For newly hired young engineers assigned to their first real 'project', there has been little to offer in the way of advice on 'where to begin', 'what to look out for and avoid', and 'how to get the job done right'. This book gives this advice from an author with long experience as senior engineer in government and industry (U.S. Army Corps of Engineers and Exxon-Mobil). Beginning with guidance on understanding the typical organizational structure of any type of technical firm or company, author Plummer incorporates numerous hands-on examples and provides help on getting started with a project team, understanding key roles, and avoiding common pitfalls. In addition, he offers unique help on first-time experiences of working in other countries with engineering cultures that can be considerably different from the US.
•Reviews essentials of management for any new engineer suddenly thrust into responsibility •Emphasizes skills that can get you promoted—and pitfalls that can get you fired •Expanded case study to show typical evolution of a new engineer handed responsibility for a major design project
Engineers typically put in charge of complex design projects, including mechanical, industrial, chemical, and civil engineers; New and mid-level managers in manufacturing and process industries responsible for team management on engineering projects; Both senior undergraduate and graduate-level engineers about to enter the workplace, including mechanical, industrial, civil, electrical, and chemical engineers.
Preface and Acknowledgement Chapter 1 When Opportunity Knocks Where do you start? Your Boss(es) What do they want? Do it! Chapter 2 What Do Project Engineers Do? Total Area Responsibility Types of Areas Defining the Area The Project Engineer’s Duties Plan and Control the Basic Work Lead Safety Identify, Assess, and Mitigate Risk Achieve Quality Standards Control Schedule and Cost Balance the Safety, Quality, Cost, and Schedule Priorities Control Interfaces Manage Changes Solve Problems and Commercial Issues Lead the Effort References Chapter 3 A Crash Course in Management The Way It Should Be The Task Side The People Side The Way It Is Management Skills for a Project Engineer People-related Questions Task-related Questions References Chapter 4 How Projects Work Plan the Work and Work the Plan Overall Project Framework Major Phases Project Management Planning: Evaluation and Definition Evaluation Definition Project Approval Project Implementation: Engineering and Procurement Engineering and Procurement -- an Integrated Process Project Implementation: Manufacturing Client Input Planning, Basis Development, and Systems Engineering Engineering Development Manufacturing and Subcontracting Testing Time Pressure Role of Project Engineers Project Implementation: Construction Construction Systems Area Focus Consequences of Mistakes and Changes Client Intervention Focus Shifts to Systems at the End Project Implementation: Commissioning and Startup Transitions and Handoffs Back to Project Engineering References Chapter 5 Learning Project Engineering on the Job: A Case Study Case Study September 20 Sara sends up an SOS September 21: Sara’s Fax to Kramer September 24: Trouble around the Bend October 1: Jeff gets squeezed October 1: Edgar jump-starts the engineering October 1: Chet taps the “good ole boy” network October 1: Planning meeting continues -- the compressor is a problem October 4: Sara digs in her heels October 13: The design review hits the fan October 13: Changes cost big-time October 28: Good work but bad results November 3: Crunch-time November 8: Jeff shows up November 16: The negotiation November 22: A pause to enjoy and ponder Reflection on the Case Chapter 6 Skills That Can Get You Ahead Perspective on Getting Ahead What Does it Mean to Get Ahead? What Does it Take to Get Ahead? Competence Technical Skills and Hard Work Personal Efficiency and Effectiveness Business Judgment Performance Evaluations and the Competition Office Politics Patrons Exposure Dealing with Office Politics Social Skills Perspective Revisited References Chapter 7 Things That Can Get You Fired Laws and Regulations Finance and Accounting Anti-trust Bribery and Corruption Classified, Proprietary, and Other Confidential Information False Reporting Employment Application Records and Timesheets Test Results, Data, and Research Results Required Reporting Drugs and Alcohol Harassment Conflict of Interest Types of Conflicts of Interest Awareness Other Organizational Ethics Policies Drawing the Line References Chapter 8 International Business Skills The Cultural Game Global Business Start with Yourself Culture Shock is Real Coping Strategies Inter-cultural Skills What has to Change in the International Setting? Cross-cultural Communications Skills Time, Goals, and Patience An Approach to Resolving Differences Application to the Project Engineer’s Job Gaining Rapport International Project Planning The International Toolbox References Chapter 9 Advice from the Pros Advice from Young Project Engineers How to Approach the Job Foreign Construction Work Advice from a Senior Executive Achieving Results Advice from Project Engineers, Managers, and Executives Project Proverbs An Intercultural Aspect of Contracting Project Engineering for Manufacturing High-tech Equipment Structuring and Organizing Engineering and Procurement on Mega-Projects Key Lessons Learned from a Handful of Engineering and Procurement Mega-projects Planning a High-tech, Global IT Project: Management Support and Buy-in Quality: An Historical Perspective Balancing Quality, Cost, and Schedule Risk Management and Dealing with Crises Risk Management: A Project Manager’s View Risk Management: An Engineer’s View Risk Management: Beginnings and Endings Risk Management: Dealing with Crises and Calling Timeout Risk Mitigation through Organizational Development and Alignment Programs Looking Back: How to Approach the Job Looking Back: The Project Engineer’s Role Looking Back: A Career Strategy An Interview with an Experienced Project Engineer and Manager Chapter 10 Approach the Job with Confidence The Pygmalion Effect You have a Sound Basis for Your Confidence The Foundation: Education and Interpersonal Skills To Get Started in the Workplace The Project Engineer’s Basic Duties How to Manage Tasks and People How Projects Work Job Experience from the Case Study Knowing What it Takes to Get Ahead An Understanding of Acceptable Business Conduct How to Approach Working Internationally Sound Advice from Project Professionals The Opportunities and Boundless References Glossary Index About the Author
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- © Butterworth-Heinemann 2007
- 21st May 2007
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President Project Integrity Consulting, Houston, Texas
"Project Engineering is an excellent reference work on the basis of launching an engineering career amd staying on the right course." "Project Engineering was written with two goals in mind: helping the freshly minted engineer survive his or her first foray into the workforce and aiding the established working engineer as he or she seeks to advance to a leadership oisition." "Beginning with a description of the scope of a project engineer's typical areas of responsilbiliy, Plummer noted that they run the gamut from core planning to safety, risk management, cost control, and scheduling." Civil Engineering, Ray Bert