Systems Engineering – The People Dimension- M233
This one and a half -day course provides perspective and insight into a part of the system engineering process that is critical to the success of any project: the people, and the leadership and management of people. It includes a short review of system engineering and it’s associated processes, especially the people related aspects. It discusses the subjects of leadership and management, and their differences, and how they relate to system engineering.
The course is valuable to program and Line Management, as well as to technical and administrative personnel who are a part of the system engineering process.
What you will learn:
- How to create a system engineering organization
- How people fit into system engineering.
- Understanding the organizational culture and how to affect it.
- The leadership and management skills needed by you and others.
- Systems View of the Organization. Treats an organization as a system; breaks processes down into segments, including “people.”
- Systems Engineering. The concept of a system, key attributes, and the role of people. Behavioral and technical skills needed, and their relationship to management and leadership.
- Complexity. The concept of complexity and its relationship to system engineering. The manner in which complexity causes managers and leaders to act. Management of complexity.
- People Solving Problems. Exercise to demonstrate the way people address problems in a group or team environment.
- People Drivers. Culture, education and training incentives.
- Leadership. The definition of leadership, its relationship to system engineering. The skills needed and a structure for leadership activity.
- Management. The definition of management, its relationship to system engineering. The skills needed and a structure for management activity.
- Leadership and Management Differences. The description of the difference between leadership and management qualities and their relationship to system engineering.
- Methods to Affect Culture and Skills. Examples are discussed. Class exercise to describe decisions to be made to affect culture of an organization
This course is not on the current schedule of open enrollment courses. If you are interested in attending this or another course as open enrollment, please contact us at (410) 956-8805 or at email@example.com and indicate the course name and number of students who wish to participate. ATI typically schedules open enrollment courses with a lead time of 3-5 months. Group courses can be presented at your facility at any time. For on-site pricing, request an on-site quote.You may also call us at (410) 956-8805 or email us at firstname.lastname@example.org.
Thomas A. Clare, Ph.D.
- has over thirty years of diversified management and senior executive experience in the research and development of large complex systems, software development, science and technology management, human resource management, and R&D laboratory management.
As Executive Director of the Navy’s largest R&D laboratory, Dr. Clare has made major contributions to the research and development of Surface Combatants, Aircraft Carriers, Navy and Marine Corps Systems, including AEGIS, Submarine Launched Ballistics Missile, TOMAHAWK, and Theater Ballistic Missile Defense weapon and combat systems. He has also been a key advisor and leader in the Navy and DOD scientific and technology community, particularly regarding systems engineering and weapon system concepts.
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