Frank Batten College of
Engineering & Technology
Engineering Management and
Systems Engineering Department
INTRODUCTION TO ENGINEERING MANAGEMENT ( ENMA 301 )
Module 1- Session 02: Introduction & Course Design
Murat Balci
Fall 2022
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?
Definitions
Management
■ Getting things done through people
■ Theprocess of achieving organizational goals by engaging four
major functions:
■ Planning & Decision-making
■ Organizing & Staffing (Allocating Resources)
■ Leading/directing
■ Controlling
Definition
Engineering Management
■ Theart and science of planning, organizing, allocating
resources, directing and controlling activities that have a
technological component (ASEM, 2015)
Engineering Management Functions
Planning Leading
Engineer Manager
Organizing Controlling
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)
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 projects 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;
■ Anemployee 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 competition 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.
■ Oneof Manager’s functions is to 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.
■ Anengineering manager may have varying authority and
power in making decisions depending on the organizational
structure
■ Anengineering manager is involved in managing and leading
people.
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)
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
Focusingon 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
Management vs. Leadership
Franklin Covey Co. 1998
Stages of Team Formation
Tuckman's stages of team development (1965)
SWOT
BCG Matrix
Porter’s Five Forces Model
Double-Entry Accounting Principle
Account Increase Decrease
Type
Assets Debit Credit
Liabilities Credit Debit
Revenue Credit Debit
Expenses Debit Credit
Equity Credit Debit
The Five Process Groups
(Project Management Institute – PMI)
Lean vs. Six Sigma
Questions!
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.