1Project Engineer Responsibility and Applications October 15, 20092Essential Skills for Project Engineering PE!EP"#Description To lead technical projects, drive innovation, and influence others.What is Project Engineering responsibility:1. Become more influential2. Improve your ability to effectively lead projects and teams3. Identify leadership development oals specific to your individual needs!. Build relation "ith your boss and your peers3 PE!EP" "anage "any areas$ System Design Tradeoff #tudies $ey %haracteristics %ost as an Independent &ariable '%(I&) *erformance (nalysis + #imulation ,e-uirements .evelopment/0anaement Hardware Product Design 1lectrical .esin 0echanical .esin 0aterials #election *roducibility/ ,eliability/0aintainability/Testability .esin to %ost '.T2*%) Software Product Design ,e-uirements (nalysis and .esin #3 Implementation #/3 Interation + Test System Integration & est 4/3 + #/3 Interation #ystem *erformance Product Deli!ery SupportThe *1 0anaesThe *1 0anaes 0any (ctivities 0any (ctivities!%&aracteristics of a S'ccessf'lProject (ea) 1ffective 5eader 6roup of interdependent individuals %omplementary s7ills #hared, meaninful purpose #pecific oals 3ell8defined roles and responsibilities 0utual accountability %ollaborative approach %onfidence .esire for continuous improvement 9*+ig ", ,ittle e- *1:s first and foremost responsibility is;Manaement of the enineerin team:s effort 1ffective *roject 1nineers; (re effective team leaders and team builders .isplay commitment and passion 1mploy riht to left thin7in andPE!EP" is 2ey (o Progra) ,eaders&ip3BusinessBusiness 0anaement 0anaement?perations?perations *roram*roram 0anaement 0anaement0ission0ission (ssurance (ssurance0aterial0aterial 0anaement 0anaementSystems estest Engineering"onfiguration #anagement$eliability & %&'PE is Responsible for the Entire Engineering Team PE is Responsible for the Entire Engineering Team*roram 0anaer,*roram 0anaer, @AB *roram @AB *roramSystem EngineeringSoftware EngineeringElectrical Engineering#echanical Engineering(ptical EngineeringProject EngineeringC(&e PE!EP" 4nteracts 5it& 6ario's(ea)s and 7'nctions*roject 1nineer*roject 1nineerDuality DualityDuality DualityBusiness Business0anaement 0anaementBusiness Business0anaement 0anaement?perations ?perations?perations ?perations*rocurement *rocurement*rocurement *rocurement*0? *0?*0? *0?1nineerin 1nineerin0anaement 0anaement1nineerin 1nineerin0anaement 0anaement#ecurity #ecurity#ecurity #ecurityEacilities EacilitiesEacilities Eacilities1Fport 0anaement 1Fport 0anaement1Fport 0anaement 1Fport 0anaement1nineerin 1nineerinTeam Team1nineerin 1nineerinTeam TeamG(&e PE!EP", 8it& t&e P", ,eads t&e (ea)5eadin,5eadin, (ssistin +(ssistin + 0entorin 0entorinthe theTeam Team%learly %ommunicatin; %learly %ommunicatin;,oles + ,esponsibilities ,oles + ,esponsibilities?bjectives/.irection ?bjectives/.irection*rovidin Eeedbac7 *rovidin Eeedbac7#olvin *roblems #olvin *roblems.evelopin *lans .evelopin *lans+ Trac7in + Trac7in*roress *roressBalancin *riorities; Balancin *riorities;%ost %ost#chedule #cheduleTechnical Technical*reparin/,evie"in *resentations + ,eports *reparin/,evie"in *resentations + ,eports1HRole of t&e Project Engineer The PROJECT ENGINEER is responsible for the technical performance, cost, and schedule for the assined proram's). This includes the follo"in; ?raniIin the enineerin "or7 to support the proram schedule/plan *rovide leadership and uidance *rovidin day8to8day direction of the assined personnel ,esponsible for the 1nineerin schedule 1nsure 6roup 5eader, Eunctional 0anaers and *roram 0anaers are a"are of proram performance issues 'e.., technical scope, schedule, staffin, etc..)throuh efficient communications11Additional Roles ,econiIe and support the *roram 0anaer as the person ultimately responsible for the proram. *rovide timely input "hen the *1 perceives the directed course of action "ill not achieve the division:s oals and if necessary, elevate the problem until it is resolved. 6et the job doneJ12(&e PE Role in t&e Engineering Organi9ation is an E1tension of Progra) "anage)ent 1Ftension of proram manaement Interface "ith %ustomer *0? Interface "ith 1Fecutive 0mt (dopts eFtended teams Business 0anaement 0anufacturin operations *rocurement Duality (ssurance (ssociate %ontractors 0anaes #ub8%ontracts #chedulin Issues Technical performance13Project Engineer Objecti/es There is an obliation for Project Engineer to; $eep functional manaers informed "hen there are problems in the functional area 'personnel, facilities, or e-uipment) affectin the success of the proram *rovide periodic feedback on ho" assined staff are performin. ,aise issues for resolution "hen proram direction or performance seem to put proram oals at ris7 The *1 alon "ith the #1 are vie"ed as the most technically -ualified to ma7e Kperformance assessmentsL, the *1 has the responsibility of formally alertin *roram 0anaement "hen meetin proram technical performance re-uirements are at ris7. ,econiIe that resources assined to the proram "or7 for a functional manaer "ho ultimately controls the person:s time 'but functional manaer must provide a -ualified resource in a timely manner "hen a resource is reassined such that proram performance or oals are not put at ris7J) Insure an up8to8date forecast of resource re-uirements is available1!Project Engineer : Roles .esin adherence to customer #?3 and specification re-uirements, includin performance cost and schedule #upport and lead the *roram 0anaers 7ic7off *roram responsibility for eneratin and maintainin proram #10* %onduct the proram efforts in accordance "ith the approved proram #10* ,esponsible for decomposin re-uirements and concepts for compliance to contract re-uirements "ith the help from the %1 + #1 Insure all KenineerinL tas7s and documentation are scheduled and completed on time Technical lead for desin and performance re-uirements19Project Engineers ; Roles %ont=o8 S&o'ld Ot&ers 6ie8 PE>s$The *0 and others should loo7 upon the *1/1*0 as; The leader and primary interface "ith the enineers "or7in on the proram The person to "hom proram direction on technical "or7 should be transmitted ,esponsible for the 1nineerin schedule %ost account manaer The 7ey facilitator and in some cases technical advisor/problem solver on proram issues1CProject EngineeringThe #ecrets of #uccess for *1:s?raniIation*lannin%ommunication&iilance 8 Eact based decision ma7in The -uality of information is vitalJ 1G7'nctional "anagerThere is an obliation for Functional Manager to; %ontracts "ith *0 and *1 to provide s7ills/eFpertise to meet proram re-uirements durin bid process *rovide the -ualified resources 'personnel, facilities, and e-uipment) necessary to complete the proram on time. 3or7 throuh *1:s "hen ettin involved in proram "or7 Involved in prorams, to provide timely advice on, and to ta7e timely action "hen there are personnel or proram problems ,esponsible for meetin overhead budet, indirect labor oals, and proram commitments2HProgra) "anager There is an obliation for the Program Manager to; 2ltimate responsibility for successful proram eFecution and customer satisfaction ,esponsible for maintainin effective communication bet"een team members 1stablish appropriate proram controls to insure cost + schedule objectives are achieved and "or7 throuh *1 to insure that technical objectives are achieved %onduct periodic briefins on proram status and related issues or problems %ontrol (ccount 0anaer for *0 (dmin budet *0 and *1 sinoff authority on all dra"ins and 1%Ms Eacilitate overall efforts for cost/schedule %oordinate resolution of customer8identified issues + problems %ustomer interface on eFistin and related ne" business opportunities21%&ief EngineerThere is an obliation for the Chief Engineer to; %hart and develop the Business (rea roadmap. %oordinates and drives customer re-uirements on 7ey products #upport and strateiIe eFistin or ne" technoloies. #upport and interface "ith the customer meetins/revie"s. &isits customers, users, conferences to understand mission re-uirements and "or7s to drive innovative system architectures to meet those re-uirements. Interface "ith I,(. + B. to ensure efforts budeted and planned support customer re-uirements #upports prorams concerns/issues 'development/production). 3or7 ith the *roject 1nineer and #ystem 1nineer on eFistin prorams and ne" development prorams.22Syste)s Engineering International %ouncil on #ystems 1nineerin 'IM%?#1) defines systems enineerin as; #ystems enineerin is an enineerin discipline "hose responsibility is to create and eFecute an interdisciplinary process to ensure that the customer and sta7eholder:s needs are satisfied in a hih8-uality, trust"orthy, and cost and schedule efficient manner throuhout a system:s entire life cycle.This process is usually comprised of the follo"in tas7s; !tate the problemN Investiate alternativesN Model the systemN InterateN "aunch the systemN #ssess performanceN and Re8evaluate (S!"#$%.The systems enineerin process is not se-uential.The functions are performed in a parallel and interactive manner. The .epartment of .efense '.o.) defines systems enineerin as; (n approach to translate approved operational needs and re-uirements into operationally suitable bloc7s of systems.The approach shall consist of a top8do"n, iterative process of re-uirements analysis, functional analysis and allocation, desin synthesis and verification, and system analysis and control.#ystems enineerin shall permeate desin, manufacturin, test and evaluation, and support of the product.#ystems enineerin principals shall influence the balance bet"een performance, ris7, cost, and schedule.23Syste)s EngineerThere is an obliation for the !$stems Engineer to; Transform an operational need into a description of system performance parameters and a system confiuration throuh the use of an iterative process of definition, synthesis, analysis, desin, test and evaluation, and validation. Interate related technical parameters and ensure the compatibility of all physical, functional, and proram interface.This shall be conducted in a manner that optimiIes the total definition and desin.2!Roles!4nterfaceProgram #anager *0 %hec7list 2phold customer relationships ,esponsible *m cost + schedule #upports monthly #tatus *rovides proram oversiht/leadership (ttend customer meetins/revie"sProject Engineer 1stablish enineerin schedule (ssemble enineerin team %onduct/oversee peer revie"s #upport proram revie"s 0onthly Technical *roject #tatus *rovide proram oversiht ,esponsible for the #10* Identify ris7 + uncertainty ,esponsible for Interation and Dual (ttends customer meetins/revie"s (ll documentation + proram close8out"hief Engineer #trateiIe (ttend customer meetins/revie"s .evelops technoloy roadmap #upports pm concerns/issuesSystem Engineer 1stablish re-uirements + flo"8do"n *rovides conceptual inputs 6enerates #10* .efines %onops 0anaes operational modes %onducts system modelin 1stablishes system budets %onducts sensitivity analysis Identifies $** 1stablishes testability re-uirements #upports Dual/.&T &alidates + revie"s data *rovide technical oversiht %onducts/supports *eer revie"s #upports proram revie"s294nteractionThe *roject 1nineer, %hief 1nineer, and #ystems 1nineer all have the same oals to provide the best product for our customers.(ll three roups must "or7 toether to achieve this oal System EngineerProject EngineerChief EngineerProgram Manager2=5orking 5it& ?o'r %'sto)ers7osters a 5inning O'tco)e $no" your customers Internal 1Fternal(nticipate customer re-uirements and eFpectations0anae customer eFpectationsTranslate customer needs into specific actions?btain and respond to customer feedbac7?pen, candid communication develops trust2>"eetings ! 4nfor)ation Based on the siIe and maturity of the proram, each *1 shall be held responsible for conductin the standard revie"s '*#.,, *0 chec7list '3H8day 7ic7off), #,,, #.,, *.,, %.,, T,,, and *,,) (ll *0 support monthly (ll *roram ,evie"s.The *1 are as7ed to support their *0 durin Business (rea ,evie"s In addition, *1 shall communicate the health of their proram at monthly Technical *roram ,evie" and/or 1nineerin 0anaement ,evie"s If a proram eFperiences sinificant interruption "hether it cost, schedule, technical, or other this information needs to be communicated up the chain of command as eFpediently as possible2C4ntegrity The *1 is the closest to the proram and is typically 7no"ledeable across all the disciplines.It is the obliation of the team members and the *1 to voice issues and concerns as they arise on prorams. 2nder )( circumstance shall the *1 turn a blind eye on improper issues The *1 represent;Duality%ustomer #atisfaction5eadershipInterity*eople#uppliers2G%losing (&o'g&ts3< The *1 is a $1A member of the *roram Team, "ith a very difficult job Be a 5eader< Team builder that displays a commitment and passion ,esults and detailed oriented, "ith a sense of urency Thin7in about both today (M. tomorro" ,econiIe that you o"n all of the enineerin activities, includin cost, schedule and technical performance 5earn ho" to balance and prioritiIe your time Eocus on ramifications if you chose incorrectly Become 7no"ledeable about your supportin functional oraniIations $no" the leaders and the eFperts $no" "hat they can do for you 5everae them for your success3HS'))ary *roject 1nineers "ear many hats and typically do "hat is needed to et the job done It is not easy bein a *1< GHO of the proram problems and issues are aired "hile only 1HO of the ood issues are ever raised %hallened budets, manpo"er issues, and short schedules only contribute to the joy of *1s There is a reat deal of satisfaction seein a proram successfully complete and transition to production or sustain production to support the "ar fihter But "ith all that said;It ta*es a special indi!idual to e+cel as a Project Engineer&Engineering Project #anager31@ ,ast %losing (&o'g&ts