CONTROL SYSTEMS ENGINEERING

 

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What is a systems integrator?

The term “systems integrator” is not reserved for people or companies who provide control systems engineering. The term “systems integrator” is generally used to describe organisations or individuals who bring together hardware and software components or subsystems into a solution. The practice of developing the solution is integration. The term is used by a number of industries including IT, IoT and Industrial Automation. Vendors from these industries frequently call the partners who provide services to design and implement solutions as “systems integrators”.

 

What does a control system engineer do?

Control engineering or Control Systems engineering may encompass many engineering disciplines. An engineer may specifically academically study and be qualified in control systems theories, industrial automation, mechatronics or robotics, however the summary of it is, to be a successful control systems engineering company or controls systems engineer you need to understand and be familiar with more than one single discipline. There is a requirement to also know about electrical design, electronics, mechanical or mechatronics, computer science, process automation and physics. This does not mean you need to be an expert in every discipline.

The term “system” suggests more than one component, and metaphorically this also applies to the control system engineer’s breadth of experience. Control Systems Engineers need to develop capability to see beyond a narrow technology slice. The wider the experience, the more apt the control systems engineer will be when new systems integration solutions need to be developed spanning many technologies.

 

What skills does a control system engineer require?

In our eyes, the greatest skill a control systems engineer can develop is the ability to learn quickly what is important to learn in terms of technology. With so many options and products available, an individual or a company cannot be an expert in everything. Even being an expert in one brand or product suite can provide a questionable level of confidence that may lead to limited vision including not being able to think “outside the box”. The primary skill of a control systems engineer is to think outside the box, to know how components connect together, and how those components interface with the “real world” in real time.

It is common for a control system engineer to start out their career specialising in just one discipline. To be truly effective, they need to rapidly develop an appreciation for other disciplines. It may appear from this description that a control systems engineer is general in nature and a “jack of all trades”. From a very high-level conceptual design perspective this remains true. However, with the amount of interfacing to other systems and areas of discipline, to know about just one of these disciplines makes it increasingly difficult for a single engineer to efficiently acquire all knowledge about the currently available hardware and software combinations to be effective. On top of this, systems engineers need to ensure a holistic, engineering approach to the design, development and deployment of a solution to ensure effective engineering practice and a safe application of the design and the technology.

 

What does a Control Systems Engineering company do?

We believe a good control systems engineering company has a SYSTEM for blending individual subject matter experts (SMEs) into a cohesive team to create the required capabilities to meet the project challenges. The team has the knowledge about the required disciplines and this can be rapidly transferred throughout the team with regular collaboration and purposeful leadership. This is why it is so hard for free-lance control system engineers to exist unless they specialise in very specific technology verticals and areas of focus or collaborate with other SMEs. This blended or matrix project delivery model ensures each role plays its vital part in the process control engineering eco-system.

 

How do you organise your project teams?

A typical team is led by a professional project manager who has focus on customer requirements, customer expectations and timing and his team of people. The engineers and developers look after quality and how things work.

Activities and responsibilities are defined before the project commences. This includes things like; management of design, design, design checks, procurement, trial testing, development and configuration, enterprise integration, witness testing, staging, documentation management, transition planning, installation, commissioning, maintenance planning, customer fulfillment and project closure. When consulting, additional skills are required and likewise when providing technical support to existing systems.

Consultants are generally self-directed and have a wider scope of activities with specific outcomes that require research, stakeholder engagement, structing how information is to be gathered, how the findings are set out, any criteria making assessments and recommendations. In our case, consultancy is almost always accompanied by an implementation plan. An implementation plan provides substance to a desktop study such that there is certainty around how to implement the recommendations for Trial (PoC/PoV) or by direct implementation.

Support personnel are directly accountable to customers. In the background, they also report to a support manager who looks after specific clients. This approach ensures relationship management is considered for each customer’s experience. Technical support personnel also have practical hands on project delivery experience. This ensures that systems management and delivery capability is a rudimentary skill of the support people. In our minds, if you have to support a system, you build it better. If the people who build a system actually support it, then they care about the integrity of the system and  intimately about their customers operations.

At Parasyn, we hire great people and train them to be part of something greater.

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