How can you excel as a systems engineering manager?

First make sure your team is engineering the right solution for the right problem from the right customer. Then you can focus on making sure your team is engineering the product right by focusing on establishing and managing the products technical baseline. While your at it make sure your team balances their efforts across the spectrum of specialty engineering needs to ensure you don't over invest in some areas and under invest in others.

First of all ensure you not only know your system but also know your team, strength and weakness of it and most importantly your customer, what they really expect. A world class solution is wasted if it doesn't include the continuous end user feedback. As an EM you need to connect and orchestrate these factors. Encourage cross team collaboration and provide psychological safety to the team to voice their opinion unbiasedly. Encourage a culture of innovation through appropriate acknowledgements and monetary benefits. Encourage culture of continuous environment within the team. Excellence is not a destination but a journey. Be kind, humble and listen.

System Engineering must cover the system's entire life span. Most of the time we think defining a system is the main task for SE,which is partially correct. It starts from SyRS, StkRS, even after system is deployed, SE is still used for upgrades, enhancements and deficiencies to the existing design. Corrective maintenance is important part of SE.

The secret can be summarized in a few words: patience, perseverance and commitment. Then, there are other aspects that contribute to the building of a good systems engineer such as detail-oriented thinking, time management, continuous learning, analytical skills and organizational skills. A good system engineer must also be an excellent communicator. Keep in mind that system engineering is a multidisciplinary approach, never stay closed in "your own box". You must have the ability to see "the big picture".

One thing I have found helpful is creating a detailed system context diagram early in the project. It visually encapsulates the system's ecosystem, aiding both team understanding and stakeholder alignment.

A well-planned project poorly executed sometimes results in an acceptable solution; conversely, a poorly planned project, even if well executed results very often in a catastrophe.

The Systems Engineering Management Plan (SEMP) is a formalized document that provides a comprehensive elucidation of the Systems Engineering processes and technical activities, serving as a means of transparent communication with stakeholders during the initial phases of a project.

One perspective that resonates with me is the importance of adaptability in selecting processes, methods, and tools. Every project is unique, and rigid adherence to a single approach can hinder innovation. Flexibility allows us to tailor our approach to the project's specific needs, promoting efficiency and effectiveness.

To be an effective engineering manager, you'll have to think strategically. This means drawing from your wealth of business, financial, and engineering knowledge to create efficient, business-aligned goals, plans, and processes. Once you've set these goals, you also need to lead your team to carry them out effectively

Plan the execution, then execute the plan. Understand that you will likely make all the specialty engineers upset when you balance all their 'needs' against the customers needs and the budget. When the plan is complete, baseline it and control all changes to the plan. But also understand that things will happen that require you to update the plan.

Collaboration is more than coordination, it is seeking an understanding to help the other party succeed. The engineering manager needs to understand the risks brought by groups being sourced for his project. Their 'normal' might not lead them to consider risks such as delicate equipment being staged at a worksite where construction dust is everywhere or the need for egress routes for those working where an accident by another group might expose them to hazards. While pressure comes in response to past actions being reported, success comes from having a vision of what is coming down the tracks at you and shaping the trajectory.

Ability to prioritize features based on data - marketing asks, customer needs, and market benchmarking - then meet commitments on time, on budget and on quality (CX). Also to say no and not to overcommit.

viewing the team as a diverse ensemble of talents. Embracing each member's unique strengths and perspectives not only enriches the collaborative process but also unlocks creative problem-solving potential that can lead to breakthroughs in complex systems engineering projects.

Numerous studies and research articles highlight the importance of leadership and collaboration in various fields, including engineering and business. A more important matter to attend is which leadership style best suits you and your team: 1. Autocratic - makes decisions unilaterally without seeking input from the team. 2. Democratic - encourages team members to participate in decision-making. 3. Transformational - inspire and motivate their teams to achieve greatness through a shared vision. 4. Transactional - set clear expectations and provide rewards or punishments based on performance. 5. Servant - prioritize the well-being and development of their team members, acting as servants to their team.

Nowadays, intercultural and cross-cultural skills are a must-to-have. Very often project teams are composed by people of different culture and nationalities.

While continuous learning is valuable, I disagree with the notion that a manager should always prioritize staying ahead of the latest trends. Sometimes, focusing too much on emerging technologies can divert attention from fundamental principles and tried-and-true practices that are essential for project success. It's crucial to strike a balance between innovation and proven methods, tailoring your approach to the specific needs of each project.

Clear and specific feedback communicated to your team as a professional growth not as a thread is key for seeing you, their manager, as a person who supports them.

You will need to know at least some about everything but don't get stuck in the details of any part of the process. Learn who you can count on and delegate when you can so you don't get overwhelmed.

In the solar inverter industry, I witnessed the power of adaptation firsthand. With rapidly evolving solar technologies and customer demands, successful systems engineering managers encouraged their teams to explore innovative solutions. For example, they adopted smart grid integration features in inverters to align with changing energy distribution paradigms. This adaptability not only met evolving stakeholder needs but also positioned their products at the forefront of industry advancements.

While I believe that embracing creativity, curiosity, and experimentation is good, you must also set limits in certain periods of time to stay focused on the goal and the milestones to avoid distractions. Foster all of those in low-pressure periods of time and make sure that there are several throughout the year.

An illustrative perspective is recognizing that stakeholder engagement isn't just about persuasion. It's a collaborative dance where genuine empathy, active listening, and a focus on win-win outcomes often yield the most fruitful partnerships in the world of systems engineering management

It's important for an any manager, specially engineering managers, to inspire and influence because they play a key role in motivating and guiding their team, fostering creativity, driving innovation, and achieving project goals through effective leadership and communication. Managers often represent the first line of defense and offense in managing, assessing, and solving problems throughout an engineering process and I've never seen a brain do anything without proper communication between each of its other bodily members, having proper influence and respect from your team members produces effective and desired outcomes.

The best managers empower their team. The job is to set an environment for others to succeed. Be a coach and mentor, the fiercest advocate for the team. Give opportunities to learn and grow. Set a tone of collaboration, trust, and mutual respect. Know how to manage differences of technical opinions. Learn how to guide your team with constructive questioning. Be willing to be vulnerable and say when you don't know. The difference between a manager and a subject matter expert is leadership and people skills, you have to keep developing those with your technical skills.

Consider finding a copy of Air Force Systems Command Manual 375-5 (System Engineering Management) from circa 1966. The first few sections describe the methodology developed by Gen Schriever for the AF Space and Missile Programs and was later taken to NASA by Gen Phillips to help save the Apollo program.