Environmental Engineering Reference
In-Depth Information
on Badel successfully developed the process level of Badel in the power plant and
another team adapted the Badel solutions to the QNX
®
environment and created the
ProSter (from the Polish pro sterowanie, for control) system, which was success-
fully implemented in several power- and heat-and-power-generating plants.
6
The Methods Used by Leading Designer 4 to Ensure
a Continuing Career as a Successful Leading Designer
The approaches discussed here include a pretence of naivety, the combined design
of software and hardware, good technical documentation, educating successors and
undertaking additional work to ensure financial independence.
6.1
The Pretence of Naivety
From the start of his professional career, Leading Designer 4 recognised that work-
ing at his full capabilities to benefit the people of his country was more important to
him than the money, promotion and recognition valued by the PoPs. Doing this
requires designers to be very clear about their values and to resist the temptations of
material benefits and status, which is not always easy.
Therefore, when it was clear a system he had been leading designer for would be
implemented successfully, he intentionally changed project, laboratory, department
and even employer and made it clear that he was not interested in the benefits due to
the leading designer. In this way, he avoided both involvement in the battle for ben-
efits and the risk of serious harassment or being promoted out of engineering and
design. The PoPs falsely assumed he was naïve and other PoPs were happy to
employ him as a leading designer, as they would have liked everyone to be equally
'naïve' and uninterested in personal benefits.
To ensure successful continuation of projects after he left, Leading Designer 4
had to assume from the very start that he would not be involved in the extension of
the implemented system functionality or adaptation of the system for new or similar
applications. This meant educating the next generation of designers to continue his
work in accordance with his professional and ethical responsibilities to support,
educate and train younger colleagues.
As illustrated in Case Study 3, PoPs were often both greedy and impatient and
sometimes tried to remove leading designers before the system was successfully
implemented. Leading Designer 4 was dismissed three times by his direct superiors
but was always reinstated by higher-level PoPs, who realised that the dismissals
damaged the WRP system. However, he was aware of this possibility and tried to
plan accordingly.
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