Introduction to Engineering and Project Management PDF

Engineering and Project Management Introduction to Management Based on Management. 5th ed. By Ricky Griffin, 1996 and input from Dr. A. A. Elimam. October 24 Lotfi K. Gaafar 1  Course Outline Principl...

Engineering and Project Management Introduction to Management Based on Management. 5th ed. By Ricky Griffin, 1996 and input from Dr. A. A. Elimam. October 24 Lotfi K. Gaafar 1  Course Outline Principles of Engineering Management The importance of management to engineers Applications of these Principles in Engineering Organizations October 24 Lotfi K. Gaafar 2  Management Is getting work done through others. Requires a set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information), with the aim of achieving organizational goals in an effective and efficient manner. An organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals. October 24 Lotfi K. Gaafar 3  Management in Organizations October 24 Lotfi K. Gaafar 4  Management in Organizations Manager: Someone whose primary responsibility is to carry out the management process. Effective: Making the right decisions and successfully implementing them. Efficient: Using resources wisely in a cost- effective way. October 24 Lotfi K. Gaafar 5  Management Functions Planning: Setting goals and deciding how best to achieve them. Decision Making: Selecting a course of action from a set of alternatives. Organizing: Grouping activities and resources in a logical fashion. Leading: Processes to get members of the organization to work together to further the interests of the organization. Controlling: Monitoring organizational progress toward goal attainment and taking corrective action when needed. October 24 Lotfi K. Gaafar 6  Management Functions Most managers engage in more than one activity at the same time October 24 Lotfi K. Gaafar 7  Management: Origins October 24 Lotfi K. Gaafar 8  What is Engineering? The profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind. (ABET) Engineer: A person applying his/her mathematical and science knowledge properly to solve practical problems. October 24 Lotfi K. Gaafar 9  What is Engineering Management? Engineering management is a process of leading and controlling a technical function/enterprise. Engineering management is similar to other definitions of management, but with a slant toward technical issues. October 24 Lotfi K. Gaafar 10 Management Levels and Areas October 24 Lotfi K. Gaafar 11 Management Levels Level Type of Job Directly supervise non-managers. Carry out the plans and objectives of higher management using the personnel and other resources assigned to them. First-line Managers Short-range operating plans governing what will be done tomorrow or next week, assign tasks to their workers, supervise the work that is done, and evaluate the performance of individual workers. Manage through other managers. Make plans of intermediate range to achieve the long-range goals set by top management, establish departmental policies, and evaluate the performance of subordinate work units and their Middle Management managers. Provide and integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long-range goals of the enterprise. Responsible for defining the character, mission, and objectives of the enterprise. Establish criteria for and review long-range plans. Top Management Evaluate the performance of major departments, and they evaluate leading management personnel to gauge their readiness for promotion to key executive positions. October 24 Lotfi K. Gaafar 12 Basic Managerial Skills October 24 Lotfi K. Gaafar 13 Basic Managerial Roles October 24 Lotfi K. Gaafar 14  Some reasons an engineering background can help prepare for an engineering management position 1. Engineers: logical, methodical, objective, and make unemotional decisions based on facts. 2. Use their technical knowledge to check the validity of information. 3. Can analyze problems thoroughly, look beyond the immediate ones, and ask good questions to explore alternative solutions to technical problems. 4. Understand what motivates engineers. 5. Can review and evaluate the work of their subordinates since they understand what they are doing. October 24 Lotfi K. Gaafar 15  Some reasons an engineering background can help prepare for an engineering management position 6. Can engage in future planning with appropriate consideration for technology and its relationship to cost effectiveness. 7. Engineering backgrounds help in technical discussions with customers. 8. Their background increases the manager's credibility with subordinates, customers, and superiors. People attribute qualities, abilities, skills, and knowledge to them, which allows the manager to influence those who have that perception. October 24 Lotfi K. Gaafar 16  Role Differences Between Engineers and Managers Position Engineer Manager Focus More concerned with More concerned with things technical/scientific people Decision making Makes decisions with Makes decisions often much information, under with inadequate conditions of greater information, under certainty conditions of greater uncertainty Involvement Works on tasks and Directs the work of problems solving others to goals personally Process outcomes Work based on facts with Work based on fewer quantifiable outcomes facts, less measurable outcomes Effectiveness Depends on person Depends on technical expertise, interpersonal skills in attention to detail, communication, conflict, mathematical/technical management, getting problem solving, and ideas across, decision making negotiating, and coaching October 24 Lotfi K. Gaafar 17  Role Differences Between Engineers and Managers October 24 Lotfi K. Gaafar 18  Engineers Versus Managers What Engineers Do What Managers Do Minimize risk Take calculated risks Emphasize accuracy and mathematical Rely heavily on intuition, take educated precision guesses, and try to be "about right" Exercise care in applying sound Exercise leadership in making scientific methods on the basis of decisions under widely varying reproducible data conditions based on sketchy information Solve technical problems based on Solve techno-people problems based their own individual skills on skills in integrating the talents of others Work largely through their own abilities Work through others to get things done to get things done October 24 Lotfi K. Gaafar 19  Philosophical Similarities Between Engineering and Management Both engineers and managers are trained to be decision makers in a complex environment. Both allocate resources for the operation of existing systems or for the development of new systems. Both have to recognize, identify and evaluate the interactions among system components. (Cleland and Kocaoglu 1981) October 24 Lotfi K. Gaafar 20  The Scope of Management Large businesses: Most knowledge comes from large profit-seeking organizations. Small and Start-Up Businesses: Management is key as wrong decisions may never be recovered. This is how most businesses start. Compaq started by 3 in 1982. In 1994 76th largest with sales of $7b. International management: Most large organizations derive a significant portion of their business from international markets. October 24 Lotfi K. Gaafar 21  Nonprofit Organizations Effective and efficient use of resources Government Organizations: Subject to political and public pressure. Educational Organizations: Unique management and administration problems. Healthcare Facilities: Clinics, Hospitals, HMOs. New educational programs. Nontraditional Settings: Religious organizations, service organizations, households, …, etc. October 24 Lotfi K. Gaafar 22  Management: the driving forces Social Forces: The norms and values that characterize a culture. Economic Forces: Economic systems and general economic conditions. Market economy. Competition. Political Forces: Governing institutions and general policies and attitudes. Legal cases against business. October 24 Lotfi K. Gaafar 23  Management Perspectives Classical: Scientific (individual workers) and Administrative (whole organization) Behavioral: Individual attitudes and behaviors and group processes Quantitative: Applies quantitative techniques to management. Integrated: All three perspectives must be integrated for best performance (Systems and Contingency perspectives) October 24 Lotfi K. Gaafar 24 Scientific Management 1) Development of a science to replace rule -of-thumb working knowledge; 2) Scientific selection and development of individuals; 3) Combining the results of work study with selected and trained workmen; 4) Intimate, friendly co-operation between management and the workforce. UPS: Three feet per seconds Knock immediately Stores must handle 1,124 packages per hour Load packages at the rate of 500 per hour October 24 Lotfi K. Gaafar 25 Classical Perspective October 24 Lotfi K. Gaafar 26 Behavioral Perspective: Theories X and Y October 24 Lotfi K. Gaafar 27 Behavioral Perspective October 24 Lotfi K. Gaafar 28 Quantitative Perspective October 24 Lotfi K. Gaafar 29 Integrated Perspective October 24 Lotfi K. Gaafar 30 Contemporary Perspective Theory Z: A concept that combines the positive aspects of American and Japanese management into a modified approach aimed at increasing U.S. managerial effectiveness while remaining compatible with norms and values of the American society and culture. Developed by William Ouchi October 24 Lotfi K. Gaafar 31 Management Context External Environment: Everything outside an organization the might affect it. Internal Environment: The conditions and forces within an organization. October 24 Lotfi K. Gaafar 32  The External Environment General Environment: The set of broad dimensions and forces in an organization’s surroundings that create its overall context Task Environment: Specific organizations or groups that affect the organization. October 24 Lotfi K. Gaafar 33 The General Environment The Economic Dimension: The overall health of the economic system in which the organization operates. The Technological Dimension: The methods available for converting resources into products or services. The Sociocultural Dimension: The customs, mores, values, and demographic characteristics of the society in which the organization functions. The Political-legal Dimension: The government regulation of business and general relationship between business and government. The International Dimension: The extent to which an organization is involved in or affected by business in other countries. October 24 Lotfi K. Gaafar 34 The External Environment: Example Ford’s General Environment October 24 Lotfi K. Gaafar 35 The Task Environment Competitor: Competes for resources. Customer: Whoever pays money to acquire an organizations products or services. Supplier: Provides resources. Regulator: A unit that has the potential to control, legislate, or otherwise influence the organization’s policies and practices Regulator Agency: An agency created by the government to regulate business activities. Interest Group: A group formed to attempt to influence business. Strategic Ally: Another organization working in a joint venture or a similar arrangement. October 24 Lotfi K. Gaafar 36 The Task Environment: Example Ford’s Task Environment October 24 Lotfi K. Gaafar 37 Environmental Response October 24 Lotfi K. Gaafar 38 Management Ethical and Social Context Ethics: An individual’s personal beliefs regarding what is right and wrong or good and bad. Ethical Behavior: Behavior that conforms to generally accepted social norms. October 24 Lotfi K. Gaafar 39 Managerial Ethics October 24 Lotfi K. Gaafar 40 An Example Code of Ethics October 24 Lotfi K. Gaafar 41 Areas of Social Responsibility October 24 Lotfi K. Gaafar 42 Social Responsibility October 24 Lotfi K. Gaafar 43