Download - 2/13/2014 1 Engineering & Technology Management Group Introduction Management Perspectives on Workforce Development Dr. Jim Murray, Management TC Engineering.

04/10/23 1Engineering & Technology Management Group

Introduction

Management Perspectives on Workforce Development

Dr. Jim Murray, Management TC

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ManagementTracking the Constant of Change

SystemsEngineering

ManagementHistory

Society Legal Aspects

Economics

LogisticsSupply Chain

Risk

TechnicalInformation

MultidisciplineDesign

ProductDevelopment

12/1/2005 Engineering & Technology Management Group

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ManagementHistory



SystemsEngineering

Economics

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ProductDevelopment

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


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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


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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


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Impacts of Succession Management


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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…


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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


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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).


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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 organization’s needs before people’s 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 organization’s needs and people’s needs


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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 13th, 2003

•Other - yet to defined or unique to an organization


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PM Supporting processes (Continued)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


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PM Tools

• 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.Knowledge bases are used for optimization.Knowledge bases are used for optimization.Knowledge bases are used for optimization.


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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


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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.


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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 downturn

9. Not letting people learn from their mistakes

10.Being patient


What will U.S. society look like in 2025 ?

Mr. Timothy Howard, Society & Aerospace TC

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SystemsEngineering

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Society Potential topics - A few issues to consider

• What will our society be like in 2025– What are our emerging societal needs– How will it evolve– What will motivate a potential workforce– What new societal incentives exist

• New incentives that may need to be provided

• Will the current segregation between Aero and Space still exist?

• What comes after the X, Y, Z generations?• New national and world wide priorities?


The U.S. Economic model for 2025 & the role of aerospace

Mr. Michael Leon, Economics TC

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SystemsEngineering

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Economics


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Economic Potential topics - A few issues to consider

• Will economics introduce a new “reality” for the 2025 generation?– Systems of Systems Concepts– Airframes lasting longer– Net centric operations– DoD and NATO procurement reform– Reductions in Research and Development

• Regional Blocks, Countries - US, EU, Russia, China?

• Company• Reduction in new airframe development

– More integration and component upgrades• New methods of evolving & cost justifying systems


Systems Engineering in the U.S. Aerospace business in 2025

Dr. John C. HSU, Systems Engineering TC

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Systems Engineering Potential topics - A few issues to consider

• Systems Engineering requires a new set of processes and techniques for employment, production and workforce management– New Systems Perspectives for Systems of Systems – More distributed and diverse teams – More sophisticated modeling and performance– Greater emphasis on Design to Value (DTV)– Other


Retaining and Recruiting the workforce for 2025

Ms. Nicole Smith, Young Professionals, AIAA

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SystemsEngineering

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ProductDevelopment


Educating the workforce of 2025

Lisa Bacon, AIAA Staff Liaison

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SystemsEngineering

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Will we still be talking about Knowledge Management in 2025?

Mr. Gerald Steeman, Technical Information TC

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• How will knowledge management impact the workforce in 2025?

• What are realistic expectation to have for knowledge management?– Is it a repository of corporate knowledge?– How will it be employed and evolve?– What are some of the near term opportunities?

• How may concepts be employed to get maximum value?• What may be the expectations of the next generation?• Will governments take a different approach from industry? A

partnership?• Is the Aerospace industry in a better or worse position than

other industries for addressing the need of the future?• Are there other industries that will be precursors?

Knowledge Management Potential topics - A few issues to consider


What will AIAA look like in 2025 and beyond ?

Ms. Julie Albertson,

AIAA VP Member Services

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• Member Services Strategic plan aspects– Counseling– Education– Coordination– Technology awareness– Government initiatives– …–

AIAA Member Services - A few issues to consider


Summary of issues for 2025

Dr. Robert Winn, VP TAC AIAA

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Perspectives

• Issues for the AIAA Strategic perspective• Workforce development across the industry

– A partnership: Governments, Companies, Associations, Individuals

•


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Engineering & Technology Management Group

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