ALMONTE, RACHELLE ANNE A.

ENGINEERING MANAGEMENT

1. Differentiate Engineers and Managers.

Engineers Managers
People (talents, innovation,
relationships); Resources
Focus Technical/Scientific tasks (capital, knowledge, process,
know-how); Projects (tasks,
procedure, policy)
Fuzzy information under
Adequate technical information uncertainty (people’s behavior,
Decision Making
with great certainty customer needs, market
forecasts)
Direct work of others (planning,
Involvement Perform individual tasks
leading, organizing, controlling)
Qualitative, less measurable,
Process Outcomes Quantitative and measurable except financial results, when
applicable
Rely on interpersonal skills to get
Rely on technical expertise and
Effectiveness work done through people
personal dedication
(motivation, delegation)
Dependency Autonomous Interdependent of others
People-centered (conflict
resolution, problem solving,
Creativity Technology-centered
political alliance, network’s
building)
Bottom Line “How?” (operational) “What?” and “Why?” (strategic)

2. Provide at least 2 Engineer Managers of a known firm.

 Henry Ford: Ford Motor Company

 Bayani Fernando: BF Group of Companies, with construction, steel, manufacturing and real estate
businesses.

3. Relate Engineering and Management.

Both are necessary for projects because of the differing perspectives they bring. For example, suppose a new plant is
constructed in a unique location by a large construction firm. The facility is built on time, and budgetary requirements are
satisfied, but afterward the target benefits from the new plant are not achieved due to cultural barriers and poor
commercial planning that extend the ramp-up time for the new facility to start earning money for the business.

In a case like this, the project engineering aspect was carried out successfully, but the project management was executed
poorly because the benefit of the project was not realized in an acceptable time frame. Based on this example, we can
see that both roles are necessary. Project managers implement a project to achieve a business objective and are
primarily concerned with the viability and success of a project from a business standpoint.

Simultaneously, a project engineer is concerned about the project from an engineering perspective. The project engineer
wants to schedule, mobilize and motivate technical staff to deliver the best product in the shortest time possible within
budgetary constraints, which is mainly an engineering task.