2007-01 Engineering Leadership Tng

8/12/2019 2007-01 Engineering Leadership Tng

1/34

Engineering Leadership

Roles & Responsibilities


2/34

2006 Rockwell Collins, Inc. 15-Dec-2006 2

Legal Notice

Copyright 2006-2007 Rockwell Collins, Inc. All Rights Reserved.

Permission i s hereby granted to anyone to use this copyrighted material for any lawful purpose, including commercial applications,

and to alter it and redistribute it freely, subject to the following restrictions:

The origin of thi s copyrigh ted material must not be misrepresented; you must not claim that you wrote the original text.

If you use this copyri ghted material (in whole or in part) in a product, the Rockwell Collins copyr ight noti ce must appear in the product and

acknowledgement of Rockwell Collins contributi on must appear in any accompanying documentation.

Al terat ions to the Rockwell Coll ins copyr igh ted mater ial mus t be plainly marked as such, and not mis repr esented as work att ribut able to

Rockwell Collins.

Product support for the copyrighted material is not provided.

NO WARRANTIES. THE COPYRIGHED MATERIAL IS PROVIDED AS IS WITHOUT WARRANTY OF ANY KIND. TO THE MAXIMUM

EXTENT PERMITTED BY APPLICABLE LAW, ROCKWELL COLLINS DISCLAIMS ALL WARRANTIES, EITHER EXPRESS OR IMPLIED,

INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE,

WITH REGARD TO THE COPYRIGHTED MATERIAL.

NO LIABILITY FOR CONSEQUENTIAL DAMAGES. TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, IN NO EVENT

SHALL ROCKWELL COLLINS, ITS EMPLOYEES, OFFICERS, DIRECTORS OR SHAREHOLDERS BE LIABLE FOR ANY DAMAGESWHATSOEVER (INCLUDING WITHOUT LIMITATION, DIRECT OR INDIRECT DAMAGES FOR PERSONAL INJURY, LOSS OF BUSINESS

PROFITS, BUSINESS INTERRUPTION, LOSS OF BUSINESS INFORMATION, ORANY OTHER PECUNIARY LOSS) ARISING OUT OF THE

USE OF OR INABILITY TO USE THE COPYRIGHTED MATERIAL, EVEN IF ROCKWELL COLLINS HAS BEEN ADVISED OF THE

POSSIBILITY OF SUCH DAMAGES.

This license shall be subject to the laws of the State of Iowa.

Exclusive jurisdicti on of any and all legal proceedings pertaining to this matter shall be in State or Federal Court in Linn County, Iowa.


3/34


Course Overview

Course Objective

Provide an understanding of the roles & responsibi lities of

engineering disciplines at Rockwell Collins.

Course Outline

Engineering Roles & Responsibil ities

Engineering Project Leadership

System vs. Design Engineering

Project Teams

Engineering Training


4/34


Course Objectives: Roles & Responsibilities

Explain the differences between:

Life Cycle Value Stream Manager (LVCSM) aka Program Manager

Technical Project Manager (TPM)

Project Engineer (PE)

System Engineer

Cognizant Engineer

Design Engineer

Explain the difference between project execution team (LCVSM, TPM,and PE) and engineering resource management team (director,department manager, group manager) roles & responsibil ities.

Explain the role of the LCVSM, TPM, and PE within the context of the

RC-MAP and RC-IPM processes. Explain the role of the System Engineer, Cognizant Engineer , and the

Design Engineer within the context of the RC-TCP.


5/34


Course Objectives: Skill & Knowledge Areas

Understand the skil l and knowledge areas needed for the TPM and PEdisciplines.

Understand the skil l and knowledge areas needed for the SystemsEngineer discipl ine.

Understand the diverse skill and knowledge areas needed for the DesignEngineer.

Evaluate different organizational skil l mixtures that make effective projectteams able to apply various combinations of LCVSM, TPM, PE, andSystem Engineering roles to effectively staff a project.

Understand the range and scope of responsibil ities for each discipl ine financial (resource), schedule, and technical scope

Understand the RC-MAP, RC-IPM, and RC-TCP appl icabili ty to eachdiscipline.

Understand the training opportunities currently available for eachdiscipline.

Understand the benefits that each role provides to a project.


6/34


Definitions

Life Cycle Value Stream Manager (LCVSM)

Life Cycle Responsibility for products.

This includes business pursui t and capture, product development, transitionto production, customer delivery and support, and transition out of production.

Must coordinate activ ities across the RCI shared business model;Engineering, Manufacturing, Marketing, Sales, and Service functions.

Technical Project Manager (TPM)

Single point of contact for engineering on a development project.

Responsible for the technical leadership and project management of the

design & development activities, within the guidelines set by theLCVSM/Program Manager and Customer.

Provides project management expertise by planning, organizing, directing,and coordinating functional department activ ities to achieve cost, schedule,and performance requirements

Project Engineer (PE) Lead engineer assigned to a specific project to represent the project interests

for product development

Lead coordinator and cost, schedule, and performance accountability for aspecific domain and/or discip line within engineering.

also known as Program Manager or

Product Line Manager

also known as Technical Director


7/34


Engineering Leadership: Common Purpose, Different Roles

LCVSM PETPM Multi-Disciplinary Team

Leader

Operations, Services,Finance, Engineering

Responsib le for Profit & Loss

Responsib le for overallproject commitments

High Customer Contact

Business Development

Enterprise Coordination

Covers project activit ies forDP A DP G

Single-Domain Engineering TeamLeader

Either Single or Multi -discipline

Responsib le for WBS Activity

Responsib le for completingcommi tted activities and tasks

Limited Customer Contact Technical Content

Covers project at various ProjectMilestones (as needed)

Multi-Disciplinary EngineeringTeam Leader

Systems, Software,Electrical, Mechanical,Quality

Responsib le for TechnicalProject Budget

Responsib le for ensuringproject technical milestonesare satisfied

High Customer Contact

Engineering Focal Point

Project Execution

Covers project activit ies forDP C DP E

Project Management


8/34


Engineering Leadership Work Allocation


9/34


Resource vs. Project Management

Project Management

LCVSM, TPM, PE

Assigned to specific projects Primary project cost, schedule,

and performance accountability

Responsible for resource utilizationand daily work assignment

Responsible for efficient projectexecution

Responsible for identifying projectskill and training needs

Resource Management

Engineering Director, DepartmentManager, Group Manager

Support one or more projectsAccountable for participant team

member(s) contribution towardperformance on project(s) incl TPM &PE

Responsible for resource availability& assignment to projects

Responsible for efficient resourceutilization across projects

Responsible for resourcedevelopment (training)

Includes mentoring TPM and PEs intheir leadership roles


10/34


RC Key Policies and Procedures

RC-Management Authorization Process (MAP): Provides primary executive

decision-making of project execution.

RC-IPM provides opportuni ty for periodic reviews.

Integrated Performance ManagementIntegrated Performance Management

DPADPA DPBDPB DPCDPC DPDDPD DPEDPE DPFDPF DPGDPG

Validateopportunity Analyze

DevelopProposal

Negotiationsand Planning

Full ScaleDevelopment

Build & FieldSupport

FieldSupport

Note: Picture not intended to imply timing, only sequence

AuthorizationtoAnalyze


AuthorizationtoPursue


Authorizationto SubmitProposal

Authorizationto SubmitProposal

Authorization toLaunch Against

Baseline

Authorization toLaunch Against

Baseline

Authorizationto Build &

Field Support

Authorizationto Build &

Field Support

Authorizationto Discontinue

Production

Authorizationto Discontinue

Production

Authorizationto DiscontinueField Support

Authorizationto DiscontinueField Support

Decision Points

CadenceCadenceReviewsReviews

Check Point ReviewsCheck Point Reviews

Management Authorization Process


11/34


Integrated Performance Management (IPM) Process

Primary process model for project management

Used rout inely by LCVSM, TPM, and PE to manage projects

Cyclical management model

Quarterly

Monthly

Every week

Every day

Supports fundamentals of project management

Aligned with Pro jec t Management Inst itute (PMI) practices

Define Project Objectives

Design WBS

Define Funding Strategy

Define Critical Performance

Measures

Identify Risks &

Opportunities

Characterize Risks &

Opportunities

Manage Risks &

Opportunities

Plan Activities & Tasks

Plan Resources

Plan Earned Value

Estimate cost

Create schedule

Obtain commitments

Establish Baseline

Initiate Work (Project Kick-

Off & Team Meetings)

Manage Work

Perform Configu ration

Control

Conduct Peer Reviews

Perform Change Control

Generate reports

Analyze project

performance

Conduct pro ject reviews

Capture project

accomplishment summary/

report Capture project metrics

Entry: Project Initiation

Exit: Project Completion

SAP Project Fusion variant of IPM


12/34


RC-Technical Consistent Process (TCP)

Capture OriginatingRequirements

Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution

Validate SolutionDevelop Validation Cases &

Procedures

Develop Verification Cases

& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution


13/34


RC-MAP with RC-IPM and RC-TCP

DPADPA DPBDPB DPCDPC DPDDPD DPEDPE DPFDPF DPGDPG

Validateopportunity Analyze

DevelopProposal

Negotiationsand Planning

Full ScaleDevelopment

Build & FieldSupport

FieldSupport

Note: Picture not intended to imply timing, only sequence

Authorization

toAnalyze


Authorization

toPursue


Authorization

to SubmitProposal

Authorization

to SubmitProposal

Authorization to

Launch AgainstBaseline

Authorization to

Launch AgainstBaseline

Authorization

to Build &Field Support

Authorization

to Build &Field Support

Authorization

to DiscontinueProduction

Authorization

to DiscontinueProduction

Authorization

to DiscontinueField Support

Authorization

to DiscontinueField Support

Decision Points

Management Authorization Process

Plan

Asses s

Risk

Set

Direction

Evaluate

Execute

Plan

Asses s

Risk

Set

Direction

Evaluate

Execute

Plan

Asses s

Risk

Set

Direction

Evaluate

Execute

Plan

Asses s

Risk

Set

Direction

Evaluate

Execute

Plan

Assess

Risk

Set

Direction

Evaluate

Execute

Capture Originating Requirements

Define Operational Concepts

Define Requirements

Design Product

Implement

ProductIntegrate

Product

VerifyProduct

Validate

Product

Support Product

Time Progression (not to scale)


14/34


RC Process Focus

RC-MAP

LCVSM: Use RC-MAP to manage overall program life-cycle Provide accountability to executive leadership

TPM: Use RC-MAP to support LCVSM at decision points

PE: Use RC-MAP to support TPM at decision points RC-IPM

LCVSM: Use RC-IPM for managing project teams

TPM: Use RC-IPM for managing project execution Provide accountability to LCVSM

Project technical plan provides basis of engineering development

PE: Use RC-IPM for managing activities and tasks RC-TCP

LCVSM: Seldom use RC-TCP except to coordinate with engineering projectteam

TPM: Use RC-TCP to help plan project team activity network

PE: Use RC-TCP to p lan and perform engineering Provide accountability to TPM

Blue highlight = primary interest area


15/34


16/34


Definitions

System Engineer

Systems Engineers utilize an interdisciplinary approach focusing oncustomer needs and requirements to design, develop, document andtest hardware and/or software systems ranging from the simple to

extremely complex Domain engineer providing guidance on project technical direction

Design Engineer

Engineer providing technical product solutions

Cognizant Engineer

Lead engineer providing focal point coordination for a specificproduct area used on a project (sometimes same as PE when productwork conducted on project)

Test Engineer

Engineer providing independent test services for product integration,verification, and validation


17/34


Definitions

System Engineer Technical Project Manager

Technical Project Manager:

Interdisciplinary role - management

Provides project management services for design and

development activities for a given project

Cost, schedule, and project performance accountability to LCVSM

Work governed by IPM process; oversees overall TCP execution

System Engineer

Interdisciplinary role technical

Provides technical definition for a specific domain area for a

project (technical domain expert)

Technical performance accountabil ity to PE & TPM

Work governed by TCP process; technical coordination between

disciplines

Can be same person, but

roles are distinct


18/34


Definitions

System Engineer Project Engineer

Project Engineer:

Can be from any discipl ine (system, software, hardware, etc)

Provides project management services for a specific domain

and/or discipline area for a given project

Cost, schedule, and project performance accountability to TPM

Work governed by IPM process; oversees TCP execution

System Engineer

Typically specifically trained as a system engineer

Provides technical definition for a specific domain area for a

project (technical domain expert)

Technical performance accountabil ity to PE & TPM

Work governed by TCP process; technical coordination between

disciplines

Can be same person, but roles

are distinct


19/34


Technical Consistent Process: Systems Engineering


Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

System Engineer


20/34


Technical Consistent Process: Design Engineering


Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

Design Engineer


21/34


Technical Consistent Process: Product Engineering


Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

Cognizant Engineer


22/34


Technical Consistent Process: Test Engineering


Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

System Engineer Test Engineer


23/34


Technical Consistent Process: Mixed Project Team


Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

Cognizant Engineer

Systems Engineer Test Engineer

Design Engineer


24/34


Engineering Technical Roles

Technical Project Manager / Project Engineer

Project Leader; either domain and/or discip line leader of a projectteam; cost, schedule, and performance management (IPM process)

System Engineer Problem space analyst; investigates customer needs, operational

concepts, requirements, and architecture and design solution trade-offs; ensures product meets requirements and needs

Design Engineer

Solution space designer; creates products that fulfil l the problemdefinition

Cognizant Engineer

Product family engineer; lead technical engineer for a specificproduct or domain; not assigned to any one project, but supports a

product/ domain for several customers Test Engineer

IV&V cognizant engineer; provides IV&V services to ensure productmeets requirements and needs


25/34


DomainDomainDomain

Blending Engineering Teams

Projects require unique blend of engineering leadership (TPM and

PE) and engineering practitioner (System and Design)

LCVSM

TPM OPS CASFIN

Domain PE Domain PE Domain PE Quality Eng

System Eng

Soft

DesignElec

DesignMech

Design

Project EngSystems Eng

System Eng

Soft

DesignElec

DesignMech

Design

System Eng

Soft

DesignElec

DesignMech

Design

Typical domain engineering team:

One domain lead PE

System PE

System EngSystem Eng

System Eng


26/34



LCVSM

TPM OPS CASFIN

Domain

System PE Software PE

Electrical PE

System EngSoft

Design

ElecDesign

MechDesign

Mechanical PE

Domain


Electrical PE

System EngSoft

Design

Elec

Design

Mech

Design

Mechanical PE

Typical engineering team:

PEs share domain lead

Quality EngSystem PE


System Eng


27/34



LCVSM

TPM OPS CASFIN

Domain (PE - Option)


Electrical PE

System Eng Soft Design

Elec DesignMech

Design

Mechanical PE

TPM TPM

Sometimes may need

multiple TPMs.

Manage sub-elements

of project to break work

down into manageable

size

Lead TPM for total

performance

management



Electrical PE


Elec DesignMech

Design

Mechanical PE



Electrical PE


Elec DesignMech

Design

Mechanical PE



Electrical PE


Elec DesignMech

Design

Mechanical PE



Electrical PE


Elec DesignMech

Design

Mechanical PE



Electrical PE


Elec DesignMech

Design

Mechanical PE


Very Large Project w/

Multiple TPMs

Potential multiple PEs

depending on product

complexity

Quality EngSystem PE

System EngSystem EngSystem Eng


28/34



LCVSM

TPM OPS CASFIN

Quality EngDomain (PE - Option)


Hardware PE


Elec Design Mech Design



Hardware PE





Hardware PE



Common Combined

Hardware Team


Simple Hardware

System PE


System Eng


29/34



LCVSM

TPM OPS CASFIN

System PE

Quality Eng

TPM and

System

Engineer PErole blended

Domain

Domain PE

System Eng

Soft

Design

ElecDesignMech

Design

Domain

Domain PE

System Eng

Soft

Design

ElecDesignMech

Design

Domain

Domain PE

System Eng

Soft

DesignElec

DesignMech

Design


Simple System

Blending

depends onmagnitude &

balance of

system

engineering

work vs. project

managementwork


System Eng


30/34



LCVSM

TPM

OPS CASFIN

System PE Quality Eng

TPM and

LCVSM role

blended

Domain

Domain PE

System Eng

Soft

Design

ElecDesignMech

Design

Domain

Domain PE

System Eng

Soft

Design

ElecDesignMech

Design

Domain

Domain PE

System Eng

Soft

DesignElec

DesignMech

Design


Simple Program

Blending

depends on

magnitude &

balance of

technical

project

management

work &

business

development &enterprise

project

management

System EngSystem EngSystem Eng


31/34



LCVSM

TPM

OPS CASFIN

System PE Quality Eng

Soft

Design

Elec

Design

Mech

Design


Simple Program & System

Simple System

work may

require only asmall

engineering

team.


System Eng

Soft

DesignSoft

Design

Elec

DesignElec

Design

Mech

DesignMech

Design

System PE

provides

overall

technicalleadership


32/34


Technical Consistent Process: Systems Engineering

Capture Originating

Requirements

Define Operational

Concepts

Define Requirements

Design Solution

Implement Solution

Integrate Solution

Verify Solution


Procedures


& Procedures

Develop Acceptance

Cases & Procedures

Manage Project

Support Solution

System Engineer

Technical Project Manager/ Project Engineer


33/34


Engineering Leadership Training

TPM & PE Available Courses

Fundamentals of Project ManagementPurpose: Provide a solid foundation for effective project management processes and methods.

Audience: Technical Project Managers (TPMs), Project Engineers (PEs), or anyone interested in improving their projectmanagement skills.

Length: 16-hours in 2-days.

Status: Register through Oasis today!

Role of the TPM at Rockwell Coll insPurpose: Provide training on Rockwell Collins specific processes and tools that aid the project manager.

Audience: Technical Project Managers (TPMs), Project Engineers (PEs), or anyone interested in understanding RockwellCollins project management culture.

Length: 12-hours in 1.5-days.

Status: Register through Oasis today!

Engineering Roles and Responsibilit ies (this class!)Purpose: Provide training on the different roles & responsibilities of the LCVSM, TPM, PE, System Engineer, and DesignEngineer common responsibilities with complementary roles.

Audience: Technical Project Managers (TPMs), Project Engineers (PEs), or anyone interested in understanding RockwellCollins project management culture.

Length: TBD.

Status: In Progress to be completed by close of Dec 2006. Pilot courses offered Nov 2006.

Overview of the Technical Consistent Process (TCP)Purpose: Provide an overview of the Technical Consistent Process its purpose, tailoring, and application on engineeringdevelopment projects.

Audience: Technical Project Managers (TPMs), Project Engineers (PEs), or anyone interested in understanding the TCP.

Length: 2-hrs.

Status: In Progress to be completed mid-Nov 2006. Pilot course available today!


34/34

2007-01 Engineering Leadership Tng

Documents

Transcript of 2007-01 Engineering Leadership Tng