2/13/2014 1 Engineering & Technology Management Group Introduction Management Perspectives on...

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2/13/2014 1 Engineering & Technology Management Group Introduction Management Perspectives on Workforce Development Dr. Jim Murray, Management TC Engineering Technology Management Tracking the Constant of Change Systems Engineering ManagementHistory Society Legal Aspects Economics LogisticsSupply Chain Risk Technical Information Multidiscipline Design Product Development Slide 2 12/1/2005 Page 2 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Management Topics What is managements role in workforce development? The evolution of the PM Discipline Rationale for succession management Impacts of succession management Use of Acceleration pools Evolving management and Leadership Characteristics PM Methodologies flexible and Simultaneous PM Supporting processes PM Tools A few PM Issues to consider Final thoughts about - Management traps Slide 3 12/1/2005 Page 3 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development The evolution of the PM Discipline PM Discipline a few (of many) driving issues: Expanding scope to address larger & more integrated solutions Attempting to move from experiential to process orientation Dealing with more subcontracting and teaming Dealing with greater collaboration at all levels Striving for more integration Facing a customer base of reduced experience More emphasis on lifecycle costs More visibility on hiccups More rapid technology integration requirements Slide 4 12/1/2005 Page 4 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Rationale for Succession Management Provide a source of in house replacements for leadership positions Retain key talent Prepare individuals for future challenges Align personnel resources with new organizational directions Avoid lost productivity while a person is learning a job Monitor and attain diversity goals Increase stock value: investment analysts are becoming concerned with orgs. Processes for filling positions Increase the chance of survival: The alternative might be a decline or collapse Source: Grow Your Own Leaders, W. Byham, 2002 Slide 5 12/1/2005 Page 5 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Impacts of Succession Management Slide 6 12/1/2005 Page 6 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Use of Acceleration Pools as a source of talent Acceleration pools provide proven and solid foundation for talent assessment Company size will indicate the number of pools needed Companies call these: Program management Development Programs Leadership Development Programs Etc Slide 7 12/1/2005 Page 7 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Evolving Management and Leadership Characteristics Made all major decisions. Solved problems for the team; acted as the expert Controlled the workflow; was responsible for work group results Gave the answers; played the expert Laid down the rules Shared responsibility with team members. Helps team solve problems. Promotes self management and responsibility as well as ownership of the task or process Asks the right questions; allows direct reports to be the experts Articulates and rallies the troops around a vision and set of values Slide 8 12/1/2005 Page 8 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Evolving Management (continued) Valued Unanimity/conformity Sought to eliminate conflict Tended to be reactive; resist change Focused on tasks, products and technical Skills Uses linear and analytic thinking Values diverse perspectives Sees conflict as an opportunity for synergy and enriched decision making Is proactive; initiates change. Embraces change as necessary for survival Focuses on processes and people Uses nonlinear, holistic thinking ( systems). Slide 9 12/1/2005 Page 9 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Evolving Management (continued) Sought to achieve functional specialized expertise Was concerned about own area of responsibility Was fiercely competitive Was concerned only with domestic operations Thought of people as interchangeable resources Put organizations needs before peoples needs Seeks to achieve cross- functional and cross cultural expertise Is concerned about the total organization Is fiercely competitive but must partner with competitors, vendors Thinks on a larger scale Thinks of people as an organization's most valuable resource (hard to replace) Works a balance between organizations needs and peoples needs Slide 10 12/1/2005 Page 10 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development PM Methodologies - Flexible and Simultaneous Waterfall Spiral Incremental Spiral Agile Built around a core team Rapid delivery ~ 2 wks Deliver what effects the product Customer integrated with the team True Collaboration Source: The Economist Magazine December 13 th, 2003 Other - yet to defined or unique to an organization Slide 11 12/1/2005 Page 11 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development PM Supporting processes (Continued) PM supporting processes What gets measured gets done Six Sigma metrics and measures Design for Six Sigma (DFSS) Total System of Systems Lifecycle perspectives Design to Cost / CAIV Lean PM applied to engineering & manufacturing Slide 12 12/1/2005 Page 12 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development PM Tools The internet generation + Integrated processes are commonplace and expected Integrated Management Framework Digital Dashboards Component model delivery Model Based (everything!!) UML Unified Modeling Language Price / CAIV Models Collaborative models Logistical Models Knowledge bases are used for optimization. Slide 13 12/1/2005 Page 13 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development A few PM Issues to consider The generational characteristics need to be considered X, Y and Z The Z generation has been characterized as: a Generation of followers The ability to work in a group will A broader set of skills in PM and technical disciplines will be required Program architecture(s) and nurture its/their evolution Proactive risk management System complexity demands it! Development of Tactical execution and strategic thinking skills are essential Slide 14 12/1/2005 Page 14 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Final thoughts about - Management Traps 1.Thinking that having a good succession management system will lead to success 2.Assuming short-term issues are more important than succession management 3.Thinking that management knows who all the high potential people are. 4.Considering only individuals that have been personally observed 5.Choosing people who could handle last years problem. Slide 15 12/1/2005 Page 15 Engineering & Technology Management Group Engineering Technology Management Tracking the Constant of Change Management History Society Legal Aspects LogisticsSupply Chain Systems Engineering Economics Risk Technical Information Multidiscipline Design Product Development Final thoughts about - Management Traps 6.Choosing a pool of individuals that mirror the CEO 7.Not getting to know the people in the acceleration pool 8.Stopping all recruiting and development of high potentials during a business d