26th International Association for Management of Technology Conference - IAMOT 2017

**Introduction and Purpose:** Most work is defined and executed as projects nowadays. Business strategy implementation is typically done via project portfolios (not functional lines anymore). Deliverables of projects, i.e. products, systems and services have become more complicated and complex. These are due to rapidly changing technologies, globilisation, mass customisation, uncertain international economic situation and competition to name a few. Hence a systems approach is required to comprehend and manage complex technology-based projects. Due to the largely independent development of project management and system engineering, a cultural barrier has been growing between practitioners in the two domains. This results in different approaches when addressing the key stakeholders, work, planning, implementation, and control creating friction between the two roles. The disintegration of the two processes results in a sub-optimal solution for customers, costing more and taking longer to deliver. With system engineering providing the biggest return on investment during the early phase of the system life cycle, it is vital that the correct integration and interrelationship between the two domains are established to deliver a baseline that can be executed with a high level of success. Technology-based companies should be able to master Project Management and System Engineering to remain competitive. Prior research was done leading to this researchpaper. A number of masters’ student participated focussing on different perspectives of the interaction between Project Management and System Engineering. The study is largely an exploratory process with the objective to evaluate the interrelationship between project management (project) and systems engineering (product/system/service) determining the critical elements and to what extent the roles of project managers and system engineers are aligned towards the identified elements. **Methodology:** This paper is to a large extent based on experience and the ability to integrate previous/ongoing related research sub-projects. A study of an international company based in Canada and two South-African research projects were supervised and used. Significant literature studies were done as well as interviews (supported by content analysis) and surveys. **Findings:** A huge divide still exist between system engineering practices and culture (including basic detail engineering practices) and project managers. The classic thinking problem that “project managers are concerned with money and schedules, while engineering people caters for the technical work” is still prevalent! A high-level integration model is proposed to better plan, manage and execute technology-based projects. Reasons why projects of this nature fail and associated improvement strategies and practices are proposed. Specific training and induction programmes are suggested. Further research is undertaken to elaborate on and validate the proposed Integration Model. **Closing:** Technology-based companies should be able to take advantage of the findings of this research. An integrated planning approach, starting with required project deliverables (products/systems/services) to actively integrate the technical, budget and schedules requirements as early as possible is defined. This integrated planning draws from successful approaches from the project management and system engineering worlds.