Systems Engineering Leadership Training

Systems Engineering Leadership Training

Systems Engineering Leadership Training Course Description

Systems Engineering Leadership Training covers the principals and methods required for effectively managing engineering projects, and getting the most out of your team staff, both individually and as a team.

Systems Engineering Leadership Training teaches you in-depth knowledge of how to manage engineering projects to expand project success, within the project’s given restraints.

As a project manager, you probably have experienced issues in delivering desired outcomes to stakeholders on time, on budget and satisfying needs. The more complex the problem, solution, problem novelty, solution novelty and diversity of stakeholders, the greater the difficulty is going to be. During systems engineering leadership training, we will teach you the tactics, methods, and tips on how to tackle these challenges, how to work with your people and stakeholders, how to deliver results within the planned schedule and budget, and how to produce satisfactory results at the end.

Systems Engineering Leadership Training provides a thorough development program that offers for leadership and technical development, training and benchmarking, coaching, and mentoring.

Learn about

• Difference between systems engineering management and engineering management
• PMBOK
• Systems engineering and how it is relevant
• The skills, knowledge and attitudes (SKA’s) encouraging success in leading engineering projects
• The responsibilities of the engineering manager/team leader in ensuring these SKA’s are in place
• System life cycle models
• Waterfall development
• Incremental development
• Evolutionary development
• Agile
• Spiral development
• Lean
• Simultaneous/concurrent engineering
• systems Engineering Management Plan (SEMP)
• Work Breakdown Structure PBS/WBS
• PBS/WBS relationship to cost and schedule estimation and control
• EVM definition
• EVM relationship to systems engineering management
• Risk ingredients
• Relationship of PBS/WBS to risk analysis and risk management
• Requirements management, configuration management, interface management and data management fundamental
• The role of leadership in conducting successful engineering projects

Audience

Systems Engineering Leadership Training is a 4-day course designed for:

• Program managers
• Project sponsors
• Project managers and their planning advisers
• Project chief engineers
• Engineering managers
• Team leader
• System engineers
• Software systems engineers
• Engineers of all other types

Training Objectives

Upon the completion of Systems Engineering Leadership Training, the attendees are able to:

• Receive hands-on developmental experience that enhance their discipline knowledge, skills and abilities to lead complex projects
• Gain development and coaching required to boost key leadership skills and abilities to become a highly effective Systems Engineer;
• Attain critical thinking, systems thinking, judgment, and decision making skills
• Enhance leadership effectiveness through coaching and feedback
• Possess a strong working knowledge of how to effectively manage engineering projects
• Take on a systems engineering management role
• Work successfully within projects, in any capacity

Course Outline

Overview of Systems Engineering Leadership

• The systems engineering management role
• The value of systems engineering
• Definitions and concepts
• Qualities of effective leadership
  • Behavioral characteristics
  • Personality characters
  • Leadership styles and communication styles
  • Communication styles
  • Management responsibilities

Introduction to Systems Engineering

• Concept of system
• Systems thinking
• System life cycle processes
• System life cycle models
• Systems-of-systems engineering
• Main characters of excellence in systems engineering
• Main features of excellence in management
• Systems engineering fundamentals and concepts
• Overall systems engineering process models
• Concurrent/simultaneous engineering
• V model, Wedge model, Double-V model, Multiple V model
• Comprehending the inputs and the outputs
• Defining the problem
• Designing the physical solution
• Functional and state-based design
• Effectiveness assessment and decision-making
• Requirements specification writing
• System integration
• Verification
• Validation
• Specialty engineering
• The role of cognitive systems engineering

Main Engineering Artifacts and their Roles

• Systems Engineering Management Plan (SEMP)
• Systems engineering plans
• Operational concept descriptions
• System requirements specifications
• Software requirements specifications
• Interface requirements specifications
• Verification requirements specifications
• Architectural design descriptions
• Detailed design descriptions
• Test/verification procedures
• Records of test/verification results
• Validation plans/procedures
• Records of validation results
• Other possible artifacts
• Integrated logistics support plan
• Feasibility study investigations
• Trade-off study reports
• Simulation reports
• Specification tree

Model-Based Systems Engineering (MBSE)

• Systems engineering in a research environment
• Software support to systems engineering
• Hardware support to systems engineering

Introduction to Management

• The responsibilities and role of management
• Fundamental concepts of management
• “The Fifth Discipline”
• Value stream mapping

Project Management Principals

• The role and responsibilities of project management
• Fundamental concepts of project management
• PMBOK
• Lean theories
• Agile concepts
• Project management certifications

Fundamentals of Engineering Management

• The role and responsibilities of engineering management
• Engineering the engineering system

Systems Engineering Management

• The role and responsibilities of systems engineering management
• Systems engineering in various business models
• Internal project
• Development under contract
• Product development in sales forecasting
• Principles of systems engineering management
• Logistics Support Analysis (LSA)
• Contract management
• Managing complication
• Managing safety-critical systems

Planning the Engineering Performance

• Various methods of development and relationship to planning
• Waterfall, incremental, evolutionary, agile, lean, spiral
• Concurrent/simultaneous engineering/IPPD
• Modifications engineering
• Integration of risks and possibilities into planning
• Key planning artifacts

Process and Work Breakdown Structure (PBS/WBS)

• PBS types
• Importance of the PBS in successful engineering management
• PBS preparation rules
• The PBS and cost accounts
• The PBS and work packages
• PBS/WBS development drawbacks and pointers
• Costing the engineering effort
• Cost metrics
• COSYSMO, PRICE, SEER
• Scheduling the engineering effort
• Planning according to the event
• Sequencing activities
• Critical path, and critical path index
• Decision analysis and value/cost engineering
• Decision-making in engineering planning
• Constructing an EMV decision tree
• Applying verification and validation
• Technical reviews for verification, validation, assessment and control
• Planning downsides and pointers

How to Develop a PBS/WBS

• Systems engineering plans
• Scoping SE – the SEP (SEMP)
• Importance of a SEP preparation
• SEP relationship to other plans
• The SEP content
• The SEP relationship to ISO 9001
• Drawbacks of preparing a SEP
• Stage plans
• Product development plans
• Specialty engineering plans
• Functional plans

Applying Verification and Validation

• Verification and validation terms
• Verification specifications
• Verification techniques
• Verification design
• Validation methods

Verification, Validation, Assessment, and Control

• Requirements overview
• Design review fundamentals
• Architectural Design Review (ADR)
• Detail Design Review (DDR)
• Functional Reviews
• System-wide design reviews
• Test Readiness Review (TRR)
• Requirements satisfaction audits (FCA’s)
• Design description (BS-BS) audits (PCA’s)
• Incremental builds
• Management of technical reviews
• Client involvement in technical reviews
• Drawbacks in performing technical reviews

Leading the Engineering Effort

• Knowledge, skills, and manners encouraging high performance in the nine systems engineering process areas
• Alternative organizational structures – functional, matrix, project
• Categories of teams:
  • Teams in general
  • Product development teams
  • Process cells
  • Tiger teams
  • Red teams
  • Interface Control Working Groups (ICWGs)
  • Integrated Product Teams (IPTs)
• IPT types and related issues
• Product cells application
• Functional cells application
• Steps to success
• Employment the engineering organization
• Relationships to customer and supplier organizations
• Organizational disadvantages and pointers

IPT Types and Related Issues

• Features and products of an IPT
• Inside an IPT
• When to use IPTs
• Team main success factors
• Attracting customer attention
• Challenges to IPT effectiveness
• IPT formation and start-up
• IPTs and the PRINCE2TM project management method
• IPTs and data management, configuration management
• Classifications of IPT
• Team size

Requirements Management

• Choosing requirements analysis processes
• Requirements traceability in requirements analysis
• Requirements traceability in design
• Traceability from goals
• Incorporation with test or verification traceability – VCRI/VCRM/RTEM etc.
• Software tools supporting requirements management
• Drawbacks and pointers of requirements management

Design Management

• Design processes
• Innovation management
• Design complexity management
• Stay away from under-engineering
• Stay away from over-engineering
• Design traceability
• Drawbacks and pointers in design management

Configuration Management

• Configuration definition
• Concept and baseline
• CM standards
• Fundamental CM activities

Interface Management

• Interface management objectives
• Interface requirements
• Interface design
• Interface consistency
• Interfaces merging in complex systems
• Organizational angles of interface management

Engineering Data Management

• Objectives
• Data modeling
• Data exchange tools
• Differences between data management and configuration management

Knowledge Management

• Objectives
• New knowledge protection
• Lessons to be learned
• Interaction of new knowledge
• Intellectual property

Engineering Specialty Integration (ESI)

• Importance of engineering expertise
• Engineering specialties
• ESI general approaches
• Organizational issues of ESI

Managing System Integration

• Issue-free system integration
• System integration planning
• Importance of integration testing
• Role of designers
• Identifying the causes of problems
• Incremental system integration
• Integration test beds
• Measures for the balance of work in a system integration phase

Verification & Validation Management

• Project-wide V&V
• Verification methods requirements
• Design verification methods
• System/subsystem verification requirements
• System/subsystem verification methods
• System/subsystem verification design
• System/subsystem verification traceability

Engineering Cost and Time Management

• EVM
• Regulating systems engineering costs
• Tracking time performance
• Regulating systems engineering schedule

Systems Engineering Performance Management

• Engineering performance measurement
• Engineering progress meetings
• Added value management
• Integrated performance measurement

Risk and Opportunity Management

• The nature of risk
• Risk components
• The nature of opportunity
• Main activities of risk management
• Requirements risk
• Technology risk
• Complexity risk

Systems Engineering Leadership Training Workshop

• Case Studies
• Hands-on Activities
• Videos
• In-Class Activities