Page 212 - The Art of Designing Embedded Systems

People Musings 199

algorithms rely on Fourier transforms and other advanced mathematical
concepts. After resisting all of the math they fed us, now I feel a little bit
like the teenager coming of age-our professors, like our parents, were
right after all!
Other neglected parts of a college education are becoming important.
One of the most crucial: writing skills. Engineers are notoriously poor
communicators, yet we’re the folks building the communications age.
After decades of decline, writing has assumed a new importance in the
form of email. We’re judged by our composition skills every time we toss
off a message.
Of course, few engineering programs focus on writing. It’s as if the
intent is to produce development androids without the skills needed to “in-
terface” with the rest of the world.
Occasionally we hear talk of turning engineering education into more
of a vocational program. Train students to design systems and nothing
else! The model fits well into the 1990s’ frenetic preoccupation with get-
ting results today, and the future be damned. If we agree that a tech, who
has a VoTech-like education, could be a good engineer, then perhaps
there’s value to revolutionizing our schools.
Yet, I worry for the future of our profession. Several forces are shap-
ing profound and scary changes.
The first is simply the breathtaking rate of change. Every three years
or so it seems we’re in a totally new sort of technology. This will only ac-
celerate, which means the engineer of the future will either have a three-
year career, or will become adept at anticipating and embracing change.
More than anything, it means we have to reeducate ourselves daily.
Yet I talk to engineers every day who spend little to no time keeping
current.
Time to market is another force that will change the profession.
When you’re designing a product, there’s no time to learn how to do it, or
to master the product’s technology. Companies want experts now. Yet how
can you be an expert at new technology? This is one reason we see so
many consultants working in development efforts-they (effectively or
otherwise) bring new knowledge to bear immediately. Enlightened man-
agement will find a way to transfer this knowledge to the core employees.
Sadly, too many can’t see beyond getting the product out the door, never
investing in growing their skill sets.
Finally, we see a serious pigeonholing of skills. Are you good at x?
Then do x! Do it forever! We can always get a new lud to work on the next
project-after all, you’re the x expert!