nning and forecast ing (Cleland, and Kocauglu, 1981, 377 402);
6. the relationship between an organization's engineering function and the external environment (Cleland, and Kocauglu, 1981, 403 430); and
7. the relationship between an organization's engineering function and the organization's legal environment (Cleland, and Kocauglu, 1981, 431 448).
The scope of contemporary engineering management, thus, is as deep as it is broad. No longer can the engineer be content to deal only with technical problems, while leaving other types 3of organizational problems to be solved by managers who may have little understanding of engineering. Similarly, the con temporary industrial and manufacturing organization is an inte grated entity which can no longer afford to entrust its deci sion making to professional managers. Rather, such organiza tions require leadership from individuals possessing both tech nological and managerial competencies.
The external frame of reference I have applied to evaluate engineering management is the use of the critical path method (CPM) in construction project management. In the early years of the twentieth century, Frederick Taylor developed the con cept and techniques of scientific management (Sisk, 1985). Scientific management was a system designed primarily for use in manufacturing management, and was intended to "increase the output of the average worker and to improve the efficiency of management" (Sisk, 1985, 24). These same needs of manufactur ing operations also existed with respect to construction operations.
Soon after the development of scientific management, Henry Gantt and Taylor cooperated in adapting the system for use in contruction project management (O'Brien, 1984). The resulting system for construction management was the Gantt Chart. The Gantt Chart was the predecessor of the bar charts, which were later used extensively in construction management project 4control ...