Engineering Management Module 1

5 M's of Management

application of knowledge gained from research, experience, and practice of mathematical and natural science

set of activities focused at the resources of an organization in order to effectively achieve organizational objectives

specialized form of management required to successfully lead engineering personnel and projects

the activity combining “technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money

those in positions of authority who make decisions

someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources

a group of two or more individuals that exists and works to achieve widely held goals

using resources wisely and without unnecessary waste

doing the right thing successfully

setting the goals for the achievement of which management tasks are driven

only possible by setting goals that are aligned with the common objectives of the organization

- financial resources of an organization

- most critical and all-purpose resource of every organization

- human resources of an organization

- all personnel employed in an organization

resources used by individuals to fulfill the organization's goals

resources that help facilities to perform all activities towards the achievement of the objectives

normal and prescribed ways of doing things

the managers and manpower

basic elements of management

father of modern management

he sought to reduce the time a worker spent on each task

was the first to suggest that the primary functions of managers should be planning and training

the year when The Principles of Scientific Management was issued

book where Taylor proposed that if workers were optimized and simplified, productivity would increase

came up with the idea of filming workers to analyze their motions

4 Principles of Scientific Management

he was convinced that organizations based on rational authority were most competent

a type of rational organization where authority was given to the most competent people

the power to hold people accountable for their actions

5 Principle of Bureaucracy

- desired that managers be accountable for more than just increasing production

- thought that successful companies were bound to be happy and empowered workers, and thus effective management

book published by Henri Fayol in 1916

he believed that successful businesses included satisfied and motivated employees, as well as effective management

year when Fayol published his book

5 Duties of Management

4 Functions of Management

create a plan of action for future

provides the resources to implement the plan

select and lead the best workers

make sure the diverse efforts fit together

verify whether things are going according to plan and make corrections where needed

specialization helps the individual to build up expertise

power to issue orders

promotes consistent rules and regulations aimed at achieving good discipline and compliance among employees

employees are only expected to be accountable to one immediate supervisor or superior

there should be only one plan, one objective, and one head for each of the plans

management must see that the goals of the firms are always paramount

both workers and management should have a fair wage and justifiable

decision-making should be centralized

a hierarchy is necessary for unity of direction

- material order and social order

- rule of giving every material its right position in the organization

treating employees fairly

employees work better if job security and career progress are assured to them

help employees feel more engaged with an organization and improve their workplace satisfaction

management must foster the morale of its employees

French phrase which means enthusiasm and devotion among a group of people

14 Principles of Management

made the Gantt Chart and the Task and Bonus System

two key contributions to Classical Management Theory by Henry Gantt

system that offers a visual representation of what happens during a project

Gantt Chart benefits

- mother of modern management

- believed that management was the art of getting things done through people

- offered valuable insight on the importance of "powering with" rather than "powering over"

Follett's Principles of Coordination

helps organization avoid conflict and misunderstandings

no employee should feel less important than the next; each has a significant role that compliments the roles of others

no one person should be trying less or more than the other

coordination must be maintained

Follett's Theory of Management

workers of all levels should integrate to reach organization's goals

workers should practice co-active power rather than delegating power to certain individuals

should be valued over personal power

- temporary process that has clearly defined start and end time developed to accomplish a well-defined objective

- group of interrelated activities, constrained by time, cost and scope

Project Characteristics

means it has definite start and finish

project/service is different in some distinguishing way

- unique process consisting a set of coordinated and controlled activities with start and finish dates

- temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time

Project Management Characteristics

stage where a project is approved and financed as an idea

development of detailed plans required to managae the implementation of the project

taking all necessary actions to ensure the activities in the project plan are completed

measuring the progress of a project against its objectives

Importance of Project Management (mahahaba)

learns and adapts the the method, and approaches and determines what works best for the project

Project Challenges (mahahaba)

when the project has achieved the planned objectives and all deliverables have been completed

two strong factors projects are influenced by

conditions that the organization has established for the project work

conditions that the project has little or no influence to change

examples of Internal Environment (Module 1)

examples of External Environment (Module 1)

Project Ecosystem (3)

determine how the work needs to be accomplished

techniques and devices selected by the organization

skills and capabilities of the people in charge of managing the project

Project Management Cycle

Project Constraints (4)

boundaries of the project

time to complete the project

funding available to cover all expenses

delivering the project outcomes according to the expectations of the stakeholders