Engineering Management
College of Information Technology and
Engineering
De La Salle Lipa
What is Engineering
Management
What is Management
Is getting work done through
others.
Requires a set of activities
(including planning and decision
making, organizing, leading, and
controlling) directed at an
organizations resources (human,
financial, physical, and
information), with the aim of
achieving organizational goals in
an effective and efficient manner.
Engineers are expected to perform a
variety of tasks depending on their
specialization.
His next concern will be to identify the
skills required but which he does not have.
If an engineer manager would
want to do his job well, some
exposure to engineering
management activities would be
necessary.
Engineering management is a process of
leading and controlling a technical function /
enterprise
It is also an activity combining technical
knowledge with the ability to organize and
coordinate work power, materials, machinery
and money
Engineering management is similar to other
definitions of management, but with a slant
toward technical issues
Spectrum of Activities
Civil Engineering
Concern with the analysis, design, methods,
and materials of large structures such as
bridges, highway, water treatment facilities,
and traffic and transportation systems.
Construction Engineering
Plan, design, and supervise the construction
and maintenance of structures and facilities,
including project management, estimating,
scheduling, business accounting, finance, and
public policy.
Mechanical Engineering
Two main stems: Mechanical System such
as automobiles, airplanes, washing
machines, etc., and Thermal System such as
power plants, refrigeration, solar and
alternative energies.
Aeronautical Engineering
Concern with design and analysis of airfoils,
control system, propulsion (turbine and
reciprocating engines) and aircraft system
Electrical Engineering
Concern with power generation and
distribution, consumer electronic goods,
and telecommunication goods and
networks.
Computer Engineering
Concern with digital computer
hardware and software.
Industrial Engineering
Concern with the optimization of
resources (human, materials, facilities,
and time) in operation of systems.
Manufacturing Engineering
Concern with the design and
implementation of manufacturing
facilities and processes to optimize
productivity.
Chemical Engineering
Concern with industrial chemicals
such as solvents, plastics, paints,
adhesives, etc., and with food and
pharmaceuticals.
Paper Engineering Concern with
papermaking, recycling, non-wood
fibers, and coatings.
Engineering Graphics & Design
Technology
Concern with the use of CAD and
CAM to
support, implement, and document
engineering design and
manufacturing.
Manufacturing Engineering Technology
Concern with the application of
resources (materials, people, facilities,
time) to create efficient production
systems and to implement design to
produce products.
Engineering Management Technology
Manage, administer and supervise the
operation of systems designed by
engineers to improve productivity and
efficiency
Computer Science
Study algorithm to describe and
transform information using digital
computer hardware and software, as
well as programming and execution
of programs.
Imaging
Concern with imaging and printing
management, such as inks, coatings,
etc.
Industrial Design
Combine aesthetics with
knowledge of manufacturing and
materials to create
functional and appealing
products.
Product and System Life Cycle
Technical Manager vs Operational
Manager
Technical Manager has to dothe balancing
act of managing technical processes and
teams along with using his technical skills
to provide the necessary environment for
project success.
They are responsible for project planning
(estimate project budgets, schedule project
timelines, arrange for resources), setting
targets and deliverables, making decisions
and bringing in business, handling teams,
and also help in solving technical problems
Technical Manager vs Operational
Manager
Operational Manager involves in
overseeing the production of goods and/or
provision of services.
The job has to make sure an organization is
running as well as it possibly can, with a
smooth efficient service that meets the
expectations and needs of customers and
clients.
It generally it includes monitoring and
analyzing the current system of production
What is the problem faced by the
management ?
To develop a product or to provide
knowledge or the solution to a problem
that is desired by a customer by a date
dictated by a maximum payoff and
minimum expenditure of resources
(PEOPLE,MONEY AND FACILITIES)
Two general types of errors that a
technical manager seeks to avoid:
Failingto undertake good
projects
Undertaking bad projects
Four (4) factors that seem to be fundamental
parts of any measure of effectiveness to
technical operations
1. Cost Money is one of the limited
resources, either initial investment or
operating must be viewed as a significant
factor in project selection.
2. Manpower There are two aspects
involved:
Considerable value to human life
Substantial expense will be incurred to
minimize waste of life
Costs maybe subordinated to safety and
reliability.
Four (4) factors that seem to be fundamental
parts of any measure of effectiveness to
technical operations
A limited resource, especially highly
trained, creative persons.
3. Time may overshadow both cost and
manpower
4. Need similar to time in that the need for an
item becomes acute where limited time is
available to get it.
Measure of how badly something is wanted
Need is satisfied, cost is incurred.
Cost in personnel, time and dollars may
indicate that the price is too high, need is
overvalued.
Functions of Management
Decision Making
The process of identifying and choosing
alternative courses of action in a manner
appropriate to the demand of the situation.
It is the heart of management function
Decision Making Process
1. Diagnose the problem
2. Analyze the environment
3. Develop viable alternatives
4. Make a choice
5. Implement decision
6. Evaluate and adapt decision results
Management Levels and Areas
Basic Managerial Roles
Management of Uncertainty
Manager of any technical functions is
faced with uncertainties
Nature and scope of these uncertainties
distinguish the management of technical
functions from the management of
operational functions
It could either be internal relationships
or external ones.
Management of Uncertainty
Technical Uncertainties
determine the degree or technological
advancement necessary to accomplish the
performance goals within the cost and schedule
constraints
Concerned with whether we have really
anticipated all of the technical problems and
really understand the current state of the art.
Involves the analysis of where technical
problems will arise and how they can be
surmounted.
Management of Uncertainty
Can we count on suppliers to meet our
specifications on time and for the cost we
have allocated?
Are other organizations pursuing work that
will overcome our problems in time?
Is there a faster, cheaper way to accomplish
a task or function?
Internal Program Uncertainties
Originate within the group as a result of the
way it is organized, planned and managed.
Includes questions such as the reliability of the
technical, cost and schedule estimates
Management of Uncertainty
External Uncertainties
Outside purview of the manager, but they can have
an impact on the successful accomplishments of the
group
Deals with questions of availability of resources and
support, relationships with supervisors and
customers, and competing projects in other
organizations.
Management of Uncertainty
Not all of the factors needed for a
successful project are under the control
of a manager.
Funds can be cut off or reduced.
Customers can change their minds
Other groups can object that they
should have the responsibility
