EngExec Post Competency Units

1. EngExec Post Competency Units The Engineering Executive post, also called EngExec, mainly recognizes a range of individuals related to leadership and different types of management positions. This position status boosts the prestigious stance of the leaders and offers the highest tier of the industry. The achievement of the EngExec post boosts the qualification of an applicant for the chartered status in management and leadership. The technical practice related to the Chartered status increases considerably. The engineering managers and leaders can demonstrate their commitment to their occupation. Units of Competency: The standards related to EngExec Engineers Australia competencies are split into 10 units. These ten units are subdivided into different aspects of leadership, business and management. The ten units are mainly supported by 50 elements. The 50 elements include 195 activities, indicative. So, the applicants fulfilling these standards will show attainments of different types of competencies and substantial depth. However, the competency levels may not contain all 50 elements. The breakdown of the ten units that are related to leadership into six elements. One of the elements associated with six elements is 1.4

2. Promotion of the engineering profession can be subdivided into different types of defining activities. Here, we will tell you about the third, fourth and fifth units in detail. The following are the ten EngExec units: 1.Leadership 2.Strategic Direction and Entrepreneurship 3.Planning 4.Change and improvement 5.Customer focus 6.Processes, products and services 7.People/Human Resources 8.Supplier relationship 9.Information 10. Finance, Accounting and Administration Let’s know all these three units of EngExec in detail: 3.Planning: Element 3.1 Taking up business planning Indicative defining activities 3.1.1 Appreciation of vision and objectives 3.1.2 Current context and external environment are evaluated and documented (business, economic and/or political) 3.1.3 SWOT analyses are taken up 3.1.4 Identification of critical success factors and addressing them 3.1.5 Customers’ requirements and expectations are identified and addressed 3.1.6 Business and strategic plans are tested and documented and acceptance of them

3. gained 3.1.7 Implementation of plans is established and monitored in a systematic method 3.1.8 Performance is measured, monitored and reported against agreed standards 3.1.9 Plans are reviewed and updated 3.2.1 Risk management plans are developed, implemented and enhanced 3.3.1 Customers' current and future requirements are identified 3.3.2 Market segments are identified and value evaluated 3.3.3 Development of marketing plans, including plans/strategies for: • Identifying and assessing competition, • Retaining current customers and engaging extra customers, • Branding promotion, • Product or service range, • Distribution of products or services 3.4.1 Operational (eg annual, product, service and project) plans* are set up in harmony with strategic and business planning 3.4.2 Performance indicators for monitoring the progressive and final implementation of plans are set up 3.4.3 Performance indicators are evaluated for implications 3.4.4 Plans are established and co-ordinated 3.4.5 Implementation of plans is monitored in a systematic method 3.2 Handle risk 3.3 Take on the market planning 3.4 Taking up operational planning

4. 3.4.6 Performance is measured, monitored and reported against agreed standards 3.4.7 Plans are updated when required 3.5.1 Resource plans for human resources, supporting infrastructure (for example, process equipment, workspace, hardware, software and communication services) and the work the environment are prepared in harmony with business and strategic plans 3.5.2 Technology plans are prepared to support strategic, business and operational plans and the like 3.5.3 Implementation of resource and technology plans is established and monitored in a Systematic method 3.5.4 Performance is measured, monitored and reported against agreed standards 3.5.5 Resource plans and technology plans are made more advanced 3.5 Take-up resource planning 4.Change and improvement: Element 4.1 Review of organizational performance and identification of improvement opportunities Indicative defining activities 4.1.1 Processes to review organizational performance are identified, planned and established

5. 4.1.2 Pertinent information on organizational performance is identified and gathered 4.1.3 Performance is evaluated against pre-established performance standards and targets 4.1.4 Inferior performance and other improvement chances are identified and recorded 4.1.5 Superior performance gets acknowledgment and success is rewarded 4.2.1 Reasons for low-level performance are determined and risks are evaluated to support decision-making process 4.2.2 Improvement chances are agreed and are prioritized in a suitable way 4.2.3 Measurable objectives are set up for each improvement project 4.2.4 Determination of Implementation actions, responsibilities and timescales for completion 4.2.5 Resources for improvement projects are identified and given 4.3.1 Improvement projects have the implementation 4.3.2 Progress (towards measurable objectives) are reviewed and monitored regularly and appropriate action is taken 4.4.1 An improvement project is verified as complete 4.4.2 Measurable objectives for the project are attained 4.4.3 Planned improvements in operational performance are realized 4.2 Plan improvements 4.3 Implement improvements 4.4 Verify implications of improvements.

6. 5.Customer Focus: Element 5.1 Research customers. Indicative defining activities 5.1.1 Customer is identified 5.1.2 Customers’ pertinent attributes are identified 5.2.1 Customers’ needs are identified 5.2.2 Unclear needs are clarified 5.2.3 Complaints and feedback are effectively addressed 5.3.1 Measurement of customer satisfaction 5.3.2 Results of customer satisfaction measurement utilized in the design of processes and products 5.2 Handle communication with customers 5.3 Evaluate customer satisfaction