Technological and Managerial Competencies
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The engineer is "primarily interested in the materials sub system, dealing with the methods and processes for the allocation of material related resources to the design, development, and operation of engineering systems."1 A manager's "primary interest . . . is on the allocation of human and nonhuman resources to perform the tasks demanded of" the organization.2 The problems faced by the manager "are usually more open ended and less well defined than the engineer's problems."3 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 problems, human resources management problems, production efficiency problems, and problems associated with an organization's external environment. In depth, however, the engineering manager must be proficient in, or knowledgeable of the following processes: (1) all aspects of project management, including the concept of the project life 1D. I. Cleland, and D. F. Kocaoglu, Engineering Management, 3rd ed. (New York: McGraw Hill Book Company, 1991), 6. cycle; (2) all aspects of human resources management, with special emphases on organizational communications, and the management of change in organizations; (3) all aspects of
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y large construction projects.12 Although it was evident that improved project scheduling and control procedures were required for construction
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7Sisk, 23.
8Ibid., 24.
9O'Brien, 2.
10Ibid.
11G. N. Cale, "Management and Productivity Techniques," in E. F. L. Brech, (Ed.)., Construction Management in Planning and Productivity, 5th ed. (London: Longman Publishers, 1990, 776.
12S. Goldharber, C. R. Jha, and M. C., Macedo, Jr., Construction Management: Principles and Practice, 4th ed. (New York: John Wiley & Sons, 1991), 117.
management, radically new approaches did not begin to be developed until the post Second World War time period.13
In the mid 1950s, the concept of a construction project as a network of interrelated and coordinated activities began to emerge.14 In order for the network concept to be effectively applied in construction management, it is necessary for a project to have four quite specific characteristics. The four specific characteristics which a construction project must possess to effectively employ the network concept in scheduling and control are (1) a clearly recognizable endpoint or a clearly recognizable
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Approximate Word count = 2600
Approximate Pages = 10 (250 words per page)
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