Analysis of Organizational Factors in the Practice of and the Ideal for Aerospace Industry Model-Based Systems Engineering Projects

Abstract

The increasing complexity of modern systems is driving the aerospace industry to shift from legacy systems engineering (SE) approaches to digital engineering (DE) methods. A key component of DE is model-based systems engineering (MBSE), which uses interconnected system models to support lifecycle integration, traceability, and cross-functional collaboration. Despite its technical promise, MBSE adoption has proven challenging, particularly from an organizational perspective. Whereas prior research has focused primarily on technical enablers and tool capabilities, less attention has been given to how workforce structure, specifically task allocation, role definition, and team size, affects successful implementation. This research examines artifacts from aerospace SE projects that incorporate MBSE to identify which tasks are performed, which roles are responsible for those tasks, and how roles are assigned to personnel across different team sizes. An expert panel defined and allocated roles for both current (“as-is”) and ideal (“should-be”) teams of varying scales. Using correlation-based analysis, the results show that the underlying task structure remains consistent across team sizes, whereas the degree of role consolidation and specialization changes significantly. Smaller teams exhibit greater role consolidation, with multiple roles combined within individuals, whereas larger teams distribute roles more distinctly. Ideal teams reflect a preference for clearer role delineation and more deliberate MBSE integration across project activities. These findings provide empirical insight into how organizational structure influences MBSE-enabled projects and offer practical guidance for workforce development and team structuring within aerospace SE projects.