Some Criticisms of Systems Management

As we began to evolve large integrated military systems for the missile age in the early 1950's, it became apparent that two arts had to develop simultaneously: one was that of developing a body of knowledge for designing large interdependent systems (systems engineering), and the other was that of developing managerial tools for controlling the business aspects of such systems developments (systems management). The problem was not automatically solved when, for example, the Air Force turned over to individual contractors the responsibility for entire systems. It was hoped that this line of action would insure the integration of all elements of each system, simplify fund justification, minimize costs, and guarantee operational readiness. Industry accepted this system philosophy. Unfortunately, from the management point of view we have not solved the problems of developing the tools necessary to control systems projects so that delivery schedules and financial objectives could be met. During the 1960's some of the elements of system integration control will swing back to government because industry has muffed the chance of a generation.