1. EAS590: Case Studies in Engineering Management
Dr. Robert E. Barnes
Spring 2007

2. EAS590
It is intended to be the third and final course in our School's Engineering Management series. As such, it is based on the knowledge that you've gained from -
EAS521 - Principles of Engineering Management I, and
EAS522 - Principles of Engineering Management II.

3. For this evening I would like to accomplish the following -
Share with you the specific course requirements
Have a brief discussion about engineering management
Say a few words about case studies
Hear from each of you as to who you are
Form small groups that will be the work groups for the semester
Decide on a grading proportion
Work on a sample case together

4. SPECIFIC COURSE REQUIREMENTS 1 of 7
Six (6) oral and written cases done in small groups
an “A” must have a good literature review
each person must write a brief white paper for each case at the end of the second night, stating what was the single most important thing you learned from the case
each person must hand in an evaluation of group members for each case
Pass out Syllabus and Schedule

5. ?
What are some of your ideas as to what engineering management is?

6. Functions of Engineering Management – 2 of 7
Planning
Controlling
(Measuring & Correcting)
Organizing
Directing
(Motivating &
Communicating)
Staffing
DiPietro, 1986, in Handbook of Engineering Management
Bennett, 1996, in The Management of Engineering

7. Typical Organizational Chart

8. Engineering managers are interested in products/processes that are –
On schedule
On budget
At the desired quality level

9. Engineering Management sequence at UB Engineering
PRINCIPLES OF ENGINEERING PRINCIPLES OF ENGINEERING
MANAGEMENT I MANAGEMENT II
Planning Cost Accounting
Organization Marketing
Leadership Engineering Economics
Control Financial Mgt
Setting Objectives Marketing Strategies
Decision Making Equipment Replacement
Forecasting Capacity Expansion
Budgeting Capital Budgeting
Investment Decisions
CASE STUDIES IN ENGINEERING MANAGEMENT
An integration of previous knowledge
with any required new information to solve posed questions.

10. Premise My premise throughout the course is –
you are competent engineers
we need to work on management
aspects of the job
Integrating both, we will learn to solve cases well.

11. CASE STUDIES – 3 of 7 Identify problems and classify them
(symptoms v. root causes: fever v. virus, scrap v. worn tool)
Analyze problems and determine which problems (a prioritizing scheme), when addressed, will give us improvement commensurate with what we are willing and able to invest – financially, intellectually and time-wise

12. CASE STUDIES - continued
Generate alternatives
Analyze their strengths and weaknesses
Recommend a solution(s)
and importantly, Communicate results to others!

13. Your job, for each case, will be:
to provide a reasonable solution
to consult the literature -- we learn much from the ideas of others
to communicate persuasively both in writing and orally

14. Who are you?
4 of 7
Pass out Bio Form

15. Choose Small Groups
5 of 7
Pass out Group Form

16. Choose Grading Proportion
6 of 7
Pass out Peer Evaluation Form

17. 7 of 7 Pass out Practice Case Study

18. Sample Case: Org Chart for Product Development Group EAS590, Spring 2007

19. solution
define problem classification recommendation symptoms outcome
Steve’s desire/ambition strategic planning get mission – vision, clarify, create any needed, communicate
Steve – direct reports organization align reasonably, draw
(too many?) span of control org chart: guideline: 7 +/- 2
many projects work type/load assessment analyze and define acceptable:
organization employees, mix and # of staffing & training projects (relationship to (expertise of employees: company’s plan, right training & experience) kind? too many?), choose and organize staff, train as needed
friction between employees relations, know formal rules and
Steve & John contract precedents of company,
communicate