Frank Batten College of

Engineering & Technology

Engineering Management and Systems

Engineering Department

INTRODUCTION TO ENGINEERING MANAGEMENT (ENMA 301 )

Week 1- Module 02: Introduction & Course Design
Sujatha Alla
Spring 2019
What is Engineering Management?
Outlines

■ What is engineering management?

■ What is the role of an engineer manager?

■ What are different levels of planning?

■ What are different types of organizational structure?

■ What are the challenges an engineer manager can expect to

encounter?
Definitions
Management

■ Getting things done through people

■ The process of achieving organizational goals by engaging four major

functions:

■ Planning & Decision-making

■ Organizing & Staffing (Allocating Resources)

■ Leading/directing

■ Controlling
Definition
Engineering Management

■ The art and science of planning, organizing, allocating resources,

directing and controlling activities that have a technological
component (ASEM, 2015)
 Dual Aims

• Make engineers more effective • Make managers more effective

as technical contributors in decisions involving
(understand managerial points technologies (understand
of view, effect teams engineering language,
limitations and possibilities)
coordination, drive to add
value)
• Ready engineers for managerial
positions (success factors, • Ready managers for
contributing effectively in the
leadership talents, management of a technology-
business/management critical organization.
perspectives)
Engineering Management Functions
Planning

Three levels of Planning

■ Strategic – senior management sets the vision, mission, long-term and short-
term goals of the company

■ Tactical – activating the strategy to make it work; involves shorter time-frames

and lower-level units

■ Operational – managers work with supervisors, team leaders to plan and obtain
short-term objectives
Organizing

■ Arranging and relating work so that it can be done efficiently by the

appropriate people; establishing an intentional structure of roles for
people to fill in an enterprise.

Types of organizational structures:

■ Functional organization

■ Project-based organization

■ Matrix organization
 Functional Organization

■ Employees are grouped within functional types and perform a

specialized set of tasks; usually one superior; used by orgs with limited
product diversity, simple marketing, stable workflow.
Functional Organization Example
Functional Organization - Continued

Advantages
■ Clear line of communication within each function
■ Well-defined roles
■ Ease of coordination
■ Enhanced efficiency
Disadvantages
■ Poor integration across functional areas
■ Complexity in coordination across functional areas
■ Slow decision-making
■ Limitations to employee growth
Functional Organization Example - Continued
Project-based Organization

■ Exists in companies where project are dominant forms of business e.g.

construction or consulting;

■ The team members report directly to the project manager;

■ Project Manager has complete authority over projects.

Project-based Organization- Continued

Advantages

■ Efficiency in completing projects

■ Involvement of cross-functional teams

■ Complete line authority of PM

■ Dedicated teams

Disadvantages

■ High cost of maintenance of structure

■ No job stability for team members after project completion

■ Difficulty in technical interchange

Project-based Organization Example
Matrix Organization

■ A combination of functional and project-based structures;

■ Organization is grouped by function and product/project;

■ An employee may report to a functional manager and a project

manager, there are two chains of command in the reporting structure;

■ Can be further categorized as

■ Weak matrix,

■ Balanced matrix,

■ strong matrix.
Matrix Organization - Continued

Advantages
■ Optimized use of resources
■ Dynamic project teams
■ Project team members can be returned after project completion
Disadvantages
■ Dual reporting system
■ Potential of completion between functional mgr and PM over resource
allocation
■ Slow decision-making
■ Team members may prioritize project duties over functional duties
Matrix Organization Example
Matrix Organization Example - Continued
Allocating Resources

■ Resources – can be in the form of capital, equipment, people.

■ One of the functions Manager assign resources to accomplish the task

with a balanced and economic approach.

■ Resources should be at the right place and at the right time to achieve
the tasks that will meet the strategic mission and vision of the
organization.
Directing/ Leading

■ The management function of motivating, supervising and influencing

people to achieve strategic goals.

■ An engineer manager may have varying authority and power in making

decisions depending on the organizational structure

■ An engineer manager is involved in managing and leading people.

Leader Vs. Manager

Leader Manager

■ Has a vision ■ Buys the vision

■ Provides direction ■ Follows direction

■ Innovates ■ Administers innovation

■ Looks outside the org ■ Looks inside the org

■ Sets the work ■ Gets the work done

■ Bring change ■ Solves complex problems

■ Sets standards ■ Effectively uses resources

Controlling

The management function of measuring performance and comparing the

results with established standards to ensure that the work conforms to
requirements and brings the desired outcome.

The process is carried out:

■ Setting a baseline standard

■ Measuring progress and performance

■ Comparing standard to performance

■ Taking appropriate corrective action

Controlling - Continued

The baseline standard sets a guideline for an expected performance

level. Standards are typically set as the following as imposed to
company management, customers, or marketplace:

■ How many (quantity)

■ How good (quality)

■ How well (acceptance level)

■ How soon (time)

Controlling - Continued

The performance level is then measured using:

■ Time study

■ Rating scale

■ Control charts

■ Financial criteria

■ Non-financial criteria
Engineering Management Skills

Engineering managers can come from an engineering, science or

business background. But managing in a technological environment
involves both technical (hard) and non-technical (soft) skills.

Based on the Engineering Managers’ Competency Model (Kocaoglu,

1980), the engineer manager’s competencies are in the areas of :

■ Business

■ Environment

■ People
Engineering Management Skills - Business

BUSINESS

PRODUCT ORGANIZATION

Research,
Markets &
Development &
Marketing
Design

Production
Systems
Planning &
Engineering
Control

Supply Chain Knowledge

Management Management

Project Budget &

Management Finance
Engineering Management Skills - Environment

ENVIRONMENT

PROFESSIONAL GLOBAL

Professional Adaptation &

Ethics Flexibility

Environmental Cross-Culture
Consciousness Sensitivity

Organizational Awareness of
Culture & Politics Global Issues

Managing
Laws & Regulation
Diversity
Engineering Management Skills -People

PEOPLE

INTERPERSONAL LEADERSHIP

Motivating Self & Truthfulness &

Others Integrity

Effective Vision & Strategic

Communication Thinking

Negotiation & Mentoring &

Conflict Resolution Coaching Others

Enthusiasm &
Teams & Teamwork
Inspiration
Role of Practicing Engineering Management

An engineer manager’s role consists of the following:

 Planning,organizing and managing the work that is consistent with

organizational goals

 Being pro-active in problem-finding and problem-solving

 Directing engineering activities and demonstrating innovative

capabilities

 Creating policies and procedures to help employees focus on their

goals, then reviewing and appraising their performance
Role of Practicing Engineering Management -
Continued

 Developing technical strategies that align with the organizational

vision and mission

 Managing resources and processes effectively

 Focusing on meeting customer needs and providing a quality product

or service

 Delegating tasks, overseeing technical people, and providing technical

expertise

 Reporting to senior management on progress of operations and

projects
Trends & Challenges for Engineering Managers

There are three groups of trends and challenges that an engineer

manager has to consider at this present time:

■ Business Environment Trends & Challenges

■ Organizational Trends & Challenges

■ Engineer Management Trends & Challenges

Business Environment Trends & Challenges for
Engineering Managers

 Globalization

 Focused on short-term profit

 Environmental and ethical regulations

 Demographics of the workforce

 Technological progress resulting in increasing demands to deliver

faster, to respond more quickly, to be excellent or more consistent
and reliable
Organizational Trends & Challenges for
Engineering Managers

 Forging partnerships

 Operating network relationships

 Implementing a process-based organization

 Continuously managing change

 Gaining and maintaining employee loyalty and commitment

 Need for outsourcing

Engineering Management Trends & Challenges
for Engineering Managers

 Managing and leading teams

 Understanding and managing uncertainty

 Managing and leading the workforce

 Changing culture

 Using tools and metrics to manage

 Developing management and leadership skills and behavior

 Motivating and sustaining knowledge workers

References

■ Chang, C. M. (2004). Engineering management: Challenges in the new

millennium. Upper Saddle River, NJ: Prentice Hall.

■ Cleland, D. I., & Kocaoglu, D. F. (1981). Engineering management.

New York, NY: McGraw-Hill.

■ El-Baz, H. S., & El-Sayegh, S. M. (2010, March). Competency domain

model and perception of engineering managers in the United Arab
Emirates. Engineering Management Journal, 22, 3-12.
References

■ Galbraith, J. R. (2014). Designing organizations: An executive guide to

strategy, structure, and process. San Francisco, CA: Jossey-Bass.

■ Kocaoglu, D. F. (January 1980). Master’s degree programs in

engineering management. Engineering Education, 350-352.

■ Larson, E. W., & Gray, C. F. (2014). Project management: The

managerial process. New York, NY: McGraw-Hill.
References

■ Marino, D. N. & Farr, J. V. (2010). (Editors). Engineering management

handbook. Rolla, MO: American Society for Engineering Management.

■ Morse, L. C., & Babcock, D. L. (2013). Managing engineering and

technology. Upper Saddle River, NJ: Pearson.
Questions!