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o Engineering management is the critical bridge that connects technical expertise with the practical skills needed to lead and manage complex projects and teams.o This helps to track the financial health of projects and organizations and to make informed decisions about resource allocation.Controlling o Controlling involves measuring performance and comparing it to standards to ensure that work conforms to requirements and brings about the desired outcome.o They are responsible for the day-to-day operations of the organization, ensuring that tasks are completed efficiently and effectively, and that resources are used wisely.o If the organization is struggling to keep up with the pace of technological change, the project manager might implement new tools or technologies to improve efficiency and effectivenesso Imagine a world where innovative technology is developed but cannot be implemented effectively, or where brilliant engineers struggle to lead and motivate their teams.o This involves analyzing the data to determine whether the performance is meeting expectations or if there are any areas where improvements are needed.o For example, an engineering organization might adopt the ISO 9001 standard for quality management or the Six Sigma methodology for process improvement.Corrective Action o Addressing Communication Gaps: o Improving communication between team members or stakeholders.o If there is a breakdown in communication between team members, the project manager might implement new communication channels, encourage team members to communicate more frequently, or provide training on effective communication skills.o It's about utilizing engineering knowledge to create real-world solutions, optimize resources, and drive organizational success.o They are visionary thinkers who set the direction for the organization, inspire others to achieve their full potential, and drive innovation.o Taking Corrective Action: o Adjust processes or procedures to improve performance.o This is a useful method for identifying bottlenecks and improving efficiency.o This helps to monitor the stability of processes and detect any deviations from expected performance levels.This may involve: o Adjusting Processes: o Making changes to the way work is done to improve efficiency or effectiveness.o For example, if a team is consistently falling behind schedule, the project manager might adjust the project plan by adding more resources, re-prioritizing tasks, or changing the schedule.30 Dr. Iyad Zoukar Lecture 01: What is Engineering Management o Managers: 15.o This is a critical function in engineering management, as it helps to ensure that projects are completed on time, within budget, and to the required quality standards.32 Dr. Iyad Zoukar Lecture 01: What is Engineering Management o Measuring Performance: 16.o This can be done using a variety of tools, such as control charts, performance reports, and feedback surveys.o This may involve training employees, improving communication, or implementing new tools and technologies.Setting Standards o Standards should be clearly defined and based on: o Company Expectations: o What the organization expects from its employees and projects.o Best Practices: o Industry-accepted standards and methodologies for achieving quality and efficiency.Measuring Performance o Performance can be measured in a variety of ways, including: o Time Study: o Measuring the time it takes to complete a task.o Rating Scales: o Assessing performance against pre-determined criteria.o Financial Metrics: o Using financial measures (e.g., cost, revenue, profit) to assess performance.Corrective Action o Corrective action involves taking the necessary steps to correct any deviations from established standards.o Re-Training Employees: o Providing additional training or guidance to improve skills and knowledge.o If employees are consistently making mistakes or failing to meet performance standards, the project manager might provide additional training or coaching.o Implementing New Tools or Technologies: o Introducing new tools or technologies to enhance performance.o This is where engineering management comes in, providing the framework for success.3 Dr. Iyad Zoukar Lecture 01: What is Engineering Management 2.Leader vs. Manager o Focus on daily operations and efficiency.o They buy into a vision, follow directions, administer innovation, look inside the organization, get work done, solve problems, and effectively use resources.Dr. Iyad Zoukar 31 Lecture 01: What is Engineering Management 16.o Standards should be specific, measurable, achievable, relevant, and time-bound (SMART).33 Dr. Iyad Zoukar Lecture 01: What is Engineering Management 17.o For example, a company might have standards for communication, teamwork, and ethical behavior.34 Dr. Iyad Zoukar Lecture 01: What is Engineering Management 18.o Control Charts: o Tracking data over time to identify trends and patterns.35 Dr. Iyad Zoukar Lecture 01: What is Engineering Management 19.36 Dr. Iyad Zoukar Lecture 01: What is Engineering Management 19.o Leaders: o Focus on long-term vision and inspire others.o Setting Standards: o Establish clear expectations for performance.o Comparing Results: o Identify deviations from standards.o Customer Requirements: o What the customer needs and expects from the product or service.Controlling o Track actual results and compare them to standards.o For example, a customer might require that a product meet specific performance standards or be delivered within a certain timeframe.o This can be used to evaluate employee performance, project progress, or product quality.o They look outside the organization, set the work, bring change, and set standards.

• Engineering management is the critical bridge that connects technical expertise
with the practical skills needed to lead and manage complex projects and teams.
• It's about utilizing engineering knowledge to create real-world solutions, optimize
resources, and drive organizational success.
• Imagine a world where innovative technology is developed but cannot be
implemented effectively, or where brilliant engineers struggle to lead and
motivate their teams.
• This is where engineering management comes in, providing the framework for
success.
3
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
2. Defining Engineering Management
• The American Society for Engineering Management, defines Engineering
Management as "the art and science of planning, organizing, allocating resources,
and directing and controlling activities that have a technological component."
• Planning:
• Setting clear goals and objectives.
• This involves understanding the organization's mission, defining its long-term vision, and
developing a roadmap for achieving those goals.
• Organizing:
• Structuring teams and workflows.
• This requires defining roles and responsibilities, establishing communication channels, and
creating efficient processes.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Allocating Resources:
2. Defining Engineering Management
• Distributing resources effectively.
• This involves making informed decisions about how to best utilize capital, equipment, and
humanresources.
• Directing:
• Motivating and leading teams.
• This means inspiring and guiding teams towards success, fostering collaboration, and
resolving conflict.
• Controlling:
• Measuring performance and taking corrective action.
• This involves tracking progress, identifying deviations from standards, and implementing
adjustments to improve performance.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
3. Importance of Engineering Management
• Improves Efficiency and Productivity:
• Reduces waste and streamlines processes.
• By optimizing workflows, eliminating redundancies, and utilizing resources efficiently,
engineering managers can help their organizations to achieve more with less.
• Enhances Organizational Success:
• Drives profitability and market share growth.
• Effective engineering management helps organizations to identify and capitalize on
opportunities, mitigate risks, and achieve sustainable growth.
• Optimizes Resource Allocation:
• Maximizes utilization of capital, equipment, and human resources.
• This involves making informed decisions about how to best invest resources and ensure that
they are used to their full potential.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Reduces Project Risks:
3. Importance of Engineering Management
• Identifies and mitigates potential problems proactively.
• By conducting thorough risk assessments and developing contingency plans, engineering managers can
help to prevent project delays, cost overruns, and failures.
• Fosters a Culture of Continuous Improvement:
• Encourages innovation and learning.
• Effective engineering management creates a culture where innovation is valued, and employees are
empowered to continuously improve processes and products.
• Key Takeaway:
• In today's competitive, technology-driven world, effective engineering management is crucial for
organizations to thrive and succeed.
• It's not just about technical skills, but also about leadership, communication, and a strategic mindset.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Planner:
• Sets goals and strategies.
4. Roles of an Engineering Manager
• Develops comprehensive business plans, identifies opportunities and threats, and creates a
roadmap for achieving long-term goals.
• Organizer:
• Structures teams and workflows.
• Defines roles and responsibilities, establishes communication channels, and creates efficient
processes.
• Leader:
• Motivates and inspires teams.
• Builds team spirit, resolves conflict, and fosters a culture of collaboration and continuous
improvement.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Director:
• Oversees project execution.
4. Roles of an Engineering Manager
• Ensures that projects are completed on time, within budget, and to the required quality
standards. Manages resources, schedules, and risks.
• Innovator:
• Drives change and new ideas.
• Identifies opportunities for improvement, embraces new technologies, and encourages a
culture of creativity.
• Communicator:
• Builds relationships with stakeholders.
• Effectively communicates with customers, suppliers, team members, and other key
stakeholders to ensure that everyone is aligned and informed.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
4. Roles of an Engineering Manager
• An engineering manager wears many hats, playing a vital role in all aspects of an
organization's success.
• They are responsible for the overall success of projects, the well-being of their teams,
and the growth and innovation of their organizations.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
5. The Different Levels of Planning
• Planning is a fundamental process in engineering management, and it occurs at different
levels, each with distinct objectives:
• Strategic Planning:
• Long-term vision and goals for the organization.
• This level of planning sets the overall direction for the company, defines its mission and
values, and outlines its path for the future.
• Tactical Planning:
• Implementing strategic plans and actions.
• This level of planning focuses on turning the long-term vision into concrete plans and
activities.
• It involves breaking down strategic goals into smaller, more manageable steps.
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Lecture 01: What is Engineering Management
• Operational Planning:
• Daily tasks and activities.
5. The Different Levels of Planning
• This level of planning focuses on the day-to-day operations of the organization,
ensuring that tasks are completed efficiently and effectively.
• It involves managing schedules, resources, and workflows.
Dr. Iyad Zoukar
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Lecture 01: What is Engineering Management
6. Strategic Planning
• Strategic planning involves senior management setting the mission, vision, and
long-term goals for the company.
• It's about defining the company's purpose and direction, and outlining its path for
the future.
• Example:
• A company's strategic plan might focus on market expansion, product innovation, or
sustainability initiatives.
• For example, a tech company might set a strategic goal to become a leader in the field of
artificial intelligence, with long-term objectives to develop new AI-powered products, acquire
key talent, and establish strategic partnerships with other companies in the industry.
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Lecture 01: What is Engineering Management
7. Tactical Planning
• Tactical planning focuses on activating the strategic goals and involves actions to
make the strategy work.
• It's about turning the long-term vision into concrete plans and activities.
• Example:
• A tactical plan might outline specific marketing campaigns, product launch timelines, or
resource allocation strategies.
• For example, to achieve the strategic goal of becoming a leader in artificial intelligence, a tech
company might develop a tactical plan that outlines specific marketing campaigns to promote
its AI-powered products, sets deadlines for the development of new products, and allocates
resources to different teams working on these projects.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
8. Operational Planning
• Operational planning involves breaking down company goals into individual tasks
for easy implementation.
• It's about ensuring smooth daily operations and managing the flow of work.
• Example:
• An operational plan might detail specific production schedules, quality control procedures, or
employee training programs.
• For example, to achieve the strategic goal of becoming a leader in artificial intelligence, a tech
company might develop an operational plan that outlines the production schedule for a new
AI-powered product, specifies the quality control procedures that will be used to ensure the
product meets customer requirements, and assigns specific tasks to team members to ensure
that the product is developed and launched on time and within budget.
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Lecture 01: What is Engineering Management
9. Common Organizational Structures
• Organizations can adopt different structures to best accomplish their work.
• Functional: a system of specialized parts working together.
• Project-Based: a focused effort to achieve a specific goal.
• Matrix: a combination of multiple structures.
• The choice of structure depends on the organization's goals, size, industry, and
level of complexity.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• In a functional organization,
employees are grouped by
specialization and report to a
single manager.
10. Functional Organization
• This is a common structure in
traditional organizations,
especially those with a well
defined hierarchy and a focus on
efficiency.
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Lecture 01: What is Engineering Management
• Advantages:
• Clear Communication:
10. Functional Organization
• Information flows smoothly within each department.
• Employees with similar expertise can easily communicate and collaborate.
• Well-Defined Roles:
• Employees have clear responsibilities and expertise.
• This helps to ensure that tasks are completed accurately and efficiently.
• Enhanced Efficiency:
• Streamlined processes within departments.
• This leads to reduced waste and improved productivity.
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Lecture 01: What is Engineering Management
• Disadvantages:
10. Functional Organization
• Poor Integration Across Departments:
• Difficult to coordinate efforts and communicate between teams.
• Departments may operate in silos, leading to duplication of effort and delays in decision
making.
• Slower Decision-Making:
• Decisions can take longer to reach consensus.
• As information has to pass through multiple layers of management, it can be difficult to
obtain approval and make quick decisions.
• Limited Opportunities for Growth:
• Employees may feel limited in their career progression.
• Employees may not have the opportunity to develop new skills or gain experience in
other areas of the organization.
Dr. Iyad Zoukar
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Lecture 01: What is Engineering Management
11. Project-Based Organization
• In a project-based organization,
employees report directly to the project
manager, who has full authority over the
project.
• This structure is often used in
organizations that are heavily involved in
project work, such as construction
companies, software development firms,
or engineering consulting firms.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Advantages:
11. Project-Based Organization
• Focus on Completing Projects:
• Efficient delivery of projects on time and within budget.
• This structure helps to ensure that projects are completed successfully and that resources
are allocated efficiently.
• Involvement of Cross-Functional Teams:
• Brings together diverse specialists to work on a project.
• This allows for the integration of different expertise and perspectives, leading to more
creative and innovative solutions.
• Clear Chain of Command:
• Direct reporting lines make it easier to manage projects.
• The project manager has clear authority and responsibility, which can help to streamline
decision-making and ensure that projects stay on track.
Dr. Iyad Zoukar
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Lecture 01: What is Engineering Management
• Disadvantages:
• High Cost:
11. Project-Based Organization
• Maintaining a project-based structure can be expensive.
• Employees are dedicated to specific projects, which can lead to higher labor costs.
• Difficulty in Technical Interchange:
• Knowledge sharing and collaboration between projects may be limited.
• This can lead to duplication of effort and hinder the development of long-term expertise.
• Less Emphasis on Process and Expertise Development:
• Focus on individual project completion may hinder long-term knowledge growth.
• Employees may not have the opportunity to develop new skills or gain experience in
other areas of the organization.
Dr. Iyad Zoukar
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Lecture 01: What is Engineering Management
12. Matrix Organization
• In a matrix organization,
employees report to both
functional and project managers.
• This structure combines aspects of
functional and project-based
organizations.
• It is often used in complex
organizations that need to manage
multiple projects and leverage the
expertise of different specialists.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Advantages:
12. Matrix Organization
• Optimized Use of Resources:
• Individuals can work on multiple projects simultaneously.
• This helps to maximize the utilization of talent and experience.
• Dynamic Project Teams:
• Teams can be assembled and disbanded quickly as needed.
• This allows for flexibility in responding to changing project requirements.
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Lecture 01: What is Engineering Management
• Disadvantages:
• Dual Reporting System:
12. Matrix Organization
• Employees can have multiple managers, which can lead to confusion.
• Employees may have difficulty in understanding their responsibilities and priorities, and it
can be challenging to manage multiple reporting lines.
• Potential for Conflict:
• Disagreements can arise between functional and project managers.
• This can create tension and hinder progress if not addressed effectively.
• Slower Decision-Making:
• Decisions can be delayed as multiple stakeholders need to agree.
• The need for consensus from multiple stakeholders can slow down the decision-making
process.
Dr. Iyad Zoukar
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Lecture 01: What is Engineering Management
13. Allocating Resources
• Engineering managers must allocate resources effectively to achieve
organizational goals.
• This involves assigning resources to the right tasks, maximizing resource
utilization, and balancing resource allocation.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
13. Allocating Resources
• Assign resources to the tasks that will best leverage their skills and experience.
• For example, if a project requires specialized expertise in software development, then
engineers with those skills should be assigned to that project.
• Utilize resources in a way that minimizes waste and maximizes efficiency.
• For example, if a company has excess capacity in its manufacturing facility, it should
consider outsourcing some of its production to another company to reduce costs and
avoid idle resources.
• Balance the allocation of resources to ensure that no department or project is
overburdened.
• This involves ensuring that all departments and projects have the resources they need
to succeed without compromising the overall performance of the organization.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
14. Directing
• Directing involves motivating, supervising, and influencing people to achieve
organizational goals.
• This is a vital part of engineering management, as it requires effective
communication, leadership, and team building.
• Motivation:
• Inspire and energize team members to achieve their full potential.
• This can be done by setting clear goals, providing regular feedback, recognizing
accomplishments, and creating a positive and supportive work environment.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Supervision:
14. Directing
• Monitor team progress and provide guidance and support as needed.
• This involves ensuring that team members are working effectively and efficiently,
addressing any problems or issues that arise, and providing training and development
opportunities.
• Influence:
• Build strong relationships with team members and stakeholders.
• This can be done by being a role model for ethical behavior, being transparent and
honest in communication, and showing respect for everyone's opinions and
contributions.
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Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
15. Leader vs. Manager
• While the terms "leadership" and "management" are often used interchangeably,
there are distinct differences between the two.
• Leaders:
• Focus on long-term vision and inspire others.
• They are visionary thinkers who set the direction for the organization, inspire others
to achieve their full potential, and drive innovation.
• They look outside the organization, set the work, bring change, and set standards.
30
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Managers:
15. Leader vs. Manager
• Focus on daily operations and efficiency.
• They are responsible for the day-to-day operations of the organization, ensuring that
tasks are completed efficiently and effectively, and that resources are used wisely.
• They buy into a vision, follow directions, administer innovation, look inside the
organization, get work done, solve problems, and effectively use resources.
Dr. Iyad Zoukar
31
Lecture 01: What is Engineering Management
16. Controlling
• Controlling involves measuring performance and comparing it to standards to
ensure that work conforms to requirements and brings about the desired
outcome.
• This is a critical function in engineering management, as it helps to ensure that
projects are completed on time, within budget, and to the required quality
standards.
• Setting Standards:
• Establish clear expectations for performance.
• Standards should be specific, measurable, achievable, relevant, and time-bound (SMART).
32
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
• Measuring Performance:
16. Controlling
• Track actual results and compare them to standards.
• This can be done using a variety of tools, such as control charts, performance reports, and
feedback surveys.
• Comparing Results:
• Identify deviations from standards.
• This involves analyzing the data to determine whether the performance is meeting
expectations or if there are any areas where improvements are needed.
• Taking Corrective Action:
• Adjust processes or procedures to improve performance.
• This may involve training employees, improving communication, or implementing new tools
and technologies.
33
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
17. Setting Standards
• Standards should be clearly defined and based on:
• Company Expectations:
• What the organization expects from its employees and projects.
• For example, a company might have standards for communication, teamwork, and ethical behavior.
• Customer Requirements:
• What the customer needs and expects from the product or service.
• For example, a customer might require that a product meet specific performance standards or be
delivered within a certain timeframe.
• Best Practices:
• Industry-accepted standards and methodologies for achieving quality and efficiency.
• For example, an engineering organization might adopt the ISO 9001 standard for quality
management or the Six Sigma methodology for process improvement.
34
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
18. Measuring Performance
• Performance can be measured in a variety of ways, including:
• Time Study:
• Measuring the time it takes to complete a task.
• This is a useful method for identifying bottlenecks and improving efficiency.
• Rating Scales:
• Assessing performance against pre-determined criteria.
• This can be used to evaluate employee performance, project progress, or product quality.
• Control Charts:
• Tracking data over time to identify trends and patterns.
• This helps to monitor the stability of processes and detect any deviations from expected
performance levels.
• Financial Metrics:
• Using financial measures (e.g., cost, revenue, profit) to assess performance.
• This helps to track the financial health of projects and organizations and to make informed decisions
about resource allocation.
35
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
19. Corrective Action
• Corrective action involves taking the necessary steps to correct any deviations
from established standards. This may involve:
• Adjusting Processes:
• Making changes to the way work is done to improve efficiency or effectiveness.
• For example, if a team is consistently falling behind schedule, the project manager might adjust
the project plan by adding more resources, re-prioritizing tasks, or changing the schedule.
• Re-Training Employees:
• Providing additional training or guidance to improve skills and knowledge.
• If employees are consistently making mistakes or failing to meet performance standards, the
project manager might provide additional training or coaching.
36
Dr. Iyad Zoukar
Lecture 01: What is Engineering Management
19. Corrective Action
• Addressing Communication Gaps:
• Improving communication between team members or stakeholders.
• If there is a breakdown in communication between team members, the project manager might
implement new communication channels, encourage team members to communicate more
frequently, or provide training on effective communication skills.
• Implementing New Tools or Technologies:
• Introducing new tools or technologies to enhance performance.
• If the organization is struggling to keep up with the pace of technological change, the project
manager might implement new tools or technologies to improve efficiency and effectiveness