19
Importance of Integration
this juncture, the integration may take on the proportions of a system of systems integration. The more ambitious the integration, and the more out of
control are the interfaces (i.e., not under change control or management), the
more difficult the integration of the new product or service into the existing
user’s environment and enterprise.
In addition to the product’s or service’s functional aspects of integration,
the overall determination of the process view of the integration level needs
to be determined explicitly.
Principle 5: The Principle of Forethought
Integration is a primary, key activity, not an afterthought considered as the result of
development.
Integration must neither be considered nor treated as an afterthought or as
a consequence of development. The key determinants of integration must be
considered during the planning stages for integration: the defining of
requirements; the considerations of the problem solution incorporated in the
system design; the achievement and satisfaction of key stakeholder needs
carried out by architecture; and the building of physical entities that embody
the expected functionalities (and their performances), and engender the
desired behaviors from the users. Integration must not only be planned
upfront but also used to guide scheduling of development tasks so the culture, skills, and style of the development team are incorporated into building
and testing of the product or service. In this manner, the organizational processes carried out by the team and the politics embedded in the tasking are
not just assumed but considered important for integration work which is
exactly where the results of every factor that can impact on the work is finally
revealed. In essence, the system-level perspective is embedded in these formative tasks to reflect not only the specific instances for object development,
test, and integration, but further to incorporate the system-level view in the
integration activities (Ring et al. 2007). To avoid unpleasant surprises, the
satisfactory technical solution is modified by the social and political environment (Brooks 1972).
Fundamental to integration planning and execution is the notion of forethought and measurement. Integration requires the structures of knowledge,
the benefit of information, and meaningful data to determine the alternative
ways in which to integrate a product or service. Thinking in systems to
make the key decisions before planning and development begin results in
more meaningful integration with complex products (Dirk 1994) and services.
Measures and measurement are the only substantive means of testing and
verifying the results of building and assembling objects. Ineffective measures
confound the integration efforts (Bullock 2006).
Integration is a daily focus, with periodic updates to the integration plan.
Integration is an explicit goal of acquisition, with key stakeholders who
represent the buyer, the seller, and the user. Often, integration require
Importance of Integration
this juncture, the integration may take on the proportions of a system of systems integration. The more ambitious the integration, and the more out of
control are the interfaces (i.e., not under change control or management), the
more difficult the integration of the new product or service into the existing
user’s environment and enterprise.
In addition to the product’s or service’s functional aspects of integration,
the overall determination of the process view of the integration level needs
to be determined explicitly.
Principle 5: The Principle of Forethought
Integration is a primary, key activity, not an afterthought considered as the result of
development.
Integration must neither be considered nor treated as an afterthought or as
a consequence of development. The key determinants of integration must be
considered during the planning stages for integration: the defining of
requirements; the considerations of the problem solution incorporated in the
system design; the achievement and satisfaction of key stakeholder needs
carried out by architecture; and the building of physical entities that embody
the expected functionalities (and their performances), and engender the
desired behaviors from the users. Integration must not only be planned
upfront but also used to guide scheduling of development tasks so the culture, skills, and style of the development team are incorporated into building
and testing of the product or service. In this manner, the organizational processes carried out by the team and the politics embedded in the tasking are
not just assumed but considered important for integration work which is
exactly where the results of every factor that can impact on the work is finally
revealed. In essence, the system-level perspective is embedded in these formative tasks to reflect not only the specific instances for object development,
test, and integration, but further to incorporate the system-level view in the
integration activities (Ring et al. 2007). To avoid unpleasant surprises, the
satisfactory technical solution is modified by the social and political environment (Brooks 1972).
Fundamental to integration planning and execution is the notion of forethought and measurement. Integration requires the structures of knowledge,
the benefit of information, and meaningful data to determine the alternative
ways in which to integrate a product or service. Thinking in systems to
make the key decisions before planning and development begin results in
more meaningful integration with complex products (Dirk 1994) and services.
Measures and measurement are the only substantive means of testing and
verifying the results of building and assembling objects. Ineffective measures
confound the integration efforts (Bullock 2006).
Integration is a daily focus, with periodic updates to the integration plan.
Integration is an explicit goal of acquisition, with key stakeholders who
represent the buyer, the seller, and the user. Often, integration require