The work done in the development of systems is currently split between the three interdependent and apparently overlapping organisational roles of systems architecting, systems engineering, and project management, which interdependently produce a product to (the correct) specifications within the constraints of resources, budget and schedule. This paper first identifies a reason for the overlapping roles, and then attempts to resolve the difficulties in defining the roles of systems engineering, systems architecting, and project management, and the difficulty in defining the body of knowledge for systems engineering by identifying a gap in the functions performed by the three organisational roles, when viewed from the perspective of planning and implementing the development of a system, via the Roles Rectangle.
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