Formulating requirements for training systems engineers in terms of a competency modelFormulating requirements for training systems engineers in terms of a competency model

STATE ATOMIC ENERGY CORPORATION “ROSATOM”

June 28, 2013St. Petersburg

Larissa Strutskaya, PhDProject Director, International Business Development DivisionROSATOM

ROSATOM

www.rosatom.ru

Systematic approach to training (IAEA)Systematic approach to training (IAEA)

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Improving safety via improving competence. Key technical competencies identification, description and developmentImproving safety via improving competence. Key technical competencies identification, description and development

Fukushima lessons: safety evaluation should be integrated with the system of an NPP life cycle management

Pilot project in Rosatom: some professional areas were selected as important for Rosatom strategic development and key competencies were identified in each area.

Example: professional area Managing complex engineering objects through all stages of their life cycle

Clusters of competencies: managing internal order; managing projects (managing requirements, project planning, managing timing, managing budgets)

For each competency a detailed definition has been worked out and four levels of proficiency

Key professionals and experts from Rosatom and global companies took part in the projects (workshops, focus groups, individual interviews)

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6 most important professional competency areas were identified to provide international level professional development 6 most important professional competency areas were identified to provide international level professional development

No. Professional Areas Short Description

1 Marketing at Global Market Marketing event execution Customer relationship management Client’s integrated product offering promotion

2Legal Support for International Activity

International legal relations management

3 Finance Attracting investments in international projects Credit activities on an international scale

4 Supply Chain Management Localization Global supply chain management and certification

5 Human Resources Strategic HR-management International labor relations and legislation

6Complex Engineering Project Management

Involvement in concept design stage Project planning Requirements and change management Timeline, cost and risk management Quality control Environmental and industrial safety Design control and field supervision

Key Professional Competencies Required to Succeed in the Global Marketplace

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The following methodology for the competencies level description was developedThe following methodology for the competencies level description was developed

Level 1 Level 2 Level 3 Level 4

Content awareness

• Has general idea about respective principles and their application

• Is familiar with industry standards and methodology guidelines/ instructions

• Has detailed knowledge about respective principles and their application

• Monitors innovative approaches and tools and potential benefits of their application in business

• Fully understands respective principles, practices and their application for complex problem solving

• Has intimate knowledge of branch standards and trends

• Has intimate and comprehensive knowledge of respective principles, practices, application domains, technical and business-aspects

Practical knowledge (practice)

• No • Participated and / or supported realization of 1-2 international projects

• Applied his/her knowledge in this field

• Gained versatile experience in international projects

• Active practical person

• Actively participates in company's international projects as a subject matter expert

Maturity level and contribution to success

• Some degree of individual liability and autonomy, but works basically under the direct supervision

• Independently completes assigned tasks

• Independently provides problem solution taking into account operations context and associated risks

• Fully autonomous in problem solution

• Integrates problem solutions into organizational context

Sharing of best practices and mentoring (skill in knowledge transfer)

• Communicates relevant information on request

• Transfers relevant information and advises additional sources of information for problem solution

• Actively shares information, best practices and lessons learnt in his/her field of knowledge with colleagues

• Is a mentor in a given discipline

• Develops and transfers knowledge and organizes exchange of experience within a company

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Short list of professional competencies in Complex Engineering Project ManagementShort list of professional competencies in Complex Engineering Project Management

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PC unit*

PC

Project Management

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Requirements Management

Project Planning

Timing

Cost (budget) Management

2.1

2.2

2.3

2.4

"Complex engineering project management" developments:PC units – 2PC – 5

Internal Order Management

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Internal Order Management

1.1

* PC - professional competencies

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Description of professional competencies in Complex Engineering Project ManagementDescription of professional competencies in Complex Engineering Project Management

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PC units Description PC Description

Internal order management

Application of knowledge, skills, tools and methods for analysis, adaptation and description of requirements and consumers' preferences for the purpose of their consideration in development / modification of complex engineering projects in accordance with customer needs

Internal order management

Application of knowledge, skills, tools and methods for analysis, adaptation and description of requirements and consumers' preferences for the purpose of their consideration in development / modification of complex engineering projects in accordance with customer needs

Project management

Application of knowledge, skills, tools and methods for planning and organization of project implementation in order to meet requirements to the project, optimizing timing, financial, human and other resources

Requirements management

Knowledge and application of methods and tools of work with requirements when planning and implementing a project in order to minimize impact of changes on project cost, period and quality

Project planning Knowledge and application of methodology and tools for development and updating project timelines of different levels in order achieve project goals with account for requirements and restrictions

Timing Knowledge of project management methods and tools and ability to efficiently arrange project operations for timely completion of project stages, tracking of project schedule fulfillment, identification of issues, and taking decisions on resolving issues

Cost (budget) management

Knowledge and application of methods and tools for assessment and analysis of external and internal factor impact on project cost variation, development of measures which mitigate impact of negative factors on project cost, project budget monitoring and control, identification of actual problem areas and making decisions on their elimination for project completion within the approved cost (budget)

1 1.1

2.1

2.2

2.3

2.4

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Description

Requirements ManagementRequirements Management

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Level 1 Level 2 Level 3 Level 4

Understands requirements management role in project managementKnows basic requirements management tools and requirements management systems (RMS) (DOORS, etc.) Collects, describes and records requirements in the company set formatMonitors requirements status changesKnows how to use methods and tools of complex engineering object lifecycle management (Total Cost of Ownership (TCO), etc.) Finds, structures and communicates relevant information necessary for requirements management (regulatory documents, contracts, etc.)

Analyzes internal and external project environment for the purpose of timely identification of project requirementsAnalyzes, categorizes / classifies requirementsEvaluates requirements impact on project / project stage cost, period and qualityInteracts with project stakeholders for analysis of requirements impact of the projectWorks out suggestions on incorporation (rejection) of requirements with account for engineering object lifecycle / TCO concept Uses requirements management systems (RMS) (DOORS, etc.) in workTransfers relevant information and advises colleagues of additional sources of information for solution of requirements management tasks (explains requirements, etc.)

Chooses the most relevant requirements management methods and tools Prioritizes project requirementsFinds conflicts between different requirements Finds optimal ways of requirements execution in all project components (in project documentation, project plans, resource plans, etc.)Ensures incorporation of all agreed requirements in a projectIdentifies necessity to introduce changes in project components (project documents, etc.) and substantiates introduction of changesMonitors quality of elaborated project requirements management documentsEvaluates efficiency of individual requirements management toolsUses requirements management experience accumulated in the companyActively provides the company colleagues with information about requirements management practices

Resolves conflicts between requirements, chooses an optimal alternative and ensures its implementationWorks efficiently with stakeholders when analyzing and evaluating requirementsEvaluates risks associated with project cost increase, extension and quality deterioration from the viewpoint of entire project lifecycle when making decision about introduction of changes in project componentsAttracts and ensures collaboration of experts from various domains and project parties for solution of requirements management tasksEnsures incorporation of all agreed requirements via interaction with all stakeholdersActively participates in company's international projects as an expert on requirements managementActs as a mentor for other employees involved in requirements management and organizes respective exchange of experience within the company

1.1Knowledge and application of methods and tools of work with requirements when planning and implementing a project in order to minimize impact of changes on project cost, period and quality

2.1

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Selecting candidates to pilot groups, training programme design and deliverySelecting candidates to pilot groups, training programme design and delivery

The project was promoted via Rosatom media, Internet and posters

The process of selecting proper candidates consisted of several stages:

Screening completed application forms

Selecting according to aptitude test results

Final selection by the results of assessment centres

400 candidates from Rosatom companies applied for all professional areas

180 candidates were selected (among them 74 engineers) and their key competency gaps were identified

The training porgramme design was done aiming at covering competency gaps

Training materials were developed and parts of the training course have been delivered

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Larissa Strutskaya, PhDProject Director, International Business Development DivisionROSATOM

E-mail: LMStrutskaya@rosatom.ruPhone: +7 (499) 9494151

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Thank you for your attention