Towards Defining Role Models in Advanced Systems Engineering

Grote, Eva-Maria; Pfeifer, Stefan Achilles; Röltgen, Daniel; Kühn, Arno; Dumitrescu, Roman

doi:10.1109/isse49799.2020.9272225

Cited by 3 publications

(5 citation statements)

References 32 publications

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“…The development of traditional systems since the end of the 19th century has led to more mechatronic systems through the electrification of systems and the integration of software (Isermann, 2008). The increasing digitization and the use of artificial intelligence led to the further development of systems towards Advanced Systems (Grote et al, 2020). According to Dumitrescu et al (2021), Advanced Systems have the following four special features compared to mechatronic systems: autonomy, dynamic networking, product-service interconnectivity, and sociotechnical interaction.…”

Section: New Ways Of Working For the Development Of Advanced Systemsmentioning

confidence: 99%

“…In addition, New Work is associated with increased virtualization and flexibilization of work (Peters et al, 2009). Work in ASE and a changed working environment due to elements of the New Work concept require new competences and qualifications of the people involved (Grote et al, 2020). In addition to each individual team member, leaders in particular must be able to successfully enable teams in the development of Advanced Systems.…”

Section: Introductionmentioning

confidence: 99%

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A Competence Portfolio for Future Leaders in Advanced Systems Engineering

Impertro,

Duehr,

Rust

et al. 2023

Proc. Des. Soc.

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Due to the increasing importance of advanced systems, whose development calls for interdisciplinary and integrative approaches, and fundamental changes in the work environment, leaders are required to have a wide range of competences. Therefore, the aim of this work is to identify competences of future leaders, that are specifically relevant in Advanced Systems Engineering (ASE). Thus, professional, social, methodological, and self competences developed by a literature review are validated through expert interviews and prioritized by a survey. The insights are then presented in a competence portfolio including 30 areas of competences. The portfolio consists of areas of competence that are either relevant in the context of ASE (e.g. intercultural and interdisciplinary competence), New Work (e.g. competence to empower employees) or are relevant to leaders in general. It was possible to add further aspects that are necessary in ASE to the aspects from the literature review. The experts interviewed emphasized various aspects of interdisciplinary work and made clear that in future, leaders should place their employees at the heart of their activities and empower them according to their strengths and weaknesses.

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Section: New Ways Of Working For the Development Of Advanced Systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Competence Portfolio for Future Leaders in Advanced Systems Engineering

Impertro,

Duehr,

Rust

et al. 2023

Proc. Des. Soc.

View full text Add to dashboard Cite

show abstract

“…This means that one role can be occupied by multiple people, but also one person can occupy multiple roles. (Grote et al, 2020;Schüller & Steffen, 2021). A role can be defined as a specific function a person or organizational unit fulfills (Broy & Kuhrmann, 2013).…”

Section: Definition Of Role and Role Modelmentioning

confidence: 99%

“…Also, professional roles are associated with specific behavioral expectations (Hinz, 2017). A role profile describes the tasks and responsibilities associated with a role, as well as required competences (Grote et al, 2020).…”

Section: Definition Of Role and Role Modelmentioning

confidence: 99%

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Generic Role Model for the Systematic Development of Internal AI-based Services in Manufacturing

Kutz,

Neuhüttler,

Schaefer

et al. 2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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Latest research has shown that one challenge for the development and implementation of Industrial AI-based services is uncertainty of roles and responsibilities. To address this challenge, we developed a generic role model for the systematic development of AI-based services in manufacturing. The role model describes which roles are necessary within the development process of an Industrial AI-based service. Thereby, a distinction is made whether the roles are assigned to the "core team", the "extended team" or participate in "supporting roles". Furthermore, the model shows whether the roles are involved in the "Ideation" phase, the "Requirements and design" phase, the "Test" phase or the "Implementation and roll-out" phase. Based on desktop research, semi-structured interviews and expert workshops we identified 22 roles that are relevant to the development and implementation of Industrial AI-based services.

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