Introduction to Engineering Management Flashcards
The application of knowledge gained from research, experience, and practice of mathematical and natural science.
Engineering
Set of activities focused at the resources of an organization in order to effectively achieve organizational objectives.
Management
Specialized form of management required to successfully lead engineering personnel and projects.
Engineering Management
Those in positions of authority who make decisions
Managers
A group of two or more individuals that exists and works to achieve widely held goals.
Organization
Using resources wisely and without unnecessary waste
Efficient
Doing the right thing successfully
Effective
BASIC ELEMENTS OF MANAGEMENT:
a. Objective
b. Financial, Human and Material Resources of Management (5 M’s of Management)
c. People
Financial, Human and Material Resources of Management (5 M’s of Management):
- Money
- Manpower
- Materials
- Machines
- Methods
Setting goals for the achievement of which management tasks are driven.
Objective
only possible by setting goals that are aligned with the common objectives of the organization.
Effective management
The financial resources of an organization. It is the most critical and all-purpose resource of every organization.
Money
The human resource of an organization. Refers to all personnel employed in an organization.
Manpower
Resources used by individuals to fulfill the organization’s goals.
Materials
Resources that help facilities to perform all activities toward the achievement of the objectives
Machines
Normal and prescribed ways of doing things.
Methods
“The use of _________ helps to increase efficiency of operations and contributes to effective management.”
right methods
The managers and manpower
People
PERSONALITIES IN ENGINEERING MANAGEMENT AND MANAGEMENT THEORIES:
1) FREDERICK TAYLOR
2) MAX WEBER
3) HENRI FAYOL
4) HENRY GANTT
5) MARY PARKER FOLLETT
“Father of Modern Management”
FREDERICK TAYLOR
He was a mechanical engineer who was interested in the kind of works performed in factories and mechanical shops.
FREDERICK TAYLOR
He sought to reduce the time a worker spent on each task through his systematic study of relationships between people and task for the purpose of redesigning the work process for higher efficiency.
FREDERICK TAYLOR
Provided the Principles of Scientific Management in 1909.
FREDERICK TAYLOR
Four Principles of Scientific Management:
a) Science not Rule of Thumb
b) Harmony not Discord
c) Cooperation not Individualism
d) Development of every person to his greatest efficiency and prosperity
“Employees were not allowed to make decisions that could yield a better outcome. He was more concerned about performance.”
Frederick Taylor
He was convinced that organizations based on rational authority, where authority was given to the most competent and qualified people.
MAX WEBER
He was convinced that organizations based on rational authority, where authority was given to the most competent and qualified people. He called this type of rational organization a bureaucracy.
Max Weber
organizations based on rational authority, where authority was given to the most competent and qualified people.
bureaucracy
Five Principles of Bureaucracy:
1) Formal authority derives from one’s position inside the organization.
2) Individuals occupy positions because of their performance.
3) Each individual’s authority and responsibilities are specified by the government.
4) Authority is exercised effectively when positions are arranged hierarchically.
5) Rules of the organizations are followed and control individual behavior.
He desired managers to be accountable for more than just increasing production.
HENRI FAYOL
he published the book General and Industrial Management in 1916.
HENRI FAYOL
He thought that successful companies were bound to happy and empowered workers, and thus effective management.
HENRI FAYOL
Fayol’s Five Duties of Management:
a. Foresight: Create a plan of action for future.
b. Organization: Provide resources to implement the plan.
c. Command: Select and lead the best workers.
d. Coordinate: Make sure the diverse efforts fit together
e. Control: Verify whether things are going according to plan and make corrections where needed.
Four Functions of Management:
1) Planning (foresight)
2) Organizing (organization)
3) Leading (command and coordinate)
4) Controlling (control)
14 Principles of Management:
DoW, AaR,
D, UoC, UoD,
SoIItGI, RoP, C, SC,
O, E, SoT, I, EdC
Two key contributions of Henry Gantt to classical management theory:
- Gantt Chart
- The Task and Bonus System
His two key contributions to classical management theory are “Gantt Chart and The Task and Bonus System”.
HENRY GANTT
A system that offers a visual representation of what happens during a project.
Gantt Chart
It is a horizontal bar chart used in project management to visually represent a project plan over time.
Gantt Chart
typically show you the timeline and status—as well as who’s responsible—for each task in the project.
Gantt Chart
She believed that management was “the art of getting things done through people.”
MARY PARKER FOLLETT
“Mother of Modern Management”
MARY PARKER FOLLETT
She offered valuable insight on the importance of “powering with” rather than “powering over”.
MARY PARKER FOLLETT
“Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led”
MARY PARKER FOLLETT
Follett’s Principles of Coordination:
● Direct Contact - Helps organizations avoid conflict and misunderstandings.
● Early Stages - No employee should feel less important than the next; each has a significant role that compliments the roles of others.
● Reciprocal Relationship - No one person should be trying less or more than another.
● Continuous Process - Coordination must be maintained.
Follett’s Theory of Management:
● Integration - Workers of all levels should integrate to reach the organization’s goals. It is necessary to work as a team.
● Power With - Workers should practice co-active power rather than delegating power to certain individuals.
● Group Power - Should be valued over personal power
A temporary process, which has clearly defined start and end time, developed to accomplish a well-defined objective.
Project
A temporary effort of sequential activities
Project
A group of interrelated activities, constrained by time, cost, and scope, designed to deliver a unique purpose.
Project
A temporary endeavor undertaken to create a unique product or service.
Project
A temporary endeavor undertaken to create a unique product or service.
Project
An undertaking that encompasses a set of task or activities having an identifiable starting point and well defined objectives.
Project
Unique process consisting a set of coordinated and controlled activities with start and finish dates.
Project Management
temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time.
Project Management
A time and cost constrained operation to realize a set of defined deliverables up to quality standards and requirements.
Project Management
The practice of delivering a solution subject to constraints
Project Management
Project Management Characteristics:
● A temporary organization
● Coordinated and controlled activities
● A time and cost constrained operation
● Application of knowledge, skills, tools, and techniques
Project Characteristics
● Temporary : HAS DEFINITE Start and Finish
● Unique : Project/Service is different in some distinguishing way
Importance of Project Management
● Handle projects effectively
● Define the project and agree with the customer
● Plan and assess resource needs for the project
● Estimate project cost and make proposals
● Plan and schedule activities in a project.
● Allocate the right resource at the right time.
● Assess risk and failure points and make back up plans.
● Lead a project team effectively and communicate well.
Why Learn Project Management?
● Explore the latest concepts and techniques of project management
● Increase value/contribution to the organization. To prove yourself skillful in managing projects.
● Learn a new thought process that helps organized thinking and structured approach.
● Acquire a professional degree/ recognition and increase job prospects.
Project Challenges:
● Objectives not properly defined
● Insufficient planning and coordination
● Poor estimation of duration and cost
● Incomplete, unrealistic and outdated plans
● Lack of communication
● Inadequate definition and acceptance of roles
● Poor commitment to the project
● Weak control processes
● Lack of risk analysis
● Lack of good quality controls
Projects are influenced by two strong factors (Project Ecosystem):
● Internal Environment - Conditions that the organization has established for the project work
● External Environment - Conditions that the project has little or no influence to change
Every project is dependent upon the __________.
process, people and tools
Determine how the work needs to be accomplished.
Process
Skills and capabilities of the people in charge of managing the project
People
Techniques and devices selected by the organization
Tool
Are the limits within which a project must operate.
Project Constraints
Project Constraints:
- Scope - Boundaries of the project.
- Schedule - Time to complete the project.
- Budget - Funding available to cover all expenses.
- Quality- Delivering the project outcomes according to the expectations of the stakeholders.
Project Management Cycle:
- Initiation - Stage where a project is approved and financed as an idea.
- Planning - Development of detailed plans required to manage the implementation of the project.
- Implementation - Taking all necessary actions to ensure the activities in the project plan are completed.
- Monitoring - Measuring the progress of a project against its objectives.
- Adapt - Learns and adapts the method, and approaches and determines what works best for the project.
- Closing - When the project has achieved the planned objectives and all deliverables have been completed.
