Engineering Management A Course for Survival

1. Engineering ManagementA Course for Survival Rosemary Durham THEWAY Corp Tulsa, OK Marcus O Durham, PhD, PE University of Tulsa Tulsa, OK Robert A Durham, PE D2 Tech Solutions, Inc. Tulsa, OK

2. Abstract • Engineering survival & success • Depends on many skills • In addition to technology

3. Gordian Knot • Class looks at topics • Professionalism to ethics • Presentation to people skills • Project management to international cultures • More impot than ever • Engineering environment very dynamic • Frequent transitions between employer • & job function

4. Assessments • Numerous personality styles • Needs & motivation • Changing int’l face of upper level • Cultural nuances • Remote management • Industrial interaction • Quality • Legal Not one text available

5. Engineering Management • Almost an oxymoron • Engr train to deal w/ things & how work • Mgt train to deal w/ people & how to work • First engr semesters: pre-business • Engr well-adapted to business? • Engr perceived as difficult

6. Reality • Engr one of best backgrounds for mgt skills • Engr quick learner & analytical

7. R.I.P. Studies • Carnegie Foundation • >30 years of surveys • 60% of engr degree become • Mgr or businessmen • w/in 15 yrs • Cleland & Kogaolu • 40% of industrial execs • 34% of all top corporate managers in US • Have engr education

8. Universal Symbol • Unfortunately many engrs lower value of mgt • Find reality of universal engr symbol $ • All engr units convert to it • If project cannot be converted to money • It is unlikely to develop $

9. Book 1. Dichotomy between engr & mgt 2. Very difficult to find truly cross-sectional book • Business type writes focus on cash, money, financial risk mgt 4. Tech type writes focus on technology & not people 5. Very few text books of any persuasion focus on people 6. Joint venture - online university professor vice-president international engr firm image consultant Publish

10. Engr People Skills • Where most engr have greatest shortcomings • Simply not been part of process or education • Naïve engr disdain need • Soft science & unimportant • Doomed to stagnation People do business with people they like.

11. Dale Carnegie • Guru of modern people skills • How to Win Friends & Influence People • 1939 & still going • 3rd mantra Find out what people want & help them to get it In the process, you will get what you want

12. Real Objective • Move from engr & mgt to leadership • Leader know why, mgr know what, engr know how • Mgr does things right, leader does right things • Hire people that know how, Takes a vision or dream to know why • Mgr works for someone, Leader is working toward something • Mgr is a leader without the vision

13. So What is the Program • Chapter headings identify topics • Each area designed for one-hour discussion • Seven broad sections • Not technical – get that elsewhere • Assumed people have technical qualifications • Now working on functioning with people.

14. Topics Style Communication Legal Business Ethics Projects Profile

15. Tasks People D I Outgoing Reserved C S Style • How you are wired • As inherent as color of eyes • Not one is better or worse • Two questions? • Are you more task or people oriented? • Are you more outgoing or reserved? Differences are source of much conflict & Lack of performance With training anyone can compensate

16. Communication • Presenting your idea in most effective way • & getting feedback • More about listening than speaking • Perhaps weakest link for tech professionals • If can’t communicate, do not have knowledge • Numerous vehicles Books, papers, articles, reports, memos, emails, letters, lectures, presentations, phone calls, audio recordings, video, handshake, backslap, touch.

17. Business • Life cycle of technology • Theory of technology growth • Impact on theory of economics W = P Tn • Shift in technology cost opens new options • Shifts affect people, education, organizations

18. Legal • Involves all outside structural constraints • Risk mgt: safety, environmental, quality • Force technical solution • Not most cost effective • Not highest performance • Present litigious environment • Every product suspect

19. Ethics • Sir Francis Bacon (1561-1626), philosopher • TheAdvancement of Learning “For the end of logic is to teach a form of argument to secure reason and not entrap it; the end of morality is to procure the affections to obey reason, and not invade it…” • Bacon asserted it is reasonable & logical to pursue morality.

20. First Inaugural • President George Washington “There is not truth more thoroughly established than that there exists in the economy and course of nature an indissoluble union between virtue and happiness” • Can ethics & morality be taught? • Begs the question, everything is learned

21. Projects • Projects are unique in an organization • Exist for a set time & purpose • Definable cost, schedule, & task • PM skill w/ people, dollars, technology • PM trade-off time, money, quality • Tech training – how things work • So, first responders in forensics • By training assume right • Other side also assumes right

22. Profile • Dr. Benjamin Franklin • 1 of most influential leaders of early republic • Businessman, architect of government, diplomat, scientist, philosopher • Retired from business at 40 • Early technologist experimenter • Developed support societies, Junto, to investigate ideas • Must continue professional development

23. Does it work? • Evaluations of participants are best guage • Uniformly positive • “An excellent course for engineering and science students” • “We should have more such courses to improve professional skills helpful in the real world. • “I thoroughly enjoyed this course. It enhanced my communications skills.”

24. Conclusions • Engineering is more than technology • People skills necessary to survive • Engineers are interested in learning these skills • With training, engineers are most effective managers Success requires skill with people, dollars, & technology Engineering management is the course for survival

25. QUESTIONS?