INCOSE SYSTEMS ENGINEERING COMPETENCIES

Transcription

1 INCOSE SYSTEMS ENGINEERING COMPETENCIES Rail Interest Group 16 th September 2009 Sandra Hudson 1

2 Do We Need A Competency Framework? 2

3 Topics Background INCOSE Systems Engineering Competencies Framework & Guide to Competency Evaluation Usage & Tailoring Application within General Dynamics UK 3

4 History Issue identified by the INCOSE UK Advisory Board (UKAB) in 2003 Needed a common language with which to describe and discuss the competencies that are required to conduct good systems engineering Objective To have a measurable set of competencies for systems engineering which will achieve national recognition and will be useful to the enterprises represented by the UKAB 4

5 Working Group 3 Phases Phase 1 Systems Engineering Competencies Framework, Issue 1, October 2004 Phase 2 Guide to Competency Evaluation, Issue 1, October 2007 Update to Framework, Issue 2, October 2007 Phase 3 Update to both the Framework and the Guide using feedback from a wide variety of sources In final review, due for release October

6 Systems Engineering Competencies Framework & Guide to Competency Evaluation 6

7 SE Competencies Framework Systems Engineering ability comprises: Competencies Supporting Techniques Basic Skills and Behaviours Domain Knowledge 7

8 SE Competencies Framework Systems Engineering ability comprises: Competencies Supporting Techniques Basic Skills and Behaviours Domain Knowledge Competencies of Systems Engineering An individual Systems Engineer will have other competencies and abilities 8

9 Competency Themes Systems Thinking Contains the under pinning systems concepts and the system/super-system skills including the enterprise and technology environment Systems Engineering Management Deals with the skills of choosing the appropriate lifecycle and the planning, monitoring and control of the systems engineering process Holistic Lifecycle View Contains all the skills associated the systems lifecycle from need identification, requirements through to operation and ultimately disposal 9

10 Competency Titles Systems Thinking Systems concepts Super-system capability issues Enterprise and technology environment Systems Engineering Management Concurrent engineering Enterprise Integration Integration of specialisms Lifecycle process definition Planning, monitoring and controlling 10

11 Competency Titles Holistic Lifecycle view Determine and manage stakeholder requirements System Design: Architectural design Concept generation Design for Functional analysis Interface management Maintaining design Integrity Modelling and simulation Select preferred solution System robustness Integration & Verification Validation Transition to Operation 11

12 Structure of Competency Tables Each competency table provides: A description Why it matters Effective indicators of knowledge and experience Awareness Supervised Practitioner Practitioner Expert 12

13 Levels of Knowledge & Experience Awareness The person is able to understand the key issues and their implications. They are able to ask relevant and constructive questions on the subject. This level is aimed at enterprise roles that interface with SE and therefore require an understanding of the SE role within the enterprise. Supervised Practitioner The person displays an understanding of the subject but requires guidance and supervision. This level defines those engineers who are in-training or are inexperienced in that particular competency. Practitioner The person displays detailed knowledge of the subject and is capable of providing guidance and advice to others. Expert The person displays extensive and substantial practical experience and applied knowledge of the subject. 13

14 Example Competency Table COMPETENCY AREA - Systems Thinking: System Concepts Description: The application of the fundamental concepts of systems thinking to systems engineering. These include understanding what a system is, its context within its environment, its boundaries and interfaces and that it has a lifecycle. Why it matters: Systems thinking is a way of dealing with increasing complexity. The fundamental concepts of systems thinking involves understanding how actions and decisions in one area affect another, and that the optimisation of a system within its environment does not necessarily come from optimising the individual system components. EFFECTIVE INDICATORS OF KNOWLEDGE AND EXPERIENCE AWARENESS SUPERVISED PRACTITIONER PRACTITIONER EXPERT Is aware of the need for systems concepts. Aware of the importance of: system lifecycle hierarchy of systems system context interfaces interactions amongst systems and their elements Understands systems concepts. Understands the system lifecycle in which they are working. Understands system hierarchy and the principles of system partitioning in order to help deal with complexity. Understands the concept of emergent properties. Can identify system boundaries and understands the need to define and manage the interfaces. Understands how humans and systems interact and how humans can be elements of systems. Able to identify and manage complexity with appropriate techniques in order to reduce risk. Able to predict resultant system behaviour. Able to define system boundaries and external interfaces. Able to assess the interaction between humans and systems, and systems and systems Able to guide supervised practitioner. Able to review and judge the suitability of systems solutions and the planned approach Has coached new practitioners in this field. Has championed the introduction of novel techniques and ideas in this field which produced measurable improvements Has contributed to best practice. 14

15 Guide to Competency Evaluation Competency Level Possible Contributory Types of Evidence Awareness Learning & Development Tell me about it (overview) Supervised Certified Education Practitioner Tell me about it (can explain & understands why) Experience of doing (on a training course or as part of a team) Practitioner Experience of doing - Relevant and Recent (last 5 years) Objective Evidence Expert Experience of doing - Relevant and Recent (last 5 years) Objective Evidence Peer References/Assessment 15

16 Usage & Tailoring 16

17 Usage Can be used at different levels, with different focus Individuals Projects Enterprises Recruitment Academic Institution / Training Providers 17

18 Tailoring Enterprises should tailor the framework for their use Examples of Tailoring Adding or deleting competencies Adding or deleting indicators within the levels Changing the names of the levels Defining enterprise specific Supporting Techniques, Basic Skills & Behaviours and Domain Knowledge Mapping of enterprise roles to competencies 18

19 Other Factors that Affect Ability Complexity of previous projects Size of pervious projects Quality of previous work Number of year experience 19

20 Application in General Dynamics UK 20

21 The Capability Framework Engineering capability comprises 4 aspects: Engineering Competency System (as developed by INCOSE) Software Hardware Mechanical Support Ability/Knowledge in Supporting Tools & Techniques Domain Knowledge Generic Behavioural Competencies 21

22 Development of Other Discipline Competencies Other Disciplines: Software, Hardware, Mechanical & Support Management Competencies Discipline Lead Lead Engineer Engineering Manager Internal General Dynamics UK Workshops Practitioners from the disciplines involved INCOSE SE Competency format used Level names (Awareness Expert) changed to numbers 22

23 Supporting Techniques/Domain Knowledge /Generic Behavioural Competencies Key Supporting Tools and Techniques in use across GD-UK brainstormed Split into: General (i.e. used by all disciplines) Discipline Specific Domain Knowledge desired across General Dynamics UK also brainstormed Generic Behavioural Competencies Common across the organisation 23

24 Assessment Against the framework Systems Thinking Holistic Lifecycle Systems Engineering Management Concepts of Systems Thinking Architectural Design Super System Capability Issues Business & Technology Environment Determine & Manage Stakeholder Requirements Functional Analysis Concept Generation Design for... Modelling & Simulation Interface Management Maintaining Design Integrity Integration & Verification Select Preferred Solution System Robustness Validation Transition to Operation Concurrent Engineering Enterprise Intergration Integration of Specialisms Assessment of Systems Engineers completed Carried out by Engineering Managers Lifecycle Process Definition Planning, Monitoring & Controlling Managers discuss and agree with individuals Self assessment in use of supporting & tools techniques/domain Knowledge Basic Skills & Knowledge part of annual appraisal process 24

25 How will the Information be Used? Understanding each individual s capability, hence overall Company capability Identifying where learning & development is required Basis for discussion at annual appraisals Capability profiles will be updated at least annually at appraisals Basis for Personal Development Plans If a PDP is desired by the individual Referenced during salary reviews and the promotions process 25

26 Summary Systems Engineering Competency Framework Defines the competencies of Systems Engineering in 21 tables Guide to Competency Evaluation Indicates the types of evidence to look for when using the Competency Framework to asses a Systems Engineer Both should be tailored for your needs Adapt, add, remove, make it work for you But hopefully a good starting point 26

27 Location of Documents es/other_documents.aspx?catid=groups 27

28 Acknowledgements Atkins BAE Systems Brass Bullet Ltd DSTL EADS Astrium General Dynamics United Kingdom Limited Harmonic HMGCC Loughborough University Ministry of Defence Rolls Royce SELEX Galileo Thales Ultra Electronics University College London 28

29 A Missing Competency? 29

30 Thank you! Questions & Discussion Sandra Hudson General Dynamics United Kingdom Limited