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Engineers as Leaders

Engineers as Leaders. Project Controls Conference 20-22 Sept 2017, ICC Sydney. Natasa Gadzuric FIEAust CPEng EngExec CLM Sydney 2017 Chair. Agenda. Current challenges Leadership models Management vs Leadership The new College of Leadership and Management (CLM)

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Engineers as Leaders

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  1. Engineers as Leaders Project Controls Conference 20-22 Sept 2017, ICC Sydney Natasa Gadzuric FIEAust CPEng EngExec CLM Sydney 2017 Chair

  2. Agenda • Current challenges • Leadership models • Management vs Leadership • The new College of Leadership and Management (CLM) • Collaboration with Technical Societies • Becoming Chartered • Becoming Engineering Executive (EngExec) • Q&A Session (at close of stream session)

  3. Current challenges 'Global Megatrends: Seven patterns of change shaping our future', CSIRO Publishing, Australia, 2015: • Increasing demand for limited natural resources • Threats to environment and climate • Rapid economic growth in the developing world • Aging population • Information and communication technology • Societal expectations • Technological advancement

  4. Current challenges • Constant changes • Pressure for higher returns to shareholders • Long hours at work/mental health Need to push for triple bottom line sustainability in profit, people and planet!

  5. Current challenges ‘Moreover, projects are more likely to fail due to people issues than technical problems…UK Office of Government Commerce (OGC, 2005) and the Project Management Institute (PMBOK, 2013), posit that project failures significantly relate to leadership problems.’ – Debu Mukerji, Transcendent Leadership for Sustainable Construction Project Management in China and India

  6. Current challenges Key reasons for project failures (Scott-Young & Samson, 2008; Bellis, 2003): • Ineffective decision-making in managing changes • Project schedules with unachievable delivery dates • Excessive ‘scope creep’ • Ineffective coordination with subcontractors and suppliers • Ineffective control and communication over progress, and concealment of project status until it is too late

  7. Current challenges To achieve the Engineers Australia Vision of being the: • ‘trusted voice of the profession’ and • ‘global home for engineering professionals renowned as leaders in shaping a sustainable world’ We will need:

  8. Leadership models CLM Sydney Committee - Supporting the Leadership Journey of engineering professionals – proposed draft models Cost, Risk, Asset, Systems, etc. Legal, Design disciplines, Sustainability, etc. Structure, Systems, People, Culture, etc

  9. Leadership models Proposed by CLM Sydney (draft): 3 x 4 Model – Three stages x four competencies LEADING ORGANISATIONS LEADING TEAMS SELF-LEADERSHIP

  10. Leadership models Self-leadership: • Demonstrating integrity • Increasing self-awareness • Committing to continuous development • Taking responsibility Leading organisations: • Clarifying organisational purpose • Setting a vision that inspires • Focusing on culture • Embracing sustainable practices Leading teams: • Setting expectations • Empowering/ delegating • Developing others • Valuing diversity

  11. Management vs Leadership

  12. College of Leadership and Management (CLM) Technical Management Technical Colleges: • Biomedical • Chemical • Civil • Structural • Electrical • Environmental • Information, Telecommunications and Electronics • Mechanical The College of Leadership and Management (CLM)

  13. CLM • CLM was established in December 2014 • Engineers Australia’s ninth College –can become Chartered (Stage 2) and EngExec (Stage 3) • Established to cater for engineering professionals who: • Work in or aspire to leadership and management roles; and • Are technical specialists in areas not covered by other Colleges (cost, risk, asset, systems, etc)

  14. Collaboration with Technical Societies • Linking Technical Societies to Colleges • ‘Management Techniques’ Societies a good fit for CLM • CLM Sydney has started collaborating with: • Risk Engineering Society • Australian Cost Engineering Society • Asset Management Council • Systems Engineering Society of Australia • This collaboration along with ‘raising the bar’ on leadership are key focus areas for CLM Sydney

  15. Becoming Chartered • Chartered - capable, ethical and well-rounded leader • Dedication to continued professional development (CPD) • Project controls professionals - Chartered through CLM • Engineers Australia - new six step process to becoming Chartered!

  16. Becoming Chartered • Chartered Credential – result of a review of eChartered and an improved process more aligned to engineering DNA • The 16 competencies have not changed nor the standards for assessment of those competencies • The CPD requirements have remained the same • Engineers Australia is communicating to those currently in the eChartered process about their transition options

  17. Becoming Chartered

  18. Becoming Engineering Executive The 10 units of assessment for Engineering Executive (EngExec) which is a Stage 3 competency: • Leadership • Strategic Direction and Entrepreneurship • Planning • Change and Improvement • Customer Focus • Processes, Products and Services • People/Human Resources

  19. Becoming Engineering Executive The 10 units of assessment for Engineering Executive (EngExec) which is a Stage 3 competency (continued): • Supplier Relationships • Information • Finance, Accounting and Administration Obtaining EngExec automatically qualifies you for becoming Chartered in CLM. It involves a pre-assessment of your CV and an interview.

  20. Conclusion • Challenges are plenty – working in large teams on complex projects • Your strong cost and risk technical skills alone are not enough • Need both strong management and leadership skills to achieve optimum outcomes • Let CLM support your leadership journey • Become Chartered and EngExec and lead the way!

  21. Engineers Australia is the trusted voice of the profession. We are the global home for engineering professionals renowned as leaders in shaping a sustainable world. engineersaustralia.org.au

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