WEEK 2 Business Fundamentals

ENGINEERING MANAGER 1. Accounting

1. Work with superior 2. Finance
2. With self (manage own time) 3. Marketing Management
3. Peers, staff, people
4. Work with subordinates Engineering Leadership
1. Leadership Preparation
THE ENVIRONMENT IN WHICH PROJECT OPERATES 2. Ethics
1. Influences 3. Globalization
2. Enterprise Environmental Factors (EEFs) 4. Operational Excellence
- External
- Internal WEEK 3
3. Organizational Process Assets (OPAs) STRATEGIC PLANNING
- Processes, Policies, and Procedures 1. Mission and Vision
- Corporate Knowledge Base 2. Business
3. Production Portfolio, Market Coverage, Production System or
Enterprise Environmental Factors (EEF) Service Capabilities
1. Internal: 4. Goals
- Organizational Culture, Structure, and Governance 5. Business Networks
- Geographic Distribution of Facilities and Resources 6. Offer new products
- Infrastructure 7. Technologies to maintain, develop, acquire or utilize
- Information Technology Software 8. Performance metrics to monitor company progress
- Resource Availability 9. Tackle daunting innovation challenges
- Employee Capability
2. External: Major Difficulties of Strategic Planning
- Marketplace Conditions 1. Prediction of the Future
- Social and Cultural Influences and Issues 2. Applicable Experience and Insight
- Legal Restrictions 3. Random Process of Strategic Making
- Commercial Databases
- Academic Research Strategic Plan Fails
- Government or Industry Standard 1. Not thinking strategically
- Financial Considerations 2. Failure to identify critical success factors for the company
- Physical Environmental Elements 3. Not having both internal and external focus
4. Lack of long-term commitment from company management
5. Reluctance of senior management to accept responsibility for tough
Organizational Process Assets (OPA) decisions
1. Internal 6. Not leaving enough flexibility in the plans
 Any artifact, practice, or knowledge from any or all of the performing 7. Failure to properly communicate the plan thus not securing support and
organizations involved in the project that can be used to execute or management buy-in.
govern the project.
 The organization’s lesson learned from previous projects and historical Methods used to Plan Strategically
information. 1. Deduction
 Complete schedules, risk data, and earned value data.
2. Trial and Error
2. Processes, Policies and Procedures 3. Analogies
 Guidelines and Criteria for Tailoring
 Specific Organizational Standards Such as Policies - Company’s Offering
 Product and Project Life Cycles, and Methods and Procedures - Competitor’s Offering
 Templates - Customer Needs
 Preapproved Supplier Lists and Various Types of Contractual
Agreements Operational Planning
 Change Control Procedure 1. Most efficient way of accomplishing a project with known
 Traceability Matrices objectives
 Financial Control Procedures
2. Best way to link up with three top suppliers
 Issue and Defect Management Procedures
 Resource Availability Control and Assignment Management 3. Operational guidelines
 Organizational Communications Requirements
 Procedures for Prioritizing, Approving and Issuing Work Planning Roles of Engg Managers
Authorizations - Time Management
 Standardized Guidelines, Work Instructions, Proposal Evaluation - Project & Programs
Criteria, and Performance Measurement Criteria - Corporate Know-How
 Verification and Validation Procedures - Proactive tasks
 Project Closure Guidelines and Requirements
3. Organizational Knowledge Respositories Tools for Planning
 Configuration Management Repositories
 Financial Data Respositories 1. Market Research
 Historical Information and Lesson Learned Knowledge Repositories 2. SWOT Analysis
 Issue and Defect Management Data Repositories 3. Financial What-if Analysis
 Data repositories & Modeling
 Project Files from Previous Project 4. Scenario Planning
5. Performance Benchmarks
Engineering Management Fundamentals 6. Technology Forecasting
1. Planning 7. Product Life-Cycle Analysis
2. Organizing
3. Leading
4. Controlling