Encouragement for System Engineers

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Vincent Sutton
6 years ago
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1 Encouragement for System Engineers What is making YOU successful in projects Andreas Trautmann Consultant, Coach, Trainer Lumicon.ch

2 Project When is a project successful? - Project Goal -> achieved - Schedule -> ok - Quality -> ok - Cost -> ok

3 System Engineering Project Line Planning Controlling Deliverables Complexity? Matrix Organization Quality Configuration Finance Certification Deadlines Resources Margins Digitalization Industry 4.0 Work 4.0 Qualification Specification Reliability Integrity Costumer Budget Reliability Risks Supplier Savings Testing Verification Validation Availability

4 3 fields of competence Functional/ Technical Competence Self Competence Social Competence

Top disturbing factors in projects: unclear goal of the project focus on planning too low (too late, incomplete, not continuous) too many changes of requirements during the project inadequate

5 Top disturbing factors in projects: unclear goal of the project focus on planning too low (too late, incomplete, not continuous) too many changes of requirements during the project inadequate delegation unclarity and deficiancies are accepted for too long inappropriate communication rather doing than listening, solving, not wanting to decide (not now, alone, ) unwillingness to rely on others (interfaces, roles) island thinking oversimplification detailorientation too high lack of motivation to use existing standards (of doing) problem thinking instead of solution oriented acting symptom fighting instead of root treatment

6 Example for project problems and effects: Airbus A380 production - cabling - Cabling problems between body segments - Reduction of production down to 39 aircraft until end of 2009 (planned: 125 aircraft) - Through this 4.8 Billion Euro reduction in profit until end of Share went down by 25% - Management was changed - Re-location of a part of the production from Hamburg to Toulouse

7 The 3 C s of successful cooperation Clarity Consistency Competence

8 Most common violations of the 3C s in daily project life: Communication Planning Priorities Responsibility

9 Interfaces? Responsibility? The «over-the-wall» technique Sales Design Production Customer

10 Effort Planning? The «usual» approach to do a project Time

11 Effort Planning? The «ideal» approach to do a project Time

12 Effort Planning? Plan/Think before you act! Use standards wherever you can! Time

13 lower importance higher importance Priorities / Consistency preferably work here try to avoid to slip into this area plan and prioritize try to avoid to slip into this area distractions interruptions lower urgency higher urgency

14 Clarity and communication Goal? Requirement? Mr. X formulates a requirement

15 Clarity and communication Bring me fruit! Mr. X formulates a requirement

16 Clarity and communication?

17 Clarity and communication Bring me cherries! Mr. X formulates a requirement

18 Clarity and communication

19 Clarity and communication Say what you mean and you get what you want

20 Priorities / Consistency Crisis management in a project how? NO TIME to repair the fence

21 Priorities / Consistency Crisis management in a project how? Take the time you need! Go to the source of the problem Solve the issue there Listen to the participants It s like in Jazz a cooperation Get yourself help Take decisions Contribute to the solution Communicate priorities and progress

22 2x7 Success-factors for positive cooperation in projects: Stay calm and look at the big picture Think and then act Plan early, timely, entirely Use standards wherever you can Be pro-active Eliminate persistantly unclarity Delegate reasonable (ask if it is achievable) Stay in all cases solution-oriented and fact-based Know and respect your interfaces Listen, get yourself help and take decisions Set priorities and communicate to the adequate level Observe the progress persistantly and critically Try to find the source of a problem and solve it there Never stop challenging your own attitudes

23 The 3 C s of Success Clarity Consistency Thank you! Questions? Competence Think about it! Dare to live it!

performance and development

Unit 205 Manage personal performance and development UAN: Level: 2 Credit value: 4 GLH: 18 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: L/506/1788 Management