R E S O L V I N G   ENGINEER – MANAGER CONFLICTS

Course Outline Challenger Disaster Disclaimer National Security Space Programs Mythical Man – Month Chief Scientist Analytic & Gaming Sims Complex Systems

NATIONAL SECURITY SPACE   •   Primary driver cost, not mission success   •   Unrealistic budgets, unexecutable programs   •   Competitor not “burdened” by actual cost   •   Budgets match unrealistic estimates   •   Requirements creep   •   Cost growth 50% – 100%

SHUTTLE

•   Success – oriented schedule •   Top – down testing         – Ok for design         – Not for test •   Redefining success         – 1/3 burn-through         – Order of magnitude estimates

•   Hiding failures •   Ignoring difficult issues •   Punishing those who notice problems •   Marketing over engineering

DO THESE REPRESENT A FAILURE OF MANAGEMENT?

ENGINEERS

MANAGERS

Technically strong Detail-oriented     — Studying problems     — Analyzing problems     — Learning or discovering     — Developing insight Lean toward caution     — Do I know enough?     — Drawing conclusions     — More than enough data     — Desire to understand Methods before conclusions Tend to de-emphasize conclusions May misunderstand conclusions Or miss entirely

Good communicaters Big-picture-oriented     — Delegating     — Assigning roles     — Moving forward     — Developing a product Lean toward optimism     — Find the right staff     — Make project succeed     — Underrun     — Ahead of schedule     — “Can do” attitude Tend to put conclusions up front Tend to de-emphasize methods May make engineers feel they’re being ignored, or misused

Engineers:   Managers reckless?

Managers:   Engineers impractical?

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ENGINEERS NEED

MANAGERS NEED

Put conclusions up front     — Methods as backup     — Conclusions primary What’s feasible within budget/ schedule?     — Accept no unrealistic schedules     — Ask for priorities     — Fit reqmts within budget/ schedule     — Testing's effect on budget/ schedule

Require conclusions upfront     — Ask for rewrites otherwise     — Ask for methods as backup Ask what’s feasible within budget/schedule     — Produce no unrealistic schedules     — Give engineers priorities     — Fit reqmts within budget/ schedule     — Testing's effect on budget/ schedule

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NOT A FAILURE OF MANAGEMENT

Failure of original contract to allow REQUIRE adequate testing Failure to fit requirements (AND TESTING) to budget/schedule READ THE DISCLAIMER AGAIN

Bickering between engineers and managers is reminiscent of the fighting, in American auto companies during the 1960s, 1970s, and 1980s, between unions and management – all while the Japanese auto companies were mopping the floor with the Big 3.

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