People

Eric Rebentisch

Eric Rebentisch is a research associate in the Sociotechnical Systems Research Center, and a lecturer in the MIT System Design and Management (SDM) program. He leads the MIT Consortium for Engineering Program Excellence (CEPE – http://cepe.mit.edu), as well as other research projects at MIT. CEPE’s research and related activities focus on improving engineering program outcomes in complex system development efforts, and cross a range of industry sectors. His other research projects explore the connection between technical and organizational systems and change within those sociotechnical systems in both government and industry settings.

His research has focused extensively in aerospace but also encompasses autos, medical devices, chemicals, high technology and public sector organizations. Projects have addressed topics as diverse as Lean and Agile product development, the development and management of enterprise technical and program management competencies, organizational strategy implementation, the creation and startup of research universities, benchmarking the US shipbuilding industry, managing enterprise-level change, and optimizing system architectures for autonomous vehicles.
He is editor-in-chief of the book Integrating Program Management and Systems Engineering. He is also co-author of the book Lean Enterprise Value, the Shingo Prize-winning Guide to Lean Enablers for Managing Engineering Programs, and numerous other publications. At MIT he has taught courses in engineering management, research methods and Lean/Six-sigma processes. He has advised dozens of graduate student theses at MIT on a range of topics.

He has played a key role in facilitating major enterprise-level improvement efforts in government agencies. He has developed and deployed short courses at MIT and in industry that have been used to train managers and engineers in lean enterprise principles and practices and to facilitate improvement initiatives.
He received a doctorate in the Management of Technological Innovation from the Sloan School of Management, a master’s degree in Organizational Behavior from Brigham Young University, and a Bachelor of Science degree in aerospace engineering from the California State Polytechnic University, Pomona. Prior to academia he worked in the aerospace industry as a propulsion engineer.

Research Interests: 
Collaboration and Alignment Across Functions in Product Development Programs
Strategy Implementation
Organizational Agility
Change and Learning in Complex Organizations
Portfolio, Program and Project Management
Evolutionary System Architecting and Development Strategies

Publications: 
Rebentisch, E. (Ed.), “Integrating Program Management and Systems Engineering: Methods, Tools, and Organizational Systems for Improving Performance”, 2017, John Wiley & Sons.
Rebentisch, E., “Unlock the Power: Integrated Program Teams Deliver Value”, PM Network, September, 2017.
Conforto, E, Rebentisch, E., Amaral, D., “Developing Improvisation Capabilities to Help Project Teams Innovate”, MIT Sloan Management Review, Spring, 2016.
Zaini, R., Lyan, D., and Rebentisch, E., "Startup Research Universities, high aspirations in a complex reality: a Russian Startup University case analysis using Stakeholder Value Analysis and System Dynamics Modeling", Triple Helix: A Journal of University-Industry-Government Innovation and Entrepreneurship., December 2015, Volume 2, Issue 4, DOI 10.1186/s40604-014-0016-8.
Costa, J., Oehmen, J., Rebentisch, E., and Nightingale, D, “A better comprehension of Lean Metrics for Research and Product Development Management”, R&D Management, Volume 44, Issue 4, September 2014, pp: 370–383.
Oehmen, J., (Ed.). “The Guide to Lean Enablers for Managing Engineering Programs.” Version 1.0, Joint MIT-PMI-INCOSE Community of Practice on Lean Program Management, URI: http://hdl.handle.net/1721.1/70495, June 2012.
Gordon, M., C. Musso, C., E. Rebentisch, and N. Gupta. “The Path to Developing Successful New Products.” Operations Practice, McKinsey Quarterly, January 2010.
Cameron, Bruce G., Crawley, Edward F., Loureiro, Geilson, and Rebentisch, Eric, “Value Flow Mapping: Linking Stakeholder Analysis to Requirements Derivation”, Acta Astronautica, Volume 62, Issues 4-5 (February 15), 2008.

Carlile, Paul, and Eric Rebentisch, “Into the Black Box: The Knowledge Transformation Cycle”, pp. 1180-1995, Vol 49, No. 9 (September) 2003, Management Science.
Murman, Earll, Thomas Allen, Kirkor Bozdogan, Joel Cutcher-Gershenfeld, Hugh McManus, Deborah Nightingale, Eric Rebentisch, Tom Shields, Fred Stahl, Myles Walton, Joyce Warmkessel, Stanley Weiss, and Sheila Widnall, “Lean Enterprise Value”, 2001, Palgrave.

 

 

 

 

Research Interests: 

Design and Evolution of High Performance Enterprise Product Development Systems

Development and Management of Intellectual Capital in Product Development

Enterprise Change Management

Evolutionary System Architecting and Development Strategies

Global Product Development

Lean Product Development

Lean Program Management

Platform Architectures and Commonality

Publications: 

Oehmen, J., (Ed.). “The Guide to Lean Enablers for Managing Engineering Programs.” Version 1.0, Joint MIT-PMI-INCOSE Community of Practice on Lean Program Management, URI: http://hdl.handle.net/1721.1/70495, June 2012.

Mayrl, P., J. Oehmen, and E. Rebentisch. “Customer Value in Lean Product Development.” LAI Paper Series: “Lean Product Development for Practitioners,” May 2012.

Hoppmann, J., and E. Rebentisch. “Interdependencies between Practices for Fast and Efficient Product Development: An Empirical Analysis.” (Under review at Technovation.)

Oehmen, J., E. Rebentisch, and K. Kinscher. “Program Management for Large Scale Engineering Programs.” LAI Paper Series: “Lean Product Development for Practitioners,” December 2011.

Knoblinger, C., J. Oehmen, E. Rebentisch, W. Seering, and K. Helten. “Requirements for Product Development Self-Assessment Tools.” Presented at the International Conference on Engineering Design, ICED11, 15-18 August 2011, Copenhagen Denmark.

Oehmen, J., and E. Rebentisch. “Der Informationsfluss muss effizient sein” (The information flow must be efficient). IO Management, Switzerland, July/August 2011, Nr. 7/8, pp. 58-62.

Hoppmann, J., E. Rebentisch, U. Dombrowski, and T. Zahn. “A Framework for Organizing Lean Product Development.” Engineering Management Journal, Volume 22, Issue 4, December 2010.

Oehmen, J., and E. Rebentisch. “Lean Program Management.” LAI Paper Series: “Lean Product Development for Practitioners,” October 2010.

Oehmen, J., and E. Rebentisch, E. “Compilation of Lean Now! Project Reports”, LAI White Paper, Cambridge, MA, October 2010.

Oehmen, J., and E. Rebentisch. “Waste in Lean Product Development.” LAI Paper Series: “Lean Product Development for Practitioners,” July 2010.

Rebentisch, E., and J. Hoppmann. “An Implementation Roadmap for Lean Product Development.” Presented at the Lean Product and Process Development Exchange (LPPDE) Conference, 21 April 2010, Hilton Head, SC.

Oehmen, J., and E. Rebentisch. “Risk Management in Lean PD.” LAI Paper Series: “Lean Product Development for Practitioners,” March 2010.

Gordon, M., C. Musso, C., E. Rebentisch, and N. Gupta. “The Path to Developing Successful New Products.” Operations Practice, McKinsey Quarterly, January 2010.

SSRC Research

Skolkovo Institute of Science and Technology Enterprise Stakeholder Analysis