UNIMAS 2019

FACULTY OF ENGINEERING

Engineering Management (Engineers and

Managers)
1. Principles of Management:
 What is management?
 The Purpose of Management
 Why should engineers be managers? Why is
management of an engineering project best be
conducted by engineers themselves?

a. What is management?
 Management in itself is a POWER, an influential
power and force, which combine various
activities, functions & tools available, guiding the
enterprises towards attaining its set of specific
goals & objectives.
 Management is a powerful instrument, which:
i. Set the goals (Definition of objectives)
ii. Direct the energy (i.e. resources) along
the proper paths in order to achieve the
goal (methods of attainment)

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 Any successful enterprise needs management in

all their undertakings.

b. The Purpose Of Management:

 To simplify:
“The purpose of management is the
attainment of clearly defined objectives as
efficiently as possible”

Thought of the Day: Think of Human Body

 Management Functions:
Functions of management are activities, which all
managers do. These activities are the energy when
directed attain the defined objectives
i. Planning
ii. Organising
iii. Staffing
iv. Executing of the project -
Coordinating /Directing
v. Controlling

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FACULTY OF ENGINEERING

vi. Corrective/Remedial actions

 Effective Management:
i. Effective performance of each of there
functions
ii. Each function requires decision-making
& action taking & reaching/attaining
solution to any problems.
 A Manager is the key person executing the
functions of management, making decision,
taking actions & solving problems.

c. The Principles of Management for Problem

Solving:
In the conventional problem solving procedures:
 Collection of data & information
 Analysis & clarification of data & information
 Refer to past data and experience to look for
similar cases
 Development of hypothesis and formulating a
general principle in order to make reliable
predictions

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FACULTY OF ENGINEERING

 Various options to problems.

 Decision-making.
Only by correct decisions can the purpose of
management be achieved.
Alternative Method: System Thinking?? ~ Looking at the
bigger picture and analyze the relationships between
problems, causes or even people involving. This is so the
solution/s obtained is a overall solution/s.

d. Why should engineers become managers? Why is

that management of civil engineering construction
projects best conducted by engineers?
 Engineering projects can be regarded as
independent enterprises, which requires
competent management to be successfully
executed. (Like any companies, proper execution
of management is necessary)
 No engineering projects are the same. Designs
are PURPOSE specific. Problems are different.
 Civil engineering projects depends largely for its
own team of professional personnel.
 One part of reference from start to finish
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 Engineers are train to be:

 Technical areas
 Creative thinking
 Practical ability
 Good engineering management is
people + scientific principles + management
skills.
 Engineers are the most qualified people to
execute the various management functions for an
engineering project as they are technically trained
to understand the design and physical work and
with their understanding of the management
concept and the tools and procedures, they are
thereof the best the reference point in an
engineering project.
 Almost all engineers will someday play a
managerial role. In fact, most senior engineers
will end as managers and not as much into their
technical capacity.
 “It takes more than having the right engineering
skills to be able to move up the career path. Ask

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any successful engineers, managers or head

hunters and they will tell you that employers,
especially during trying times, look beyond the
technical stuff on the resume of hiring new
people” ~ Malou A. Buencousejo, Electronic
Engineering Times, Oct. 2001
 Jobs includes
o Rapid, relative planning
o Deploying a large number of
staffs, equipment, facilities and
machinery
o Properly ensuring the timely
purchasing and delivery of
material
o Firm & sound financial
arrangement, which includes
budgeting and spending money
o Resolving technical trade-off
o Leading the team
o Giving presentations, report
writing
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o Be the point of reference to

external communications

a. Competent Engineers - Manager

Competent Engineers-Managers are no longer mad
scientist crop up in their laboratory or design offices
 Inborn qualities such as leadership & a people
person but
 Good engineer have:
 Technical strength & have been trained in
various branches of their professional
experience
 Team Player
 Enthusiastic.
 Assertive
 Proactive
 Dedicate to their work
 Ambitious
 Responsible
 Learn, teach, and speak well.
 Continuous improvement

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 Have a feel for socio-economics

realities
 Adaptable to changes

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Management Control Cycle

2 Organising various resources,

data & information

1 Establishing Management Plan 3 Implementing the Plan

4 Monitoring, Controlling the

Management Plan
5 Corrective action necessary

Definition of Management Control Cycle

It is a process whereby manager considers relevant
information to determines a course of action/strategy to
achieve the objectives & solving problems arises
(management plan). It provides a framework within which
a strategy can be determined, implemented, monitor and

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control and amended should there be a need for corrective

actions

Definition of Management Plan

The management plan is the result from considering all the
facts and data layout, together with the required goals &
objectives & within the limitation of the available
resources, and after considering all the possible options
determining a course of actions that will effectively &
efficiently attain/achieve the required objectives.
This course of action is laid out in the management plan.

1. Establishing Management Plan

 Planning - starting part of all management
functions.
 Planning provides definitions ~ to the
problems, data and goals and objectives
 Determines realistic objectives
 Formulating policies for attaining these
objectives

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 Detailed procedures & specific courses of

actions.

2 Organising
 Putting together the various resources of a company to
attain the objectives/successful implement
management plan drafted out.
 Resources inclusive of at minimum the following:
a) Materials
b) Human Resources
c) Technical & Design Experience & Knowledge
d) Capital & Costing/budgeting
e) Machinery/Equipment
 An engineer-manager must be able to recognize
his/her available resources & most important of this
all, HUMAN RESOURCES (STAFFING).
a) Know the skills ability & knowledge of each of
his/her staff
b) Divide the work & allocable/select Human
Resources accordingly.
c) Organize a team, who are specialists/good in their
respective areas of a project.
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d) Delegate the work

 Organization Structure
Division of work is annually frame out within an
organization structure
a. Line Organization
b. Functional Organization
c. Combined Organisation

Further discussed in Planning for Human Resources

Management: Recruitment & selection, job training &
development, performance appraisal, rewards &
recognition.

 Other resources must also be well put together by the

person responsible:
a. Material – timely purchase, delivery,
conversion to dollar signs.
b. Capital & Costing/Budget – organizing
budget, estimating cost.

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c. Machinery – Workable hours in

construction, working hours including
time
d. Design – putting together practical
workable design that meets
requirement.
e. Technical – all various aspect in
construction.
Various methods in organization of the above.

3. Implementing the Management Plan

3 key elements in implementation stage are:
A.Directing – Engineer-Manager had to put the
management plan into action by:
 Guiding/Giving focus all the resources put
together in order to attain the set out objectives
within the policies & procedures
 Motivate & Encourage people to work together,
to be discipline & self-motivated.
 Plans without direction cannot be focused, i.e.
failure.

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B.Communications – able convey all ideas, data

information (verbal & written) adequately
 Objectives, policies & procedures are best set out
in printed form to all personnel.
 Authority & responsibility (organization chart).
 Effective, fast & precise.
 Communicate the mood, atmosphere, motivation,
and commitment to the plans.
 Do not overdo communication.

C.Accountability
 Jobs are delegate out to group heads
i.e. Responsibilities & authority.
 All actions taken must be accountable to the
Engineer-Manager.
 Responsible for:
i. Work & Performance
ii. Defaults & Mistakes.
Remember there must be flexibility in control.

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FACULTY OF ENGINEERING

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