Transcript AFSPC Briefing Template

International Technology and
Engineering Educators
Association
Closing Keynote Address
21st Century
Technologists & Technicians
Scientists & Engineers
Changing the Conversation
Part 2
16 March 2012
Christine Purcell, SPHR
Salient Federal Solutions
Technical Workforce Development, Strategic Planning and
Industrial Base Support to
USAF Space and Missiles Systems, Los Angeles Air Force Base
Agenda
• What do, Technologists and Technicians (T&Ts) and
Scientists & Engineers (S&Es) create?
• What do T&Ts and S&Es do?
• What do T&Ts and S&Es need to know to do what they
do?
• What competencies does Industry & Government want
T&Ts and S&Es to have?
• How do T&Ts and S&Es develop these competencies?
• Why is this exciting?
• How do we communicate this?
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USAF Space & Missiles Center
Mission and Vision
• Vision: Be the most respected
acquirer and sustainer of space
systems
• Mission: Deliver resilient and
affordable space capabilities for the
nation
Responsive and Affordable Acquisition and Sustainment
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Space and Missiles Systems Mission
Capabilities
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Military satellite communication
Missile warning
Navigation and timing
Space-based weather
Space launch and test ranges
Certification for launch
Space superiority, responsive space and other
emerging evolutionary space programs
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Imagine a day without space…
• For example, GPS enables and enhances:
cell phones,
cartography,
surveying,
emergency services,
financial transactions timing (domestic and foreign),
automated farming
automated aircraft navigation/piloting
auto and marine navigation
electrical power systems control
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What do T&Ts and S&Es do?
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Systems Engineering “VEE” Model
Systems Development Process
Systems Life Cycle
Engineering Disciplines
Critical Technologies
Engineering Activities
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System Engineering “VEE” Model
Engineers create capabilities to meet needs
Needs
Needs & Problems
Capabilities
& Solutions
Solution
PO System
Engineering
Program Office
Acquisition
Contracto
r
7/18/2015
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DoD 5000 Defense Acquisition System
Program Life Cycle
7/18/2015
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Systems Engineering & Mission Assurance
(Many Technical Disciplines & Subsystems to Manage)
Systems
Engineering
Program & Supplier
Management
Design
Reviews
Industrial Base
Manufacturing
Parts, Materials,
& Processes
Software
BOX
Quality
Assurance
Test
Reliability
Survivability
Structures
EMI/EMC
Power
Space Systems are Complex
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SMC Specialty Engineering Disciplines
)
Systems Engineering
Test & Evaluation
Software Engineering
Integrated Logistics Support
Design Engineering
Manufacturing and Producibility
Quality Assurance
Reliability and Maintainability
Spectrum Management
Concept Development
Architecture Engineering
System Safety Engineering
Acquisition Systems Protection & International Program Security
Survivability
Human Systems Engineering
Mass Properties
EMI/EMC
Parts, Materials & Processes
Information Assurance
Netcentric Engineering
Environmental Engineering
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Evolving & Critical Technologies
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Electronics
Materials
Power – solar and battery
Propulsion
Sensors
• Nanotechnology
• Integration, autonomy, disaggregation
• Software
Technology Insertion & Risk
Scientists & Technologists
Research & Development
Timeline
Engineers & Technicians
Implementation & Sustainment
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S & T Management Kick Start
Dynamic, innovative, active…
Engage and influence early – an embryonic opportunity
Tech Transition
Valley of Death
Heart of Industry
S&T Management
Emergence
of standard/
dominant
design
Entry and
experimentation
(System
Development)
(S&T)
TRL 5
Shakeout
(Produce/Upgrade)
TRL 9
S & T Kick Start for Space Defense Industrial Base
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Stability/
Decline
(Sustain/ retire)
SMC/EN Technical Workforce Activity Model
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• What do T&Ts and S&Es need to know to do what
they do?
• What competencies does Industry & Government
want T&Ts and S&Es to have?
• How do T&Ts and S&Es develop these
competencies?
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SMC Technical Workforce Competencies
SMC EN Journeyman Competencies (also Reliability)*
•Attention to Detail
•Conflict Management
•Creative Thinking
•Customer Service
•Decision Making
•Federal Business Practices
•Flexibility
•Foundations in Theoretical Eng.
Principles
•Influencing/Negotiating
•Information Management
•Integrity/Honesty
•Interpersonal Skills
•Leadership
•Learning
•Managing Human Resources
•Oral Communication
•Organizational Awareness
•Reasoning and Problem Solving
•Stakeholder Expectation Def. & Mgmt.
•Strategic Thinking
•Stress Tolerance
•Teaching Others
•Teamwork
•Technical Competence
•Vision
•Writing
•Computers
•Configuration and Data Management
•Dealing with Complexity
•Electronics
•Encryption
•Flight Systems
•Information Assurance
•Life Cycle Systems Engineering
•Mission Assurance/Needs Statement
•Quality & Systems Effectiveness
Mgmt.
•Requirements Engineering
•Systems Engineering
•Technical Documentation
•Technology Awareness and
Application
•Test and Evaluation
* Items in green are listed as Performance Objective (Develop and Maintain a Professional Work Ethic) for all Journeyman Engineers
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AF Executive Core Qualifications
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Leads change
External awareness
Resilient
Visionary
Conflict manager
Develops others
Results Driven
Customer service oriented
Entrepreneurial
Technically credible
Financial Savvy
Technology manager
Partner and collaborator
Influencer/negotiator
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Creative and innovative
Flexible
Strategic thinker
Leader of people
Leverages diversity
Team Builder
Accountable
Decisive
Problem solver
Business savvy
Human capital manager
Coalition builder
Political Savvy
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SMC/EN
Journeymen Engineer
Development Process
Engineering
Development Training Methodology & Process
• Mission-driven
• Integrated
• Applied formal learning – courses, etc.
• Activity-based experiential learning
• Competency Model
• Defined activities to increase proficiency
• Rotations
• Leadership
• Mentorship
• SMC/EN Professional Development
Guidance
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Engineering
Development Training Methodology & Process
• Formal Learning
• SMC University
• Space Enterprise
• Space Engineering 101 baseline
• General competencies – business acumen,
communications, leadership
• SPRDE Certification - Systems Planning, Research,
Development and Engineering
• 3 Certification Levels
• 3 Areas (& Program Management)
• Systems Engineering
• Test and Evaluation
• Information Technology
• Specifications & Standards
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SMC Specifications and Standards
Functional Areas
MANAGEMENT
TECHNICAL
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Program/Subcontract Management
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Risk Management
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Earned Value Management
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Systems Engineering
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Product Assurance
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Design Reviews
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Configuration Management
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Manufacturing and Production
Management
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Parts Management
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System Safety
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Occupational Safety and Health
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Electrical Power, Batteries
Electrical Power, Solar
Electromagnetic Interference &
Control
Environmental Engineering;
Cleanliness
Human Systems Integration
Interoperability
Logistics
Maintainability
Mass Properties
Moving Mechanical Assemblies
Ordnance
Pressurized Systems & Components
Parts, Materials & Processes
Reliability/Availability
Information Assurance/Program
Protection
Software Development
Structures
Survivability
Test, Space & Ground
2121
Engineering
Development Training Methodology & Process
• Mentoring and Leadership
• Program and Engineering mentors
• Out of command chain mentor in a different function (Finance,
Program Management, Contracting) or potential future vector program
organization.
• Monthly scheduled topic of interest and networking sessions across
Functions & Programs - communication, mentoring, lunch and
celebration sessions – all SMC Engineering Community welcome
• 2nd Thursdays – EN Divisions rotate hosting of monthly
• Technical Workforce All Hands- quarterly
• Leadership training and assessment early in development process
• Leadership activities - project, team, etc. early in development process,
in Individual Development Plans (IDPs) and Performance Objectives.
• AFPC Development Team Development Process
• Board Reviews
• 5 Defined Anchors – same criteria used for hiring, assessment,
development and reward
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EN Journeyman Initial Placement & Rotation
Assignment - Business Rules
1.
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3.
4.
Meet Mission Needs
Two Mission Experiences in 2 Years
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Rotate for Career Broadening After One Year
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Assignments should be different experiences
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Different acquisition life cycle, space enterprise (launch, space,
ground, etc.) or program stage
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Different technical skill set
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Include program and/or team management opportunities
Reward Positive Behavior
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Timely Submission of Requested information
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Successful Completion of Performance Objectives
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Standard Performance Objectives include
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Mission deliverables,
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IDP development, implementation and sustainment
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EN Competencies development through experiences
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Consideration of Journeymen Desired Placements/Rotations
Plan and Maintain Surveillance (direction, guidance, coaching and mentorship)
for Those Requiring More Time to Acclimate to SMC Culture
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AFPC/SMC 5 Development Anchors
Tech Expert
Mgr / Leader
SL/ST
SES, S&E
1.Tech depth and breadth
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Disciplines
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Subsystems
2. Leadership
•Supervisory experience or
professional society
participation (tech expert)
3. Education
•Academic degree and PME
•(AF Education)
SES, any occup.
series
1. Tech depth and breadth
1. Tech depth and breadth
2. Leadership
2. Leadership
3. Education
3. Education
4. Organizational Breadth:
4. Organizational Breadth
•AFSP - Corporate breadth
•AFSP - Corporate breadth
•SMC - CENTER breadth
•SMC - CENTER breadth
•Additional S&E and non S&E
certs and experience
5. Complementary Certs &
Assignment
•Cross-fnc or org mentorship
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Contracts
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Program Managements
•Space Systems Segments
•Program Scope
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Senior Leader
• Finance
Development Assessment Levels: •Acquisition Life Cycle
•Experience and certs in non•Engineering Disciplines
5+ anchors met = Ready;
S&E occ series
3-4 anchors met = Groom;
<3 Anchors met = On-track;
No interest in meeting anchors, near retirement = Current Assignment
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Journeyman Briefing
to
Peers, Leadership, Cross
functions
Date
Presenter
Organization Summary
• Organization Summary
• Mission Objectives, Vision, and alignment with SMC
mission and commitments
• Organization Structure
• Contracts /Programs / Products / Projects Summary
and Status
• Interaction with other SMC and USAF organizations
• Deliverables to Customer, Users, Stakeholders
• Contractors, Supply Industrial Base
• Issues, Challenges, Solutions
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Current Rotation Assignment
ROLE:
Technical
Management
Leadership
Responsibilities
Assignments and
Accountability
Accomplishments
Deliverables What did you do?
Achievements
What was the
result and impact?
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Journeyman Growth and Development
• Journeyman Growth and Development
• Team Building, Collaboration
• Two-Way Feedback with Mentor, Coach, Supervisor,
Colleagues
• Communication
• Enhanced and expanded competencies, KSAs
• Technical, SME
• IDP Competencies
• New and additional competencies developed, KSAs
• Technical, SME
• IDP Competencies
• Planned and Suggested Development Goals &
Activities
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Program Management & Engineering
Common Development Opportunities
What
Why
Technical Data Rights Course
Engineering specifies tech data rights req for program life cycle;
PMs ensures reqs are in contracts via Contracting Officer
Specifications & Standards (S&S)
Program Manager is responsible for S&S (defined by
Engineers) included in Contracts
QA, SubK Mgmt, SWE,
SOA/Net Concentricity, STARs
Based on:
Historical performance failures & successes
Sound System Engineering best practices
Test & Evaluation
Design of Experiments
Right sized effective testing across a broad performance
parameters
Space Engineering 101
Baselines Space Technical Concepts for Engineers & Program
Managers
Site Visits – SMC, DoD, Space entities and
Industry
Exposure to engineering disciplines, all phases of space product
development & acquisition life cycles; contractors & supply base
Ongoing Roundtables, 2nd Thurs, Guest
Speakers
Base-wide program topics – processes, S&S, lessons learned,
informal mentoring
Ongoing Mission Assurance Program
Readiness & Post Flight Reviews
MRR Process, Base-wide program topics, lessons learned
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Example Site Visits –
SMC and Industry
Where
Why & Focus
Registration - How
Northrop Grumman
Corporation
Modular Sats, Ground Systems, Nano
circuits, Environmental Systems
Regis@ SMC U
The Boeing Company
SI&T
Regis@ SMC U
SpaceX
SpaceX – Vertical Design, Mfg &
SI&T
Regis@ SMC U
Raytheon
Sensor technology and mfg
Regis@ SMC U
NASA JPL
Navigation & remote sensing
technology
Regis@ SMC U
ACE Clearwater Enterprises
Complex Mechanical Parts Mfg/Assy
Regis@ SMC U
Other visits:
Navy SPAWAR – GPS
Test
Electronics Mfgrs –
supply chain
VAFB
SMC programs
Exposure to engineering disciplines, all
phases of space product development
& acquisition life cycles
Regis@ SMC U
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Space Engineering 101
Baselines Space Technical Concepts for
SMC Engineers & Program Managers
Using Space
Orbits & Trajectories
Space Systems
Space in Our Lives
The Space Environment
Observation Payloads
Elements of a Space
Mission
Understanding Orbits
Electrical Power
Brief History of Space
2. 2-body Problem and
Constants of Motion
The Space Enterprise
Space Systems
Engineering
1. Laws of Motion
Describing & Using Orbits
1. COEs, Ground Tracks and
Basic Orbits
Attitude and Orbit Control
Communication
Data Handling
Structures and Thermal
Mission Management
2. Perturbations and special
orbits
Rockets
Space Operations
Predicting Orbits
Launch Vehicles
Down to Earth Issues Space Policy
Maneuvers & Rendezvous
Launch & Reentry
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Space Engineering 101
Baseline
• Purpose of Course – to provide the:
• Baseline of technical space systems understanding for
all SMC acquisition professionals, including engineers
and program mangers, regardless of their previous
discipline experience and education,
• Experience of working in a multi-discipline space
system acquisition team,
• Basic technical understanding of developing and
operating space missions,
• Core understanding of Astronautics and Space
Systems,
• Ability to synthesize this knowledge for efficient and
effective requirements definition, trade-offs, mission
design and operations, and technical and
programmatic evaluation and oversight.
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• Why is this exciting?
• How do we communicate this?
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International Technology and
Engineering Educators
Association
Closing Keynote Address
21st Century
Technologists &Technicians
Scientists & Engineers
Changing the Conversation
Part 2 - Final Thoughts
16 March 2012
Tom Fitzgerald
Chief Engineer
USAF Space and Missiles Systems
Los Angeles Air Force Base
Space
• Integral Part of Civilian and Military Life
• Including: GPS, Comm, Banking, Missile Warning, Wx, etc.
~1961
• No longer a US Operating Sanctuary
• Contested- Others developing capabilities to attack space
systems
• Congested- DoD tracking 22,000+ satellites and “space debris”
Current
• Competitive- 11 countries operating 22 launch sites; 60
countries or consortia operating satellites
• Reduced Funding
• DoD budget will be flat at best
• Need creative, efficient methods for better capability within
means
• Maintaining Space Dominance and Superiority Ensures:
• Warfighters can navigate with accuracy, communicate with
certainty and strike with precision
• Commercial applications continue to improve quality of life and
strengthen economy
~2030
Compelling Need For Alternative Space Architectural Options
UNCLASSIFIED
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SMC & PEO/Space Mission Overview
WE DEVELOP, ACQUIRE, FIELD
AND SUSTAIN SYSTEMS IN
FOUR MAJOR MISSION AREAS
Space Force Enhancement
Space Superiority
Space Situation Awareness
- SBSS
- Space Fence
Defensive Counter Space
Offensive Counter Space Space Support
Launch Systems
Spacelift Range
Sat Control & Network
Force Application
Conventional Missiles
Prompt Global Strike
Milstar/AEHF/EPS
DSCS/GBS/WGS
GPS
DSP/SBIRS
DMSP/DWSS
NUDET (Nuclear Detection)
Developing, Delivering, and Supporting Military Space and Missile Capabilities to Preserve Peace and Win Conflicts
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SMC/PEO-Space Workforce
• ~5700 total (Military, Civilian, FFRDC, & Support
Contractors)
• ~1000 Active Duty Military
• SMC has 70-90 mbrs deployed around the world
continuously
FY 09
Auth
Civilian
Officer
44%
33%
Enlisted
19%
Contractor
FY 12
Auth
Under 10
480
34%
798
45%
10-19
326
23%
401
22%
20-29
408
29%
361
20%
30-39
190
13%
203
11%
Over 40
12
1%
20
1%
TOTAL
1416
1783
4%
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SMC Engineers Assigned
Total: 570
Civilian,
253
Military,
317
As of: 28 Dec 2011
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Military Engineer Types
NONRATED AIRCREW,
DEVELOPMENT ENGINEER,
FLT TEST
0%
DEVELOPMENT ENGINEER,
PROJECT
42%
DEVELOPMENT ENGINEER
6%
DEVELOPMENT ENGINEER,
AERONAUTICAL
6%
DEVELOPMENT
ENGINEER,
ASTRONAUTICAL
10%
DEVELOPMENT ENGINEER,
COMP SYS
3%
DEVELOPMENT ENGINEER,
COMPUTER SYS
1%
DEVELOPMENT ENGINEER,
ELECTRICAL/ELECTRONIC
26%
DEVELOPMENT ENGINEER,
MECHANICAL
6%
As of: 28 Dec 2011
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SMC Civilian Engineer Types
Mechanical Engineering
1%
Aerospace Engineering
1%
Computer Engineering
1%
Electrical Engineering
0%
Electronics Engineering
33%
General Engineering
61%
As of: 28 Dec 2011
Engineering And
Architecture Student
Trainee
3%
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The Aerospace Corporation
• Created in 1960 as a
California nonprofit Corp
• Attract and retain high quality
engineers, scientists, & managers
• Governed by Board of Trustees
• Air Force sponsored
Federally Funded Research and
Development Center (FFRDC)
• FY10 Assets and Budget
• 3926 people (2830 tech staff)
• $912 million in revenue
Dedicated to Space Mission Success
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Problems and Challenges On How To Generate
Excitement Among Young Americans Laid Out Well In
National Academies Report
• It is “disturbing” to see few Americans perceive
engineering as a viable career choice for they or their
family members!
• Agree: that getting the Academies recommended
messages “out” is critical…that engineers are:
• Creative problem solvers
• Make a world of difference
• Essential to our health, happiness and safety
• Help shape the future
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What I Would Add…
• Must also sell our own sons and daughters on why
engineering is a great career:
• Use Steve Jobs, Bill Gates, Goggle and Facebook
stories to motivate
• Show them that engineers make good money and have
satisfying careers!
• That engineering jobs are among the most stable in any
economy
• That the demand for good engineers remains great!
• Excite them, where possible, with missions to Mars,
cures for cancer etc, but do not ignore the economic
benefits of engineering! “Show me the money” is still a
great motivator!
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Recent Time/Newsweek Editorial
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Why America is failing:
• Pendulum swung too far!
• We have let our businesses, Congress and key institutions become
dominated and run by businesses majors, lawyers and MBAers
• Don’t even have a good mix of liberal arts majors to balance them!
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Consequences: American leadership, too short term focused, too
narrow perspectives, looking for short term payoff
•
Engineering advantage: Can see both short and long term
consequences, use to trading and compromising to get a product
completed, methodical, analytical
• Understand that if I do not invest in long term, in R&D and in the future,
that I am soon out of business!
• There seems to be a correlation that profitable, high visibility,
companies are often run by engineers or highly technically
experienced people! Apple, Microsoft, Aerospace industry, etc.?
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Final Thought
• We need to stop scaring our kids away from engineering!
• If we are always telling them engineering is really
tough, the math is really hard, and even in a five or six
year program you will struggle and have lots of late
night study, why would anyone want to take that path!
• Be real with them, but help them understand that the
benefits can outweigh what are really temporary
struggles
• Even if you have to repeat courses several times, or take six
years to complete the end results are worthy of pursuing!
• Engineers and STEM folks are world changers!
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