The Iterative Systems Engineering Handbook

This guide is a modern alternative to INCOSE, based on recent, proven experience inside fastest-moving engineering teams. Built in collaboration with the world's fastest teams, it’s designed to support high-speed, real-world engineering needs.

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Volume I — Introduction & Culture

How we do systems engineering has changed. In this volume we talk deeply about engineering culture, what agile and iterative looks like in practice and why all this matters so much right now.

Introduction & Culture

Chapter 1 — State of Hardware Engineering: RIP Waterfall. Hello Iterative

A look into macro trends and shifting cost structures—demonstrating why agile, adaptable teams are set to lead in modern hardware development. Read more →

Introduction & Culture

Chapter 1 — State of Hardware Engineering: RIP Waterfall. Hello Iterative

A look into macro trends and shifting cost structures—demonstrating why agile, adaptable teams are set to lead in modern hardware development. Read more →

Introduction & Culture

Chapter 1 — State of Hardware Engineering: RIP Waterfall. Hello Iterative

A look into macro trends and shifting cost structures—demonstrating why agile, adaptable teams are set to lead in modern hardware development. Read more →

Introduction & Culture

Chapter 2 — Systems Engineering Culture at SpaceX

SpaceX—and by extension the wider SpaceX mafia—approaches systems engineering differently from most in the industry. Read more →

Introduction & Culture

Chapter 2 — Systems Engineering Culture at SpaceX

SpaceX—and by extension the wider SpaceX mafia—approaches systems engineering differently from most in the industry. Read more →

Introduction & Culture

Chapter 2 — Systems Engineering Culture at SpaceX

SpaceX—and by extension the wider SpaceX mafia—approaches systems engineering differently from most in the industry. Read more →

Introduction & Culture

Chapter 3 — Five Levels of Systems Engineering (Maturity Model)

In-depth, evidence-based roadmap for going from rigid, old-school engineering to cross-functionally integrated, iterative team. Read more →

Introduction & Culture

Chapter 3 — Five Levels of Systems Engineering (Maturity Model)

In-depth, evidence-based roadmap for going from rigid, old-school engineering to cross-functionally integrated, iterative team. Read more →

Introduction & Culture

Chapter 3 — Five Levels of Systems Engineering (Maturity Model)

In-depth, evidence-based roadmap for going from rigid, old-school engineering to cross-functionally integrated, iterative team. Read more →

Introduction & Culture

Chapter 4 — Requirements: The Modern Approach

Redefining 'requirements' as flexible 'design criteria,' to empower ownership and cross-functional collaboration. Read more →

Introduction & Culture

Chapter 4 — Requirements: The Modern Approach

Redefining 'requirements' as flexible 'design criteria,' to empower ownership and cross-functional collaboration. Read more →

Introduction & Culture

Chapter 4 — Requirements: The Modern Approach

Redefining 'requirements' as flexible 'design criteria,' to empower ownership and cross-functional collaboration. Read more →

Volume II — Leadership in Agile

Learn how to apply agile leadership to hardware engineering through effective scoping and concurrent engineering that meets regulatory standards. Learn from the fastest, most innovative companies to adapt quickly and deliver superior results.

Leadership in Agile

Chapter 5 — Scoping in Practice: From Minimal Viable Technology to MVP

Practical strategies on scoping complex engineering challenges to move fast. Learn how leading teams strip down to the essentials, embrace fast iterations, and deliver impactful products ahead of the competition. Read more →

Leadership in Agile

Chapter 5 — Scoping in Practice: From Minimal Viable Technology to MVP

Leadership in Agile

Chapter 5 — Scoping in Practice: From Minimal Viable Technology to MVP

Leadership in Agile

Chapter 6 — Concurrent Engineering: Working in Parallel with Evolving Requirements

How leaders can create the right environment for concurrent engineering. How to do parallelism in practice to dramatically shorten feedback cycles. Read more →

Leadership in Agile

Chapter 6 — Concurrent Engineering: Working in Parallel with Evolving Requirements

How leaders can create the right environment for concurrent engineering. How to do parallelism in practice to dramatically shorten feedback cycles. Read more →

Leadership in Agile

Chapter 6 — Concurrent Engineering: Working in Parallel with Evolving Requirements

How leaders can create the right environment for concurrent engineering. How to do parallelism in practice to dramatically shorten feedback cycles. Read more →

Leadership in Agile

Chapter 7 — Requirements vs. Design Criteria

How can leaders practically roll out a modern approach to flexible requirements and empower teams while hitting mission constraints. Read more →

Leadership in Agile

Chapter 7 — Requirements vs. Design Criteria

How can leaders practically roll out a modern approach to flexible requirements and empower teams while hitting mission constraints. Read more →

Leadership in Agile

Chapter 7 — Requirements vs. Design Criteria

How can leaders practically roll out a modern approach to flexible requirements and empower teams while hitting mission constraints. Read more →

Leadership in Agile

Chapter 8 — Regulatory and Agile: Iterative Certification for Real-World Safety

Practical advice for leaders on merging speed and compliance in safety-critical industries. Read more →

Leadership in Agile

Chapter 8 — Regulatory and Agile: Iterative Certification for Real-World Safety

Practical advice for leaders on merging speed and compliance in safety-critical industries. Read more →

Leadership in Agile

Chapter 8 — Regulatory and Agile: Iterative Certification for Real-World Safety

Practical advice for leaders on merging speed and compliance in safety-critical industries. Read more →

Volume III — Iterative Systems Engineering: In Practice

A practical guide on how modern hardware teams apply CI/CD principles to deliver complex systems early and often.