JOB CODE:       2002-2006                                 FUNCTIONAL:            Product Development

JOB TITLE:      Development Engineering Mgmt   SUBFUNCTIONAL:     Design

PRIMARY RESPONSIBILITY:

Development Engineering Mgmt (Levels 2 through 6): Most companies will be able to match to a specific development or design management position. Use this position Development Engineering Mgmt (Levels 2 through 6) only if your company does not identify development management positions by functional designations.  Responsibilities may include a combination of the following: 

Hardware Development: Directs, leads, and manages the technical activities of a hardware development function for electronic design, mechanical design and/or hardware reliability. If 75 percent of the time is spent performing this job, match to Hardware Development Mgmt (2022-2026). 

Software Development: Directs, leads, and manages the technical activities of a software development function for software systems, applications and/or software quality assurance. If 75 percent of the time is spent performing this job, match to Software Development Mgmt (2122-2126). 

Systems Design: Directs, leads, and manages the technical activities of an integrated hardware/software systems design function. If 75 percent of the time is spent performing this job, match to Systems Design Mgmt (2222-2226). 

Note: For a complete list of developmental engineering management jobs see the BCR Functional Job Matrix.

LEVELING REQUIREMENTS:

Level 2:

·          SCOPE:  Receives assignments in the form of objectives with goals and the process by which to meet goals.  Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees.  Recommends changes to unit or sub-unit policies.  Management reviews work to measure meeting of objectives. 

·          JOB COMPLEXITY:  Works on issues where analysis of situation or data requires review of relevant factors.  Exercises judgment within defined procedures and policies to determine appropriate action.

·          DISCRETION:  Erroneous decisions or failure to achieve results will cause delays in schedules.

·          INTERACTION:  Frequently interacts with subordinate supervisors and functional peer groups.  Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.

·          SUPERVISION:  Provides direct supervision to exempt employees and/or skilled, nonexempt employees (i.e., technicians, designers, support personnel).  Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.

Level 3:

·          SCOPE:  Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals.  Provides guidance to subordinates within the latitude of established company policies.  Recommends changes to policies and establishes procedures that affect immediate organization(s).

·          JOB COMPLEXITY:  Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends.  Follows processes and operational policies in selecting methods and techniques for obtaining solutions.  Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems.  Develops and administers schedules and performance requirements; may have budget responsibilities.

·          DISCRETION:  Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization.

·          INTERACTION:  Frequently interacts with subordinate supervisors, customers and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company.  Often must lead a cooperative effort among members of a project team.

·          SUPERVISION:  Manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing.  In some instances this manager may be responsible for a functional area and not have any subordinate employees.

Level 4:

·          SCOPE:  Establishes operational objectives and work plans, and delegates assignments to subordinate managers.  Senior management reviews objectives to determine success of operation.  Involved in developing, modifying and executing company policies that affect immediate operations(s) and may also have company-wide effect.

·          JOB COMPLEXITY: Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives, as well as an understanding of company “politics.”  Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results.  Establishes and assures adherence to budgets, schedules, work plans and performance requirements. 

·          DISCRETION:  Erroneous decisions will result in critical delay(s) in schedules and/or unit operations, and may jeopardize overall business activities.

·          INTERACTION:  Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers.  Requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship.

·          SUPERVISION:  Manages activities of two or more sections or departments through subordinate managers who exercise full supervision in terms of costs, methods, and staffing.  In some instances this manager may be responsible for managing staff function and may not have subordinate managers.

Level 5:

·          SCOPE:  Participates with other senior managers to establish strategic plans and objectives.  Makes final decisions on administrative or operational matters and ensures operations’ effective achievement of objectives.

·          JOB COMPLEXITY:  Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company.  Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people.  Ensures budgets and schedules meet corporate requirements.

·          DISCRETION:  Erroneous decisions will have a serious impact on the overall success of functional, division or company operations.

·          INTERACTION:  Regularly interacts with executives and/or major customers. Interactions frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.

·          SUPERVISION:  Directs and controls the activities of a broad functional area through several department managers within the company.  Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods.

Level 6:

·          SCOPE:  Develops corporate and/or organizational policies and authorizes their implementation. Detailed knowledge of company allows for innovative concepts and promoting new ideas.  Provides direction to senior managers in various areas, groups, and/or operations.  Recognized as an influential leader.

·          JOB COMPLEXITY:  Consistently works with abstract ideas or situations across functional areas of the business. Through assessment of intangible variables, identifies and evaluates fundamental issues, providing strategy and direction for major functional areas.  Requires in-depth knowledge of the functional area, business strategies, and the company’s goals.

·          DISCRETION:  Erroneous decisions will have a long-term effect on the company's success.

·          INTERACTION:  Interacts internally and externally with executive level management, requiring negotiation of extremely critical matters.  Influences policymaking.

·          SUPERVISION:  Directs and controls the activities of one or more functional areas, divisions, product groups or service areas through senior managers who have overall responsibility for the successful operation of those assigned areas.