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Enterprise system engineering is a new practice that has emerged over the last few decades, promising to achieve better enterprises by improving cross‐enterprise processes. However, enterprises have a unique property as a system of unsynchronized arrays of systems. This property can lead to severe problems and anomalies, such as cross‐enterprise failures. These issues become even more drastic in supporting cross‐enterprises processes like transportation. The transportation arena is a complex system in itself. It comprises a variety of enterprises and systems supported by different technologies and vendors. Moreover, it involves governmental, municipal, and private stakeholders. Therefore, planning and designing a coordinated and integrated architecture is difficult. A new enterprise system engineering framework called EPIC addresses these issues by enabling better coordination of unsynchronized arrays of systems across enterprises. This research explores the application of an architectural framework to the transportation arena, where existing methods have not adequately addressed its unique properties. Deploying it in the "real world" plants the seeds to improve the transportation processes, their performance, efficiency, and reliability. [ABSTRACT FROM AUTHOR]

Enterprise system engineering (ESE) is a practice emerging in the last decades, aiming to support the enterprise systems engineers in generating and developing enterprise architecture and improving enterprise operational processes. However, ESE differs significantly from systems engineering (SE) due to the enterprise's unique property as a system of unsynchronized arrays of systems. This property might lead to severe issues, such as cross-enterprise failures, lack of decision-support information for cross-enterprise decisions, long delays in integration tests, and unexpected emergent behavior. Enterprise Processes Integrative Collaboration (EPIC) framework is an ESE framework, aims to address this property by generating better coordination between unsynchronized arrays of systems within the enterprise and even further across several enterprises. Previous research dealt with the validation of this framework by implementation in two large-scale enterprises from the aerospace and transportation disciplines. The objective of this study was to verify the EPIC framework completeness and integrity, as an example of ESE framework verification. A model-based SE methodology was used to encapsulate EPIC, defining the ESE activities, required resources, and products. This encapsulation allows tracing the engineering activities, verifying the model completeness, traceability, integrity, and interoperability of the ESE processes collaboration. [ABSTRACT FROM AUTHOR]

Abstract: Enterprise System Engineering (ESE), an emerging practice arising in the last decades, aims to improve enterprise operational processes. Its main goal is to enable better collaboration between humans, operational processes, and technical subsystems, by using system engineering methods. However, this is challenging due to the enterprise's unique property as a system of unsynchronized arrays of systems. This property might lead to severe consequences, such as cross‐enterprise failures, lack of decision‐support information for cross‐enterprise decisions, long delays in integration tests, and unexpected emergent behavior. Existing approaches such as ESE frameworks and Systems of Systems (SOS) engineering methods do not fully address this property. This paper presents a new ESE framework named EPIC (Enterprise Processes Integrative Collaboration), that enables better coordination between unsynchronized arrays of systems within the enterprise and even further across several enterprises. This coordination contributes to cross‐enterprise operational processes effectiveness. The paper summarizes the results of two successful large‐scale implementations of EPIC in the aerospace and transportation disciplines. Results analysis of processes performance and effectiveness, confirm that EPIC leads to improvement in enterprise operational processes. Similarly, we contend that EPIC may be applicable in other disciplines in order to obtain better enterprises by improving cross‐enterprise operational processes collaboration. [ABSTRACT FROM AUTHOR]

Abstract: Enterprise system engineering (ESE) is an emerging practice arising in the last decades, hand in hand with the maturing of system engineering (SE). However, ESE differs significantly from SE, due to the enterprise's unique property as a system of unsynchronized arrays of systems. This property might lead to severe issues, such as cross‐enterprise failures, lack of decision‐support information for cross‐enterprise decisions, long delays in integration tests and unexpected emergent behavior. Existing approaches including ESE frameworks and Systems of Systems (SOS) engineering do not fully address this property. This paper presents a new ESE framework named EPIC (Enterprise Processes Integrative Collaboration), enabling the coordination between unsynchronized arrays of systems within the enterprise and even further across several enterprises. EPIC was implemented successfully in two large‐scale cases from the aerospace and transportation disciplines. Similarly, EPIC may be applicable in other disciplines in order to obtain better enterprises by improving cross‐enterprise operational processes and interoperability. [ABSTRACT FROM AUTHOR]

ABSTRACT During the last decades, many enterprises have transformed to technology based organizations. However, in order to manage this transformation, technology-intensive enterprises have to deal with new opportunities and threats that the information age has created. Many enterprises use a wide range of heterogeneous systems and networks to support a variety of users. In practice, the development and operation of these heterogeneous systems is usually distributed and unsynchronized, although operational interoperability and system integration are required to support cross-enterprise processes and decision making. Enterprise systems engineering (ESE) processes can provide the opportunity to deal with these new challenges of achieving better operational interoperability as well as system interoperability. Our basic claim is that ESE differs significantly from systems engineering (SE). This paper identifies the differences between them and discusses complex emerging challenges of ESE. Our contribution in this paper is to identify relevant state of the art research and practice frontier in ESE that are closest to meet ESE challenges and clarify existing gaps. By recognizing the gaps in existing methods, we define a foundation for a new approach to address these gaps. The main realization of this research involves the need to use systems engineering methodologies, tailored to, and driven from, the enterprise specific operational processes, to improve the effectiveness of these processes, as part of the enterprise strategy. [ABSTRACT FROM AUTHOR]