University of Northeastern Philippines

Iriga City
College of Engineering and Architecture

ENGINEERING MANAGEMENT

Engr. Audie D. Magistrado

Instructor

Name of Student: _____________________

Course: _____________________________
College Of Engineering and Architecture
Course Name: Engineering Management

Coverage of Examination

Prelim: Module 1

1. Introduction to Engineering Management

2. Decision Making

Midterm: Module 2

3. Function of Management

3.1 Planning/ Coordinating

3.2 Organizing

3.3 Staffing

Pre- final: Module 3

3.4 Communicating

3.5 Motivating

3.6 Leading

3.7 Controlling

Final: Module 4

10. Managing Product and Service Operation

11. Managing Marketing Function

 12. managing Financial Function

What is Engineering Management?

Engineering management is a specialized form of management
required to successfully lead engineering or technical personnel
and projects and applies to either functional management or
project management. Engineering managers use their training
and experience to coach, mentor and motivate technical
professionals.
An engineering manager’s duties might include:
 Overseeing the team members and processes associated
with engineering and construction projects
 Providing management and leadership to a team of
analysts or industrial engineers
 Helping a company or organization identify costs and
budget needs for specific projects in their planning stage
 Delegating tasks and inspecting processes and project
results for accuracy and quality

What jobs can I get with an engineering management

degree?
Engineering managers typically require training and experience in
both general management and the specific engineering
disciplines that will be used by the engineering team to be
managed. Engineering managers provide leadership in a variety
of project-related fields, including construction, chemical
engineering, computer engineering, supply chain engineering,
aerospace engineering and electrical engineering.
Roles and responsibilities
 Project Manager: The project manager is overall
accountable for the project outcomes and is specifically
responsible for meeting the schedule and cost objectives.
Within these overall objectives he need to focus on the
overall project execution strategy and plan, the contracting
strategy, project commercial and legal issues as well as
schedule, cost and change management. Safety,
environmental and quality issues during the project
execution is also of extreme
 importance.
 Business Manager: The business manager is responsible
for business activities that includes for example overall
business plans, business viability and economics, marketing,
sales, and all other support functions including legal,
financial and business commercial issues. An issue that is
also gaining prominence is product stewardship over the
total logistics chain from raw material supply to final product
delivery to customers.
  Operations Manager: The Operations manager is
responsible for operations activities. This includes both
operating and maintenance aspects. Operations personnel
requirements, recruitment and training, variable and fixed
operating costs, commissioning, operability and
maintainability, operational safety and environmental
compliance of the final facility are some examples within his
area of responsibility.
 Engineering Manager: The engineering manager is
responsible for the overall technical integrity of the project.
As such this would include a facility scope that meets the
business needs. An overall integrated technical solution
requiring management of interfaces as well as management
of technical/engineering quality of deliverables be it design
deliverables or actual hardware like vessel, pipes or even
control and IT systems.

The relationship between project manager and

engineering manager
The project manager is accountable for the overall project
outcome. To achieve this, he uses professionals in various
disciplines to achieve his goals. For example, a project controls
professional responsible for cost and schedule issues, a legal
professional to handle commercial and contractual issues, a risk
management professional to handle risk management.
In the same way, the project manager requires a professional who
understands all the technical and engineering requirements of the
business within which the project is being executed. Only on small
projects may the project manager have the knowledge and time
to address both project and technical management. Even in such
cases, if the project manager is a technical person, it often
happens that he then starts to concentrate on the technical issues
and project management suffers, or vice versa.
The engineering manager therefore needs to support the project
manager in focusing on the project management work processes
of a technical nature. The engineering manager needs to firstly be
a technical/engineering professional who understands the
business objectives and technical/engineering aspects of the
business, such that a project can be developed that will meet the
business needs. Secondly, he needs to have a sound
understanding of project management processes so that the work
is carried out within the project management framework.
One can probably call the engineering manager the “project
manager for the technical work”. The engineering manager is no
longer an engineer doing the design work, but the person
managing the various engineering functions in getting the work
done. He is also the person that must ensure that all the work
done by the different functions is integrated into a whole that will
deliver a functional product. Very often a very good and capable
engineer is appointed as an engineering manager, but he fails
miserably at the job or leaves the job after a few days. This
happens because he now becomes a high-level manager and an
integrator having to align, support, coach, defend, justify and
communicate with stakeholders rather than do engineering.
.
Who then makes a good project engineering manager? A person
who has a good technical basis, that has a good grasp of all the
different engineering disciplines and technical complexities of the
business. He also needs to understand business development
methodologies and the objectives of the business such that
project will meet the business needs. A person who has been a
project manager but would rather focus on the technical
management than the detailed project management aspects is
also a good candidate.
 1. Introduction of Engineering Management:

Engineers are expected to perform a variety of tasks depending

on their specialization any job level.

10 Functions of engineering comprising different areas.

1. Research
2. Design and development
3. Testing
4. Manufacturing
5. Construction
6. Sales
7. Consulting
8. Government
9. Teaching
[Link]
Engineering Management refers to the activity combining
technical knowledge with ability to organize and coordinate
worker power, materials, machinery, and money.

Management is a process consisting of planning, organizing,

leading, and controlling an organization’s resources to achieve its
mission and objectives.

To become a successful engineer manager:

[Link] refers to the capacity of an engineer manager to

achieve organizational objectives effectively and efficiently.
2. Motivation is to manage people to work and finish specific
tasks assigned.
[Link]. To become manager if those having the ability
and motivation are given opportunity to manage.

Activity 1.1

1. Why are engineers considered an important segment of the

society?

2. In what areas are engineers currently involved?

3. What is engineering management?

4. What qualifications must an engineer manager have?

5. How my one become a successful engineer manager?

Research 1.1
 Prepare a list of 10 Filipino Engineers who become president or
general manager of a large company.

2. Decision Making:
Decision Making as the process of identifying and choosing
alternative course of action in a manner appropriate to the
demands of the situation.

8 steps involving the decision-making process.

1. Diagnose problem
2. Analyze environment
3. Articulate problem or opportunity
4. Develop viable alternatives
5. Evaluate alternatives
6. Make a choice
7. Implement decision
8. Evaluate and adapt decision results

2 major components of the environment in decision:

1. Internal environment refers to an organizational activity
within a firm that surrounds decision-making.
2. External environment refers to variables that outside the
organization.

Fig. 1. The Engineering firm and the internal environment in

decision- making

INTERNAL ENVIRONMENT
External
Organizational Aspects
Environment
like org. structure,
policies, procedures
DECISION
Marketing Aspects
like producer strategy,
External
promotion strategy
Environment
Personnel Aspects
like recruitment practi
ces, incentive systems
Production Aspects
Fig. 2like
The Engineering
plant firm and its external environment:
facility layout,
inventory control
EngineersFinancial Aspects Government labor unions
like liquidity profitability
Clients Engineering Firm suppliers
ENGINEERING FIRM

Competitors public banks

Approaches in solving problems:

In decision making, the engineer is faced with problems. To
provide him some guide with the following approaches:
1. Qualitative evaluation is used for solving simple problems.
 2. Quantitative evaluation is applied to complex ones.
Qualitative evaluation refers to evaluation of alternative using
intuition and subjective judgement. Stevenson states that
managers tend to use the qualitive approached when:
1. The problem is simple.
2. The problem is familiar.
3. The costs involved are not great.
4. Immediate decisions are needed.
Quantitative evaluation refers to evaluation of alternative using
any techniques in a group classified as rational or analytical. This
type maybe useful in decision-making are as follows:
1. Inventory models
2. Queuing theory
3. Network
4. Forecasting
5. Regression analysis
6. Simulation Linear programming
7. Sampling theory
8. Statistical decision theory

Activity 1.2:
1. Can the engineer manager avoid making management
decision? Why or why not?

2. Why is proper diagnosis of the problem important?

3. What are the components of the environment from the point

of view of the decision maker? What do they consist of?

4. What are the approaches in solving problems?

5. What quantitative techniques are useful in decision making?