Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Keith Plemmons

Tagged Divisions

Engineering Management

Civil Engineers(ASCE), the BOK makes recommendations on “what should be taught to and learned by futurecivil engineering students.” These recommendations are delineated in 15 outcomes. The first 11outcomes reflect verbatim those currently used by the Accreditation Board for Engineering andTechnology (ABET) 4. Four new outcomes (Outcomes 12-15), “address technical specialization,project management, construction, asset management, business and public policy andadministration, and leadership.” Commentaries and descriptions of competencies explain eachoutcome. Outcome 12 “reflects the additional technical specialization4“and Outcomes 13-15“reflect the additional professional and practice knowledge, skills, and attitudes” embodied inASCE Policy

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

Education, 2006 Engineering Management in a Competitive Global EnvironmentAbstractThe world around us is changing. The beginning of the twenty-first century is a period of rapidtransition in which the pace of this transformation continues to accelerate. New organizations,technologies, and products are materializing at an escalating rate. Those organizations unable tokeep up and successfully compete will quickly fade away. The shifting dynamics of trade andbusiness continually reflects the increasingly competitive nature of the global marketplace.Organizations along with their managers must adopt and adapt new methods in order to survivewith these sweeping transitions. Together these changes have created an entirely new paradigmfor global

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

leadership required when leading a teamdesigned to lead themselves as well as identifying an appropriate theoretical framework ofeffective leadership in self-managed teams [6], [38]. A response to this need is the use of theCompeting Values Framework (CVF) [6], [40]. The Competing Values Framework is useful in understanding shared leadership withinSMTs. The framework is designed to reflect the complex and paradoxical roles played out by Page 11.228.4organizational leaders [32]. It is made up of four leadership profiles (also known as quadrants)that influence organizational effectiveness. This framework provides an understanding of how aSMT is

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

the EM related undergraduate and graduate programs usinga consistent set of categories. Page 11.102.2Definition of Engineering Management Fields: The following major categories are consistent with Dr. Kocaoglu’sdefinitions. This should be familiar to researchers in the field. To better define thefields, subcategories were added and the order changed to reflect most EMcurricula. The example fields represent a typical course name and/or related field. The result is summarized as follows: # The Major Category – Functional Definition A. .. Sub Category – Field or Topic Typical Course Names/Field NamesThis set of definitions can be used to analyze most

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

William Peterson, Old Dominion University; Morgan Henrie, University of Alaska Anchorage; Shannon Bowling, Old Dominion University

Tagged Divisions

Engineering Management

, the academic program shouldprovide engineering management skills - the skills needed by an engineer to effectively manageprocesses and people.Reporting to the ASEM Board of Directors, in his role as Dean of the College of EngineeringManagement Certification, Dr. Jerry Westbrook has repeatedly included comments on thenarrow margin by which several of the certified graduate EM programs have met the requirementfor one third of the curriculum to be management and management-related course. This oftenrequired the counting of portions of several courses in meeting this requirement. This, in ouropinion, clearly reflects the low level of management content in our curricula.Does a Problem Exist?Is there a problem in the managerial content of EM

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Timothy Trainor, U.S. Military Academy; Heidi Hoyle, U.S. Military Academy

Tagged Divisions

Engineering Management

of Engineering Managers. Engineering Management, as a discipline, evolved from the need to provide a linkbetween the managers and engineers of all types5. A quick review of undergraduate degreedescriptions describes EM programs as providing a strong engineering core with additionalstudies in management, technology and business related courses. Two pioneers in the EM field,Dr. John Farr and Dr. Dennis Buede, attribute globalization and the increase of large-scaleinterdisciplinary problems to the expansion of using systems engineering as the platform for EM,especially earlier in the product lifecycle6. The EM program at West Point recognizes theimportance of systems engineering to the discipline and is reflected in the curricular

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Leroy Cox, University of Missouri-Rolla; Susan Murray, University of Missouri-Rolla; David Spurlock, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

thing inexchange for another. Subjects were asked as to the leader’s communication of what everyoneneeds to do to complete assignments, his or her making agreements about what is expected fromeveryone, and their specification as to what are expected levels of performance – the questionsdid not address a tangible award that was supplied by the leader in exchange for followerperformance. These behaviors reflect the aspect of contingent reward that speaks to theclarification of roles and task requirements. The reward aspect of this exchange is probablyexpressed more so by the professor of a particular course. Jarvenpaa and Leidner, in their studyof global virtual teams, and using student subjects, specifically mentioned that having the projecton

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Robert Parden, Santa Clara University

Tagged Divisions

Engineering Management

facilitator into a manager, who then assumes responsibility for the group’s achievement, thisis counter to the underlying purpose of the activity. We view COACTION as the ultimatecollaboration exercise. The tacit knowledge--explicit knowledge categories described inKnowledge Management, allows us to add the tacit knowledge exchange to the COACTIONgroup’s achievement. While lessons learned can be recorded as explicit knowledge Page 11.975.8documentation, tacit knowledge is exchanged in the live discussion.NETWORK LEADERSHIPNetwork leaders are those responsible for the entire organization. The term network was chosento reflect the spread of organizations