There’s an interesting article over at the NYT about the Pentagon’s difficulty in getting good engineers, particularly systems engineers.
In short, the pay is too low, it’s not seen as exciting as a lot of the other opportunities for new grads (e.g., Google, or other fields such as finance), programs take too long and are technologically obsolescent, and there’s too much bureaucracy. Sounds kind of like the reasons I left fifteen years ago.
This was amazing to me, but I guess that after almost three decades in the business, it shouldn’t be:
Their report scolded the Air Force as haphazardly handling, or simply ignoring, several basic systems-engineering steps: considering alternative concepts before plunging ahead with a program, setting clear performance goals for a new system and analyzing interactions between technologies. The task force identified several programs that, hobbled by poor engineering management, had run up billions of dollars in overruns while falling behind schedule.
I’ve seen this happen at NASA many times over the years, but that doesn’t surprise me because space isn’t important. National defense is, or at least should be. One wonders how to change the incentives in the system to get better performance. Part of the problem is that the services themselves, particularly the Air Force (with which I have the most experience) don’t value procurement highly enough as a career path. It’s a lot easier to become a general via the cockpit than it is through logistics or development. The other problem is that you often having young lieutenants and captains given responsibility for programs of a size far beyond what they’d be managing at a similar experience level in private industry. This is good from the standpoint of encouraging recruitment, but it often means that they lack the experience to handle the job, and even (or especially) when they’re good, they may be promoted up and out of the program. That’s one of the Aerospace Corporation’s primary functions–to provide program support to the blue suits, and maintain an institutional memory to make up for the fluidity of personnel changes of the AF staff.
In theory, it’s a big opportunity for people like me (I actually have a masters degree in aerospace program management), but it’s hard to get consulting work as an individual due to arcane procurement rules. Also (though the article didn’t mention it) it’s a hassle to deal with a clearance, and I’m not in any rush to renew mine, though I’m starting to consider it, because I really do need the income. Blogging just isn’t paying the bills.
Oh, one other thing. The description of the problems above bears a strong resemblance to a certain controversial large NASA project, where maintenance of the job base and pinching pennies seems to take precedence over actually accomplishing the goal. Or “closing the gap.”
[Via Chicago Boyz]