Engineering Management Development Program

FOR INEXPERIENCED PROFESSIONAL ENGINEERS: A SYLLABUS

The organizationallybased management development program for inexperienced professional engineers will emphasize three areas for an intensification of knowledge. These areas are (1) the role of engineering management, (2) quantitative decisionmaking, and (3) construction project management. The general thrust of the instruction which will be presented in each of these areas is presented in the following course descriptions.

The Role of Engineering Management The engineer is "primarily interested in the materials subsystem, dealing with the methods and processes for the allocation of materialrelated resources to the design, development, and operation of engineering systems" (Cleland, and Kocaoglu, 1981, 6). A manager's "primary interest . . . is on the allocation of human and nonhuman resources to perform the tasks demanded of his (sic) organization. His (sic) problems are usually more openended and less well defined than the engineer's problems" (Cleland, and Kocaoglu, 1981, 6). Engineering management unites these two sets of interests. Engineering management, thus, is a combination of industrial engineering, managerial economics, and human resources management.

The scope of engineering management is broad; however, it is also deep. Broadly, the engineering manager must be prepared to deal with technological engineering p

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ronments within which they must function have caused a concomitant increase in the complexity of the managerial decisionmaking process. The management science discipline provides the means of accomodating this complexity. 4 Managers use statistics in three general ways. These three ways are as follows: 1. to describe events; descriptive statistics describe the performance or activity of one group or class, without attempting to make generalizations about other groups or classes; 2. to infer causes or future events; inferential statistics permit the findings with respect to one set of relationships to be extended to other relationships and to generalize findings and conclusions on the basis of statistical inference; and 3. to enhance the decision making process; decision theory provides managers with knowledge about events and relationships which reduce the level of uncertainty in the data upon which decisions for an organization are based. Construction Project Management In the mid1950s, the concept of a construction project as a network of interrelated and coordinated activities began to emerge. In order for the network concept to be effectively applied in construction management, it is necessary
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Approximate Word count = 1602
Approximate Pages = 6 (250 words per page)