Chapter 1

Introduction of Engineering Plangent

Function of Engineering Management
Fundamentals of Planning
(Week 1)
1.0 Introduction
The learning objective of engineering management are:
 Planning, organizing, and managing projects
 Methods for improving an organization’s performance
 Holistic approaches to making decisions
 Strategies for financial planning and budgeting
 Processes in contracting for engineering projects
In this course, engineering management teaches students to effectively lead and manage organizations
in manufacturing, construction, engineering and production industries. These students learn how to
apply engineering management principles to coordinate critical functions across entire organizations,
including topics such as professional demeanor, operations and project management, marketing,
finance, cost and quality control, supervisory functions, and more.
1.2 Some of the typical components of engineering management include:
 Decision Making with Uncertainty
 Survey of Finance and Engineering Economics
 Knowledge Management
 Resource Management (inventory of materials, water, energy)
 Input-out optimization of engineering activities and production process
 Organizational Behavior for the Engineering Manager
 Project Cost and Quality Management
 Performance Evaluation
 Problems in Engineering Management and Systems Engineering Capstone
Life cycle assessment of plant/project on carbon emission (SDG-13),
effluent quality (SDG-6)
1.3 Applications of Engineering Management
Due to our life in the age of space and technology, the problems are also very large. The use of
engineering management has become imperative to prepare successful projects in areas such as
transportation to Mars, efficient farming, new energy sources and the like. To make the most efficient
use of time, resources and money, researchers are now working more intensively on engineering
management.
Engineering management is a form of management specializing in engineering applications and people.
Engineering fields; Manufacturing, design, industry, space, food, or any other area where engineering
activities are performed. Especially in large-scale projects, it has become a necessity.
All these management skills are highly valuable to both engineering and project managers .The
challenge for engineering managers is having the ability to take the tools and methodologies from
project management and applying them to technical projects.
The skills and talents of engineering managers and project managers overlap in a number of key areas
including team leadership skills, organizational abilities, the scope and nature of their work.
Particularly in fields such as engineering, industry-specific expertise helps to ensure that the
professionals who are responsible for managing a project understand the scope of work and are also
experienced communicators with both other engineers and non-technical stakeholders.
Engineering managers tend to have backgrounds which are more technical in nature, and are also more
likely to already have some engineering experience. Their roles come with management and leadership
duties such as attracting and maintaining talent, including hiring and promoting team members, in
addition to project management tasks such as executing timelines and improving operational processes.
Engineers keep the world turning. They design technology, build machines, bring systems to life and
keep those systems safe and secure. Today’s engineers are proficient problem solvers in regards to
complex operations such as high-performance computing, nanotechnology, manufacturing, biomedical
engineering, and cybersecurity.
Engineers with engineering management skills is essential for solving technical challenges and
answering questions involving science and math; engineers can also boost their careers by honing soft
skills like interpersonal communication or business skills such as financial strategizing.

1.4 There three catagories of managmnet involved in proejctplanning implementration.

 Proejct management,
  Engineering management
 Operations management.
In comparison to project managers, who are not necessarily specialized experts in one particular field,
the skills of an engineering manager are abundantly applied to the work at hand. They are able to lead
engineering teams, collaborate with different departments within an organization, develop timelines,
and ensure that all stakeholders understand project requirements.
An in-depth engineering management activities ensures that future engineering managers have the
necessary skills to supervise technical development and maintain high performance.
1.5 The key functions of engineering managment relating engineering activites are:
 Planning,
 Scheduling,
 Implementing,
 Monitoring and Evaluating and reporting
[please see ppt]
1.5 Core Principles of Engineering Management
1.5.1 Quality Planning and Decision Making and Project Management
The functional management in engineering are considered to be the most important activities that an
engineering manager would have to take part in when working under the role of leading the
engineering and technical personnel and projects through the best practices. It is one such role that has
a definite resemblance to operations maanager and decision-makers. Moreover,Industrial engineering
strategies can use to make proper decision.
Every decision that an engineering manager takes, each plan that they put forward, as well as orders
that they give, directly and indirectly, resemble the projects that they work. The right decisions will
bring good results, while bad decisions and bad planning will end up indefinite chaos; the engineering
manager reserved for someone willing to commit with proper decision makings responsibility towards
society as well as towards themselves.
1.5.2 Risk and Value Management
No matter how good an engineer is, there is no way that thye will be able to overcome all problems
that come to them when they work at field. Many other skills are required to show their talent as a
capable individual rather than merely being an essential segment in the analytical problem solving
team. The people who can manage the risks that a situation brings, and thereby add value to the project
while cutting all additional costs are essential to make a project financially successful. These are not
ordinary skills anyone could have, and they are the compulsory items that an engineering manager
should demonstrate to achieve the targets about the management of engineering activities, the persons
who are involved in the decisions as well as the project or the business itself.
1.5.3 Tools and Concepts Usage
With current developments in engineering fields, it is crucial to use new technologies. At present
software-based products are used for engineering management. Below are the prominent tools that an
engineer shall be failiour with:
 Total Productive Maintenance (TPM)
 Quality engineering management systems
 Project management systems
 Service management systems
 Assets management systems
Further, Enterprises resource planning (ERP) and lean tools use for engineering management to make
the work easier. Cause when you need to present the figures, a proper systems must be there within the
organization.
1.5. 4 Leadership And Best Engineering Practices
The top management is deeply concerned about the success of the tasks that they have at hand
Therefore, it is essential to note that these jobs are not merely related to managing a company. They
have a much more critical role at hand, which is the completion of projects and other activities in a
successful manner.
As an example, in power plant engineering, managing a project is tides due to high word load in many
areas. An engineer needs to know tpo lead human resources and to utilize avialbe sources properly to
get maximum profit.
1.5.5 Controlling and Decision Making
Managing an organization is a core area in engineering management. The high demand for raw
material, labor cost, shortage of skilled labor are among the areas engineering management
professionals look at. In any organization, CAPEX (capital expenses) are allocated each year
accordingly. It makes sense that with only proper controlling of debits and credits, an organization can
achieve its annual financial targets.
To illustrate, if an organization purchases a piece of necessary equipment, it has to look for the best
solutions. Here, the quotation has to call, and as a management professional need to use the engineering
management knowledge to get the optimum solution for organization with better financial management
and control. In the same manner, decision making is vital for success. As an engineering professional,
if one fails, it will severely affect his career may be the organization as well. 
1.5.6 Human Resource Management in Engineering Management
Here is a listed quality a engineering manager should possess:
i. A good communicator
The art of being an excellent communicator cannot teach as believe. It has to come with instincts. It is
not only about being your ability to give speeches but also the way of listening to people. When you
deal with a large workforce, everyone may have different job roles. Being an excellent communicator,
someone need to pass the messages accordingly, and then only you will be able to achieve the goal. If
you are not sure the way to do it, refer a book regarding effective communication. Just search on the
internet there are so many materials there.
ii. A Flexible individual
When there is a situation, as a professional, one needs to be flexible, if only being focused on your area
is not what engineering management is all about. For instance, when a wrong time comes for the
organization, you will have to take care of some other responsibilities and work, and you will need to
be agile towards getting into it. The good thing about becoming a flexible person is, career will grow
more than imagine. Cause the top people will observe your capability and the capacity.
iii. Committed to the cause
Hence, for the organization’s success, you will have to take initiatives. The initiatives should be
possible achievements. Depending on the hierarchy of the organization you will have to take steps for
success.
iv. Trustworthy in every way
As a manager, an engineer is accountable for your stuff and creating trust among them. Not only with
people but with other activities creating trust and making them believe as a capable engineering
manager for organization.
The trends of engineering management are mostly lying upon the engineer’s ability to solve managerial
problems rather than technological issues. There are many areas that the engineer’s expertise applies.
Still, the most important thing is that people are more interested in what they do concerning managing
the problems that arise when managing a project or maybe the workforce.
1.6.The Basic and Core Functions That Make Up the Management Process
In 1916, a French coal mine director named Henri Fayol wrote a book entitled “Administration
Industrielle et Generale,” which set forth five distinct functions of managing that Fayol insisted were
applicable in any industry. In the 1950’s, management textbooks began to incorporate some of
Fayol’s ideas into their content. The process school of management was born and, today,
management courses still use many of Fayol’s ideas to teach management to business students.
1.6.1 Function One: Planning
Planning involves deciding where to take a company and selecting steps to get there. It first requires
managers to be aware of challenges facing their businesses, and it then it requires managers to
forecast future business and economic conditions. They then formulate objectives to reach by certain
deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and
make adjustments as necessary. Planning helps allocate resources and reduce waste as well.
1.6.2 Function Two: Organizing
Managers organize by bringing together physical, human and financial resources to achieve
objectives. They identify activities to be accomplished, classify activities, assign activities to groups
or individuals, create responsibility and delegate authority. They then coordinate the relationships of
responsibility and authority.
1.6.3 Function Three: Leading
Leading requires managers to motivate employees to achieve business objectives and goals. It
requires the use of authority to achieve those ends as well as the ability to communicate effectively.
Effective leaders are students of human personalities, motivation and communication. They can
influence their personnel to view situations from their perspectives. Leading also involves
supervision of employees and their work.
1.6.4 Function Four: Controlling
Controlling is a function of management that involves measuring achievement against established
objectives and goals. It also requires managers to be able to identify sources of deviation from
successful accomplishment and to provide a corrective course of action. Managers first establish
objectives and goals, then measure achievement of them, identify anything that is keeping the
company from achieving them, and provide means of correction if necessary.
Controlling does not necessarily involve achieving only monetary goals and objectives. It can also
relate to nontangible goals and objectives like meeting a production quota or reducing customer
complaints by a certain amount.
1.7 The Standard Elements of a Quality Management Plan
Total Quality Management (TQM) is a formal management style premised on the notion that
measurement of a finished product or project is insufficient to ensure quality. Instead, each process
necessary for its completion should be measured and monitored to ensure that all deliverables are
operating at expected quality standards -- including both management and operational processes. The
aim of a quality management plan is a road map that, in part, identifies specific quality standards and
sets out the processes and conditions necessary to fulfill quality standards.
1.7.1 Set Objectives
When drafting quality objectives, start with identifying the targeted customers and their needs.
Objectives should be stated in terms that address the product or project objective and the
organizational objectives. The broad objective of any quality management plan is to effectively and
efficiently respond to customer demands by employing processes that are able to meet the quality
standard expectations, prevent nonconformance with quality standards and timely identify and turn
around performance deficiencies.
1.7.2 Set Roles and Responsibilities
The roles of those responsible for achieving the objectives also should be outlined in the plan. For a
small business, this might be one person or key personnel from throughout the organization from
quality assurance manager to operations testing supervisor. The plan should set out the lines of
authority, communication requirements and staff levels, competencies, and training needs required to
maintain quality standards.
1.7.3 Set plan for Deliverable Product
Specific product or project deliverables are identified with timetables that might be associated with
each deliverable, which is the tangible or intangible object produced. Key resource requirements for
each deliverable should be listed in the quality management plan. Also, incorporate a process into the
plan for reviewing prior data related to deliverables for evaluation purposes.
1.7.4 Set Criteria for operations
The criteria are the quantifiable standards, metrics and specifications used to determine quality
requirements. In addition to customer expectations, industry benchmark standards and regulatory
requirements are reviewed and used to develop quality performance criteria. For example, the quality
criteria for a product might be that it must be 97-percent free of defect and that it meets all legal
compliance requirements.
1.7.5 Set Control control paermenters for achieving performance
In a written plan, set out the schedule of audits, audit personnel, and documentation and reporting
requirements. Quality control and assurance activities measure the optimal quality criteria for
deliverable against existing conditions. This might include mechanical reporting as well as daily
occurrence logs from quality control personnel. The goal is to maintain optimal levels of
performance by monitoring performance of deliverable. Examples of quality management tools
include Zero Defects and ISO 9000, methodologies designed to measure and correct non-
conformances.
1.8 Elements of Quality Plan for an Engineering manager
Small businesses may be involved in projects that result in the delivery of products to clients and
other members of the organization. The quality of the project is important to delivering good
products to clients. A project quality plan is a document that assesses the project and what's delivered
to customers. The project manager is usually responsible for developing a project quality plan. The
plan should include certain main elements to determine if individuals involved in the project are
performing according to the organization's quality standards.
1.8.1 Quality Management
Quality assurance for a project is typically management's responsibility. This section of a project
quality plan describes the exact responsibilities of management to verify that products designed for
delivery are of the highest quality. A small business owner may choose to design an organizational
chart that displays the structure of the quality management department for a product. For example,
quality assurance representatives typically fall under the supervision of the quality manager. The
person responsible for overseeing the quality of the project should sign off on the project quality plan
before the product is delivered to customers.
1.8.2 Quality Materials
Another main element of a project quality plan is the quality materials, which are templates the
project manager uses to help improve the product. A project quality plan should list the specific
quality materials used during the project. Common quality materials include standards, guidelines,
checklist, templates, procedures, user guides and processes. Standards are strict guidelines that
explain how team members must handle a project. Team members working on the project should not
deviate from standards unless approval is granted by a quality or project manager.
1.8.3Management of Defects
A member of the quality assurance team may find defects when reviewing products. Defective
products cost a company money and time. Most small business managers desire to reduce the amount
of defective items produced. Even with a reduction of defective items, some items will not meet
standards. This element of the project quality plan should include information on how a team
member should handle defects. A manager may choose to rework the items or dispose of them
completely.
1.9 Conclusion on Fundamentals Engineering Management
The fundamental principals in engineering management, usages and effects on perfromance.
Engineering management is one such opportunity that has been created to enable profession to move
forward without getting stuck with all the requirements that they make. The change in the industrial
requirements of the professionals is a never-ending task, and they will never be able to know what the
industry would expect from you tomorrow
Present context of engineering management
Engineering management career is a specialized field that involves both the managerial aspects as well
as the engineering requirements. It ultimately bases on the organizations that are focused on employing
engineers who concentrate on administrative activities other typical engineering activities. Companies
considered engineering management as an essential requirement when qualifying for a managerial
position in any company at present. It regards as a core area for the future of engineers, and there is
nothing wrong with that thought as well, because, this is the type of professionals that are required to
the organizations when they need to maintain a healthy profit margin.
The End