This technical note presents a case study on how choices of structural programmatics (e.g., hierarchical or peer-to-peer organization, centralized or decentralized execution) affect the ability to achieve programmatic interoperability in the context of large, complex systems of systems. Key systems-of-systems concepts and definitions are introduced and explored through the case study. In addition, this report illustrates the pitfalls of focusing on only one aspect of a problem and discusses the need to balance management's desires for control with the realities of systems-of-systems programmatics. This report also introduces an alternative to conventional program management practice that addresses the pitfalls previously identified.

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