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The success of a concurrent engineering center is primarily based on the talented and

experienced group of engineers and scientists that make up the team, who are supported by the appropriate tools and facilities in order to do their job more effectively.Concurrent engineering teams typically have several key positions: Customer, study lead, systems engineers, and subsystem or discipline engineers (including risk and cost experts). In a CE environment, the engineering team directly interacts with the stakeholders to facilitate the design, and the customer becomes an active participant in the design process. As the people involved are the most important component of CE, developing a team of engineers that can work together

effectively and produce high-quality products is the highest priority for any CE center. Problems related to creating such a team are currently some of the most challenging to solve for the CE teams.

A CE Team consists of a management or leadership team, a multidisciplinary engineering team, a stakeholder team, and a facility support team. These are all vital elements in achieving a successful CE activity.

 The CE operations manager serves as the CE facility’s advocate and manager. He/she provides coordination with potential and actual customers from first contact through final delivery of the CE products, and arranges/negotiates scheduling and funding for the study and negotiates the products and costs. His primary responsibility is to maintain and evolve the operational CE capability by infusing continuous process and product improvements as well as evolutionary growth into it to ensure the CE environment’s continued relevance.  A capable CE team lead, who is typically also the study facilitator, is crucial for success. The

team lead coordinates and facilitates the team’s concurrent study activity, and is the primary interface to the stakeholders aiming to ensure that the customer objectives are adequately captured and represented in the design. The team lead maintains overall situational awareness in the rapid fire CE environment. The team lead makes sure all team members stay involved and are effectively communicating with the other team members who are critical to

completing their particular portion of the design.

 The engine of every CE team is a cadre of experienced engineers, each representing a different discipline or crosscutting engineering domain. The team of discipline engineers is headed by a lead systems engineer who works hand in hand with the team lead or facilitator. The core engineering team may be supplemented with additional specialty (crosscutting) and/or nonstandard engineering experts as required to meet any unique stakeholder need. These supplementary engineering capabilities can be obtained either from the local Center or from an external source. All engineers on the team are equipped with the techniques and software tools regularly used in their areas of expertise, and all interact with the team lead, the lead systems engineer, the other engineers on CE the team, and the stakeholders to study the feasibility of proposed solutions and to produce the final design for their specific

subsystem.

 A CE facility support team maintains and develops the physical and information infrastructure to support CE activities.

Critical Issues: Getting and maintaining the best staff for the team and how to maximize

efficient collaboration

7.2.4.1.1 Getting and Maintaining the Best Staff for the Team

Not all engineers work effectively in a concurrent engineering environment.Engineers who are successful in CE teams are generally comfortable with working with many unknowns and can easily adapt to rapid changes. They are able to work as part of a team and communicate effectively with stakeholders. Study leads must embody these qualities as well, augmented by leadership and systems engineering skills and a broad experience in engineering systems. Engineers with these characteristics are difficult to find and retain, as they are sought after by flight projects as well. There is also often a cultural bias in organizations that favors

implementation work over formulation work, so it is a challenge to incentivize conceptual design efforts in order to retain highly qualified engineers.

Another aspect of maintaining the staff involves understanding the ideal combination of senior and junior engineers that enables an effective CE team. In order to get the best engineers for the team, it is essential that these characteristics be well managed and supported.

7.2.4.1.2 Maximizing Efficient Collaboration

Converting a set of individuals into a cohesive, high performing team is not an easy task. Effective teams can be difficult to establish and maintain, especially if the composition of the team in a given session is different each time due to the use of a rotating cast of experts. While it is expected that the individuals will be competent in their own particular fields, they need

training in specific aspects of the concurrent environment. The episodic nature of collaborative design studies and other project commitments of the engineers limit the duration and quality of time available for team-building. While some funds are available for tangible products like tools and products in CE teams, there is often limited funding for training the people involved in order to improve collaboration. Excessive turnover in the team undermines the efficiency of

collaboration within the team. Hence preserving the optimal balance of turnover and stability in staffing is important for maintaining a high performing team. An effective team does not just materialize by itself; it is purposefully built. The most appealing organizational vision and efficient processes and tools will not be achieved or used effectively if the team does not have the right expertise or work well together. Traditional team-building activities should be budgeted for explicitly on an equal, if not greater, priority level than process and tool improvements.