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: Constructi
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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