| Preface to the Third Edition |
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xix | |
| Technical Competency: Necessary but Not Sufficient |
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xix | |
| Audiences: Students and Practitioners |
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xx | |
| Organization and Content |
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xx | |
| Additions and Improvements |
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xxi | |
| This Book and ABET Engineering Accreditation Criteria |
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xxii | |
| This Book and the Body of Knowledge Movement |
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xxiii | |
| Acknowledgments |
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xxvii | |
| Cited Sources |
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xxviii | |
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xxix | |
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Chapter 1 Introduction: Engineering and the Engineer |
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1 | (26) |
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1 | (2) |
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Definitions of Engineering |
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3 | (1) |
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Leading, Managing, and Producing: Deciding, Directing, and Doing |
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4 | (4) |
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Leading, Managing, and Producing Defined |
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4 | (1) |
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The Traditional Pyramidal, Segregated Organizational Model |
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4 | (2) |
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The Shared Responsibility Organizational Model |
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6 | (1) |
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The Focus of This Book: Managing and Leading |
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7 | (1) |
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8 | (1) |
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The Seven Qualities of Effective Leaders |
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8 | (11) |
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9 | (1) |
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9 | (3) |
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Strategies and Tactics to Achieve the Vision |
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12 | (1) |
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13 | (2) |
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15 | (2) |
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Calm in a Crisis and Chaos |
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17 | (1) |
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Creative, Innovative, Collaborative, and Synergistic |
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18 | (1) |
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19 | (1) |
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Concluding Thoughts: Common Sense, Common Practice, and Good Habits |
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20 | (2) |
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22 | (1) |
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23 | (1) |
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24 | (3) |
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Chapter 2 Leading and Managing: Getting Your Personal House in Order |
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27 | (46) |
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27 | (1) |
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Time Management: But First Roles and Goals |
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28 | (18) |
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28 | (1) |
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Roles, Goals, and Then, and Only Then, Time Management |
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28 | (2) |
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Time Management: The Great Equalizer |
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30 | (1) |
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Time Management Tips: The ABCs |
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31 | (14) |
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45 | (1) |
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Key Ideas about Time Management |
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46 | (1) |
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Employment or Graduate School? |
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46 | (3) |
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47 | (1) |
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48 | (1) |
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Learn From Potential Employers |
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48 | (1) |
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The New Work Environment: Culture Shock? |
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49 | (2) |
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49 | (1) |
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Little Tolerance for Tardiness |
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49 | (1) |
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Assignments are Not Graded |
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50 | (1) |
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Schedules are More Complicated |
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50 | (1) |
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Higher Grooming and Dress Expectations |
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50 | (1) |
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Teamwork is Standard Operating Procedure |
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51 | (1) |
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Expect and Embrace Change |
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51 | (1) |
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The First Few Months of Practice: Make or Break Time |
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51 | (8) |
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Recognize and Draw on Generic Qualities |
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52 | (1) |
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53 | (1) |
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Learn and Respect Administrative Procedures and Structure |
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53 | (1) |
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Complete Assignments in Accordance with Expectations |
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53 | (1) |
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54 | (1) |
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54 | (1) |
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Keep Your Supervisor Informed |
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55 | (1) |
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Speak Up and Speak Positively |
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55 | (1) |
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56 | (1) |
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Hone Communication Ability |
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57 | (1) |
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Seize Opportunities for You and Your Organization |
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57 | (1) |
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57 | (2) |
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59 | (1) |
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Managing Personal Professional Assets: Building Individual Equity |
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59 | (8) |
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Personal Professional Assets |
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59 | (1) |
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60 | (1) |
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Careful Management of Personal Professional Equity |
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60 | (1) |
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61 | (1) |
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Involvement in Professional Organizations: Taking and Giving |
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61 | (3) |
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64 | (3) |
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Concluding Thoughts: Getting Your Personal House in Order |
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67 | (1) |
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68 | (1) |
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69 | (1) |
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70 | (3) |
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Chapter 3 Communicating to Make Things Happen |
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73 | (50) |
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Five Forms of Communication |
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73 | (2) |
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Three Distinetions between Writing and Speaking |
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75 | (2) |
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Single-Channel versus Multi-Channel |
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75 | (1) |
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One-Directional versus Two-Directional |
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76 | (1) |
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Conveying versus Convincing |
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76 | (1) |
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Listening: Using Ears and Eyes |
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77 | (3) |
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77 | (1) |
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The Value of Facts and Feelings |
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78 | (1) |
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Body Language: The Silent Messenger |
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78 | (2) |
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80 | (1) |
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80 | (1) |
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Writing Tips: How to Write to Make Things Happen |
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80 | (17) |
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80 | (1) |
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81 | (1) |
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Structure the Document to Reflect the Audience Profile |
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82 | (2) |
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Ask About Document-Writing Guidelines |
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84 | (1) |
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84 | (1) |
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Get Started: Overcome Writer's Block |
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85 | (2) |
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87 | (1) |
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Retain Some of the Outline in the Document |
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88 | (1) |
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Write Major Documents in Third Person: Mostly |
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88 | (1) |
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Employ a Gender-Neutral Style |
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89 | (1) |
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Write in an Active, Direct Manner Rather Than a Passive, Indirect Manner |
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89 | (1) |
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Recognize that Less Is More |
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90 | (2) |
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Apply Rhetorical Techniques |
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92 | (1) |
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Adopt a Flexible Format for Identifying Tables, Figures, and Sources |
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93 | (1) |
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94 | (1) |
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Design a Standard Base Map or Diagram |
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94 | (1) |
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Compose Informative Titles |
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94 | (1) |
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95 | (1) |
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Produce an Attractive and Appealing Document |
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95 | (1) |
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95 | (1) |
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96 | (1) |
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Speaking Tips: How to Speak to Make Things Happen |
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97 | (21) |
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Conquer Reluctance to Speak: Commit to Competence |
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98 | (1) |
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99 | (12) |
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111 | (5) |
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Follow-Up the Presentation |
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116 | (2) |
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Concluding Thoughts about Writing and Speaking |
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118 | (1) |
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118 | (2) |
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120 | (1) |
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121 | (2) |
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Chapter 4 Developing Relationships |
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123 | (44) |
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Taking the Next Career Step |
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123 | (1) |
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124 | (1) |
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Maslow's Hierarchy of Needs |
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125 | (2) |
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125 | (1) |
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126 | (1) |
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127 | (2) |
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127 | (1) |
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Applications of Theory X and Theory Y Knowledge |
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127 | (1) |
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128 | (1) |
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Delegation: Why Put Off Until Tomorrow What Someone Else Can Do Today? |
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129 | (6) |
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129 | (2) |
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131 | (2) |
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Delegation Isn't Always Down |
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133 | (1) |
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133 | (1) |
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134 | (1) |
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135 | (10) |
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135 | (1) |
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When Not To Call a Meeting |
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136 | (1) |
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Tips for Successful Meetings |
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136 | (9) |
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Additional Meeting Thoughts |
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145 | (1) |
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Working with Technologists, Technicians, and Other Team Members |
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145 | (5) |
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Essential Members of the Organization |
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146 | (1) |
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Challenges Unique to Working with Varied Team Members |
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147 | (1) |
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A Dozen Tips for the Entry-Level Technical Person |
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148 | (2) |
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Selecting Co-Workers and "Managing Your Boss" |
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150 | (1) |
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Carefully Select Your "Boss" and Co-workers |
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150 | (1) |
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Seek a Mutually-Beneficial Relationship |
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150 | (1) |
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Avoid Being a "Yes" Man/Woman |
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151 | (1) |
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151 | (1) |
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152 | (1) |
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152 | (1) |
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153 | (1) |
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153 | (5) |
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Three Teamwork Essentials |
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154 | (1) |
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155 | (2) |
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The Forming-Storming-Norming-Performing Process |
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157 | (1) |
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Closing Thoughts about Teams |
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157 | (1) |
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Effective Professional Meeting and Conference Attendance |
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158 | (5) |
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Learning about the Conference |
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158 | (1) |
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158 | (1) |
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159 | (3) |
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162 | (1) |
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163 | (1) |
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Concluding Thoughts about Developing Relationships |
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163 | (1) |
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164 | (1) |
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165 | (1) |
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166 | (1) |
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Chapter 5 Project Management: Planning, Executing, and Closing |
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167 | (28) |
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167 | (1) |
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Project Management Defined |
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168 | (1) |
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The Centrality of Project Management |
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169 | (3) |
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Relevance of Project Management to the Student and Entry-Level Technical Person |
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172 | (1) |
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173 | (15) |
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All Projects Are Done Twice |
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173 | (1) |
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The Project Plan: Introduction |
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174 | (1) |
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Consequences of Poor or No Planning |
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175 | (1) |
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The Project Plan Avoidance Syndrome |
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175 | (1) |
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Preparing the Project Plan |
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176 | (1) |
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Principal Project Plan Elements |
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177 | (1) |
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Element 1 Objectives - What Do We Want to Accomplish? |
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178 | (1) |
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Element 2 Scope - How Are We Going to Do It? |
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178 | (1) |
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Element 3 Risks - What Could Go Wrong? |
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178 | (3) |
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Element 4 Deliverables - What Will We Provide to the Client/Owner/Customer? |
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181 | (1) |
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Element 5 Milestones/Schedule - When Will We Provide the Deliverables? |
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181 | (1) |
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Element 6 Tasks - What Tasks Need to be Done and in What Order to Provide the Deliverables? |
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182 | (1) |
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Element 7 Resources/Budget - How Much Will the Project Cost? |
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183 | (1) |
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Element 8 Directory - Who Will Participate? |
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184 | (1) |
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Element 9 Communication Protocol - How Will We Collaborate? |
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185 | (1) |
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Element 10 Monitoring and Control Procedure - How Will We Know How We Are Doing Relative to the Project Plan? |
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185 | (1) |
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Ten Possible Additional Project Plan Elements |
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186 | (1) |
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Project Planning Versus Project Doing |
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187 | (1) |
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188 | (2) |
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Keep the Project Team on Track |
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188 | (1) |
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Interact With Client, Owner, or Customer |
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188 | (1) |
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Communicate With Stakeholders |
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188 | (1) |
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Monitor Project Progress and Take Appropriate Actions |
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189 | (1) |
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190 | (2) |
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190 | (1) |
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Conduct Project Team Meeting |
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191 | (1) |
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Leverage the Just-Completed Project |
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191 | (1) |
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Closure: Common Sense and Self Discipline |
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192 | (1) |
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192 | (1) |
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193 | (1) |
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194 | (1) |
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Chapter 6 Project Management: Critical Path Method and Scope Creep |
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195 | (36) |
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This
Chapter Relative to the Preceding
Chapter |
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195 | (1) |
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196 | (14) |
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Introduction: The Four Schedule Questions |
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196 | (1) |
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Alternative Scheduling Methods |
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197 | (2) |
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199 | (1) |
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Critical Path Method Steps |
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200 | (1) |
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Example Application of the Critical Path Method |
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201 | (6) |
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Tips for Determining Tasks |
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207 | (1) |
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Some Observations about the Critical Path Method |
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208 | (1) |
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Review of Earlier Schedule Questions |
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209 | (1) |
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Closing Thoughts about the Critical Path Method |
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210 | (1) |
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210 | (17) |
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210 | (2) |
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Consequences of Uncompensated Scope Creep |
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212 | (1) |
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Drivers of Uncompensated Scope Creep |
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213 | (2) |
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Doing Something Extra: The Platinum Rule |
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215 | (1) |
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Relevance to You as a Student |
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215 | (1) |
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Preventing Uncompensated Scope Creep |
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216 | (7) |
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Resolving Uncompensated Scope Creep |
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223 | (2) |
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Ideas for Clients, Owners, and Customers about Avoiding Uncompensated Scope Creep |
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225 | (2) |
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Closing Thoughts about Scope Creep |
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227 | (1) |
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227 | (1) |
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228 | (1) |
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228 | (3) |
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Chapter 7 Quality: What Is It and How Do We Achieve It? |
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231 | (38) |
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231 | (1) |
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232 | (3) |
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232 | (1) |
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Quality as Excellence or Superiority |
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233 | (1) |
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Quality as Meeting All Requirements |
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233 | (2) |
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A Caution for Engineers and Other Technical Personnel |
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235 | (1) |
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Quality Control and Quality Assurance |
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236 | (1) |
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Suggestions for Developing a Quality Seeking Culture |
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237 | (13) |
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Strive to Understand Client, Owner, and Customer Wants and Needs |
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238 | (4) |
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Define the Other Project Requirements |
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242 | (1) |
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242 | (1) |
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Think Upstream, Not Downstream |
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242 | (1) |
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Create, Use, and Continuously Improve Written Guidance for Repetitive Tasks and Processes |
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243 | (5) |
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Expect Each Person to Check His or Her Work |
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248 | (1) |
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Arrange for External Reviews |
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249 | (1) |
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249 | (1) |
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Tools and Techniques for Stimulating Creative and Innovative Thinking |
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250 | (14) |
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The Need for and Value of Tools and Techniques |
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250 | (1) |
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Create and Innovate Defined |
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250 | (1) |
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251 | (1) |
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252 | (1) |
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Strengths-Weaknesses-Opportunities-Threats |
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252 | (1) |
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253 | (1) |
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253 | (1) |
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254 | (1) |
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254 | (2) |
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256 | (1) |
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256 | (2) |
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258 | (1) |
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259 | (1) |
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260 | (3) |
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263 | (1) |
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Closure: Commit to Quality |
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264 | (1) |
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264 | (2) |
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266 | (1) |
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267 | (2) |
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Chapter 8 Design: To Engineer Is to Create |
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269 | (14) |
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269 | (1) |
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270 | (1) |
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Design in the Context of Major Engineering Functions |
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271 | (3) |
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Four Engineering Functions |
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271 | (1) |
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271 | (1) |
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"Back-of-the-Envelope" Sketches and Calculations |
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272 | (1) |
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273 | (1) |
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274 | (1) |
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The Disproportionate Impact of the Design Function |
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274 | (1) |
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Design in Terms of Deliverables |
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274 | (4) |
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275 | (1) |
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276 | (1) |
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277 | (1) |
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278 | (1) |
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Design as a Personally-Satisfying and People-Serving Process |
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279 | (1) |
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More Than Applied Science |
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279 | (1) |
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Aspiring to Creativity and Innovation |
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280 | (1) |
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The Words "Engineer" and "Create" |
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280 | (1) |
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Closing Thoughts About Design |
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281 | (1) |
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281 | (1) |
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282 | (1) |
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282 | (1) |
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Chapter 9 Building: Constructing and Manufacturing |
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283 | (16) |
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283 | (2) |
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285 | (5) |
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Importance of Constructing |
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285 | (1) |
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What Gets Constructed and How? |
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286 | (1) |
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Roles of Engineers in Constructing |
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287 | (2) |
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289 | (1) |
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290 | (4) |
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Importance of Manufacturing |
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290 | (1) |
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What Gets Manufactured and How? |
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291 | (1) |
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Roles of Engineers in Manufacturing |
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292 | (1) |
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293 | (1) |
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Differences between Constructing and Manufacturing |
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294 | (1) |
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Closing Thoughts about Constructing and Manufacturing |
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294 | (1) |
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295 | (1) |
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295 | (1) |
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296 | (3) |
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Chapter 10 Basic Accounting: Tracking the Past and Planning the Future |
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299 | (30) |
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Relevance of Accounting to the Engineer |
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299 | (1) |
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The Balance Sheet: How Much Is It Worth? |
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300 | (4) |
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301 | (1) |
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302 | (2) |
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The Income Statement: Inflow and Outflow |
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304 | (4) |
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Personal Income Statement |
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305 | (1) |
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Business Income Statement |
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306 | (2) |
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Relationship between the Balance Sheet and the Income Statement |
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308 | (1) |
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Accounting for Your Future |
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309 | (5) |
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Estimating the Necessary Net Worth at the End of Your Earning Phase |
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309 | (3) |
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Accumulating the Necessary Net Worth by the End of Your Earning Phase |
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312 | (2) |
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314 | (1) |
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The Impact of Time Utilization Rate and Expense Ratio on Profitability in the Consulting Business |
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314 | (5) |
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Utilization Rate and Expense Ratio |
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314 | (1) |
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Analysis of a Consulting Firm's Income Statement |
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315 | (1) |
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Sensitivity of Profit to Time Utilization and Expense Ratio |
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316 | (3) |
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319 | (1) |
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The Multiplier as an Indicator of Cost Competitiveness? |
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319 | (1) |
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320 | (1) |
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Caveat about Cost and Consultant Selection |
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320 | (1) |
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The Income Statement as Part of the Business Plan for a Consulting Firm |
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320 | (1) |
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Project Overruns: Implications for Profitability and Personnel |
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321 | (3) |
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Concluding Thoughts about You and Accounting |
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324 | (1) |
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324 | (1) |
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325 | (1) |
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325 | (4) |
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Chapter 11 Legal Framework |
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329 | (24) |
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329 | (3) |
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332 | (2) |
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Changing Attitudes: Forewarned is Forearmed |
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334 | (1) |
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334 | (2) |
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Liability: Failures and Learning from Them |
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336 | (3) |
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Collapse of Hotel Walkway |
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337 | (1) |
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338 | (1) |
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339 | (5) |
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Insurance: Financial Protection |
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339 | (1) |
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Organizational Preventive Practices |
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339 | (1) |
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Personal Preventive Practices |
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340 | (4) |
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Maintaining Perspective on Liability Minimization |
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344 | (1) |
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Legal Forms of Business Ownership |
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344 | (3) |
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345 | (1) |
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346 | (1) |
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346 | (1) |
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347 | (1) |
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Concluding Comments about the Legal Framework |
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347 | (1) |
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347 | (2) |
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349 | (1) |
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349 | (4) |
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Chapter 12 Ethics: Dealing with Dilemmas |
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353 | (28) |
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Inevitable Ethical Dilemmas and Decisions |
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353 | (2) |
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355 | (1) |
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355 | (1) |
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Distilling the Definitions |
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356 | (1) |
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Teaching and Learning Ethics |
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356 | (3) |
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359 | (3) |
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362 | (8) |
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Introduction to Codes: What They Are |
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362 | (1) |
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Engineering Society Codes of Ethics |
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363 | (2) |
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Ethics Codes for Other Professions |
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365 | (1) |
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366 | (1) |
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Government Codes of Ethics |
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367 | (2) |
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University Codes of Ethics |
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369 | (1) |
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Codes Cannot Anticipate All Circumstances |
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370 | (1) |
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Dealing with Ethical Dilemmas: Using Codes and Other Resources |
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370 | (4) |
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371 | (1) |
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Advice of Experienceed Personnel |
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371 | (1) |
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A Nine-Step Individual or Group Process |
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371 | (1) |
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A Systematic Group Process |
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372 | (1) |
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Application of Moral Imagination |
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373 | (1) |
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Case Study: Discovering a Major Design Error after Construction Is Complete |
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374 | (2) |
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374 | (1) |
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Post-Construction Discovery |
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374 | (1) |
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375 | (1) |
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What Happened to Le Messurier? |
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376 | (1) |
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Concluding Thoughts: Seeing Sermons |
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376 | (1) |
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377 | (1) |
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378 | (1) |
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379 | (2) |
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Chapter 13 Role and Selection of Consultants |
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381 | (22) |
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Consultant Defined and Why You Should Care |
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381 | (2) |
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The Meanings of Consultant |
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381 | (1) |
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382 | (1) |
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Why Retain a Consultant? Let's Do It Ourselves! |
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383 | (2) |
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Characteristics of Successful Consultants |
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385 | (2) |
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Consultant Selection Process |
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387 | (10) |
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387 | (1) |
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388 | (1) |
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The Ideal Selection Process |
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389 | (1) |
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Qualifications-Based Selection |
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390 | (1) |
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Steps in the Selection Process |
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391 | (5) |
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396 | (1) |
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Summing Up the Consultant Selection Process |
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396 | (1) |
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Price-Based Selection: Three Costs to the Consultant |
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397 | (3) |
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Offering Less Than We Could |
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397 | (1) |
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Further Reduction in Profit |
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398 | (1) |
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398 | (1) |
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399 | (1) |
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Conclusions about the Role and Selection of Consultants |
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400 | (1) |
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401 | (1) |
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401 | (1) |
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402 | (1) |
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Chapter 14 Marketing: A Mutually-Beneficial Process |
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403 | (28) |
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Consider Your View of Marketing: Are You Carrying Some Baggage? |
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403 | (1) |
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404 | (1) |
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The Economic Motivation for Marketing Professional Services |
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405 | (1) |
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Marketing and Selling: Different but Related |
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406 | (3) |
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A Simple, Powerful Marketing Model |
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409 | (3) |
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409 | (1) |
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410 | (1) |
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Caution: Respect the Order and Invest Time Wisely |
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411 | (1) |
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Marketing Techniques and Tools |
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412 | (14) |
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Create a Personal Marketing Plan |
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412 | (2) |
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Learn the Marketing Language |
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414 | (2) |
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416 | (1) |
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416 | (2) |
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418 | (1) |
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Ask-Ask-Ask: The Power of Questions |
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419 | (3) |
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422 | (1) |
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Stress Benefits, Not Features |
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422 | (1) |
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Focus on Existing Clients, Owners, and Customers |
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|
423 | (1) |
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Help to Establish Multiple-Level Links |
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|
424 | (1) |
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Proactively Establish the Next Step |
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|
425 | (1) |
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Selectively Share Data, Information, and Knowledge |
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|
426 | (1) |
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What Works and What Doesn't Work |
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426 | (1) |
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Marketing Concluding Comments |
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427 | (1) |
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428 | (1) |
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429 | (1) |
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429 | (2) |
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Chapter 15 The Future and You |
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431 | (24) |
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What Does the Future Hold? |
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431 | (1) |
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The World You Will Work In: Same Role but New Stage |
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|
432 | (6) |
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After the Knowledge Age, the Conceptual Age? |
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|
433 | (1) |
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After The Knowledge Age, the Opportunity Age? |
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|
434 | (1) |
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After The Knowledge Age, the Solving Wicked Problems Age? |
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|
435 | (1) |
|
Additional Views of the World Stage |
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436 | (1) |
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437 | (1) |
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438 | (13) |
|
Encounter a Leadership Gap |
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|
438 | (1) |
|
Move Beyond Being the Thermometer: Also be the Thermostat |
|
|
439 | (1) |
|
Define the Situation: What, Why, Who, How, and When? |
|
|
439 | (1) |
|
Recognize Widespread Resistance to Change |
|
|
440 | (2) |
|
Practice Paradigm Pliancy: Prevent Paradigm Paralysis |
|
|
442 | (4) |
|
Appreciate the Movers-Movables-Immovables Structure |
|
|
446 | (1) |
|
Work Effectively With the Movers, Movables, and Immovables |
|
|
447 | (1) |
|
Expect the Awareness-Understanding-Commitment-Action Cascade |
|
|
448 | (1) |
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|
449 | (1) |
|
Learn Why Change Efforts Fail |
|
|
450 | (1) |
|
Adopt Change Principles and a Change Process |
|
|
451 | (1) |
|
Concluding Thoughts about You and the Future |
|
|
451 | (1) |
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|
452 | (1) |
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|
453 | (1) |
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|
454 | (1) |
| Appendix A Engineering your Future Supports ABET Basic Level Criterion 3 |
|
455 | (2) |
| Appendix B Engineering Your Future Supports ABET Program Criteria for Civil and Similarly-Named Engineering Programs |
|
457 | (2) |
| Appendix C Engineering Your Future Supports the Civil Engineering Body of Knowledge |
|
459 | (2) |
| Index |
|
461 | (8) |
| About the Author |
|
469 | |
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