TOPIC 1: RESOURCE MANAGEMENT
and find opportunities for better
WHAT IS RESOURCE MANAGEMENT?
 is the practice of planning,
scheduling, and allocating people,
money, and technology to a project
or program.
 It is the process of allocating
resources to achieve the greatest
organizational value.
RESOURCE MANAGEMENT PROCESS
 RESOURCE PLANNING AND
SCHEDULING- Understanding what
resources are available and when.
 AVAILABLE AND REQUIRED
SKILLS- Assessing the skills of
each person and whether additional
skills need to be added.
 RESOURCE UTILIZATION-
knowing where people are already
committed and if those allocations
are appropriate.
 RESOURCE CAPACITY-
Understanding true capacity to do
work, recognizing that not all time
can be utilized.
 RESOURCE PRIORITIZATION
AND ALLOCATION- Identifying
those prioritized initiatives that the
most attention and possibly
specialized skills.
RESOURCE MANAGEMENT
TECHNIQUES
 RESOURCE FORECASTING-
Project managers must do their best
at estimating what resources are
needed for a project and how those
resource requirements fit with the
organization’s current plans.
 RESOURCE FORECASTING-
Project managers must do their best
at estimating what resources are
needed for a project and how those
resource requirements fit with the
organization’s current plans.
 RESOURCE ALLOCATION-
consists in evaluating available
resources, capacity, resource
schedule and the tasks that need to
be completed to find the team
members with the most relevant
skills and make sure they have all
the project resources they need
when they need them.
 RESOURCE LEVELING- The
purpose of resource leveling is to
assess your team members’ skills
resource allocation.
 RESOURCE UTILIZATION- Project
managers need to keep track of
resource utilization to spot any
resources that aren’t being used
efficiently.
RESOURCE MANAGEMENT TOOLS
 Resource Management Plan
o A resource plan is how you
identify, list and organize the
resources you’ll need to
complete your project, as
well as help you determine
the quantity needed for each
resource, their cost and
when it’s needed in the
project.
o This is the bedrock on which
you’ll build your management
process.
 Resources Breakdown Structure
(RBS)
o A resource breakdown
structure is a list of the
resources that will be
required to execute your
project. The list is broken
down by function and type,
and at the very least will
cover the people needed to
complete a project
successfully.
 Responsibility Assignment Matrix
o A responsibility assignment
matrix (RAM) is a project
management chart used to
identify and define the
various people and
organizations and outline
each of their roles in working
on tasks or delivering a part
of the project.
 Resources Histogram
o A resource histogram is a
stacked bar chart that is used
for resource allocation in
project management. It’s
basically a resource planning
graph that displays the
amount of time a resource is
scheduled to work over a
period of time. It can also be
used to determine resource
availability.
RESOURCE MANAGEMENT KEY TERMS
  Resource Overallocation
o Overallocation simply means
when a person is given too
much work. They can’t finish
the work in the time you’ve
scheduled or allocated for it
to be completed. This can
lead to overtime, which
impacts the budget, or can
block and even derail a
project.
 Resource Dependency
o refers to a theory that an
organization should avoid
putting all of its eggs in one
team basket. That is, over-
reliance on one team to
accomplish core work,
especially if it’s an external
team, can lead to workload
blocks and resource
shortages
TOPIC 2: ENVIRONMENT OF
ENGINEERING ORGANIZATION AND
MANAGEMENT
Engineering Management
- The process of designing and
maintaining an environment in
which, individuals, working together
in groups, efficiently accomplish
organizational goals/objectives.
o Management applies to any
kind of organization. It
applies to all managers at all
organizational levels.
Managing is concerned with
productivity, which implies
effectiveness and efficiency.
FUNCTIONS OF MANAGEMENT
Planning & Decision-Making
- Involves selecting goals and
objectives, as well as the actions to
achieve them; it requires decision-
making, that is choosing the “best”
from among alternatives.
Organizing
- Involves establishing an intentional
structure of roles for people to fill in
an organization. The process of
allocating and arranging human and
non-human resources so that plans
can be carried out successfully
Staffing
- Involves filling, and keeping filled,
the positions in the organization
structure.
- Process by which managers select,
train, promotes, and retires
subordinate.
Directing/Leading
- Influencing people so that they will
contribute to organizational and
group goals.
Controlling
- Measuring and correcting individual
and organizational performance to
ensure that events conform to plans.
- Facilitates the accomplishment of
plans.
- The process of regulating
organizational activities so that
actual performance conforms to
expected organizational standards.
THE ENGINEER IN VARIOUS TYPES OF
ORGANIZATION
Level One – those with minimal engineering
jobs like retailing firms.
Level Two – those with a moderate degree
of engineering jobs like transportation
companies
Level Three – those with a high degree of
engineering jobs like construction firms.
MANAGERIAL LEVELS
- Strategic Managers are ultimately
responsible for the entire
organization. Typical titles include
CEO, “President”, “Executive Vice
President”, “Executive Director”,
“Senior Vice President”, or “Vice
President”.
- Tactical Managers are located
beneath the top levels of the
hierarchy and are directly
responsible for the work of
managers at lower levels. Titles
include “Manager”, “Director of”,
“Chief”, “Department Head”, and
“Division Head”
- Operational Managers at the
lowest level of the hierarchy who are
directly responsible for the work of
operating (non-managerial)
 employees. Often have titles that right engineering organization can be the
include the word “Supervisor” first step on the path to a successful career.

MANAGERIAL SKILLS 10 ENGINEERING ORGANIZATIONS

- Conceptual skill - The cognitive 1. Accreditation Board for

ability to see the organization as a Engineering and Technology
whole and the relationships among (ABET) Responsible for accrediting
its parts. engineering degree programs, this
- Human skill - The ability to work organization works to ensure the
with and through other people and to quality of engineering education.
work effectively as a group member. They also work to facilitate
- Technical skill - The understanding innovation in engineering through
of and proficiency in the consulting with educational
performance of specific tasks. institutions and communicating with
the public.
2. National Society of Professional
Engineers (NSPE) - advocates for
the needs of the professional
engineering community and attracts
The evolution of management theory professionals with a high degree of
integrity. It promotes innovation,
Began in the industrial revolution in the professional growth, teamwork, and
late 19thcentury as: professional licensure for its
- Managers of organizations began members.
seeking ways to better satisfy 3. American Society for Engineering
customer needs. Education (ASEE) (nonprofit
- Large-scale mechanized organization)- focuses on regulating
manufacturing began to adopt small- and providing education for
scale craft production in which engineers through the promotion of
goods were produced. research, practice, and instruction.
- Social problems were developed in 4. American Institute of Aeronautics
the large groups of workers and Astronautics (AIAA) Devoted
employed under the factory system. to aerospace engineering, this
- Managers began to focus on professional organization has a
increasing the efficiency of the worldwide membership that
worker-task mix. influences standard policies and
public laws regarding aerospace
THE EVOLUTION OF MANAGEMENT engineering. The standards it sets
THEORY ensure the greatest ideas can
become a reality.
 SCIENTIFIC MANAGEMENT
5. American Society of Civil
THEORY (1890-1940)
Engineers (ASCE) The oldest
 ADMINISTRATIVE MANAGEMENT
engineering organization in the
THEORY (1890- 1980)
United States supports civil
 BEHAVIORAL MANAGEMENT
engineers in their profession while
THEORY (1910-1990) also serving the public.
 MANAGEMENT SCIENCE THEORY - supports professionalism in civil
(1940-1990) engineers and the advancement of
 ORGANIZATIONAL technologies that support civil
ENVIRONMENT THEORY (1950- engineering.
2000) 6. American Society of Mechanical
Professional engineering organizations Engineers (ASME) - for mechanical
provide important support to engineers. engineers sets the codes and
These groups work to advocate on behalf of standards for mechanical devices to
engineers, provide professional ensure quality and safety.
development opportunities, publish updates - also promotes education and
on the latest innovations and connect innovation in this industry.
engineers to the community. Finding the 7. Institute of Industrial and Systems
Engineers (IISE) (nonprofit
 association)- the world’s largest
society dedicated to the
development of industrial
engineering. Focused on the design,
improvement, and installation of
systems of people and processes,
their mission is to help advance the
field of industrial engineering
through networking and sharing
knowledge.
8. Institute of Electrical and
Electronics Engineers (IEEE)-
advocate for innovation, both in
theory and practice, in electrical
engineering and other disciplines.
- is providing professional
development and continued learning
for engineers.
9. Order of the Engineer- for graduate
engineers
- is uniquely focused on instilling pride
and responsibility in the engineering
community. Members subscribe to a
code of ethics and indicate their
membership by wearing a special
ring on the little finger of their
working hand.
10. Society of Women Engineers
(SWE)- supports the education and
advancement of women engineers
and recognizes the significant
achievements women make in this
profession.
A great benefit of an online Master of
Engineering Management program is that
you can pursue your degree while
maintaining your current position. Courses
such as Foundations of Engineering
Management and Information Systems
Engineering offer graduates an educational
edge and make them valuable members of
any professional engineering organization.
TOPIC 3: ENVIRONMENT OF
ENGINEERING ORGANIZATION & course, he owns the firm. The
MANAGER
ENGINEERING ORGANIZATION
- are organizations whose function
involve the planning, designing,
processing and the delivery of
engineering products and services.
COMPONENTS OF THE ENVIRONMENT
1. INTERNAL ENVIRONMENT
 Organizational activities
within the firm that surrounds
decision making
2. EXTERNAL ENVIRONMENT
 Variables that are outside the
organization and not typically
within the short-run control of
the top management.
Engineers are expected to perform a
variety of tasks depending on their
specialization and job level. It is important to
the engineer that he knows what is
expected of him that he may be able to
perform his job effectively and efficiently.
His next concern will be to identify the skills
required but which he does not have. As
engineers are trained to directly deal with
people, it is expected that their weakness
will most often be people -based skills. This
difficulty will be more apparent once they
are assigned to occupy management
positions. It follows that if the engineer
manager would want to do his job well,
some exposure to engineering management
activities becomes necessary.
THE ENGINEER IN VARIOUS TYPES OF
ORGANIZATION
1. LEVEL ONE – those with minimal
engineering jobs like
RETAILING FIRMS.
2. LEVEL TWO – those with a moderate
degree of engineering jobs like
transportation companies.
3. LEVEL THREE – those with a high
degree of engineering jobs like constructing
firms.
MANAGEMENT SKILLS REQUIRED AT
VARIOUS LEVELS
- Among the types of organizations,
the engineer will have a slim chance
of becoming the general manager or
president of level one, unless of
engineer manager may be assigned
to head a small engineering unit of
the firm, but there will not be too
many firms which will have this unit.
- In level two firms, the engineer may
be assigned to head the engineering
division. The need for management
skills will now be felt by the engineer
manager.
- Level three firms provide the biggest
opportunity for an engineer to
become the president or general
manager. In this case, the engineer
 manager cannot function effectively
without adequate management skills

ENGINEERING MANAGEMENT

 It is the activity combining "technical

knowledge with the ability to
organize and coordinate worker
power, materials, machinery, and
money. “
 Engineering managers use their
training and experience to coach,
mentor and motivate technical
professionals.