£51.95

Description

Contents

Preface to the Third Edition xix Technical Competency: Necessary but Not Sufficient xix Audiences: Students and Practitioners xx Organization and Content xx Additions and Improvements xxi This Book and ABET Engineering Accreditation Criteria xxii This Book and the Body of Knowledge Movement xxiii Acknowledgments xxvii Cited Sources xxviii List of Abbreviations xxix Chapter 1 Introduction: Engineering and the Engineer 1 The Playing Field 1 Definitions of Engineering 3 Leading, Managing, and Producing: Deciding, Directing, and Doing 4 Leading, Managing, and Producing Defined 4 The Traditional Pyramidal, Segregated Organizational Model 4 The Shared Responsibility Organizational Model 6 The Focus of This Book: Managing and Leading 7 Leading Misconceptions 8 The Seven Qualities of Effective Leaders 8 Honesty and Integrity 9 Vision: Reach and Teach 9 Strategies and Tactics to Achieve the Vision 12 Always a Student 13 Courageous 15 Calm in a Crisis and Chaos 17 Creative, Innovative, Collaborative, and Synergistic 18 The Engineer as Builder 19 Concluding Thoughts: Common Sense, Common Practice, and Good Habits 20 Cited Sources 22 Annotated Bibliography 23 Exercises 24 Chapter 2 Leading and Managing: Getting Your Personal House in Order 27 Start with You 27 Time Management: But First Roles and Goals 28 Time is a Resource 28 Roles, Goals, and Then, and Only Then, Time Management 28 Time Management: The Great Equalizer 30 Time Management Tips: The ABCs 31 A Time Management System 45 Key Ideas about Time Management 46 Employment or Graduate School? 46 Full-Time Graduate Study 47 Full-Time Employment 48 Learn From Potential Employers 48 The New Work Environment: Culture Shock? 49 No Partial Credit 49 Little Tolerance for Tardiness 49 Assignments are Not Graded 50 Schedules are More Complicated 50 Higher Grooming and Dress Expectations 50 Teamwork is Standard Operating Procedure 51 Expect and Embrace Change 51 The First Few Months of Practice: Make or Break Time 51 Recognize and Draw on Generic Qualities 52 Guard Your Reputation 53 Learn and Respect Administrative Procedures and Structure 53 Complete Assignments in Accordance with Expectations 53 Get Things Done 54 Trim Your Hedges 54 Keep Your Supervisor Informed 55 Speak Up and Speak Positively 55 Dress Appropriately 56 Hone Communication Ability 57 Seize Opportunities for You and Your Organization 57 Choose To Be a Winner 57 Summing it Up 59 Managing Personal Professional Assets: Building Individual Equity 59 Personal Professional Assets 59 Annual Accounting 60 Careful Management of Personal Professional Equity 60 Continuing Education 61 Involvement in Professional Organizations: Taking and Giving 61 Licensing 64 Concluding Thoughts: Getting Your Personal House in Order 67 Cited Sources 68 Annotated Bibliography 69 Exercises 70 Chapter 3 Communicating to Make Things Happen 73 Five Forms of Communication 73 Three Distinctions between Writing and Speaking 75 Single-Channel versus Multi-Channel 75 One-Directional versus Two-Directional 76 Conveying versus Convincing 76 Listening: Using Ears and Eyes 77 Be Attentive 77 The Value of Facts and Feelings 78 Body Language: The Silent Messenger 78 Verify Understanding 80 Use What Is Learned 80 Writing Tips: How to Write to Make Things Happen 80 Define the Purpose 80 Profile the Audience 81 Structure the Document to Reflect the Audience Profile 82 Ask About Document-Writing Guidelines 84 Start Writing on Day 1 84 Get Started: Overcome Writer s Block 85 Avoid Tin Ear 87 Retain Some of the Outline in the Document 88 Write Major Documents in Third Person: Mostly 88 Employ a Gender-Neutral Style 89 Write in an Active, Direct Manner Rather Than a Passive, Indirect Manner 89 Recognize that Less Is More 90 Apply Rhetorical Techniques 92 Adopt a Flexible Format for Identifying Tables, Figures, and Sources 93 Use Lists 94 Design a Standard Base Map or Diagram 94 Compose Informative Titles 94 Establish Milestones 95 Produce an Attractive and Appealing Document 95 Cite All Sources 95 Read One More Time 96 Speaking Tips: How to Speak to Make Things Happen 97 Conquer Reluctance to Speak: Commit to Competence 98 Prepare the Presentation 99 Deliver the Presentation 111 Follow-Up the Presentation 116 Concluding Thoughts about Writing and Speaking 118 Cited Sources 118 Annotated Bibliography 120 Exercises 121 Chapter 4 Developing Relationships 123 Taking the Next Career Step 123 Personality Profiles 124 Maslow s Hierarchy of Needs 125 The Hierarchy 125 Application 126 Theories X and Y 127 Definitions 127 Applications of Theory X and Theory Y Knowledge 127 Dominance of Theory Ys 128 Delegation: Why Put Off Until Tomorrow What Someone Else Can Do Today? 129 Reasons to Delegate 129 Reluctance to Delegate 131 Delegation Isn t Always Down 133 Delegation Tips 133 Three Possible Outcomes 134 Orchestrating Meetings 135 Reasons to Meet 135 When Not To Call a Meeting 136 Tips for Successful Meetings 136 Additional Meeting Thoughts 145 Working with Technologists, Technicians, and Other Team Members 145 Essential Members of the Organization 146 Challenges Unique to Working with Varied Team Members 147 A Dozen Tips for the Entry-Level Technical Person 148 Selecting Co-Workers and Managing Your Boss 150 Carefully Select Your Boss and Co-workers 150 Seek a Mutually-Beneficial Relationship 150 Avoid Being a Yes Man/Woman 151 Caring Isn t Coddling 151 Coaching 152 Coaching Tips 152 Concluding Thought 153 Teamwork 153 Three Teamwork Essentials 154 Creating a Team 155 The Forming-Storming-Norming-Performing Process 157 Closing Thoughts about Teams 157 Effective Professional Meeting and Conference Attendance 158 Learning about the Conference 158 Before the Conference 158 At the Conference 159 After the Conference 162 Looking Ahead 163 Concluding Thoughts about Developing Relationships 163 Cited Sources 164 Annotated Bibliography 165 Exercises 166 Chapter 5 Project Management: Planning, Executing, and Closing 167 Project Broadly Defined 167 Project Management Defined 168 The Centrality of Project Management 169 Relevance of Project Management to the Student and Entry-Level Technical Person 172 Planning the Project 173 All Projects Are Done Twice 173 The Project Plan: Introduction 174 Consequences of Poor or No Planning 175 The Project Plan Avoidance Syndrome 175 Preparing the Project Plan 176 Principal Project Plan Elements 177 Element 1: Objectives What Do We Want to Accomplish? 178 Element 2: Scope How Are We Going to Do It? 178 Element 3: Risks What Could Go Wrong? 178 Element 4: Deliverables What Will We Provide to the Client/Owner/Customer? 181 Element 5: Milestones/Schedule When Will We Provide the Deliverables? 181 Element 6: Tasks What Tasks Need to be Done and in What Order to Provide the Deliverables? 182 Element 7: Resources/Budget How Much Will the Project Cost? 183 Element 8: Directory Who Will Participate? 184 Element 9: Communication Protocol How Will We Collaborate? 185 Element 10: Monitoring and Control Procedure How Will We Know How We Are Doing Relative to the Project Plan? 185 Ten Possible Additional Project Plan Elements 186 Project Planning Versus Project Doing 187 Executing the Project 188 Keep the Project Team on Track 188 Interact With Client, Owner, or Customer 188 Communicate With Stakeholders 188 Monitor Project Progress and Take Appropriate Actions 189 Closing the Project 190 Seek External Input 190 Conduct Project Team Meeting 191 Leverage the Just-Completed Project 191 Closure: Common Sense and Self Discipline 192 Cited Sources 192 Annotated Bibliography 193 Exercises 194 Chapter 6 Project Management: Critical Path Method and Scope Creep 195 This Chapter Relative to the Preceding Chapter 195 The Critical Path Method 196 Introduction: The Four Schedule Questions 196 Alternative Scheduling Methods 197 Network Fundamentals 199 Critical Path Method Steps 200 Example Application of the Critical Path Method 201 Tips for Determining Tasks 207 Some Observations about the Critical Path Method 208 Review of Earlier Schedule Questions 209 Closing Thoughts about the Critical Path Method 210 Scope Creep 210 Two Types of Scope Creep 210 Consequences of Uncompensated Scope Creep 212 Drivers of Uncompensated Scope Creep 213 Doing Something Extra: The Platinum Rule 215 Relevance to You as a Student 215 Preventing Uncompensated Scope Creep 216 Resolving Uncompensated Scope Creep 223 Ideas for Clients, Owners, and Customers about Avoiding Uncompensated Scope Creep 225 Closing Thoughts about Scope Creep 227 Cited Sources 227 Annotated Bibliography 228 Exercises 228 Chapter 7 Quality: What Is It and How Do We Achieve It? 231 Everyone Is for It! 231 Quality Defined 232 Quality as Opulence 232 Quality as Excellence or Superiority 233 Quality as Meeting All Requirements 233 A Caution for Engineers and Other Technical Personnel 235 Quality Control and Quality Assurance 236 Suggestions for Developing a Quality Seeking Culture 237 Strive to Understand Client, Owner, and Customer Wants and Needs 238 Define the Other Project Requirements 242 Assess and Manage Risk 242 Think Upstream, Not Downstream 242 Create, Use, and Continuously Improve Written Guidance for Repetitive Tasks and Processes 243 Expect Each Person to Check His or Her Work 248 Arrange for External Reviews 249 Reduce Cycle Time 249 Tools and Techniques for Stimulating Creative and Innovative Thinking 250 The Need for and Value of Tools and Techniques 250 Create and Innovate Defined 250 Brainstorming 251 Mulitvoting 252 Strengths-Weaknesses-Opportunities-Threats 252 Stakeholder Input 253 Process Diagramming 253 Fishbone Diagramming 254 Pareto Analysis 254 Problems-First Meetings 256 Mind Mapping 256 Ohno Circle 258 Metrics 259 Freehand Drawing 260 Take a Break 263 Closure: Commit to Quality 264 Cited Sources 264 Annotated Bibliography 266 Exercises 267 Chapter 8 Design: To Engineer Is to Create 269 The Root of Engineering 269 This Chapter s Approach 270 Design in the Context of Major Engineering Functions 271 Four Engineering Functions 271 Interaction 271 Back-of-the-Envelope Sketches and Calculations 272 Design Phases 273 Hard and Soft Results 274 The Disproportionate Impact of the Design Function 274 Design in Terms of Deliverables 274 Drawings 275 Technical Specifications 276 Non-Technical Provisions 277 Design as Risky Business 278 Design as a Personally-Satisfying and People-Serving Process 279 More Than Applied Science 279 Aspiring to Creativity and Innovation 280 The Words Engineer and Create 280 Closing Thoughts About Design 281 Cited Sources 281 Annotated Bibliography 282 Exercises 282 Chapter 9 Building: Constructing and Manufacturing 283 The Engineer as Builder 283 Constructing 285 Importance of Constructing 285 What Gets Constructed and How? 286 Roles of Engineers in Constructing 287 Trends in Constructing 289 Manufacturing 290 Importance of Manufacturing 290 What Gets Manufactured and How? 291 Roles of Engineers in Manufacturing 292 Trends in Manufacturing 293 Differences between Constructing and Manufacturing 294 Closing Thoughts about Constructing and Manufacturing 294 Cited Sources 295 Annotated Bibliography 295 Exercises 296 Chapter 10 Basic Accounting: Tracking the Past and Planning the Future 299 Relevance of Accounting to the Engineer 299 The Balance Sheet: How Much Is It Worth? 300 Personal Balance Sheet 301 Business Balance Sheet 302 The Income Statement: Inflow and Outflow 304 Personal Income Statement 305 Business Income Statement 306 Relationship between the Balance Sheet and the Income Statement 308 Accounting for Your Future 309 Estimating the Necessary Net Worth at the End of Your Earning Phase 309 Accumulating the Necessary Net Worth by the End of Your Earning Phase 312 Is This Overkill? 314 The Impact of Time Utilization Rate and Expense Ratio on Profitability in the Consulting Business 314 Utilization Rate and Expense Ratio 314 Analysis of a Consulting Firm s Income Statement 315 Sensitivity of Profit to Time Utilization and Expense Ratio 316 The Multiplier 319 The Multiplier as an Indicator of Cost Competitiveness? 319 Reducing the Multiplier 320 Caveat about Cost and Consultant Selection 320 The Income Statement as Part of the Business Plan for a Consulting Firm 320 Project Overruns: Implications for Profitability and Personnel 321 Concluding Thoughts about You and Accounting 324 Cited Sources 324 Annotated Bibliography 325 Exercises 325 Chapter 11 Legal Framework 329 Why Law for Engineers? 329 Legal Terminology 332 Changing Attitudes: Forewarned is Forearmed 334 Liability: Incurring It 334 Liability: Failures and Learning from Them 336 Collapse of Hotel Walkway 337 Other Failures 338 Liability: Minimizing It 339 Insurance: Financial Protection 339 Organizational Preventive Practices 339 Personal Preventive Practices 340 Maintaining Perspective on Liability Minimization 344 Legal Forms of Business Ownership 344 Sole Proprietorship 345 Partnership 346 Corporation 346 Closure 347 Concluding Comments about the Legal Framework 347 Cited Sources 347 Annotated Bibliography 349 Exercises 349 Chapter 12 Ethics: Dealing with Dilemmas 353 Inevitable Ethical Dilemmas and Decisions 353 Defining Ethics 355 Definitions 355 Distilling the Definitions 356 Teaching and Learning Ethics 356 Legal and Ethical Domain 359 Codes of Ethics 362 Introduction to Codes: What They Are 362 Engineering Society Codes of Ethics 363 Ethics Codes for Other Professions 365 Business Codes of Ethics 366 Government Codes of Ethics 367 University Codes of Ethics 369 Codes Cannot Anticipate All Circumstances 370 Dealing with Ethical Dilemmas: Using Codes and Other Resources 370 Ethics Codes 371 Advice of Experienced Personnel 371 A Nine-Step Individual or Group Process 371 A Systematic Group Process 372 Application of Moral Imagination 373 Case Study: Discovering a Major Design Error after Construction Is Complete 374 Design and Construction 374 Post-Construction Discovery 374 The Engineer s Actions 375 What Happened to LeMessurier? 376 Concluding Thoughts: Seeing Sermons 376 Cited Sources 377 Annotated Bibliography 378 Exercises 379 Chapter 13 Role and Selection of Consultants 381 Consultant Defined and Why You Should Care 381 The Meanings of Consultant 381 Why You Should Care 382 Why Retain a Consultant? Let s Do It Ourselves! 383 Characteristics of Successful Consultants 385 Consultant Selection Process 387 Cost Versus Quality 387 Price-Based Selection 388 The Ideal Selection Process 389 Qualifications-Based Selection 390 Steps in the Selection Process 391 Welcome Exceptions 396 Summing Up the Consultant Selection Process 396 Price-Based Selection: Three Costs to the Consultant 397 Offering Less Than We Could 397 Further Reduction in Profit 398 Damaged Reputation 398 Closing Thoughts 399 Conclusions about the Role and Selection of Consultants 400 Cited Sources 401 Annotated Bibliography 401 Exercises 402 Chapter 14 Marketing: A Mutually-Beneficial Process 403 Consider Your View of Marketing: Are You Carrying Some Baggage? 403 Chapter s Scope 404 The Economic Motivation for Marketing Professional Services 405 Marketing and Selling: Different but Related 406 A Simple, Powerful Marketing Model 409 The Model 409 Applying the Model 410 Caution: Respect the Order and Invest Time Wisely 411 Marketing Techniques and Tools 412 Create a Personal Marketing Plan 412 Learn the Marketing Language 414 Schedule Marketing Tasks 416 Find Common Ground 416 Earn Trust 418 Ask-Ask-Ask: The Power of Questions 419 Talk to Strangers 422 Stress Benefits, Not Features 422 Focus on Existing Clients, Owners, and Customers 423 Help to Establish Multiple-Level Links 424 Proactively Establish the Next Step 425 Selectively Share Data, Information, and Knowledge 426 What Works and What Doesn t Work 426 Marketing Concluding Comments 427 Cited Sources 428 Annotated Bibliography 429 Exercises 429 Chapter 15 The Future and You 431 What Does the Future Hold? 431 The World You Will Work In: Same Role but New Stage 432 After the Knowledge Age, the Conceptual Age? 433 After The Knowledge Age, the Opportunity Age? 434 After The Knowledge Age, the Solving Wicked Problems Age? 435 Additional Views of the World Stage 436 Implications for You 437 How to Lead Change 438 Encounter a Leadership Gap 438 Move Beyond Being the Thermometer: Also be the Thermostat 439 Define the Situation: What, Why, Who, How, and When? 439 Recognize Widespread Resistance to Change 440 Practice Paradigm Pliancy: Prevent Paradigm Paralysis 442 Appreciate the Movers Movables-Immovables Structure 446 Work Effectively With theMovers,Movables, and Immovables 447 Expect the Awareness Understanding Commitment Action Cascade 448 Test Drive Terminology 449 Learn Why Change Efforts Fail 450 Adopt Change Principles and a Change Process 451 Concluding Thoughts about You and the Future 451 Cited Sources 452 Annotated Bibliography 453 Exercises 454 Appendix A: Engineering your Future Supports ABET Basic Level Criterion 3 455 Appendix B: Engineering Your Future Supports ABET Program Criteria for Civil and Similarly-Named Engineering Programs 457 Appendix C: Engineering Your Future Supports the Civil Engineering Body of Knowledge 459 Index 461 About the Author 469

Back