fulfilling their own responsibilities, without support of guidance.
Guides new or supervised practitioners in matters relating to ethics and professionalism, including career development plan
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Promotes best practice ethics and professionalism across the enterprise.
Judges compliance with relevant workplace social and employment legislation and regulatory framework on behalf of the en
Deleted.
Judges the security of systems across the organization, including compliance with requirements, security risk management
Promotes the goal of performing engineering activities in a sustainable manner across the enterprise.
Promotes the goal of performing engineering activities in an environmentally sound manner across the enterprise.
Judges continual professional development planning activities at enterprise level to ensure they maintain and enhance orga
Coaches or mentors practitioners across the enterprise in matters relating to ethics and professionalism, including career d
Promotes the introduction and use of novel techniques and ideas in ethics and professionalism across the enterprise, to imp
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in ethics and professionalism in order to improve best practice beyond the e
Persuades legislative and regulatory framework stakeholders beyond the enterprise to follow a particular path for in suppor
Persuades stakeholders beyond the enterprise boundary to improve health, safety and welfare issues, systems or safety cu
Persuades stakeholders beyond the enterprise boundary to address security issues, systems or security culture in their acti
Persuades stakeholders beyond the enterprise boundary to address relevant employment and social regulatory compliance
Champions the development of a sustainable and environmentally sound approach to systems engineering beyond the ente
Advises organizations beyond the enterprise boundary on the suitability of their approach to ethics and professionalism.
Champions an ethical and professional culture beyond the enterprise boundary.
Champions the introduction of novel techniques and ideas in Systems Engineering ethics and professionalism, beyond the e
Coaches individuals beyond the enterprise boundary in ethics and professionalism, including career development planning
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the role of technical leadership within Systems Engineering.
Defines the terms “vision”, “strategy” and “goal” terms explaining why each is important in leadership.
Explains why understanding the strategy is central to Systems Engineering leadership.
Explains why fostering collaboration is central to Systems Engineering.
Explains why the art of communications is central to Systems Engineering including the impact of poor communications.
Explains how technical analysis, problem-solving techniques and established best practices can be used improve the excell
Explains how creativity, ingenuity, experimentation and accidents or errors, often lead to technological and engineering suc
Explains how different sciences impact the technology domain and the engineering discipline.
Explains how complexity impact the role of the engineering leader.
Follows guidance received (e.g. from mentors), to plan and control their own technical leadership activities or approaches.
Acts to gain trust in their Systems Engineering leadership activities.
"Complies with a project, or wider, vision in performing Systems Engineering leadership activities.
Uses team and project to guide direction, thinking strategically, holistically and systemically when performingo wn Systems
Recognizes constructive criticism from others following guidance to improve their SE leadership.
Uses appropriate mechanisms to offer constructive criticism to others on the team.
Elicits viewpoints from others when developing solutions as part of their Systems Engineering leadership role.
Uses appropriate communications mechanisms to reinforce their Systems Engineering leadership activities.
Acts creatively and innovatively in their SE leadership activities.
Identifies concepts and ideas in sciences, technologies or engineering disciplines beyond their own discipline, applying them
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows guidance received to develop their own technical leadership skills, using leadership techniques and tools as instruc
Acts with integrity in their leadership activities, being trusted by their team.
Guides and actively co-ordinates Systems Engineering activities across a team, combining appropriate professional and tec
Develops technical vision for a project team, influencing and integrating the viewpoints of others in order to gain acceptanc
Identifies a leadership strategy to support of project goals, changing as necessary, to ensure success.
Recognizes constructive criticism from others within the enterprise following guidance to improve their SE leadership.
Uses appropriate communications techniques to offer constructive criticism to others on the team.
Fosters a collaborative approach in their Systems Engineering leadership activities.
Fosters the empowerment of team members, by supporting, facilitating, promoting, giving ownership and supporting them
Uses best practices communications techniques in their leadership activities, in order to express their ideas clearly and effe
Develops strategies for leadership activities or the resolution of team issues, using creativity and innovation.
Guides new or supervised practitioners in matters relating to technical leadership in Systems Engineering, in order to devel
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Uses best practice technical leadership techniques to guide, influence and gain trust from systems engineering stakeholder
Reacts professionally and positively to constructive criticism received from others across the enterprise.
Uses appropriate communications techniques to offer constructive criticism to others across the enterprise.
Fosters stakeholder collaboration across the enterprise, sharing ideas and knowledge and establishing mutual trust.
Fosters the empowerment of individuals across the enterprise, by supporting, facilitating, promoting, giving ownership and
Acts with creativity and innovation, applying problem solving techniques to develop strategies or resolve complex project o
Coaches or mentors practitioners across the enterprise in technical and leadership issues in order to develop their knowled
Promotes the introduction and use of novel techniques and ideas in SE technical leadership across the enterprise, to improv
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in technical leadership in order to improve best practice beyond the enterpr
Advises organizations beyond the enterprise boundary on the suitability of their approach to technical leadership issues.
Guides and actively co-ordinates the progress of Systems Engineering activities beyond the enterprise boundary, combining
Guides and actively co-ordinates the progress of collaborative activities beyond the enterprise boundary, establishing mutu
Fosters empowerment of others beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on complex or sensitive team leadership problems or issues, applyin
Uses their extended network and influencing skills to gain collaborative agreement with key stakeholders beyond the enter
Champions the introduction of novel techniques and ideas in Systems Engineering technical leadership, beyond the enterpr
Coaches individuals beyond the enterprise boundary, in technical leadership techniques in order to further develop their kn
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains key terminology associated with negotiation.
Describes situations where it may be necessary to negotiate and why.
Explains how different stakeholders hold different positions and bargaining power.
Identifies situations which do or do not require negotiation, to support negotiating strategies.
Develops good working level relationships with counterparts by negotiating to resolve routine issues.
Collates data from a range of sources through research and analysis to provide useful input to a negotiation team.
dentifies stakeholders with different bargaining power on a project.
Describes key stakeholders’ negotiation positions of these stakeholders.
Prepares inputs to the review of a negotiation, covering the broad implications and unintended consequences of a negotiat
Maintains own confidence in the face of objections during negotiations.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows established best practice strategies for negotiation in terms of preparation, approach, strategy, tactics and style.
Negotiates successfully with internal and external project stakeholders.
Acts to ensure buy-in and gain trust with internal stakeholders prior to and during negotiations.
Communicates negotiation developments to internal stakeholders in order to manage expectations while keeping all partie
Analyzes data from a range of sources to make robust fact-based statements during negotiations, to make available choice
Reacts positively when handling objections or points of view expressed by others challenging these views without damagin
Reviews the immediate results, broad implications and unintended consequences of a negotiation decision to ensure decisi
Acts with political awareness when negotiating with key decision-makers.
Acts to gain credibility and gains trust and respect of all parties to negotiations.
Guides new or supervised practitioners in negotiation techniques, in order to develop their knowledge, abilities, skills or ass
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Promotes best practice negotiation techniques across the enterprise to improve the effectiveness of systems engineering n
Judges the suitability of the planned approach or strategy for negotiations affecting Systems Engineering across the enterp
Guides and actively co-ordinates the direction of negotiation teams across the enterprise, accepting accountability for final
Adapts personal positions and style quickly if circumstances change favorably and unfavorably.
Acts on behalf of the wider enterprise during in tough, challenging negotiating situations with both external and internal sta
Acts on behalf of the wider enterprise to gain credibility and gains trust and respect of all parties during difficult negotiation
Acts positively when handling objections or points of view expressed by senior enterprise stakeholders challenging views w
Persuades third-party decision-makers to move towards wider enterprise goals, using good political awareness.
Acts to accept accountability for final negotiation outcomes on behalf of the enterprise, whether successful or not.
Coaches or mentors practitioners across the enterprise in negotiation techniques in order to develop their knowledge, abilit
Promotes the introduction and use of novel techniques and ideas in negotiation across the enterprise, to improve enterprise
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in negotiation skills in order to improve best practice beyond the enterprise
Influences stakeholders beyond the enterprise boundary in support of negotiations activities affecting Systems Engineering
Guides and actively co-ordinates the direction of negotiations beyond the enterprise boundary, on complex or strategic dec
Advises organizations beyond the enterprise boundary on the suitability of their negotiating strategies.
Champions the introduction of novel techniques and ideas in negotiation techniques, beyond the enterprise boundary, in or
Coaches individuals beyond the enterprise boundary, in negotiation techniques in order to further develop their knowledge,
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Lists different types of team and the role of each team within the project or organization.
Explains the different stages of team development and how they affect team dynamics and performance.
Explains the positive and negative features of cooperation and competition within teams.
Explains how the effectiveness of communications affects team dynamics.
Explains the differing nature of disagreement, conflict, and criticism in teams and core strategies for resolving conflict.
Explains why team building can help form effective teams, what it involves and its key challenges.
Identifies different types of teambuilding activities, their aims and provides examples.
Identifies when and when not to identify own positions, roles and responsibilities within different teams within the project o
Uses team dynamics to improve their effectiveness in performing team goals.
Identifies the stage (e.g. forming, Storming, Norming etc.) at which each of the teams within which they participate is opera
Explains the building blocks of successful team performance and why they affect performance.
Explains how team goals, communication, and interpersonal actions are affected by competitive behaviors.
Identifies competitive behaviors within a team and their potential cause (e.g. cultural, personal, and organizational reasons
Describes different potential types of team conflict and the differing techniques available to resolve them.
Explains how team dynamics affect decision-making.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Acts collaboratively with other teams to accomplish interdependent project or organizational goals.
Recognizes the dynamic of their team and applies best practice to improve this as necessary.
Fosters a common understanding of an assignment in line with organizational intent within their team.
Fosters cooperation and pride within the team through strategies focused on group goals, communication, and interpersona
Identifies negative behaviors within the team, challenging these to create positive outcomes.
Uses communications skills to offer constructive feedback to improve team performance, managing emotions as an importa
Recognizes conflict in a team in order to resolve it.
Fosters an open team dynamic within the team so that all team members can express their opinions and feelings.
Uses best practice team dynamics techniques to obtain team consensus when making decisions.
Uses team-building activities to improve team dynamics.
Guides new or supervised practitioners in negotiation techniques, in order to develop their knowledge, abilities, skills or ass
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Uses best practice team dynamics techniques to improve the effectiveness of Systems Engineering activities across the en
Judges the dynamic of teams across the enterprise, advising where improvement is necessary.
Advises stakeholders across the enterprise, on the selection of measurable group goals, communication or interpersonal ac
Challenges negative behaviors of key enterprise stakeholders, with measurable success.
Advises stakeholders across the enterprise on different best practice team dynamics techniques across the enterprise depe
Fosters communication across the wider enterprise building trust through the application of team dynamics techniques.
Influences key stakeholders across the enterprise to follow a revised path to improve a project or enterprise team dynamics
Uses different types of team-building activities depending on the team context, to improve team dynamics across the enter
Coaches or mentors practitioners across the enterprise in team dynamics techniques in order to develop their knowledge, a
Promotes the introduction and use of novel techniques and ideas in team dynamics across the enterprise, to improve enter
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in negotiation skills in order to improve best practice beyond the enterprise
Advises organizations beyond the enterprise boundary on the suitability of their approach to team dynamics.
Advises organizations beyond the enterprise boundary on the selection and interpretation of goals used to challenge, meas
Advises organizations beyond the enterprise boundary on how team members can be rewarded to act cooperatively.
Challenges negative behaviors of beyond the enterprise boundary, with measurable success.
Influences key stakeholders beyond the enterprise boundary to follow a revised path to improve team dynamics across or b
Champions the introduction of novel techniques and ideas in team dynamics, beyond the enterprise boundary, in order to d
Coaches individuals beyond the enterprise boundary, in team dynamics in order to further develop their knowledge, abilitie
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the concept of “facilitation”, summarizing its key characteristics and techniques.
Explains how facilitation can help individuals and groups to achievetheir goal.
Describes why the effectiveness of facilitation can differ during different stages of group formation.
Describes how different facilitation skills can help resolve different forms of conflict and dissent in a group to mitigate their
Describes how facilitation skills supplement different approaches to problem solving and the patterns of thinking associated
Acts as a neutral servant of a group performing a facilitated task.
Identifies members of a group in order to perform a facilitated task.
Identifies rules of conduct between individuals within a facilitated group, with guidance.
Acts as impartial observer focused on facilitated group activities, with guidance.
Acts in support of facilitation of a group problem solving session.
Conducts a small, facilitated group problem solving session on their team.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Identifies rules of conduct between individuals within a facilitated group.
Guides a facilitated group problem solving session.
Acts to ensure own views and feelings remain hidden, when facilitating group activities on a project.
Acts to facilitate self-improvement of the performance of a group.
Acts to engage individuals to improve performance of a group.
Acts to protect individuals and their ideas from attack within a facilitated group.
Adapts strategy if a facilitated group requires a change of direction.
Guides and actively co-ordinates a facilitated group problem solving session on the project.
Guides new or supervised practitioners in facilitation techniques, in order to develop their knowledge, abilities, skills or asso
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Uses best practice facilitation techniques to improve the effectiveness of Systems Engineering activities across the enterpr
Creates a plan for a facilitated enterprise-level activity, defining methods to be used, coordinating the logistics of the meeti
Selects the most appropriate style of facilitation based upon enterprise-level facilitated group maturity.
Uses facilitation skills to ensure that an enterprise-level facilitated group clarifies its goals.
Uses facilitation skills to facilitate an enterprise-level facilitated group towards achieving its objectives.
Acts as a referee in times of conflict, disagreement or tension within an enterprise-level facilitated group.
Fosters systematic patterns of thinking during the facilitated enterprise-level group problem solving process.
Coaches or mentors practitioners across the enterprise in facilitation techniques in order to develop their knowledge, abiliti
Promotes the introduction and use of novel techniques and ideas in facilitation across the enterprise, to improve enterprise
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in facilitation skills in order to improve best practice beyond the enterprise b
Advises organizations beyond the enterprise boundary on the suitability of their approach to facilitation.
Persuades key stakeholders beyond the enterprise boundary to support facilitated group activities.
Reviews the suitability of facilitation programs affecting Systems Engineering beyond the enterprise boundary.
Identifies alternative ways of working to reinforce collaboration within the context of a facilitated group with membership b
Advises organizations beyond the enterprise boundary on complex or sensitive matters, conflict disagreement or tension aff
Acts to anticipate and mitigate potential problems in facilitation of a group extending beyond the enterprise boundary.
Fosters open communications which surface prevailing mental models and challenge a facilitation group extending beyond
Champions the introduction of novel techniques and ideas in facilitation, beyond the enterprise boundary, in order to develo
Coaches individuals beyond the enterprise boundary, in facilitation techniques in order to further develop their knowledge,
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why the perception of emotion is important including differentiating one’s own emotions from those of others.
Explains how emotions can be used to facilitate thinking such as reasoning, problem solving, and interpersonal communica
Explains why it is important to be able to understand and analyze emotions.
Explains why managing and regulating emotions in both oneself and in others is important.
Identifies emotions in one’s physical states, feelings and thoughts.
Uses emotional intelligence techniques to identify the emotions of others via verbal and non-verbal cues.
Explains the language used to label emotions.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Uses Emotional Intelligence techniques to interpret meanings and origins of emotions and acts accordingly.
Uses Emotional Intelligence techniques to identify needs related to emotional feelings.
Uses emotional intelligence techniques to monitor their own emotions in relation to others.
Acts to capitalize fully upon changing moods in order to best fit the task at hand.
Acts to remain open to feelings, both those that are pleasant and those that are unpleasant.
Acts to control own emotion by preventing, reducing, enhancing, or modifying an emotional response.
Guides new or supervised practitioners in emotional intelligence techniques, in order to develop their knowledge, abilities, s
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Uses best practice emotional intelligence techniques to improve the effectiveness of Systems Engineering activities across
Guides others across the enterprise in controlling their own emotional responses.
Uses emotional intelligence techniques in tough, challenging situations with both external and internal stakeholders, with d
Uses emotional intelligence to influence key stakeholders within the enterprise.
Coaches or mentors practitioners across the enterprise in emotional intelligence techniques in order to develop their knowl
Promotes the introduction and use of novel techniques and ideas in Emotional Intelligence techniques across the enterprise
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in emotional intelligence in order to improve best practice beyond the enter
Uses emotional intelligence to influence beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on the suitability of their approach to emotional intelligence awaren
Advises beyond the enterprise boundary on complex or sensitive emotionally charged issues.
Champions the introduction of novel techniques and ideas in the application of emotional intelligence, beyond the enterpris
Coaches individuals beyond the enterprise boundary, in emotional intelligence techniques in order to further develop their k
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes key characteristics and personal attributes of coach and mentor roles, and how both approaches help to develop
Explains how those undergoing coaching and mentoring need to act in order to benefit from the activity.
Explains why listening to an individual’s goals and objectives is important.
Lists enterprise goals and describes the influence mentoring may have on meeting those goals.
Explains why taking a comprehensive approach to assess an individual’s challenge is important.
Describes the design and operation of the enterprise’s coaching and mentoring program.
Identifies areas of own skills, knowledge or experience which could be improved.
Identifies personal challenges through various perspectives.
Prepares information supporting the development of others within the team.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Coaches (or mentors) others on the project as part of an enterprise coaching and mentoring program.
Creates career development goals and objectives with individuals.
Develops individual career development paths based on development goals and objectives.
Uses available coaching and mentoring opportunities to develop individuals within the enterprise.
Develops individuals within their team by supporting them in solving their individual challenges.
Guides new or supervised practitioners in coaching and mentoring techniques, in order to develop their knowledge, abilities
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Promotes the use of best practice coaching and mentoring techniques to improve the effectiveness of Systems Engineering
Judges the suitability of planned coaching and mentoring programs affecting Systems Engineering within the enterprise.
Defines the direction of enterprise coaching and mentoring program development.
Guides and actively co-ordinates the implementation of an enterprise-level coaching and mentoring program.
Assesses career development path activities for individuals across the enterprise, providing regular feedback.
Advises stakeholders across the enterprise on individual coaching and mentoring issues with demonstrable success.
Coaches or mentors practitioners across the enterprise in coaching and mentoring techniques in order to develop their kno
Promotes the introduction and use of novel techniques and ideas in Coaching and Mentoring across the enterprise, to impro
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in coaching and mentoring skills in order to improve best practice beyond th
Persuades key stakeholders beyond the enterprise boundary to follow a particular path for coaching and mentoring activitie
Advises organizations beyond the enterprise boundary on the suitability of their approach to coaching and mentoring.
Advises organizations beyond the enterprise boundary on the development of coaching and mentoring programs.
Assesses the effectiveness of a mentoring program for an organization beyond the enterprise boundary, providing regular f
Advises organizations beyond the enterprise boundary on complex or challenging coaching and mentoring issues.
Champions the introduction of novel techniques and ideas in coaching and mentoring, beyond the enterprise boundary, in o
Coaches individuals beyond the enterprise boundary, in coaching and mentoring techniques in order to further develop the
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes what a requirement is, the purpose of requirements and why requirements are important.
Describes different types of requirements and identifies “constraints”, which may be placed on a system.
Explains why there is a need for good quality requirements.
Identifies major stakeholders and their needs.
Explains why managing requirements throughout the life cycle is important.
Describes the relationship between requirements, testing and acceptance.
Uses a governing process using appropriate tools to manage and control their own requirements definition activities.
Identifies examples of internal and external project stakeholders highlighting their sphere of influence.
Elicits requirements from stakeholders under guidance, in order to understand their need and ensuring requirement validity
Describes the characteristics of good quality requirements and provides examples.
Describes different mechanisms used to gather requirements.
Defines acceptance criteria for requirements, under guidance.
Explains why there may be potential requirement conflicts within a requirement set.
Explains how requirements affect design and vice versa.
Defines (or maintains) requirements traceability information.
Reviews developed requirements.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for requirements definition on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for Requirements Definition, which reflect project and business stra
Uses plans and processes for requirements definition, interpreting, evolving or seeking guidance where appropriate.
Elicits requirements from stakeholders ensuring their validity, to understand their need.
Develops good quality, consistent requirements.
Determines derived requirements.
Creates a system to support requirements management and traceability.
Determines acceptance criteria for requirements.
Negotiates agreement in requirement conflicts within a requirement set.
Analyzes the impact of changes to requirements on the solution and program.
Maintains requirements traceability information to ensure source(s) and test records are correctly linked over the life cycle.
Guides new or supervised practitioners in Systems Engineering Requirements Definition to develop their knowledge, abilitie
associated
Maintains andbehaviors.
enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for requirements elicitation and management, inc
associated tools.
Judges the tailoring of enterprise-level requirements elicitation and management processes to meet the needs of a project.
Advises on complex or challenging requirements from across the enterprise to ensure completeness and suitability.
Defines strategies for requirements resolution in situations across the enterprise where stakeholders (or their requirements
unusual or key
Persuades sensitive treatment.
stakeholders across the enterprise to address identified enterprise-level requirements elicitation and manag
issues to or
Coaches reduce enterprise-level
mentors practitionersrisk.
across the enterprise in Systems Engineering Requirements Definition in order to develop
knowledge,
Promotes abilities,
the skills or
introduction andassociated behaviors.
use of novel techniques and ideas in Requirements Definition across the enterprise, to impro
enterprise competence
Develops expertise in this
in this area.
competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering requirements definition in order to promote best pra
Persuades key stakeholders beyond the enterprise boundary to address identified requirements definition issues to reduce
Advises organizations beyond the enterprise boundary on the suitability of their approach to requirements definition.
Advises organizations
"Champions beyondofthe
the introduction enterprise
novel boundary
techniques on the
and ideas handling
in the of complex
requirements or sensitive
definition, Systems
beyond Engineering
the enterprise require
boundary,
develop the
"Coaches wider Systems
individuals beyondEngineering community
the enterprise boundary,in this competency.definition in order to further develop their knowledg
in requirements
skills or associated behaviors.
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes the principles of architectural design and its role within the life cycle.
Describes different types of architecture and provides examples.
Explains why architectural decisions can constrain and limit future use and evolution and provides examples.
Explains why there is a need to explore alternative and innovative ways of satisfying the requirements.
Explains why alternative discipline technologies can be used to satisfy the same requirement and provides examples.
Describes the process and key artifacts of functional analysis.
Explains why there is a need for functional models of the system.
Explains how outputs from functional analysis relate to the overall system design and provides examples.
Uses a governing process using appropriate tools to manage and control their own system architectural design activities.
Uses analysis techniques or principles used to support an architectural design process.
Develops multiple different architectural solutions (or parts thereof) meeting the same set of requirements to highlight diffe
Produces traceability information linking differing architectural design solutions to requirements.
Uses different techniques to develop architectural solutions.
Compares the characteristics of different concepts to determine their strengths and weaknesses.
Prepares a functional analysis using appropriate tools and techniques to characterize a system.
Prepares architectural design work products (or parts thereof) traceable to the requirements.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system architecting on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems architecting, which reflect project and business strateg
Uses plans and processes for system architecting, interpreting, evolving or seeking guidance where appropriate.
Creates alternative architectural designs traceable to the requirements to demonstrate different approaches to the solution
Analyzes options and concepts in order to demonstrate that credible, feasible options exist.
Uses appropriate analysis techniques to ensure different viewpoints are considered.
Elicits derived discipline specific architectural constraints from specialists to support partitioning and decomposition.
Uses the results of system analysis activities to inform system architectural design.
Identifies the strengths and weaknesses of relevant technologies in the context of the requirement and provides examples.
Monitors key aspects of the evolving design solution in order to adjust architecture, if appropriate.
Guides new or supervised practitioners in Systems Architecting to develop their knowledge, abilities, skills or associated be
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for system architectural design including associat
Assesses the tailoring of enterprise-level system architectural design processes to meet the needs of a project.
Advises stakeholders across the enterprise on selection of architectural design and functional analysis techniques to ensure
Judges the suitability of architectural solutions across the enterprise in areas of complex or challenging technical requireme
Assesses system architectures across the enterprise, to determine whether they meet the overall needs of individual projec
Persuades key stakeholders across the enterprise to address identified enterprise-level Systems Engineering architectural d
Coaches or mentors practitioners across the enterprise in Systems Architecting in order to develop their knowledge, abilitie
Promotes the introduction and use of novel techniques and ideas in Systems Architecting across the enterprise, to improve
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Architecting in order to promote best practice beyond the enterp
Persuades key stakeholders beyond the enterprise boundary in order to facilitate the system architectural design.
Advises organizations beyond the enterprise boundary on the suitability of their approach to system architectural design.
Advises organizations beyond the enterprise boundary on improving their handling of complex or sensitive Systems Archite
Advises organizations beyond the enterprise boundary on improving their concept generation activities.
Champions the introduction of novel techniques and ideas in systems architecting, beyond the enterprise boundary, in orde
Coaches individuals beyond the enterprise boundary in Systems Architecting, in order to further develop their knowledge, a
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why there is a need to accommodate the requirements of all life cycle stages when determining a solution.
Identifies design attributes and explains why attributes must be balanced using tradeoff studies.
Identifies different design specialties and describes their role and key activities.
Explains why it is important to integrate design specialties into the solution and how this can be a potential source of confli
Explains how design specialties can affect the cost of ownership and provides examples.
Explains how the design,
Uses a governing processthroughout the life tools
using appropriate cycle,and
affects the robustness
techniques to manageof the
andsolution.
control their own specialty engineering ac
Describes the relationship between reliability,
interpreting, evolving or seeking guidance availability, maintainability and safety.
where appropriate.
Explains the concept of design attributes, explaining how they influence the design.
Selects design attributes in order to balance differing specialty engineering needs.
Reviews design attributes with specialists to ensure they are addressed.
Identifies conflicting demands from differing design specialties and records these in trade studies in order to compare alter
Elicits operational environment characteristics from specialty engineers in support of specialty engineering activities.
Compares specialty characteristics for proposed solutions and records these in trade studies in order to compare differing s
Describes how design integrity affects their project and provides examples.
Identifies constraints placed on the system because of the needs of design specialties.
Uses specialty engineering techniques and tools to ensure delivery of designs meeting specialty needs.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for “Designing for…” specialties on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for Specialty engineering which reflect project and business strateg
Uses governing plans and processes to ensure Specialty engineering is accommodated in the evolving design, interpreting,
seeking guidance
Selects design where appropriate.
attributes throughout the design process balancing these to support specialty engineering needs.
Identifies the appropriate specialists to ensure it addresses design attributes effectively and at the correct time.
Analyzes demands from differing design specialties highlighted in trade studies, resolving identified conflicts as necessary.
Produces a sensitivity analysis on specialty engineering trade-off criteria.
Uses appropriate techniques to characterize the operational environment in order to support specialty engineering activitie
Uses appropriate techniques and trade studies to determine and characterize specialty characteristics of proposed solution
Ensures specialty engineering experts and specialty engineering activities are fully integrated into Systems Engineering de
Identifies constraints on a system which reflect the needs of different design specialties.
Guides new or supervised practitioners in the area of specialty engineering to develop their knowledge, abilities, skills or as
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice relating to specialty engineering including associa
Judges the tailoring of enterprise-level system specialty engineering processes to meet the needs of a project.
Judges the strategy to be adopted on projects across the enterprise to ensure required specialty engineering characteristics
Judges the adequacy of sensitivity analysis made for specialty engineering criteria across the enterprise.
Judges the suitability of plans across the enterprise, for the incorporation of all life cycle design attributes at the correct poi
Judges selected solutions from across the enterprise, against key specialty engineering design parameters to support the d
Persuades key stakeholders to address identified enterprise-level specialty-related design issues to reduce project cost, sch
Coaches or mentors practitioners across the enterprise in “designing for…” specialties, in order to develop their knowledge
Promotes the introduction and use of novel techniques and ideas in “designing for...” specialties across the enterprise, to im
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in specialty engineering, in order to promote best practice beyond the ente
Persuades key stakeholders beyond the enterprise boundary to accept recommendations in support of specialty engineerin
Advises organizations beyond the enterprise boundary on the suitability of their approach to specialty engineering including
Advises organizations beyond the enterprise boundary on complex or sensitive specialty engineering planning issues.
Coordinates activities beyond the enterprise boundary which cover multiple specialties.
Identifies conflicts involving specialty engineering issues that extend beyond the enterprise boundary in order to enable the
Advises organizations beyond the enterprise boundary on how evolving needs impacts specialty engineering.
Champions the introduction of novel techniques and ideas in the “Design for…” area, beyond the enterprise boundary, in or
Coaches individuals beyond the enterprise boundary in designing for specialty engineering, in order to further develop their
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why integration is important and how it confirms the system design, architecture and interfaces.
Explains why it is important to integrate the system in a logical sequence.
Explains why planning and management of systems integration is necessary.
Explains the relationship between integration and verification.
Uses a governing process using appropriate tools to manage and control their own integration activities.
Prepares inputs to integration plans based upon governing standards and processes including identification of method and
Prepares plans which address integration for system elements (or non-complex systems) in order to define or scope that ac
Records the causes of simple faults typically found during integration activities in order to communicate with stakeholders.
Collates evidence during integration in support of downstream test and acceptance activities.
Identifies an integration environment to facilitate system integration activities.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system integration on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems integration, which reflect project and business strategy
Uses governing plans and processes to plan and execute system integration activities, interpreting, evolving or seeking gui
Performs rectification of faults found during integration activities.
Prepares evidence obtained during integration in support of downstream test and acceptance activities.
Guides and actively co-ordinates integration activities for a system.
Identifies a suitable integration environment.
Creates detailed integration procedures.
Guides new or supervised practitioners in Systems integration to develop their knowledge, abilities, skills or associated beh
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for integration, including associated tools for a pro
Judges the tailoring of enterprise-level integration processes to meet the needs of a project.
Judges the suitability of integration plans from projects across the enterprise, to ensure project success.
Judges detailed integration procedures from projects across the enterprise, to ensure project success.
Judges integration evidence generated by projects across the enterprise, to ensure adequacy of information.
Guides and actively co-ordinates integration activities on complex systems or across multiple projects from projects across
Persuades key stakeholders to address identified enterprise-level system integration issues to reduce project cost, schedule
Coaches or mentors practitioners across the enterprise in systems Integration in order to develop their knowledge, abilities
Promotes the introduction and use of novel techniques and ideas in systems integration across the enterprise, to improve e
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Integration in order to promote best practice beyond the enterp
Persuades key stakeholders beyond the enterprise boundary to accept recommendation associated with integration activiti
Advises organizations beyond the enterprise boundary on the suitability of their approach to integration to support enterpri
Advises organizations beyond the enterprise boundary on evidence generated during integration to support enterprise need
Advises organizations beyond the enterprise boundary on complex or sensitive integration-related issues to support enterp
Champions the introduction of novel techniques and ideas in systems integration, beyond the enterprise boundary, in order
Coaches individuals beyond the enterprise boundary in Systems Integration, in order to further develop their knowledge, ab
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Defines key concepts within interface definition and management.
Explains how interface definition and management affects the integrity of the system solution.
Identifies possible sources of complexity in interface definition and management.
Explains how different sources of complexity affect interface definition and management.
Uses a governing process to manage and control their own interface management activities.
Identifies the properties of simple interfaces in order to define them.
Explains the potential consequences of changes on system interfaces to coordinate and control ongoing development.
Maintains technical parameters associated with an interface to ensure continued stability of definition.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for interface definition and management on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for interface definition and management, which reflect project and
Uses interface management techniques and governing processes, to manage and control their own interface management
Maintains interfaces over time to ensure continued coherence and alignment with project need.
Explains the effect of complexity on interface definition and management.
Negotiates interfaces between interface stakeholders to facilitate system development.
Identifies impact on interface definitions as a result of wider changes.
Guides new or supervised practitioners in Systems Engineering interface management in order to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance, and best practice for interface definition and management, includin
Judges the tailoring of enterprise-level interface definition and management processes to meet the needs of a project.
Judges the suitability and completeness of interfaces and associated management practices used on projects across the en
Identifies conflicts in the definition or management of interfaces requiring resolution on projects across the enterprise.
Acts to arbitrate when there are conflicts in the definition of interfaces or their management on projects across the enterpri
Coaches or mentors practitioners across the enterprise in Systems Engineering interface management in order to develop t
Promotes the introduction and use of novel techniques and ideas in interface management across the enterprise, to improv
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering interface definition and management in order to im
Influences key stakeholders beyond the enterprise boundary in interface definition and management to support enterprise
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering Interface
Advises organizations beyond the enterprise boundary on their handling of complex or sensitive Systems Engineering Interf
Champions the introduction of novel techniques and ideas in interface management, beyond the enterprise boundary, in or
Coaches individuals beyond the enterprise boundary in Interface Management, in order to further develop their knowledge,
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains what verification is, the purpose of verification and why verification against the system requirements is important.
Explains why there is a need to verify the system in a logical sequence.
Explains why planning for system verification is necessary.
Explains how traceability can be used to establish whether a system meets requirements.
Describes the relationship between verification, validation, qualification, certification and acceptance.
Complies with a governing process and appropriate tools to plan and control their own verification activities.
Prepares inputs to verification plans.
Prepares verification plans for smaller projects.
Performs verification testing as part of system verification activities.
Identifies simple faults found during verification through diagnosis and consequential corrective actions.
Collates evidence in support of verification, qualification, certification and acceptance.
Reviews verification evidence to establish whether a system meets requirements.
Selects a verification environment to ensure requirements can be fully verified.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system verification on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems verification, which reflect project and business strategy
Uses governing plans and processes for System verification, interpreting, evolving or seeking guidance where appropriate.
Prepares verification plans for systems or projects.
Reviews project-level system verification plans.
Reviews verification results, diagnosing complex faults found during verification activities.
Prepares evidence obtained during verification testing to support system verification or downstream qualification, certificat
Monitors the traceability of verification requirements and tests to system requirements and vice versa.
Identifies a suitable verification environment.
Creates detailed verification procedures.
Performs system verification activities.
Prepares evidence obtained during verification testing to support downstream verification testing, integration or validation
Guides new or supervised practitioners in Systems verification in order to develop their knowledge, abilities, skills or associ
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for verification, including associated tools.
Judges the tailoring of enterprise-level verification processes to meet the needs of a project.
Judges the suitability of verification plans, from multiple projects, on behalf of the enterprise.
Advises on verification approaches on complex or challenging systems or projects across the enterprise.
Judges detailed verification procedures from multiple projects, on behalf of the enterprise.
Judges verification evidence generated from multiple projects on behalf of the enterprise.
Guides and actively co-ordinates verification activities for complex systems or projects across the enterprise.
Coaches or mentors practitioners across the enterprise in systems verification in order to develop their knowledge, abilities
Promotes the introduction and use of novel techniques and ideas in verification across the enterprise, to improve enterprise
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering verification in order to improve best practice beyon
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering verificati
Advises organizations beyond the enterprise boundary on their Systems Engineering Verification plans or practices on comp
Advises organizations beyond the enterprise boundary on complex or sensitive verification-related issues.
Champions the introduction of novel techniques and ideas in systems verification, beyond the enterprise boundary, in orde
Coaches individuals beyond the enterprise boundary in Systems Verification, in order to further develop their knowledge, ab
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains what validation is, the purpose of validation and why validation is important.
Explains why there is a need for early planning for validation.
Describes the relationship between validation, verification, qualification, certification and acceptance.
Describes the relationship between traceability and validation.
Complies with a governing process and appropriate tools to plan and control their own validation activities.
Prepares inputs to validation plans.
Prepares validation plans for smaller projects.
Performs validation testing as part of system validation or system acceptance.
Identifies simple faults found during validation through diagnosis and consequential corrective actions.
Collates evidence in support of validation, qualification, certification and acceptance.
Reviews validation evidence to establish whether a system will meet the operational need.
Selects a validation environment to ensure requirements can be fully validated.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system validation on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for system validation, which reflect project and business strategy.
Uses governing plans and processes for System validation, interpreting, evolving or seeking guidance where appropriate.
Communicates using the terminology of the customer while focusing on customer need.
Prepares validation plans for systems or projects.
Reviews project-level system validation plans.
Reviews validation results, diagnosing complex faults found during validation activities.
Identifies a suitable validation environment.
Creates detailed validation procedures.
Performs system validation activities.
Prepares evidence obtained during validation testing to support certification and acceptance activities.
Monitors the traceability of validation requirements and tests to system requirements and vice versa.
Guides new or supervised practitioners in System validation in order to develop their knowledge, abilities, skills or associate
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for validation, including associated tools.
Judges the tailoring of enterprise-level validation processes to meet the needs of a project.
Judges the suitability of validation plans from multiple projects, on behalf of the enterprise.
Advises on validation approaches on complex or challenging systems or projects across the enterprise.
Judges detailed validation procedures from multiple projects, on behalf of the enterprise.
Judges validation evidence generated from multiple projects on behalf of the enterprise.
Guides and actively co-ordinates validation activities on complex systems or projects across the enterprise.
Coaches or mentors practitioners across the enterprise in systems validation in order to develop their knowledge, abilities,
Promotes the introduction and use of novel techniques and ideas in Validation across the enterprise, to improve enterprise
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering Validation in order to improve best practice beyond
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering validatio
Advises organizations beyond the enterprise boundary on their handling of complex or sensitive Systems Engineering valid
Advises organizations beyond the enterprise boundary on complex or sensitive Validation-related issues.
Champions the introduction of novel techniques and ideas in system validation, beyond the enterprise boundary, in order to
Coaches individuals beyond the enterprise boundary in Systems validation, in order to further develop their knowledge, abi
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why there is a need to carry out transition to operation.
Explains key activities and work products required for transition to operation.
Uses a governing process and appropriate tools to plan and control their own Transition activities.
Performs transitioning of a system into production or operation in order to meet the requirements of a plan.
Describes the system’s contribution to the wider system (super-system) of which it forms a part.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for transitioning a system, which supports project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems transition activities that reflect project and business str
Uses governing plans and processes to plan and execute system transition activities, interpreting, evolving or seeking guid
Performs a system transition to production and operation taking into consideration its contribution to the wider (super) syst
Communicates transition activities using user terminology to ensure clear communications.
Acts to ensure system transition addresses export control and licensing obligations.
Acts to ensure system transition activities gain customer approval.
Guides new or supervised practitioners in System transition to operation in order to develop their knowledge, abilities, skills
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for system transition, including associated tools.
Judges the tailoring of enterprise-level transition processes to meet the needs of a project.
Judges the adequacy of transition approaches and procedures on complex or challenging systems or projects across the en
Judges the suitability of transition plans to ensure wider enterprise needs are addressed.
Persuades key stakeholders to address identified enterprise-level transition issues to reduce project and business risk.
Guides the transition of a complex system or projects across the enterprise, into service.
Coaches or mentors practitioners across the enterprise in systems transition in order to develop their knowledge, abilities, s
Promotes the introduction and use of novel techniques and ideas in transition management across the enterprise, to improv
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems transition in order to improve best practice beyond the enterpris
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering Transitio
Advises organizations beyond the enterprise boundary on the handling of complex or sensitive Systems transition issues.
Champions the introduction of novel techniques and ideas in system transition, beyond the enterprise boundary, in order to
Coaches individuals beyond the enterprise boundary in Systems Transition, in order to further develop their knowledge, abi
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why a system needs to be supported during operation.
Describes the difference between preventive and corrective maintenance.
Explains why it is necessary to address failures, parts obsolescence and evolving user requirements during system operatio
Lists the different levels of repair capability and describes the characteristics of each.
Explains the impact of operations and support on specialty engineering areas.
Uses a governing process and appropriate tools to plan and control their own operations and support activities.
Identifies operational data in order to assess system performance.
Reviews system failures or performance issues, proposing design changes to rectify such failures.
Performs rectification of system failures or performance issues.
Reviews the feasibility and impact of evolving user need on operations, maintenance and support.
Prepares inputs to concept studies to document the impact or feasibility ofnew technologies or possible system updates.
Prepares inputs to obsolescence studies to identify obsolescent components and suitable replacements.
Prepares updates to technical data (e.g. procedures, guidelines, checklists, and training materials) to ensure operations and
Identifies potential changes to system operational environment or external interfaces.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system utilization and support, which reflects wider project and business strategies.
Creates a governing process, plan and associated tools for system utilization and support, which reflect wider project and b
Uses governing plans and processes for System Utilization and support, interpreting, evolving or seeking guidance where a
Guides and actively co-ordinates in-service support activities for a system.
Identifies data to be collected in order to assess system operational performance.
Reviews system failures or performance issues in order to initiate design change proposals rectifying these failures.
Identifies system elements approaching obsolescence and conducts studies to identify suitable replacements.
Maintains system elements and associated documentation following their replacement due to obsolescence.
Monitors the effectiveness of system support or operations.
Reviews the timing of technology upgrade implementations in order to improve the cost-benefit ratio of an upgraded design
Reviews potential changes to the system operational environment or external interfaces.
Reviews technical support data (e.g. procedures, guidelines, checklists, training and, maintenance materials) to ensure it is
Guides new or supervised practitioners in System operation, support and maintenance, in order to develop their knowledge
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for utilization and support, including associated to
Judges the tailoring of enterprise-level utilization and support processes to meet the needs of a project.
Advises across the enterprise on the application of advanced practices to improve the effectiveness of project-level system
Advises across the enterprise on technology upgrade implementations in order to improve the cost-benefitratio of an upgra
Persuades key stakeholders across the enterprise to address identified operation, maintenance and support issues to reduc
Coaches or mentors practitioners across the enterprise in systems utilization and support in order to develop their knowled
Promotes the introduction and use of novel techniques and ideas in systems operations and Support across the enterprise,
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in systems utilization and support in order to improve best practice beyond
Advises organizations beyond the enterprise boundary on the suitability of their approach to system utilization and support
Advises organizations beyond the enterprise boundary on the handling of complex or sensitive operations, maintenance an
Champions the introduction of novel techniques and ideas in systems utilization and support, beyond the enterprise bounda
Coaches individuals beyond the enterprise boundary in System Utilization and support, in order to further develop their kno
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why the needs of system retirement need to be considered, even as part of the original system design concept.
Identifies areas requiring special consideration when determining retirement requirements across each of the life cycle stag
Explains how evolving user requirements could affect retirement.
Uses a governing process and appropriate tools to plan and control their retirement activities.
Identifies required retirement requirements or design changes in order to address system retirement needs.
Reviews the feasibility and impact of evolving user need on system retirement.
Prepares updates to technical data (e.g. procedures, guidelines, checklists, and training) to ensure retirement activities and
Prepares inputs to obsolescence studies to identify impact on retirement of obsolescent components and their replacement
Identifies potential changes to system retirement environment or external interfaces as a result of system evolution or othe
Identifies potential changes to system retirement process or interfaces as a result of changes to interfacing systems or usa
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for system retirement which reflects wider project and business strategies.
Uses governing plans and processes for system retirement, interpreting, evolving or seeking guidance where appropriate.
Complies with governing plans and processes for system retirement, interpreting, evolving or seeking guidance where appr
Guides and actively co-ordinates the retirement of a system at end-of-life.
Determines the data to be collected in order to assess system retirement performance.
Monitors the implementation of changes to system retirement environment or external interfaces.
Reviews retirement technical support data (e.g. procedures, guidelines, checklists, training and materials) to ensure it is cu
Guides new or supervised practitioners in system retirement in order to develop their knowledge, abilities, skills or associat
behaviors.
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for retirement, including associated tools.
Judges the tailoring of enterprise-level retirement processes to meet the needs of a project.
Advises across the enterprise on the application of advanced practices to improve the effectiveness of project-level retirem
Persuades key stakeholders across the enterprise to address identified retirement issues to reduce project and business ris
Coaches or mentors practitioners across the enterprise in system retirement in order to develop their knowledge, abilities,
Promotes the introduction and use of novel techniques and ideas in system retirement across the enterprise, to improve en
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in System retirement, in order to improve best practice beyond the enterpri
Advises organizations beyond the enterprise boundary on the suitability of their approach to system retirement.
Advises organizations beyond the enterprise boundary on their handling of complex or sensitive retirement-related issues.
Champions the introduction of novel techniques and ideas in system retirement, beyond the enterprise boundary, in order t
Coaches individuals beyond the enterprise boundary, in System retirement in order to further develop their knowledge, abil
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Identifies key planning and estimating terms and acronyms and the relationships between them.
Explains why planning Systems Engineering activities is important and how planning interacts across disciplines and organi
Identifies key areas that need to be addressed in a project Systems Engineering plan.
Explains the principles of Systems Engineering process tailoring including its benefits and potential issues.
Identifies key potential sources of change on a project and why the impact of such changes needs to be carefully assessed
Explains the relationship between life cycle reviews and planning.
Follows a defined governing process, using appropriate tools, to guide their Systems Engineering planning activities.
Explains the role of Systems Engineering planning and its relationship to wider project planning and management.
Prepares information required in order to create an SE plan, in order to control the management of a system development.
Prepares inputs to SE management plan.
Explains how Systems Engineering estimates are compiled in order to scope the size of a development.
Prepares inputs to Systems Engineering work packages to support the scoping of Systems Engineering tasks.
Prepares inputs to Systems Engineering re-planning activities in order to implement engineering changes.
Prepares updates to Systems Engineering plans to reflect authorized changes.
Identifies development lessons learned performing SE planning to inform future projects.
Creates a strategy for performing Systems Engineering life cycle activities considering the wider project plan to ensure inte
Creates a governing Systems Engineering management plan that reflects project and business strategy and all developmen
Develops effort, resource and schedule estimates to scope Systems Engineering life cycle activities.
Selects key design parameters required to track critical aspects of the design during development.
Negotiates successfully with others to secure identified future Systems Engineering needs of a project.
Negotiates successfully with project management to secure identified future Systems Engineering needs of a project.
Prepares updates required to Systems Engineering plan to address internal or external changes.
Coordinates implementation of updates to Systems Engineering plan to address internal or external changes.
Guides new or supervised practitioners in Systems Engineering planning to develop their knowledge, abilities, skills or asso
Creates enterprise-level policies, procedures, guidance and best practice for Systems Engineering planning, including assoc
Judges tailoring of enterprise-level Systems Engineering planning processes to balance the needs of the project and busine
Creates Systems Engineering plans integrating multiple diverse projects or a complex system to ensure coherence across t
Judges Systems Engineering plans from across the enterprise for their suitability in meeting both the needs of the project a
Judges Systems Engineering effort, resource and schedule estimates from across the enterprise for their quality.
Reviews engineering changes from across the enterprise to establish the impact on both the project itself and the wider en
Persuades key stakeholders to address identified enterprise-level Systems Engineering project planning issues to reduce pr
Coaches or mentors practitioners across the enterprise in Systems Engineering planning in order to develop their knowledg
Promotes the introduction and use of novel techniques and ideas in Systems Engineering planning across the enterprise, to
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering planning, in order to promote best practice beyond
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering planning
Advises organizations beyond the enterprise boundary on the handling of complex or sensitive Systems Engineering plannin
Champions the introduction of novel techniques and ideas in Systems Engineering planning, beyond the enterprise bounda
Coaches individuals beyond the enterprise boundary in Systems Engineering planning, in order to further develop their kno
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why monitoring and controlling Systems Engineering activities is important.
Explains how Systems Engineering monitoring and control fits within the wider execution and control of a project.
Explains the purpose of reviews and decision gates and their relationship to the monitoring and control of Systems Enginee
Explains how Systems Engineering metrics and measures contribute to monitoring and controlling Systems Engineering on
Explains how communications support the successful monitoring and control of a Systems Engineering project.
Follows a defined governing process, using appropriate tools, to guide their Systems Engineering monitoring and control ac
Records technical data identified as requiring monitoring or control in plans to facilitate analysis.
Monitors key data parameters against expectations to determine deviations.
Identifies potential corrective actions to control and correct deviations from expectations.
Monitors technical margins both horizontally and vertically through the project hierarchy and over time, to control and mon
Identifies development lessons learned performing monitoring and control to inform future projects.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for Monitoring and Control on a project to support project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems decision management, which reflect project and busine
Complies with governing plans and processes for system monitoring and control, interpreting, evolving or seeking guidance
Monitors Systems Engineering activities in order to determine and report progress against estimates and plans on a project
Monitors Systems Engineering activities by processing measurement data in order to determine deviations or trends agains
Analyzes measurement and assessment data to determine and implement necessary remedial corrective actions in order t
Prepares recommendations for updates to existing monitoring and control plans to address internal or external changes.
Reviews technical margins both horizontally and vertically through the project hierarchy to maintain overall required margi
Guides new or supervised practitioners in Systems Engineering monitoring and control in order to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for Systems Engineering monitoring and control, i
Assesses tailoring of enterprise-level Systems Engineering monitoring and control processes to balance the needs of the pr
Assesses ongoing Systems Engineering projects at enterprise-level to ensure they are being monitored and controlled succ
Judges the suitability of management and trading of design technical margins to satisfy the needs of the project, on ongoin
Assesses proposals for preventative or remedial actions when assessment indicates a trend towards deviation on multiple d
Analyzes monitoring and control data from multiple diverse projects or a complex system to provide enterprise level coordi
Persuades key stakeholders to address identified enterprise-level Systems Engineering monitoring and control issues to red
Coaches or mentors practitioners across the enterprise in Systems Engineering monitoring and control in order to develop t
Promotes the introduction and use of novel techniques and ideas in monitoring and control of Systems Engineering, across
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering monitoring and control in order to improve best pra
Advises organizations beyond the enterprise boundary on the handling of complex or sensitive Systems Engineering monito
Advises organizations beyond the enterprise boundary on the suitability of their approach to Systems Engineering monitorin
Champions the introduction of novel techniques and ideas in Systems Engineering monitoring and control, beyond the ente
Coaches individuals beyond the enterprise boundary in Systems Engineering monitoring and control, in order to further dev
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes the distinction between risks and opportunities, and can provide examples.
Identifies key factors associated with good risk management and why these factors are important.
Identifies different classes of risk and can provide examples of each.
Identifies different types of risk treatment available and can provide examples of each.
Identifies different types of opportunity and can provide examples of each.
Describes a typical high-level process for risk and opportunity management.
Explains how risk is typically assessed and can provide examples.
Follows a governing process and appropriate tools to plan and control their own risk and opportunity management activities
Identifies potential risks and opportunities on a project.
Identifies action plans to treat risks and opportunities on a project.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for risk and opportunity management on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for risk and opportunity management, which reflect project and bus
Develops a project risk and opportunity profile including context, probability, consequences, thresholds, priority and risk ac
Analyzes risks and opportunities for likelihood and consequence in order to determine magnitude and priority for treatment
Monitors Systems Engineering risks and opportunities during project execution.
Analyzes risks and opportunities effectively, considering alternative treatments and generating a plan of action when thresh
Communicates risk and opportunity status to affected stakeholders.
Guides new or supervised practitioners in risk and opportunity Management techniques in order to develop their knowledge
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for Systems Engineering risk and opportunity man
Judges the
Guides andtailoring
actively of enterprise-level
co-ordinates risk Engineering
Systems and opportunity management
risk and processes
opportunity and associated
management work products
across multiple to meeto
diverse projects
complex system, with proven success.
Produces an enterprise-level risk profile including context, probability, consequences, thresholds, priority and risk action an
Judges on the treatment of risks and opportunities across multiple diverse projects or a complex project, with proven succe
Persuades key enterprise stakeholders to address identified enterprise-level project risks and opportunities.to reduce enter
Coaches or mentors practitioners across the enterprise in Systems Engineering risk and opportunity management in order t
Promotes the introduction and use of novel techniques and ideas in Systems Engineering risk and opportunity managemen
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering risk and opportunity management, in order to best
Influences key stakeholders beyond the enterprise boundary in support of risk and opportunity management.
Advises organizations beyond the enterprise boundary on the handling of complex or sensitive risk and opportunity issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to risk and opportunity managem
Champions the introduction of novel techniques and ideas in Systems Engineering risk and opportunity management, beyo
Coaches individuals beyond the enterprise boundary in Systems Engineering risk and opportunity management, in order to
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Identifies the Systems Engineering situations where a structured decision is, and is not, appropriate.
Explains why there is a need to select a preferred solution.
Describes the relevance of comparative techniques (e.g. trade studies, and make/ buy) to assist decision processes.
Explains how to frame, tailor and structure a decision including its objectives and measures and outlines the key characteri
Explains how uncertainty impacts on decision-making.
Explains why there is a need for communication and accurate recording in all aspects of the decision-making process.
Follows a governing process and appropriate tools to plan and control their own decision management activities.
Identifies potential decision criteria and performance parameters for consideration.
Identifies tools and techniques for the decision process.
Prepares information in support of decision trade studies.
Monitors the decision process to catalog actions taken and their supporting rationale.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for decision management on a project to support SE project and wider enterprise needs.
Creates a governing process, plan and associated tools for systems decision management, which reflect project and busine
Complies with governing plans and processes for system decision management, interpreting, evolving or seeking guidance
Develops governing decision management plans, processes and appropriate tools and uses these to control and monitor de
Guides and actively co-ordinates ongoing decision management activities to ensure successful outcomes with decision man
Determines decision selection criteria, weightings of the criteria and assess alternatives against selection criteria.
Selects appropriate tools and techniques for making different types of decision.
Prepares trade-off analyses and justifies the selection in terms that can be quantified and qualified.
Assesses sensitivity of selection criteria through a sensitivity analysis, reporting as required.
Guides new or supervised practitioners in Decision management techniques in order to develop their knowledge, abilities, s
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for decision management and communication, inc
Judges the tailoring of enterprise-level decision management processes and associated work products to meet the needs of
Coordinates decision management and trade analysis using different techniques, across multiple diverse projects or across
Persuades key stakeholders across the enterprise to address identified enterprise-level decision management issues.
Negotiates complex trades on behalf of the enterprise.
Judges decisions affecting solutions and the criteria for making the solution across the enterprise.
Coaches or mentors practitioners across the enterprise in Systems Engineering decision management in order to develop th
Promotes the introduction and use of novel techniques and ideas in decision resolution and management across the enterp
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering decision management, in order to improve best pra
Influences key decision stakeholders beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on complex or sensitive decision management or trade-off issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to decision management.
Identifies strategies for organizations beyond the enterprise boundary, in order to resolve their issues with complex system
Champions the introduction of novel techniques and ideas in Systems Engineering decision management, beyond the enter
Coaches individuals beyond the enterprise boundary in Systems Engineering decision management, in order to further deve
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains how Systems Engineering life cycle processes and activities and the development of systems elements can be con
Describes the advantages and disadvantages of concurrent engineering.
Describes Systems Engineering life cycle processes in place on their project and how concurrency issues may impact its su
Coordinates concurrent engineering activities on a Systems Engineering project.
Prepares inputs to concurrency- related inputs to management plans for a Systems Engineering project.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates governing concurrency management strategies and uses these to perform concurrent engineering on a project.
Identifies elements which can be developed concurrently on a Systems Engineering project.
Identifies concurrent interactions within a Systems Engineering life cycle on a project.
Coordinates concurrent activities and deals with emerging issues on a Systems Engineering project.
Identifies concurrency-related aspects of appropriate management plans for a Systems Engineering project.
Analyzes concurrency issues and risks on a Systems Engineering project.
Guides new or supervised practitioners in concurrent engineering principles in order to develop their knowledge, abilities, s
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for concurrent engineering, including associated t
Judges the tailoring of enterprise-level concurrency processes and associated work products to meet the needs of a project
Coordinates concurrent activities and deals with emerging issues across multiple diverse projects, or across a complex syst
Guides and actively co-ordinates interactions within Systems Engineering concurrency issues across multiple diverse projec
Judges on concurrency issues and risks across multiple diverse projects, or on a complex system.
Judges the suitability of plans for concurrent system developments from across the enterprise.
Persuades key stakeholders to address identified enterprise-level concurrent engineering issues.
Coaches or mentors practitioners across the enterprise in Systems Engineering concurrent engineering in order to develop
Promotes the introduction and use of novel techniques and ideas in concurrent engineering management across the enterp
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in Systems Engineering concurrent engineering in order to improve best pra
Influences key stakeholders beyond the enterprise boundary in order to resolve concurrent engineering issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to concurrent engineering develo
Advises organizations beyond the enterprise boundary on complex or sensitive concurrency issues.
Develops new strategies for concurrent engineering for use beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on concurrency issues and risks.
Champions the introduction of novel techniques and ideas in concurrency management, beyond the enterprise boundary, in
Coaches individuals beyond the enterprise boundary, in the concurrent engineering of Systems Engineering projects in orde
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why a business or enterprise is a system in its own right and describes the business or enterprise “system” using S
Lists other business or enterprise functions and provides examples.
Lists work products from business and enterprise functions to the Systems Engineering process and vice versa and can pro
Follows a governing process and appropriate tools to plan and control their own business and enterprise integration activiti
Describes Systems Engineering work products that support business and enterprise infrastructure and provides examples o
Describes work products produced elsewhere in the enterprise, which impact Systems Engineering activities and provides e
Prepares inputs to Systems Engineering work products required by other business and enterprise functions.
Analyzes the impact of work products produced by other business and enterprise functions for their impact on Systems Eng
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for Business and Enterprise integration on a project to support SE project and wider enterprise needs.
Identifies the needs of the wider business and enterprise in order to ensure integration of ongoing activities (e.g. portfolio s
Creates Systems Engineering work products needed by to manage infrastructure across business or enterprise objectives.
Creates Systems Engineering work products needed to initiate or sustain the needs of the wider business or enterprise proj
Creates Systems Engineering work products needed by Human Resources in order to meet business or enterprise objective
Creates Systems Engineering work products needed by to manage knowledge across business or enterprise objectives in or
Complies with governing plans and processes for business and enterprise integration, interpreting, evolving or seeking guid
Uses Systems Engineering techniques to contribute to the definition of the business or enterprise.
Reviews work products produced by other enterprise functions for their impact on Systems Engineering activities.
Identifies constraints placed on the Systems Engineering process by the business or enterprise.
Guides new or supervised practitioners in Business and Enterprise integration in order to develop their knowledge, abilities,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for business and enterprise integration, including
Judges the tailoring of enterprise-level business and enterprise processes and associated work products to meet the needs
Coordinates business and enterprise integration across multiple diverse projects or across a complex system, with proven s
Judges Systems Engineering work products created for use by other parts of the business and enterprise.
Advises stakeholders across the enterprise regarding activities and work products affecting Systems Engineering.
Advises stakeholders across the enterprise regarding the use of Systems Engineering techniques to contribute to the defini
Persuades key stakeholders to address identified enterprise-level business and enterprise integration issues and constraint
Coaches or mentors practitioners across the enterprise in business and enterprise integration in order to develop their know
Promotes the introduction and use of novel techniques and ideas in business and enterprise integration across the enterpri
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in business and enterprise integration, in order to best practice beyond the
Influences stakeholders beyond the enterprise boundary on business or enterprise issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to business or enterprise integrat
Advises organizations beyond the enterprise boundary on the effectiveness of the business or enterprise as a system.
Advises organizations beyond the enterprise boundary on developing a Systems Engineering capability within a business or
Advises organizations beyond the enterprise boundary on the impact of inputs from other business/enterprise functions on
Advises organizations beyond the enterprise boundary on the impact of inputs from other business/enterprise functions on
Champions the introduction of novel techniques and ideas in business and enterprise integration, beyond the enterprise bo
Coaches individuals beyond the enterprise boundary in business and enterprise integration techniques, in order to further d
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes the key stages in the acquisition of a system.
Describes the key stages in the supply of a system.
Describes legal and ethical obligations associated with acquisition and supply and provides examples.
Follows a governing process and appropriate tools to plan and control their own acquisition and supply activities.
Prepares inputs to work products associated with acquisition of a system.
Identifies potential acquirers of organization systems, products and services on their program.
Prepares inputs to work products associated with supply of a system.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for Acquisition or Supply on a project to support SE project and wider enterprise needs.
Creates governing plans, processes and appropriate tools and uses these to control and monitor Acquisition or Supply on a
Develops a tender document requesting the supply of a system.
Identifies potential suppliers using criteria to judge their suitability.
Reviews supplier responses to a tender document and makes formal recommendations.
Reviews acquirer requests and works with key internal stakeholders to propose a solution that meets acquirer needs.
Negotiates an agreement with a supplier for a system including acceptance criteria.
Negotiates an agreement with an acquirer for a system, including acceptance criteria.
Monitors supplier adherence to terms of agreement to ensure compliance.
Maintains an agreement with a supplier to reflect changes on a project.
Maintains an agreement with an acquirer maintaining in accordance with agreement terms and conditions.
Guides new or supervised practitioners in Acquisition and Supply in order to develop their knowledge, abilities, skills or asso
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and for acquisition and supply, including associated tools.
Judges the tailoring of enterprise-level acquisition and supply processes and associated work products to meet the needs o
Coordinates acquisition and supply across multiple diverse projects or across a complex system, with proven success.
Identifies opportunities, arising from projects across the enterprise, to supply systems, products or services in accordance w
Persuades key stakeholders to address identified enterprise-level acquisition and supply issues in order to reduce risk or eli
Coaches or mentors practitioners across the enterprise in acquisition and supply in order to develop their knowledge, abiliti
Promotes the introduction and use of novel techniques and ideas in Acquisition and Supply, across the enterprise, to improv
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in acquisition and supply in order to best practice beyond the enterprise bo
Influences key acquisition and supply stakeholders beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on complex or sensitive acquisition and supply issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to acquisition and supply.
Champions the introduction of novel techniques and ideas in acquisition and supply, beyond the enterprise boundary, in ord
Coaches individuals beyond the enterprise boundary in system or element acquisition and supply, in order to further develo
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Describes various types of information required to be managed in support of Systems Engineering activities and provides e
Describes various types of information assets that may need to be managed within a project or system.
Identifies different classes of risk to information integrity and can provide examples of each.
Describes the relationship between information management and configuration change management.
Describes potential scenarios where information may require modification.
Explains how data rights may affect information management on a project.
Describes the legal and ethical responsibilities associated with access to and sharing of enterprise and customer informatio
Describes what constitutes personal data and why its protection and management is important.
Follows a governing process and appropriate tools to plan and control information management activities.
Prepares inputs to a data dictionary and technical data library.
Identifies valid sources of information and associated authorities on a project.
Maintains information in accordance with integrity, security, privacy requirements and data rights.
Identifies information or approaches which requires re-planning in order to implement engineering changes on a project.
Identifies designated information requiring archiving in compliance with the project requirements on a project.
Identifies information requiring disposal of unwanted, invalid or unverifiable information in accordance with requirements o
Prepares information management data products to support management reporting at the organizational level.
Prepares inputs to plans and work products addressing information management and its communication.
Records lessons learned and shares beyond the project boundary.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for Information Management on a project to support Systems Engineering project and wider enterprise n
Creates governing plans, processes and appropriate tools and uses these to control and monitor information management
Maintains a data dictionary, technical data library appropriate to the project.
Identifies valid sources of information and designated authorities and responsibilities for the information.
Maintains information artifacts in accordance with integrity, security, privacy requirements and data rights.
Determines formats and media for capture, retention, transmission and retrieval of information, and data requirements for
Selects information archival requirements reflecting legal, audit, knowledge retention and project closure obligations.
Prepares managed information in support of organizational configuration management and knowledge management requir
Follows and
Selects security, data management,
implements privacy standards,
information management and consistent
solutions regulationswith
applicable
project to the project.
security and privacy requirements, data
information management standards.
Guides new or supervised practitioners in Information Management to develop their knowledge, abilities, skills or associate
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for information management, including associated
Judges the tailoring of enterprise-level information management processes and associated work products to meet the need
Coordinates information management across multiple diverse projects or across a complex system, with proven success.
Advises on appropriate information management solutions.to be used on projects across the enterprise.
Influences key stakeholders to address identified enterprise-level information management issues.
Communicates Systems Engineering lessons learned gathered from projects across the enterprise.
Coaches or mentors practitioners across the enterprise in information management in order to develop their knowledge, ab
Promotes the introduction and use of novel techniques and ideas in Information Management, across the enterprise, to imp
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in information management, in order to best practice beyond the enterprise
Influences individuals beyond the enterprise boundary to adopt appropriate information management techniques or approa
Advises organizations beyond the enterprise boundary on complex or sensitive information management issues recommen
Advises organizations beyond the enterprise boundary on the suitability of their approach to information management.
Advises organizations beyond the enterprise boundary on security, data management, data rights, privacy standards and r
Champions the introduction of novel techniques and ideas in information management, beyond the enterprise boundary, in
Coaches individuals beyond the enterprise boundary in information management, in order to further develop their knowled
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains why the integrity of the design needs to be maintained and how configuration management supports this.
Describes the key characteristics of a configuration item (CI) including how configuration items are selected and controlled.
Identifies key baselines and baseline reviews in a typical development life cycle.
Describes the process for changing baselined information and a typical life cycle for an engineering change.
Lists key activities performed as part of configuration management and can outline the key activities involved in each.
Explains why change occurs and why changes need to be carefully managed.
Describes the processes and work products used to assist in Change Management.
Describes the meaning of key terminology and acronyms used within Change Management and their relationships.
Follows a governing configuration and change management process and appropriate tools to plan and control their own act
Prepares information for configuration management work products.
Describes the need to identify configuration items and why this is done.
Prepares information in support of configuration change control activities.
Prepares material in support of change control decisions and associated review meetings.
Produces management reports in support of configuration item status accounting and audits.
Identifies applicable standards, regulations, and enterprise level processes on their project.
Identifies and reports baseline inconsistencies.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Creates a strategy for Configuration Management on a project to support SE project and wider enterprise needs.
Creates governing configuration and change management plans, processes, and appropriate tools, and uses these to contr
Identifies required remedial actions in the presence of baseline inconsistencies.
Coordinates changes to configuration items understanding the potential scope within the context of the project.
Identifies selection of configuration items and associated documentation by working with design teams justifying the decisi
Coordinates change control review activities in conjunction with customer representative and directs resolutions and action
Coordinates configuration status accounting reports and audits.
Guides new or supervised practitioners in configuration management to develop their knowledge, abilities, skills or associat
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice for configuration management, including associat
Judges the tailoring of enterprise-level configuration and change management processes and associated work products to m
Coordinates configuration management across multiple diverse projects or across a complex system, with proven success.
Influences key stakeholders to address identified enterprise-level configuration management issues.
Advises stakeholders across the enterprise on remedial actions to address baseline inconsistencies for projects of various s
Advises stakeholders across the enterprise on major changes and influences them to reduce impact of such changes.
Coaches or mentors practitioners across the enterprise in configuration management in order to develop their knowledge,
Promotes the introduction and use of novel techniques and ideas in Configuration Management, across the enterprise, to im
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in configuration management in order to best practice beyond the enterpris
Influences individuals beyond the enterprise boundary regarding configuration and change management issues.
Advises organizations beyond the enterprise boundary on the suitability of their approach to configuration management.
Advises organizations beyond the enterprise boundary on complex or sensitive configuration and change management issu
Champions the introduction of novel techniques and ideas in configuration management, beyond the enterprise boundary,
Coaches individuals beyond the enterprise boundary in Configuration Management, in order to further develop their knowle
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the role the project management function plays in developing a successful system product or service.
Explains the meaning of commonly used project management terms and applicable standards.
Explains the relationship between cost, schedule, quality and performance and why this matters.
Describes the role and typical responsibilities of a project manager on a project team, within the wider project managemen
Describes the differences between performing project management and Systems Engineering management on that project
Describes the key interfaces between project management stakeholders within the enterprise and the project team.
Describes the wider program environment within which the system is being developed, and the influence each can have on
Follows
Preparesa inputs
governing process
to work in order
products to interface
which interface successfully to project management
to project management stakeholdersactivities.
to ensure Systems Engineering work
activities.
Identifies potential issues with interfacing work products received from project management Stakeholders or produced by S
Prepares Systems Engineering information for project management in support of wider project initiation activities.
Prepares Systems Engineering Work Breakdown Structure (WBS) information for project management in support of their cre
Prepares Systems Engineering Work Package definitions and estimating information for project management in support of t
Follows a governing process in order to interface successfully to project management activities.
Prepares information used in project management contract reviews for project management on a project.
Prepares Systems Engineering information for project management in support of wider project termination activities.
Develops
Follows own understanding
governing of this competency
project management plans andarea throughand
processes, Continual Professional
uses appropriate Development
tools (CPD).
to control and monitor project man
interpreting as necessary.
Identifies Systems Engineering tasks ensuring that these tasks integrate successfully with project management activities.
Identifies activities
Develops inputs to arequired
project to ensure integration
management plan forof
a project
completemanagement planning
project beyond thoseand estimating
required with Systems
for Systems Engineerin
Engineering plann
project management.
Develops Systems Engineering inputs for project management status reviews to enable informed decision making.
Develops project initiation information required to support Project Start-up by project management on a project.
Develops Systems Engineering information required to support termination of a project by senior management.
Creates working groups extending beyond Systems Engineering.
Guides new or supervised practitioners in finance and its relationship to Systems Engineering, to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice in order to ensure Systems Engineering project m
Assesses enterprise-level project management processes and tailoring to ensure they integrate with Systems Engineering n
Assesses project management information produced across the enterprise using appropriate techniques for its integration w
Judges appropriateness of enterprise-level project management decisions in a rational way to ensure alignment with System
Judges conflicts between project management needs and Systems Engineering needs on behalf of the enterprise, arbitratin
Guides and actively co-ordinates complex or challenging relationships with key stakeholders affecting Systems Engineering
Persuades key project management stakeholders to address identified enterprise-level project management issues affectin
Coaches or mentors practitioners across the enterprise in the integration of project management with Systems Engineering
Promotes the introduction and use of novel techniques and ideas across the enterprise, which improve the integration of Sy
Develops expertise
Communicates own in this competency
knowledge area through
and experience in thespecialist Continual
integration Professional
of project managementDevelopment (CPD)
with Systems activities. in orde
Engineering,
beyond the enterprise boundary.
Advises organizations beyond the enterprise boundary on complex or sensitive project managementrelated issues affecting
Advises organizations beyond the enterprise boundary on the suitability of their approach to project management plans aff
Champions the introduction of novel techniques and ideas to improve the integration of Systems Engineering and project m
Coaches individuals beyond the enterprise boundary, in the relationship between Systems Engineering and project manage
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the role the finance function plays in developing a successful system product or service.
Explains the meaning of commonly used financial terms and applicable standards.
Explains how business financial decisions may impact a product or service through its entire life cycle, and vice versa.
Explains primary interfaces between the finance function and the Systems Engineering team.
Describes the key work products exchanged between finance stakeholders and the Systems Engineering team.
Describes the difference between performing financial management on a project or wider enterprise and managing financia
Explains how financial management concerns relate to Systems Engineering.
Follows a governing process in order to interface successfully to financial management activities.
Prepares inputs to work products which interface to financial stakeholders to ensure Systems Engineering work aligns with
Identifies potential issues with interfacing work products received from Financial Stakeholders or produced by Systems Eng
Prepares inputs to financial cost estimation work products for financial stakeholders ensuring Systems Engineering work ali
Uses cost aggregation and analysis techniques to communicate funding information for financial stakeholders during creati
Uses system life cycle cost analysis techniques to communicate cost information to financial stakeholders on a project.
Uses project performance and expenditure tracking techniques to communicate performance and expenditure tracking info
Uses financial variance and tolerance data to communicate budget or financial variances to financial stakeholders on a proj
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows governing finance plans, processes and uses appropriate tools to control and monitor finance-related Systems Engi
Prepares work products required by financial stakeholders to ensure Systems Engineering work aligns with wider financial m
Creates detailed cost estimating work products required by financial stakeholders to scope the financial aspects of a projec
Analyzes activity costs and scheduling as required by financial stakeholders in order to develop project funding requiremen
Analyzes system life cycle cost issues and decisions as required by financial stakeholders in order to make recommendation
Analyzes project performance and expenditures as required by financial stakeholders in order to determine variance from p
Analyzes variances to budget tolerance as required by financial stakeholders in order to identify and implement corrective
Guides new or supervised practitioners in finance and its relationship to Systems Engineering, to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice in order to ensure Systems Engineering finance-re
Assesses enterprise-level financial management materials to ensure they integrate with Systems Engineering needs.
Judges tailoring required for enterprise-level Systems Engineering processes in order to ensure that the needs of financial s
Judges appropriateness of enterprise-level financial decisions in a rational way to ensure alignment with Systems Engineeri
Assesses financial information produced across the enterprise using appropriate techniques for its integration with Systems
Persuades key financial stakeholders to address identified enterprise-level financial management issues affecting Systems
Coaches or mentors practitioners across the enterprise in the integration of finance with Systems Engineering to develop th
Promotes the introduction and use of novel techniques and ideas across the enterprise, which improve the integration of Sy
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in the integration of finance needs with Systems Engineering, in order to im
Advises organizations beyond the enterprise boundary on the suitability of financial management plans affecting Systems E
Advises organizations beyond the enterprise boundary on complex or sensitive Financial matters and their effect on System
Champions the introduction of novel techniques and ideas to improve the integration of Systems Engineering with the finan
Coaches individuals beyond the enterprise boundary, in the relationship between Systems Engineering and finance, to furth
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the role the logistics function plays in developing a successful system product or service.
Explains the meaning of commonly used logistics terms and applicable standards.
Describes key logistics activities and why they are important to the success of a system.
Explains primary interfaces between the logistics function and the Systems Engineering team.
Describes the key work products exchanged between logistics stakeholders and the Systems Engineering team.
Explains the concept and value of life cycle cost and how this affects both the system solution and logistics.
Describes the wider logistics environment within which the system is being developed, and the influence each can have on
Follows a governing process in order to interface successfully to logistics management activities.
Identifies potential issues with interfacing work products received from logistics Stakeholders or produced by Systems Engi
Prepares inputs to a supportability analysis on a project to assist logistics stakeholders.
Explains how different concepts for maintenance may have different life cycle costs.
Uses recognized analysis techniques to calculate spares, repairs or supply-related information for logistics stakeholders on
Uses recognized analysis techniques to produce facilities and infrastructure operation and maintenance information for logi
Uses recognized techniques to produce system engineering information in support of operator or personnel training or sim
Uses recognized techniques to produce system operation and maintenance information for logistics stakeholders on a proje
Uses recognized techniques to produce system installation, operation, maintenance and sustainment information for logisti
Uses recognized techniques to produce system packaging, handling, storage and transportation information for logistics sta
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows governing logistics plans, processes and uses appropriate tools to control and monitor logistics-related Systems Eng
Prepares work products required by logistics stakeholders to ensure Systems Engineering work aligns with wider logistics m
Prepares supportability analysis information required by logistics stakeholders to meet project and enterprise requirements
Develops maintenance concepts required by logistics stakeholders to ensure alignment with system engineering activities.
Develops spares and repair concepts required by logistics stakeholders to ensure alignment with system engineering activi
Develops facilities infrastructure concepts required by logistics stakeholders to support operation and maintenance of a sys
Develops logistics training products required by logistics stakeholders to maximize the effectiveness of operators and perso
Develops concepts for support equipment in collaboration with logistics stakeholders to sustain the operation and maintena
Develops packaging, handling, storage and transportation required by logistics stakeholders to ensure safe and secure tran
Develops work products required by logistics stakeholders in order to support the installation, operation, maintenance and
Guides new or supervised practitioners in logistics and its relationship to Systems Engineering, to develop their knowledge,
Maintains and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice in order to ensure Systems Engineering logistics-r
Assesses enterprise-level logistics management processes to ensure they integrate with Systems Engineering needs.
Judges the appropriateness of enterprise-level logistics decisions in a rational way to ensure alignment with Systems Engine
Judges the supportability strategies and supportability decisions across the enterprise to ensure they align with Systems En
Judges logistics plans and decisions across the enterprise to ensure they align with Systems Engineering performance, read
Assesses enterprise-level logistics work products for their alignment with Systems Engineering.
Persuades key logistics stakeholders to address identified enterprise-level logistics management issues affecting Systems
Coaches or mentors practitioners across the enterprise in the integration of logistics with Systems Engineering in order to d
Promotes the introduction and use of novel techniques and ideas across the enterprise, which improve the integration of Sy
Develops expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Communicates own knowledge and experience in the integration of logistics needs with Systems Engineering, in order to im
Advises organizations beyond the enterprise boundary on the suitability of their approach to logistics management within S
Assesses the suitability of Logistics Management Plans affecting Systems Engineering activities.
Advises organizations beyond the enterprise boundary on complex or sensitive logistics-related issues and its effect on Sys
Champions the introduction of novel techniques and ideas to improve the integration of Systems Engineering and logistics f
beyond
Coachesthe enterprise
individuals boundary,
beyond in order toboundary,
the enterprise develop the wider
in the Systems Engineering
relationship community
between Systems in this competency.
Engineering and logistics, to furt
Maintains expertise in this competency area through specialist Continual Professional Development (CPD) activities.
Explains the role the quality function plays in developing a successful system product or service.
Explains the meaning of commonly used quality-related terms and applicable standards.
Explains primary interfaces between the quality management function and the Systems Engineering team.
Describes the key work products exchanged between quality management stakeholders and the Systems Engineering team
Explains the difference between quality assurance and quality control.
Explains how project-level decisions can impact the quality of a system.
Explains the difference between performing quality management on a project or wider enterprise and managing quality as
Describes the wider quality environment within which the system is being developed, and the influence each can have on t
Follows a governing process in order to interface successfully to quality management activities.
Prepares inputs to work products which interface to quality stakeholders to ensure Systems Engineering work aligns with w
Identifies potential issues with interfacing work products received from quality Stakeholders or produced by Systems Engin
Identifies measures of quality which ensure an appropriate standard of excellence is targeted on a project in support of qua
Identifies quality characteristics which ensure an appropriate standard of excellence is targeted on a project in support of q
Monitors process adherence on a project in support of quality function activities.
Uses recognized techniques to support verification of product or system conformity for quality stakeholders on a project.
Uses recognized techniques to perform system root-cause analysis and failure elimination for quality stakeholders on a pro
Identifies measures of quality which ensure an appropriate standard of excellence is targeted on a project in support of qua
Complies with required quality standards to support the quality function in auditing ongoing projects.
Develops own understanding of this competency area through Continual Professional Development (CPD).
Follows governing quality plans and processes, and uses appropriate tools to control and monitor quality-related Systems E
Prepares work products required by quality stakeholders to ensure Systems Engineering work aligns with wider quality man
Identifies alternative mechanisms for measuring quality to support the quality function in achieving the targeted standard o
Identifies mechanisms measuring process performance to support the quality function in achieving the targeted standard o
on a project.
Guides and actively co-ordinates Systems Engineering process improvement activities to enable the quality function to ach
targeted
Analyzes standard of SystemsorEngineering
design information test (e.g. verification) results for a product or project to confirm conformance to standards.
Analyzes the root-cause analysis of failures, determining appropriate corrective actions in support of quality function needs
Conducts an audit of project practices against recognized quality or project standards to support quality Function needs.
Reviews the results of Quality Management Plans affecting Systems Engineering activities.
Guides new or supervised practitioners in quality and its relationship to Systems Engineering, to develop their knowledge, a
skills or associated
Maintains behaviors.
and enhances own competence in this area through Continual Professional Development (CPD) activities.
Creates enterprise-level policies, procedures, guidance and best practice in order to ensure Systems Engineering quality-re
activities
Assesses integrate with enterprise-level
enterprise-level quality processes
quality management goals including associated
to ensure tools. with Systems Engineering needs.
they integrate
Judges appropriateness of enterprise-level quality decisions in a rational way to ensure alignment with Systems Engineering
Persuades quality stakeholders to address identified enterprise-level quality management issues affecting Systems Enginee
Assesses quality information produced across the enterprise using appropriate techniques for its integration with Systems E
data.
Reviews quality audit outcomes at the enterprise level to establish their impact on system engineering across the enterpris
Promotes continuous improvement in Systems Engineering at the enterprise level to support quality management function
Assesses quality management plans from projects across the enterprise for their impact on Systems Engineering activities.
Fosters a culture of continuous quality improvement in projects across the enterprise.
Coaches or mentors practitioners across the enterprise in the integration of quality with Systems Engineering in order to de
knowledge,
Promotes abilities,
the skills or
introduction andassociated behaviors.
use of novel techniques and ideas across the enterprise, which improve the integration of Sy
Engineering and quality
Develops expertise management
in this competencyfunctions.
area through specialist Continual Professional Development (CPD) activities.
the whole.

ociated behaviors.
 of the enterprise.
tions or problems.
in their validity.

or associated behaviors.
se competence in this area.

elop the wider Systems Engineering community in this competency.

e, abilities, skills or associated behaviors.

nt activities accordingly.
r associated behaviors.

sociated tools.

etween life cycles where required.

to improve enterprise competence in this area.

d the enterprise boundary.

o develop the wider Systems Engineering community in this competency

wledge, abilities, skills or associated behaviors.

em requirements.
as necessary.
capability.
at capability performance is not traded out.
ed behaviors.

nterprise.

kills or associated behaviors.

terprise competence in the area.

e boundary.

ystems.
solutions within own enterprise.
o develop the wider Systems Engineering community in this competency.
ties, skills or associated behaviors.
ociated behaviors.

nterprise.
on behalf of the enterprise.
eering outcomes.

abilities, skills or associated behaviors.

rprise competence in this area.

boundary.
boundary, recognizing areas where new developments might be applicable within their own discipline or enterprise.

develop the wider Systems Engineering community in this competency.

dge, abilities, skills or associated behaviors.

nformation, with examples.

how this can be overcome.

ns made across the enterprise.

rs across the enterprise.
associated behaviors.
e competence in this area.

ns and decisions.
arguments, conclusions and decisions made.
nted beyond the enterprise boundary.
op the wider Systems Engineering community in this competency.
lls or associated behaviors.
ms modeling and analysis activities on a ystem or system element.

required.

ties, skills or associated behaviors.

agement, including associated tools.

f of the enterprise.

of complex system or system elements.

projects across the enterprise.
nded purpose.

abilities, skills or associated behaviors.

prove enterprise competence in this area.
in order to develop the wider Systems engineering community in this competency.
dge, abilities, skills or associated behaviors.

the success of any team communication.

activities.

means of communication.
void misunderstanding.
ntent of the message.

e, abilities, skills or associated behaviors.

ssociated tools.
ssociated tools.
ecessary to achieve communications clarity or to improve the relationship.

essages (e.g. non-verbal communication).

across the enterprise, by changing language, content or style.

ge, abilities, skills or associated behaviors.

enterprise boundary.

ms Engineering.
evelop the wider Systems Engineering community in this competency.
e, abilities, skills or associated behaviors.

d development and the relationship these have with the economic sustainability of a system.
provides examples.
tain and enhance competence in own area of practice.

s seeking guidance if required.

ance if required.

d meet financial objectives.

ommunity considerations in project activities.
practice, evaluating outcomes against any plans made.

g, in order to develop their knowledge, bilities, skills or associated behaviors.

security awareness culture, on behalf of the enterprise.

ational and individual competencies.

opment planning. in order to develop their knowledge, abilities, skills or associated behaviors.
e enterprise competence in this area.

rprise boundary.
improving professionalism and ethics within systems Engineering.
e in their activities.

ues within their activities.

se boundary.

rprise boundary, in order to develop the wider Systems Engineering community in these competencies.
der to further develop their knowledge, bilities, skills or associated behaviors.
e of Systems Engineering solutions.
ses and advances and provides examples.

gineering leadership activities.

benefit their own Systems Engineering leadership activities on a project.

al competencies, with demonstrable success.

heir endeavors.

heir knowledge, abilities, skills or associated behaviors.

ross the enterprise.

porting them in their endeavors.

terprise technical leadership issues.
abilities, skills or associated behaviors.
nterprise competence in this area.

boundary.

propriate professional competencies with technical knowledge and experience.

eativity and innovation to ensure successful delivery.

e boundary in order to progress project or their own enterprise needs.
boundary, in order to develop the wider Systems Engineering community in this competency.
edge, abilities, skills or associated behaviors.

decision.
ear and simple to stakeholders.
akeholder relationship.

ted behaviors.

otiation outcomes whether successful or not.

ut damaging stakeholder relationship and persuading them to change their mind.

skills or associated behaviors.

mpetence in this area.

to develop the wider Systems Engineering community in this competency.

ities, skills or associated behaviors.
 anization.

and provides rationale.

aspect of team’s communications.

ted behaviors.

s designed to improve team performance.

ng on the situation and decision required.

ies, skills or associated behaviors.
e competence in this area.

and assess team performance.

nd the enterprise.
lop the wider Systems Engineering community in this competency.
ills or associated behaviors.
 ed behaviors.

arrangements.

kills or associated behaviors.

mpetence in this area.

nd the enterprise boundary.

ng facilitated group.

enterprise boundary to build a shared vision.

he wider Systems Engineering community in this competency.
ties, skills or associated behaviors.

and explains why this is important.

 or associated behaviors.

enterprise.

nstrable results.

e, abilities, skills or associated behaviors.

improve enterprise competence in this area.

e boundary.

and its utilization.

oundary, in order to develop the wider Systems Engineering community in this competency.
wledge, abilities, skills or associated behaviors.

vidual potential.
lls or associated behaviors.

vities across the enterprise.

ge, abilities, skills or associated behaviors.

enterprise competence in this area.

nterprise boundary.
ffecting Systems Engineering.

r to develop the wider Systems Engineering community in this competency.

owledge, abilities, skills or associated behaviors.
e beyond the enterprise boundary.
nts definition issues.

t options available.
ectiveness and efficiency of approach.
or needs.

gn issues to reduce project cost, schedule or technical risk.

kills or associated behaviors.
erprise competence in this area.

boundary.

develop the wider Systems Engineering community in this competency.

ies, skills or associated behaviors.

th requirements.

ve solutions.
pment activities.

ated behaviors.

ithin the design process.

on-making process.
le or technical risk.
lities, skills or associated behaviors.
ve enterprise competence in this area.

e boundary.

organization and integration across their nterprise.

oject to progress.

to develop the wider Systems Engineering community in this competency.

owledge, abilities, skills or associated behaviors.

ng for each activity to meet project equirements.

ce where appropriate.
enterprise.
technical risk.
ls or associated behaviors.
prise competence in this area.

boundary.

develop the wider Systems Engineering community in this competency.

es, skills or associated behaviors.

ness strategy.

ities, skills or associated behaviors.

ssociated tools.
 knowledge, abilities, skills or associated behaviors.
nterprise competence in this area.

e best practice beyond the enterprise boundary.

nagement and Control.

management issues.
to develop the wider Systems Engineering community in this competency.
ities, skills or associated behaviors.
and acceptance activities.

behaviors.

lls or associated behaviors.

mpetence in this area.

e enterprise boundary.

systems or projects.

develop the wider Systems Engineering community in this competency.

es, skills or associated behaviors.
ehaviors.

s or associated behaviors.
petence in this area.
 enterprise boundary.

velop the wider Systems Engineering community in this competency.

s, skills or associated behaviors.

e where appropriate.

associated behaviors.

or associated behaviors. [TTRL07]

nterprise competence in this area.
velop the wider Systems Engineering community in this competency.
s, skills or associated behaviors.

aintenance activities and data are current.

ess plans.
 lities, skills, or associated behaviors.

port or operations.
design solution.
oject or wider enterprise risk.
abilities, skills or associated behaviors.
mprove enterprise competence in this area.

enterprise boundary.

pport-related issues.
in order to develop the wider Systems engineering community in this competency.
dge, abilities, skills or associated behaviors.

a are current.

chnology change.
activities. [TREL03]

s or associated behaviors.
rise competence in this area.

oundary.

evelop the wider Systems Engineering community in this competency.

, skills or associated behaviors.

planned.
ion and coherence across the development.
nstraints.

ed behaviors.
d tools, to improve organizational effectiveness.

evelopment.
he wider enterprise.

t cost, schedule or technical risk.

bilities, skills or associated behaviors.
rove enterprise competence in this area.

enterprise boundary.
estimation.

n order to develop the wider Systems Engineering community in this competency.

ge, abilities, skills or associated behaviors.
design evolution.

ere appropriate.

ntrol SE activities.

ities, skills or associated behaviors.

ding associated tools to improve organizational effectiveness.

t and business.

ojects across the enterprise.

nct projects across the enterprise or a complex project.
on of Systems Engineering.
project cost, schedule or technical risk.
knowledge, abilities, skills or associated behaviors.
enterprise, to improve enterprise ompetence in this area.

e beyond the enterprise boundary.

and control issues.
nd control.
se boundary, in order to develop the wider Systems Engineering community in this competency.
their knowledge, abilities, skills or associated behaviors.
s strategy.
and status.

s exceed certain levels.

ilities, skills or associated behaviors.

ment, including associated tools.

needs of a project.

e-level risks.
evelop their knowledge, abilities, skills or associated behaviors.
oss the enterprise, to improve enterprise competence in this area.

tice beyond the enterprise boundary.

he enterprise boundary, in order to develop the wider Systems Engineering community in this competency.
her develop their knowledge, abilities, skills or associated behaviors.

of a structured decision-making approach.

re appropriate.
on management activities.
ment stakeholders.

or associated behaviors.

ng associated tools.

omplex system, with proven success.

knowledge, abilities, skills or associated ehaviors.
to improve enterprise competence in this area.

e beyond the enterprise boundary.

e boundary, in order to develop the wider Systems Engineering community in this competency.
their knowledge, abilities, skills or associated behaviors.

ent and provides examples.

sful execution.

or associated behaviors.

with proven results.

or across a complex system.
r knowledge, abilities, skills or associated behaviors.
to improve enterprise competence in this area.

e beyond the enterprise boundary.

der to develop the wider Systems Engineering community in this competency.

further develop their knowledge, abilities, skills or associated behaviors.

ems Engineering ideas and terminology.

examples.

y this is the case.

mples of why this is the case.

ering activities, in order to improve integration across the project or enterprise.

inment, infrastructure, HR, and knowledge management).

portfolio.

to support enterprise knowledge management, re-use or exploitation.

e where appropriate.

ls or associated behaviors.
ociated tools.

of the business/enterprise.
reduce project cost, schedule or technical risk.
ge, abilities, skills or associated behaviors.
o improve the enterprise competence in this area.

erprise boundary.

erprise context.
Systems Engineering process. [MBEE06]
Systems Engineering process.
ary, in order to develop the wider Systems Engineering community in this competency.
lop their knowledge, abilities, skills or associated behaviors.
ed behaviors.

wider enterprise goals.

ate issues.
skills or associated behaviors.
nterprise competence in this area.

o develop the wider Systems Engineering community in this competency.

eir knowledge, abilities, skills or associated behaviors.

nd summarizes regulations regarding information sharing.

associated communications activities.

sharing of information.

nts (e.g. sharing lessons learned).

a project.

s, skills or associated behaviors.

e enterprise competence in this area.
 appropriate solutions.

er to develop the wider Systems Engineering community in this competency.

abilities, skills or associated behaviors.

es relating to maintaining design integrity.

nd monitor design integrity during the full life cycle of a project or system.

reached.
behaviors.

the needs of a project.

and complexity.

ties, skills or associated behaviors.

ve enterprise competence in this area.

der to develop the wider Systems Engineering community in this competency.

, abilities, skills or associated behaviors.

gns with wider to project management

ems Engineering for project management stakeholders taking appropriate action.

n of a wider project WBS.

work creating project-level Work Packages and estimates.
ment related Systems Engineering tasks,

anning and wider

to support estimating.
project or business

ties, skills or associated behaviors.

gement activities integrate with enterprise level Project Management goals.

Systems Engineering data.

ngineering needs.
required.

stems Engineering.
order to develop their knowledge, abilities,skills or associated behaviors.
ms Engineering and project management functions.
improve Systems Engineering best practice

stems Engineering.
ng Systems Engineering activities.
gement functions, beyond the enterprise boundary, in order to develop the wider Systems Engineering community in this competen
nt, to further develop their knowledge, abilities, skills or associated behaviors.
sources as part of Systems Engineering activities.

er financial management activities.

ring for financial stakeholders taking appropriate action.
with wider financial management activities.
r approval of funding requests.

tion to financial stakeholders on a project.

ing tasks, interpreting as necessary.

agement activities.

nd a cost management plan.

ties, skills or associated behaviors.

d activities integrate with enterprise financial goals, including associated tools.

holders are fully integrated.

gineering data.
neering.
knowledge, abilities, skills or associated behaviors.
ms Engineering and finance functions.
ve Systems Engineering best practice beyond the enterprise boundary.
neering activities.
ngineering.
unction, beyond the enterprise boundary, in order to develop the wider Systems Engineering community in this competency.
evelop their knowledge, abilities, skills or associated behaviors.

ing for logistics stakeholders taking ppropriate action.

s stakeholders on a project.
on activities for logistics stakeholders on a project.

takeholders on a project.
olders on a project.

ering tasks, interpreting as necessary.

gement activities.

across its life cycle.

l sustaining the system at lowest life cycle cost.
of a system across its life cycle.
rtation of a system.
ainment of the system.
ities, skills or associated behaviors.

ed activities integrate with enterprise logistics goals, including associated tools.

ng needs.
eering performance, readiness and life cycle cost needs.
s and life cycle cost needs.

op their knowledge, abilities, skills or associated behaviors.

ms Engineering and logistics functions.

ve Systems Engineering best practice beyond the enterprise boundary.

ms Engineering.

s Engineering.

develop their knowledge, abilities, skills or associated behaviors.

of Systems Engineering activities.

quality management activities.

ng for quality taking appropriate action.
function activities.
ty function activities.

function activities.

eering tasks, interpreting as necessary.

ment activities.
cellence on a project.
munity in this competency.
his competency.