- Managing engineering organizations today is more difficult due to projects being understaffed and shorter schedules as well as generational differences between employees. - CEOs are more involved in product development and focused on innovation for competitive advantage. They want more visibility into engineering operations. - Talent management must be integrated into business strategy and implemented throughout the organization, not just in HR, to attract and retain employees. - Different approaches are needed to develop and document products to make design decisions and provide definitions for manufacturing. Changing IT landscapes and tools also impact engineering organizations.

1. The Challenges of Managing
Today’s Engineering
Organization
Chad Jackson
Founder and Industry
Analyst

2. CEO’s New Commitment to Innovation

3. Talent at the Top of the CEO Agenda

4. The End of Engineering’s Black Box Era
• The CEO wants to be
more involved in
product development
• Increased focus on
innovation for
competitive
differentiation
• Increased visibility into
product development
operations

5. The Generation Gap in Engineering
• Boomer Engineers • GenY Engineers
– Impending retirement – Large contingent
– Largest contingent – Similarities to Boomers
– Individual accountability – Prefer team-based
mindset decisions
– Largest collection of – Social media
‘engineering know-how’ – STEM shortfall
• GenX Engineers • GenZ Engineers
– Smaller contingent – Internet generation
– Many didn’t choose an – Homeschooling
engineering career generation
– Looser dedication to – Questioning the value
company of college education

6. The Rise of Talent Management
The issue with many companies today is that their organizations
put tremendous effort into attracting employees to their
company, but spend little time into retaining and developing
talent. A talent management system must be worked into the
business strategy and implemented in daily processes
throughout the company as a whole. It cannot be left solely to
the human resources department to attract and retain
employees, but rather must be practiced at all levels of the
organization.
• Sourcing, attracting, recruiting • Performance management
and onboarding • Retention programs
• Managing and defining • Promotion and transitioning
competitive salaries
• Training and development

7. Two Sets of Development Activities
Engineering a Product Documenting a Product
• Activities to explore iterations • Activities to create the
that impact a product’s form, deliverables unambiguously
fit and function define the product
• The purpose is to gain enough • The purpose is to provide a
understand of the trade-offs definition to downstream roles
in these options to make such that they can
design decisions manufacture the product
“There are roughly over 20,000 decisions we have to make before
we reach production with a new car program” General Motors
“By the time you’ve started modeling in CAD, all of the design
decisions have already been made” Cadalyst On the Edge: CAD
Smackdown

8. Changing IT Landscape
• Software Applications • Software Systems
– The Dynamics of the – PLM/PDM
CAD Industry – Mechatronics
– The Broadening Scope Management
of Simulation (FEA, – Enterprise Search
CFD, Systems, – Integration/Mashups
Electronics, Electro- between systems
Magnetics)
– Social computing
– Engineering
Calculations – Mobile devices (tablets,
netbooks, handhelds,
– 3D Visualization & etc.)
Collaboration

9. Panel Discussion: Getting the Most Out of Your Engineering
Organization
Panelists (3): Kiho Sohn, Chief Knowledge Officer at Pratt &
Whitney Rocketdyne, Robert Deragisch, Director
Engineering Services at Parker Hannifin and Tom Crume,
Senior Manager of CAD/CAM Services at Boeing
Has managing an engineering organization ever been more
difficult? Most projects are understaffed and on shorter
schedules. The generation differences from Baby Boomers
to GenX and GenY are a source of friction. And product
complexity is only rising. This panelist discussion will share
best practices and approaches on how to get the most out
of today's engineering organization.

10. Mitigating the Risk in PLM Migration
Speaker: Vijay Vasandani, Nobletek
Many companies, often as a result of merger, acquisition,
or consolidation, are forced into a situation where they
must deal with multiple systems managing their product
data. From an enterprise level IT perspective, there are
obvious challenges to maintaining multiple PLM systems
but migrating the enterprise to a single PLM system can
also be a daunting task. An approach that stages PLM
migration through federation during transition from a
legacy system to a new system can help mitigate the risk
of failure. The merits of this approach and when it can be
used effectively will be discussed along with successful
case studies to demonstrate the viability of the concept in
real world scenarios.

11. Panel Discussion: Empowering Engineering Decision Making
Engineering Management Panelists (3): Rick Mihelic, Engineering Systems
Manager at Peterbilt Motors Company, Robert Deragisch, Director
Engineering Services at Parker Hannifin and Nate Nalven, Engineering
Director at Northrup Grumman
Software Provider Panelists (5): Bob Merlo, Right Hemisphere, Bill
Barnes, Lattice 3D, Doug Halliday, Trubiquity, Ed Martin, Autodesk and Ed
Ladzinkski, Dassault Systemes
We all know the age old adage: early engineering decisions dramatically
affect the cost, schedule and quality of the product downstream. So given
that, how do you go enable your engineers to make the right decisions
fast? This panel discussion will address that issue in the context of three
challenges. First, product information is often scattered across many
enterprise systems such as PLM, ERP, SCM and the like. Second, that
product information is often not in the context of the product or part to
which it applies. And third, engineers have lifecycle responsibilities that pull
them far and wide across the company, undermining their ability to become
experts in any software application or enterprise system.

12. The Challenges of Managing
Today’s Engineering
Organization
Chad Jackson
Founder and Industry
Analyst