Professional Performance for Engineers

The PPIR Performance Protocol has been developed to define the expected performance of a Professional Engineer.

The eight elements of the protocol provide a checklist which the Professional Engineer should use.

The checklist allow engineers to approach, arrange and undertake a new task to ensure delivery of the final agreed outcome.

The PPIR Protocol for Performance

The PPIR Protocol has three key functions:

  • Informs and guides the professional engineer acting individually or as a team member on the essentials of performance in considering and undertaking an engineering task
  • Informs and guides all relevant parties and other stakeholders on the role and obligations of professional engineers and the effective use of their services
  • Defines the essentials of performance against which the duty and standard of care of professional engineers can be assessed objectively in prospect and in retrospect

    Applicability of the PPIR Program

    The experience obtained over almost a decade of development and implementation of the program have demonstrated the broad applicability of the PPIR Program:

    • PPIR is applicable across a wide spectrum of engineering activities

      Its scope ranges from research and design to operation and maintenance and from infrastructure and manufacturing through to defence and aerospace.

    • Application of the PPIR Protocol is fully scalable

      It works as effectively for a small task up to the design and delivery of a complex defence project

    • The PPIR Protocol can be used by engineers at all levels

      It can be used to understand the context of a task for a junior engineer; and as a planning and performance assessment structure for a senior project manager.

    • PPIR shows economies of scale

      Although the PPIR Protocol for Performance is structured around the individual engineer, the benefits are greatly magnified by the application throughout a project, department or organisation.

    • PPIR is a change management process

      The adoption of PPIR within an organisation needs to be recognised as a change management process. Its success will be highly dependent on the strong, visible and ongoing support of management.

    How Professional Engineers Can Use the PPIR Protocol

    • Guidance

      A guideline and checklist to the individual engineer to assist them to manage the way they plan and carry out a task.

    • Clear Expectations

      A clear basis for defining expectations on delegation of tasks and for interfacing between engineers involved in undertaking a task or tasks

    • Defined Responsibilities

      A process for defining the responsibility of engineers in carrying out a task and empowering them to seek clarification from others.

    • Performance Benchmark

      A benchmark for reviewing the performance of individual engineers and teams.

    How Junior Engineers Can Apply PPIR

    Receipt of a task

    In receiving a task from their supervisor, the junior engineer needs to apply the PPIR Protocol for Performance to consider:

    • Do they clearly understand the assignment?
    • Do they understand the stakeholders and their expectations?
    • Do they have all the skills and resources they need?
    • Do they appreciate all the issues relating to stakeholders?

    Management of a task

    In managing a task through to its completion, the junior engineer needs to regularly use the PPIR Protocol as a checklist to ensure that the performance of the task will meet the expectations of the stakeholders (including their supervisor); and to advise the supervisor of any issues which might impact on the proper performance of the task.

    How Senior Engineers Can Apply PPIR

    Delegation of tasks

    In delegating the task to their staff, the senior engineer needs to consider all aspects of PPIR Performance Protocol:

    • What support do they need?
    • Do they understand the risks?
    • Do they appreciate all the issues relating to stakeholders?

    The senior engineer needs to regularly review all aspects with their staff to quickly identify problems and required actions.

    Managing upwards

    The senior engineer communicates with their responsible manager with a view to getting:

    • Clarity on how the critical issues of relevance to their team
    • Understanding about relationship with stakeholders and who is responsible for managing them
    • Proactive identification of risks and mitigation options

    Interested in finding out more?

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