ENGINEERING MANAGEMENT

(3+0)
Course Code: HS 303
Syed ShahRukh Haider
Assessment
An exam (80%)
Sectional (20%)
Mid-Term (15%)
Assignment (5%)
 Main Contents
Introduction to Engineering Management:
1.Definition of project,
2.Difference between engineering project and business process,
3.Engineering Project Lifecycle,
4.Need of managing engineering projects,
5.Scope Triangle

Processes of Engineering Project Management

Essential Skills to Manage Engineering Projects:
1.Scope Management,
2.Time, Resource and Cost Management,
3.Quality Management,
4.Risk Management,
5.Integration Management.
6.Engineering Projects Planning

Monitoring and Controlling:

1.Work Breakdown Structure,
2.Critical Path Method and PERT Analysis,
3.Engineering Project Constraints,
4.Resource Identification,
5.Allocation and Leveling,
6.Cost Estimates and Budget Constraints,
7.Performance Reporting,
7.Schedule Change Control,
8.Engineering Project Control Decisions.
LECTURE # 1
Introduction to Engineering
Management
What is Engineering? What is Management?

The profession in which a

A set of activities (including
knowledge of the
planning and decision making,
mathematical and natural
organising, leading and control)
science gained by study,
directed at an organisations
experience, and practice is
resources (human, financial,
applied with judgement to
physical and informational) with
develop ways to utilize,
the aim of achieving organisational
economically, the
goals in an efficient and effective
materials and forces of
manner.
nature for the benefit of
mankind (Griffin)
(1979, US. Engineering
societies).
 Engineering Management
Engineering Management is concerned with the
direct supervision of engineers and the management
functions (planning, organising, leading and
controlling) in a technological organisation.

Prepare engineers to become effective leaders in

meeting the challenges in this new millennium
 Major Premises
Technology and business savvy represents a very
powerful combination of great demand in society
Market environment is rapidly evolving (changing
marketplace complexities, web-based technologies,
globalization)
Leaders with understanding of technology and
management perspectives are needed
Engineers with proper management and leadership
training have great opportunities to add value
 Typical Engineering Activities
Design/development of products/processes
Project engineering/management
Value engineering and analysis
Technology development and applied R&D
(laboratory, field)
Production/manufacturing and construction
Customer service
 Work of an Engineer
As Technical Contributor
Understand objectives of tasks specified
Develop action plan for implementation
Define standards (performance metrics)
Select methodology/techniques
Implement task with proper efforts
Generate results and secure value
Report findings (impact, lessons)
 Aims
Make engineers more effective as technical
contributors (understand managerial points of view,
effect teams coordination, drive to add value)
Ready engineers for managerial positions
(managerial functions, success factors, leadership
talents, business/management perspectives,
expectations, contributions)
 Dual Aims
Make engineers more
effective as technical
contributors (understand
managerial points of view,
effect teams coordination,
drive to add value)
Ready engineers for
managerial positions
(success factors, leadership
talents,
business/management
perspectives)
Make managers more
effective in decisions
involving technologies
(understand engineering
language, limitations and
possibilities)
Ready managers for
contributing effectively in
the management of a
technology-critical
organisation.
 Functions of Management

There are six primary functions of management:

forecasting
planning
organizing
commanding
coordinating
controlling (feedback->adjustment)
 Engineering Management
Functions

Planning (forecasting, setting objectives, action

planning, administering policies, establishing
procedure)
Organizing (selecting organizational structure,
delegating, establishing working relationship)
Leading (deciding, communicating, motivating,
selecting/developing people)
Controlling (setting performance standards,
evaluating/documenting/correcting performance)
Skills for Technical Managers

Administrative
Leadership Skills
Skills

Technical Skills
 Enterprise Objective:
Value Addition
Management-speak:
Increase Sales Revenue (new
and enhanced products/services -
faster, better, cheaper - to create
greater customer satisfaction)
Reduced Cost to Do Business
(simplified product design, new
technologies, improved
productivity, raised efficiency,
reduced inventory via supply
chains, new production and
marketing partnerships and
alliances)
Engineering-speak:
Efficiency - Accomplishing
tasks with the least amount of
resources (time, money,
equipment/facilities,
technology - know-how,
procedure, process, skills) -
do things right
Effectiveness -
Accomplishing tasks with
efforts commensurate with
the value created by these
tasks - do the right things
 Managerial Decision Making
What, where, who, how managers faces
numerous and challenging decisions

Decision making qualities - knowledge,

information, and decision making skills
 Beware of Our Weakness:
We Are Poor at Learning from the Past
How to improve our management intuition?
Should fully utilize past information to update both current beliefs and
future predictions
We are active learners, but tend to filter information to confirm our
opinions.
Draw unbiased insights about the current state of the world from
available data
We are frequently poor observational statisticians.
[Dont know Bayes rule?]
Conservation bias: reluctant to give up prior beliefs about the world,
even in light of new information, revision of beliefs towards right
direction is often insufficient, or overly conservative
 Learnable Skills
Management knowledge and skills (operational,
strategic, financial/accounting, interpersonal
skills/communications, etc.)

Decision making skills/ tools (what-if analysis, risk

analysis, problem solving, root cause analysis,
decision tree, optimization, etc.)