Abstract. Decisions are the primary future-creating human thinking process. Every system or product in existence today is the direct result of a network of interdependent decisions that have been framed, analyzed, made and implemented. As such, a decision model is ideally suited to serve as the integrative framework for Systems Engineering knowledge, processes and practitioners.The U.S. Army Tank Automotive Research Development and Engineering Command (TARDEC) has developed an Advanced Systems Engineering Capability (ASEC) framework that leverages a decision model as the integrative mechanism to provide the context for all other system models. These models, known collectively as the "5-M Model" of integrated systems knowledge, include:• SE Process (Vee) model • Math/Physics models • Lifecycle models • Architecture models (e.g. SysML)• Roadmap models This paper will describe the relationships between these models as implemented within the ASEC framework. The role of each model in informing decisions to improve decision confidence, speed, quality, leverage and implementation will be explained. A metrics strategy to confirm these benefits will be proposed.

Decisions create the future in any industry or human endeavor. A robust Decision Management (DM) capability is the key enabler for accelerating the benefits of Systems Engineering (SE) discipline to new domains. Effective Decision Management is comprised of three elements: 1) decision patterns; 2) DM methods engine; 3) decision‐centric information model. INCOSE can leverage DM as an engine for SE outreach to new industries and domains. DM is highly scalable and integrates knowledge from many processes and stakeholders. A “decisions‐first” outreach strategy offers a clear value proposition to the primary stakeholders who must be convinced of the benefits of SE discipline. Existing decision‐makers gain a new set of techniques that improve decision quality, speed and execution. Subject matter experts gain a method for influencing designs with their unique knowledge and preserving their knowledge in the form of decision patterns. Project managers gain the ability to proactively identify and prioritize decisions and manage their impact on project cost/schedule baselines. Solution developers gain a better understanding of the upstream decisions that drive their requirements. Most of the cross‐domain benefits of DM can be demonstrated through rapid‐payback pilots without commitment to wholesale adoption of more comprehensive, complex and costly SE frameworks. The authors propose to engage INCOSE's Decision Analysis working group as the forum for investigating the cross‐domain applicability of DM.