Concurrent design insanity!

04/02/2018 — 1 Comment

One of the things that they don’t teach you at University is that as an engineer you will never have enough time. There’s never the time in the schedule to execute that perfect design process in your head which will answer all questions, satisfy all stakeholders and optimises your solution to three decimal places. Worse yet you’re going to be asked to commit to parts of your solution in detail before you’ve finished the overall design because for example, ‘we need to order the steel bill now because there’s a 6 month lead time, so where’s the steel bill?’. Then there’s dealing with the ‘internal stakeholders’ in the design process, who all have competing needs and agendas. You generally end up with the electrical team hating the mechanicals, nobody talking to structure and everybody hating manufacturing (1).

So good engineering managers, (2) spend a lot of their time managing the risk of early design commitment and the inherent concurrency of the program, disentangling design snarls and adjudicating turf wars over scarce resources (3). Get it right and you’re only late by the usual amount, get it wrong and very bad things can happen. Strangely you’ll not find a lot of guidance in traditional engineering education on these issues, but for my part what I’ve found to be helpful is a pragmatic design process that actually supports you in doing the tough stuff (4). Oh and being able to manage outsourcing of design would also be great (5). This all gets even more difficult when you’re trying to do vehicle design, which I liken to trying to stick 5 litres of stuff into a 4 litre container. So at the link below is my architecting approach to managing at least part of the insanity. I doubt that there’ll ever be a perfect answer to this, far too too many constraints, competing agenda’s and just plain cussedness of human beings. But if your last project was anarchy dialled up-to eleven it might be worth considering some of these possible approaches. Hope it helps, and good luck!

Notes

1. It is a truth universally acknowledged that engineers are notoriously bad at communicating.

2. We don’t talk about the bad.

3. Such as, cable and piping routes, whose sensors goes at the top of mast, mass budgets, and power constraints. I’m sure we’ve all been there.

4. My observation is that (some) engineers tend to design their processes to be perfect and conveniently ignore the ugly messiness of the world, because they are uncomfortable with  being accountable for decisions made under uncertainty. Of course when you can’t both follow these processes and get the job done these same engineers will use this as a shield from all blame, e.g. ‘If you’d only followed our process..’ say they, `sure…’ say I.

5. A traditional management ploy to reduce costs, but rarely does management consider that you then need to manage that outsourced effort which takes particular mix of skills. Yet another kettle of dead fish as Boeing found out on the B787.

Reference

1.  A Vehicle design process v1.0

One response to Concurrent design insanity!

  1. 

    Thanks for the PowerPoint; great illustration of the complexity of design: it reminds me of experience in the design of large hospital, retail and industrial facilities, and in stark contrast to the glib ‘design thinking’ fashion that has become popular in management circle. In them ‘design’ seems to be reduced to mere ‘problem solving’. Sure, one ends up solving lots of problems in a design project, but at its heart design is an exploration of opportunity in a constrained world. Problem solving is the easy bit…then, I wonder what ‘problem’ Utzon was trying to solve in the Sydney Opera House? The ‘problem’ of a building that looked like sails, I guess.

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