GROUP 1

P RE S E N TATI O N

MC JH E MS ALI POYO C H AN FLO RE N CE FE RRE R

MI K E JE ROME AN DAYA C H RI S T I AN JAY MILLADO
ROLLY D E LA C RU Z AL DRI N S ORIAN O
JU S T I N JOS H DE LLORO
INTRODUCTION
TO
ENGINEERING
MANAGEMENT
LESSON
OBJECTIVES:
AT THE END OF THE LESSON, YOU WILL BE
ABLE TO:

1. EXPLAIN THE FUNCTIONS OF ENGINEERS

2. DEFINE THE ENGINEERING MANAGEMENT
3. DETERMINE THE FUNCTIONS OF
MANAGEMENT
ENGINEERING:
1. THE ART OF MANAGING ENGINES
2. A PROFESSION IN WHICH SCIENTIFIC
KNOWLEDGE AND MATHEMATICS IS USED
AND EXPERIMENTED WITH TO DEVELOP
WAYS THAT BENEFIT MANKIND, MAKING IT
EXTREMELY IMPORTANT TO SOCIETY.
ENGINEERS:
PEOPLE WHO LOGICALLY APPLY QUANTIFIABLE
PRINCIPLES. A PERSON WHO DESIGNS, BUILDS,
OR MAINTAINS ENGINES, MACHINES, OR PUBLIC
WORKS.
FUNCTIONS OF ENGINEERS
 FUNCTIONS OF ENGINEERS

1 2 3 4 5
RES EARCH DESIGN AND TES TING MANUFACTURING CONSTRUCTION
DEVELOPMEN ENGINEER IS DIRECTLY
ENGINEERS ENGINEER WILL ENGINEER
ENGAGE IN THE T TEST THE IN CHARGE OF DIRECTLY ASSUMES
ENGINEER
PROCESS OF CARRIES OUT THE PRODUCT FOR PRODUCTION RESPONSIBILITY
LEARNING TASK OF ITS PERSONNEL OR FOR THE
THINGS AND TRANSLATING WORKABILITY. ASSUMES PRODUCTION STAFF
THE THE PRODUCT RESPONSIBILITY FOR OR IN CHARGE OF
CODIFICATION DESIGN TO A THE PRODUCT. THE CONSTRUCTION
OF THIS FINISHED PROCESS.
KNOWLEDGE PHYSICAL OBJECT.
INTO USEFUL
THEORIES.
 FUNCTIONS OF ENGINEERS
6 7 8 9 10
SALES CONSULTING GOVERNMENT TEACHING MANAGEMENT
ENGINEER IS ABLE
ENGINEER ENGINEER IS THE ENGINEER GETS A ENGINEER IS
TO FIND JOBS IN
ASSISTS THE CONSULTANT OF POSITION AT THE APPOINTED TO
THE GOVERNMENT
CLIENTS OF THE ANY INDIVIDUAL SCHOOL AS AN MANAGE GROUPS
PERFORMING SOME
ORGANIZATION OR ENGINEERING OF PEOPLE WHO
OF THE NUMEROUS
IN MEETING ORGANIZATION TEACHER. SOME ARE WILL CARRY OUT
TASKS OF
THEIR NEEDS, IN THAT REQUIRES DEANS, CHAIRMEN, SPECIFIC
REGULATING,
PARTICULAR HIS SERVICES. AND VICE- ASSIGNMENTS.
MONITORING, AND
THOSE NEEDING PRESIDENTS.
CONTROLLING THE
TECHNOLOGICA
ACTIVITIES OF
L EXPERTISE.
VARIOUS PUBLIC
OR PRIVATE
INSTUTUTIONS.
THE ENGINEER IN VARIOUS TYPES OF
ORGANIZATION
FROM THE VIEWPOINT OF THE ENGINEER, ORGANIZATIONS MAY BE CLASSIFIED
ACCORDING TO THE DEGREE OF ENGINEERING JOBS PERFORMED:

LEVEL ONE LEVEL TWO LEVEL THREE

THOSE WITH AVERAGE
THOSE WITH NOMINAL ENGINEERING JOBS LIKE THOSE WITH A HIGH DEGREE
ENGINEERING JOBS LIKE TRANSPORTATION OF ENGINEERING JOBS LIKE
RETAILING FIRMS. COMPANIES. CONSTRUCTION FIRMS.
MANAGEMENT
THE PROCESS OF DESIGNING AND MAINTAINING
AN ENVIRONMENT IN WHICH INDIVIDUALS,
WORKING TOGETHER, IN GROUPS, EFFICIENTLY
ACCOMPLISH SELECTED AIMS.
MANAGEMENT IS GETTING THINGS THROUGH
OTHERS.
MANAGEMENT NEEDS:
• OBJECTIVE
• RESOURCES
• METHODS
• ORGANIZATION SETTING
• PEOPLE
ENGINEERING MANAGEMENT
• IS THE ART AND SCIENCE OF PLANNING, ORGANIZING, ALLOCATING
RESOURCES, AND DIRECTING AND CONTROLLING ACTIVITIES THAT HAVE A
TECHNOLOGICAL COMPONENT.

• REFERS TO THE ACTIVITY COMBINING “TECHNICAL KNOWLEDGE WITH THE

ABILITY TO ORGANIZE AND COORDINATE WORKER POWER, MATERIALS,
MACHINERY, AND MONEY.
LEVEL OF MANAGEMENT
MANAGEMENT SKILL
MANAGERS MUST BE QUALIFIED TO EXECUTE THE MANAGEMENT DUTIES AND
PLAY VARIOUS RESPONSIBILITIES. ROBERT KATZ IDENTIFIED THREE
MANAGEMENT SKILLS THAT ARE NECESSARY FOR EFFECTIVE MANAGEMENT:
• TECHNICAL SKILL REQUIRES EXPERIENCE AND SKILL IN KNOWLEDGE OR
PROFICIENCY. MANAGERS USE A GIVEN AREA’S PROCEDURES, STRATEGIES, AND
TOOLS.
• HUMAN SKILL HAS THE ABILITY TO COMMUNICATE WITH MEN SUCCESSFULLY.
MANAGERS INTERACT WITH THE EMPLOYEES AND WORK WITH THEM.
• CONCEPTUAL SKILL REQUIRES CONCEPTS TO BE FORMULATED. MANAGERS
UNDERSTAND COMPLEX RELATIONSHIPS, GENERATE CONCEPTS, AND CREATE
SOLUTIONS TO PROBLEMS.

TECHNICAL SKILLS ARE ABOUT THINGS, HUMAN SKILLS ARE ABOUT PEOPLE, AND
CONCEPTUAL SKILLS ARE ABOUT IDEAS.
MANAGEMENT ROLES
DECISION
MAKING
LESSON
OBJECTIVES:
AT THE END OF THE LESSON, YOU WILL BE
ABLE TO:

1. DEFINE DECISION-MAKING
2. EXPLAIN THE PROCESS OF DECISION-
MAKING
3. DETERMINE THE APPROACHES IN SOLVING
PROBLEMS.
DECISION-MAKING
• IS THE ENGINEER MANAGER’S
RESPONSIBILITY
• MAY BE DEFINED AS “THE PROCESS OF
IDENTIFYING AND CHOOSING
ALTERNATIVE COURSES OF ACTION IN A
MANNER APPROPRIATE TO THE DEMANDS
OF THE SITUATION.”
DECISION-MAKING PROCESS
 DECISION-MAKING PROCESS

1 2 3 4
DIAGNOS E ANALYZE THE ARTICULATE DEVELOP A
THE PROBLEM ENVIRONMENT PROBLEM OR VIABLE
OP PORTUNITY ALTERNATIVES
WHAT IS A COMPONENTS OF THE KNOWING WHAT THE SOMETIMES, ALL
PROBLEM? A ENVIRONMENT: PROBLEM IS IN ANY GIVEN OF THE SOLUTIONS
PROBLEM EXISTS 1. INTERNAL SITUATION CAN MEAN THE PROPOSED WILL
WHEN THERE IS A ENVIRONMENT DIFFERENCE BETWEEN S O LV E P R O B L E M S .
DIFFERENCE 2. EXTERNAL WASTING NEEDLESS THE MANAGEMENT
BETWEEN ACTUAL ENVIRONMENT QUANTITIES OF TIME AND HAS TO FIND THE
SITUATION AND A RESOURCES OR INVESTING BEST of the
DESIRED EFFORT IN THE RIGHT FOCUS alternative solutions.
SITUATION. AREAS TO PRODUCE REAL
RESULTS.
 DECISION-MAKING PROCESS
5 6 7 8
EVALUATE MAKE A CHOICE IMPLEMENT EVALUATE AND ADAPT
ALTERNATIVE DECISION DECISION RESULTS
AN S L U AT I O N
E VA CHOICE-MAKING IMPLEMENTATION
REFERS THE EXPECTED R E S U LT S
OF THE REMAINING
THE M AY O R M AY N O T O C C U R I N
A LT E R N AT I V E S IS TO THE PROCESS
OF SELECTING EXECUTION IMPLEMENTING THE
NEEDED AFTER
OF A DECISION. THEREFORE, IT IS
DETERMINING THE AMONG
DECISION TO I M P O R TA N T
VIABILITY OF THE A LT E R N AT I V E S
FOR MANAGERS TO USE
A LT E R N AT I V E S REPRESENTING ACHIEVE
CONTROL AND FEEDBACK
AND A REVISED POTENTIAL THE AIMS MECHANISMS TO ENSURE
LIST HAS BEEN SOLUTIONS TO A S O U G H T. PERFORMANCE AND INFORM
MADE. THIS IS PROBLEM. FUTURE DECISIONS.
N E C E S S A R Y, S I N C E
MAKING A CHOICE
IS THE NEXT MOVE.
 FEEDBACK
PROCESS T H AT REQUIRES
C H E C K I N G AT E A C H S TA G E O F
THE PROCESS TO ENSURE
T H AT THE A LT E R N AT I V E S
G E N E R AT E D , THE CRITERIA
U S E D I N T H E A S S E S S M E N T,
AND THE SOLUTION CHOSEN
F O R I M P L E M E N TAT I O N A L I G N
WITH THE OBJECTIVES AND
O B J E C T I V E S O R I G I N A L LY S E T.
 Control
REFERS TO STEPS TAKEN TO
ENSURE THAT THE TASKS
CARRIED OUT ARE IN LINE
WITH THE INTENDED
OBJECTIVES OR GOALS SET.
Approaches in Solving Problems
Approaches in Solving Problems
QUANTITATIVE MODELS FOR
DECISION-MAKING
 QUEUING
THEORY
DEFINITION: QUEUEING
THEORY STUDIES THE
BEHAVIOR OF WAITING LINES
IMPORTANCE: HELPS DETERMINE THE
NUMBER OF SERVICE UNITS NEEDED TO
MINIMIZE WAITING TIME AND SERVICE COST

APPLICATIONS: CUSTOMER SERVICE,

HEALTHCARE ( EMERGENCY ROOM),
MANUFACTURING ( PRODUCTION LINES )
 NETWORK
MODELS
DEFINITION: BREAK DOWN
LARGE TASKS INTO SMALLER,
MANAGEABLE PARTS
IMPORTANCE: FACILITATES INDEPENDENT
CONTROL AND MONITORING OF COMPLEX
PROJECTS.

COMMON MODELS: PROGRAM EVALUATION

REVIEW TECHNIQUE (PERT),
CRITICAL PATH METHOD (CPM)
 PROGRAM EVALUATION REVIEW
TECHNIQUE (PERT)
DEFINITION: A PLANNING AND
CONTROL TOOL USED FOR
PROJECT MANAGEMENT
KEY FEATURES: USES THREE TIMES
ESTIMATES FOR TASK: OPTIMISTIC,
PESSIMISTIC, MOST LIKELY.
HELPS IN IDENTIFYING THE CRITICAL PATH
AND ESTIMATING PROJECT DURATION.

APPLICATIONS: LARGE AND COMPLEX

PROJECTS (E.G. CONSTRUCTION, R&D
PROJECTS)
 CRITICAL PATH METHOD (CPM)
DEFINITION: A STEP-BY-STEP
PROJECT MANAGEMENT
TECHNIQUE
KEY FEATURES: USES A SINGLE TIME
ESTIMATE FOR EACH TASK. IDENTIFIES THE
LONGEST PATH TASK (CRITICAL PATH) THAT
DETERMINES THE PROJECT DURATION

APPLICATIONS: ENGINEERING,
CONSTRUCTION, AND SOFTWARE
DEVELOPMENT PROJECTS.
 FORECASTING
DEFINITION: GATHERING PAST AND
CURRENT INFORMATION TO PREDICT
FUTURE EVENTS.
IMPORTANCE: ENABLES PROACTIVE
DECISION-MAKING AND STRATEGIC
PLANNING.
METHODS: QUALITATIVE (EXPERT
JUDGEMENT, DELPHI METHOD),
QUANTITATIVE (TIME SERIES ANALYSIS,
CASUAL MODELS)
APPLICATIONS: SALES FORECASTING,
INVENTORY MANAGEMENT, FINANCIAL
PLANNING.
 REGRESSION ANALYSIS
DEFINITION: A STATISTICAL METHOD
FOR EXAMINING THE RELATIONSHIP
BETWEEN VARIABLES
TYPES: SIMPLE REGRESSION: ONE
INDEPENDENT MULTIPLE REGRESSION: TWO
OR MORE INDEPENDENT VARIABLE.

IMPORTANCE: HELPS IN FORECASTING AND

IDENTIFIYING THE IMPACT OF DIFFERENT
VARIABLES

APPLICATIONS: ECONOMIC FORECASTING,

RISK ASSESSMENT, TREND ANALYSIS
 SIMULATION
DEFINITION: CREATING A MODEL TO
REPLICATE REAL-WORLD PROCESSES
FOR ANALYSIS
IMPORTANCE: ALLOWS TESTING OF
SCENARIOS WITHOUT REAL-WORLD
CONSEQUENCES.
METHODS: MONTE CARLO SIMULATION,
DISCRETE-EVENT SIMULATION.
APPLICATIONS: MANUFACTURING
PROCESSES, FINANCIAL MODELING,
LOGISTICS
LINEAR PROGRAMMING
DEFINITION: A MATHEMATICAL
TECHNIQUE FOR OPTIMIZING
RESOURCE ALLOCATION
IMPORTANCE: PROVIDES OPTIMAL
SOLUTIONS WITHIN DEFINED CONSTRAINTS

APPLICATIONS: PRODUCTION SCHEDULING,

TRANSPORTATION PLANNING, RESOURCE
ALLOCATION
SAMPLING THEORY
DEFINITION: THE PROCESS OF SELECTING A
SUBSET OF A POPULATION TO REPRESENT
THE WHOLE

IMPORTANCE: REDUCES DATA COLLECTION

COSTS AND TIME.

METHODS: RANDOM SAMPLING, STRATIFIED

SAMPLING, SYSTEMATIC SAMPLING

APPLICATIONS: QUALITY CONTROL,

MARKET RESEARCH, OPINION POLLING.
 STATISTICAL DECISION THEORY
DEFINITION: A FRAMEWORK FOR MAKING
DECISIONS UNDER UNCERTAINTY

IMPORTANCE: HELPS IN RATIONAL

PROBLEM-SOLVING WITH INCOMPLETE
SOLUTION.

APPLICATIONS: RISK MANAGEMENT,

INVESTMENT DECISIONS, POLICY-MAKING.
 THANK YOU
FOR
LISTENING
G RO U P 1 P RE SE N TATI O N

MC JH E MS ALI POYO C H AN FLO RE N CE FE RRE R

MI K E JE ROME AN DAYA C H RI S T I AN JAY MILLADO
ROLLY D E LA C RU Z AL DRI N S ORIAN O
JU S T I N JOS H DE LLORO