Engineering Management

1. Engineering Management Assistant Prof. Dr. Korb Srinavin

2. Outline • บทนำการบริหารงานวิศวกรรม • หลักการในการบริหารและการจัดการ • การจัดองค์กร • การบริหารจัดการโครงการ • การเพิ่มผลผลิต • ต้นทุนและการประมาณการ • เศรษฐศาสตร์วิศวกรรมเบื้องต้น

3. สัญญาในงานวิศวกรรม และการประกันภัย • การวางแผนโครงการทางวิศวกรรม • การบริหารทรัพยากรบุคคล • ความปลอดภัยในงานวิศวกรรม • เทคโนโลยีสารสนเทศ • การควบคุมโครงการ

4. ข้อพิพาทเรียกร้องและวิธีระงับข้อพิพาทเรียกร้องและวิธีระงับ • ความรู้อื่นที่เกี่ยวข้องและเป็นประโยชน์ต่อการบริหารงาน • การนำเสนอในชั้นเรียน

5. 10 June 2005 บทนำการบริหารงานวิศวกรรม(Introduction to Engineering Management) 1 • Management is getting things through others • Management needs 1) Objective, 2) Resources, 3) Methods, 4) Organization setting, 5) People

6. Objectives People Resources Mgmt Organization Setting Methods

7. หลักการในการบริหารและการจัดการ(Management Principles) 2 • Function of management • Planning • Organizing • Leading • Controlling

8. Planning • Planning manager should have objective in mind, planning help manager to do the right things, well planning needs the following 1 Defining objectives, 2 Deciding what/when/how/who (George Stiner) 2.1 What is to be done, 2.2 When it is to be done, 2.3 How it is to be done, 2.4 Who is to do it,

9. Organizing • Organizing 1 Gathering and allocating resources, 2 Coordinating the work of the organization, 3 Deliberate creation a configuration that defines the followings: 3.1 How authority is structured, 3.2 How communication flows, 3.3 How tasks are accomplished,

10. Leading • Leading 1 Redirecting human behavior to achieve objectives, 2 Motivating others to produce, 3 Influencing subordinates,

11. Controlling • Controlling 1 Keeping things on track, 2 Steering performance towards desired goal, 3 Coordinating monitoring and adjusting performance,

12. การจัดองค์กร (Organization) 3 • APPROACHES TO THE STUDY OF ORGANIZATION Organization theories are seeking to understand, explain and predict organizational processes of the followings: 1. Individual (micro level) 1.1 division of labour, 1.2 Motivation, 1.3 Leadership, 2. Global (macro level) 2.1 Organization structure, 2.2 Interorganizational relation (relationship between organizations), 2.3 Strategies issues, ie. competitive strategies,

13. Managerial hierarchy and roles : Figurehead : Leader : liaison w/ others, Interpersonal roles Top management : Monitor : Disseminator : Spokesperson Middle management Information roles : Entrepreneur : Disturbance handler : Resource allocator : Negotiator Supervisory management Decisional roles

14. Focus by level Top management Middle management Supervisory management Skills needed Conceptual (ability to solve long-term problems and view the total organization as an interactive system) Human relation (ability to work affectively, lead and assure harmonious interpersonal relations) Technical (ability to use tools, apply specialized knowledge and manage processes and techniques) Managerial skills

15. Major theories • Structuralist • provides mostly explicit prescriptions about how to achieve performance, satisfaction, etc. • Phenomenologist • needs to account for more subtle organizational phenomena (sophisticated)

16. American Mobile employees Personal decision making Individual responsibility Rapid advancement Specialization in careers Explicit control mechanisms Focused concern for employees Japanese Lifetime employment Collective decision making Group responsibility Slow and systematic advancement General career perspective Implicit control system Holistic concern for employees. Contrast between American and Japanese organizations

17. Participant of construction industry • Client (owner) • Designer • Constructor • Material manufacturer and supplier • Specialist • Association • Support Specialist • Educational and research

18. การบริหารจัดการโครงการ(Project Management) 4 • Construction Problems • Plan work for design team operation • Criteria for project selection models

19. Construction Problems • Finance • Contracts • Materials • Labour • Equipment • Management

20. Finance • Construction is not considered an industry, • Banks require collateral, • No regulation for bank to earmark percentage for construction, • Finance scarcity is/becomes chain reaction, • Banks do not finance due to risky business • Materials/equipment cannot be financed on credit, • Advances against plant and equipment are limited, • Material advances is not available, • Delays in running bill of payments, final bill and escalation, • Delays in extra item-payment, • Whether or not of earning tax deduction 2-5%, • Interest on advances in case that delays occur, • Mobilization time is short, then stretches construction resources

21. Contracts • Out-model contract condition that make claims more outside, • Mutual suspicion, disputes arise for extras/variations, changes in designs, non-fulfillment of obligated delays and escalations, • Regulation of construction, • Price escalation (institutional problem), • Tendering, usually competitive but lowest concept may lead to delays. Different type of tender documents shall also be a problem for construction, • Arbitration, either no provision, unscrupulous construction benefit, time consuming, work has to be continued during arbitration.

22. Materials • Shortage for a variety of reasons, • Overseas procurement problem, ie. exchange variation, • Building material industry on small scale so faces a variety of problems, ie. finance, variable demand, procurement, etc.

23. Labour • Chronic shortage of skilled labour, • Exodus to some area/country, ie. middle-East, • Difficult to attack for training, ie. working condition, career prospects, low technology base, etc. • Semi-skilled workers recruitment cause fall in quality and profit, • Shortage in equipment operators, • Very little retirement benefits, • Seasonal supply,

24. Equipment • High investment is required but lack of long term finance, • Small contractors have to hire equipment at high rate, • Old equipment gives lower profit as the higher downtime, • Equipment still retained beyond economic life, • Lack of spare parts, • Unavailability of skilled personnel for operating and maintenance (O & M),

25. Management • Preparation, • Project ununique and experience transfer, • Cross-cultural issues, • Shortages,

26. Plan work for design team operation (Royal Institute of British's Architect - RIBA) • Inception, • Feasibility, • Outline proposals, • Scheme design, • Detailed design, • Production information, • Bills of quantities, • Tender action, • Project planning, • Operations on site, • Completion, • Feedback.

27. CRITERIA FOR PROJECT SELECTION MODELS • Project : A set of interrelated activities done for a specific purpose and having definite start and finish, • Model : Representation of the reality (graphical, mathematic, etc.), usually should be real as much as possible, include/consider all effects ie. economic, political, materials, etc.

28. Criteria project for selection models • Realism which comprises the followings: • Consideration for limitations ie. facilities, capital, personnel, etc., • Risk factors ie. technical, economic, etc., • Capability which considers various sceneries, time periods, • Flexibility (different conditions respond to changes interpreters), • Cost that data cost should be relatively low when compared to project cost.

29. Model types • Non-numeric models • Scared cow (implementation is depended on decision maker), • Product line extension, • Operating necessity ie. by law/regulation, • Competitive necessity, • Numeric models • Payback period (approximate method), • Net present worth (PW = NPB-NPC), • EUAB-EUAC, • Benefit/cost ratio (B/C), • Rate of return (IRR),