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The purpose of this paper is to describe the case of a leading Italian aerospace company which developed an integrated system aimed to optimize the management of engineering competencies within the Chief Technical Office function.

The paper was based on a set of interviews to company referents and a one‐year period of researcher's observation at the company site to analyze competence management processes and the application on the field of the methodology and the tool. The approach adopted is to present a real practice following a pragmatic and illustrative approach.

The integrated system provides an objective method to support critical evaluations related to the management of competencies and actors. The benefits achieved derive from a more effective and efficient monitoring of competencies available to perform given activities, and from the analysis of gaps, actor allocation, and job‐rotation issues.

The application of the method and the tool is still quite “dependent” from the skills of their developers. Besides, the activities and competencies of those units which support new product development processes should be also integrated in the system.

The case described can be a useful benchmark for organizations working in complex industries in the effort of improving the performance of engineering activities through an enhanced management of knowledge about people potential and expertise.

The value of the paper may stay in a twofold process/project and people management perspective in the monitoring, development, and scouting of technical competencies.