Group 1_Field Of Engineering Management PDF

INTRODUCTION Field of Engineering Management Group 1  Group Members Cardenas Jr., Jomar E. Certeza, Edgar Razel Cuison, Julie Pearl S. Jimenez, Jerrie Mae F. M.  Group Members Mendoza, Cristel Moloboco, Dian...

INTRODUCTION Field of Engineering Management Group 1  Group Members Cardenas Jr., Jomar E. Certeza, Edgar Razel Cuison, Julie Pearl S. Jimenez, Jerrie Mae F. M.  Group Members Mendoza, Cristel Moloboco, Diana Rocio, Paul P. Nicole M. Elizabeth A.  Topic Outline WHAT IS ENGINEERING HISTORY OF ENGINEERING WHAT IS MANAGEMENT? MANAGEMENT? MANAGEMENT INNOVATORS & PIONEERS OF ENGINEERING MANAGEMENT WITH ENGINEERING MANAGEMENT RESPECT TO THE AREA OF PRACTICE  Topic Outline ENGINEERS IN VARIOUS PROCESS DIAGRAM OF ROLE OF AN TYPES OF ORGANIZATION ENGINEERING MANAGEMENT ENGINEERING MANAGER REQUIREMENTS TO BECOME HOW TO BECOME A SUCCESSFUL AN ENGINEERING MANAGER ENGINEERING MANAGER?  What is Management? Creative problem-solving process of planning, organizing, leading, and controlling an organization's resources to achieve its mission and objectives. Management is designing and maintaining an environment where individuals work together to accomplish selected aims. Management is the administration of organizations, whether a business, a nonprofit organization, or a government body through business administration, nonprofit management, or the political science sub-field of public administration. Your paragraph text  Process of Management Decide on the ways to Think of ways on Seek to find out be adapted and the how to achieve material sources to be the objectives them used Your paragraph text  Process of Management Determine the Provide means to human requirements Assign specific ensure the activities of the total job tasks are in the right direction. Your paragraph text Engineering Management Refers to the activity that combines "technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money. Is the art and science of planning, organizing, allocating resources, and directing and controlling activities that have a technological component. Involves leading, overseeing, and managing engineers and technology professionals, ensuring that projects align with both engineering principles and business strategies.  HISTORY OF Engineering Management  History of Engineering Management Engineering management has only been recognized as an academic discipline for the last 60 years, but its concepts have been used to manage and plan construction projects for thousands of years, even in ancient times. Your paragraph text  Ancient Civilization C. 2543 – C. 2436 BCE 3rd century BC - 17th century AD GREAT PYRAMIDS AT GIZA GREAT WALL OF CHINA Archeological digs around the Great Pyramids at Giza reveal evidence of a strong central authority behind its Surveying, planning and designing are construction and the purposeful organization of evident in this project workers and resources Your paragraph text  Industrial Revolution Engineering began to take its modern form 1759 1769 EDDYSTONE LIGHTHOUSE STEAM ENGINE Construction by John Smeaton Development by James Watt Smeaton, often called the father of civil This innovation revolutionized industry and engineering, used principles of engineering design transportation, leading to the need for more and management to ensure the lighthouse's organized management of engineering projects durability. and teams  Industrial Revolution 1830 1832-35 23-MILE-LONG RAILROAD ELECTRIC TELEGRAPH Built by Colonel John Stevens Developed by Samuel F.B. Morse The construction of such a big project required To successfully create and implement the telegraph careful planning, resource allocation, and system, Morse had to manage the design, testing, workforce management and deployment of this new technology  Industrial Revolution 1882 ELECTRICAL DISTRIBUTION THROUGH SERIES 1883 OF WIRES AND CONDUITS FROM A Brooklyn Bridge Completion CENTRALLY LOCATED GENERATOR Demonstration by Thomas Edison This laid the foundation for electrical engineering This iconic structure required complex as a distinct discipline and highlighted the need for planning, resource management, and structured management in the growing field of oversight of multiple team electrical systems  World Wars 1914-1918 – World War I | 1939-1945 – World War II MILITARY TECHNOLOGY SUCH AS AIRCRAFT, TANKS, AND COMMUNICATION SYSTEM DEVELOPMENT Managing these large and complex engineering projects required sophisticated coordination and management skills  Engineerring Management as an Academic Program Mid-1960's The academic program of Engineering Management was first established at the University of Missouri – Rolla, which is now known as Missouri Science and Technology. 1979 The American Society for Engineering Management (ASEM) was founded by Professor Bernard R. Sarchet, the first Chair of the Engineering Management Department at Missouri S&T, along with the support and encouragement of Chancellor Merl Baker  U.S. Energy Crisis and Engineering Management Mid-1970's Leaders and researchers were forced to develop solutions Engineering management progressed considerably in policymaking, technology, and architecture, all of which in the mid-1970s in response to the energy crisis required coordinated engineering planning. Pres. Carter had 32 solar panels installed on the White House West Wing INNOVATORS & PIONEERS OF Engineering Management Innovators and Pioneers of Engineering Management Engineering management emerged from the convergence of engineering principles and managerial practices, necessitated by the increasing complexity of industrial projects, technological advancements, and the need for structured organizational processes. The field has been shaped by a diverse array of pioneers, each contributing theories, tools, and methodologies that have influenced both the technical and managerial aspects of engineering. Innovators and Pioneers of Engineering Management Contributions: Taylor is considered the father of Scientific Management. His work aimed to improve industrial efficiency by studying workflows, implementing standardized processes, and optimizing the division of labor. Taylor's time and motion studies helped to systematize engineering and manufacturing tasks. Key Work: The Principles of Scientific Management (1911), where he outlined his approach to increasing productivity through better management of workers and processes. Frederick Winslow Taylor (1856–1915) Innovators and Pioneers of Engineering Management Contributions: Henry Gantt’s major accomplishment, one still influencing work today, is the “Gantt Chart.” This management tool is a graph that’s used in planning, scheduling and controlling work. He’s also a forefather of industrial efficiency through scientific analysis that removes chance and accidents. Key Work: Gantt's charting method is a fundamental tool in modern project management and is widely used in engineering management for visualizing timelines, tasks, and resource Henry L.. Gantt allocation. (1861–1919) Innovators and Pioneers of Engineering Management Contributions: The Gilbreths were pioneers in time and motion studies, focusing on improving industrial efficiency by studying worker movements and processes. Their work in analyzing and improving work processes is foundational in both industrial engineering and management. Frank Gilbreth (1868–1924) Key Work: Motion Study: A Method for Increasing the Efficiency of the Workman(1917) which outlines their methodology for analyzing work processes and improving efficiency through detailed observation and breakdown of tasks. Lillian Gilbreth (1878–1972) Innovators and Pioneers of Engineering Management Contributions: Fayol is known as the “father of modern management” because of his theory tasked leaders with setting the tone for the rest of the organization. He is known for developing administrative management theory, focusing on the broader principles of organizational management. Key Work: General and Industrial Management (1916), which outlines his principles of management. Henri Fayol (1841–1925) Innovators and Pioneers of Engineering Management Contributions: Max Weber was a German sociologist and political economist known for his theory of bureaucracy. His model emphasized rational-legal authority, formalized rules, clear hierarchies, and division of labor, all of which are foundational principles in both general and engineering management. Key Work: Economy and Society (1922), where Weber outlined his ideas about bureaucracy. Weber’s ideas on bureaucracy and organizational structure help shape large-scale engineering projects, particularly those in industries like construction, Max Weber manufacturing, and public infrastructure. (1864–1920) Innovators and Pioneers of Engineering Management Contributions: Maslow is best known for his Hierarchy of Needs theory, which categorizes human motivation into five levels, from basic physiological needs to self-actualization. While his work is primarily focused on psychology and human motivation, it has applications in management and leadership. Key Work: A Theory of Human Motivation (1943), where Maslow introduced his hierarchy of needs. Maslow’s theory plays a role in understanding employee motivation, which is crucial Abraham Maslow in managing engineering teams. (1908–1970) Innovators and Pioneers of Engineering Management Contributions: Jerry Harvey is particularly famous for introducing the concept of the Abilene Paradox, a phenomenon in which a group of people collectively decide on a course of action that contradicts the preferences of individual members. Key Work: The Abilene Paradox and Other Meditations on Management (1988), in which he shows how miscommunication and social conformity can lead to poor decisions. In engineering management, where decision-making often involves cross- functional teams working on complex projects, this serves Jerry B. Harvey as a cautionary tale about the dangers of groupthink. (1934-Present) Innovators and Pioneers of Engineering Management Contributions: Elton Mayo is recognized as a pioneer in engineering management due to his foundational work in the field of organizational behavior and the human relations movement. Key Work: The Hawthorne Studies, which was conducted by him, were a series of experiments that focused on the impact of working conditions, group dynamics, and leadership on employee productivity. Elton Mayo (1880-1949) ENGINEERING MANAGEMENT Area of Practice Engineering management is a diverse discipline that combines complicated engineering ideas with good management practices. Each area of practice plays an important role to ensure that engineering efforts are in line with company goals and suit society's ever-changing needs. CONSTRUCTION MANUFACTURING PRODUCTION MANAGEMENT MANAGEMENT MANAGEMENT Construction management Production managers oversee Manufacturing management is involves planning, coordinating, all the manufacturing all about overseeing the and supervising construction activities within an projects from start to finish. production of a organization, to ensure manufacturing facility. production goals and quality A construction manager may standards are met. work on various construction Manufacturing managers plan, projects, including buildings, schedule, and direct an They are responsible for roads, bridges, and other efficient layout of equipment technical management, structures. and flow of materials. supervision, and control of the production process. Engineering management is a diverse discipline that combines complicated engineering ideas with good management practices. Each area of practice plays an important role to ensure that engineering efforts are in line with company goals and suit society's ever-changing needs. DESIGN FINANCIAL TRANSPORTATION MANAGEMENT MANAGEMENT ENGINEERING MANAGEMENT It is the practice of Financial Management in It deals with the application application of management engineering refers to the of technology and scientific planning, organizing, controlling, principles and techniques to principles to the planning, and monitoring of an the design activities and organization's financial operation, and management outcomes of a project. resources. of facilities for any mode of transportation. The design manager is It includes budgeting, forecasting responsible for overseeing all project costs, understanding and aspects of the project design. interpreting financial statements, and risk mitigation.  Engineering management is a diverse discipline that combines complicated engineering ideas with good management practices. Each area of practice plays an important role to ensure that engineering efforts are in line with company goals and suit society's ever-changing needs. INFORMATION TECHNOLOGY QUALITY SUPPLY CHAIN MANAGEMENT ASSURANCE MANAGEMENT MANAGEMENT It deals with analyzing and It involves overseeing and It is the management of the monitoring a company’s implementing quality control flow of goods and services technology systems. procedures, managing a team and includes all processes of engineers, and ensuring that transform raw materials Professionals involved in products and services meet into final products. managing IT focus on or exceed customer making information systems expectations. operate efficiently. ENGINEERS IN VARIOUS Types of Organization  Engineers in Various Types of Organization Example LEVEL ONE - These are companies where engineering roles are not a major part of the business. The primary focus is on the area of customer service or sales that have some engineering needs, such as maintaining store equipment or managing technology systems.  Engineers in Various Types of Organization Example LEVEL TWO - These organizations have a larger need for engineering, but it still does not dominate their workforce. Transportation companies, such as airlines, logistics firms, or shipping companies, are good examples. They rely on engineers to design, maintain, and manage vehicles, transportation systems, and infrastructure.  Engineers in Various Types of Organization Example LEVEL THREE - These are the organizations where engineering is at the core of their daily activities, and most of the work revolves around technical expertise and problem-solving in engineering fields. They employ many engineers to design, plan, and oversee projects, ensuring that buildings, roads, bridges, and other structures are built safely and efficiently. Management Skills Required at Various Levels In a level one organization, an engineer will have a slim chance of becoming the general manager or president unless they own the firm. In such organizations, the engineer may be assigned to head a small engineering unit, though not many firms will have such a unit. In level two firms, the engineer may be assigned to head the engineering division. At this point, the need for management skills will be felt by the engineer-manager. Level three firms provide the greatest opportunity for an engineer to become the president or general manager. In this case, the engineer-manager cannot function effectively without adequate management skills. ENGINEERING MANAGEMENT Process Diagram  Process Diagram of Engineering Management A project management flow outlines the structured sequence of activities and decisions required to complete a project. It details the project’s scope, key tasks, milestones, dependencies, and decision points, providing a comprehensive roadmap that guides the project from initiation to completion.  Process Diagram of Engineering Management PROJECT PROJECT PROJECT PROJECT PROJECT Initiation Planning Execution Monitoring and Closure Control  Process Diagram of Engineering Management PROJECT This phase outlines the project's inception, including defining project goals, objectives, and scope, and creating a project charter INITIATION Problem Identification - The first step in the project initiation phase is to clearly define the engineering problem or need that the project aims to address. This involves conducting a thorough analysis of the problem, identifying its root causes, and determining the desired outcomes. Feasibility Study - A feasibility study is a comprehensive evaluation of the project's potential. It examines the technical, economic, and resource feasibility of the project, taking into account factors such as the availability of technology, the costs involved, and the availability of necessary resources. Project Charter - The project charter is a formal document that outlines the project's objectives, scope, deliverables, and constraints. It serves as a roadmap for the project team, providing a clear understanding of the project's goals and expectations.  Process Diagram of Engineering Management PROJECT This stage details the creation of the project plan, which involves tasks like work breakdown structure (WBS), resource allocation, scheduling, risk assessment, and communication planning. PLANNING Work Breakdown Structure (WBS) - A WBS is a hierarchical decomposition of a project into smaller, more manageable tasks. It provides a clear and structured framework for planning, organizing, and tracking project activities. Scheduling - Once the WBS is created, the project manager can develop a project schedule. This involves estimating the duration of each task and creating a timeline for the entire project. The schedule should take into account dependencies between tasks, resource availability, and potential risks. Resource Allocation - Once the project schedule is developed, the project manager can allocate necessary resources to each task. This includes assigning team members, equipment, materials, and other resources that are required to complete the work. Risk Management - Risk management is an essential part of project planning. It involves identifying potential risks that could impact the project's success, assessing the likelihood and impact of each risk, and developing strategies to mitigate or avoid them.  Process Diagram of Engineering Management This phase focuses on the actual implementation of the project plan, including PROJECT task execution, monitoring progress, and managing resources. EXECUTION Team Leadership and Motivation - Effective leadership is essential for successful project execution. Engineering managers must be able to motivate and inspire their teams to achieve their goals. Task Delegation and Coordination - Engineering managers must be able to delegate tasks effectively to their team members, ensuring that each person is assigned work that aligns with their skills and expertise. This requires careful planning and coordination to ensure that all tasks are completed on time and to the required quality standards. Quality Control and Assurance - Engineering managers are responsible for ensuring that the project meets the required quality standards. This involves implementing quality control measures, such as inspections, testing, and audits, to identify and address any defects or non-conformities.  Process Diagram of Engineering Management PROJECT This phase focuses on the actual implementation of the project plan, including task execution, monitoring progress, and managing resources. EXECUTION Communication and Stakeholder Management - Effective communication is essential for successful project execution. Engineering managers must be able to communicate clearly and effectively with all stakeholders, including team members, clients, and senior management. Change Management - Projects often involve changes to the original scope, schedule, or budget. Engineering managers must be able to effectively manage these changes to minimize disruption and ensure that the project remains on track. This requires careful planning, communication, and decision-making.  Process Diagram of Engineering Management This stage involves tracking project performance, identifying deviations from PROJECT the plan, and taking corrective actions. MONITORING Progress Tracking and Reporting - Engineering managers must track project progress against the established schedule and budget. This involves monitoring AND CONTROL key performance indicators (KPIs), such as cost, schedule, and quality, and providing regular reports to stakeholders. Performance Measurement and Evaluation - Engineering managers should evaluate the performance of their team members and the overall project. This involves assessing individual contributions, identifying areas for improvement, and providing feedback to team members. Issue Resolution and Problem-Solving - Engineering managers must be able to identify and resolve issues or problems that arise during project execution. This requires effective problem-solving skills, as well as the ability to make informed decisions under pressure. Process Diagram of Engineering Management PROJECT This final phase encompasses project completion activities, such as final documentation, evaluation, and lessons learned. CLOSURE Project Delivery - Once the project is completed, the engineering manager should ensure that the final product or service is delivered to the client or customer. This may involve conducting a final inspection or testing to verify that the project meets the required quality standards. Project Evaluation - After the project is completed, the engineering manager should conduct a thorough evaluation of the project's performance. This involves assessing whether the project met its objectives, identifying lessons learned, and documenting the project's successes and challenges. Closure Documentation - Finally, the engineering manager should prepare and maintain appropriate closure documentation, such as project files, reports, and records. This documentation can be used for reference purposes in the future.  ROLES OF AN Engineering Manager  Roles of an Engineering Manager Engineering Manager is responsible for the effective management of the engineering and maintenance department. Here’s an overview of the key roles and responsibilities of an Engineering Manager: Team Leadership and Technical Oversight and Development Guidance Hiring and Staffing Technical Direction Coaching and Mentorship Code Reviews Performance Management Architectural Decisions Career Development Problem-Solving  Roles of an Engineering Manager Engineering Manager is responsible for the effective management of the engineering and maintenance department. Here’s an overview of the key roles and responsibilities of an Engineering Manager: Project Management Communication and Collaboration Planning and Execution Stakeholder Management Resource Allocation Cross-Functional Collaboration Prioritization Status Reporting Risk Management  Roles of an Engineering Manager Engineering Manager is responsible for the effective management of the engineering and maintenance department. Here’s an overview of the key roles and responsibilities of an Engineering Manager: Culture and Process Strategic Contributions Improvement Aligning Engineering with Fostering a Healthy Culture Business Goals Process Improvement Innovation and Vision Ensuring Work-Life Balance Budgeting REQUIREMENTS TO BECOME AN Engineering Manager  Requirements to become an Engineering Manager Educational Background Technical Experience Bachelor’s Degree in Strong Engineering Engineering or Related Background Field Expertise in Tools and Advanced Degrees Technologies  Requirements to become an Engineering Manager Leadership and Management Experience Soft Skills Experience Leading Teams Communication Skills Project Management Conflict Resolution People Management Skills Collaboration  Requirements to become an Engineering Manager Knowledge of Engineering Strategic Thinking and Processes and Best Practices Business Acumen Familiar with the Understanding Business processes/methodologies Goals Code Quality and Reviews Budgeting and Resource System and Design Allocation  Requirements to become an Engineering Manager Years of Experience Continuous Learning Industry Experience Keeping Up with Industry Management Experience Trends Networking and Mentorship HOW TO BECOME A SUCCESSFUL Engineering Manager?  How to become a Successful Engineering Manager? Align Engineering Efforts with Develop Strong Leadership Business Goals Skills Encourage Continuous Learning Motivation to Manage and Innovation Build Strong Relationships Across the Organization Be Adaptable and Resilient Stay Technically Proficient Ability  "MANAGEMENT IS DOING THINGS RIGHT; LEADERSHIP IS DOING THE RIGHT THINGS" — Peter Drucker THANK YOU FOR Listening!  References https://mockflow.com/blog/what-is-a-project-management-flow-chart-and-how-to-make-one https://www.softwaresuggest.com/blog/roles-and-responsibilities-of-a-project-manager/ Enggpro. (2022, February 28). Engineering and the Importance of Supply Chain... Enggpro. https://www.enggpro.com/blogs/engineering-and-the-importance- of-supply-chain-management/#:~:text=Supply%20chain%20management%20of%20Engineering,raw%20materials%20into%20final%20products. Financial Management: Role & System | StudySmarter. (n.d.). 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