American Society for Engineering Management ASEM Blog

Why Are People Afraid of AI? We’ve Been Here Before

Ali Kucukozyigit — Thu, 30 Oct 2025 18:55:49 GMT

Why Are People Afraid of AI? We’ve Been Here Before

by Cansu Yalim

Throughout history, major technological leaps have unsettled society before becoming foundations for progress. The fear surrounding artificial intelligence today is not new; it echoes anxieties that accompanied the Industrial Revolution, when mechanized production first scaled fears about technology’s impact on work and life. What feels different now is AI’s perceived autonomy in systems that seem not only to perform tasks but to think, decide and learn. This gives the illusion of losing human control, which is at the root of our modern unease. By inspecting parallels with our one of the earliest great technological watersheds, we can better understand the nature of today’s fears, and the responsibilities carried out in this new era.

The Industrial Revolution as a Break-Even Point

The human rhythm of work was radically changed by the Industrial Revolution. Prior to it, many daily activities were controlled by natural cycles; the factory clock then controlled time [1]. This shift resulted in a previously unheard-of level of stressors, including alienation, burnout, and loss of autonomy. According to research, this period had a negative psychological "imprint" on industrial populations; areas that were once used for coal mining still have higher rates of neuroticism, anxiety, and depression today [2]. This generational unhappiness is believed to be the inherited product of selective migration as those facing rural depression moved into industrial centers. The negative social impacts of hard work and deplorable living conditions marked by overcrowding, inadequate sanitation, and the spread of disease exacerbate this. The exchange of mechanical efficiency for physical autonomy caused substantial and long-lasting shock to society. The analogy to the present is clear: we feel the strain at a higher level of abstraction since AI may compromise cognitive autonomy in favor of algorithmic efficiency.

The Pattern of Fear in Technological Evolution

The most visceral fear then, as now, was job displacement. The Luddites of the early 19th century were not simply technophobes; they were highly skilled artisans whose craft, honed over years of apprenticeship, was being rendered obsolete by automated looms that could be operated by unskilled, cheaper labor. Their acts of smashing machinery were a desperate form of "collective bargaining by riot," a tactic to pressure employers who were threatening their very livelihood [3]. Today, the anxiety is similar, but the domain has shifted from physical to cognitive labor. While automation has always created new jobs over time, it also displaces workers and can worsen inequality by shifting compensation from labor to capital. The “new automation” of AI targets a broader swath of cognitive tasks from editing and design to analysis and other professional services. All of these are affecting professionals more than ever before and provoking fears not only of job loss but of diminished human relevance.

Why This Wave Feels Different Now.

Why does the fear feel so different now? Unlike previous machines that improved human capabilities, AI mimics human thought, which raises existential concerns. The magnitude and speed of the change, which is taking place over years rather than decades, adds to the anxiety. Prominent scientists and tech leaders have cautioned that unconstrained development of systems more powerful than GPT-4 could pose “profound risks to society and humanity” and called for a verifiable six-month pause to establish safety protocols [4]. More pressing red flags include the potential for AI to be used maliciously, such as to create pandemics or deploy deadly autonomous weapons, and the possibility that faulty algorithms trained on biased data will reinforce societal biases [5]. These systems, which frequently function as "black boxes," present moral dilemmas pertaining to accountability, privacy, and equity that need to be resolved.

What History Suggests about Adaptation

This is where engineering managers find themselves standing today: at the crossroads of technological evolution and human adaptation. Their challenge is not to resist the tide of AI, but to channel it responsibly. This means moving beyond a simple quest for efficiency and instead learning to balance automation with human purpose, and algorithmic power with ethical stewardship. Leadership in this new era will be defined less by technical mastery alone and more by a deep, human-centric systems thinking which is an ability to see and shape the complex interplay between machine intelligence, human creativity, and the culture of our organizations. The engineers of the Industrial Revolution were tasked with designing machines; our task is far more intricate. We are being called to design the very socio-technical systems that will either preserve or erode human dignity and agency. Seen this way, the fear surrounding AI is not an irrational panic to be dismissed. It is a vital emotional signal. It is indeed a decisive prompt to think with intention and empathy before we build blindly.

Conclusion

Humanity has always feared what it cannot yet govern, but history shows that we eventually learn to co-govern with our creations. The Industrial Revolution mechanized our muscles; the Information Revolution digitized our minds; the AI Revolution now challenges us to humanize our machines. For engineering managers, the opportunity is to steer adoption deliberately: protect human autonomy, invest in worker transition and upskilling, demand transparency and auditability from AI systems, and align deployments with values as well as metrics. It is not the end of human relevance. It is another beginning of what it means to be human in an engineered world.

Contributor Bio

Cansu Yalim is pursuing her Ph.D. in Engineering Management and Systems Engineering at Old Dominion University, where she also serves as a graduate research and teaching assistant. Before academia, she worked in the thermotechnology and automotive industries. Yalim’s research reframes industrial root-cause diagnosis as a causal inference problem, overcoming the correlational limits of traditional ML by integrating time, causal structure, and system dynamics to deliver trustworthy fault attribution in complex, changing environments.

LinkedIn: Cansu Yalim (https://www.linkedin.com/in/cansu-yalim-63089a153/)

REFERENCES

[1] Thompson, E. P. (2017). Time, work‐discipline, and industrial capitalism. Class: The Anthology, 27-40. https://doi.org/10.1002/9781119395485.ch3

[2] Obschonka, M., Stuetzer, M., Rentfrow, P. J., Shaw-Taylor, L., Satchell, M., Silbereisen, R. K., ... & Gosling, S. D. (2018). In the shadow of coal: How large-scale industries contributed to present-day regional differences in personality and well-being. Journal of Personality and Social Psychology, 115(5), 903. https://psycnet.apa.org/doi/10.1037/pspp0000175

[3] Hobsbawm, E. J. (1952). The machine breakers. Past & Present, (1), 57-70.

[4] Future of Life Institute. (2023, March 22). Pause Giant AI Experiments: An Open Letter. https://futureoflife.org/open-letter/pause-giant-ai-experiments/

[5] Buolamwini, J., & Gebru, T. (2018, January). Gender shades: Intersectional accuracy disparities in commercial gender classification. In Conference on fairness, accountability and transparency (pp. 77-91). PMLR.

BLOG DISCLAIMER: The opinions, views and content presented in this online blog solely represent the original creator and has no association with ASEM activities, products or services. The content is made available to the community for educational and informational purposes only. All blog posts are created voluntarily and are not sold, but may be used, shared and distributed free of charge. The blogs are not academic pieces, and therefore do not go through a peer-review process, and are not fact-checked. All errors belong to the creators.

From Systems Thinking to Agentic Thinking: Rethinking Management in the Age of Intelligent Systems

Ali Kucukozyigit — Thu, 23 Oct 2025 19:54:55 GMT

by Simran Rajpal

When McKinsey’s Superagency in the Workplace (2025) report claimed that “AI is multiplying human agency,” it wasn’t merely describing an upgrade in workplace tools. It was declaring a conceptual shift in how management operates from coordination to coexistence.

For over a century, management has been the architecture of order: the art of organizing people, processes, and purpose to create efficiency and control. Yet in the age of artificial intelligence, these principles no longer suffice. AI doesn’t merely execute management decisions, it redefines how decisions are made.

This shift is more than technological. It’s philosophical. And it challenges every theory of management I have studied at the Alliance Manchester Business School.

From Taylor to Tensor: The End of Predictability

Frederick Taylor’s Scientific Management gave us predictability breaking down labor into measurable motions. Henry Ford industrialized that principle, creating an age of “mechanical precision.” The twentieth century belonged to those who could optimize processes.

But the twenty-first century belongs to those who can interpret systems that learn. AI transforms predictability into fluidity. Algorithms no longer obey what they anticipate. As Actor-Network Theory (Callon, Latour) suggests, technologies are not neutral tools but actors that shape networks, redistribute power, and alter human agency.

Managers, therefore, no longer manage people or processes, they manage relationships of intelligence. The challenge is not efficiency, but alignment: ensuring that human ethics, machine logic, and organizational goals co-evolve rather than collide.

The Organization as an Intelligent Network

During my Image Analysis course, we examined Morgan’s metaphors seeing organizations as machines, organisms, cultures, and political systems. Each metaphor revealed a truth and a limitation. But in an AI-enabled world, a new metaphor is emerging, the organization as a cognitive network. Here, information is not communicated; it is computed. Knowledge is not stored; it is synthesized. This mirrors Bruno Latour’s ANT perspective power that doesn't flow from the top but circulates through networks of human and non-human actors. In modern enterprises, those non-human actors are algorithms. The “management hierarchy” has become a “management web.”

Gareth Morgan’s “brain” metaphor once metaphorical is now literal. Machine learning systems enable firms to analyze behavior, predict outcomes, and autonomously act upon data in ways even senior leadership cannot fully explain.

Drucker’s Knowledge Worker, Reimagined

Peter Drucker defined the knowledge worker as the central figure of modern capitalism, a professional who creates value through thought, not manual labor. But AI now thinks faster than we can.

This doesn’t invalidate Drucker, it completes him. If Drucker’s management sought to make human strengths productive and human weaknesses irrelevant, AI does precisely that at scale.

Yet Drucker also warned that management’s ultimate task is to give work meaning. Here lies the paradox. AI can generate outputs, but not meaning. It can optimize, but not purpose. The human task, then, evolves: not to compete with machine intelligence, but to contextualize it to ensure that the why of management survives the how of automation.

The Rise of Agentic Management

McKinsey’s concept of superagency reflects a broader shift I’ve observed through the lens of engineering management a move from systems thinking (Senge) to agentic thinking. Systems thinking aimed to understand interconnections within stable frameworks. Agentic thinking accepts instability and works through it.

AI introduces non-linearity into management logic. It transforms the manager’s role from planner to sense-maker, from controller to curator of intelligence.

This is consistent with Mintzberg’s real-world observation that management is not a science of decisions but an art of interpretation. In the era of AI, that art becomes indispensable. The new managerial capital isn’t data, it's discernment.

Schein’s Culture in a Coded World

Edgar Schein’s model of organizational culture artifacts, espoused values, and underlying assumptions rests on shared human meaning. But what happens when part of that meaning is written in code?

AI-driven organizations now possess dual cultures: the human and the algorithmic. One is built on emotion, trust, and symbolic language; the other on data structures and optimization. Leadership, therefore, must evolve into cultural translation ensuring that algorithmic systems reflect ethical and emotional intelligence, not just computational accuracy.

This is not an HR problem, it’s a strategic one. Culture, as Schein insisted, is learned through adaptation and AI is now part of that learning loop.

Taylorism 4.0: When the Machine Manages Back

Critics of AI in management often resurrect Taylor’s ghost warning of digital Taylorism, where algorithms track performance metrics and replace human judgment. But perhaps this fear misses the point.

Taylor’s objective was to replace inefficiency with logic. AI simply takes that logic to its inevitable conclusion, self-optimizing organizations. What seems like “replacement” is actually evolution removing layers of administrative redundancy so that human creativity can focus where it matters: purpose, ethics, innovation. AI is not dehumanizing management, it is de-bureaucratizing it.

Bridging Academia and Application

At university, I learned models that seemed distinct: Porter’s competitive forces, Chandler’s structure follows strategy, Schein’s culture layers, Morgan’s metaphors.

AI blends them all.
Strategy becomes adaptive. Structure becomes fluid.
Culture becomes data-encoded behavior.
And leadership once about inspiration becomes interpretation under uncertainty.

The transition from classroom frameworks to real-world algorithms taught me something crucial: management theory isn’t obsolete, it's becoming executable code.

Beyond Fear: The Ethics of Replacement

To say AI is replacing management isn’t dystopian; it’s descriptive. The question isn’t whether replacement will happen it’s how consciously we design it.

AI can lead meetings, assign resources, and predict employee burnout before it happens. But it cannot yet decide what a “good” organization looks like. That moral architecture still depends on us.

The true managerial challenge is no longer “How do I make better decisions?” but “How do I ensure the system’s decisions remain humanly accountable?”

We are not losing control; we are losing monopoly and perhaps that’s progress.

The New Managerial Literacies

From this synthesis of theory and technology, five literacies define the new age of engineering management:

Interpretive literacy – translating algorithmic logic into organizational meaning.
Ethical literacy – aligning AI outcomes with social and cultural values.
Integration literacy – embedding intelligent systems within complex human ecosystems.
Creative literacy – using AI to expand, not automate, ideation.
Resilience literacy – leading through volatility, ambiguity, and algorithmic bias.

These literacies are not technical, they are philosophical. They represent a new social contract between intelligence (human and artificial) and leadership.

Closing Reflection: The Manager After Management

In Images of Organization, Morgan wrote that “management is not a fixed concept but a metaphor that evolves with the world.” AI offers the next metaphor, the organization as consciousness one capable of self-learning, self-correcting, and self-evolving.

Engineering management, therefore, is not ending. It is transcending its human limitations. AI doesn’t replace managers; it replaces managerial complacency. The manager of tomorrow will not be defined by their ability to plan or control, but by their ability to interpret, design, and dialogue with intelligence itself.

If the twentieth century’s motto was “efficiency through structure,” then the twenty-first’s must be “ethics through intelligence.”

References

Avent, L. (2025). The Role of AI in Engineering Management. MEM Blog, North Carolina State University.

Mayer, H., Yee, L., Chui, M., & Roberts, R. (2025). Superagency in the Workplace: Empowering People to Unlock AI’s Full Potential. McKinsey & Company.

Morgan, G. (2019). Images of Organization. SAGE Publications. Schein, E. (2010). Organizational Culture and Leadership. Jossey-Bass. Drucker, P. (1959). The Landmarks of Tomorrow. Harper & Row.

Taylor, F.W. (1911). Principles of Scientific Management. Harper & Brothers.

Latour, B. (2005). Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford University Press.

About the Contributor:

Simran Rajpal is a postgraduate student of Management at Alliance Manchester Business School, specializing in innovation, strategic leadership, and organizational transformation in the age of AI. Her academic work explores how technology is redefining management theory from Taylorism and systems thinking to the emergence of agentic, intelligent organizations. At the intersection of business strategy, human creativity, and artificial intelligence, Simran writes reflective essays that bridge theory and practice, inviting readers to rethink what leadership, work, and ethics mean in a world increasingly managed by machines. She is the creator of the forthcoming newsletter “Beyond the Case Study,” where she blends management scholarship, current affairs, and personal inquiry to make complex ideas accessible and relevant for the next generation of leaders. (Subscribe on LinkedIn https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7369350312345726978) When she’s not studying or consulting, she can be found exploring how emerging technologies from generative AI to digital ecosystems are reshaping global business models, governance, and the human side of innovation.

BLOG DISCLAIMER: The opinions, views and content presented in this online blog solely represent the original creator and has no association with ASEM activities, products or services. The content is made available to the community for educational and informational purposes only. All blog posts are created voluntarily and are not sold, but may be used, shared and distributed free of charge. The blogs are not academic pieces, and therefore do not go through a peer-review process, and are not fact-checked. All errors belong to the creators.

A Summary of "Help Technical Speakers Deliver Better Presentations"

Ali Kucukozyigit — Thu, 02 Oct 2025 20:08:47 GMT

Summarized by Vinit Joshi

* This blog originally appeared on Northstar Meetings Group on September 4, 2025: Help Technical Speakers Deliver Better Presentations. It was written by Neil Thompson, founder of Teach the Geek. An engineer by training, he works with technical professionals so they can present more effectively, especially in front of non-technical audiences. Learn more about Teach the Geek at teachthegeek.com.

Introduction

Technical experts are often selected as speakers because they know their subject matter deeply. Yet, that expertise doesn’t always guarantee an effective presentation for an audience that may vary in background and knowledge. For organizers of engineering and management events, such as ASEM, it is important to help technical speakers present their material in a way that is engaging, understandable, and memorable.

With thoughtful preparation, coaching, and support, technical speakers can deliver talks that not only showcase their expertise but also resonate with the entire audience.

Before the Event

Choose and guide speakers carefully: Planners should ask for presentation outlines and draft slides early. Reviewing this material allows you to confirm that the content fits the audience’s needs and gives you time to suggest changes if the session seems too technical or narrowly focused. Encourage speakers to concentrate on two or three key points instead of trying to cover too much information in limited time.

Provide tools and resources: The American Society for Engineering Management provides speaker guidelines including practical tips. Remember to use fewer words on slides, rely on visuals instead of text-heavy tables, avoid jargon, and limit distracting animations. These guidelines can go a long way toward making technical material more accessible.

Set checkpoints and deadlines: Establish a timeline that requires draft slides several weeks in advance. This gives you time to provide feedback and suggest improvements. We encourage speakers to rehearse either by sending a recorded run-through or participating in a live rehearsal; so you can catch pacing and clarity issues before the actual event.

Coaching and Preparation

Build a logical story: Encourage speakers to organize their talks into a clear narrative arc: start with context, outline the challenge, describe the method or approach, share the results, and close with key takeaways. Using transitions and signposting (“first…next…finally”) helps the audience follow along, even with highly technical material.

Simplify complex content: Ask presenters to identify the two or three most important ideas they want attendees to remember. For complicated models or data, suggest introducing them gradually — perhaps beginning with a simplified version or analogy before presenting the full details. Where jargon is unavoidable, encourage a brief background or explanation slide to level the field for everyone in the audience.

Improve visuals: Data-heavy tables can be difficult for an audience to process quickly. Recommend converting them into charts or graphics, and highlight key points with arrows or color callouts. Keep slides clean and uncluttered so the audience can focus on the most important information.

Polish the delivery: Encourage speakers to practice aloud to refine their timing, pacing, and transitions. Remind them to speak clearly, vary their tone, and use natural body language and eye contact. Pauses between key points allow the audience time to absorb the material. Stress the importance of finishing on time and reserving space for audience questions.

During the Event

Test technology and logistics: Schedule AV checks to confirm microphones, projectors, slide clickers, and other equipment are working properly. Have backup copies of presentations stored on a USB drive or in the cloud, and ensure AV staff are available to troubleshoot if needed.

Support speaker confidence: Offer a quiet space where presenters can gather themselves before going on stage. Recommend they do a short vocal or breathing warm-up. Suggest pausing briefly after slide changes so the audience has a moment to adjust to new visuals.

Encourage audience engagement: Speakers can use simple techniques like rhetorical questions, short pauses for reflection, or brief polls to involve the audience. Moderators play an important role by introducing the talk with context, bridging transitions between sessions, and rephrasing overly technical questions during Q&A.

Be prepared behind the scenes: Keep extra adapters, clickers, and cables ready. Assign staff to monitor the room for sound, lighting, or visibility issues. Provide time cues to help speakers stay on track and ensure sessions run smoothly.

After the Event

Collect audience feedback: Include evaluation questions focused on clarity, pacing, and effectiveness of visuals. This feedback can provide valuable insights for both planners and speakers. Encourage presenters to reflect on what worked well in their session and what could be improved next time.

Share best practices: Gather strong examples of slides or sessions and use them as references for future presenters. Share lessons learned, and if possible, create a repository of tips and templates to help raise the overall standard of technical presentations at future events.

Final Thoughts

Technical speakers bring tremendous value to professional gatherings, but they often need guidance to ensure their expertise connects with a diverse audience. By offering clear guidelines, coaching, and practical support before, during, and after an event, organizations can help technical presenters deliver talks that are both accurate and engaging. This approach not only benefits attendees but also enhances the reputation and impact of the event itself.

About the Contributor

Vinit Joshi recently earned his Master of Science in Engineering Management from Northeastern University with a 4.0 GPA and was inducted into Northeastern's Laurel & Scroll 100, which recognizes exceptional graduate and professional students across the university’s global campuses. He began his academic journey with a Bachelor’s in Mechanical Engineering before shifting his focus to engineering management and process improvement. An active member of the American Society for Engineering Management (ASEM), Vinit represented Northeastern at the ASEM International Student Case Study Competition, earning 3rd place in 2024, and served as Secretary for Northeastern’s ASEM chapter. Certified in Agile, Six Sigma, and Tableau, Vinit is passionate about project management, operations, and continuous improvement, and enjoys collaborating across disciplines to create impactful, data-informed solutions.

Machine Learning in Forecasting: A New Tool for Engineering Managers by Liam Rodgers

Ali Kucukozyigit — Tue, 02 Sep 2025 20:58:10 GMT

Machine Learning in Forecasting: A New Tool for Engineering Managers

Why Forecasting Needs Innovation

Forecasting sits at the heart of effective company and supply chain management. Whether it is revenue, demand, or resource allocation, managers rely on forecasts to plan, allocate budgets, and make informed strategic decisions. Yet, many current forecasting systems are limited by traditional methods that depend heavily on intuition, qualitative assumptions, or outdated spreadsheet-based models. This gap between complexity and accuracy creates inefficiencies, including missed opportunities, excess inventory, and financial missteps.

How Machine Learning Enhances Forecasting

Machine learning (ML) presents engineering managers with a new path forward by leveraging historical data from multiple sources, including sales, operations, customer traffic, and external economic signals. ML models can uncover patterns that are often invisible to conventional methods. Instead of relying solely on human judgment, managers can access data-driven predictions that adapt dynamically to new conditions.

In practice, ML-enabled forecasting reduces error rates between 20% to 50%, helping managers identify unique events that require human insight. This combination of algorithmic modeling and managerial expertise empowers decision-making: the machine handles complexity at scale, while the manager provides context, business acumen, and strategic direction.

Actionable Benefits for Managers
Engineering managers can benefit from applying ML in several areas:

Improved accuracy: Forecasts closer to actuals and reduces costly planning errors.
Faster decisions: Automated modeling allows for real-time scenario analysis.
Better resource allocation: Teams can optimize staffing, production, or inventory with confidence.
Strategic flexibility: Managers gain tools to test “what-if” scenarios, preparing for uncertainty quickly.

Conclusion

Machine learning is not a silver bullet, but it represents a powerful evolution in how engineering managers can approach forecasting. By integrating ML into existing systems, leaders can balance human intuition with quantitative rigor, leading to smarter, faster, and more reliable decisions. For practicing engineering managers, embracing ML is not just about technology adoption, it is about strengthening leadership and building resilience in today’s complex business environment.

About the Author

Liam Rodgers is the founder and CEO of RA&MTECH, a company applying machine learning to transform financial and operational forecasting. His work focuses on bridging advanced data science with practical applications for engineering managers and business leaders.

The Essential Role of Trust in Management: Building Teams and Sustaining Performance by Enas Aref

Ali Kucukozyigit — Wed, 15 Jan 2025 16:12:45 GMT

by Enas Aref, PhD

Trust is the foundation of any successful organization, serving as the bedrock for collaboration, innovation, and sustained performance. Without trust, teams cannot function effectively—communication breaks down, engagement declines, and conflict becomes unmanageable. Patrick Lencioni, in his book The Five Dysfunctions of a Team, identifies the lack of trust as the primary dysfunction that causes teams to falter. Trust is the glue that binds individuals together, enabling them to share ideas, take risks, and support one another toward common goals.

However, trust doesn’t happen by chance. It is the product of a comprehensive effort that integrates organizational culture, leadership practices, and strategic goals. Building trust requires creating an environment where individuals feel safe, valued, and empowered. This involves fostering a learning culture, modeling ethical behavior, and embracing open communication. It also means adopting leadership styles that promote mutual respect, accountability, and inclusivity.

Let’s explore why trust is vital for organizations and follow a step-by-step roadmap for managers to build and sustain trust in their teams.

Why Trust Matters: The Foundation of High-Performing Teams

Trust influences nearly every aspect of team dynamics and organizational behavior. From employee engagement to knowledge sharing, its presence—or absence—affects how people interact, collaborate, and innovate.

1. Enhancing Collaboration and Performance

Teams with high trust levels experience open communication, reduced conflicts, and improved problem-solving. Employees are more likely to rely on one another, take risks, and share diverse ideas, leading to better outcomes.

2. Enabling Knowledge Sharing and Innovation

Trust creates a culture of openness where employees feel safe sharing knowledge, experiences, and even mistakes. This is critical for innovation and organizational adaptability (Agbejule et al., 2021; Vanhala & Tzafrir, 2021).

3. Fostering Employee Engagement and Motivation

Research shows that trust positively affects employee attitudes and behaviors, including public service motivation and organizational commitment (Lee et al., 2019).

4. Creating Psychological Safety

A trusting environment supports psychological safety, where individuals feel free to express themselves without fear of judgment. This fosters creativity and ensures that teams learn from mistakes rather than hiding them.

5. Shaping Ethical and Inclusive Cultures

Trust is the foundation of ethical behavior and inclusivity. In diverse teams, cultural intelligence and inclusivity enhance interpersonal trust, leading to better team performance and innovation (Lentjushenkova, 2023).

In essence, trust is not an isolated behavior but a holistic framework that permeates culture, leadership, and systems. Below is a roadmap that managers can follow to build and sustain trust within their teams.

A Roadmap for Managers to Build Trust in Teams

Building trust is a deliberate and ongoing process. Managers play a critical role in shaping the culture and environment where trust can thrive. The following steps provide a practical, interrelated guide for cultivating trust within your team:

1. Promote a Learning Culture

Trust grows in environments that prioritize learning and development. By fostering a culture where mistakes are viewed as opportunities for growth, managers encourage employees to take risks and explore new ideas.

Practical Steps:

Offer regular training programs and learning opportunities.
Celebrate successes that come from learning through challenges or failures.
Create forums for employees to share their insights and skills.

2. Recognize and Reward Knowledge Sharing

Knowledge sharing strengthens collaboration and builds mutual respect among team members. Recognizing and rewarding these behaviors signals their importance to the organization.

Practical Steps:

Publicly appreciate individuals who mentor or support colleagues.
Incorporate knowledge-sharing metrics into performance reviews.
Offer incentives such as promotions or awards for collaborative efforts.

3. Foster Psychological Safety

Psychological safety is essential for building trust. When employees feel secure in expressing their thoughts and admitting mistakes, they are more likely to engage and innovate.

Practical Steps:

Actively encourage input and feedback during team discussions.
Emphasize that mistakes are valuable learning tools, not failures.
Provide a safe space for addressing sensitive topics or challenges.

4. Address Conflicts Constructively and Transparently

Unresolved or poorly handled conflicts erode trust. Constructive conflict resolution demonstrates fairness and ensures that disagreements strengthen rather than weaken the team.

Practical Steps:

Address conflicts promptly, focusing on the issue rather than the individuals.
Encourage open discussions where all voices are heard.
Establish clear, transparent processes for resolving disputes.

5. Adopt Inclusive Practices and Develop Cultural Intelligence

In today’s diverse workplaces, cultural intelligence is critical for building trust across different backgrounds. Inclusion ensures every team member feels respected, valued, and part of the collective effort.

Practical Steps:

Invest in cultural intelligence training for yourself and your team.
Adapt communication styles to suit diverse cultural preferences.
Celebrate cultural differences and incorporate them into team-building activities.

6. Encourage Open, Two-Way Communication

Trust is built through consistent, honest, and open communication. Creating channels for two-way feedback ensures that both managers and employees feel heard and valued.

Practical Steps:

Schedule regular one-on-one meetings to check in with employees.
Use transparent communication tools to share updates and decisions.
Encourage employees to share concerns or suggestions freely.

7. Lead with Vulnerability (Admit Mistakes, Model Accountability)

Leaders who demonstrate vulnerability inspire trust. Admitting mistakes and holding oneself accountable signals authenticity and encourages team members to do the same.

Practical Steps:

Share lessons learned from your own challenges.
Apologize when appropriate and take responsibility for missteps.
Recognize and appreciate employees who model accountability.

8. Maintain Consistent and Transparent Leadership Practices

Consistency and transparency in leadership foster reliability, a key component of trust. Employees need to know that leaders act ethically and predictably.

Practical Steps:

Align actions with organizational values and stated goals.
Clearly communicate decisions and the rationale behind them.
Be visible and accessible to your team, demonstrating commitment and integrity.

Trust as a Continuous Commitment

Building trust is not a one-time task but an ongoing commitment to creating a culture where individuals feel safe, valued, and empowered. Trust touches every aspect of organizational life, from leadership and culture to team dynamics and strategic goals.

By following this interconnected roadmap, managers can create environments where trust flourishes—leading to stronger collaboration, higher employee engagement, and sustained performance. As Patrick Lencioni reminds us, "Trust is the foundation of real teamwork." The effort you put into building trust today will lay the groundwork for your team’s success tomorrow.

References

Agbejule, A., Rapo, J., & Saarikoski, L. (2021). Vertical and horizontal trust and team learning: the role of organizational climate. International Journal of Managing Projects in Business, 14(7), 1425-1443. https://doi.org/10.1108/ijmpb-05-2020-0155
Lee, H., Oh, H., & Park, S. (2019). Do trust and culture matter for public service motivation development? Evidence from public sector employees in Korea. Public Personnel Management, 49(2), 290-323. https://doi.org/10.1177/0091026019869738
Lencioni, P. M. (2005). Overcoming the five dysfunctions of a team: A field guide for leaders, managers, and facilitators (Vol. 16). John Wiley & Sons.
Lentjushenkova, O. (2023). Cultural intelligence and interpersonal trust as drivers for innovative work and intellectual capital development at organizations. Marketing and Management of Innovations, 14(3), 153-162. https://doi.org/10.21272/mmi.2023.3-14
Vanhala, M., & Tzafrir, S. (2021). Organisational trust and performance in different contexts. Knowledge and Process Management, 28(4), 331-344. https://doi.org/10.1002/kpm.1681
Lencioni, P. M. (2005). Overcoming the five dysfunctions of a team: A field guide for leaders, managers, and facilitators (Vol. 16). John Wiley & Sons.

About the Author

Enas Aref is a multifaceted professional, blending expertise in education, research, board-certified ergonomics, and consulting across various domains such as STEM Education, Engineering Management, Entrepreneurship, and Product Design. With over a decade of experience in industry and six years in academia, Enas brings a wealth of knowledge and expertise to her work.

Her academic journey is marked by a Bachelor of Science in Mechanical Engineering, a Master’s in Project Management from Keller Graduate School of Management, and a Ph.D. (ABD) in Industrial Engineering from Western Michigan University.

Drawing from years of hands-on experience in engineering and managerial roles, Enas has navigated diverse fields, including Industrial Production, Production Planning, Project Management, Import and Export, and Inventory Control.

She is driven by a relentless curiosity to uncover the convergence of technology, management, and human factors, consistently striving to foster innovation and achieve excellence inside the classroom and in industry.

AI-Driven Project Management by Kristian Bainey - Book Review by Ipek Bozkurt

Ali Kucukozyigit — Thu, 09 Jan 2025 16:37:23 GMT

AI-Driven Project Management: Harnessing the Power of Artificial Intelligence and ChatGPT to Achieve Peak Productivity and Success, by Kristian Bainey
Wiley (April 2024). 384 pages. ISBN: 978-1-394-23222-2

Part I: Foundations of AI in Project Management

Chapter 1: Introducing ChatGPT

This chapter effectively introduces ChatGPT, detailing its history, functionality, and transformative potential in project management. The examples provided, such as how ChatGPT enhances communication and automates tasks, can be compelling for engineering managers. A notable strength is the author’s clear explanation of ChatGPT’s technical foundation and practical capabilities. However, it could be more beneficial if the chapter delve deeper into specific scenarios to make the content more immediately applicable to technical audiences.

Chapter 2: AI-Driven Project Management

The chapter explores the integration of AI with PMBOK phases, emphasizing predictive planning and risk mitigation. It excels in presenting a structured approach to AI-enhanced project management, making it a practical guide for managers. A weakness lies in its limited focus on complex, multidisciplinary engineering projects, which could benefit from tailored examples addressing the unique challenges in such contexts. It could, however, be a great standalone chapter for a beginner who is not well-versed in either AI or project management.

Chapter 3: AI-Driven Predictive Approach to Project Management

This chapter outlines AI’s role in predictive project management, using clear examples like healthcare and energy projects. It is a strong chapter that presents actionable strategies for incorporating AI into traditional project workflows. However, the chapter occasionally feels repetitive, as it reiterates foundational concepts introduced earlier.

Chapter 4: AI-Driven Agile and Hybrid Approaches

By combining Agile and hybrid methodologies with AI tools, this chapter addresses the need for adaptability in modern projects. Its strength lies in practical examples, such as iterative sprints using ChatGPT. A potential shortcoming is the lack of emphasis on cross-functional team dynamics, which are critical for hybrid approaches. Engineering managers can use this chapter and expand on the discussions for more discipline-specific impact.

Chapter 5: The Implications of AI in Project Management

This chapter thoughtfully addresses ethical considerations, such as transparency and inclusivity, which are crucial for sustainable AI adoption. The multidisciplinary approach to understanding AI’s implications is a notable strength.

Chapter 6: Navigating Ethical Challenges in PM-AI

This chapter delves into the ethical considerations of using AI in project management, focusing on inclusivity, accountability, and transparency. The chapter emphasizes fostering trust through responsible AI practices, which is critical for engineering managers overseeing diverse teams or handling sensitive data. It effectively highlights the importance of training datasets free from bias and ensuring AI accountability. The chapter provides four short case studies with the background, scenario, problem, consequences, and lessons learned sections. All engineering managers love a good “lessons learned” or “what not to do” section.

Part II: Unleashing the Power of ChatGPT

Chapter 7: Using ChatGPT

This chapter provides a practical guide to accessing and using ChatGPT, making it highly accessible for first-time users. Its strength is its straightforward approach and focus on utility. However, it lacks depth in exploring advanced features or integrations, which would be valuable for engineering managers dealing with complex, multi-system projects. This chapter is interesting in that it assumes the reader is both a beginner and an experienced user; Schrödinger’s Chat, if you will.

Chapter 8: Transforming Communication with ChatGPT

This chapter showcases ChatGPT’s ability to enhance project communication by automating documentation and facilitating information sharing. Its use case examples, such as generating meeting summaries, are particularly useful. The prompt for setting up a 3-day meeting agenda for a project can be modified and used for any practical application.

Chapter 9: Risk, Ethics, Prediction, and Decision Making in AI Projects

This chapter highlights ChatGPT’s role in ethical decision-making and risk assessment. The emphasis on the 'human-in-the-loop' model is particularly relevant for engineering managers who must balance automation with human oversight. However, the chapter could explore more nuanced risks, such as over-reliance on AI in high-stakes engineering decisions, to provide a more balanced critique. For such an important topic, I wish the author included more than two examples.

Part III: Mastering Prompt Engineering

Chapter 10: Prompt Engineering for Project Managers

One of the longest chapters, this chapter introduces the concept of prompt engineering, teaching managers how to craft effective prompts for optimized AI outputs. Examples tailored to engineering projects demonstrate how to extract precise and actionable insights from ChatGPT. The strength of the chapter is its clear, step-by-step guidance. With the current expansion and explosion of such tools, having a prompt template to optimize the outcome is useful. A discussion specific to Project Management Knowledge Areas from the PMBOK and which AI assistance is suitable for which phase is also presented. Use case examples such as Scope Creep, WBS, and Scope Management Plan is helpful for the user in internalizing the prompt structures.

Chapter 11: Unlocking ChatGPT Tips and Tricks

The chapter excels in providing actionable tips for maximizing ChatGPT’s potential, such as leveraging plugins and tailoring responses. However, it focuses heavily on general use cases and misses an opportunity to discuss advanced customization for engineering managers dealing with specialized data or workflows.

Part IV: AI in Action: Practical Applications for Project Management

Chapter 12: Accurate Project Forecasting with ChatGPT

This chapter effectively demonstrates ChatGPT’s applications in forecasting, using examples like timeline and resource predictions. A strength is its practical approach to applying AI for planning in uncertain environments. However, since the first step in this forecasting approach is uploading data to ChatGPT, some users may have to deal with privacy and security issues, even if ChatGPT tells us that it will delete all attached data later on. Chapter 15 deals specifically with this issue.

Chapter 13: Learning and Development Powered by ChatGPT

The chapter emphasizes ChatGPT’s role in creating personalized learning experiences and scalable training programs. Its focus on accessibility and professional development is a strength. However, engineering managers may find the content too generalized, as it lacks specific training scenarios tailored to technical disciplines.

Chapter 14: AI and Human Talent in Projects: A Harmonious Blend

This chapter explores the complementary roles of AI and human skills, highlighting the importance of soft skills in AI-integrated teams. The discussion on team dynamics is valuable, but the chapter could delve deeper into different challenges users may face when integrating AI into highly specialized technical teams.

Part V: Secure AI Implementation Strategies: Principles, AI Model Integration, and PM-AI Opportunities

Chapter 15: Security and Privacy in AI Model Integration

This chapter provides a thorough overview of security considerations, including data encryption and ethical compliance. Its strength lies in actionable advice for secure AI adoption. However, the chapter could better address the specific cybersecurity challenges in engineering environments, such as securing design data or intellectual property. It is good to see ethics make another appearance here since it is a major issue in the world of AI.

Chapter 16: AI Strategic Project Management Principles

The chapter outlines principles for aligning AI initiatives with organizational goals, offering a strategic perspective. While its broad approach is a strength, it misses opportunities to provide examples tailored to technical project portfolios, such as infrastructure or product development projects.

Chapter 17: Fine-Tuning and Customizing AI Models for Organizational Benefits

This chapter is highly practical (and one of the longer chapters), discussing techniques for customizing AI models to suit organizational needs. A notable strength is its step-by-step approach to fine-tuning. A potential weakness is the limited discussion on the resource demands of fine-tuning, which could be a concern for project managers working within budget constraints.

Chapter 18: Realizing ChatGPT’s Limitations for Project Management

The chapter offers a balanced view of ChatGPT’s capabilities and limitations, such as its struggle with qualitative analysis. Engineering managers will appreciate the candid discussion on when human expertise is indispensable. The Do’s and Don’ts list at the end is also very handy.

Part VI: The Future of Project Management and AI

Chapter 19: The Future Impact of AI in Project Management and Expertise

This concluding chapter speculates on emerging AI trends, such as multimodal systems, and evolving expertise areas, such as IT and engineering, healthcare, education, construction, and retail. Its strength is its forward-looking perspective, encouraging engineering managers to prepare for future challenges.

Conclusion

AI-Driven Project Management: Harnessing the Power of Artificial Intelligence and ChatGPT to Achieve Peak Productivity and Success offers a thorough exploration of AI’s transformative potential, blending practical insights with ethical considerations. Its strengths include clear explanations, actionable strategies, and a focus on integrating AI into project workflows. However, the book would benefit from more examples and a deeper exploration of challenges unique to technical projects. Overall, it is an essential resource for engineering and project managers seeking to harness AI for innovation and efficiency.

About the Blog Author

Ipek Bozkurt, Ph.D., CPEM is an Associate Professor and Chair of the Engineering Management Program at University of Houston – Clear Lake. She received her Master’s and Ph.D. in Engineering Management and Systems Engineering from Old Dominion University. Her areas of interest are Engineering Education, Negotiation Strategies, Technology Management, Quantitative Decision-Making, and Statistical Methods.

Mastering Knowledge Management: Essential Strategies for Engineering Leaders

Ali Kucukozyigit — Thu, 26 Sep 2024 15:11:38 GMT

by Enas Aref, PhD

Knowledge Management (KM) is essential in organizations as it facilitates the cultivation, sharing, and utilization of knowledge assets to enhance organizational performance. Knowledge Management (KM) is a strategic process essential for the cultivation, sharing, and utilization of an organization's knowledge assets, including databases, documents, policies, procedures, and unspoken knowledge held by employees. Effective KM practices directly impact organizational performance, subsequently influencing financial performance (Zack et al., 2009). By managing knowledge efficiently, organizations can optimize their operations, foster informed decision-making, and create a culture of continual learning, positioning themselves to thrive in dynamic environments. KM involves enhancing the use of organizational knowledge through information management and organizational learning (Ahmad et al., 2015). It focuses on making knowledge a valuable resource for the organization through explicit strategies, tools, and practices applied by management. Knowledge management is a process that adds value by providing easy access and timely use of collective knowledge and the informational infrastructure. Implementing KM practices can lead to improved company performance and competitive advantage (Syed & Lin, 2013). Knowledge management entails capturing best practices and knowledge acquired by individuals and storing them for future use (Al-Rasheed & Berri, 2016). Additionally, knowledge management practices should be implemented to enhance knowledge worker productivity by engaging them in knowledge management processes (Kianto et al., 2018).

As you embark on your journey to understand, implement, and optimize Knowledge Management (KM), it is essential to recognize that its success is deeply intertwined with organizational culture and the human elements within your company. Addressing these "soft" issues is crucial for effective KM integration. Below, you will find a series of key aspects and answers to common questions that provide practical insights and hands-on learning opportunities. These will guide those who are new to KM or looking to deepen their understanding, helping you navigate the complex landscape of knowledge management effectively. For more visual representation of KM, the mind map created by Barson et al.(2000) provides valuable representation of the components of a knowledge management system. This content is designed to illuminate the path forward, offering valuable solutions and strategies that address the core challenges and opportunities within KM.

What is Knowledge Management and Why is It Crucial for Organizations Today?

Knowledge Management involves a deliberate effort to collect, record, and manage both tacit and explicit knowledge within an organization. It is crucial because it underpins the core operational processes that drive continuous improvement and documentation of procedures and personal skills essential for organizational success. KM not only facilitates the preservation and systematic sharing of critical information but also enhances organizational capabilities, enabling quick adaptation to changes and fostering innovation by ensuring that valuable insights and expertise are readily accessible and effectively utilized across the organization.

The Relationship Between Knowledge Management and Organizational Learning

Knowledge Management and organizational learning are intimately connected, with KM providing a structured approach to capturing both the tacit and explicit knowledge that individuals within an organization create and share. This relationship fosters an environment where continuous improvement is based on a foundation of shared and personal knowledge, enhancing an organization's ability to adapt and innovate. Through KM, organizations not only support individual learning but also transform these personal insights into institutional knowledge that propels the entire organization forward.

The Role of Leadership in Knowledge Management

How do Engineering Managers Contribute to Effective Knowledge Management?

Engineering managers are instrumental in implementing effective knowledge management by assessing the current KM maturity within their organizations and identifying critical knowledge areas and key personnel. Their role extends beyond mere identification; they actively promote a culture of continuous learning and mentoring. By integrating KM practices into the daily operations and strategic goals of the organization, engineering managers ensure that knowledge flows seamlessly among teams, enhancing collaboration and driving organizational success.

The Role of Culture in Knowledge Management Success

The success of KM initiatives heavily relies on the underlying organizational culture, which must support learning, sharing, and collaboration. Cultures that avoid blame and promote psychological safety encourage individuals to share their knowledge freely, contributing to the collective growth and innovation of the organization. Engineering managers play a critical role in cultivating this culture by setting examples and implementing policies that foster an environment conducive to knowledge sharing and continuous improvement.

Overcoming Challenges in Knowledge Management

Key Challenges in Implementing Knowledge Management in Engineering

Implementing KM within engineering contexts presents challenges such as cultural resistance, the need for leadership buy-in, and individual reluctance to share knowledge. Overcoming these challenges requires targeted strategies that address the organizational culture by enhancing leadership support and encouraging knowledge sharing through well-structured incentives and recognition programs. Engineering managers must navigate these challenges by fostering an environment that values and promotes the free flow of information and collaboration.

Encouraging Knowledge Sharing Among Reluctant Employees

Encouraging reluctant employees to share their knowledge requires understanding their motivations and addressing their concerns through targeted incentives and a supportive culture. Strategies such as providing clear communication of the benefits of knowledge sharing, offering tangible rewards, and fostering a workplace environment that values collaboration and openness can significantly enhance participation in KM initiatives.

Leveraging Technology and Best Practices

Leveraging Technology to Enhance Knowledge Management

The integration of technologies such as AI and computer vision into KM practices offers opportunities to automate the collection and updating of knowledge, thereby making KM systems more dynamic and efficient. However, this technological integration must be approached with caution, considering potential risks in data security and privacy. Organizations must implement robust cybersecurity measures and ensure compliance with data protection regulations to safeguard sensitive information while harnessing the benefits of technology in KM.

Best Practices for Knowledge Retention in Organizations Facing High Turnover

Organizations facing high turnover must prioritize knowledge retention to mitigate the loss of institutional knowledge. Best practices include documenting critical processes, utilizing AI for data capture, and creating a supportive environment that encourages knowledge sharing. These practices not only help preserve essential knowledge but also ensure a smoother onboarding process for new employees, maintaining the continuity and efficiency of organizational operations.

Tailoring Knowledge Management Practices to Different Engineering Projects

Tailoring KM practices to suit different types of engineering projects involves identifying specific knowledge needs and integrating this knowledge into project planning and execution. This tailored approach ensures that KM practices are relevant and effective, directly impacting the success and efficiency of projects. By customizing KM strategies to the unique requirements of each project, organizations can enhance their adaptability and effectiveness in managing complex engineering challenges.

Assessing Impact and Importance

How Knowledge Management Supports Decision-Making in Engineering Management

In engineering management, KM supports decision-making by providing managers with access to comprehensive data and insights necessary for informed decision-making. This includes detailed information on past projects, outcomes, and lessons learned, which can significantly reduce risks and optimize resource allocation. Effective KM ensures that decisions are made based on accurate and comprehensive information, which enhances project outcomes and operational efficiency.

Measuring the Success of Knowledge Management Efforts

The success of KM initiatives can be measured through improvements in employee performance, error reduction, and enhanced efficiency in training and onboarding processes. Organizations should implement regular audits and feedback mechanisms to measure the effectiveness of KM practices, ensuring that they align with the strategic goals of the organization and contribute to its overall success.

The Impact of Poor Knowledge Management on Project Outcomes

Poor knowledge management can lead to significant setbacks in project outcomes, including increased risks, repeated mistakes, and inefficiencies. Without a robust KM system, projects may suffer from a lack of expertise and institutional memory, leading to delays, cost overruns, and subpar quality of work. Addressing KM deficiencies proactively through strategic planning and implementation can greatly enhance project success rates.

Effective knowledge management is essential for any organization that aims to maintain a competitive edge and foster innovation. By efficiently managing both tacit and explicit knowledge, organizations enhance their decision-making processes, increase operational efficiency, and foster a culture of continuous learning and improvement. Engineering managers play a crucial role in this process, implementing KM practices that align with organizational goals and enhance the collective intelligence of the workforce. As organizations continue to evolve, the strategic integration of KM practices will remain a key factor in their long-term success and sustainability.

References

Zack, M., McKeen, J., & Singh, S. (2009). Knowledge management and organizational performance: an exploratory analysis. Journal of Knowledge Management, 13(6), 392-409.

Ahmad, N., Lodhi, M., Zaman, K., & Naseem, I. (2015). Knowledge management: a gateway for organizational performance. Journal of the Knowledge Economy, 8(3), 859-876.

Syed, N. and Lin, X. (2013). The linkage between knowledge management practices and company performance: empirical evidence. Journal of Industrial Engineering and Management, 6(1).

Al-Rasheed, A. and Berri, J. (2016). Knowledge management of best practices in a collaborative environment. International Journal of Advanced Computer Science and Applications, 7(3).

Kianto, A., Shujahat, M., Hussain, S., Nawaz, F., & Ali, M. (2018). The impact of knowledge management on knowledge worker productivity. Baltic Journal of Management, 14(2), 178-197.

Barson, R. J., Foster, G., Struck, T., Ratchev, S., Pawar, K., Weber, F., & Wunram, M. (2000, October). Inter-and intra-organisational barriers to sharing knowledge in the extended supply-chain. In Proceedings of the eBusiness and eWork (pp. 18-20).

*This article was initially published on LinkedIn on 5/28/2024

About the Author

The Evolving Landscape of Engineering Management Education

Ali Kucukozyigit — Wed, 01 May 2024 16:43:53 GMT

by Ipek Bozkurt

In the fast-paced world of engineering management, staying ahead means constantly evolving. Technology advances rapidly, industry expectations shift, and global challenges emerge. This also means that the landscape of engineering management education is changing and continuously developing. So, what does the future hold for those pursuing a degree in this dynamic and organic field?

It's a Numbers Game

Numbers do not lie, indeed. Those of us in academia have felt (and observed) the changing admission/enrollment trends for a few years now and have faced short- and long-term challenges. According to the 2022 "Engineering and Engineering Technology by the Numbers" report published by the American Society of Engineering Education (ASEE), there were 458 Bachelor's Degrees, 2,621 Master's Degrees, and 91 Doctoral Degrees awarded in Engineering Management. In 2021, these numbers were 375 for B.S., 2,836 for M.S., and 83 for Ph.D. In 2020, 668 B.S. degrees were awarded, with Master's at 2,044 and Doctoral at 47. Notably, while undergraduate education in Engineering Management is on an upward trajectory, graduate education (Master's, specifically) is following the nationwide downward trajectory. Council of Graduate Schools (2023) reports that domestic first-time enrollment declined by 4.7% between Fall 2021 and Fall 2022, as opposed to the international graduate first-time enrollment, which increased by 10.2% in the same time frame.

Embracing Emerging Technologies

The future of engineering management education is intertwined with emerging technologies. From artificial intelligence to business intelligence, students must be equipped with the knowledge and skills to manage these innovations. This is also evident from ASEM's latest webinar series, covering topics such as AI tools and Data Science and Analytics. But it is not just about understanding the technology itself; it's about knowing how to leverage it effectively in a management context.

Specifically, in graduate programs, students should (and often do) collaborate on projects using virtual reality simulations to solve real-world engineering management challenges. The recent adoption of topics in curricula, such as machine learning algorithms to analyze complex data sets and inform strategic decision-making, can be seen as evidence. The newly certified Master of Engineering Management and Leadership program at Rice University offers a Data Science specialization, while the University of Arkansas offers a Graduate Certificate in Engineering Management Analytics, for instance. These are just a few examples of how technology is revolutionizing how we teach and learn engineering management.

Matching Industry Demands

As industries evolve, their demands for skilled engineering managers change as well. Employers are looking for professionals who understand engineering principles and possess strong leadership, communication, and problem-solving skills.

This shift in demand is driving changes in engineering management education as well. By providing students with a well-rounded education, these programs prepare them to tackle the complex challenges of the future. McKinsey & Company suggested in their 2023 higher education report that institutions should "guide students toward high-ROI, high-employment pathways." Only by ensuring that graduates of Engineering Management are placed in appropriate jobs can we guarantee increasing enrollment.

Adapting Educational Approaches

Even before the pandemic, gone were the days of passive learning, where students sit through lectures and take notes. Engineering management education is now interactive, experiential, and hands-on. Students work on real projects with industry partners, gaining practical experience and building professional networks along the way, and most degree plans include immersive learning experiences, such as industry internships.

These experiential learning opportunities enhance students' understanding of engineering management concepts and prepare them for the realities of the workplace. They learn how to collaborate, communicate, and adapt to different situations – essential skills for success in the field.

Conclusion

The future of engineering management education is bright. Still, it requires us to embrace change, adapt to new technologies, and think creatively about how we prepare the next generation of leaders. By focusing on emerging technologies, evolving industry demands, and innovative educational approaches, we can ensure that engineering management graduates are equipped to tackle whatever the future holds. Academia and industry can navigate this ever-changing landscape together and build a brighter future for engineering management education.

References

ASEE (2023). Engineering and Engineering Technology by the Numbers, 2022 Edition https://ira.asee.org/wp-content/uploads/2024/03/Engineering-and-Engineering-Technology-by-the-Numbers-cover-combined.pdf

ASEE (2022). Engineering and Engineering Technology by the Numbers, 2021 Edition https://ira.asee.org/wp-content/uploads/2022/11/Engineering-and-Engineering-Technology-by-the-Numbers-2021.pdf

ASEE (2021). Engineering and Engineering Technology by the Numbers, 2020 Edition https://ira.asee.org/wp-content/uploads/2021/11/Total-by-the-Number-2020.pdf

Council of Graduate Schools (2023). Graduate Enrollment and Degrees report. https://cgsnet.org/wp-content/uploads/2023/10/2022-Graduate-Enrollment-and-Degrees-Final-Report.pdf

McKinsey and Company (2023) Report. https://www.mckinsey.com/industries/education/our-insights/fulfilling-the-potential-of-us-higher-education

About the Author

Ipek Bozkurt is an Associate Professor and Chair of the Engineering Management Program at University of Houston – Clear Lake. She received her Master’s and Ph.D. in Engineering Management and Systems Engineering from Old Dominion University. Her areas of interest are Engineering Education, Negotiation Strategies, Technology Management, Quantitative Decision-Making, and Statistical Methods.

Managing Project Managers

Ali Kucukozyigit — Wed, 24 Apr 2024 16:43:09 GMT

by Donald Kennedy

For those who have been following my roller coaster career, I am currently working in the planning group on another of my $100 Million projects at an oil sands facility at approximately the same latitude as Juneau, Alaska but 1000 miles west.

This is a follow up of a post from January 2024. In that post, I offered three actions that the people who manage project managers can take to help steward the resources under their control towards more optimal outcomes. I see that I presented a paper on a similar topic at the 2010 ASEM annual conference in Rogers, Arkansas. The content is based on years of experience looking at successful projects (and of course unsuccessful ones) and noting how the managers above the project manager influenced the outcomes. As well, I have 14 more years of observations to help support my points. For more on the first three recommended actions, see the January blog post.

Action 1: Learn how to best manage technical people.

Action 2: Give the project manager the maximum amount of trust and authority within your organization.

Action 3: Trust the project managers.

Action 4: Allow the project manager to focus on looking forward.

Action 5: If you really need to know something about completed events wait until the execution phase is over

One thing that really frustrates me in the middle of a time sensitive project is having to explain variances of the plan versus progress to date. The budget might say there are 2 trenches required but 4 were dug. Why is that? I tell people below me that there will be plenty of time to look at such things at the end of the project and there are numerous things that need to get completed now in a very limited time. Do these answers really need to be provided now? Sometimes an executive will tell me that it needs to get done now because if we wait there will not be budget left over to pay people to work on such follow-ups. My answer is always that if there is not enough budget to explicitly pay for such information, it is not considered a high enough priority to be worth doing at all. I have almost never seen any analysis of variances used successfully to help future projects anyway.

On a recent project that was $60M in size, the manager above me wanted me to analyze the budget breakdown to better match where the costs were reported versus where they were originally planned to be slotted. I called this work “slicing the pie to see if it changes in size.” On this project the manager in question was fired mid project, partly due to enough people above him seeing this was not adding any value and truly was directing focus away from future planning. Things went a lot smoother when the request for budget transfers evaporated. At the beginning of projects and data first comes along, there might be requests for explanations that are very immaterial in the grand scheme but seem important when there is little going on. I recall one manager wanting to know why someone was on site that was wearing a hard hat that was obviously not theirs. I said to wait 2 weeks when there will be 200 people in hard hats on site and see if you still take the time to check who is wearing which one.

Action 6: Allow access to unaltered facts and information.

At one organization in the early 1990s, they were at the beginning of moving from paper to digital systems. When setting up their equivalent to what would now be called an ERP system, the computer people asked my manager what access I should get. My manager was aware enough to recognize the advantages of knowing things and the answer was “why not give Don full access?” And they did. Ten years later, I would get requests from project managers looking for historical information on past projects that were perhaps executed by a different department that they are not allowed access to under protocols developed after I started. The effort required to justify granting access to people deemed not requiring it was much greater than just asking me. Companies are very protective generally about their proprietary information, but I often say that if they are worried about the value of the information, just think what their own employees could do with it if they had access!

Action 7: Don’t rob the project team to staff other tasks on the go.

I worked at many places where project managers are assigned projects to execute but they are not given any dedicated team members to help them. People will then be regularly assigned to other initiatives with the thought that perhaps “multi-tasking” will magically allow greater productivity by having one person do tasks that would normally require two or more. Anyone who has been in this situation must realize that having many tasks on the go often assures that they all end up being late. In some very large projects, I witnessed great success by utilizing outsourced resources but only when these resources were pulled out of their parent company and physically placed in the project office and dedicated to that project. I also know that large EPC firms are very reluctant to allow their employees to go work in other locations because they find it is often very difficult to retain them after the seconded people get their foot in the door of a much better work environment. This speaks volumes about the current macro environment where a firm has to restrict exposure of their employees to other organizations due to the fear of losing them. If you want to explore this tangent more, I wrote many articles on the evils of the current high employee turnover being experienced everywhere. But to achieve optimal performance on projects, which is the topic at hand, installing dedicated staff focused on the project is an action that helps the project managers execute their work.

Action 8: Don’t confuse the team by having them wonder to whom they are supposed to listen.

This action is totally within the control of the people who manage project managers. To increase the chance of success for project managers, they need to be assured their directions are being followed. I was on one $100M project where the project manager made the effort to get the team to understand that it was much better to get some things early than to risk any critical items coming in late. The financing cost of buying everything a few months early was approximately $300,000. However the cost of delays in execution were approximately $100,000 a day. The liquidated damages owed to the client for every day the project completed past the deadline were $50,000/day. In the end, the project finished a month late ($1.5 million in damages). The estimate for the overruns due to having people standing by while waiting for one critical part was $3 million. In a post project analysis, it was eventually discovered that the VP Finance was pushing the procurement group to delay purchases to save on the financing costs (interest on the money spent buying things early). Since the buyers reported to the VP finance and not the project manager (reported up the line to VP Engineering), the buyers followed the direction of the people who controlled their raises and employment. I experienced many examples of similar frustration where I follow up on a particular action to discover that my request was subsequently overruled by a manager not concerned with the project I was executing.

Conclusion

I hope you found these recommended actions of interest and useful. Change is unlikely to come from the ground level up. The implementation of these actions lies in the hands of the people directing the project managers and hopefully not also directing the people the project managers believe are dedicated to supporting them.

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a long time contributor to the Practice Periodical and ASEM blog.

Mastering the Transition: A Roadmap to Success for First-Time Engineering Managers

Ali Kucukozyigit — Wed, 24 Apr 2024 16:35:24 GMT

by Enas Aref

Starting a new role as an engineering manager is an exciting milestone in your career journey. According to the U.S. Bureau of Labor Statistics “architectural and engineering manager jobs will grow 4% from 2022 to 2032, with 13,600 openings projected each year.” While an engineering management role opens up doors to various opportunities and rewards, it also presents its fair share of challenges.

Reflecting on my journey into my first managerial role back in 2007, I faced numerous obstacles. Among them, the most significant was the challenge of shifting my mindset from that of a "performer" to that of a "manager." Understanding the multifaceted role of an engineering manager, as outlined by the American Society for Engineering Management, is crucial. This role encompasses tasks such as planning, organizing, resource allocation, and project direction and control, all within a technological or systemic context.

Transitioning into an engineering management position should ideally be a deliberate and strategic process, where both technical proficiency and personal development are prioritized. While some organizations offer support during this transition period, many do not. In such cases, individuals must take the initiative to chart their own path. This involves developing a comprehensive professional growth plan and dedicating oneself to acquiring the requisite skills and knowledge needed to thrive in the new role. If you find yourself embarking on this journey, here are some valuable tips to guide you:

1- Understand Your Job Description and Responsibilities:

Familiarize Yourself with Managerial Responsibilities: Take time to thoroughly understand the expectations and responsibilities outlined in your job description. This includes aspects such as team leadership, project management, and strategic planning.
Establish Clear Goals and Objectives: Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for yourself and your team. These goals should align with the broader objectives of the organization and provide a clear direction for your team's efforts.
Learn the Organizational Structure and Culture: Familiarize yourself with the organizational structure, reporting lines, and decision-making processes within your company. Understanding the company culture will help you navigate relationships and communication channels effectively.
Stay Informed About Industry Trends: Keep yourself updated on the latest trends, technologies, and best practices in your industry. This knowledge will not only and stay ahead of the curve.

2- Identify Your Team’s Skillset, Strengths, and Weaknesses:

Conduct a Skills Assessment: Evaluate the skills, strengths, and weaknesses of each team member. This may involve reviewing resumes, conducting skills assessments, and having one-on-one discussions with team members.
Encourage Open Dialogue: Create a safe and supportive environment where team members feel comfortable discussing their strengths, areas for improvement, and career aspirations. Encourage open dialogue and provide opportunities for feedback and constructive criticism.
Utilize Team Building Activities: Organize team-building activities, workshops, or training sessions to help team members get to know each other better and develop stronger working relationships. This can improve collaboration and teamwork within the team and help when new candidates join your team.
Identify Training Needs: Identify any skill gaps or areas for improvement within the team and develop a plan to address them. This may involve providing training, mentoring, or coaching to help team members develop new skills and grow professionally.

3- Set Yourself to Perform, Grow, and Advance:

Seek Continuous Learning Opportunities: Stay committed to your personal and professional development by seeking out learning opportunities. This may include attending workshops, conferences, or seminars, pursuing certifications, or enrolling in relevant courses.
Build a Support Network: Surround yourself with mentors, peers, or industry groups that can provide guidance, support, and valuable insights. Networking with other professionals in your field can also open up new opportunities for collaboration and growth.
Take Ownership of Your Career: Proactively manage your career by setting ambitious goals, seeking out new challenges, and advocating for yourself within the organization. Take initiative in pursuing advancement opportunities and be prepared to step out of your comfort zone.
Embrace Feedback and Self-Reflection: Solicit feedback from your superiors, peers, and team members, and use it as a tool for growth and improvement. Engage in regular self-reflection to assess your progress, identify areas for development, and set new goals for yourself.

Stay Resilient and Adaptive: Recognize that setbacks and challenges are inevitable in any career journey. Stay resilient in the face of adversity, adapt to changing circumstances, and maintain a positive attitude towards your personal and professional growth.

The journey of a first-time engineering manager is filled with opportunities for growth, learning, and advancement. By focusing on personal and professional development, building strong networks, and embracing feedback, you can successfully navigate this exciting new chapter in your career. Remember that errors and setbacks are a natural part of the learning process. By openly discussing your experiences and encouraging your team to do the same, you foster a culture of continuous improvement and growth. As you develop your leadership skills and progress in your career, don't forget to support and empower your team to reach their full potential as well.

Reference

https://www.bls.gov/ooh/management/architectural-and-engineering-managers.htm

About the Author

If I Had “Super Powers”, I Would Stop Calling Soft Skills and Start Calling…

Ali Kucukozyigit — Mon, 25 Mar 2024 06:17:49 GMT

by Ali Kucukozyigit

First Things First

I said “if I had super powers” because I don’t have super powers. However, If I had super powers, I would stop categorizing skills that a professional needs to posses as “hard skills and soft skills. You will understand my perspective if you read to the end.

Photo by Akson on Unsplash

Who is Teaching You the Soft skills?

Of course you heard about...

Hard skills will get you a job interview, and soft skills will make you get the job?
Or, soft skills will get make you get the job, and soft skills will make you keep the job!
Or, people are hired for their hard skills, but fired for their soft skills?

These statements indicate that soft skills can be as import as hard skills- if not more at times. I am pretty sure you do not have any problem acquiring and maintaining your hard skills! Every one and every organization thrives to train and educate you on hard skills. They teach them in the classes, they test and sometimes certify you on those hard skills, they even appear on your transcript forever- but wait a sec: How about your soft skills? Who is teaching you soft skills? Do thy appear in your transcript? Do the employers requires a certification on those, or ask for a test score? The answer is a “big NOOO”. In this case, you are the one who needs to improve your soft skills? Are you doing it? Did I hear a big No!

Photo by Dom Fou on Unsplash

Here are 3 Reasons for a Name Change

I have got some objections for naming convention of hard skills and soft skills. I think it is confusing especially for those who hears these categories for the first time. The etymology of words hard and soft does fit in well into what is meant by the phrases — “hard skills” and “soft skills”.

First of all, It’s not to opposing categories, soft skills are not rivals or enemies of soft skills, as a matter of fact, they should complement each other. Both must be in the toolbox of any engineer. When we named them as soft and hard, it sounds like two opposing meaning like day and night, or wet and dry. These can’t exist together, but hard skills and soft skills must as explained in this blog. When we say hard and soft skills, it creates exactly a similar feeling, and forces us to make a choice between them. We need to start seeing both sides of the aisle as required skills and also start appreciating both skills like we appreciate both day and the night.

Second, we are teaching more hard skills in the schools and universities and educational institutions, but we are teaching less of soft skills. So in a sense, hard skills are easier to kind of learn because everyone and every institution is teaching it. Nevertheless soft skills are actually hard to learn because it is not taught systematically by educational institutions, employers or mentors and every one assumes that you are hired ready and fully operational in terms of soft skills but this is not true. So it’s really difficult to learn the soft skills or hard skills in this case? Should the name tags be swapped?

Third and last, when we call hard skills and soft skills it gives an impression that hard skills are the fundamentals and essentials of professions, because they are hard, they are required. On the other hand, when we can soft skills, it gives an impression that it will be nice to have those skills but not as essential as hard skills.As a matter of fact, soft skills are the integral part of the professional development, leadership, promotion, your success outside of your work environment (like family and friend settings) and you will be fired for them.

Conclusion

A less confusing name option to replace soft skills might be life skills or human skills! What would you call it if you had super powers? I don’t know if any of you agree with me on this name tag change, but regardless soft skills are very important for your professional career and personal life, They makes us humans human and they can be transferable to any job or activity!

So embark on a new journey and start learning them today!

PS: The original piece is written in Medium.

Ethical Decision Making: A Challenge That Every Organization Should Be Prepared For

Ali Kucukozyigit — Wed, 13 Mar 2024 16:42:50 GMT

by Enas Aref

Cornerstone of Organizational Integrity and Success

In the realm of management and industry, ethical decision-making stands as the cornerstone of organizational integrity and success. From the infamous Ford Pinto case to several other ethical challenges in disaster and emergency management, the impact of ethical decision-making reverberates across various sectors. Ethical decision-making in management is a critical aspect of organizational behavior. To effectively apply knowledge in this context, it is essential to understand the complexities of ethical decision-making especially that ethical dilemmas are an inevitable element in decision making (Arar & Saiti, 2022). As organizations navigate complex ethical dilemmas, the need for a systematic approach to ethical decision-making becomes increasingly apparent.

The Engineering Management Body of Knowledge (EMBOK) defines ethics as “concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate” (EMBOK, 2019, p. 301). Ethical behavior can be described as acting in a socially responsible manner by doing the right thing and acting in the appropriate way that yields benefits for the organization’s stakeholders. Ethical behavior may manifest itself in treating others with respect, serving others and building the community, showing justice and manifesting honesty.

These characteristics of ethical behavior rely heavily on the values of the individuals and their individual or collective behavior within an organization. These characteristics are certainly pre-requisites for ethical decision-making. However, their presence does not necessarily ensure that ethical decision-making will be achieved at all times. For that reason, organizations are highly encouraged to train, promote, and empower their employees to achieve and sustain ethical decision-making. Organization size and location affects the “ethical decision-making” model adopted and practiced by the employees. Research has shown differences between family-owned, small and medium-sized, global, and international businesses in the role that individuals play and how that affects ethical decision making.

How to Promote Ethical Decision Making

With that said, let’s discuss how to promote ethical decision making in your organization:

a) Training

Training individuals on ethical decision-making is crucial in the field of engineering management to ensure that professionals are equipped with the necessary skills and knowledge to navigate complex ethical dilemmas that may arise in their work. By providing training on ethical decision-making, organizations can help employees understand the importance of ethical behavior, develop critical thinking skills to assess ethical issues, and cultivate a culture of integrity and accountability within the workplace. Employees should be empowered to reflect on their own values and capitalize on them and share commonalities with the organization’s values. Human decisions cannot be made apart from their own values. Ethical decision-making training can help individuals in engineering management to recognize ethical issues, understand the implications of their decisions on various stakeholders, and evaluate alternative courses of action based on ethical principles and values. This training can also enhance individuals' ability to communicate effectively about ethical concerns, seek guidance when faced with ethical dilemmas, and uphold ethical standards in their professional practice. By investing in ethical decision-making training and promoting a culture of ethics and values, organizations can cultivate a workforce that is committed to upholding ethical standards and making decisions that align with the organization's values and principles. Ultimately, by prioritizing ethical decision-making in engineering management, organizations can enhance their reputation, build trust with stakeholders, and contribute to a more ethical and sustainable future

b) Cultural Change

Promoting a culture where ethics and values are emphasized and practiced is essential in fostering an environment where ethical decision-making is valued and supported. Organizations can achieve this by establishing clear ethical guidelines and policies, providing resources for ethical decision-making support, and recognizing and rewarding ethical behavior. By creating a culture that prioritizes ethics and values, organizations can empower employees to make ethical decisions with confidence and integrity. Enabling people to make ethical decisions in engineering management requires a multifaceted approach that includes training, mentorship, and organizational support.

c) Leaders

Do you have an “Exemplar”? That person who demonstrates high sense of moral commitment as a core part of their sense of self (Savur & Sandhu, 2017). Exemplars are the ones that you need to spot, encourage their behavior, empower them to lead and share knowledge. Learning and training does not necessarily have to happen in a meeting room with a prepared slide show and a neatly dressed presenter. Ethical decision-making is a hands-on task that people can learn by observing and inquiring.

What Next?

Finally, encourage engineering managers to reflect on their current practices, assess the ethical climate of their teams and organizations, and take proactive steps to enhance ethical decision-making capabilities.

References

Arar, K., & Saiti, A. (2022). Ethical leadership, ethical dilemmas and decision making among school administrators. Equity in Education & Society, 1(1), 126–141. https://doi.org/10.1177/27526461211070828

EMBOK. (2019). A guide to the Engineering Management Body of Knowledge (H. Shah & W. Nowocin, Eds.; 5th ed.).

Savur, S., & Sandhu, S. (2017). Responsible Leadership and Ethical Decision-Making. Emerald Publishing Limited. http://ebookcentral.proquest.com/lib/wmichlib-ebooks/detail.action?docID=4790518

About the Author

Enas Aref is an Instructor and Doctoral Researcher at Department of Industrial & Entrepreneurial Engineering and Engineering Management at Western Michigan University

A Definite Problem: Without a good problem definition, you may not be solving the right problem.

Ali Kucukozyigit — Wed, 21 Feb 2024 16:31:45 GMT

by Phillip Power MEM, CPEM

Firms seem to put a lot of resources into problem solving methodologies without emphasizing the importance of a well defined problem. Without a good problem definition, you can have a set of problem solving skills even the most adept consultants would envy, but you may not be solving the right problem.

Personal Experience

To illustrate my point, I will use a case study from my own professional experience. While working for Large Company XYZ, we had an issue. Our product was not able to pass a specification, let’s say it was the concentration of a chemical used in medical applications. The concentration would consistently test over or under the given limits. The process to make this chemical was old (no!) and the equipment was validated over 20 years ago (was it still in the validated state, you bet!). The process controls were not reliable and the time it would take to complete each processing step changed batch to batch.

I called a kaizen and amassed the subject matter experts of the plant. Immediately people began explaining what was causing the inconsistent concentration in the chemical. The operators assured the group that it was the raw materials, which had the supplier quality team on defense. The engineers were fairly confident it was the jacketed reactor, probably scaling or a leak. This had maintenance on defense. Maintenance assured the team that they perform their PMs dutifully and have the records to prove it. Action items are put on the board to look into the raw materials and perform a trend analysis on the certificate of analysis data and to inspect the jacketed reactor at the next product changeover. Oh, and by the way, that won’t be for a couple of weeks, and even then, do we really want to run the risk of upsetting the process more by taking things apart and putting them back together? We had better start a bidding process on a new reactor in the meantime and see what the lead time is on getting a new one on site; if the reactor is the problem, we can’t afford to lose time and put more product at risk. Ok team, break!

What do you see here?

Already you can see how a problem-solving exercise can run away; I’m sure you’ve all experienced something similar. It can be easy to let it happen when you sink into a routine and you’re familiar with your co-workers. The strict structure of a kaizen or 8D problem solving are fine but why waste the time when we already know what the problem is and are halfway to a solution? In this case, had the team put effort into properly defining the problem, all of this work could have been avoided. What was the problem? Was it that the concentration was inconsistent or was it that the product was failing to meet specifications? Maybe those are the same thing, maybe they aren’t. In this case, for the application of the chemical, the range of concentration that the product was experiencing did not pose a risk to the patient. In fact, the chemical was safe up to 20x the concentrations we were experiencing. So where did the specifications come from? When the product’s initial validation protocol was pulled from the dusty catacombs of Record Archives, we discovered that the specifications were set arbitrarily using data from the 3 process qualification runs.

Conclusion

So now what does the solution look like? Work with quality on updating the specifications using a fresh risk assessment that documents
the safety and efficacy of the chemical at these concentrations.
Work through the change control process to implement the change and
you’re done. Now, if you’re the fellow performing the risk assessment or managing the change control, you might not think this is the best solution. But from a company perspective, you aren’t using resources trending raw material data, you aren’t taking up maintenance’s time pulling apart the reactor, you aren’t wasting purchasing’s time with bidding, and the solution requires no capital, no validation, and no additional down time. Sounds like a win to me.

About the Author

Phillip Power MEM, CPEM is a Pharmaceutical Technical Specialist for Zoetis and a Lecturer for the University of Nebraska- Lincoln's MEM program. At Zoetis, Phillip manages investigations and CAPAs, operational improvement projects, and risk assessments to ensure the market has access to the highest quality medicines for companion animals and livestock. He earned his B.Sc. in Chemical Engineering and his M.E. in Engineering Management from the University of Nebraska- Lincoln. Phillip lives in Lincoln, Nebraska, with his wife and two sons.

A Time for a Renewed Commitment to Advocacy and Activism: A Call for the Activist Engineer

Ali Kucukozyigit — Wed, 21 Feb 2024 16:25:36 GMT

by Woodrow W. Winchester, III, PhD, CPEM

2024 Black History Month:
A Time for a Renewed Commitment to Advocacy & Activism
A Call for the Activist Engineer

In my 2023 Black History Month (BHM) blog, I celebrated the remarkable strides made by Black engineers who are not only challenging but actively dismantling "engineered oppression." These visionary individuals are not content with the status quo; they are forging new paths toward a future where technological innovation is synonymous with inclusivity, equity, and justice. However, as we mark this year's celebration, we cannot ignore the political challenges that threaten to derail our progress in realizing a positive technological future for all.

From contentious court rulings to legislation banning DE/I concepts in higher education, the very principles we, ASEM, champion – diversity, equity, and inclusion – are being challenged, necessitating a renewed call to action. The opposition to DE/I initiatives, now fueled by corporate criticism, demands a strategic and united response.

Enter Activist Engineering, as a countermeasure. As outlined in Activist Engineering: Changing Engineering Practice by Deploying Praxis, this paradigm shift in engineering practice challenges the status quo by exposing the political and value-based nature of engineering. It emphasizes the importance of applying socioecological learning to technological design, urging engineers to broaden their perspectives and consider the broader impact of their work.

Activist Engineering is more than just an approach to engineering; it's a mindset that demands self-reflection and introspection. Reflexivity lies at its is core. Engineers are called upon to critically examine their motives and the consequences of their decisions and actions. By embracing moments of pause and introspection, engineers can cultivate a heightened awareness of their role in perpetuating systemic injustices and oppression, thereby paving the way for more holistic and just engineering and engineering management practices.

As I emphasized in my December 2021 ASEM Blog, reflection is undervalued in engineering. Creating space for introspection must be prioritized, recognizing that meaningful change begins with self-awareness and critical reflection. As we celebrate Black History Month, let us rededicate ourselves to the principles of DE/I, ensuring that engineering, as both a discipline and profession, is reflective and responsive to the full diversity of humanity.

Together, through continued activism and advocacy, we can chart a course towards a more equitable and socially responsible technological future. Let us commit to Activist Engineering, leveraging our collective voices to interrogate and dismantle barriers and construct a brighter engineering and engineering management future for all.

About the Author

As the inaugural director of Diversity, Equity, and Inclusion (DE/I) for the American Society for Engineering Management (ASEM), Dr Woodrow serves as the executive director of The University of Texas at Austin Texas Engineering Executive Education (TxEEE). He is a Certified Professional Engineering Management Professional (CPEM) with over ten (10) years of technical program and project management experiences. A proven thought leader in advocating for and advancing the development of more equitable, inclusive, and just approaches to technological innovation and management, Winchester was recently recognized by the Cockrell School of Engineering at The University of Texas at Austin for his contributions to equity in engineering.

Managing Project Managers

Ali Kucukozyigit — Wed, 31 Jan 2024 15:31:35 GMT

by Donald Kennedy, Ph.D

There are a lot of materials and even entire societies devoted to best practices around project management. However, there is less information for all the engineering managers who are responsible for managing these project managers. This article is aimed at helping the people who do not manage projects but manage the people who manage projects. This is the first installment of a summary of a presentation I gave somewhere that I recently found in a box while cleaning.

In most organizations I have worked at (and there are a lot of these) there would be regular meetings where more senior managers would require their project managers to attend and provide ongoing status reports on their work. These meetings require the project managers to take their focus off the execution of the work in progress and devote resources to building stories to explain what has happened and why any deviations are not the result of some character flaw of the project manager. At one such meeting when I was being grilled, I rattled off many excuses and mentioned a river that had flooded in the area. The executives had great interest in this excuse, in particular because it had been on the news. I then said that they should not consider that event as important since its effect was minimal, but the answer I received was that it was a perfect reason to explain why my project was behind schedule. The purpose of the exercise was to build stories, whether they would help this or future projects was not a priority.

If we think about creating value by our efforts, I cannot see how the above meetings can be the way to achieve optimal organizational performance. In the presentation I recently found, there was a list of actions that people who manage project managers can take to be better stewards of the resources under their control. I realize there are too many points to cover in a single post so I will provide these in serial form.

Action 1: Learn how to best manage technical people.

If you are not strong in managing people there is no way you will suddenly be good at managing the subset consisting of project managers. I will go out on a bit of a limb by saying the most common opinion by experts is that engineers do not get enough training early in their careers in subjects that create good managers. Papers presented at ASEM conferences in the 1990s suggest that one of the best first steps to being a good manager is to develop a desire to help people. Too many people in all fields go into management for the benefits that come with the higher pay, power, perks and prestige. As with many lists, if you fail to take the first step seriously, there is little point in going any further.

Action 2: Give the project manager the maximum amount of trust and authority within your organization.

At one company, the director would make their project managers apply for approvals for their projects in small steps. For example, an initial approval would be given to develop the design, perhaps $2 million. Then when the design was completed, there would be approvals required to procure long lead materials, say $4 million. Once the orders were placed, approvals were given for signing construction contacts, say $6 million. I hope you can see the inefficiency of dishing out approvals a bit at a time. Cancelling a project mid-execution almost always has a worse return on the dollar spent (zero) than spending the additional money required to complete it.

Action 3: Trust the project managers

If you do not trust your project managers the bad practice shown in Action 2 will be taken. If you cannot trust your project managers to complete a project, you better examine your selection process for who you assign these tasks. In one paper I presented at an ASEM conference, I showed from a sample of project managers that the final results of their completed projects over a few years suggested the outcomes were based mostly on luck, and not some talent each project manager had or lacked. This is very much supported by Deming’s statement that most performance evaluations are measuring the outcome of chance occurrences and are therefore a waste of effort. Since the world is complex, I also published an article showing how over 30 years, you might be able to see that one project manager was more skilled than another, but this comparison was very difficult to assess and these days it will be rare to find several project managers working at the same organization for any length of time. It is very common for materials devoted to project success to state that the project manager should have the authority to do the work. They know better than anyone what is needed and asking permission from people further removed is unlikely to add any value.

Click here for Part 2 on Managing Project Managers

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a long time contributor to the Practice Periodical and ASEM blog.

Choosing By Advantages (CBA) for Engineering Managers

Ali Kucukozyigit — Wed, 31 Jan 2024 15:12:20 GMT

by Ayman Fahmi Naser, MSEM, Senior Projects Manager

Effective decisions are crucial as they dictate course of action that yields the intended outcomes. This is why the approach one employs when reaching decisions is significant.

By utilizing Choosing By Advantages (CBA), engineering managers are able to focus on what is critical: the benefits (differences in value) that each alternative may offer to stakeholders, and making a determination according to the overall significance of those benefits. By emphasizing the benefits for the end user, CBA links decision makers with their clients' conceptualizations of what they desire. By involving constructors, buildability is taken into account.

CBA is a framework and series of procedures devised by civil engineer, Jim Suhr, during his tenure at the US Forest Service. Its purpose is to empower individuals, organizations, and project teams to make decisions that are more efficient in nature.

Why implement CBA?

The primary objective of the CBA method is to assist decision makers in distinguishing between alternatives and comprehending the significance of those distinctions. CBA prevents double counting by basing decisions on the positive differences, or advantages, of alternatives rather than their disadvantages.

CBA establishes an auditable, open, collaborative and transparent decision-making process for design and project works, recognizing the complexity of the client systems that commission the majority of projects. CBA is capable of integrating subjective and objective data into a unified decision-making procedure.

Construction and design projects are becoming more intricate, rapid, and uncertain. Likewise, client systems are becoming more intricate. 'The client' is not a singular entity, but rather a dynamic and complex collection of individuals whose needs and expectations may fluctuate throughout the project's lifecycle. The presence of a transparent audit trail for decisions enables their reevaluation when required. A transparent delivery schedule enables all parties to comprehend the repercussions of modifying those decisions.

Human beings often exhibit a tendency to avoid excessive choice. A tendency exists in design to jump to conclusions prior to exploring all plausible alternatives; this is a technique for preventing decision overload. CBA provides a methodical approach for all parties involved to oversee the decision-making process when confronted with a substantial quantity of alternatives. It guarantees that the number of alternatives considered in the intricate decisions surrounding design for the built environment is not unnecessarily restricted.

What is CBA?

CBA is a method for determining the significance of beneficial differences (i.e., benefits) among alternatives. It contains fundamental definitions, models, principles, and procedures. The key principles are:

Decisions must be predicated on the relative significance of the advantageous distinctions among alternatives.
Decisions ought to be grounded in pertinent factual evidence.
Diverse categories of decisions necessitate distinct and effective approaches to decision making.
It is imperative that decision makers acquire knowledge and effectively employ sound methodologies for decision making.

As implied by principle 3, various approaches exist for various categories of decisions. These can vary in complexity from straightforward binary choices that have no impact on resources to numerous alternatives that each have their own set of resource implications. It is critical to distinguish resource requirements from other attributes, as the majority of stakeholders would be compelled to answer the question of what they would do with the resource if it were not being used in the decision under consideration. CBA evaluates the advantageous distinctions among non-resource attributes of alternatives prior to delving into resource considerations, thereby facilitating a clear exploration of potential trade-offs.

CBA prevents the errors that occur with unreliable approaches like Kepner-Tregoe, selecting based on benefits and drawbacks, employing weighting rating and calculating (WRC) systems that incorporate criteria weighting, factor weighting, and cost-benefit analysis.

How do we apply CBA?

Simple procedures are simple to master and, once ingrained, effortless to implement. Facilitation is beneficial when dealing with more intricate decisions, such as those encountered in the fields of design and construction projects. Additionally, providing training and mentoring to all attendees is crucial to prevent the meeting from becoming bogged down in discussions regarding processes that are addressed during the training. John Koga, Director of Process and Supply Chain Improvement at construction joint venture HerreroBoldt, remarked, "Without mentoring, very few individuals utilize CBA correctly. They revert to hazardous and improper practices that are no longer part of the CBA”.

CBA is comprised of five guiding phases

Stage I - Establishing the Stage: Determining the Issues at Hand, Specifying the Criteria for the Determination, and Determining the Audience.

Stage II - Innovation Stage: consists of distinguishing between alternatives in a visible and tangible manner.

Stage III - Decision-making Process: consists of enumerating the benefits of each alternative, determining the significance of each benefit, and selecting the alternative with the greatest number of benefits prior to evaluating the resource implications of the alternatives and formulating the preliminary decision.

Stage IV - Reconsideration Stage: entails scrutinizing the preliminary decision to ascertain its alignment with the intended objective, revising it as necessary, and subsequently finalizing the choice.

Stage V - Implementation Stage: entails carrying out the actions required to bring the decision to fruition.

How does CBA help EM's decide?

The Choosing By Advantages (CBA) tool is a framework for engineering managers' decision-making that has the potential to improve the process in numerous ways. CBA is a structured and methodical approach that assists decision-makers in comparing the merits of various alternatives. The utilization of the CBA tool improves engineering managers' decision-making process through the implementation of a methodical and transparent framework, stakeholder engagement, risk assessment, resource optimization, and encouragement of data-driven decision making. This may facilitate more effective and well-informed decision-making in the dynamic and complex field of engineering.

Let Future Projects Pay Future Project Costs

Ali Kucukozyigit — Tue, 14 Nov 2023 16:33:50 GMT

by Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

Scope Management is a big part of project management success. A few decades ago, I went around trying to make money giving Tom Peters style presentations to big companies but charging around 1% of what Tom charges. I was able to get a few nibbles. One presentation I gave was called Don’s Rules of Thumb for Project Management Success. I could probably still find the material but I do remember one of the rules: Let Future Projects Pay Future Project Costs.

There is a lot of pressure when running a sizable project for various stakeholders to come forward with scope change requests for things they cannot currently get approved. There is often a fallacy they propose that says that since you are there anyway, it would not cost much to add this thing or dig this hole. The ideas often make sense from any sort of payback calculation but in my experience more often than not, unintended consequences show the extra work was basically a mistake. I know a few project managers who were grilled for exceeding the original budget even when they had all the proper paper work completed to add the scope to their job. The original budget is often fixed in the minds of the observers.

Scope Change Examples

Here are a few examples to illustrate this.

A) In one case, a Project Manager was doing some piping installation in a new building. A stakeholder came along and said there was a potential plan to change the use that would require installing some rather large valves where the main pipes entered and exited the building. The Project Manager (PM) spent a few $100,000 to extend the building to accommodate the proposed future valves. The PM was fired a short time later. A few years pass and the PM met the same stakeholder in a social setting. The PM asked about the piping change. The stakeholder was a bit annoyed and said that they had to spend a lot of money modifying the piping outside the building to accommodate the new valves. The former PM explained how there was room inside to complete the planned work, but since he was not there, the extra work was done. In this case the money was spent for the future work and was wasted.

B) In another case when I was the PM, another stakeholder wanted me to spend a few million dollars to install some infrastructure to test the facility after 5 years of use. Since 5 years is longer than I ever worked anywhere, I decided to put in some connections to allow the infrastructure to be connected in 5 years time and saved the few million dollars. After I had been fired, I went back in 5 years just to ask the stakeholder about the proposed infrastructure. He stated that the advances in electronic equipment had been unforeseen and if we had spent the millions, it would have been obsolete for what they wanted.

Of course, there will always be exceptions to a rule of thumb. But in general, this one has served me well.

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a regular contributor to the ASEM Practice Periodical. He has celebrated a lengthy career in heavy industrial operations and construction.

Could Data Hoarding be a reality show?

Ali Kucukozyigit — Tue, 03 Oct 2023 16:55:08 GMT

by Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

I was reminded of Dr. Wyrick's comment recently when talking to ASEM Fellow, John Whittaker. He said that when he retired from his job as engineering management professor after a 30 year tenure, he began the process of cleaning out his office. Near the end of the task, he discovered a box of paper. It was all the data he had collected as part of his Ph.D. dissertation. It was all really good data that he had every intention of someday gleaning the useful tidbits from and producing information of benefit to all. Since it had sat in his office for 30 years without being touched, he surmised that the odds of ever doing anything with it were approximately nil. He ceremonially picked up the box and dumped it into the recycle bin.

At my very first job at a fabrication plant, we took extra effort to gather data on how long tasks really took. With such data, the idea was to improve our ability to fine tune our bidding and be able to assure profits while keeping margins razor thin. The methods of collecting the data was an ongoing source of conflict with the trades performing the work and some of these conflicts resulted in the departure of workers I felt were top performers in terms of productivity. I felt sad to see them leave and felt it was not for the betterment of the organization. The data continued to be collected until the firm went bankrupt and it also ended up in the recycle bin, unanalyzed.

In the year 2000, I was responsible for maintaining a detailed report on organizational performance including many key performance ratios. It was a sizable document that was originally produced in hard copy but was converted to an online version during my time at the company. When it was a hard copy “book,” I would hand distribute the “book” to the various stakeholders who expressed interest in receiving a copy. Once it was online, I produced a virtual version and deposited it in the assigned folder. As is common practice, I would use the previous month’s version as the template and then modify with the recent data. After a year, my supervisor asked me how much time I was spending on producing the report. I told him zero hours. He was shocked. I then showed him that the report I posted simply had the words “If anyone reads this please phone this number: [with whatever the number was].” I told him that since no one phoned, I did not feel it is worth my while producing a report no one looks at. I had realized this was happening when I went to update the previous month’s report and saw that the one I had completed the previous month had not saved and was a corrupt file. No one had mentioned it and even I had not looked at
it for a month.

A lesson from the ENRON fiasco, however, does demonstrate Tom Peters’ view that the value of reports is in their creation and not in the actual product produced. Forcing people to create reports also forces them to look at the underlying data. With ENRON, if anyone had been producing daily cash requirements reports, they would have noticed the company was headed to default in their payments on liabilities in a matter of weeks. As in all things management, the optimum is a balance between extremes.

Optimal performance comes from understanding what is required and what adds value. There is a lot of anticipation of what will be of benefit once the current panic is over and people have time to stop and look at things in more detail. After 40 years, I sort of think the panic is not going to end.

A decade or so ago, former ASEM president David Wyrick mused during a conference if there could be a paper written on the subject of all the data we collect with the good intentions of someday using it for optimizing some process or learning key details of a subject.

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a regular contributor to the ASEM Practice Periodical. He has celebrated more than 1 year in the manufacturing business following a lengthy, but turbulent, career in heavy industrial operations and construction.

I Shiver When I Hear “Skin in the Game”

Ali Kucukozyigit — Wed, 30 Aug 2023 18:42:02 GMT

by Donald Kennedy

The realized outcome is not always in line with the intent

I forget how many decades ago it became popular to talk about motivating people or organizations by letting them have ‘skin in the game.’ As with many high level principles, it is easy to present the idea in a way that appears to make a lot of sense. The basic concept is that a person will try harder to achieve a goal if they get to share the benefits of success and, likewise, suffer personally when the result fails to meet expectations. Because it sounds good, the policy is often adopted in negotiations with individuals as well as in contractual negotiations. But as with all things dealing with human behaviors, the realized outcomes are not always in line with the intent.
What if you own a hockey team

If you own a professional hockey team, you want to win games. Games are won by scoring more goals than the opposing team. One policy that would give players skin in the game would be to pay them $50,000 for every goal. A 50 goal scorer could make $2.5 million dollars. The unintended consequence of such a move might motivate a player to become what is sometimes called a “garbage man,” a player that parks themselves in front of the net waiting for a puck to come along to shoot into the net. This also means the player is not ready to go on defense if the opponents get possession. When all the players want to score as many goals as possible, as motivated by the financial benefit of doing so, no one is left to play defense. Since the overarching goal is to win games, the lack of a strong defense will result in a lot of goals scored against your team, and probably a failure to achieve the real desired outcome of wins.

The average CEO spends around 3 years in that job. I recall a few decades ago, a CEO in a tower near my home mentioned how his salary was $500k a year, whereas his friends at similar companies were making double his pay. During this time, the investment community looked at their professional management teams and decided (to use a term that simplifies the complex process) that by basing CEO pay on share performance, the CEOs would have skin in the game and therefore be better motivated to assure solid financial performance for the firm. Awarding stock options became a very common practice in CEO remuneration. The CEO is thus rewarded when the share price rises higher than some specified value. This is seen as giving them the desired skin in the game. The current successor of the CEO I mentioned above currently makes a bit more in salary than the predecessor, but the profits from personal stock options exceed $10 million a year. Shareholders sometimes say that this benefits them more than $10 million so the CEO pay is worth it, but yet again there are complications with outcomes.

With the increase in incentives for CEOs came a shift in what corporations do with their profits. Fifty years ago, the profits were normally distributed as dividends. Since 1997 however, more profits have been spent on share buybacks than dividends. Buying stocks creates a short term boost to share prices allowing anyone with stock options to preferentially benefit over the common shareholder. CEOs are also incentivized to look at the short-term performance (a 3 year tenure) and may forgo long term benefits (maintenance budget cuts, for example) in favor of short term gain.

My Personal Experience with Construction Companies

Not too long ago, I worked for a construction company that engaged in a $100 million project. The organization that hired us insisted on payment terms that gave us skin in the game. This owner established high and low financial targets on a cost reimbursable contract - giving us, the contractor, the opportunity to benefit significantly from saving money and penalized us for exceeding the targets. Given the information provided, it appeared we had the potential to make more than we could have under a typical lump sum tendering process. The dangling of the incentives and the threat of awarding to another contractor, plus the need for us to have any work to keep the lights on motivated us to sign the deal. As the project progressed, many new situations developed that greatly hindered our ability to stay on budget. One example is the discovery of underground infrastructure, known to the owner at the time of signing, including some municipal sewer lines and utility corridors. The owner’s argument against allowing us some slack on the targets was that these were in the public record and therefore should have been considered in our base price. As the project progressed, it was clear that the owner had seen an opportunity to pass the risk on budget to the contractor by urging them (us) to have skin in the game.

The management world is full of examples of systems set up with good intentions that ultimately lead to the rewarding of behaviors that actually work against the intent. Many of my ASEM conference papers include examples of this. Management is complex and takes work to develop winning strategies.

About the Author

The Enigmatic Absence: Unveiling Group think

Ali Kucukozyigit — Wed, 23 Aug 2023 17:59:34 GMT

by Joshua J. Plenert, PE, MS, MBA

In the annals of history, certain tales stand out as powerful symbols of insight into human cognition and decision-making processes. One such enigmatic story is that of Abraham Wald's Missing Bullet Holes. This captivating account serves as a testament to the prevalence of groupthink—a phenomenon that has been widely studied and often wreaks havoc on rational decision-making within various organizational contexts. From an organizational psychology perspective, exploring the intricacies of this story and its relationship with groupthink provides a unique opportunity to delve into the intricacies of human perception and cognitive biases. Furthermore, by understanding the neuroscience behind groupthink, we can uncover strategies to mitigate its detrimental effects and foster more effective and innovative decision-making processes.

The Saga of the Missing Bullet Holes

During World War II, a challenge perplexed statisticians and military analysts: how to minimize aircraft losses due to enemy fire. The solution seemed straightforward at first glance—analyze the bullet holes on returning aircraft and reinforce the areas that were most heavily hit. However, Abraham Wald, a brilliant mathematician, took a different approach that would ultimately unveil a fundamental flaw in human reasoning.

Wald recognized that the data collected only represented the aircraft that survived their missions. The aircraft that were shot down were not included in the analysis, as they were unable to return for inspection. Consequently, Wald proposed an unconventional perspective—rather than reinforcing the areas with the most bullet holes; one should reinforce the areas with the fewest. His rationale was rooted in the principle that the planes returning with holes in certain regions had managed to survive, suggesting that those areas were less critical to the aircraft's functionality.

Groupthink: The Hidden Catalyst

Wald's counterintuitive insight illustrates a critical aspect of groupthink—a psychological phenomenon in which cohesive and like-minded groups prioritize consensus and harmony over critical evaluation and dissent. In the case of the missing bullet holes, the original approach to reinforce areas with the most damage could be likened to groupthink. The analysts had developed a collective assumption that the surviving aircraft represented the entirety of the population, inadvertently overlooking the significance of the absent data.

Groupthink often stems from a desire for social conformity and a fear of disrupting group cohesion. This can hinder diverse perspectives and innovative thinking, leading to flawed decision-making processes. From an organizational psychology perspective, the tale of the missing bullet holes serves as a poignant reminder of the importance of fostering an environment that encourages open dialogue, dissent, and critical evaluation.

Neuroscience Insights: Unraveling the Brain's Role in Groupthink

Neuroscience has provided valuable insights into the mechanisms underlying groupthink. The brain's architecture predisposes individuals to seek social acceptance and affiliation. The anterior cingulate cortex, for instance, is responsible for processing social information and plays a crucial role in monitoring errors and conflicts. In the context of groupthink, this brain region may inadvertently suppress dissenting opinions to maintain social harmony, leading to the uncritical acceptance of flawed ideas.

Moreover, the brain's reward system reinforces conformity and social validation. When individuals conform to the group's opinions, they experience a sense of reward, triggering the release of dopamine. This neurological reward mechanism can deter individuals from expressing opposing viewpoints, further exacerbating groupthink.

Mitigating Groupthink

To combat the pernicious effects of group think and encourage more effective decision-making, organizations can adopt several strategies rooted in organizational psychology and neuroscience:

Promote Psychological Safety: Establish an environment where team members feel safe expressing dissenting opinions without fear of retribution. When individuals perceive that their contributions are valued and respected, they are more likely to voice alternative viewpoints.

Encourage Diversity: Cultivate diverse teams composed of individuals with varying backgrounds, perspectives, and expertise. Diversity enhances cognitive flexibility and reduces the risk of homogenous thinking patterns that contribute to groupthink.

Designated Devil's Advocate: Assign the role of a "devil's advocate" in team discussions to systematically challenge prevailing opinions. This approach can stimulate critical thinking and encourage the exploration of alternative solutions.

Conclusion

The story of Abraham Wald's Missing Bullet Holes is a testament to the enduring power of human cognition and the insidious influence of groupthink. Through an organizational psychology lens, we have dissected the intricate relationship between this historical anecdote and the phenomenon of groupthink, shedding light on the pitfalls of consensus-driven decision-making. By integrating insights from neuroscience, we have unraveled the brain's role in perpetuating groupthink and identified strategies to counteract its detrimental effects.

As we navigate the complex landscape of organizational decision-making, we must remain vigilant against the allure of groupthink. By fostering an environment that embraces diverse perspectives, encourages dissent, and leverages the neuroscientific underpinnings of cognitive biases, we can pave the way for more innovative, informed, and effective choices, ensuring that the missing bullet holes of the past do not become the blind spots of our future.

About the Author

Joshua Plenert is highly passionate about the continuous improvement of organizations in the AEC industry. He has held multiple technical, leadership, and consulting roles for over two decades in the AEC industry. He holds a master’s degree in Structural Engineering and an MBA. He has taught engineering, business management, and construction management courses at multiple universities, and he is the author of the groundbreaking new book, How We Go: Culture-Centric Leadership, High-Functioning Enterprise.

Decoding Value: It’s All in Perspective

Ali Kucukozyigit — Tue, 25 Jul 2023 15:55:48 GMT

by Donald Kennedy

Value, Like Good Wine, is Subjective

*Today’s piece is inspired by a sentence I read in Fakes, Frauds, and Flimflammery by Andreas Schroeder (1999).

First some background

Throughout history, economies revolved around establishing the economic value of goods and services. Money was invented to establish a proxy for value, to eliminate the need for bartering in terms of exchanging products between parties. Without money, there would be no buyer or seller, as each person would be exchanging something for something else, being both a buyer and a seller simultaneously. Money solved the problem of how to buy a loaf of bread when all you have to exchange is a cow. In a totally rational, transparent and free market system using currency to represent value, one could conclude that it would be impossible to engage in a profitable endeavor considering everything should be worth the same to everyone.

Value is in the eye

But thankfully, value truly is in the eye of the beholder. A person in a small house with three sofas will put a lower value in the third sofa than a person with a large house with zero sofas. I have an interesting example of value being very difficult to predict in many situations. During an ASEM conference, I stopped in at the St. Louis Art Museum. I was surprised to see so many paintings by Modigliani and how the museum seemed to be making a big deal of it. I knew Modigliani from Art History class, but he was not one of my favorites. Therefore I was shocked to see that 3 of the top 30 highest prices ever paid for a painting by this artist. Someone valued one of his works at $170 million.

The Story of "Emyr de Hory"

Elmyr de Hory lived from 1906 to 1976. He spent much of World War II in prisoner of war camps. Upon his release, he attempted to make a career as an expressionist artist who had studied with some of the more popular artists in Paris. The shaky economic conditions of a war torn Europe proved to offer few customers willing to see value in his creations. De Hory slowly turned to reproducing works and passing them as originals. De Hory did not make very much money forging masterpieces, but unsuspecting art dealers got rich trading in his work. De Hory was good enough that one expert specializing in Raoul Dufy paintings became so familiar with De Hory’s hand that he began rejecting the authentic paintings as fakes.

De Hory was eventually exposed for producing forged works. One dealer, Joseph Faulkner traded many of the forgeries and tracked down a victim who paid a considerable sum for a Modigliani that proved to be a fake. Faulkner offered a full refund to the customer. Some people would value a forgery as worthless and feel cheated. However, this customer did not see it that way. Their rationale was that they had ten years of enjoyment proudly displaying this painting to guests. Some words did not make the painting look any different. The value he placed on the painting somewhat increased by learning the true story behind his possession. The customer simply requested Faulkner certify on the back of the painting that it was an authentic de Hory forgery, which Faulkner readily agreed to do so.

Quick Conclusion

The value of something can be difficult to predict. Finding the difference in value between parties drives the economy.

About the Author

After spending decades in heavy industrial construction, long time contributor Dr. Donald Kennedy, CPEM FASEM continues to work in manufacturing for the foreseeable future.

The Sunk Cost Fallacy Works Both Ways

Ali Kucukozyigit — Tue, 27 Jun 2023 16:40:28 GMT

by Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

We have probably all heard about the sunk cost fallacy. To recap and refresh memories, the common understanding is that proper economic evaluations look at the return of money to be spent and to not get hung up on the past.

My Professional Experience with Sunk Cost

Some companies I have worked for will look at a few billion dollars they invested in something and use that to justify spending a few more hundred million to keep that business line going. They view the hundred million dollars as the investment to make the billion not be a failure. Of course, the proper way to analyze the situation is to look at what return you will get for investing that hundred million. If you cannot get $20 million a year in return, it might not be worth doing. The billion is spent and gone and should not be worked into the decision making of future cash flows.

My Personal Experience with Sunk Cost

Searching for the term “sunk cost” I did not find the flip side, however. I encounter that fallacy enough times as well. Around 2000, I bought a dishwasher for around $400. It repeatedly gave problems after the warranty ran out and I even rigged a bent nail into the door latch to make it work at all. After a few seals, vents and springs broke and motors seized,meaning the cost to repair was more than the cost of a new one. I bought a different brand for $800 that had a door latch that looked more robust.

It worked well for a number of years and I was happy with my purchase. Then it stopped working with an error message on the panel. Searching the internet, I discovered a fix that involved taking out of its cubby, tipping it 45 degrees, and putting it back. There would be a puddle on the floor to clean up, but it worked for a while. After a few years, the rate of having to tip it became frequent and then it would not work at all. I spent $250 on a repair call and it worked for a short while. Then I spent $350 on another repair and it worked for a while. At this point the repair person definitely narrowed down the root issue and it would cost $250 to do that repair and the machine should work fine for years.

Now if I followed the sunk cost fallacy, I could say that if I spend another $250 that will bring the total spent on repairs to $850 which is more than a new machine. However, I reasoned that I will spend $250 and save having to buy a new machine. I went with the final repair and it has worked well for 2 years with no signs of problems.

So What?

Software expenditures at companies often fall to the sunk cost fallacy. The implementation of a system may run into the tens of millions. To get additional functionality once it is up and running may cost another $300,000. I saw managers say that $30 million is enough and cancel all further modifications. Or a company builds a $1 Billion facility that does not perform as planned. The fixes run into tens of millions to tweak, similar to my dishwasher. Instead of looking at the investment to fix, in the case of the employer I worked at, the management said $1 Billion was enough and they did not want to be continually tied to that investment and be budgeting for solutions to performance issues. They decided to liquidate the facility and take a one time hit.

It is counterintuitive to think that large investment decisions can be tied to the emotions and egos of the people making the calls. But management would be easy if there were no people involved, wouldn’t it?

PS: At the time of writing, his dishwasher is functioning within spec.!

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a long time contributor to the Practice Periodical. After spending a few decades in the world of heavy industrial construction and operations, Dr. Kennedy finds himself celebrating a one year work anniversary in the world of ERP driven operations and assembly line style manufacturing.

The Art of the Risk Assessment

Ali Kucukozyigit — Mon, 15 May 2023 16:10:09 GMT

By Phillip Power

Risk assessments are a common requirement in many industries today. But what’s not common is an understanding of who owns risk assessments, when they are needed, and how to perform them. In this brief article, I hope to help answer some of these questions and provide useful insights along the way.

So, You Need a Risk Assessment?

Risk assessments are rarely done proactively; even proactive risk assessments are usually being done to satisfy a regulatory requirement, such as ISO 9001 or 21CFR. They can spring from just about anywhere: process failures, customer complaints, audit findings- you name it. Companies oftentimes underestimate how frequently risk assessments need to be completed and, because of that, struggle when they start rolling in. I propose a few useful recommendations to roles and responsibilities to help with this adjustment later on.

Who Owns the Risk Assessment?

All too often, a risk assessment begins with an argument on who should own it. If you ask Quality, it should be Operations, because they are familiar with the processes. If you ask Operations, it should be Quality because they are the group reminding everyone it’s a regulatory requirement. Who usually ends up winning out is the party that writes the procedure on risk management; since it’s a rare day someone from Operations volunteers to write a Quality procedure, to the victor go the spoils. But is this effective management? In my opinion, just as it is true that everyone owns quality, with Quality a bit more than everyone else, so too with risk assessments. Quality is responsible for ensuring they are completed (it is a requirement after all) but that does not absolve them from taking part in them. Risk assessments must be a multi-disciplinary approach where people from various departments include their perspective and expertise. By design, not everyone within a company shares the same vested interests. A risk to one person may seem insignificant to another, but it is only by combining a spectrum of knowledge and experience that you begin to assess the full risk.

Does a Risk Assessment Need a Leader?

While risk assessments can belong to any department, I don’t necessarily think anyone should lead one. It takes a strong leader to manage a risk assessment team, preferably one with a solid understanding of risk analysis and decision making. Not every member of the team will understand how the assessment comes together. For example, the difference between a severity rating of 3 and 5 can be the difference between wearing gloves or a hazmat suit. Developing people from within each department to lead risk assessments should be a priority of every company that is required to have a risk management system. Companies can create their own training materials, but I think the most economical solution is to provide the resources for select employees to study the Engineering Management Handbook and take the CPEM exam. This will give the employees an industry-recognized credential in return for their willingness to take on the additional responsibility, as well as giving them the tools they need to professionals in risk management.

Who to Pick for The Team?

Most people don’t associate risk assessments with teamwork but it’s a critical factor in determining how well and how quickly a risk assessment can be completed. Risk assessment teams are often groups of people who are not in the same team to begin with and haven’t had time to develop the same kind of relationship as they would with people whom they regularly work with. People may be unfamiliar with each other’s personalities and management styles. On top of all of that, everyone is being asked to provide their input and come to a consensus on somewhat subjective tasks. This is one of the reasons a strong leader is imperative. The leader’s role is not to determine the risk so much as to steer discussion and be a moderator when things get heated. If you haven’t been on a risk assessment team, you might be surprised at how passionately some people defend their opinions. There is not enough time in a risk assessment to go through the five stages of team development so the leader is often left with a poorly formed team stuck in the storming phase. Input should be weighed in proportion to the expertise of the team member providing it; oftentimes, the leader is not the subject matter expert.

What Risk Assessment Tool Should I Use?

There are several tools available for risk assessments; the key is selecting the right one. A mistake I have observed is to prescribe a single risk assessment form that everyone must follow. This inevitably makes the form an improper tool for most jobs, thereby discouraging its use and, consequently, the use of risk assessments altogether. If the people performing the risk assessment are nott trained well enough to select an appropriate risk assessment tool, don’t expect the risk assessments they complete to be of much help. The tool can be as simple as a gap analysis or as complex as a failure mode effects analysis (FMEA), depending on the nature of what is being assessed. Once the appropriate risk assessment tool is selected, walk everyone on the team through how it works and what input is expected of them. This is often the most frustrating part of risk assessments: getting consensus. At the end of the day, you can only put in a single number or category for a risk. How probable is it that a failure will occur again on a scale of 1-5? Should the failure occur, how severe are the consequences on a scale of 1-5? These are highly subjective questions, even when the scale is well defined, and everyone’s perspective will be different. Healthy debate is encouraged but it’s important that no one person dominates the discussion. Everyone must feel comfortable sharing their opinion and disagreeing with the consensus. One suggestion to help with this is to have everyone write down their assessments at the beginning of the exercise without anyone discussing them openly. Then each person shares their risk numbers or categories with the team one at a time. This helps prevent a strong personality from biasing input.

Am I Done Yet?

Once the team has come to a consensus on the ratings and categories, a process that can take several meetings, it’s the job of the leader to polish up the assessment and submit it to the appropriate location, typically controlled and attached to an investigation. It’s important that, wherever the risk assessment ends up being stored, it is linked and accessible. It is not uncommon for multiple risk assessments to be completed for the same risk because no one could find the previous assessment- sometimes there is no one left who even knows it exists. As the risk assessment leader for your department, you will be grateful if this was done for you by others and others will thank you when you do it for them!

About the Author

Phillip Power, CPEM is a Pharmaceutical Technical Specialist for Zoetis, the world’s leading animal health company. In this role, Phillip manages investigations and CAPAs, operational improvement projects, and risk assessments to ensure the market has access to the highest quality medicines for companion animals and livestock. He earned his B.Sc. in Chemical Engineering and his M.E. in Engineering Management from the University of Nebraska- Lincoln. Phillip lives in Lincoln, Nebraska, with his wife and two sons.

Engineering (Management) While Black: Informing a more inclusive, equitable, and just technological future

Mon, 27 Feb 2023 17:48:48 GMT

[This post by: Woodrow W. Winchester, III, PhD, CPEM, ASEM’s Diversity, Equity, and Inclusion (DE/I) Director]

February is National Black History Month. Orchestrated by historian Carter G. Woodson, National Black History Month (Black History Month) is an annual celebration of achievements by Black Americans and an opportunity to recognize the central role of Blacks in U.S. history. Not only is it a time to celebrate and commemorate the past; but, for me, Black History Month represents a call to action to imagine and build, though a Black-centric lens, a more inclusive, equitable, and just society for all. From righting infrastructural wrongs such as Baltimore’s Highway to Nowhere to addressing facial recognition bias to tackling racism and biases embedded in medical technologies, the urgency of this call for us, as engineering leaders, is growing. It is critical that engineers think and act inclusively and equitably. And, as I detail in the newly launched ASEM Engineering Handbook, 3^rd Edition, “this way of being for the engineer is core to advancing a technological future that is considerate to the full diversity of humanity.”

The theme for Black History Month this year is “Black Resistance”; elucidating how “African Americans have resisted historic and ongoing oppression—in many forms—from America’s earliest days into the 21st century.” And, as illustrated in the beforementioned examples, these many forms include oppression enabled by and through engineered systems (see Algorithms of Oppression by Safiya Noble). Thankfully, the works and efforts of a new generation of Black changemaking engineers such as Drs. Tahira Reid Smith, K. Renee Horton, Yvette E. Pearson, Logan D. A. Williams, Jessica Rush Leeker, and James Holly, Jr. exemplify how Black Americans are not only confronting and dismantling “engineered oppression” but blazing new pathways in catalyzing and conceiving more inclusive, equitable and just approaches to technological design, deployment, and management. The future is truly bright and ASEM is stepping up.

From (1) our flagship webinar series that explored DE/I in technical management and technological development contexts (of particular relevance to Black History Month, be sure to check out both the Black in Robotics and the Race Matters in Engineering and Technology webinars) to (2) the inclusion of a chapter in the Engineering Management Handbook, 3^rd Edition on DE/I in Technological Development and Technical Management, to (3) the creation of a new Directorship to lead DE/I efforts and initiatives, ASEM is bolstering its commitment to advocating and amplifying anti-oppressive voices and perspectives in engineering. While work is happening, more is needed. Please join us. A roundtable is being proposed for IAC 2023 to define a DE/I roadmap for ASEM. To participate or for additional information and/or questions about ASEM’s DE/I efforts, please contact me, Woodrow W. Winchester, III, at woodrow.winchesteriii@utexas.edu.

As James Baldwin states in his New York Times essay, As Much Truth As One Can Bear, “not everything that is faced can be changed, but nothing can be changed until it is faced.”

Woodrow W. Winchester, III, PhD, CPEM

Some additional DE/I resources related to Black History Month

From the President's Desk - February 2023

Annmarie Uliano — Tue, 07 Feb 2023 23:16:29 GMT

Dear ASEM Community,

Hard to believe, but it is time to make plans for the 2023 International Annual Conference already! The conference will take place between October 25th and 28th in the Mile High City, Denver, Colorado where we will be “Climbing Higher with Engineering Management!” The deadline for an abstract is March 6th!

One new addition to the conference this year is our new Practitioner and Industry Track! Along with the outstanding research-focused work we call for, the new track provides an opportunity for authors to highlight key insights and new application challenges that arise from real world implementations of engineering management practice and theory. Please visit our Call for Papers for more information at https://www.asem.org/IAC-CFP where, beside paper submissions, we also encourage you to propose panels and workshops.

In-person presentation will take place on Thursday (October 26th) and Friday (October 27th), and virtual presentation on Saturday (October 28th). For more information about the conference, please visit https://asem.org/Conference. The dates for submissions can be found at https://www.asem.org/IAC_Dates and the submission instructions at https://www.asem.org/IAC-Author-Instructions.

An online Member Town Hall is coming up on February 24th to answer any questions about the conference, moderated by our Executive Director, Dr. Gene Dixon: https://www.asem.org/event-5129153. Many thanks to our hosts at the University of Colorado, Boulder, as well as ASEM’s Conference Planning Committee for working hard to organize an exciting event for all participants, in-person and virtual.

Speaking of events, as you may recall, we have been organizing online open forums to provide updates on new ASEM services and at the same time, to hear from our community to serve them better. These services include a new mentorship program, upcoming workshops, webinars, networking opportunities and many others. Registration to these forums is free and forum participants who are not members will receive an offer of 10% off on membership fees.

Two new forums are coming up in February, one for industry professionals / leaders on Friday, February 10th, 12 – 1:30 pm ET (to receive the Zoom link, pre-register at https://asem.org/event-5150263), followed by the one for academic professionals on Friday, February 17th, 12 – 1:30 pm ET (to receive the Zoom link, pre-register at https://asem.org/event-5150275).

I will be moderating these forums where the participants will have an opportunity to learn about the very latest developments in ASEM, and then have an interactive discussion around five key questions to move this organization forward as it provides the greatest benefit to its members. The forums will also be attended by one of our workshop instructors and Regional Directors, Dr. Larry Mallak, as well as ASEM Communications Director, Patrick Sweet, and Professional Membership Director, LTC Jim Schreiner, Ph.D. They will provide first-hand insight about the contents of our upcoming workshops, new online networking tools, and the ASEM mentorship program. During these sessions, I will make an announcement to establish a team of volunteers as well, so please do not miss these events if you would like to get more closely involved in ASEM.

In summary, we strongly encourage you to consider attending these forums and choose the one that is most appropriate for you (industry or academia). Worldwide participation is most welcome!

Moving on to another important topic, it saddens me to announce that our Executive Director, Dr. Gene Dixon, is stepping down from his position. He has been serving the Society in this role for the last three years, and successfully guided this organization through the unprecedented times of the pandemic. We extend our sincere gratitude to Dr. Dixon for his invaluable leadership.

As a result, ASEM is searching for a new Executive Director (for the ad, please visit https://asem.org/Position-Announcements/. If you are interested in applying for this voluntary leadership position, please submit an application package consisting of a complete resume/CV, a cover letter detailing your interests, including a statement of your objectives and goals if selected, and a recommendation from two members of the society to me at President@asem.org, by March 31st, 2023, with “Executive Director Application” in the message subject line.

Last but not least, let us welcome Thomas J. Day, Ph.D., to ASEM’s Industry Advisory Board (IAB)! Dr. Day is the Program Management Branch Chief at the NOAA’s National Weather Service and Professor of Mathematics and Statistics at the University of Maryland Global Campus. Please note that we are still accepting new industry leaders to the IAB. If you are interested in joining this Board or if you would like to nominate someone, please do not hesitate to contact me at President@asem.org.

I hope to see you online throughout the year and meet you in Denver on October 25th!

Featured in the eNews at https://asem.org/eNews/

Call for Papers ASEM IAC
Position Announcement | ASEM Executive Director
Open Forum for Industry Professionals
Open Forum for Academic Professionals
Member Town Hall
Women in Engineering Management Spotlight
2022 hIAC Proceedings is Now Available
Engineering Management Handbook, 3rd Edition

The Complex Consequences of Following Simple Rules

Mon, 06 Feb 2023 15:17:43 GMT

[This post is by Don Kennedy]

There is a retail spot near my house where I watched many businesses come and go over the years. One business was, yet another, specialty burger place struggling to stay afloat. The owner had a fairly well-paying job on the side that was helping meet the expenses of this restaurant. Near the end, the owner told me that he was struggling to find more ways to cut costs. His vision was to squeeze a few extra dollars profit out of a small revenue number. Most everyone knows that increasing profit is the end goal but there is no clear formula to achieve that.

Cutting costs seems like a sure thing, but how? Does lowering hourly salary for workers achieve better results, or aggravate turnover and the quality of the worker? Maybe increasing wages entices more productive workers and saves in recruitment or training costs. In the burger joint case, it seemed that the only way to get more income was to increase revenue. Raising prices might work or might reduce the number of customers. Lowering prices should increase numbers of units sold, but will it be enough to make up for the lower revenue per unit? Advertising should increase revenue, but again, will profits be enough to cover the ads? This owner did not have sufficiently deep pockets to find out.

The most recent tenant was a person who started out selling refinished furniture out of her garage. She was almost making enough profit to pay herself a minimum wage, $1600 per month. There is a common adage that one should go big or go home. The concept of economies of scale implies that boosting sales will result in savings in raw material bulk costs, reduce the impact of overhead costs per unit, and create organic growth through word of mouth. The artist realized that selling from one’s garage makes customer awareness very difficult. She correctly surmised that a storefront would attract customers simply from foot traffic. Setting up shop in this retail spot was effective at increasing sales. Two months into operations at the new location, sales and gross profits both doubled. Now that she was making $3200 per month, but then there was the new cost of $3000 rent and only $200 left to pay herself. I see a For Lease sign in the window of the spot once again.

Success in business is complex without any simple formulas to follow. Good concepts often fail due to a lack of understanding of the basic principles.

About Don Kennedy

Dr. Donald Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM is a long time contributor to the Practice Periodical. After spending a few decades in the world of heavy industrial construction and operations, Dr. Kennedy finds himself approaching a one year work anniversary in the world of ERP driven operations and assembly line style manufacturing.

Establishing an Engineering Goal Setting Program

Mon, 06 Feb 2023 15:09:11 GMT

[This post is by James Brino, EIT, CAEM]

When I joined my current organization in August of 2021, and before I took over daily management of the engineering department, we did not have a goal setting program. There were informal goals discussed in yearly performance reviews, but there was not a formal process for our Engineers to develop, document, track, and report on their yearly goals (if they had set any at all). In December 2021, I rolled out an Engineering Goal Setting program at PIC Design for the 2022 calendar year, and at the conclusion of the 2022 program, we had a 90% goal start or partially completed rate, and a 78% full goal completion rate.

The following article describes the method I took to develop, implement, and track the program, and helpful tips when developing a program for your organization.

Start with your manager!

The first place to begin is with your manager, or the engineering department’s direct supervisor. Pitch the idea of implementing an engineering goal setting program with the goal of keeping your engineers accountable to the “big picture” goals or initiatives the company is looking forward to in the coming year.

Schedule a Kick-Off Meeting and Develop Materials

The second step is to set a time and place where you can kick off the new program. I started with a 1-hour meeting where I introduced the program, but this upcoming year I have scheduled a 2-hour lunch-and-learn workshop, where we will review the goal program, workshop goals together for the 2023 year, and enjoy lunch. I know my team, and know food motivates, but do what you think is best for your audience. Giving away company swag is always a plus!

Additionally, be prepared with materials to successfully launch your program. I developed a PowerPoint presentation (screenshot of the agenda below) that accomplished a few items; Defined what a goal is, the significance of goal setting, framework to developing goals (SMART method), how to track progress, and how to stay accountable.

I also developed a handout that was instrumental in my team’s goal formation (screenshot of handout below). It was a fillable document that helps develop a SMART goal. This is also an effective way for the goal program administrator to collect the finished goals to start tracking progress towards completion.

Develop goals

Once you have kicked off the program, it’s now time for you and your team to draft, workshop and refine the goals. Whatever way you choose to aid your team in the development of the goals, it is important to focus their energy on attainable goals. Overly ambitious or unrealistic goals stifle progress and derail an engineer’s “kinetic energy”, not to say a stretch goal should be thrown out altogether though. A stretch goal is one where you would consider its completion a personal “stretch”, based on interests, resources, time constraints, etc. Finally, remember your own skillsets and available organization resources, and to stay consistent with your role.

It also may be helpful to break goals into “targets”, which are individual tasks or milestones to accomplish your overall goal. Use targets to break-up your goals into smaller “bite-sized” pieces.

Set Tracking/Check-In Meetings

The worst thing that can happen is you and your team spend all this time developing goals and then they are forgotten about until the next yearly goal setting meeting! That is why it is important to have check-in/goal tracking meetings throughout the year. This also helps with keeping people accountable for the actions they said they would take.

The frequency of these meetings all depends on your type of team and business. I would host these at the end of every quarter and seemed to be well received (First week in April, July, September, last week in December before the holidays). Having each member of the team share the progress they have made towards their goals aloud is important, so the team can keep each other accountable.

Stay Accountable

Keep yourself and your team accountable, including timelines and deadlines! I have a calendar reminder set for the end of every month as a “personal self-review”, along with the quarterly check in with the full team, as described above.

Keeping detailed notes on the status of the goals and making a game plan on what should be achieved between check-in’s is important. There are a few tools that can be used for tracking, including but not limited to written documents/notes, Excel templates, and productivity software such as ClickUp and OfficeVibe.

I also encourage my team to print out their goals list and tape it on a wall near their desk, so they are reminded of their goals every day, not just on check-in days.

Build a Network of Support and Reflect

Goals should guide you, not be an end-all-be-all. Goals should also be fluid; just because you set a goal in January does not mean it should be the same in December. They should evolve, change, or be abandoned as business needs change or as other strategic items arise throughout the year.

Do not be afraid of failing, asking for help, or for resources. If you do fail; laugh, look internally, diagnose the problem(s) and try again. Finally, build a network that will help and support your goals! Share accomplishments with your co-workers and engage management.

As I always tell my team every morning, “It’s a great day to have a great day, let’s crush it!” Every day as an Engineering Manager, strive to bring new and exciting methods and principles to your team. I would love to hear your stories on how you have developed your engineering goal setting program, or the methods you currently implore. Email me at jbrino@rbcbearings.com.

About James Brino

James Brino is currently the Engineering Supervisor – Applications, Product & Process Development at PIC Design, a division of RBC Bearings, located in Middlebury, CT. Before assuming responsibility of new product and process development, James was a Senior Applications Engineer at PIC Design/RBC Bearings. Additionally, James is an Adjunct Professor at the University of Hartford Barney School of Business, teaching in the Management, Marketing and Entrepreneurial department. He graduated from the University of Hartford (West Hartford, Connecticut USA) with his MBA in May 2022. James has a Bachelor of Science in Mechanical Engineering from the University of Hartford.

www.pic-design.com/
www.linkedin.com/in/jamesbrino/

Better Engineering Organizations from the Bottom Up

Mon, 06 Feb 2023 14:13:03 GMT

[This post is by Mohamed Sedky, ASEM Professional Member]

When it comes to engineering management there are many practices and strategies that have been developed through the years and it all starts with an organization’s strategy, mission, vision, procedures, systems and more. In other words, the focus tends to come from the top down. In this article I will focus on another perspective which is the lower block in the organization, specifically how engineering managers can change a company’s behavior and achieve operational excellence from the ground up.

While you cannot instantly change a system that is already established within your company, you can focus on particular areas that are related to you, your own department for example, and drive positive change.

Here are five steps I follow to achieve smaller scale, but impactful optimization:

Define Clear Objectives

Following your company’s mission and vision, you should define clearly what the objective of the project is. Is it to increase profit, save cost, enhance safety, or optimize operations? There are a lot of objectives that are somehow related to each other, but you need to understand what language your company speaks. Most companies are concerned about safety, reliability, and cost. You need to figure out which strategy you will follow depending on your company’s situation. Will you be focused on enhancing reliability at whatever it costs, or will you be more oriented towards cost optimization? Maybe your company suffers from a lot of safety incidents, driving the need to focus on operating more safely. Determine what your management is talking about and it will make it easier for you later.

System Thinking

Start writing down all the processes and operations you do on a daily basis, reports you prepare, and actions you take. Ask yourself this: How does this department operate? How does it think? Start building small blocks of things you do and listing the stakeholders, suppliers, or other departments you deal with. Write it all down and then try to record how much time each process takes. You should be careful about all the steps you do in order to have an integrated map of all processes.

Work Breakdown Structure

Start dividing your operations into categories. For example, put all the procurement operations together, collect all reports in one section, and after that you can work individually to break things down to see all related processes then analyze each work group who are involved. How long does it take? What are the obstacles we face? How can we improve this process?

Optimization

After you are done building your map including all the processes of your department, now you should figure out the gaps you have. This could be done by asking the following questions:

What problem (outcome) are we trying to solve (improve)?
Why is that what we want? Is it specific?
Where and what are the process(es)?
Where does the process happen?
What are the steps, inputs, and outputs at each step? Where do they come from and where do they go?
How good is the process?
What work are people doing? What does it cost to run? How efficient and effective is it?
What’s most important now? How are we doing it today? Who’s doing it? What is measured? What does and doesn’t work? How is it managed?

Action plan

Take only one work group to start with. For example: the procurement cycle. Don’t go too far with gaps that need a management decision or investment, just start with the gaps you can manage following these steps:

Make the process visible
Break it down into steps
Create work standards where it matters
Ensure the layout & flow can be seen to all involved in the process
Use visual management
Make targets clear at each step
Define what supervisors do
Enable the right behaviors
Make it happen

Following the above-mentioned steps is very simple compared to how it may look in reality. Great success will come when you only start with one gap to solve. Remember the cycle of strategic management to follow. Situational analysis is very important to measure your current situation and assess the gaps before you can build your strategy, apply it, then measure how it is working. Never forget continuous improvement!

About Mohamed Sedky

Mohamed Sedky is a young Professional Engineer with more than 5 years’ experience in Oil and Gas. Mohamed’s passion for engineering management lead him to joining ASEM as a Professional Member, earning his Certified Professional in Engineering Management (CPEM) and a master’s in engineering management. Mohamed’s current work focuses on digitalization and optimization in maintenance engineering projects.

How to lead? The way the people want.

Wed, 28 Sep 2022 13:22:18 GMT

By Neil Thompson

There’s a lot of talk about quiet quitting these days. People who aren’t going above and beyond – quiet quitters. If you as an engineering manager find out that the reason the quiet quitters who report to you are quiet quitting is because they’re unmotivated, they don’t feel like their contributions are valued, or they dislike your leadership style, perhaps a different approach is in order.

I’m a firm believer in leading the way people want to be led. If you’re so hell bent on leading your way, and the people don’t like that style of leadership and are just following you because you’re the leader, you may find yourself leading a bunch of quiet quitters.

While there are different approaches to leadership, since people prefer to be led in different ways, there are certain traits that everyone can appreciate.

The Importance of Clarity

I worked as a research associate at a startup company. A lot of lab work. Do experiment. Write down what happened. Repeat. My first boss was a new leader. He had never had a direct report. For a year, I thought I was doing well… until my performance review. It was then when I learned that he was deeply disappointed in my performance. I didn’t show initiative, he said. I didn’t know that he wanted me to show initiative, though. He never even mentioned it until that performance review. He wasn’t clear in what he wanted. Needless to say, I wasn’t all that inclined to follow him after that. To be clear is to be easy to perceive, understand, or interpret. A performance review is not the place to be caught off guard. If my boss was clear from the start, I would have known that showing initiative by suggesting experiments to run was something he wanted. Being clear with others makes it more likely that they’ll follow you.

The Importance of Listening

I had a boss at another company. Similar work. Do experiment. Write down what happened. Repeat. This boss would often ask for my thoughts on how to do something. I’d offer my thoughts. Then we’d do everything the way he wanted to do them all along. This was a regular occurrence. Eventually, I was not motivated to offer ideas, and I certainly wasn’t interested in following him. My boss didn’t listen. To listen means to take notice of and act on what someone says. This boss rarely acted on anything I said. To be an effective leader, you have to be a listener. No one knows everything. No one always has the best idea. Listening means that you are open to the thoughts of others. Listening to others also makes it more likely that they’ll follow you.

The Importance of Thoughtfulness

The CEO of a company I worked for was a cantankerous brute. I have no idea how he became CEO. No personality whatsoever. I had to do project status updates in front of him and the rest of the executives. Snapping at other executives was a frequent occurrence for him. “Well, that was dumb” was something he’d often say to them in regards to a decision they had made. For those other executives, I figured they must have been making a lot of money to accept being spoken to like children. The CEO was not thoughtful. To be thoughtful is to think of others and modify one’s conduct as to avoid hurt to others. It certainly wouldn’t surprise me if, at some point, the other executives tuned the CEO out, stopped following him, and simply did enough to keep their jobs. If you’re a leader, be mindful with your words. You don’t want to elicit an unnecessarily negative reaction. Being thoughtful of others makes it more likely that they’ll follow you.

Conclusion

There are many ways to lead. However, there are traits that we all can appreciate in our leaders.

Essentially, as a leader, when you talk, be clear and thoughtful. When others talk, listen.

If you implement these traits into your leadership style, you make it more likely that people will gladly follow you and less likely they become quiet quitters.

About Neil Thompson

Neil Thompson is the founder of Teach the Geek. An engineer, he works with technical professionals so they can present more effectively, especially in front of non-technical audiences. Learn more about Teach the Geek at teachthegeek.com.

New to Engineering Management? Me too!

Sat, 24 Sep 2022 00:54:02 GMT

By: James Brino, EIT

Are you a young professional newly promoted to an engineering management role or recently started a new job, and you are now responsible for a team of engineers? Do you have any idea how to manage a team of young and experienced technical minds? Are you struggling? Is Imposter Syndrome setting in?

I was in this exact situation just a few months ago. I started at a manufacturer of precision gearing and mechanical components as an Applications Engineer in August 2021, with no direct reports, working independently with new customer and applications. I was really enjoying my workload and responsibilities. I was in business school at the time, with about a year left in my MBA studies, knowing I wanted to manage a team one day. Fast-forward to May 2022, I was asked to take over applications, new product development and process development for PIC Design, with three engineers reporting directly to me, all three weeks before I graduated with my MBA, and less than eight months with the organization!

You may have found yourself in a similar situation, trying desperately to stay afloat and not drown in the new role. I have spoken to many new engineering managers who have described the exact or similar situation, from all walks of life, industries, with and without an MBA. The three areas of weakness for new engineering managers that have been consistently brought up in conversation after conversation are: 1. People Management, 2. Conflict Resolution, 3. Establishing Credibility.

Challenges for New Managers

Of the three, conflict resolution may be the easiest to learn how to handle as there are many resources available, through ASEM (EMBoK 5th Edition is a great place to start!) as well as other sources, that teach techniques, tips and tools to manage conflicts, and how to mediate conflicts to a positive resolution.

Establishing credibility with your team is not as easily achieved, especially as a young engineering professional with no other management experience, or as a new member of an organization. One trick I have used to establish credibility with my team is to communicate my expectations at the start of every project making sure to present examples of work I have done previously in order to show the quality I expect out of the deliverables.

People management is in a category all on its own. You can speak to seasoned engineering managers who say they still struggle with people management. Every company, department and team will have its own unique set of personalities and interpersonal conflicts. Try using a different leadership style with each member of your team. Unique people require unique approaches to leadership; there is no one size fits all leadership approach, as I learned the hard way!

As I always tell my team every morning, “It’s a great day to have a great day, let’s crush it”. Every day strive to bring a new and exciting possibility into your journey as an engineering manager. Many others are in the situation, so know that you are not alone in your struggles of transitioning into an engineering management role.

I would love to hear your stories on how you handled your transition into engineering management or would like a friendly face who is in the exact same situation you are in, jbrino@rbcbearings.com.

About James Brino

James Brino is currently the Engineering Supervisor – Applications, Product & Process Development at PIC Design, a division of RBC Bearings, located in Middlebury, CT. Before assuming responsibility of new product and process development, James was a Senior Applications Engineer at PIC Design/RBC Bearings. He graduated from the University of Hartford Barney School of Business (West Hartford, Connecticut USA) with his MBA in May 2022. James has a Bachelor of Science in Mechanical Engineering (May 2020) from the University of Hartford.

www.pic-design.com/

www.linkedin.com/in/jamesbrino/

Solving Quiet Quitting with Inclusive Leadership

Annmarie Uliano — Sat, 17 Sep 2022 15:57:37 GMT

by Annmarie Uliano

According to Gallup’s 2022 State of the Global Workplace Report, a mere 21% of employees are engaged at work and 33% of employees are thriving in their overall wellbeing as measured by their hope for the future, feeling about self, and connection to meaningful work. Some coined phrases to describe this are "living for the weekend," "watching the clock tick," and newly "quiet quitting."

What is quiet quitting? @zkchillin on TikTok's viral video captures the idea well: “You’re not outright quitting your job but you’re quitting the idea of going above and beyond. You’re still performing your duties but you’re no longer subscribing to the hustle culture mentality that work has to be your life. The reality is it’s not, and your worth as a person is not defined by your labor or productive output.” The idea of quiet quitting has become widely debated, sparked a great deal of important research, and opened an important public discussion about the nature of work.

My story

I had been exposed to the concept of quiet quitting pretty early on into my career. I joined a department where half the staff had turned over in the 3 months leading up to my joining (no, I didn’t know before I joined). Quiet quitting was pretty obvious with the few that remained. While me and the five others that joined around the same time were passionate, excited and ready to make an impact in the organization, I watched those veterans come late to work and watch Netflix way past their lunch break. Eventually the energized outperformed the “quiet quitters,” which led to a newly defined department with mission, vision, and shared values.

A few years later, the pandemic hit and while all industry was hit with too much work with not enough resources, healthcare got the hardest blow. An already overworked and understaffed workforce was pummelled. There was no money to reward staff for their hard work either. During one of the pandemic years, leadership told us they weren’t sure if we could even get a cost of living adjustment (luckily, we did). After a few months, I started to see “quiet quitting” get picked up by coworkers who once shared my energy to rebuild our department years ago. This time we were working from home, and it could be hidden much more easily.

As my department dwindled due to burnout and new leadership took over, the ones that remained, including myself, were quietly quitting. One coworker got another job to make money, and worked both jobs side by side, mainly due to not getting fairly compensated or acknowledged. Another picked up a health and fitness hobby that seemed to run the schedule of their day. For me, I found my work/life balance became work/couch balance, and I no longer felt I was giving 100% in all of my tasks.

For some of us, the quiet quitting reaction is simply a response to anlack of respect from the organization, i.e. “quiet firing”. According to the Washington Post, employers avoid providing all but the bare legal minimum, possibly with the intention of getting unwanted employees to quit, denying raises for years, failing to supply resources while piling on demands, giving feedback designed to frustrate and confuse, or granting privileges to select workers based on vague, inconsistent performance standards. Those who don’t like it are welcome to leave.

I realized perhaps, for me, a contributing factor to my quiet quitting was being an engineer in an organization where the role was misunderstood, working in a sea of medical professionals - people with a different set of credentials. I always felt I lacked good mentorship in analytics and had to work extra hard to find someone to fill that gap when I needed it.

A Possible Solution: Inclusive Leadership

I recently learned about inclusive leadership and want to propose it as a possible solution to combat the quiet quitting/firing trend. The Harvard Business Review defines inclusive leadership as leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired. Another definition provided by Dr. Meghan Pollock from Engineer Inclusion is a set of leader behaviors that focus on facilitating group members feeling part of the group and retaining their sense of individuality while contributing to group processes and outcomes.

What I come to reflect on here is the effect of the leadership cascade on the members of my department. More inclusive leadership, as was demonstrated by my original boss in the original turnover of my department, is what was needed when things broke down over time. At various points in time, my department had interim leadership in place, and my organization went through a large merger and a pandemic. You can imagine that leadership at all levels could not keep up with steady and inclusive leadership with such a changing organization.

For employees and managers alike, if you are struggling with engagement in your work, try learning more about inclusive leadership. The six key traits for inclusive leaders are depicted in the diagram below.

Feel free to comment and engage on how you think these characteristics may or may not help with the quiet quitting phenomenon.

About the Author

Annmarie Uliano is a Healthcare Systems Engineer in Boston, MA currently pursuing her CPEM certification. She is serving as ASEM Secretary and has loved being involved with ASEM since starting a student chapter during grad school at Northeastern University in 2016. Follow her on Linkedin or Twitter.

Doing Earned Value Analysis Without Using Variables

Thu, 19 May 2022 14:08:29 GMT

[This is a post by ASEM Fellow Donald Kennedy]

I have heard a recurring theme at ASEM conferences where academics talk about how to calculate earned value and the practitioners say they have never actually seen earned value calculated in the field. This is an article about a simple way to do earned value analysis that actually works! I have used this method in controlling a billion dollar project (and smaller ones), so it should work for you, too.

One question that Project Managers should try to answer is “are we above or below budget”. That is the question I am going to show how to answer here. The variables I mention in the title are those you find when you do a literature search on earned value, such as BCWP and ACWP. Every so often, I re-learn the meanings of these variables, but I find I quickly forget them through lack of actually ever using them. Earned value analysis determines which of the four permutations of over or under and schedule or budget reflects the status of your project (e.g. ahead of schedule and over budget). To figure out if you are ahead or behind schedule, you simply update the plan with the most current information and see what your new completion date is (that is all I will say about that topic here). For budget, you can simply do a similar exercise. The forecasted completion date is just the original plan updated to reflect the most current information. The forecasted cost at completion should also just be the original cost estimate updated with the new information. I have seen other project teams struggle with forecasts -- making it a focused task, perhaps done quarterly, going through an entire re-estimation of the entire project. This is not only time consuming, it results in getting information sporadically and too late to make any corrective changes.

Going into a project, you should organize your work breakdown structure (WBS) so that every piece of information you receive about cost (bids, quotes, invoices, or a payments, etc.) will be represented by an item in your budget / forecast. Accountants tend to group costs by asset type for depreciation and other long-term company purposes, so you probably cannot just rely on the standard coding practice. On the billion dollar project mentioned above, there ended up being over 30,000 transactions, so many people stated my method would be too difficult to use. However, in keeping with the Pareto principle, 4000 of these items represented 95% of the costs. Having a “Miscellaneous” line in my budget representing $50 million sounds rough to the inexperienced, but it proved quite manageable. Tracking 4000 items by sifting through the 30,000 transactions required a couple of hours a day, or about 10 hours a week. I will also note that due to the company’s ERP system set-up, the accounting data came in the form of a several inch thick hard copy printout. Items such as quotes and bids were sourced through phone calls to the responsible people. The point is this system is manageable if set up well to start.

So I will proceed with a demonstration using a simple children’s play area as an example. From the experience of others you hear that the type of play area you want to build will cost about $2200. Your estimating department provides the following estimate based on the scope you provided:

Now a common error that is well documented is that details provide a confidence that may not be well-founded. The problem comes from listing all the knowns, and there will be unknowns. The difference between the sum of knowns and the typical cost from experience can be called ‘contingency.’ This should then establish the budget. The tool you can use to manage your project will look like this:

In order to properly manage a project, you need to know the most accurate information. If you simply add a buffer to each item “just in case” or to avoid blame for being wrong, this distortion impedes understanding. Showing the uncertainty as contingency helps you remember it is there for that reason. Changing numbers to fool others (such as your management) comes with the risk of ending up fooling yourself. Let’s say you inflate each line to allow for some contingency on each item. Halfway through the project, your spreadsheet may look like this:

So far, every item has come in under budget. Things appear to be trending well and you are starting to feel comfortable. You may forget that you padded each line with a buffer, and the real costs are actually all coming in higher than you expected. Using my suggested format with an allowance for unknowns, the snapshot for the same real costs now becomes:

The false comfort from before now becomes concern as everything is clearly trending higher than you expected. Let’s say a new development is that you realize the wood you purchased was for the quantity required, forgetting that 20 feet of board in two 10ft pieces cannot be cut to make three 6ft lengths, even though the total required is 18ft (2ft less than the amount ordered). The order for the additional wood is $100. As well, you learn that you need to light the area and have the design stamped by a professional engineer under your jurisdiction’s local regulations. These unplanned items cost $327 total. You also get a rough estimate from a contractor engaged to provide the labor for $500. Based on past experience with this contractor, your best guess is that the final cost for the work will be 20% more than the rough guess. The snapshot of your cost performance now looks like this:

Every time you get new information, you enter it into the spreadsheet and you get a new forecast. At the point shown above, you now see that you have spent 1350/2200 = 61% of the budget, you have committed 4% more than the budget and you are forecasting an 11% overrun. What you actually report at any time within your organization or to other stakeholders is up to your discretion as the project manager, but at least you know yourself where you sit.

So just to lay out my rules explicitly:

1) The budget should be expressed as a detailed estimate. If this is not the first project of this type you are doing, the spreadsheets from the previous jobs can become the basis for this detailed estimate. Changes in quantity can be accommodated.

2) The budget for each item should be what you expect the costs to be. Padding the numbers misleads you on your original expectations.

3) The coding for the costs as they come in should parallel as much as feasible the structure of the estimate.

4) The difference between the approved budget and the total of the detailed estimate is your allowance for unknowns, or contingency. If the budget is lower, then you are in the situation often joked about by project managers: “I haven’t even started yet and I am already over budget!”

5) A common request I have heard from the team is that the contingency must be higher to cover inflation. If you know the costs are going to be higher than last time, then the budget for those items should be increased. If you are pretty sure an unknown is going to happen, then it is not an unknown by definition.

6) The forecast is the budget updated with the latest information.

7) The forecast for an item starts as its budget.

8) When new information comes in, the forecast for that item should reflect this new information. If a line item is tendered as a contract, the forecast can be changed at the time the bids are opened. The bid you expect to be the winner can be used as a basis for the new forecast amount (perhaps with some additional for expected cost extras on the contracted price).

Using this method provides the answer to where you sit on the cost performance of the project. Even if it does not look like Earned Value, that is what it really is. The forecast starts out as the budgeted amount and then it is replaced with the actual amount. The amount of work “earned” is the budget amount that is replaced by the actual cost.

The Ubiquity of Game Playing

Thu, 19 May 2022 12:48:59 GMT

[This post is by ASEM Fellow Donald Kennedy]

A common critique of my articles is that I often do not have a recipe to offer to avoid the pitfalls of events I discuss. Management is complex and therefore explicit instructions tend to have other pitfalls in execution as severe as the situation they intend to fix. Most often my point is to simply be aware of how things really work. Two people working physically close may have very divergent interpretations of the status of the processes in their organization. The one with a more accurate view will be the one that will consistently make better decisions.

I am going to provide an example of what I call “faux automation” to show how I intentionally provided false information to reach completion in the most effective route. I did not believe it was my role to inform the management above me that things are not always the way they believe they are. To stop processes and work through things would not add value to the current endeavour.

I was working on one of my $100 million projects. The chief inspector would provide progress from the contractor in terms of percent complete for the various elements of the work breakdown structure. These values determined the amount of the progress payment for the contractor on a lump sum contract. The reported progress had zero impact on the total money the contractor would receive at the end, it only set the amount of the partial payment for that period. The inspector derived the percentage complete basically by holding up a thumb and looking around the construction site. “Uhm, piping is 37% done.” The inspector would write the numbers on a piece of paper, scan it, and email it to the contracts clerk. The clerk would type the numbers into a spreadsheet and inform the contractor how much they could invoice that month. The VP learned of this method and we discussed it in a management meeting. I volunteered to automate the system.

Four months later, the project was completed. The VP asked the clerk how the automating of the invoicing went. The clerk said it worked perfectly as the step of manually transferring the inspector’s numbers was eliminated. Everyone was satisfied and the initiative was recorded in the list of items in the Continuous Improvement program that increased efficiency. At the bar on Friday afternoon, a coworker asked me how hard it was to automate the system. I said it looked like it would be very tough initially and would take around 40 hours to develop and debug a process. But I came up with a solution that took only 15 minutes of my time. Since there were only 4 more invoices to be processed, I just typed the numbers in, instead of the clerk. Problem solved!

About the author

Donald Kennedy is a Fellow of the ASEM. He is the author of the ebook “Improving Your Life at Work” available on Amazon. After working with over 50 companies, Donald has moved out of the Oil and Gas Industry with its boom and bust cycles and started a new phase in agricultural machinery manufacturing.

Book Review: How Successful Engineers Become Great Business Leaders by Paul Rulkens

Fri, 15 Apr 2022 13:01:16 GMT

By Gene Dixon, MBA, PhD, CPEM, FASEM, Executive Director of ASEM

About the Book

Author: Paul Rulkens
Title: How Successful Engineers Become Great Business Leaders
Publisher: Business Expert Express, 2018
ISBN-13:978-1-94784-368-4

Introduction

Spoiler alert: According to Rulkins, engineers can become organizational leaders. Even without an MBA.

Now that that is settled, why should you read the book? You should read the book because, like the management methods summaries of Blanchard and Johnson’s One Minute Manager, this book provides high level overviews of methods that the author has experienced and then tuned for engineers. It is a well-written treatise offering insights for engineers in a path towards organizational leadership. Not to be naïve, Rulkens notes there is an element of opportunity meeting preparation, or what we all know as luck, involved. Rulkens propositions that engineers are endowed with three basic strengths, or talents, that enables them to succeed at the highest levels of the organization: reality-based thinking, process design, and accelerated thinking. In discussing the uses of these strengths, he offers monographs of methods accompanied by 30 challenging questions. The questions, if taken seriously, will direct the reader to look inwardly while addressing and overcoming organizational challenges. This may seem oversimplified for those who want textbook level details to becoming a leader but the proof is in application. And, Rulkens intersperses his observations with vignettes and interviews that make his points clear.

The book is an easy read. Figure 1-2 hours depending on the reader’s comprehension speed (remember that accelerated learning strength?). Still there is plenty of mental and practical process (re)design within the 148 pages to comprehend and apply. I benefitted from a second read, however. Eventually, the engineer turned leader must stop the (book) analysis and get on with decision-making and goal achievement. Let me see if I can turn this review into a tease that will entice you to explore Rulkens’ work.

The Engineer's Superpowers

Rulkens describes the engineer’s superpowers - he calls them super-talents-like this:

Reality-based thinking is the ability to make decisions driven by data, the ability to clarify assumptions, and the ability to overcome systematic thinking bias such as self-selecting bias.
Process design is the application of process thinking to business challenges and systematic behavior testing to get different results using different processes. Another way to think about this is to ask, “What should not work, but is working anyway?”
Accelerated learning is defined by the speed, frequency and size/depth of the feedback and only happens when feedback from actions and experiments is fast, frequent, and significant.

According to Rulkens, it is possible for engineers to become great leaders by applying those superpowers in addressing the usual business challenges such as overcoming obstacles, crossing the valley of (innovation/project/etc.) death, strategic (re)alignment, avoiding stupid mistakes, eliminating contrary habits, and building the client network.

I recommend two chapters for a careful read, Effective Leadership Behaviors (5), and Goal-Achieving Blueprint (9). Thankfully, Rulkens stays away from the normal self-help banter with his personal insights in both chapters.

Critical Behaviors

When it comes to leadership behaviors, Rulkens crisply guides the reader through germane topics like boosting signal/decreasing noise, applying Poka Yoke, and putting the dead rat on the table. You’ll appreciate those more when you read the chapter. On a more serious note, Rulkens discusses 12 behavioral distinctions for attaining higher performance:

Playing to Win versus Playing Not to Lose
Demonstrating Ownership versus Victimhood
Acting like a Student versus a Follower
Moving from Symbolism to Substance
Being Committed and not just Involved
Understanding Serving as opposed to Pleasing
Focusing on Results over Process
Adding Value verses Taking Up Space
Speaking with Clarity and not Code
Honoring Your Word not just Giving your Word
Acting on evidence not Anecdotes
Building a Legacy verses Leaving a Trail

With each behavioral distinction, Rulkens provides a simple question or two that challenges the reader to think deeply about the behavioral distinction and how each distinction is important to leadership performance.

Goal Achievement

Rulkens’ blueprint for goal-achievement goes beyond usual plug-and-chug formulary with the overarching thought that for the organization, goal achievement is strategy execution, i.e., the two terms are synonymous and strategy execution is owned by senior leaders. From Rulkens’ experience, the way to execute strategy is to “…focus on the spear tip of a few initiatives”. He dissects strategy execution into simplicity and speed. Simplicity provides true north consistency. Speed is the energizing sense of urgency and the “…driving force for agility”. Rulkens recognizes the work of Drucker in that, “…executives should focus on only one strategic goal”, and all other strategic objectives are subordinate to that “…major definite purpose”.

Rulkens ties the engineer’s superpowers to achieving the one organizational strategic goal. For him:

Reality-based thinking enables simplicity in decision making related to achieving the one strategic goal.
Process design enables systematically building organizational behaviors that support achieving the one strategic goal
Accelerated learning provides a cadence to move the organization towards compound improvement and keeps the one strategic goal in front of executives and every member of the organization.

Conclusion

If you are nautical minded, you can think of this as what Rulkens labels trim tab leadership. When engineers apply their superpowers and the three building blocks of goal achieving-clarity, focus, and execution-they are trimming the organizational rudder. Finally, Rulkens calls attention to the clarion challenge for all engineering managers, to wit: your minimum effective behavior is the maximum effective behavior you should expect from others.

Give the book a read. Let’s get those superpowers working for you and for ASEM! Overachievers welcome here.

Management Would Be Easy If It Were Not For Having To Involve People

Wed, 30 Mar 2022 22:15:38 GMT

This post is by Dr. Donald Kennedy

I have a tendency to make short phone calls to get answers. But lately, I have been moving more and more towards email and other forms that leave a trail of the conversation. As I write this, much of the time spent in meetings revolves around supply chain issues of 2022, so my examples are also on supply chain this time.

With the high turnover of employees that most organizations now face, there is also a higher amount of time required to get a cultural understanding of the words used in that setting. As an example, in one meeting I once asked a purchaser for the status of our parts orders for one of my $100 million projects. The answer was that “everything was procured.” We had everyone in a room together and we all heard the same words. It is common to blame “communication” as a flogging boy for suboptimal processes. This seemed like a case where we had maximum communication. Many of us left the meeting feeling confident that we would not have any major materials issues. A few months later, we were getting our first reports of parts not being available. I went back to the person who provided the status and I learned that while I heard “we have everything we need,” the person saying the words meant “I have issued purchase orders for everything we need.”

In another organization, the leadership team decided that to get out of a current backlog of unfilled orders, a step forward would be to drop any “just in time” delivery policy the company had and switch to a “get everything done we can do as soon as we can do it.” This meant that some work in progress could sit for a year, but it would minimize shortages we were facing due to supply chain upsets. The costs and inefficiencies involved with over producing one component and the carrying costs paled in comparison to the costs of not getting product out the door in our current situation. A few days later, I was speaking with a coworker and the topic came up. I was surprised to hear that they were producing items to meet the forecast demand. That person heard “get everything done we can do as soon as we can do it – of course recognizing the inefficiencies and carrying costs of over producing too much too soon.” We had to reconvene a leadership team meeting to discuss again the exact same issue. It was clear to me that almost everyone left the original meeting with the understanding that what was actually said should be followed with “of course, do not take that literally.” And I recognize that there will be times that following rules literally will produce undesired results.

Because management is easy except for the part dealing with people, there is no simple solution to the issues I highlighted above. There are tools that help, such as paraphrasing what you heard back to the person who said something or “teach back” method. Learning these tools can help.

One of the first steps is to be vigilant to the concept that simple words can mean different things to different people. As another example, I had a hard time when I started at one company when people were discussing how to get items in and out of a warehouse. I thought the issue was resolved by having a big storage tent at the production site to store all the components. I eventually realized that to everyone else a “warehouse” was a field in their ERP system and none of the issues involved anyone actually touching a physical item. So be vigilant and do not assume that just because someone heard the same thing you heard that you both left with the same message.

About the author

Dr. Donald Kennedy CPEM, FASEM is a regular contributor to the Practice Periodical. He amazed many readers of the last issue by staying at one employer in three consecutive calendar years (22 months total). He is currently back working where his career started in shop floor fabrication at a multinational equipment supplier.

Successful Negotiation Requires Additional Understanding

Wed, 30 Mar 2022 21:57:21 GMT

This post is by Jeff Perry

Negotiations are a fact of life. We cannot avoid them. Whether we are negotiating compensation for a new job, the price of something we are trying to buy, a large corporate agreement, or even what to eat for dinner, we are constantly negotiating.

Always Look for Negotiation Opportunities

One of the biggest problems with negotiations is many people do not even try! Usually this is because they think that issues are not open for negotiation. The truth is, unless there is some sort of ethics issue involved, it is always okay to ask if things are negotiable. This can have huge effects on your life and career.

Think simply if you negotiate an additional $5k/year in starting salary for your first job and an additional 1% increase in salary per year. The cost of not negotiating can be in the millions of dollars over the course of your career, even though it seems so small up front.

Just ask and see what happens.

Find the Win-Win

Many of us have the wrong idea about the idea of winning a negotiation. We wrongly think that negotiations always result in winners and losers. Sometimes this is true, but it does not have to be.

We can get caught into the trap or perception that we are working with a “fixed pie” – that there are only so many resources to go around, and we must fight over them in negotiations. Often, there are mixed motives involved, where interests do not directly line up across parties.

Win-win negotiations are possible in many cases. It’s not easy, but it can be done.

Seek to Understand

To find those win-win opportunities, you will have to spend time deeply understanding the interests and desires of your negotiation partner(s). This is especially true if there are multiple items that are being negotiated.

Each of you may have different priorities or values associated with each item for negotiation. This is a good thing. This means that you each have opportunity to give up something of less value in order to receive something of more value.

Spend a lot of time asking questions that help you understand every interest of your negotiation partner. Being genuinely curious about what they care about will not only help you know what items you should focus on, but also help build trust.

Similarly, it is very important to share you interests or what you want in the negotiation. Being coy or failing to reveal your interests makes it such that the other side must guess your interests, and people do not often guess correctly. This means that you are less likely to get what you want.

Successful negotiation is like a puzzle that needs to be put together. It takes time to make the discoveries, but it can also be kind of fun!

Learn from Each Experience

It is hard to appropriately debrief and get feedback in real-life negotiations. Rarely will people share exactly how satisfied they were with the negotiation outcome. However, like anything else in life, if you are not continually seeking to learn and improve, you will not get any better.

Perform some personal analysis from each negotiation experience. Ask a friend who knows something about the issues at hand for their thoughts and ideas.

If negotiations are foreign or scary to you, learn more about them! Take a short course on negotiations, watch some YouTube videos, or find a coach who can help you through a negotiation situation.

Negotiations are a part of life – if you can focus more on what the other parties are trying to accomplish and help them do that without sacrificing what is most important to you, you can develop those win-win opportunities.

About Jeff Perry

Jeff Perry provides engineering professionals and teams with transformational coaching and programs to help develop soft skills like leadership and mindset to unlock hidden potential and remove self-imposed roadblocks for career and life.

For years, he has had the pleasure of supporting engineers and software pros from new grads to executive levels. Having been on the front lines in the technical world, he has been able to map out the necessary skills for becoming a quality leader in the field.

You can connect with Jeff on LinkedIn at https://www.linkedin.com/in/jeffcperry/ or visit his website, morethan-engineering.com.

Get Career Clarity Now

Getting clarity on your life and career is crucial to success. For specific activities and ideas to create more clarity in your career and life, go grab the FREE Career Clarity Checklist that Jeff has put together. You can get it here: morethan-engineering.com/career-clarity

Four Ways to Immediately Improve Your Feedback

Wed, 30 Mar 2022 21:40:20 GMT

This post is by Stephanie Slocum, P.E.

You’re frustrated because you’ve lost a key person you’re managing, and now you’re stuck doing more work with fewer people. The trouble is, you’re not exactly sure why they left. More overtime, more late nights, more interviewing a replacement, and more training of someone new. In short: more work for you.

85% of employees say they are not engaged at work. Employees who are not engaged are at risk of quitting. At the same time, employees who agree with the statement: “I have received meaningful feedback in the last week,” are almost four times more likely than other employees to be engaged at work. Frequent, meaningful feedback improves retention. Here are four ways to immediately improve it.

#1 Give feedback frequently

Don’t save up feedback for performance reviews. Giving and receiving feedback should occur a few times a week, as soon as possible after a feedback event. Practice giving impromptu, immediate feedback in small amounts (2 minutes) to make frequent feedback the norm. Feedback is critical because it helps employees improve their performance; don’t hoard it!

2 Get specific and actionable

The purpose of meaningful feedback is to improve future performance and includes:

A specific example of behavior you would like to see repeated or alternately improved
For behavior that needs to be improved, your suggestion or, better yet, a discussion of ideas to improve

“Your communication skills need work” is poor feedback because it focuses on the person, not the behavior. This feedback is not specific, and there are no ideas for improvement.

Contrast this with good feedback, provided immediately after a presentation: “When you presented in that meeting yesterday, I noticed you kept talking after making your point, which seemed to confuse the client as you got too deep into the details. In contrast, you are concise when I talk to you informally and know this subject. What are your ideas to bring that clarity into your presentations?”

#3 Mix positive and negative

The feedback sandwich – sandwiching one negative comment between two positive ones – is ineffective and outdated. Provide both types of feedback immediately after they occur, such that the yearly performance review becomes a summary of the feedback that happened during the year. Aim for an initial goal of 1:1 in giving positive to negative feedback.

Provide constructive negative feedback using straightforward yet compassionate language, and include a clear action plan for improvement that demonstrates you are committed to the employee’s success.

#4 Make feedback equitable

In performance reviews, women are 1.4 times more likely to receive critical subjective feedback, while men receive critical constructive feedback. Women are 20% less likely than men to receive difficult feedback that helps them improve their performance. Top reasons managers cited for not giving women feedback include “concerned about seeming mean or hurtful,” “didn’t want them to dislike me,” and “concerned about an outburst.”

Women are also much more likely to receive personality criticisms when given feedback. Examples include phrases such as “watch your tone,” “stop being so judgemental,” “she’s coming on too strong,” “she’s too direct or abrasive”.

Giving feedback at similar frequencies and of similar types to everyone you’re managing means you are being fair to everyone. It benefits the team dynamic because no one is wondering where they stand. Provide constructive negative feedback using straightforward yet compassionate language, and include a clear action plan for improvement that demonstrates you are committed to the employee’s success. Want to go deeper on this topic with more examples and scripts for managers who need to give negative feedback? Check out two blogs on this topic: “How to Give and Receive Feedback that Doesn’t Suck” and “How to Get Actionable Feedback That Fuels Stem Career Growth.”

About the Author

Stephanie Slocum, P.E., is on a mission to normalize engineering, technology, and STEM women in leadership. She helps women become influential leaders while having a life, and she helps organizations committed to gender equity in STEM create work environments that retain and engage their women. Stephanie Slocum is the author of She Engineers and Founder of Engineers Rising LLC. Contact her at stephanie@engineersrising.com or visit her website at engineersrising.com

Key Focuses For New Engineering Managers

Wed, 30 Mar 2022 21:34:37 GMT

This post is by Anand Safi

Over the past decade, I've worked both as an individual contributor as well as leadership/ management roles. I also do a lot of Mentorship and Coaching for engineers who aspire to move to engineering management and early-tenure engineering leaders. Through this experience, I've learned that many engineers who want to make the move into management are unprepared for this transition, and there is very little training available to support them.

Through this article, I wanted to provide some guidance for new engineering managers and provide a couple initial focus areas that a first time EM can build upon.

Focus Area 1: Trust, Collaboration and Communication

When you are a new/ recent engineering manager (say, in your first 90 days) a quick thing you will realize is you need to gain trust, build relationships and rapport quickly -- not only with your fellow engineering talent, not only with your direct reports, but also with all the other discipline stakeholders. As an individual contributor, you might spend 80% of your time with your engineering team. But in an engineering management role, you might only spend 50% of the time with your engineers. The other 50% time is spent with people who are stakeholders representing other cross-functional disciplines, such as product, design, UX, or QA.

Additionally, there are other teams like people ops, recruiting, platform, customer support, customer success and deployments for example. Hence, you need to build relationships early on because your team cannot be successful unless everyone in each discipline is aligned on the common goal and plan to get there.

Focus Area 2: Information Collection, Compartmentalization and Sharing

The amount of cross-communication and information that will be made available to you will continue to rise exponentially. Whether that is pre-set routine meetings, ad-hoc situations or some form of change management – there will be a plethora of details that you will hear, will need to act upon, or will need to pass around. The need to manage information will quickly become a core part of your day-to-day role as an engineering manager.

To manage the volume of information you can expect to receive, you should develop a structured way to capture and process all the information that you were going to be exposed to throughout the day. Important information can be conveyed through casual conversations in Slack messages and routine one-on-ones with your staff. Bearing this in mind, it's important to have your subconscious mind active in terms of recognizing the need to bring information to others, or to take some other action. You do need to make sure that you are staying at the top of all conversations.

Focus Area 3: Active Listening

Given the importance of sharing information mentioned above, an important skill as an engineering manager is being an active listener. Being an active listener is important because you can never be sure when important information is going to come to the surface and when that information will be needed. Modern organizations are very busy places, with many people working on many different things. If you don't pay close attention, it is going to be difficult for you to recall important information days, weeks, or months after the fact. To that end, keeping some sort of documentation system and an action item as a to-do list can help a lot.

About the Author

Anand is a Senior Engineering Leader for Mark43 - a public safety SaaS company. Over the past decade, Anand has progressed from starting as an aspiring engineer to becoming an engineering leader. Anand also is a Startup Advisor, Volunteer Board Member and an established tech mentor outside of his role. He loves reading about engineering culture, team dynamics and new advancements in tech.

Uncaging the Intelligent Professional

Tue, 29 Mar 2022 13:57:45 GMT

This post is by Joshua Plenert, PE, MS, MBA

The full potential of an intelligent workforce is being limited by outdated management systems.

The industrial age brought growth like never before. It allowed production to be scaled larger. The manager held all the knowledge, and the workers were given a simple task to perform repeatedly, day after day. The developed management style was focused entirely on control, and employees were nothing more than expendable cogs in the machine.

Throughout the 1900s, organizations continued to grow, and managers focused more and more on standardizing processes, optimizing outputs, and preventing variation. Workers were task-oriented, and the relationship between managers and workers was utterly transactional. But workers were gaining more knowledge and experience in their fields.

The Modern Worker

Modern organizations are still heavily influenced by the long and oppressive shadow the industrial age management style casts. But the manager-worker relationship is quickly changing. Workers today are highly educated, experienced experts in their industries. In most organizations, the expertise of the workers far exceeds that of the manager. This evolution has moved the manager’s role into a servant leadership role rather than the controlling authoritarian role of the past. Managers are coaches, mentors, administrators, and facilitators, but the workers are now the experts.

The transactional relationship of the past has changed into a transformational relationship. Workers expect more than just a paycheck. They hope to be part of an innovative organization with a genuine purpose. They expect to be valued members of a healthy community. They want to be free to be great at what they do without the belittling micromanagement systems of the past.

This shift is an exciting time for modern organizations. Workers are intelligent, driven professionals. They take ownership of their work and their careers. The challenge now is to re-learn what it means to be a manager. It’s no longer about controlling the individual tasks of the workers and more about providing strategic direction and organizational systems that will support them in their work.

The Modern Workplace

As the way we do work has changed, so has technology. Most of the actual work done in organizations today is executed in virtual environments rather than physical ones. Electronic communication allows workers worldwide to cooperate and coordinate their efforts. The vast majority of the productive work we do is completed on computers tied to worldwide networks, and our physical location has become entirely irrelevant to our ability to be exceptional in our fields.

Even though technology has created a new virtual working environment, many organizations still hold tight to the physical office. But the COVID pandemic has disrupted the flow managers had become so used to. As we’ve learned to maintain high productivity levels while quarantined in our homes, we realized that our dependence on the physical office was a complete misconception. We’ve entered a new realization that organizations and managers are now frantically trying to cope with.

The reality is that remote work is here to stay. Intelligent professionals will never be happy encaged in a cubicle doing work they know very well they could be doing from their home office. They will never be satisfied working for an organization still operating under the micromanaged environment of the physical workplace. In fact, in recent surveys published by Owl Labs, 1 in 3 employees say they would quit their jobs if they weren’t allowed to continue working remotely. More than half would expect a pay raise, and nearly half would be less willing to go the extra mile if required to return to the office.

How Organizations Need to Pivot

It’s time for organizations to stop viewing remote work as a difficult challenge and start viewing it for what it really is, an exciting opportunity. It’s an opportunity to move your organization into a healthier and more rewarding work environment. It’s an opportunity to reduce to cost of doing business and enhance the value of a happy, productive workforce. It’s an opportunity to realize the full potential of modern technology and a global talent pool.

The competitive advantages of high-performance organizations of the future depend heavily on fully engaging a remote workforce. The organizations that take too long to figure out how to operate effectively and efficiently with remote teams will undoubtedly be left behind. But those that embrace this new way of getting work done will have opportunities to enhance their value and expand their operations in ways the world is just now beginning to imagine.

About the Author

Joshua Plenert is highly passionate about the continuous improvement of organizations in the AEC industry. With more than two decades in the AEC industry, he has held multiple technical and leadership roles in addition to providing consulting services. He holds a Master’s Degree in Structural Engineering and an MBA. He has taught engineering, business management, and construction management courses at two different universities, and he is the author of Strategic Excellence in the Architecture, Engineering, and Construction Industries.

Eye-Opening: A Review of the ASEM+UMBC DE/I Series

Annmarie Uliano — Wed, 15 Dec 2021 20:21:34 GMT

by Chris Coventry, CPEM

"Eye-opening" is the best phrase I can use to describe ASEM's webinar series on Diversity, Equity, and Inclusion (DE/I) in Technical Management and Technological Development. In 2021, I was fortunate to discover and become a member of ASEM in time to attend this important series. As a practicing Engineering Manager who has worked for companies with strong DE/I commitment for many years now, I thought I'd heard it all when it comes to this subject. I realized though that everything I'd done in this space - every training, every book, every discussion - was focused on the human resources part of the equation (i.e., recruiting, hiring, promoting, and developing employees in a more equitable way - all worthy goals, to be sure), but never had I considered how DE/I issues factor into technology itself. I'd fallen into the trap, as Dr. Rosalyn Berne described in her talk on

Race Matters in Engineering and Technology, of assuming that technology is "value neutral". This series showed me that is not the case. Dr. Berne's presentation revealed that technological devices are actually part of complex systems and that in fact it is not possible to separate technology from its environment, the values of its creators and users, and all of the social, political, financial, and regulatory systems that it exists within. Thus, technology is inevitably influenced by the same systemic racism and other biases that exist in broader society.

Annie Jean-Baptiste's talk on Product Inclusion provided further evidence of this and made the argument for diverse perspectives throughout the product life cycle. The example of the hand-held pulse oximeter was used as a case study and cautionary tale in this area.

Dr. Ayanna Howard's seminar on Diversity & Inclusion in Robotics discussed how bias can find its way into even a highly technical field like robotics and the dangers that presents, especially in the emerging field of Artificial Intelligence. Again, the influence of humans on their technology creations was an important theme.

My takeaway from all of these was a greater understanding of the permeation of DE/I-related issues and problems into technology, be it research, product design, manufacturing, or automation. At first this may seem a bit discouraging since we as Engineering Managers can't fix all of society's problems in this area to prevent that permeation. But the more hopeful note here is we do have the power to continue building awareness on DE/I topics – by educating ourselves, by having conversations with colleagues, by taking action when needed – and in doing so we can gradually ingrain more positive, inclusive values into our technology systems. This series has done us a real service in that regard.

If you weren't able to catch these webinars the first time around, I would highly recommend checking them out; those available publicly have been linked within this article. Perhaps together we can open some more eyes.

About the Author

Chris Coventry, CPEM is the Process Engineering Leader for Corteva Agriscience, a leading pure-play agriculture company founded on the rich heritages of Dow, DuPont and Pioneer. In this role, Chris manages a team of engineering professionals dedicated to designing and optimizing agricultural chemical manufacturing processes. Chris is a graduate of Queen’s University (Kingston, Canada) with a B.Sc. in Chemical Engineering. In 2021, he became a Certified Professional in Engineering Management and member of ASEM.

Diversity, Equity, and Inclusion: Reflections from the Field

Annmarie Uliano — Tue, 14 Dec 2021 23:05:15 GMT

by Woodrow Winchester, III, PhD, CPEM

It has indeed been my honor and pleasure to present this series of “Reflections from the Field” in response to the ASEM+UMBC webinar series that explored Diversity, Equity, and Inclusion (DE/I) in Technical Management and Technological Development. I am so thankful to the leadership of ASEM in affording both space and time for these deeper and more contemplative engagements with the concepts, topics, and insights offered by the series.

Too often in engineering – both in education and practice, reflection is undervalued. I feel that we often get so caught up in acting (i.e., doing) that we don’t generally make or take the time to pause and reflect on truly (a) What we are doing? (b) Why? (c) How? and (d) What are/could be the associated unintended and/or unanticipated consequences of these actions (e.g., bias, exclusion, oppression)? Particularly as we accelerate the use of technology in addressing some of society’s greatest challenges, the importance of this line of questioning is great and, in my opinion, should be simply a part of “how” engineering is done (see: Forget ‘fail fast’. Here’s how to truly master digital innovation)

Mr. Chris Coventry, CPEM, in this installment’s reflection, discusses how the series prompted “questions for him” and “opened his eyes” to both the relevance and need for a greater awareness of DE/I within engineering and engineering management contexts. This is encouraging and truly demonstrative of the intent of the series. It is my belief that only through the critical self-examination and reflection role-modeled by both Mr. Chris Coventry, CPEM and Dr. Jamie Gurganus, can we as a community begin to fully embrace the more holistic and reflexive engineering approaches needed to develop and deploy more inclusive, equitable and just technological solutions. Echoing sentiments expressed in the paper Engineering, Patriarchy, and Pluriverse: What World of Many Worlds Do We Design? What Worlds Do We Teach?:

“…we must begin to question our own assumptions, challenge ourselves on our mindset, and become self-critical in how and why we do things the way we do.” So that, “we can work to better understand cultures, places, and ways of being other than our own”

About the Author

Woodrow W. Winchester, III, PhD, CPEM® is the Graduate Program Director for Interdisciplinary Graduate programs in the College of Engineering and Information Technology at the University of Maryland, Baltimore County (UMBC). He is also the Professional Development & Continuing Education Director for ASEM. A trained human factors engineer and Certified Professional in Engineering Management (CPEM), Dr. Woodrow W. Winchester, III is an advocate for more equitable, inclusive, and consequential approaches to technological design and deployment. He is currently under contract with CRC Press to write Inclusion by Design: Future Thinking Approaches to New Product Development (ISBN: 978-0-367-41687-4).

Introducing the ASEM Fellows Class of 2021!

Annmarie Uliano — Fri, 08 Oct 2021 12:08:33 GMT

Javier Calvo-Amodio. Dr. Calvo-Amodio holds an MSc from The University of Hull Business School (UK) and a PhD in Systems and Engineering Management from Texas Tech University. Calvo-Amodio is currently an Associate Professor of the Engineering Management and Systems Engineering at Oregon State University. Dr. Calvo-Amodio has international professional experience in quality Assurance with Bachoco, S.A, de C.V. and CAABSA Construtora, S.A. de C.V. He served as a research assistant at the Environmental Quality Center, Technolgico de Monterrey (Mexico) where he also received a B.S. in Industrial and Systems Engineering. Dr. Calvo-Amodio has delivered EM workshops, was the 2010 Merl Baker award, a 2021 ASEM Meritorious Service Award and a member of Epsilon Mu Eta. He has been active in all phases of IACs for a number of years.

Julie Drzymalski. Dr. Drzymalski holds a PhD in Industrial and Systems Engineering from Lehigh University, an MS in Management Science (Lehigh), a Master of Engineering in Engineering Management from Widener University, and a BS in Mechanical Engineering from Polytechnic University. She is currently Professor and Program Director of Industrial and Systems Engineering at Temple University. She was most recently Clinical Professor and Program Director of Drexel University’s Systems Engineering and Engineering Management program. She was the NSF IGERT Fellow at Lehigh University. She has several years of industrial experience that informs her academic work. Dr. Drzymalski has served as a reviewer for multiple EM related journals and is first author on eleven publications. She was chair of the 2018 and 2019 IAC conference and has served on the Academic Partnership Committee.

Shereazad Jimmy Gandhi. Dr. Gandhi holds an MS Engineering Management from California State University, Northridge (CSUN) and a PhD in Engineering Management from Stevens Institute of Technology. Gandhi is currently the Interim Associate Dean of the Tseng College of Graduate, International, and Midcareer Education at CSUN and remains active in EM classroom instruction in the Tseng College’s Leadership Certificate program and Smart Manufacturing program. He received early promotion to Associate Professor in the Department of Manufacturing Systems Engineering and Management in 2017 and was Director of the Ernie Schaeffer Center for Innovation and Entrepreneurship for 5 years at CSUN. Gandhi has industrial experience as a Board of Directors member and Consultant/Project Manager for various organizations. He is the 2017 recipient of the ASEM Frank Woodbury Special Service Award and has served as an editor for three editions of ASEM’s Engineering Management Handbook. Dr. Gandhi has also been a track chair and paper reviewer for ASEM IACs since 2013.

Neslihan Alp. Dr. Alp holds a PhD in Engineering management for the University of Missouri-Rolla, an MS in industrial engineering from Istanbul Technical University, and a BS in Engineering Management from the Istanbul Technical University. Additionally, Alp holds a Management and Leadership in Education from Harvard Graduate School. She currently is the Dean of the College of Technology at Indiana State University. She has held positions of increasing responsibility at the University of Tennessee at Chattanooga including Associate Dean and Department Head of the Engineering Management and Technology and Director of Engineering Management and Graduate Programs at UTC. Dr. Alp is credited with 66 publications, 53 of which she is first author and 22 of which were ASEM publications. She has served as a paper reviewer for multiple ASEM IACs.

Ganapathy (Gana) Natarajan. Dr. Natarajan received a PhD in Systems and Engineering Management from Texas Tech University, an MS Engineering Management from the University of Minnesota Duluth, and a B.E., Mechanical Engineering from Anna University. He is currently an Assistant Professor in the College of Engineering, Mathematics, and Science, at the University of Wisconsin Platteville where he teaches eager students in EM related courses such as Production and Operations Analysis, Management of Engineers, Technical Forecasting, Engineering Economics, and Lean Production. He is the lead author on 11 publications and 8 proceedings. Dr. Natarajan is most noted for his service to ASEM as part of the Technical Program for the previous 3 years, the last two as Program co-Chair. He has served as Track Chair and Session Chair multiple years. He has also served as ASEM’s Director of Communications and was the Founding President of ASEM’s UTT student chapter. Dr. Natarajan is CPEM, a recipient of ASEM Meritorious Service Award and a member of Epsilon Mu Eta.

Is Quality Improvement One-Size Fits All For SMEs?

Annmarie Uliano — Sun, 22 Aug 2021 17:41:02 GMT

by Dr. Tres Bishop

According to research, one of the most common issues that small-to-medium enterprises (SMEs) face when starting a continuous improvement journey is a lack of resources. This usually comes in two different flavors. The first being financial resources, which can be loosely defined as not having the requisite funds to finance the transformation. The second, a lack of the human resources with the know-how and experience to drive the transformation forward. Larger organizations, where much of the research related to continuous improvement has been targeted, do not seem to have these problems to the same degree as SMEs.

In “How to build a quality management climate. An Action research project”, published by the International Journal of Lean Six Sigma, a SME used the action research methodology to investigate the process of implementing a quality management climate. Action research (AR) is an ideal research methodology for practitioner-scholars, especially in the engineering management community because it combines the generation of theory with solving business problems in a real-world environment. The researcher acts on the system under study, and there are usually two or more interventions within the system. This methodology was first popularized by Kurt Lewin in the 1940’s and has been used in a variety of settings including manufacturing, education and health care. In the study, the research team collaborated with a local SME where the lead researcher was also employed. The cross-functional team chose to employ the 5-step action research cycle first promoted by Susman and Evered in the 1970’s:

Diagnosing: Identify or define a problem in the organization
Action planning: Consider alternative approaches for solving the particular problem
Action taking: Select and implement an action
Evaluating: Study the consequences of the action taken
Specific learning: Highlight what was learned during the project

More details regarding each process step and its related outcomes can be found in the article. For this audience, I’d like to discuss one specific step in the AR cycle, action planning, the second stage. It considers the many alternative approaches a team may use to solve a particular problem.

The main problem this team faced was how to build a climate of quality (COQ) in a SME with limited financial and human resources. In other words, the SME aimed to build the COQ at the lowest possible cost and to use the human resources that were already available to the team, i.e. no other resources would be added. They used existing internal quality data and the collective experience and intuition of the employees of the sponsor company to create a solution unique to the content of the situation.

The team chose to build the COQ based on the following 4 critical success factors (CSFs), or what the team called to as the lean pillars:

Top management support
Collaboration
Data centered decision making
Process focus

Interestingly, two of the factors (top management support and collaboration) were thought to be positively correlated to the SME environment, and two (data-based decision making and process focus) were thought to be negatively correlated to the same environment. This meant that two of the factors should be easier to implement than the others and require less time than the other two therefore allowing the team to focus on the negatively correlated factors. This line of reasoning turned out to be accurate; however, the mixture of factors was incorrect. Top management support was indeed easier to manage at the SME but encouraging collaboration proved to be difficult, at least in the beginning of the effort. Data-based decision making caught on quickly once a tool to manage all the data was procured and the team was properly trained on its use. Process focus was, as expected, difficult to implement.

The key takeaway from this study is that the SME was able to make a lasting and impactful result in the quality management climate of the organization as measured by a reduction in defect count. After the first iteration of the action research cycle, the team had successfully reduced the defect count by 80% equivalent to nearly $230,000.

The next step and the focus of the next iteration would be to examine the organization’s training processes and ensure that the gains from the first iteration could be continued or improved.

To see those results and more on the project, refer to the IJLSS article referenced earlier, written by Dr. Kingsley Reeves and the author of this article: How to build a quality management climate. An Action research project

References

1. Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human relations, 1(1), 5-41

2. Susman, G. I., & Evered, R. D. (1978). An assessment of the scientific merits of action research. Administrative science quarterly, 582-603

About the Author

Dr. Tres Bishop is an Engineering Manager for Kaman Aerospace in Jacksonville, FL. He and his team are responsible for continuous improvement activities across three sites in North Florida. Before moving to Kaman, Bishop held positions of increasing responsibility at Comtech Systems, Rockwell Collins, and Harris Corporation.

Bishop earned a degree in IE from the University of Florida, an MBA and MS in Engineering Management Florida Tech, as well as a Doctor of Business Administration from the University of South Florida. He is a LSS Master Black Belt, a Certified Manager of Quality/ Organizational Excellence, and a Certified PMP.

On the Frontlines of Engineering Education

Annmarie Uliano — Fri, 06 Aug 2021 15:00:00 GMT

by Dr. Jamie Gurganus

What a year, and now it's that time again. The new academic season is upon us! I teach freshmen, sophomores and senior engineers. Each group comes with different anticipations, excitement and readiness to embark on their next adventure as they learn to act, think and behave like a professional engineer. However, there is more to think through than just the usual technical content. Events over the past few years are helping drive more discussions about the need for our community to focus on developing more ethically and socially responsible engineers.

In one of the talks I attended, Diversity and Inclusion in Robotics: The Black in Robotics Initiative by Dr. Ayanna Howard, during the ASEM+UMBC Engineering and Computing Education Program webinar series, made the point that “Machines are influenced by their creators.” As we help guide students through engineering, it's critical that we help them understand the way their biases, values, and the importance of strong ethics will influence everything they do. One of our fundamental canons, according to the National Society of Professional Engineers, is to hold paramount the safety, health, and welfare of the public. Engineering educators are not omitted from this principle.

As an engineering educator, I have to intentionally think about what I'm delivering and representing in my classes. In Spring of 2021, our department and college began strategically focusing on integrating ethics and social responsibility throughout the curriculum, instead of treating it as a separate, standalone module. In addition to the engineering knowledge they gain, students need to make immediate connections to how social responsibility and ethics factor into their coursework. This practice will lead to more authentic understanding of ethical practices for students.

My colleagues and I have ongoing conversations around how we can assess our students to determine if their habits of mind are truly evolving around these concepts. Assessing ethics can’t be done through purely quantifiable notions, but should be considered through qualitative pathways. Our habits, practices and knowledge contribute to our process of thinking as an engineer. There are many solutions to an engineering challenge, and we want our future engineers' problem-solving processes to reflect notions of global impact, cultural awareness, empathic understanding, and beyond.

I want to leave my fellow engineering educators with these final thoughts as we march into our Fall semester. We stand at the frontlines in developing our future engineers. Our students will ultimately decide how they will carry forward in their engineering career. However, as the superheroes of our profession, we have the awesome responsibility to ensure that we expose our students to the human aspect of engineering. We want to leave them always asking, and questioning, “Am I being ethically and socially responsible?”

About the Author

Dr. Jamie Gurganus is Faculty in Mechanical Engineering, Associate Director of Engineering Education in the College of Engineering and Information Technology (COEIT) and Director for the Center for Integrated, Research, Teaching and Learning (CIRTL) in the Graduate School at the University of Maryland Baltimore County. Her research focuses on solving problems relating to educating and developing engineers, teachers and the community at all levels (P12, undergraduate, graduate, post-graduate and faculty development). She seeks to identify best practices and develop assessment methods that assist faculty and teachers with student engagement, helping them to navigate the various pathways in STEM. Dr. Gurganus teaches several first and second year Mechanical Engineering classes along with the Mechanical Engineering Senior Capstone design course for UMBC. Jamie is also a Director in the research collaborative Advancing Excellence in P12 Engineering Education (AE3).

Engineering Companies Create Great Value, But Little Profits

Annmarie Uliano — Mon, 02 Aug 2021 23:38:25 GMT

by Duncan Oyevaar

Research of the entire value stream of engineering services organizations combined with the financials shows a substantial negative gap between the actual and the potential profitability.

According to the 500+ engineers, staff, and leadership involved in our research - improving commercial understanding is key to close this performance gap. It’s therefore essential to invest in the commercial growth of the engineers, indispensable for the organization and for delivering the valuable services clients ask for continuously.

This behavior change requires leadership to stimulate cross-functional training and action learning to incorporate commercial awareness in their daily work.

Research found that the commercial profitability for Engineering Service Organizations has a potential of at least 14% EBIT (Earnings Before Interest & Tax). But on average most engineering companies underperform financially with an EBIT below 4%,resulting in engineers being undervalued and underpaid for the value they add to our society and daily lives. Consequently, there is little room for investments or a salary raise. This is further hindered by the strong cash absorption caused by long order to cash lead-times, measured by the number of Days Revenue Outstanding (DRO).

The main reason for the low financial performance is caused by margin leakages, generated by the lack of business insight and commercial cooperation in the value stream by engineers. The sources of margin leakages are many and involve the entire value stream.

Engineers are trained in their specialization and not necessarily in recognizing opportunities for creating the best value for their clients and their organization at the same time. The total size of the margin leakages is >10% of the total revenue - this underscores the need for a drastic increase of business savvy knowledge and enhanced cooperation of the departments within the engineering companies.

Business Savvy Engineers

Business Savvy is an understanding of how a company works and what it takes for it to grow sustainably towards more outstanding results—recognizing how strategies, behaviors, actions, and decisions affect the numbers and drive the organization's profitable and sustainable growth.

In addition, it enables engineers to use this knowledge to understand their customers' business objectives, becoming a true Business Partner instead of just 'an engineer.'

Therefore, engineers must be stimulated and facilitated by the leadership to understand and speak the language of business by becoming Business Savvy.

Business Savvy makes the connection between the engineers' involvement, the added value for the client, and the company's success. It helps understand the benefits of being involved, the perception of value for the client, and how it makes money. It makes engineers more commercially engaged, taking ownership and responsibility for improvement.

Business Savvy Culture

But it is not only about the numbers; it's also about creating a Business Savvy Culture. Financial results will only be sustainable when a change of behavior is established. Companies will not change their corporate culture through punch lists and ticking boxes. They will only succeed by enabling their employees to feel empowered to make the change. There are 6 kind of behaviors that form the basis of a Business Savvy Culture:

Value Driven: The organization focuses on creating value for customers, the organization, and the employees.
Transparent: Employees have insight into how their work affects the financial performance of the organization as a whole.
Entrepreneurial: The organization chases opportunities and takes action based on estimations instead of certainties.
Collaborative: The organization works cross-functionally for a common purpose.
Interactive: The employees discuss at least monthly the performance information.
Appreciative: Everyone in the organization appreciates the performance of each other to learn and to celebrate.

Business Savvy Culture empowers the engineer and staff to commercialize the value by their service provision, reflected in improved sustainable operational and financial results.At the same time, the culture enables a proud and satisfying feeling when a project is successfully delivered technically and commercially, enhancing the engineer's job satisfaction, retention, and growth.

About the Author

Duncan Oyevaar began his career being responsible for business development at an engineering company. He gained extensive international business experience and achieved the $250 million Dow Ethylene Project award in the Netherlands. At one of the Netherlands' largest power producers, he had various jobs from M&A, Project Director Lean Power Plants up to the management of Industry Parks in Germany. Since 2011 he is the founder and CEO of OpenBook.Works and created the Business Savvy Engineer Program. He holds a BSc in mechanical engineering, a finance degree from Ashridge Business School, and a management degree from INSEAD.

CREATING BUSINESS SAVVY ENGINEERS
by OpenBook.Works
info@OpenBook.Works

Smarter, Faster, Better by Charles Duhigg - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Fri, 23 Jul 2021 17:00:00 GMT

Smarter, Faster, Better: The Transformative Power of Real Productivity by Charles Duhigg.
Random House: New York (2017). 400 pages. US$18.00 (paperback).

Among other tasks, engineering managers are charged with improving productivity. Equipment operation and movement of materials must be efficient and without waste. Moreover, we demand that our teams also increase productivity as companies continually seek to do more with less.

But how, you might ask, do we improve the productivity of people? Charles Duhigg's recent book, Smarter, Faster, Better, offers several tips that engineering managers can readily apply to improve our own personal and professional productivity. Smarter, Faster, Better is an easy book to read, and each principle is illustrated by engaging stories, narratives, and examples.

First, the author teaches self-motivation is key to productivity. In Chapter 1, we learn that taking control of even the smallest detail can make the difference between motivating decisions to take control of our situation or being a passive bystander. Duhigg shares a story from the Marine Corps. New recruits were less confident and less motivated than in the past. So, a new training program forced recruits to make small decisions. These choices helped build confidence and self-efficacy so that graduates of basic training developed necessary mechanical, emotional, and team skills to become successful Marines.

Teamwork is the focus of Chapter 2. Engineering managers are already aware of team dynamics leading to success, or not, in any project. Duhigg’s research reinforces the role of diversity in building successful and productive teams. Of course, diversity is far more than demographics. True team diversity must include elements of work experience, educational background, and industry participation. Diverse teams thrive with open dialogue and generate more creative solutions to engineering problems.

Chapter 3 discusses focus as a way to improve productivity. Letting focus become tunnel vision can be dangerous, as the author illustrates with a tragic example. Airplane pilots were so focused on understanding data from their instruments that they were unable to identify signs of an imminent crash. Instead, using tools such as mental models, we can frame a challenging situation into variables and conditions we do understand; thus, better addressing risk. The author illustrates this point with a touching story of a little baby's survival within the intensive care unit of a busy hospital.

Goal-setting and decision-making (Chapters 4 and 6) are intertwined for engineering managers. We have all heard of SMART goals (specific, measurable, achievable, realistic, and time-bound). However, like focus, Duhigg’s research found that as people drive to create measurable goals, we might miss larger growth opportunities. Instead, if we subdivide our largest strategic objective into smaller SMART goals, we can still enjoy the short-term accomplishments while sustaining longer range progress.

Decision-making, closely tied with setting goals, was briefly introduced in Chapter 1. Small choices motivate us to grow personally and professionally. Additionally, research shows that humans are very effective at making accurate predictions (leading to better decisions) with little data. In a famous study, regular people were pitted against experts to forecast national intelligence threats. With only a brief training in probabilistic theory, the novices outperformed the highly trained and experienced experts. The most successful executives often focus their decisions on information and situations that are unknown as compared to analyzing detailed data sets. We, as engineering managers, can certainly apply these learnings to our day-to-day activities to improve team productivity and to make more rapid decisions.

Chapter 7 discusses innovation. Consistent with the emerging trend of Design Thinking for new product development, Smarter, Faster, Better documents evidence of small trials to improve innovation success. Getting quick feedback and making small adjustments through rapid experimentation leads to higher success rates in innovation. Duhigg also recommends changes in team structure if creativity encounters natural barriers. He shares an engaging story from the development of the Disney movie “Frozen”. When the design team got stuck, innovation and creativity were jump-started by just a small change in team leadership.

Finally, Chapter 8 describes how to manage the overwhelming amount of data coming into our lives and processes. The key to managing data is to convert it into information. One bank was able to convert data into information and see increased collections on credit card debt. Instead of simply tracking how many payments were made, the bank began analyzing when payments were made, especially after phone calls at different times of the day. Information included background noise and the gender of the card holder. Engineering managers can apply these learnings to better analyze process, product, and sales data to improve efficiency and productivity in our systems.

Overall, Smarter, Faster, Better is a great book to support our roles as leaders in engineering organizations. Most of us struggle with finding enough time in the day to do all our work. Yet, Duhigg’s tips to take control (even with small decisions) and to build diverse, problem-solving teams can help us become more productive in our jobs and in our personal lives. This book is recommended for engineers and engineering managers wanting to build successful careers with increased efficiency and productivity.

What is the biggest productivity challenge you face?

About the Author

Teresa Jurgens-Kowal is writer, speaker, and facilitator. Teresa founded Global NP Solutions to help organizations learn, adopt, transform, and sustain innovation. She frequently presents keynote presentations on innovation and design thinking.

Teresa is the co-editor of the PDMA Body of Knowledge 2nd edition and is the author of a popular book on innovation, The Innovation ANSWER Book.

Prior to founding Global NP Solutions, Teresa worked in R&D, process technology, innovation at ExxonMobil Chemical Company. She has degrees in Chemical Engineering and an MBA. She is a Certified Professional Engineering Manager. You can reach Teresa at info@globalnpsolutions.com.

Management Structures

Annmarie Uliano — Thu, 15 Jul 2021 20:37:12 GMT

by Don Kennedy, Ph.D., P.Eng., CPEM, FASEM

Throughout my career, I have noticed certain fads come and go while I continue more or less doing the same things day in and day out relating to heavy industrial construction contracts. In the early 1990s there was a focus on Continuous Improvement and / or Total Quality Management. At some point I noticed that the Continuous Improvement department at my employer was no longer listed in the phone directory. Then there was a push for Team Building and working as a cohesive unit. At the same time, my then employer moved to treating individual departments as separate “business units” where they had internal customers and parallel functional departments such as HR and procurement for each business unit. Outsourcing non-core competencies became a thing around 2000 along with flattening the organization. I noticed the latter had definitely died at my then employer in 2005 when another reorganization increased the number of vice presidents from 30 to 215. Six Sigma was talked about often at ASEM conferences in the mid 2000s along with ISO 9001. My employer was a big promoter of ISO 9001 from 2007 to 2010 at which time they went bankrupt and I moved on. Concurrent engineering was popular in the mid 2000’s, and when I found a new employer in 2010 I noticed a new trend to proceed in the opposite direction. I had not heard of Stage Gates prior but I definitely learned fast what the concept was. Perhaps there were issues with concurrent processes when fully developed plans were found to be unfeasible for some reason and the sunk cost was deemed unacceptable when a project had to back up and redo work. This was seen to be solved by having gates at defined stages prohibiting any work from starting until prior steps were completed and approved. In the mid 2010s, focus shifted at my then employer to alignment of culture among the workers. We were trained on leadership skills, providing feedback and achieving key performance indicators. Although that employer went bankrupt, I see these initiatives going on in recent workplaces as well.

Throughout all of this, I have heard of Lean Management and have browsed many articles on the subject. One of the key failures in the adoption of Lean is the basic assumption that the potential long term benefits of Lean to an organization will appeal to the people within it. An underlying truth in management theories is that people are generally motivated to do what benefits themselves personally, for example money, power or perks. The pitch for Lean has followed the idea that if you show someone how profits and organizational health will benefit in the long term, they will be sold and become adopters of the new philosophy. Traditional Management will continue to dominate until and unless the pitch for Lean can focus on how taking on the risk of a new way to operate will benefit the decision maker personally and not solely on organizational performance.

About the Author

Dr. Don Kennedy is a fellow of ASEM. He works mostly in heavy industrial construction. Many readers will know that Don has struggled to stay employed at one organization for very long. He is pleased to announce that he reached his 14th month work anniversary with his current employer at the time of this publication. “Improving Your Life at Work” is Don Kennedy's ebook which includes a lengthy bibliography for people looking for references on management theory.

5S Your Life by Luciana Paulise - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Sun, 18 Apr 2021 22:32:28 GMT

5S Your Life: Stop Procrastination and Start Self-Organization by Luciana Paulise, MBA, CQE, CSM.
ISBN 9798667931515 (July 2020). 202 pages. US$14.98 (paperback).

Engineering managers deploy quality management tools and techniques with the ultimate goal of improving customer satisfaction. Domain 6 of the Engineering Management Body of Knowledge (EMBOK) discusses the role of quality management as engineers integrate a variety of skills to successfully practice our craft. Much of today’s approach to quality management derives from the implementation of the Toyota Production System (TPS). Continuous improvement built on tools, like 5S, results in cost- and time-savings, increased profitability, and enhanced product performance.

Luciana Paulise is a true quality champion. Her new book, 5S Your Life, not only teaches us the basics of 5S but also provides real-life examples in which organizational productivity increased due to implementing this quality tool. Part I (Self-Organization vs. Procrastination) dedicates a chapter to each tool. Part II (5S for Leaders) addresses the challenges of supporting continuous improvement, including the required long-term cultural changes necessary for success. The Appendix offers case studies of 5S in manufacturing, food service, administration, transportation, retail, and healthcare.

Part 1: The 5S Tools

If you are not already familiar with 5S, Paulise starts the book with a concise definition: “5S is a culture, a set of habits that drive individual productivity and team self-organization through a lean workplace” (pg. 16). To be successful with any quality initiative, organizations must adapt their behaviors and performance to adopt a new culture with a focus on continuous improvement. Starting with the 5S tools is foundational to enhancing quality. The five steps are:

Sort
Store
Shine
Standardize
Self-organize

Benefits of 5S implementation include a better organized and safer workplace with increased respect and commitment from team members.

Chapter 1: Sort

The first step in 5S is to sort, meaning you must decide what you need so that you can eliminate unnecessary items and clutter. In a lean manufacturing environment, waste of time or materials are costs. So, the first principle of 5S is to find everything in less than 30 seconds (pg. 27). Not only do teams save time and money when they can quickly locate needed items, an organized workplace leads to less frustration and increased productivity.

One factor that differentiates 5S Your Life from other quality books are the numerous real-life images and “microsteps” that you can use to immediately make an impact. For example, the chapter on sort includes microsteps to identify ownership and responsibility for each work area, separate the needed from unneeded, and remove waste.

Chapter 2: Store

Safety is an important consideration for engineering managers. Having a proper place to store materials, supplies, and tools can improve the environment within a facility. Storing in 5S means organizing which includes prioritizing which items are used frequently and which need to be available nearby only.

The microsteps involved with storing, according to Paulise, are prioritizing what you need, defining a home for ease of use, and replacing immediately after use. In reading this chapter, I was reminded of my mother’s constant pleading to “Put it back where you got it from.” Although children are not necessarily good at organizing a tidy workspace, quality and efficiency can improve when we know where to access an item and put it back in its place when finished with it.

Another element of “store” includes “standardize,” discussed in Chapter 4.

Chapter 3: Shine

Shine involves cleanliness and maintenance so that the workplace stays organized after completing the first of the two steps in 5S. How many times have you heard of a person spraining an ankle or breaking a bone because they tripped over a wayward child’s or pet’s toy? In a workplace, we hear of slips, trips, or falls on oily surfaces from leaking equipment. Maintaining equipment and tools through shine can prevent accidents.

Paulise summarizes the third S as “Do not get dirty in the first place” (pg. 63). This means performing and logging routine maintenance because small issues can become complex problems if not handled quickly and appropriately. An individual must be assigned to maintenance and all team members are responsible to report issues. One great tip in the book is to flag items needing repair and placing them in a special bin with the appropriate department.

Chapter 4: Standardize

In any new process, a team must work through a few cycles to fully grasp task requirements, responsibility, and authority. In the fourth step of 5S, standardize helps the team to find the best process to consistently sort, store, and shine the workplace. Paulise recommends visual aids and provides numerous examples of before and after photos throughout 5S Your Life. These images provide evidence for success of the methodology as well as giving teams samples to emulate in their own quest for better quality and higher efficiency.

As indicated in the second S, store, standardize includes maintaining items in their proper place. However, many items used in a factory or shop are consumed on a regular basis, such as nails in a carpentry shop. Combining the microsteps within store and standardize, the team will re-order supplies when the inventory drops to an agreed-upon level. In this way, clutter is avoided (sort) and the right amount of material is available when and where it is needed (store). Again, visual aids are recommended by the author, such as drawing a red line on a liquid container to indicate that if the level is below the line, re-ordering is necessary.

Chapter 5: Self-Organization

Finally, self-organization means a cultural change to make 5S an everyday part of your life. It means “training the team to achieve… even when no one is in control” (pg. 107). Transforming these elements into seamless and consistent habits allows continuous improvement – the kaizen of quality.

Self-organization includes audits, especially when a team is first implementing 5S. Paulise also suggests holding a “5S Day” emphasizing the importance of the methodology and giving team members time to work on sorting, storing, and shining, for example. Sharing success stories from one area of the facility with another also leads to healthy competition and continuous improvement.

Part 2: 5S for Leaders

Leadership support for any work process generates team member buy-in and long-term success. Viewing 5S as a starting point for quality improvement, leaders can charter a 5S committee (pg. 132-133) to provide implementation guidance. The author also recommends an experienced facilitator, or coach, to help with cultural change and adoption of the 5S practices.

Tools to Complement 5S

Many of the tools that are described in the final section of 5S Your Life are familiar to quality management experts. Leadership, routines, and practices collectively drive continuous improvement. Here are a few of the tools described in the book (pg. 140-164). Certified Professional Engineering Managers (CPEM) will be familiar with most, if not all, of these tools from the ASEM Body of Knowledge.

Five whys
Fishbone diagram
FMEA (Failure Mode and Effects Analysis)
TPM (Total Productive Maintenance)
Poka-yoke
Kanban
SMED (Single-Minute Exchange of Die)
Spaghetti diagram

Conclusion

5s Your Life: Stop Procrastinating and Start Self-Organizing is a great introduction to the initial steps necessary to initiate change and improve quality in the workplace. Not only is each step (sort, store, shine, standardize, and self-organize) described in detail, case studies and visual examples support implementation. It is easy for engineering, operations, and maintenance managers to compare their workplace with images of best practice organizations in the book.

In addition to the step-by-step implementation guide for 5S, Paulise breaks down each step into several microsteps. As a team focuses on any one of the steps, they can measure progress against these microsteps which can also serve as a checklist for continuous improvement. The author also gives tips on implementing 5S into our homes that today serve many purposes: cooking, sleeping, working, and schooling.

I have personally been working on “sorting” to eliminate excess materials from my home and “storing” to keep what’s necessary for work and hobbies nearby the places I use them. I think you will likewise be inspired to clean and organize your work and personal spaces when you read Luciana Paulise’s 5S Your Life.

About the Author

Teresa is the co-editor of the PDMA Body of Knowledge 2nd edition and is the author of a popular book on innovation, The Innovation ANSWER Book.

Why Join an Engineering Professional Society?

Annmarie Uliano — Sat, 06 Feb 2021 23:44:12 GMT

Professional societies exist for almost every profession in every industry. At some point in your career, the option to join a professional society will most likely be recommended by a friend or colleague. The American Society for Engineering Management (ASEM) is the preeminent society for engineering management, and we are dedicated to the promotion and advancement of the engineering and technical management profession.

Benefits of Joining a Professional Society

When determining whether or not to join a professional society related to your career, there are several common benefits that most societies should offer:

Reach: Membership in a professional society gives you ready access to a national (and sometimes international) network of professionals engaged in similar professions and fields. ASEM prides itself on our international network, with a Director for International Members which encourages a regional community, as well as our 2020 International Webinar Series. You can also view recordings of webinars, and plan to attend more in the future.
Networking: Organizations often host conferences and other social events that allow you to engage with others face-to-face and expand your professional network. Check out coverage of the virtual International Annual Conference hosted in October 2020.
Research: Another main component of professional organizations is the professional development of their members. Groups often publish industry specific journals that allow members to contribute to the body of knowledge of their field and keep up to date on recent developments. ASEM has edited and published 32 volumes of the Engineering Management Journal (EMJ) since 1989, and they have been in a publishing partnership with Taylor & Francis since 2015.
Professional Development: Specialized training programs are also a common offering of professional organizations. The American Society for Engineering Management (ASEM) has a partnership with UAH - University of Alabama Huntsville for a CAEM/CPEM Prep Course.
Career Assistance: Many professional societies cultivate industry-specific job boards that are available exclusively to members. In addition, when it comes to furthering your career, membership in a professional society can be a key indicator to your employer that you are an engaged employee dedicated to your field. Consider utilizing the ASEM job board to advertise open positions in your organization.

What’s in a Name?

Annmarie Uliano — Wed, 09 Dec 2020 04:16:13 GMT

by Sara Vick

The words we use to name things matter. My favorite example of this is the fancy and expensive seafood: Chilean sea bass. You see, Chilean sea bass don’t come from Chile and they aren’t even bass. Rather, the name was invented by an American fish merchant to make Patagonian toothfish more marketable. The names we use matter.

This is equally as important in engineering management as it is in fish merchandising. Consider the terms “soft skills” and “entrepreneurial skills”. Do they refer to the same skillset? If not, which skillset is more important for engineers to have? Would someone with a background in business rather than engineering agree? How do the different generations interpret the two terms? Are Baby Boomer hiring managers in search of applicants based on one term, while those applicants are marketing themselves as possessing the other term?

Based on results from a [preliminary survey done on the topic in 2018], this difference in terminology to describe what is essential the same group of skills – things like teamwork, systems thinking, responsibility, and strategic orientation – does create a divide between older generations and younger, between engineers and non-engineers, between managers and non-managers. For example, when asked which type of skill was more important for engineers to have, engineers claimed soft skills were more important while non-engineers said entrepreneurial skills were more important. Does that mean engineers don’t see the value of skills like negotiation, decision making, and financial management—skills more traditionally labeled as entrepreneurial?

Branding is important. Just as it took a radical renaming to elevate the lowly Patagonian toothfish to the highest of Michelin tables, could changing the terminology used to describe the skills encompassed by “soft skills” and “entrepreneurial skills” open the door to dialog on the value of these skills to engineers?

About the Author

Sara Vick is an Industrial and Systems Engineering Ph.D. student at Mississippi State University where her research focuses on human expression through virtual mediums like video games. She was inspired to become an engineer by the HGTV show Mission: Organization and her life goal is the frustratingly vague “to help people by making the world better”.

Deming vs. Luck

Annmarie Uliano — Sat, 05 Dec 2020 03:26:35 GMT

by Don Kennedy, Ph.D., P.Eng., CPEM, FASEM

I recently read a post on social media about causes of project failure. Many of the typical suspects were on the list, such as poor communication, lack of planning, ambiguous scope definitions, unrealistic goals, etc. But you almost never see luck on such a list.

I will give an example of a small project I was on. It had a strictly required deadline. There was also a specific specialty component required. One vendor in New Jersey had it on the shelf for $40,000.

Another vendor could make one in 16 to 18 weeks for $10,000. I had a budget of $50k for the item so I could buy both if I had to. I went with the cheap one which gave me a few days float. After 16 weeks, the vendor notified me that they would not have it in time. I bought the expensive one and started transporting it to site. It would just get there in time.

Along the way, the truck transporting it had a tire blow out. A farmer heard the noise and came out of his house. A cow was dead. He claimed that the noise of the tire scared the cow and killed it. Although he appeared to have average cows, he also claimed the one that died happened to be a prize cow worth $30,000. The flat tire and giving the farmer a bit of money to go away put the project slightly over budget and a day late on the critical schedule. It was a failure. I did not learn anything from this and would do everything the same next time. It was just bad luck even with a great contingency plan.

W. Edwards Deming is often called the “Man Who Discovered Quality”. One point he often stressed is how Engineering Managers might spend a lot of effort in measuring performance of workers. Yet many times, the actual outcomes are just the result of dumb luck and the decisions made by those doing the measurement. It is an ongoing effort to educate new managers to critically think about their actions and the impacts of these on the organization. For the above project things did not work out. But to my credit other times luck was on my side. Should I be rewarded when things work and punished when they do not? Such are the questions discussed amongst the people who look at management for a living.

About the Author

Dr. Donald Kennedy, Ph.D., P.Eng., CPEM is a fellow of ASEM. He has worked on many large projects in a variety of industries for more than 50 companies. He hopes to retire soon if he can stay employed just a little longer.

The Basics of Job Grading Systems

Annmarie Uliano — Wed, 02 Dec 2020 23:33:18 GMT

by Paul Kauffmann, PhD, PE, CPEM, FASEM

One of the consistent and critical challenges for engineering and technical managers is to assure employees are treated fairly and consistently. Job grading systems that logically rate, compare, and evaluate various positions are a foundation for this effort. Consider a few related questions: How does a manager fairly compare a data analyst, a system programmer, and a senior mechanical engineer in a specific organization? How does the organization measure the relative values of these positions and identify appropriate and consistent pay ranges for these positions? National pay scales are easy to find but they do not reflect the job descriptions and the performance expectations of a specific organization and work context

Frequently, methods involved in the job grading process are not well known and are too often neglected in engineering management education and training. The purpose of this article is to provide a basic overview of one of the common approaches used in many organizations: the Hay or Korn-Ferry method. According to one source, the Hay Method of Job Evaluation is the most widely applied method in the world, used by over 7,000 profit and non-profit organizations in some 40 countries.

Although the Korn-Ferry system is proprietary, company literature and web searches reveal key details on how this job grading system works. For scientific, engineering, and technical positions, it examines three key factors (working conditions are often omitted in these “office” oriented occupations):

Accountability measures the type and level of value a job can add and has three dimensions: Freedom to act, nature of impact, and magnitude of impact.
Know-how reflects the sum total of every capability or skill, however acquired, needed for fully competent job performance. It also has three dimensions: Practical / technical knowledge, planning / organizing / integrating (managerial) knowledge, and communicating / influencing skills.
Problem solving encompasses the use of know-how to identify, delineate, and resolve problems. This factor has two dimensions: Freedom to think and thinking challenge.

Through a series of proprietary guide charts that can be calibrated for a specific organization, the Korn-Ferry system assigns points using a geometric scale to arrive at a point total for a position. Typically a 15% difference in points is the hurdle to distinguish different levels.

This job level or step information can then be used for a wide range of applications such as pay grades, organization design, job design, and succession planning to name a few. For example, in a one-step difference, the lower role may be the successor to the higher role, or this might be a technical progression ladder path. Two step differences might serve to identify an unusual promotion move that needs to be rigorously explored. Three step differences might be a focus for career development or training programs.

Many organizations have a series of committees to review the grading and point results for consistency and fairness. Although most of us avoid committee assignments, serving on a division or corporate Hay review committee can be a very worthwhile experience and teach a great deal about how the various parts of the company are structured and operate.

About the Author

Paul Kauffmann is ASEM’s past Executive Director and is Professor Emeritus at East Carolina University. Paul is a Professional Engineer and has over 20 years of industry experience in positions ranging from design engineer to plant manager and engineering director. He is a Fellow of ASEM and a Certified Professional in Engineering Management. He holds a BSEE and MENG in mechanical engineering from Virginia Tech and a PhD in industrial engineering from Penn State.

The Art of Prioritization

Annmarie Uliano — Mon, 30 Nov 2020 17:30:00 GMT

by Pat Sweet, P.Eng., MBA, CSEP, PMP

[This post is adapted from Episode 15 of the Engineering and Leadership Podcast.]

As engineering managers, we all feel the burden of increasing workloads, growing complexity, and the pressure to perform. For many of us, the response to this added pressure is to work more. We get to work early. We work through lunch. We work late. We skip breaks. We spend our weekends at our keyboards. We try to stay on top of things and get sucked into “whack-a-mole” management – if I can just keep up, we reason, we win the game.

The trouble with this approach, of course, is that you can’t keep up - not in the long run anyway. At some point, you hit terminal velocity, yet the work keeps building, and you start to fall behind.

The solution? Engineering managers must learn to prioritize and focus on what’s most important.

Doing the Right Thing vs. Doing Things Right

If we accept the fact that our to-do list will never really be done, and that there will always be more work to do, then “doing it all” is illogical. The best course of action then, is to make sure you’re always using your time on what’s most important.

Most people believe that being productive is all about being efficient – getting things done as quickly as possible. In my productivity course for engineers, I teach that efficiency is absolutely important, but it takes a back seat to being effective. Where efficiency is about doing things right, effectiveness is about doing the right things – those things that are actually important.

Peter Drucker, the father of modern management once said, “There is nothing so useless as doing efficiently that which should not be done at all.” Prioritization is the act of choosing which tasks and projects are really worth doing.

How to Figure Out What’s Important

Now we know that prioritization is all about choosing and doing what’s important. How do we go about figuring that out?

Importance is determined by how well a given task or project supports your goals. If a project contributes in a significant way to either your goals or your team’s goals, then it’s important. If not, then it’s not important.

Importance is all about whether work moves you forward. All too often we get caught up in the urgency at the expense of the important. We make time for things that need to happen now if they’re to happen at all, regardless of whether they’re actually helping us achieve what we ultimately want to achieve.

The real crux of prioritization, then, is about understanding your goals in a concrete way, and making sure your work is helping you achieve those goals.

Learning the Art of Prioritization

The first thing you need to do in order to learn to prioritize is to get clear on your goals and the work you have on your plate. List your goals on paper, including deadlines and clear descriptions of what it means to have them be 100% complete. Do the same with your projects and tasks. Next, you can determine how each project supports each goal using a house-of-quality-style assessment.

For most people, many projects support goals, but many others either don’t contribute or actively get in the way. That should tell you a lot about which projects ought to be priorities, and which ones should be delegated, deferred, or deleted from your list.

Once you know which projects are important (those that support goals), you can plot your projects in an Eisenhower Matrix – a quad chart that has importance on one axis and urgency on the other. I prioritize my projects as follows:

Priority 1 – Important and urgent
Priority 2 – Important but not urgent
Priority 3 – Urgent but not important
Priority 4 – Neither urgent nor important

Next Steps

Take some time today to write up your goals and projects lists. Even without doing any kind of in-depth analysis, you can intuitively start to make sense of things just by capturing what all is on your plate. Just understanding the lay of the land can do wonders for productivity and helping you prioritize the right work.

About the Author

Patrick Sweet, P.Eng., MBA, PMP, CSEP is a recognized expert in engineering management, productivity, and leadership. He is also the host of the popular Engineering & Leadership Podcast, a show dedicated to helping engineering managers thrive. Download his free productivity guide “Finding the 6^th Day” to learn how to create 8 hours of additional productive time this week.

Engineering Management Success: Two Secrets to Enable Behavioral Change

Annmarie Uliano — Mon, 23 Nov 2020 21:42:31 GMT

by Atul Kalia

EMBOK Domain 2 covers “Leadership and Organizational Management”. This is arguably the hardest Engineering Management aspect to learn and master. Let me explain why I feel so. Leadership and organizational management involves inspiring individuals to be their best self and leading teams and organizations through transformational change. This involves self-awareness as a leader, understanding others behaviors and then utilizing this knowledge to drive transformational behavioral change. In fact any other EMBOK domain, e.g. Project Management, that requires a good understanding of the human psyche, is a challenging domain. Other domains that deal with Technology, Quality, Operations, Supply Chain, etc. are also very difficult but perhaps not as dependent on the vagaries of human nature.

How can we as Engineering Management professionals –educators as well as corporate managers– succeed in these difficult domains? Obviously there is no simple solution for this challenge. However, I would like to share key tips from a TED talk about changing behavior by Dan Ariely. Dan serves as a James B. Duke Professor of Psychology and Behavioral Economics at Duke University. He has written 3 New York Times bestseller books.

Dan mentions the example of a program where financial tips are taught to the attendees. Immediately after the program only 3-4% of attendees follow through on the changes taught in the course. Long term, this drops to less than 0.1%. Clearly behavioral change is very rare simply based on providing good information to people. This is true not just for financial education but for most topics including engineering management and leadership & organizational management.

Dan talks about focusing on two things to ensure success in driving long-term behavioral change. These two things are similar to what is needed to send a rocket to space: reducing friction and providing fuel.

Reducing Friction

This concept involves reducing the difference in effort required for maintaining status quo and the effort required to enable the new behavior. In general, human tendency is to follow the path of least resistance. So we must understand the “friction” inherent in the new desired behavior and must figure out ways to reduce it.

Dan mentions the example of an online pharmacy in his talk. The online pharmacy wanted people to switch from branded to generic medication for their condition. They asked patients to mail back a letter in case they wanted to switch to generic medication. The response was very poor. The task required effort. Status quo: keep getting a branded prescription requires less effort. After consultation with behavioral experts, the company sent letters to patients telling them that their prescription service would end unless they responded and explicitly stated their preference: branded or prescription drug. Now that they were forced to respond and with the same effort required to choose branded or generic, the majority of patients chose generic.

How can we be aware of the effort required for behavioral change we seek in ourselves and others? Understand what is causing “friction”? How can we use that knowledge to trigger transformation?

For example, let’s say an engineer is struggling in interactions with a key customer’s team. The engineer is not responding in a customer-centric manner. Hence, the engineer’s manager would like to trigger a behavioral change in the engineer. He wants to ensure that customers do not have to escalate to the manager for day-to-day issues. “Friction” could be due to the engineer’s lack of skills in customer service and the effort required to learn these vs. the effort required in maintaining the status quo. Intervention could be to provide ongoing coaching for the engineer, allowing engineers to shadow to observe how others do a good job in customer interactions, providing continuous feedback – positive as well as constructive that enables growth for the engineer and reduces the “friction”.

Typical engineering managers do not provide such support. They simply reiterate the need for the engineer to be more customer-centric without coaching them on how to change. They may simply give the engineer a bad performance review or, at most, provide a one-time training or workshop. Such short-term training is highly ineffective in bringing about long-term behavioral change since it doesn’t eliminate the underlying friction.

Providing Fuel

Fuel for a rocket is similar to the motivation for an individual. As an engineering manager and leader we need to understand what drives each unique individual. There is no one size fits all solution. Dan’s TED talk mentions an effort to inspire villagers in Kenya to save a certain amount every week. The study tried various methods including weekly reminders, providing some financial incentive by matching a small percent of the villagers savings, loss aversion, emotional messages from kids, and a symbolic scratching of a coin every week that they saved money. The goal was to determine which approach might result in achieving the highest savings. They found that savings were almost double compared to other motivational methods when villagers had to scratch a mark on a coin every week to indicate that they met their savings goal. The coin was displayed in a prominent location in the hut. A visual indicator of an otherwise invisible task –savings– helped the family understand why it was important and stay on track.

As Engineering Management professionals providing fuel or motivation is a very significant and yet difficult task. We don’t always know what may work in any given situation and with any given person. This is where our skill as an engineering management leader comes into play.

In the example of the engineer above, what are some things that a manager could do to motivate the engineer? Would love to hear your thoughts. Do email me.

Career Summary

Atul Kalia, atul@sngroupllc.com, is passionate about enabling success for individuals, teams and organizations. This success manifests itself as professional growth for individuals, successful delivery of complex programs by high performance teams and sustainable profitability for organizations. Atul is a firm believer in the “Art of the Possible” and uses a generative approach. Using self-awareness as the foundation, Atul enables results for clients by sharing insights from his corporate and consulting career of 25+ years.

Atul is the Founder of SN Group LLC, a consulting firm delivering success for clients through coaching for engineering and program management professionals, leadership development workshops and program management consulting. Atul has experience in Automotive, Commercial Trucking, Off-Highway, Industrial, Non-profits, Telecom, Digital Printing and Manufacturing industry in North America, Europe and Asia. He works with, as well as coaches engineering professionals from C level executives to managers.

Prior to SN Group, Atul worked as the Director of Engineering for a Manufacturing firm. In this role his focus was new product development, engineering and program management. He led Global teams that successfully launched over 20 complex and innovative programs.

Education, Certifications, Memberships, Publications

MS Mechanical Engineering, University of Maryland, College Park
MBA University of Michigan, Ross School of Business
Lead Coach SAE Engineering Management Academy
Adjunct Professor, College of Management, Lawrence Tech University

Art Museum Hosts Virtual Field Trip for WMU EM Students

Annmarie Uliano — Mon, 23 Nov 2020 02:51:23 GMT

by Larry Mallak, PhD, CPEM, FASEM

Why would college seniors in Engineering Management visit an art museum? If we’re serious about the art and science of engineering management, then let’s go experience some art. Since 2007, I’ve been taking my undergraduate Industrial Systems Management students to the Kalamazoo (Mich.) Institute of Arts (KIA) for a field trip. My first call to KIA with this request was met with bewilderment, but then they realized I was serious. Of course, the learning objectives are key to a successful visit.

With many students mired in problem sets and quantitative analyses, we need to prepare them to view the world more systemically. My objectives are twofold: 1) to help the student gain a deeper (or an initial) experience with art and science and 2) to understand how artists communicate meaning. We engineering managers should not be addicted to PowerPoint’s bullet charts if we’re going to be successful project managers and leaders.

As with most things, this year was different, so I called over the summer and asked if the museum would do a virtual tour for my class. I had done this tour for over a decade and had no intention of skipping it. Museum staff were game to this idea and we were the first virtual tour. Our docent, Dr. Frank Wolf, is an emeritus faculty member of our department at Western Michigan University. He taught operations research and engineering economy. Now, he teaches us how to find systems and engineering concepts in KIA artworks.

Connecting via Zoom, my students, Dr. Wolf, KIA director Jessica Sundstrom, and myself toured an exhibit titled “Cultural Encounters,” a collection of artworks from Asian immigrants to the Americas (which you’ll recall is North America excluding for the U.S. and Canada). These works embodied several types of processes—metal sculpture, master printmaking, watercolors, videos, and fiber art.

Rainforest XI: The Sharp Edge of Seasons. 2013.
Bernadette Indira Persaud. Acrylic on canvas. 22”x14"

For example, the art shown below is Indo-Caribbean from an artist who was born in Guyana. This is Rainforest XI by Bernadette Persaud. Her grandparents were laborers on a sugar plantation. The process of producing this painting is based on neo-Impressionist techniques to produce color and perspective. Colonialist pursuit of profits from clearing land to raise sugarcane removes land from the rainforest—a political, scientific, and environmental conflict. Although the artist’s depiction is a beautiful rainforest scene, there was much pain and sacrifice by her ancestors to reach this point. The systems view of this single art work contains many elements related to engineering management.

Over the years, we have seen many unique art works—installations depicting oil-ruined land, glassworks by Chihuly, Chinese prints, enchanting videos, and traditional paintings of people and landscapes. Each year, the class sees something different, but the lesson is the same—engineering managers and artists rely on color, perspective, processes, and materials to produce an output for an end user. We can learn a lot from artists—even when it’s virtual.

About the Author

Dr. Larry Mallak is an industrial engineer whose work on corporate ethnography is bringing new tools to balance the art and science of new product development. He’s a Professor of Industrial and Entrepreneurial Engineering & Engineering Management at Western Michigan University. Prior to his university appointment, he worked in Charlotte, North Carolina, for Premier Healthcare and he has worked as a science reporter for National Public Radio. His work has been featured in numerous outlets, including TEDx, Engineering Management Journal, WORK, and Industrial Management. He holds Ph.D. and M.S. degrees in Industrial & Systems Engineering from Virginia Tech, with a B.S. in Industrial Engineering from the University of Illinois. Dr. Mallak is a Fellow of ASEM.

Pandemic, Inc. by Patrick Schwerdtfeger - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Fri, 20 Nov 2020 22:18:05 GMT

Pandemic, Inc. by Patrick Schwerdtfeger. Authority Publishing: Gold River, CA (2020). 168 +x pages . US$19.99 (paperback).

For all of us, 2020 has been a year of uncertainty and confusion. “Normal “ activities of going to work or school, seeing family, and even shopping have been aborted. Who could have predicted these life-altering changes?

It turns out that futurists, like Patrick Schwerdtfeger, spend time analyzing trends and predicting business activities for tomorrow. Patrick is a sought-after keynote speaker and author. During the corona-panic lockdown, he looked toward the most impactful changes that he believes have staying power. This is the thrust of “Pandemic, Inc.”

Unlike much of the media in 2020, Patrick offers a message of opportunity for business owners and managers. “...there are some very real and tangible things that businesses can do to (1) survive, (2) rebuild, and (3) thrive after the crisis is over...” (pg. 3, author’s emphasis). Each of the eight primary chapters describes trends and offers business advice to take advantage of future trends.

Trend #1: Self-Sufficiency

Already a trend before corona-panic, groups of people were moving “off the grid”. Patrick recognizes this trend and its impact on engineers and engineering managers. Solar panels will continue to grow as people strive for independent living. Technology will continue to advance driving down manufacturing and installation costs.

Trend #2: Analytics

The trend toward “Big Data” was already in place long before corona-panic. The pandemic has simply accelerated the vast accumulation, storage, and processing of more and more data. Engineering managers and business owners will use and optimize data to target marketing, while governments will use increased data to manage healthcare. We must be cautious, however, of the misuse of data and understand the complexity of models before we accept their outcomes and predictions.

Trend #3: Liquidity

In business terms, cash is the most liquid asset you own. You can trade cash for anything. Debt in our personal lives, in business, and especially in governments is a threat to long-term survival. What happened to your day-to-day living when the stock market crashed in March? Holding sufficient cash resources to keep things running will be an important lesson for all of us going forward.

Trend #4: Virtualization

Most of us are now spending a significant amount of time on Zoom or FaceTime. We have social networks, business meetings, and family time in front of a screen. Engineering managers must consider how to apply technologies, like virtual reality (VR), to trouble-shooting operations. Educators must adopt engaging studies via virtual platforms. How have you adapted to a virtual world and what can you change to make a hybrid approach (virtual and in-the-office) successful going forward?

Trend #5: Automation

Again, automation was already trending upward before the corona-panic. However, “Pandemic, Inc.” emphasizes an acceleration of automation as cash-strapped businesses transition routine tasks to machines. “Germaphobes” (pg. 80-81) will continue to drive fears of contact with people we know and especially of strangers. Patrick predicts reemergence of shared ride service and autonomous vehicles despite a growth in the number of “germaphobes”.

Trend #6: Governments

Big government with more intrusion into previously private activities is an enduring trend predicted in “Pandemic, Inc.” “The pandemic is turning into a massive power-grab by governments and globalists” (pg. 106). Bitcoin and blockchain are likely outgrowths of this trend. Serving government agencies and customers will become a bigger aspect of most businesses in the future.

Trend #7: Exponential Thinking

Patrick notes that technology has growth at accelerating rates - exponential versus linear. From an engineering management perspective, we are seeing enhanced performance at decreased costs for many goods. Harkening back to Trend #3 (Liquidity), engineering managers should consider how to invest in these rapidly accelerating technologies while still preserving cash.

Trend #8: Decentralization

In “Pandemic, Inc.”, Patrick notes that decentralization encompasses most of the other trends (pg. 123). Just like me, when the author was a child, we had just one local newspaper and a handful of television channels. Today, we are bombarded with hundreds of channels in social media and ways to consume “the news”. Unfortunately, we seek out “echo chambers“ (pg. 124) more than truth or full data sets. This trend allows us to be more connected with those like us but less connected to anyone with a different opinion. Decentralization thus impacts business decisions, including market structures in hiring of new employees.

Conclusion

“Pandemic, Inc.” is an interesting read. Patrick Schwerdtfeger has been analyzing and speaking on future trends for years. Will all these trends come to fruition? Certainly not. But as engineers and engineering managers, we must be aware of both technological and social trends that impact how we design operations and products. I recommend “Pandemic, Inc.” for a couple of reasons. First, it is easy and quick to read. It summarizes challenges to the global economy and offers a glimpse into a possible future. Second, whether or not you agree with Patrick's view of future trends, engineers and engineering managers must be aware of alternate perspectives that influence our customers and manufacturing processes.

What do you think is the most significant trend to arise from the corona-panic?

About the Author

Teresa Jurgens-Kowal, PhD, PE (State of Louisiana), PMP®, CPEM, NPDP is a writer, speaker, and facilitator. Teresa founded Global NP Solutions to help organizations learn, adopt, transform, and sustain innovation. She frequently presents keynote presentation on innovation and design thinking.

Teresa is the co-editor of the PDMA Body of Knowledge 2nd edition and is the author of a popular book on innovation, The Innovation ANSWER Book.

A Fly Fisher’s Reflection On Change Management

Annmarie Uliano — Tue, 10 Nov 2020 03:11:07 GMT

by Alexis Devenin, PMP

Sometimes businesses run in continuous and stable scenarios and this situation can be likened to a fisherman who always fishes in the same spot from the edge of a river. Other times businesses are confronted with rapid and dramatic changes. This other situation is similar to a fisherman who floats down the river, fishing from the boat.

There are times when businesses run smoothly, and there are external market variables that fluctuate, but there are only small or regular fluctuations around an average situation. Production and business are planned and executed according to these stationary scenarios. The situation is similar to a fisherman that always goes fishing in the same spot in a river. He knows where the trout lies, the best hour in the day, and the best time in a season. He knows where, how, and when to cast, what line, and what fly patterns to use. Of course, there are good days and bad days, but on average, his method works. Unexpectedly, some days the water is warmer or muddy, and other days the water is too cold. In these instances, the tactics that he usually uses don't pay so well, but the fisher knows some tricks to use in these circumstances. This fisher can embark on his journey with a small set of fly patterns and with a specific line and rod because he knows what works there. In business, the same happens in times where there are no rapid changes.

On the contrary, sometimes in business, there are times with rapid and unpredicted changes. Phenomena such as digital transformation, Industry 4.0, the AI revolution, pandemic occurrence, etc. No company is completely prepared for these changes. Returning to the fisherman, the situation is closer to someone who is floating the river in a boat and is confronted with different fishing situations. During his journey, riffles, runs and pools are encountered several times. Each scenario demands different fishing strategies. The fisher must carry with him more than one line, at least a floating line and a sinking line, probably more than one rod, and a larger set of fly patterns. In the same ways, companies exposed to rapid changes must continuously check their strategy and operations. They must have a larger set of skills to draw upon. That is, they must have different people with different education, culture, and ways to see the world. The larger the diversity of the employee profiles, the more resilient and adaptive the organization will be.

Some companies are very uniform in their team composition. They are composed of people of the same formation and even the same school. That could be an optimal situation for a specific scenario, like the fisherman who fishes in the same spot every time. However, it is not an optimal situation for rapid changes in the environment, like the situation of the fisher who is floating the river. Clearly, with digital transformation and eruption of the pandemic, today's business scenario is close to the situation of the fisher floating down the river. Organizations must continuously review their processes and reinforce their team skills set in order to “match the hatch”.

About the Author

Alexis Devenin is engineer, MBA & PMP. He has a Professional Certificate in Foundations for Data Science from Stanford. He is interested in the analysis of industrial systems and organizations from a holistic and multidisciplinary approach, that includes tools from disciplines like data science, systems engineering and social sciences. www.linkedin.com/in/alexisdevenin

UAH Teams Up with ASEM to Launch New Asynchronous Online Exam Prep Course

Annmarie Uliano — Fri, 06 Nov 2020 19:38:37 GMT

UAH Professional Development Solutions, in partnership with the American Society for Engineering Management (ASEM®), is proud to announce the ASEM® Certification: CAEM®/CPEM® Exam Prep. This exam prep, written and presented by prominent members of ASEM®, prepares the participant to sit for either the Certified Associate in Engineering Management (CAEM®) or the Certified Professional in Engineering Management (CPEM®) exams. These exams are designed for professionals seeking to establish their credentials or validate their skills and experience with a professional certification.

Over the course of two months, participants will appreciate the interactive online training facilitated by ASEM® members, who are also subject-matter-experts and are there to assist participants with their learning experience. The course offers lectures and mock test questions developed by ASEM® and are reflective of the 11 domains in the Engineering Management Body of Knowledge or EMBOK.

The EMBOK Guide includes competency areas that were derived from role delineation studies. Professionals, managers, and executives in the field of engineering should strive to acquire experience in these competency areas.

The 11 domains consist of the following:

Introduction to Engineering Management
Leadership and Organizational Development
Strategic Planning and Management
Financial Resource Management
Project Management
Quality Management Systems
Operations and Supply Chain Management
Management of Technology
Systems Engineering
Legal Issues in Engineering Management
Engineering Ethics

Participants can sign up anytime of the year and will receive a free membership to ASEM®, a free voucher to take the exam of their choice, and digital copies of all the materials, including the EMBOK. To register, please visit the website at CPS.uah.edu/ASEM.

UAH Professional Development Solutions works continuously to offer many opportunities for job growth and training in a variety of formats including classroom, online on-demand, live-virtual, and customized. For more information about the ASEM® Exam Prep or any other courses, contact Professional Development Solutions at 256.824.4033 or PDSolutions@uah.edu.

Women in Engineering Management: Dr. Suzanna Long

Annmarie Uliano — Tue, 06 Oct 2020 01:45:39 GMT

Continuing our series on Women in Engineering Management (#WiEM) featuring a fireside chat with ASEM's most recent Past President, truly a leader in engineering management. Learn more about Dr. Suzanna 'Suzie' Long, PhD, CPEM, F.ASEM, F.IISE and hear her views on the future for women in EM.

"Let the voice in your head be a positive one, one that reminds you of why you are where you are, how hard you worked, and why you need to be there. The voice in your head should always be a kind one."

Q1: What led you to the field of engineering management?

My department is Engineering Management and Systems Engineering (EMSE). It was none of those things that led me to the department. My undergraduate degrees are in Physics & History, and my first graduate degree was in history. I went to work for the National Archives and Records Administration. Because of Physics, I was assigned to work on scientific records because I had a unique background to be able to characterize what is uniquely valuable for the good of the Nation. Then I started falling more and more into how you effectively manage technology. I started looking for PhD programs, and I was drawn to EMSE because it had a strong program in looking at the concept of an engineering system or sociotechnical system. My PhD is in EM with a systems flavor and so one of the first professional societies that i joined as a graduate student was ASEM because I was so enchanted in this concept of the management of systems and the management of technology. So with that, whereas most coming into ASEM through a student membership, I joined as a professional member from the get-go.

Q2: Why do you think its essential to have have women in engineering, and specifically engineering management?

I think a lot about this, even on my own campus, I am currently the only female chair. One of the things that I feel very strongly about is that diversity of thought, diversity of experience, diversity of opinion is essential. If you are not considering all dimensions of a problem, your solution is simply not robust. Not just women need to be actively involved in EM, but across all diverse dimensions, we need that to have the engineering solutions we need to move the profession forward. It’s been a privilege to be a women leader in the field of Engineering Management. It’s still far too rare.

You didn’t ask about challenges but it becomes a disheartening thing when you know because there is a deeper voice, capable of being louder that sometimes you’ll be shut down or talked over. Or more importantly they will pick up your idea and it’s attributed to them and not you. I think we still have a lot of growing to do, and until we get past that our default leaders look a certain way, we have made no progress.

Q3: Is there anything you think educators can do to make Engineering more attractive to women?

Part of it requires that we actually think about education from a more inclusive respective. NSF is currently using a term called convergence, which is starting to be designed. [. . .] What it means to me is that we are trying to work towards a framework where diversity of thought is truly present in our systems designs and in our engineering management approach in everything from work to life. If you think of things as a sociotechnical system, and most engineering managers are looking at that, then to be perfectly honest we spend way too much time on the technical, and not enough time on the integration of the human into the management system.

The way you look at things, whenever you got a human, there are dimensions and emerging conditions that cannot be clinically designed so that’s why you can’t have an artificial intelligence approach constantly. There’s got to be compassion and cultural awareness as part of the system.

Q4: What are some of your memories from ASEM or some of your proudest accomplishments?

I’m going to back to my early days on the faculty here at Missouri S&T about 12 years ago. In my second year as a faculty member, we hosted the ASEM conference in Springfield, MO. I remember being so proud of the team I was able to put together to attend that conference, both that conference and the next one. We had 9 different graduate students presenting research in EM. When I started thinking about contributions and ways to give back, it occurred to me as I was sitting in one of their sessions, 'Wow! this is the future of our society, you’re here on the ground floor getting to mentor and benefit from their perspective and I was so proud of that.'

From the President’s Corner - September 2020

Annmarie Uliano — Wed, 30 Sep 2020 15:29:54 GMT

Next month we will have the first virtual ASEM International Annual Conference (IAC) and it promises to be packed with many high-quality technical presentations that we usually expect to hear at ASEM’s annual technical meeting. We also have a series of excellent panel sessions, workshops and other sessions, and the conference will be kicked off by the award of the Engineering Manager of the Year. I would like to encourage you to register for this exciting event if you have not yet done so.

Over the last several months, we have all been affected by the COVID-19 global pandemic. This is the reason we are holding a virtual conference this year and not the usual the face-to-face conference. Holding a virtual conference is one example of how we have all had to change the way we work and live in the wake of the pandemic. Such changes have included the need to ‘social distance’ and many of us have been working at home during lockdown periods that have taken place. We should now all be experts in attending virtual meetings on the various online meeting platforms that have become part of our daily working lives – although how often do we still have to say to someone: “You need to turn your mic on”. I have to admit this does include myself as I have also forgotten to unmute myself at least a few times during meetings.

Changed working patterns have only been part of this period. An inability to meet for face to face interactions means that we don’t necessarily have the same level of social interactions with work colleagues, fellow students and other peers that we usually interact with. In order to avoid becoming isolated it is now even more important that we find time to reach out to colleagues in the workplace, other students as well as friends and family members so that we remain connected – albeit virtually. During this recent period, we have needed to be flexible and adaptable to change; in many cases changing our usual pattern of working and studying through adopting a new approach. In this context we need to be resilient and steadfast in our underlying beliefs to ensure we maintain our focus not just on the ‘here and now’ but also on our eventual goals that we want to achieve.

Over the last several months there have also been certain events that have taken place, which have brought to our attention the need to maintain equality and respect for all. To this end, we have released a new ‘ASEM Diversity, Equality, and Inclusion Statement’ that sits alongside the existing ‘ASEM Code of Ethics’. We have also recently released a new ‘ASEM Code of Conduct for Meetings’. ASEM is committed to maintaining equal opportunities and participation for all, irrespective of their background or characteristics. While such policies and commitments are clearly important, we know that across wider society there remains much that is still to be done and we should all be vigilant in this regard.

In this newsletter I would like to thank all the members of the Society and the members of the Board of Directors for their support over the last year while I have been President of ASEM, which has been an honour that I have enjoyed tremendously. I would like to thank Gene Dixon (Executive Director) and Angie Cornelius (Operations Director) from the ASEM Headquarters for all their hard work and support as well as Paul Kauffmann (Associate Executive Director) who has provided outstanding service to the Society in various roles over

the last several years. I would like to thank Greg Sedrick (Secretary) and Ruwen Qin (Treasurer) for their excellent work over the last year. I would also like to thank Suzie Long who will be soon be completing her service as Past President for her dedication and hard work for ASEM. Finally, I would like to thank Jim Schreiner (President Elect) for his excellent work on leading our planning for the virtual IAC and wish him every success in his forthcoming tenure as President of ASEM.

Dr. Simon Philbin
ASEM President

Women in Engineering: How Far Have We Come?

Annmarie Uliano — Sun, 20 Sep 2020 14:55:19 GMT

Women in the workplace have come a long way in the past century. They’ve contributed to countless industries’ success, increasing from a general workforce of 8.2 million in 1920 to more than 78.6 million strong in 2018, according to the U.S. Department of Labor (DOL). Although women have cemented themselves as staples in the teaching and nursing sectors, women in engineering still have a long way to go to welcome more women into this expanding field; the proof is in the numbers.

Today, women make up more than 50% of all college-educated people in the workforce, yet the National Science Foundation (NSF) estimates that women only account for 28% of all science and engineering occupations. A separate DOL study shows an even greater gap between the genders, as just 16% of engineering workers in the STEM field are women.

On top of employment divides between men and women in the engineering field, women are faced with significant discrepancy in pay. The wage gap between men and women in science and engineering fields is truly eye-opening, as men earned an average of $86,000 in 2015 compared to just $57,000 for women during that same year, according to the NSF.

Clearly, there’s still significant ground to cover to promote women in the engineering industry. But where can women who are interested in becoming engineers and advancing to management positions turn to for added support? Let’s find out!

Start Bridging the Gap

With the engineering field projected to add nearly 140,000 new jobs between 2016 and 2026, the time is nowto put women in positions to succeed in this growing industry. An engineering society is the first step in connecting like-minded professionals with one another to advance their careers. Engineering societies enable members to…

Access a global network of engineering management professionals so women can explore employment opportunities and receive the latest updates on the engineering profession.
Explore industry publications such as the Guide to the Engineering Management Body of Knowledge (EMBoK), Engineering Management Journal (EMJ), and Engineering Management Handbook. These resources are must-haves for women interested in the engineering field and elevating their careers.
Take advantage of professional development opportunities such as International Annual Conference (IAC) and its Proceedings, webinars, and newsletters with best practices in the field.

Don’t Forget Your Certifications

In addition to networking opportunities, publications, and professional development resources, engineering societies also provide certifications that help women advance their careers. The Certified Associate in Engineering Management (CAEM) certification provides the groundwork for women to receive the necessary technology, financial resources, strategic planning, and operational knowledge to strengthen their employment credentials.

Women who are looking to climb the corporate ladder to an engineering management position will benefit greatly from the Certified Professional in Engineering Management (CPEM) certification. The CPEM certification is designed for engineering professionals who have several years of execution, leadership, project, design, and management experience. With a CPEM certification, women will have the opportunity to showcase their technical operations management skills to further their engineering careers.

But completing these certifications is just the beginning to honing long-term skills in the engineering field. Women must maintain their professional engineering management by keeping up with their recertifications. Don’t let all that hard work go to waste.

Build a Better Future Today

The engineering industry is trending in the right direction, but there’s so much work left to be done to ensure women succeed in this expanding marketplace. The American Society for Engineering Management (ASEM) is committed to helping build a brighter, more diverse future for the engineering field. If you’re looking for resources to refine your engineering knowledge to accelerate your career, or you’re searching for certifications, ongoing training, and professional development materials that will elevate you to a management position, ASEM has you covered.

ASEM is always looking for opportunities to promote diversity in engineering on a global scale. In addition to sponsoring STEM-related events such as the Annual STEM Capitol Hill Day, ASEM has joined other professional societies, most notably the Society of Women Engineers, to help women advance in the engineering field.

The past 100 years have laid the groundwork for women to enter the workforce and succeed across countless industries. For STEM-related professionals, there are still barriers that we must be overcome. ASEM is committed to ensuring the next 100 years welcomes more women engineers into the market who are ready to make this industry their own.

Contact us today to join a community of women who are committed to advancing the engineering field by furthering their career aspirations. Also, keep an eye out for more ASEM blogs in the future, as we tackle other topics regarding diversity & inclusion in engineering.

The Implications of Tacit Racism on the Discipline and Practice of Engineering Management

Annmarie Uliano — Sat, 05 Sep 2020 17:22:44 GMT

Getting Real about Anti-Black Racism in Technological Contexts

by Woodrow W. Winchester, III, PhD, CPEM

“Racism does not usually take an obvious form that we can see and prevent; rather it masquerades as the most ordinary of daily actions: as unnoticed and ever-present as the air we breathe.”

—Anne Warfield Rawls and Waverly Duck, Tacit Racism

The disproportionate impact of the COVID-19 pandemic on Blacks coupled with the ongoing Black Lives Matter (BLM) protests sparked, initially, by the killing of George Floyd are forcing a spotlight on structural racism in America. As with all aspects of American society, the discipline and profession of engineering management (EM) are not immune to interrogation. From Black technologists calling for more systemic action in advancing racial equality within the tech industry to recent studies highlighting the challenges speech recognition systems (personal voice assistants) have in understanding Black voices, it is truly time for EM to get real about anti-Black racism.

In getting real, as Rob Girling and Emilia Palaveeva state in their Fast Company article, Beyond the Cult of Human-Centered Design, “we need to be clear-eyed about what we are striving to do and minimize the chances of creating more problems than we are trying to solve”. And, in EM contexts, becoming more “clear-eyed” particularly around issues of race and racism requires greater intentionality to notions of exclusion & oppression that can cloud EM actions and decision making (see Figure 1).

Figure 1: The Big 10 (+1) Ideas that Fuel Oppression

Exclusionary practices, patterns, behaviors, and norms have and are being ingrained within the culture of EM that, while “unintentional”, are leading to both EM practices and outcomes that are doing more harm than good. EM can and must do better.

As a part of the Great Radical Race Read Circle, I am reading Tacit Racism. As detailed in the book, “many people think that if they are not conscious of racism and do not ‘hate,’ they are not doing racist things.” This is problematic. “The problem is that White people see racism as conscious hate, when racism is bigger than that,” states Ola Caracola in the Medium article, A Quick Read for White People Who Don’t Consider Themselves Racist. “Racism is a complex system of social and political levers and pulleys set up generations ago to continue working on the behalf of Whites at other people’s expense, whether Whites know/like it or not.” Thus, the bigger challenge is not racists, per se, but dealing with the racism that we can’t see - tacit racism.

Tacit racism is woven into the fabric of American life, shaping the thoughts and actions of all Americans in racist ways. Consequently, there are EM implications. Leveraging the three groupings offered in Figure 1.3 of the Engineering Management Handbook (2^nd Edition) that define the challenges associated with EM as a framing, exemplar racist EM interactions that can occur without intent or even conscious awareness include:

Fractured relations with Black colleagues (Business Environment Trends & Challenges)
Technological development and/or deployment decisions made with a “White racial framing” as the default or the norm (Organizational Trends & Challenges)
Managerial actions influenced by racial stereotypes and standards (Engineering Management/Manager Trends & Challenges)

It is the engineering manager acting on racist biases and assumptions that can foster and drive EM actions and decisions that can both perpetuate and exacerbate anti-Black racist ideologies and outcomes.

As a countermeasure, the onus is on the engineering manager to be racially self-aware. Critical self-examination is core to becoming racially self-aware and should underpin the engagement of any anti-racist effort or initiative. As highlighted by Ibram X. Kendi in a NPR piece about his book How To Be An Antiracist, “critical self-reflection is, in fact, the responsibility of the antiracist…like fighting an addiction, being an antiracist requires persistent self-awareness, constant self-criticism, and regular self-examination."

All is truly not lost in dismantling anti-Black racism within the discipline and profession of EM. Personally, I am very hopeful. Conversations are finally being had that I feel will catalyze the needed actions to bring change. Underscored by current events, the time is both ripe and right for a reformation in EM. As Black lives and futures are at stake, so too is the relevancy and future of engineering management.

About the Author

Woodrow W. Winchester, III, PhD, CPEM is a Professor of the Practice and the Graduate Program Director, Professional Graduate Engineering Programs in the College of Engineering and Information Technology (COEIT) at the University of Maryland, Baltimore County (UMBC). He is also the Professional Development & Continuing Education Director for ASEM. Selected as a member of the second cohort of the IAspire Leadership Academy, Dr. Woodrow W. Winchester, III is an advocate for more equitable, inclusive, and consequential approaches to technological design and deployment. He is currently under contract with CRC Press to write Inclusion by Design: Future Thinking Approaches to New Product Development.

From the President's Corner - August 2020

Annmarie Uliano — Mon, 31 Aug 2020 12:07:21 GMT

I would like to welcome you to the monthly newsletter for August. I hope that you have managed to have at least a small break from work and studies over the summer time (or winter time for those in the Southern Hemisphere) and that you are rested for the coming period. I would like to remind everyone of the virtual ASEM International Annual Conference (IAC) that we have coming up in October – please consider attending if you have not yet registered. The conference has been organized to have several parallel technical sessions across the field of engineering management alongside many of the other usual parts of the IAC, such as expert panel sessions, keynotes and the awards ceremony. Therefore, the virtual conference should hopefully provide lots of opportunities for interacting with other attendees as well as watching technical sessions related to your areas of interest. More details on the program will be released as we become closer to the date of the conference but I am sure we will have a packed conference agenda with many highlights that will be of interest to participants.

In this introduction I wanted to reflect on how engineers can become more innovative and entrepreneurial – and why do engineers need to be enterprising. Engineers of course receive an education across a number of core academic areas, such as engineering mathematics, design, materials, thermodynamics and cycles, fluid mechanics and engineering processes. While there will be some differences associated with the particular branch of engineering that is being studied, such as mechanical, electrical, chemical and civil engineering, there will also be many common areas – especially in the numerical aspects. There is also an increasing recognition that an engineering education should include development of the necessary professional or enabling skills, including project management, team working as well as communications skills. Such competencies can, for example, be developed via a group design project. As part of this wider set of skills and knowledge, there is also a recognition that engineers can benefit from receiving an education in innovation and entrepreneurship.

The ability to translate an idea or invention into a new product or service as part of the NPD (new product development) process is a useful skill to have across a range of industrial sectors, including manufacturing (such as automotive and aerospace) as well as other sectors such as FMCG (fast-moving consumer goods). There are other cases where an engineer may need to head up a new business area within an existing company – the development of the business area will require a robust business plan in order to secure the backing of senior management. Furthermore, an engineer may want to branch out and develop a new startup offering – again there is a need for a compelling business plan in order to attract investment capital. In these cases, engineers can benefit from having a solid awareness and grounding in the skills and knowledge associated with innovation and entrepreneurship (as well as intrapreneurship).

Engineering management (EM), as a complement to other engineering disciplines (such as mechanical, electrical, etc.) and indeed other STEM disciplines, is the ideal vehicle to deliver these enabling skills related to innovation and entrepreneurship. A quick look over the domains of the EMBoK 5th Edition and we can readily see there are several areas that directly underpin innovation and entrepreneurship, namely Leadership & Organizational Management; Strategic Planning and Management; Financial Resource Management; Project Management; Management of Technology, Research, and Development; and Legal Issues in Engineering

Management domains. Consequently, EM is well suited to help all engineers, including students as well as practitioners and educators, become more innovative and entrepreneurial.

Dr. Simon Philbin
ASEM President

Little Decisions Today Can Have Lasting Effects

Annmarie Uliano — Tue, 25 Aug 2020 17:30:00 GMT

by Don Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

When I wrote my first book, I asked for advice from the printer on size. The answer given was “it is personal preference.” I picked things like font size, page size, etc. on a whim more or less. After getting what turned out to be a lifetime supply of the printed books, I could see the lasting impact of these decisions. For example, shipping costs depend on weight and dimensions. My book just fits snuggly into a standard size 0 envelope. A few more words, bigger font, etc and I would need a larger envelope with a loose fit and higher shipping fees. I wished experienced people could more often suggest these kinds of impacts ahead of me learning by experience and too late to do anything about it.

Things that are happening today will impact our decisions with more weight than they objectively should. At work, we are all subject to grouping our costs into various accounting categories. Here is an example of how one company let current situations impact their future.

It is best practice to keep your accounting structure consistent to help learn from the data. If the categories change, it is next to impossible to compare current operations from the typical. I was once in charge of creating the budget breakdown for a project of about $100 million. The possible codes included filters for diesel engines and crossover piping. I had to get guidance from others on why these were categories and what exactly “crossover” piping was. In the past, the company had diesel engines instead of electric motors as their prime drivers. The year the accounting system was set up, they bought a large supply of fuel filters for these engines. In addition, a capital project was in the works to modify many connections and the term used for the project was to install “crossover” piping. The accountants saw the one time expenditure on fuel filters and heard the word “crossover” piping, and these became cost categories they would track. As it turned out, few filters were purchased before the diesel engines were replaced with remotely controlled electric motors.

On my $100 million project, there was approximately $20 million budgeted for substations, switchgear, motor controls, and all the associated cabling. The only cost category set up from the days when lights and fans were the main expenditures was “miscellaneous electrical equipment.” The company struggled to determine why some types of projects cost so much more than other seemingly similar ones. Perhaps at one site the electrical infrastructure was sufficient to handle an expansion and in other cases, a new high voltage transformer was required. Since everything electrical got coded to “miscellaneous,” it was difficult to tell without a detailed analysis.

Despite my best efforts, I was unable to persuade a change to the coding structure. To this day, reports continue to be generated tracking the zero values for filters and crossover piping, while a large portion of expenditures remains lumped under miscellaneous.

Be aware of how the present may not necessarily reflect future needs and spend an appropriate effort up front preparing structures that may have a lengthy time of use.

About the Author

Dr. Don Kennedy, a fellow of ASEM, has been a regular attendee of the ASEM conference since 1999, with particularly good participation at the informal late evening "discussions" (sometimes making it difficult to get to the morning plenaries). “Improving Your Life at Work” is Don Kennedy's ebook which includes a lengthy bibliography for people looking for references on management theory.

Three Simple Steps for Innovation Management

Annmarie Uliano — Sun, 09 Aug 2020 20:30:00 GMT

by Teresa Jurgens-Kowal, PE, NPDP, PMP®, and CPEM

What images does the word “innovation” conjure for you? For many people, innovation means a lone genius or mad scientist inventing something new on his own. Many people believe innovation is spontaneous and relies on the creativity skills of a few. These characteristics lead you to the conclusion that innovation is easy.

Of course, innovation is not the work of a lone genius, it requires diligence, and it is not easy. In fact, innovation is a managed process with at least three important steps to build individual or corporate success. Let’s take a look at these arenas.

Strategy

It’s rare when I have absolutely nothing scheduled on my calendar, even for weekends. With completely open time and a blank sheet of paper, I often don’t know how to fill that time and I end up wasting precious hours staring at the television. I certainly am not creative or innovative during unplanned time.

However, when I have a good problem facing me and I know how to tackle it, I can be extremely productive and creative. This represents strategy. Successful innovation requires a strategic approach to challenges, whether they are personal, professional, or corporate. Strategy gives us a sense of direction and sets targets for achievement.

The three core elements of strategy are vision, mission, and values. Vision describes where we hope to be in the long run. For a business seeking to improve its innovation capability, a vision statement describes what the future will look like, how the business will participate within its chosen industry, and where the business will operate.

On the other hand, a mission statement describes how the company will get to the desired future state. What are the tools, resources, and talent necessary to achieve goals? The mission lays out a plan of attack, sometimes in bite-sized pieces, so that the company can reach its vision.

As an example, at its founding, Microsoft had a vision of a computer on every desk and in every home. This vision framed the company’s mission, including how it would innovate and compete. Building desktop computers became the goal as compared to improving the processing of giant, mainframe computers. Having a vision statement clarifies the mission – a mainframe computer is a ridiculous idea for every desk or in every home.

Finally, the values statement explains the expected behaviors of employees and the priorities of the company. As a chemical engineer, I spent my early career in the petrochemical industry. Every conference room at my employer and every customer’s conference room posted a shared value – SAFETY is our number one priority. Safety, as a value, tells operators how to behave and teaches engineers how to design equipment. Our behavior in a petrochemical plant was focused on ensuring that workers and the environment were protected from potential harm. Values drive actions, and actions are how the mission is accomplished.

Customer Needs

In conjunction with the strategy, successful innovation requires understanding customer needs. Even if the lone genius were to invent an incredibly awesome technology in her basement, the technology is only useful if someone buys it. As engineers and engineering managers, we are at the forefront of transforming peoples’ lives. But we must first understand the problems and challenges that consumers face.

Understanding customers’ needs informs the technologies we develop. One innovation I love is heated seats in the car. Automobile manufacturers could only develop this feature if they understood the needs of customers. In the winter, cars are cold and thus, drivers are cold – whether the car was parked outside or in a garage. It takes a while for the engine to warm up and thus, the interior of the car is often cold until the engine warms fully. Electric heat is not sustainable for the whole car for an entire trip, but focused electric heat on just the seats (and steering wheel in luxury vehicles) can bridge the gap until the engine warms.

The only way that we can find a match between interesting technologies and business growth is to understand market needs. Engineers and engineering managers must jump at the opportunity to visit customers (B2B or B2C). We can learn what problems our end-users face and we can identify better ways for consumers to accomplish their day-to-day tasks. Get in the field and discover your customer needs!

Robust Decision-Making

I once heard a phrase that has stuck with me over the years: “Not making a decision is making a decision.” This means that if we punt a decision or get mired in analysis paralysis, we really are making a decision to stick with the status quo. Innovation can get stuck in the ideation stage, especially if you have a lot of creators on your team (see the ASEM post on Managing Innovation Teams). Ideas are great, but action is necessary to reach the visionary goals articulated in the strategy.

There are many useful tools in decision-making: simple pro/con analysis, SWOT analysis, and portfolio management. For innovation and product development, I recommend a portfolio analysis approach. This will include a cross-functional team, financial valuations of projects, and verifying that the new product aligns with your strategy and customer needs. Contact me at teresa@globalnpsolutions.com if you’d like to learn more about product portfolio management.

Innovation might seem intimidating, relying on extraordinarily creative individuals with wild flashes of genius striking them as lightning. Yet, successful innovation is a process. We manage innovation by describing the organization’s strategy: what are the vision, mission, and values that drive growth? Next, we align market and technology opportunities with customer needs to design and develop new products. Finally, because we often have more ideas than resources, we deploy robust decision-making tools.

Learn more about Innovation Management in this recorded webinar, courtesy of the German-American Chamber of Commerce (https://globalnpsolutions.com/events/). I’d love to connect with you on LinkedIn to continue a discussion on innovation.

About the Author

I am passionate about innovation and inspired by writing, teaching, and coaching. I tackle life with an infusion of rigor, zeal, and faith. It brings me great joy to help you build innovation leadership. I am an experienced innovation professional with a thirst for lifelong learning. My degrees are in Chemical Engineering (BS and PhD) and in Computer and Information Decision Making (MBA). My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator. Contact Teresa Jurgens-Kowal at info@simple-pdh.com or connect with me on LinkedIn.

Pandemic Implementing New Age of ASEM

Annmarie Uliano — Mon, 03 Aug 2020 12:01:13 GMT

by Oliver Hedgepeth, PhD

Engineering management has been hijacked by COVID-19 and not just the few months remaining in 2020. For the EM teacher, the student, and the practical practitioner, some of the rules of the game are gone. The learning objectives from the teacher’s courses need modification. The engineering economic analysis methods from such authors as Ted Eschenbach, Don Newman, and Jerome Lavelle are still the foundation of our ability to make sense of data. But, a few more new problems need to be added. Plus, one new chapter. The practical practitioner already knows what is missing from their set of tools for project management, Six Sigma analysis, every tool in their EM toolbox.

What is suspect is the data is awry; all that primary and secondary data that was so easy to collect, and so much fun to watch being made by faulty machines and faulty people. This new social distancing and wearing of coronavirus PPE impacts data collection. Workers are not at work or, if they are, the number is sparse, maybe only 25%. Cameras are recording manufacturing processes. Artificial intelligence and robotics are replacing humans in 2020 and planning for 2021 faster than ever. Humans are dying and the living ones are teaching and meeting by Zoom or other virtual reality systems. Live streaming social media communications has become common to include our very own ASEM meetings, still under way for viability.

Many businesses because of this 2020 pandemic, such as restaurants, are broken, according to Danny Meyer, one of New York City's restaurateurs. In mid-March, he closed all 20 of his restaurants and laid off nearly 2,100 employees. He stands by his belief that the restaurant business as we know it is gone. He is asking all of us to rethink what the term “restaurant” means for 2021 and beyond. What kinds of data are important and how do you collect such data? How can you, as an EM, as an analyst, help him define that term? What other businesses are undergoing redefinition and in need of our assistance?

Robots are becoming cooks in restaurants from colleges to hamburger joints. Colleges have programs and courses and apprentices for students to understand how robots will be working with them in the future.

For you– teachers, students and practical practitioners –ask how you know you can collect good data, or visualize process behavior, or avoid the man-made chaos. Identify those new assumptions needed to solve our current economic analysis problems, and redefine what deseasonalizing data means in this pandemic and economic crisis.

We need to be discussing these emerging issues at our online ASEM 2020 International Webinar Series and the upcoming ASEM 2020 International Annual Conference and 41st Annual Meeting.

A new normal in teaching has become weaponized by a different kind of social media and human factors experience. We need to be wary of what students need. Practitioners, help!

Are you listening? See this short video for more: https://youtu.be/rbETVpBy_38

About the Author

Dr. Oliver Hedgepeth is a full-time professor at American Public University (APU). He was program director of three academic programs: Reverse Logistics Management, Transportation and Logistics Management, and Government Contracting. He was Chair of the Logistics Department at the University of Alaska, Anchorage. Dr. Hedgepeth was the founding Director of the Army’s Artificial Intelligence Center for Logistics from 1985 to 1990, Fort Lee, Virginia. His PhD in Engineering Management is from Old Dominion University.

From the President's Corner - July 2020

Annmarie Uliano — Fri, 31 Jul 2020 15:48:21 GMT

I would like to welcome you to the July newsletter. As reported previously, we are currently preparing for the ASEM International Annual Conference to be held virtually this year. As such there is a significant amount of planning work being carried out by various people to ensure the event runs smoothly. The ASEM Town Hall Meeting held last Friday allowed initial details around the conference to be discussed and I am delighted we had so many engaged members attending the meeting. More details associated with the conference will be released over the coming weeks and months. Over the last month the new ASEM 2020 International Webinar Series commenced and I would like to thank Dr. Yesim Sireli (International Director) for coordinating the webinar series.

In this introduction I would also like to reflect on developments in the energy sector and how they relate to engineering management. The COVID-19 pandemic is clearly impacting almost every part of our lives. Indeed, the social distancing measures and working from home arrangements have recently led to a dramatic reduction in burning of hydrocarbons and it was reported in April that daily global CO2 emissions have decreased by around 15-20% when compared to corresponding figures from 2019. Unfortunately, the reduction in CO2 emissions is probably going to be a temporary situation and as economic activity will inevitably pick up at some point, CO2 emissions will likely return to previously unsustainable levels. But what are the options going forward if we are to limit CO2 emissions and address the situation of global warming caused by greenhouse gases?

Adopting renewable forms of energy have an important role to play, including harnessing solar, wind, hydro and tidal energy as well as biomass. All these forms of energy have the capacity to generate clean and sustainable power. In cases where such clean forms of energy are used to generate electricity that is used in electric vehicles, the overall life cycle emissions are potentially very low. Conversely, where an electric vehicle is charged with electricity generated from a coal fired power station, the overall emissions picture is not as good. Another option to move towards environmental sustainability is to adopt hydrogen as a fuel source (e.g. in hydrogen fuel cell powered vehicles), although there is still a need to generate the hydrogen in the first place – this can be done either via natural gas reforming or via electrolysis of water (where the electricity can be provided via a further renewable source). The move to a so called ‘hydrogen economy’ offers much promise for supporting environmental sustainability and the implementation of supporting infrastructure and industrial supply chains to service the economy will also generate many challenges and opportunities.

Other developments to reduce CO2 emissions include a need for greater levels of energy efficiency – simply burning fuel in a more efficient manner reduces CO2 emissions. Also, moving from coal to natural gas fired power stations as an interim measure – eliminating coal burning and then in time eliminating natural gas burning through other alternatives. Moreover, nuclear power can have a role to play. Nuclear energy via the fission process is an option in regard to low levels of CO2 emissions as well as generating reliable base load power – however, there are the obvious undesirable outputs in terms of highly radioactive fission products. Looking ahead, nuclear fusion may have much to offer – it is after all the process that powers our own sun. Here there are different options, including magnetic confinement (including tokamak reactors), inertial confinement (e.g. laser-driven) as well as other approaches, such as via an electrically driven z-pinch. Many laboratories around the world are working on the physics associated with these different modes of fusion-driven nuclear power generation, but the engineering challenges remain immense and we are likely to have to wait for some time until the technology can be proven at a reliable and commercial industrial scale.

There are many different approaches for moving in the direction of environmental sustainability and reducing our dependence on the burning of fossil fuels. With such a dynamic and complex environment along with the need to steer scientific developments towards viable technologies and industrial application, the energy sector represents an ideal industrial application for the discipline of engineering management – where there are many opportunities to display the skills and knowledge associated with the management of people and projects in a technological or engineering systems context.

Dr. Simon Philbin
ASEM President

Technical Requirements: Doxa and Episteme

Annmarie Uliano — Mon, 06 Jul 2020 16:33:06 GMT

by Alexis Devenin, PMP

In engineering projects, not all the requirements are based in scientific or technical knowledge. Much of the technical constraints are just beliefs or opinions. An engineering manager could limit his task to recollect technical requirements, accepting all of them and then design a solution that satisfies all technical constraints. Nevertheless, the additional “false constraints” usually enforce to design complicated and over-sophisticated solutions, expensive and difficult to implement.

Ancient Greek philosophers identify several levels of knowledge. Doxa means belief or opinion. Episteme in contrast, means real knowledge, based on reasoning and scientific thinking. During the technical requirements elicitation of an engineering project, usually there are many doxa requirements, constraints or boundary conditions based on opinions instead of engineering analysis. It is important to investigate the validity of these constraints in order to arrive at simple and robust solutions for the system to be designed and to avoid complicated and dysfunctional designs.

Then the question is: How do you identify the 'doxa' requirements, disclose their nature, and convince the stakeholders?

The philosopher Socrates used to say that he did not have any specific knowledge, as he declares in his famous phrase, “I only know that I know nothing.” However, he believed to possess the ability to give birth to the truth, dialoguing with those who did have knowledge. He calls his method of inquiry maieutic. He said that he inherited this skill from his mother who was a midwife. Through inquiry, he was able to bring a person’s latent ideas into explicit insights. The “5 Whys” widely used in quality management could be considered a very simplistic version of the Socratic method.

The Socratic method of inquiry applied to engineering management demands certain soft skills. To question stakeholders or experts’ requirements can produce defensive responses. In the case of Socrates, his dialogues were done in public sites in Athens, under the watchful eye of the public. Once it becomes obvious that the supposed “expert” has no real knowledge about the topic, ego and prestige of the expert become damaged. Over time, this generated hatred towards Socrates, and finally he was accused of false crimes and condemned to death.

Socrates’ maieutic gives us an important insight: the engineering manager or the system engineer, is not necessarily the expert in the technology related to the system under design. However, they must be a person who has the skill to meet the experts, and through a methodic and disciplined approach, to arrive at appropriate technical solutions via the experts’ “know-how”.

About the Author

Alexis Devenin is a Mechanical Engineer with his MBA and PMP certification. He is an Engineering Project Manager with 20 years of experience in the Steel, Mining and Renewable Energy industries. Connect with Alexis on LinkedIn.

From the President's Corner - June 2020

Annmarie Uliano — Tue, 30 Jun 2020 22:14:26 GMT

An important development over the last month has been the decision to move the 2020 ASEM International Annual Conference (IAC) to a virtual format. This action has been taken in response to the current and anticipated conditions prevalent in Denver and across the globe related to the COVID-19 pandemic. Our plan is to have a comprehensive technical conference and we hope that the virtual event will still provide an excellent opportunity for sharing knowledge and learning on engineering management as well as staying updated on developments with ASEM. Further details on the conference will be released in due course.

I would also like to discuss how engineering management has the potential to help technical specialists to broaden their skills and knowledge base, thereby supporting career development in engineering and technology- based industries. In this regard, the term ‘T-shaped skills’ has its origins in the article by David Guest called “The Hunt is on for the Renaissance Man of Computing”, which appeared in The Independent (London) back in 1991. The term has been adopted by different organizations and it is basically a metaphor for the depth and breadth of a person’s skills. The vertical part of the T signifies the depth of skills along with the corresponding knowledge and proficiency in a single disciplinary area – including analytical thinking and problem solving associated with being deep in a given technical area. Whereas the horizontal bar of the T relates to a broader set of skills and knowledge and a corresponding ability to engage and work with people across different disciplines. We can further consider these skills as so called boundary crossing competencies, including teamwork, communication, decision-making, project working, managing complex situations and sense making. But how does this relate to engineering management? In order to answer this question, it is useful to apply the T-shaped skills model to an industrial sector and we can do this by considering the oil and gas industry and the case for a geological engineer.

In this illustrative example, the engineer benefits from having a deep specialism in geological engineering, including areas such as engineering mathematics, strength of materials, rock mechanics and geochemistry. Competence in these and related areas provides the engineer with an ability to solve technical problems as well as analytical thinking in geological engineering. However, to be effective in the oil and gas industry, there is also a need to work in project teams with other technical specialists (such as materials and mechanical engineers) as well as with colleagues from other functional areas (such as finance and commercial managers).

Consequently, it is important to have a good grasp of a wider set of skills and knowledge related to management but with a clear technological relevance. For example, the engineer may need to understand various areas, such as project management, team leadership, organizational management, technology management, economic development and planning, and systems modelling and analysis. Here the discipline of engineering management can support the geological engineer to be effective in multifunctional project teams as part of working in the oil and gas industry.

This simple case highlights the benefits of building on a solid technical education in a core engineering or scientific discipline, which is further enhanced with an education and understanding of engineering management – helping to prepare for a career in not just the oil and gas sector but in many other knowledge- based industries. The new 5th Edition of the Engineering Management Body of Knowledge Guide (EMBOK Guide) is an excellent source for such underpinning knowledge across the discipline of engineering management and should serve as the ideal resource to help us all maintain our T-shaped skills.

Dr. Simon Philbin
ASEM President

Less is Often More

Annmarie Uliano — Wed, 17 Jun 2020 19:06:12 GMT

by Don Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

The concept I am talking about today is sometimes called the “more is better” fallacy, and I will pick accruals as an example of this.

You may have been in meetings discussing alternatives to address some hazard. One is simple and cheap - the other is complex and expensive. The top manager might say “you cannot put a price on safety.” The fallacy here is that the more expensive alternative is the better one. We know this is not necessarily true. Many times things are cheaper because they are better and the option most often chosen. The expensive option is expensive because it is unique and requires more custom labor.

Accruals, for those that do not know, are accounting entries used to cover expenses that are incurred but will not be paid for before the end of the current fiscal period. Accountants typically ask the managers for their estimates for these accruals. I call accruals “imaginary numbers that we make up and they go away at the first day of the next period.” I give them effort warranted by that view. I have provided accruals totaling more than $50 million for which I spent around 4 hours compiling. The company audited my numbers and found no irregularities.

Another manager spent a whole week (40 hours) on his numbers that totaled around $10 million. He was very thorough trying to identify every potential cost that could be incurred before the end of the year. He was very happy with his result and the effort expended to come up with those accruals.

Now for the difference between the two approaches. I knew how much my department was spending every month. Christmas and New Years Eve fall before the end of the year and spending is typically lower in December than other months as a result. Construction companies often take 2 weeks off at the end of the year in my area. I identified all activities I knew would happen and assumed things that might happen would not. Invoices often come in more than a month after the expense was incurred so there is a lag, especially at year end. I made sure my $50 million was not going to be more than the realized amount.

By trying to include as much as possible, the other manager produced a number higher than the normal monthly rate of spending of $6 million. Managers might be optimistic about all the work that might get done, especially if there is pressure to get things finished by the year end deadline. But things happen.

As I flippantly alluded to, accruals are reversed on the first day of the new accounting period. So my department had a -$50 million entry and the other had a -$10 million entry on January 1. My true numbers were $55 million in December but only $45 million in January, so the $50 million in January looked very normal. The other department had only $4 million actuals in December and $5 million in January. The total expenses in January for that department after the reversal entry was minus $1 million. This raised a lot of red flags for that manager to explain how there could be negative expenses. Trying to be very thorough and list every possible event, created a problematic number. Doing less was a better approach.

Less is often more.

About the Author

From the President's Corner - May 2020

Annmarie Uliano — Sat, 30 May 2020 21:49:52 GMT

I would like to welcome you to the monthly newsletter for May. I hope that you and your families are all well in these difficult times caused by the COVID-19 pandemic. Like many others I have been working from home and trying my best to practice social distancing when outside. This somewhat unfortunate term seems like it will be with us for some time – or at least until a vaccine is discovered and found to be effective through passing clinical trials.

The COVID-19 situation is rapidly evolving and is causing not just a health crisis in many countries but also leading to potential major economic difficulties. This may result in many changes across different industries, including the university sector. The higher level of indebtedness combined with lower revenues is unfortunately a difficult combination for any organization to deal with – and this includes not just industrial companies and academic institutions, but also governments, and is something that will also be faced at the personal level by many people.

The pressure caused by the COVID-19 crisis is forcing organizations to work different – this of course includes virtual working (i.e. more videoconferences, teleconferences, etc.) but it also could potentially lead to an increased pace in the adoption of digital technologies, such as virtual reality and augmented reality. An example of a recent business-driven innovation is the rise of a new form of e-commerce, so called livestream e-commerce, which has become popular in China as a way for sellers and consumers to interact virtually during the pandemic. This has the potential to grow significantly and effectively combines a user experience of commerce with social media and entertainment. It seems that even during pandemics, new disruptive technologies and business models will continue to emerge.

As we look ahead it will be important for ASEM to remain relevant and competitive in such a changing landscape and therefore adopting new working practices alongside updating and enhancing the current products and services is important. An example of a new approach was in the last month where ASEM held a virtual Town Hall Meeting. This event was hosted by ASEM Headquarters and led by Gene Dixon (ASEM Executive Director Elect) and provided an excellent opportunity for the Society’s membership to be briefed on key developments being pursued by ASEM and also receive feedback directly from members. I was pleased to see that the meeting enabled interaction with a number of members and was clearly a success – I look forward to further meetings being held in the future.

I would also like to acknowledge the fantastic ASEM Practice Periodical issued this last month, which had the very timely theme of “This Crisis Will Not Go to Waste: Engineering Management’s Response to COVID-19”. Many thanks to Annmarie Uliano (ASEM Communications Director) for coordinating this issue of the Periodical as well as the excellent contributions by the authors: Woodrow Winchester III, Jesse Kamm, Teresa Jurgens-Kowal, Alexis Devenin, Harry Moser, Tanveer Naseer, Larry Mallak, and our former President, Frances Alston. Clearly engineering management has much to offer in response to the COVID-19 pandemic.

Finally, I wanted to update you all that in the last month we held the ASEM Spring Board of Directors Meeting. The meeting was held virtually and not face-to-face due to the COVID-19 situation. But this did not stop us from having a whole day’s worth of excellent discussions. Indeed, I was delighted to lead the meeting and with the other members of the Board we discussed a number of important matters related to the operations and strategic development of ASEM. This included areas such as development of the Society’s portfolio of publications, strategies to support our certification program, preparations for the annual conference, international development of the society, marketing and development initiatives as well as other strategic projects. The meeting provided an excellent opportunity to discuss key issues to be addressed and for the Board of Directors to consider the priorities for the Society moving forward. In this regard, I look forward to working alongside members of the Board and others on these and other exciting initiatives for ASEM over the coming months.

Dr. Simon Philbin
ASEM President

Engineering Management in the Age of COVID-19

Annmarie Uliano — Tue, 12 May 2020 19:54:11 GMT

by Frances Alston, PhD, CPEM

Engineering managers are faced with new challenges today due to the COVID-19 outbreak. They face both strategic and tactical level challenges in preserving the viability of the enterprise. In light of these challenges and the response opportunities provided by pandemic, many manufacturers are actively engaged in strategic teaming to pivot their operations in producing the equipment and supplies such as personal protective equipment (PPE), laboratory testing supplies, and ventilators to support lifesaving activities. In many instances’ development of these types of equipment were not a part of the company strategic plan thus the leadership team is required to change their business strategies, processes, equipment, retrain workers and more. In such times, employees need to have belief in their leadership team to invoke the trust needed to accept that the changes that are being made are necessary. Employees should be engaged in these changes as stakeholders in order to increase acceptance and teaming; thus, intrinsically the role of engineering managers becomes paramount and important.

Engineering managers are skilled in strategic planning activities that include planning, organizing, allocating resources, directing and controlling activities. Here is a snapshot of how these skills can be and are employed by engineering management in helping provide real solutions to the equipment and PPE shortage faced by the world resulting from the COVID-19.

Planning (strategic, tactic, and operational) – changing operations to add new processes and practices takes the use of a comprehensive planning approach to ensure success.
Organizing – rearranging work and the organizations so that new processes can be efficiently accomplished while keeping in place their core product processes and procedures.
Allocating resources – resources include capital, equipment, and people which can be challenging in itself due to implementation of new processes and systems while ensuring the health & safety of workers.
Directing – in an effort to direct work it is necessary to motivate, supervise, and influence employees to accept the new processes and way of conducting business.
Controlling activities – measuring performance to ensure that the new product line meets specified quality and technical specifications.

The role of an engineering manager is admittedly becoming more variable as the nation attempt to grapple with and irradiate the COVID-19 virus. Engineering managers have the skills and training to adapt to and manage change, lead conceptual and product designs, configuration of production lines, new product introduction, and the capability to verify that products meet quality control standards. Active engagement by engineering managers in assisting efforts focused on providing leadership and resolving technical issues that are presented by the COVID-19 can facilitate health and safety for workers, their families, and communities.

About the Author

Dr. Frances Alston holds a B.S. degree in Industrial Hygiene and Safety, a M.S. degree in Hazardous and Waste Materials Management/Environmental Engineering, and a Ph.D. in Industrial and Systems Engineering. She is a Fellow of the American Society for Engineering Management, a Certified Hazardous Materials Manager and a Certified Professional Engineering Manager.

Dr. Alston has been effective in facilitating integration of Environment, Safety, Health, and Quality (ESH&Q) projects and programs as a core business function while leading a staff of business, scientific, engineering, and technical professionals. programs in diverse cultural environments. She has extensive experience in assessing programs and cultures and the development of improvement strategies achieving positive outcomes.

Lessons Learned Not Lessons Lost: Enabling Engineering Management Practice Changes Through Systems Thinking

Annmarie Uliano — Mon, 11 May 2020 15:39:44 GMT

by Woodrow W. Winchester, III, PhD, CPEM

In responding to the COVID-19 pandemic, the capabilities of America’s industrial complex are truly being tested. These tests and, often, demonstrations of both organizational limitations and resiliency (e.g. pivoting) are offering vital engineering management (EM) practice lessons. And, in what is now being coined the era of “business as unusual” with anticipated disruptors on the horizon like responding to the impacts of climate change, these lessons must be learned and not lost.

While the scale and scope may differ, there have been other contemporary business disruptors that have offered valuable EM practice lessons. However, in many instances, these lessons were merely observed and not engaged. The question is why? For, some lessons, if they were fully embraced and sustained, may have enhanced organizational responsiveness to COVID-19. Systems thinking, as an EM practice enabler, may offer an answer.

Systems thinking, a discipline for examining wholes, interrelationships, and patterns, provides a valuable capability for engineering managers in enacting lessons offered by disruptors such as COVID-19. From making visible the interconnectedness of manufacturing systems to further exposing the influence of structural issues such as racism in America; the COVID-19 pandemic is making clear that linear thinking and reductionist approaches to practice are not sufficient and can undermine needed change. Thinking systemically, as an EM practice underpinning, is paramount.

In connecting with EM, systems thinking can be viewed as a meta-discipline; offering a language by which to guide the engineering manager’s thinking and action. Echoing the EM Handbook:

“new tools, methods, and technologies will continue to be developed to assist engineering managers. Although they may be useful, none will have the prolonged continuity provided by thinking that is philosophically grounded and principle driven. This is the challenge faced by engineering managers: To develop a sound philosophy, principles, and values that inform consistent decision, action, and interpretation in the face of increasing complexity. Systems thinking offers a significant path forward to meet this challenge.”

While systems thinking’s potential is great in creating the conditions for more robust EM practices and actions (See Figure 1), putting it into action can be challenging for the engineering manager.

Figure 1: Roles that Systems Thinking can Play in EM (Figure 18.1 EM Handbook)

The EM handbook offers insights around those core challenges and offers guidelines for the engineering manager to gain the advantages from applying systems thinking. Tools such as the Habits of a Systems Thinker by the Waters Center for Systems Thinking and soft systems methods such as Rich Pictures can aid the EM in building their systems thinking competencies in practice contexts. While outward focused development is important, equally of import; is inward or personal development.

Self-awareness and self-examination are critical in thinking systemically.; as, they “bring more attention to our mental models, which might be holding us back and keeping us from seeing the big picture in an unbiased way” (HumanCurrent). Inward focused tools such as the Reflexivity Statement support the engineering manager in personally reflecting; elucidating insights (e.g. personal assumptions, mental models, and beliefs) that (1) may occlude the engineering manager’s ability to think systemically and (2) could be inadvertently reinforced in practice.

We can’t let this Pandemic be a waste. COVID-19 is making even more clear the complex and interconnected world that we, as engineering managers, practice – the new or (next) normal. Valuable EM lessons that will advance the practice are being presented (see: Bringing Manufacturing Back to the U.S. is Easier Said Than Done). Acting more systemically in both thought and action can prevent these lessons from being lost. As discussed, disrupters to the level or exceeding what is being felt by COVID-19 will happen again and our ability and capacity to respond both as a profession and discipline cannot be compromised.

About the Author

Woodrow W. Winchester, III, PhD, CPEM is a Senior Lecturer and the Director of Engineering Management at the University of Massachusetts – Amherst. A trained human factors engineer and Certified Professional in Engineering Management (CPEM), Dr. Woodrow W. Winchester, III is an advocate for more equitable, inclusive, and consequential approaches to technological design and deployment. He is currently under contract with CRC Press to write Inclusion by Design: Future Thinking Approaches to New Product Development (ISBN: 978-0-367-41687-4).

Science, Judgement, and Engineering Management: Engineering Manager's Unique Position in a Post COVID-19 Era

Annmarie Uliano — Mon, 04 May 2020 22:04:18 GMT

by Jesse Kamm, PhD

COVID19 brought a variety of problems and reactions. If you’re a curious individual, you’ve read a plethora of articles, blogs, and social media posts. Many opined on the reliance of data, trusting science, models of impact and infection, and debates on policy making. Reporting on COVID19 public policy became a cacophony of noise. When it comes to noisy data, ASEM members and students are uniquely skilled to serve as the voice of calm and reason during trying times. As engineering managers, we know data can be messy and situations can be far more complex than we would like. But we also know that decisions need to be made in a timely fashion, no matter how imperfect, and we know how to deliver when pressed.

Many posts and articles argued for science, not politics, to guide decision making. What does it mean to let science decide policy? After all, engineering managers know that hard data doesn’t always tell the full story. There are issues around context and “soft” considerations. Even the way people feel emotionally can factor into a decision (Ugh! Feelings!... groans my inner engineer).

Engineering managers recognize that science and policy judgement are two separate things. How we translate the science, implement a plan, and tell the story of the decision is of utmost importance but that’s not science, it’s judgement. This makes us uniquely positioned to engage the public in the interpretation of data to inform sound decision making.

In most scientific research we look for two kinds of results (I concede others exist, but the two I cover encompass most scientific research). The results typically come in the form of descriptive and inferential statistics.

Descriptive results tell us what’s happening, in most often, numeric terms but might also simply tell the story of things as they exist. Inferential statistics leverage the central limit theorem to infer results on the population at large and use models to rule out random chance in our hypothesis.

Science is a system that says “Hey! This small slice of the pie that you’re looking at, well it isn’t random. This is what’s happening and it’s happening for a reason.”. What it doesn’t tell you is what you should do with that information. This is where judgement comes in.

Judgement is imperfect. Judgement attempts to use all data, even “soft'' imperfect data that might not be considered science at all. Things like economic effects, personal perspectives on social constructs like liberty and tyranny, even intuitive “gut” reactions can be valid inputs in judgement. (Remember the fight or flight story of the tiger shaped shadow in the grass…don’t wait for science on that one… trust your judgement and make the decision!). Nobel laureate Daniel Khaneman’s research in cognitive behaviors and decision making helps us understand human’s behavior and data. (See suggested readings below). Judgement comes from humans alone - not from science – messy, imperfect, full of cognitive bias humans.

Judgement via policy decisions can be rooted in science and yet have conflicting variables that lead towards opposite positions that are equally valid. That’s what I love about science. Where that data leads with regard to action is entirely subjective. This is what people misunderstand. Science is not a magic box that tells us the answer. It’s more like a game of Clue with partial answers that we come to understand more and more over time through a body of research. As EM’s we know that all models are wrong, yet when we couple them with probability, we get useful data.

As engineering managers, we know people are messy, imperfect, beings. We also know data, models, and the scientific method are very valuable tools to inform decision making. What makes us unique is our ability to translate the science, the data, and the models into something useful.

About the Author

Jesse D. Kamm, Ph.D., PMP is an imperfect, full of cognitive bias engineering manager with a passion for bridging the gap between industry and academics. His experience in themed environment projects, hospitality, retail, faith based and community partnership projects, medical centers, senior living, and work/live/play development projects coupled with his experience with academic journals, conferences, universities and industrial trade schools programs, and as a Co-PI on grants involving the National Science Foundation and the U.S. Department of Labor provide a unique perspective on the scholar-practitioner. Connect with him on Linkedin or at jkammphd@gmail.com.

Plant Maintenance During the Pandemic

Annmarie Uliano — Sun, 03 May 2020 22:15:27 GMT

by Alexis Devenin, PMP

Not all jobs can be done remotely. This is the case of plant maintenance activities. Maintenance managers have the responsibility to reduce the infection risks of maintenance workers during work. In addition to implementing the sanitary measures widely promoted by health experts, managers must reflect on Maintenance Strategy in order to accomplish reliability and operational continuity.

The world is in “pause” or slow motion. Hence, there is an opportunity to reflect and improve the way things are done. In Maintenance Strategy, a rationalization of work must be done to minimize workers’ risk exposition. To do that, think in the following actions:

Review the frequency and criticality of maintenance work. Maintenance plans consider a lot of inspection and preventive change activities. The frequency of these activities has been set a long time ago, and no one has reviewed or updated these frequencies according to equipment behavior. This is not because of laziness, but rather because maintenance is usually a dizzying activity that doesn’t get the attention for a deep analysis. The slow rhythm of productive activities as a consequence of the pandemic is an opportunity to check the frequencies and content of the existing maintenance plans. Maintenance may be able to be done less frequently without a significant increase in risk of failure or equipment deterioration, and unnecessary interventions could be eliminated.

Favor predictive maintenance over preventive maintenance. Preventive maintenance often considers changes that are not necessarily related to an imminent failure. In fact, many failures are not related to wear or time in use. A lot of unnecessary works can be eliminated by switching to predictive maintenance instead of preventive maintenance. Predictive technologies like vibration analysis, thermography, oil analysis, nondestructive examination, etc. allow for diagnosis of equipment condition, and allows maintenance work to be honed in to where it is necessary.

Increase the effort in planning activities. The duration of many maintenance activities can be extended due to a lack of good planning. It is necessary to increase detailed planning to avoid delays related to lack of materials, tools, permits, and coordination. Planning can help ensure that workers will be in the plant for just the required amount of time, minimizing their exposure to others during the pandemic. .

Check the required critical spare parts stock. Supply chains are strongly affected due to the pandemic, and delivery times are very uncertain. For this reason, it’s important to reflect on the availability of critical spare parts in order to avoid additional troubles in maintenance of machines with unexpected failures.

Finally, make an effort to maintain a good work environment. Social distancing has affected the way we communicate. As maintenance is a stressful activity and in which, at times, relationships become very tense, it is essential to ensure good communication and team spirit.

About the Author

From the President's Corner - April 2020

Annmarie Uliano — Thu, 30 Apr 2020 21:52:16 GMT

I would like to welcome you to the monthly newsletter for April and I hope that you are all well in these continuing challenging times caused by COVID-19.

In this newsletter I would like to discuss how engineering management can be viewed from different perspectives including how it can help with the delivery of projects. As we know, projects are a key part of our lives. We may want to refurbish part of our house, which can be viewed as a project, or we could be planning for a special holiday, which can also be viewed as a project. Essentially a project is a temporary organization designed to meet a set of agreed objectives – and delivered according to the so called ‘iron triangle’, that is, according to a fixed budget, schedule and specification while achieving a pre-defined quality level. In this regard we can all become project managers and the set of skills and knowledge associated with this area is of course the field of project management.

I like to view project management as a subset of engineering management. Indeed, I have worked on projects and programmes (sorry, programs) for a large part of my career. Starting out as a graduate scientist working at the UK’s Ministry of Defence, I worked on projects to develop new types of energetic materials. I became a project manager and later on a program manager, overseeing R&D in areas such as the chemical analysis of propellant formulations and the mechanical testing of solid rocket motors. Working on these projects and programs, I was able to leverage my scientific knowledge, while beginning to establish and build my management skills and knowledge. Later in my career, I was able to work on various other projects, including the refurbishment of naval vessels along with the development of R&D programs for oil and gas applications.

Throughout this time I was able to strengthen my project and program management skills and knowledge, including using process-driven as well as agile techniques. In parallel with this project management development, I was also able to draw on a wider set of skills and knowledge from the field of engineering management – even though at the time I was not necessarily aware that I was doing it. This included developing an understanding and using different techniques from systems engineering – formalized requirements capture, system modelling and using various system diagramming techniques. I also developed my knowledge of technology management, which was especially useful in an R&D environment. Learning how to assess technologies according to the TRL (technology readiness level) scale, using technology roadmaps to communicate the development trajectory for a portfolio of technologies, as well as drawing on innovation management practices. A further area that was developed was engineering economics, learning how to build a business case for a new technology program based on calculation of the NPV (net present value) for the investment. These additional areas took me beyond my original project management knowledge base, and expanded into different parts of the wider engineering management discipline.

We can consider engineering management from a further viewpoint. Some people debate the relative importance of IQ and EQ. Without going into lots of detail, I would argue that striving to have a good level of both is the ideal. The traditional view of scientists and engineers is that they have a good IQ but may sometimes be deficient in EQ. But why can’t we have good levels of both? Engineering management can help with this. Managing teams of engineers, working on projects as well as managing and directing programs along with strategic management and organizational leadership – all these areas, which are part of engineering management, require good people skills, and with experience, we can further develop our EQ alongside our technical orientation towards IQ.

In conclusion, engineering management can be viewed through many different lenses. As a disciplinary area that can support career development and help with the management of technology projects and programs. As a subject that includes a number of core building blocks (such as project management, systems engineering and technology management). As a field that helps technical specialists to build and enhance their EQ alongside their IQ. I would encourage us all to consider which lens we currently view engineering management through, and what it would be like to use a different lens from time to time.

Dr. Simon Philbin
ASEM President

Technology Leadership in Recovery

Annmarie Uliano — Thu, 30 Apr 2020 21:21:59 GMT

by Teresa Jurgens-Kowal, PE, NPDP, PMP®, CPEM

Like most of us, I have seen tremendous changes in my way of life over the past two months. January and February were extraordinarily busy for me as I conducted innovation best practice training online, in the Washington, D.C. area, and in Germany. My business was flourishing.

Now, since conferences are cancelled and company budgets for training and consulting are dried up, I don't know when or where my next assignment will be. My professional worries are compounded by personal concerns - my aging father had a heart attack and my husband's job transferred us to a new city where I literally know not one single person.

As an engineer and as a leader, I have chosen to tackle the plunging economy with a strategic approach. As engineering managers, we must deliberately choose steps to support our teams during what is expected to be a very long economic recovery.

The Six Stages of Grief

Psychologists teach that whenever we experience a loss, we grieve. The loss can be the death of a beloved family member or friend. A loss is also a significant change. Many people have, and are, experiencing job loss. Students have lost contacts with classmates and teachers,and as Americans we have lost many freedoms through “stay-at-home” orders.

I don't know about you but over the past two months, I have felt all these emotions and I've circled back to shock, anger, and depression more than once. But as engineering and technology leaders, we must demonstrate hope to begin to rebuild. Our team members and direct reports need to understand our mission and vision for recovery.

Doing Less with Less

So often we hear the phrase “do more with less.” That is probably not an option under the current economic conditions. I have heard reports that we should expect unemployment levels of 20% or more. Such rates of unemployment have not been witnessed in America since the Great Depression of the 1930s.

It also stands to reason that as the U.S. government sends out stimulus checks to put money into peoples’ pockets immediately, we will see higher taxes and inflation in the weeks and months to come. Some people will find the stimulus checks more attractive than working and the labor shortage will impact manufacturing, logistics, and the availability of education and services.

Even more dismal is the glut of oil in reserves. Because people cannot go to work and airplanes are not flying, we are not using gasoline or jet fuel as much. This has caused refineries to scale back production. The Railroad Commission of Texas is considering quotas on oil production for the first time in 80 years (that is, since the Great Depression).

Honest engineering managers will note that they are going to have less money and fewer people to accomplish goals and to get business going again. What are some actionable steps you can take? What will create hope?

Less Money

It is natural for businesses to reallocate budgets from training and R&D to operations when their very survival is at stake. As an engineering manager, you should examine every cost to verify the continuation of the service. If you have been successful with staff working from home, do you need as much office space? Perhaps, with the crisis, you have found ways to bypass bureaucratic forms and approvals. Maybe you don't need a luxury vehicle fleet anymore.

Let me caution, however, to not cut too far. Costs and investments are different. In order to survive an extended economic downturn, engineering and technology managers need to identify products, services, and features that add value. Such innovations require adequate investment, and research shows that companies that continue to invest in R&D during stock market declines are best positioned for growth when a recession ends.

Less People

The percentage of Americans employed has gradually shrunk for about 50 years already. We know that many companies have been forced to furlough, layoff , and fire workers during the corona-panic. Many of these people will not return to their jobs for a lot of reasons. It would be naive to assume your team will be the same size - or have the same skill sets –- as you had just two months ago.

Your team will still be grieving, and they are frightened by the rhetoric from constant television coverage. As a leader, you must consult with each individual one-on-one and with the whole team together. Discuss the organization’s goals and plans for survival. Prioritize the projects and actions that will provide short-term revenue over the next three to six months. Then, list the projects and plans that will deliver results in the next 12 to 18 months. Finally, add projects that are growth-oriented for the long-term .

While it will likely be “all hands on deck” to assign teams to short-term survival projects, recognize the projects that inspire passion in your team members. Short-term projects will include adding operational efficiencies, enhancing automation, and managing increasingly complex distribution systems with limited supplies. You may have some of the front-end work already done on these projects, so be sure to have open discussions with all available team members and senior executives regarding a strategic path forward.

Providing Hope

Nothing is ever bad forever and nothing is ever good forever. Unless we all plan to hibernate in caves, business will someday resume in some fashion. As engineering managers, we must recognize our team members are traumatized and that our operations are maimed. Yet, we can offer hope by listening to our stakeholders (bosses, customers, employees), and quickly implementing survival tools. We must do less with less. So, consider your most critical recovery projects for investing, and assign your best skilled workers to execute those projects.

We have a long road ahead to rebuild our businesses after committing economic suicide. But the leaders in recovery can be – and should be – data-driven, hardworking engineering managers!

What steps will you take personally and professionally as an engineering manager to support economic recovery?

About the Author

Corona-Shock: The Impact of COVID-19 on Reshoring and Supply Chains

Annmarie Uliano — Tue, 28 Apr 2020 20:52:16 GMT

by Harry Moser, Founder/President, Reshoring Initiative

Tectonic shifts in global supply chains were apparent even before the COVID-19 outbreak. Analysis by Bank of America points to tariffs, automation, carbon footprint issues, and national security as driving factors of the shift.[1] The Reshoring Initiative’s 2019 Data Report, due to be released in May, adds rising offshore wages and increased recognition of a broad range of costs and risks. Geopolitical turmoil and shifting priorities had made far-flung supply chains less appealing. The COVID-19 precipitated shock to our hyper-connected global supply chains was systemic and paralyzing. The coronavirus crisis revealed clear evidence of our overdependence on imports, especially from China. Companies have begun to reevaluate their supply chains and consider reshoring.

The increased credibility of reshoring or not offshoring is highly relevant to engineering management. Harvard Business School’s Professors Pisano and Shih have clearly described how the industrial commons is depleted when manufacturing is offshored. Both engineering and manufacturing suffer from the separation. There is also a tendency to overcome the problem by having engineering follow manufacturing to low labor cost countries.

Import Overdependence

The COVID-19 outbreak has made Americans keenly aware of our overdependence on imports of medical devices and pharmaceuticals. According to the Department of Commerce, 97% of all antibiotics in the U.S. come from China.[2] U.S. manufacturers source 80% of their active pharmaceutical ingredients (APIs) overseas, primarily from China, and China is the chief supplier of APIs for producers in other countries. Eight-six percent of U.S. hospitals and healthcare systems are concerned about personal protective equipment (PPE) shortages for frontline medical workers.[3] However, about 80% of all PPE is manufactured in Asia.

Impact on Supply Chains

A recent report by the United Nations Conference on Trade and Development said, “the COVID-19 outbreak will potentially accelerate existing trends of decoupling and reshoring driven by the desire…to make supply chains more resilient.”[4] According to a Thomas study, 60% of U.S. manufacturers say business has been impacted by the coronavirus.[5] A recent Thomas follow-up study found that over 50% of manufacturers surveyed are ‘likely’ to ‘extremely likely’ to bring production and sourcing back to North America post-coronavirus. Additionally, 47% of U.S. manufacturers report they are now seeking domestic sources of supply.[6] The Reshoring Initiative can provide resources to evaluate if reshoring is right for your company.

Trade Data

Trade data shows a decline in Chinese shipments that began in mid-February 2020 as the coronavirus outbreak caused Chinese factories to shutter. Key U.S. medical shipments from around the world slowed during the crisis. Hand sanitizer and swab imports from China dropped by 40%, and N95 mask imports were down 55% in March 2020.[7] As Chinese factories slowly reopened, export restrictions were enforced due to quality issues and China’s need to fill their own domestic demand. Critical medical supplies were stranded as suppliers and brokers were unable to receive official clearances for U.S. bound shipments.[8]

Use TCO for the Offshoring/Reshoring Decision

A broad range of costs and risks can be quantified using the free online Total Cost of Ownership Estimator®. Making sourcing decisions based solely on price often results in a 15% to 25% understatement of offshoring costs. TCO analysis helps companies objectively quantify, forecast and minimize total cost. It takes into account the Ex Works price plus 28 additional costs and risks. TCO quantifies factors, such as those associated with the risk of supply chain shocks or disruptions caused by natural disasters, political unrest or even pandemics. Use of TCO breaks down internal silos, making the impacts on sales, inventory, warranty and engineering relevant to the sourcing decision. Recommended reading includes “Getting A Company Started with TCO” to plan your TCO analysis.

About the Author

After leading GF AgieCharmilles for 25 years, Harry founded the Reshoring Initiative to bring five million manufacturing jobs back to the U.S. Largely due to the success of the Reshoring Initiative, Harry was inducted into the Industry Week Manufacturing Hall of Fame 2010, participated actively in President Obama’s 1/11/12 Insourcing Forum at the White House and is on the Commerce Department Investment Advisory Council. Harry is frequently quoted in the WSJ, NYT and Forbes, and seen on Fox Business, MarketWatch, and other national TV and radio programs. He received engineering degrees at MIT and an MBA from U. of Chicago.

Apply for a National Reshoring Award

National Metalworking Reshoring Award Companies that have successfully reshored metal-worked products, parts or tooling, including castings, are invited to compete for the National Metalworking Reshoring Award. The Reshoring Initiative, PMA, NTMA, and AMT are pleased to sponsor this competition. Applications must be submitted by June 30, 2020. To view award details and enter to win, visit www.amtonline.org/reshoringaward. OEMs and contract manufacturers are both eligible. FDI (foreign direct investment) is also eligible. AMT and the Reshoring Initiative are also focused on helping companies make the right sourcing decisions: Rebuilding the Domestic Supply Chains.

Working in COVID-19 Times: When We Bust Out, Who Will You Be?

Annmarie Uliano — Wed, 22 Apr 2020 16:56:18 GMT

by Larry Mallak, PhD, FASEM

The Great COVID quarantine of 2020 changed how we work, live, play, read, source essentials, and even how we think. We used new tools, got creative with old ones, connected more with some people and less with others, things were canceled, webinars were added, plans were scuttled and new ones were created, some gigs went away and others were added. When you look back on your time working from home (WFH), what will you identify as your accomplishments? Did you intentionally write down goals to achieve during this time or did it just evolve on its own?

There’s still time, but not much. By the time this is published, some cities, states, and regions, and nations will be “reopening.” People will be going back to work, socializing in small groups, and more. Will you go back to work as the same old “you” or will you be different?

When my employer, Western Michigan University, made the decision to move all classes online in March, I was appointed by our Provost to a team to help with “instructional continuity” because of my experience in online teaching. I went on to build a special “2020c” plan for myself with all sorts of ideas for reading, research, writing, networking, etc. (See the graphic below.) I thought I would have lots of extra time to finally get caught up on my reading and research.

I eventually became one of 11 people tapped as “Faculty Champions” at WMU, charged with being a point person for online course conversion. I created YouTube videos on quiz creation, creating quick ‘n dirty narrated PowerPoints, and more. I answered many emails and held Webex meetings to troubleshoot and solve online course problems. But, I really didn’t get to that reading and writing as I had planned.

A few webinars caught my attention. Often, I can’t spare an hour for these, but I viewed them as a way to connect and to learn. So, I “went” to Harvard and learned tips for remote teaching and how to hold simulations online. I attended a webinar with EPIC (Ethnographic Praxis in Industry Conference) and learned tips for remote work from the founder of Stripe and ethnographer Sam Ladner, among others. I attended online whiteboarding firm Mural’s webinar on collaborative tools, as well. I implemented many of these tips in my grad class and it went really well.

I revisited my 2020c plan after nearly two months at home. What did I accomplish? Well, quite a bit, but not exactly to plan. Highlights include figuring out how to put my Workplace Resilience Instrument online and provide real-time feedback, developing a Mural-based problem-solving tool, working up a resilience study, and networking. I learned many new online teaching tools, techniques, tips, and created some of my own.

Here are some tips I’ve learned and share for remote work and teaching:

Start with tools you already know and have access to. Here at WMU, my coaching and videos were initially based on PowerPoint and then I added Webex.
Make screencast recordings using your videoconferencing tools. You don’t need Camtasia or other software (and the associate learning curves) to create a screencast. Just set up a meeting with no attendees (other than yourself), hit “record,” and deliver your class. End the recording and leave it alone for a hour or so to render.
Keep those recordings short. Your class may be 75 min. or longer, but each video you create should only be 10-20 min. long. You’ll just need more videos, but they’ll usually not add up to the full class time. Focus on what’s really needed in those videos.
Don’t just “pave the cowpaths”! If you are looking to replicate your in-class experience online, it’s time to rethink. There’s a different pedagogy for online teaching. See the linked Harvard webinar for details. Try one or two things; don’t do it all at once.
Asynchronous vs. synchronous? You’re familiar with synchronous—the live lectures and interactions, but these present accessibility problems online. Recording and preparing online content for asynchronous delivery makes access easier for all students—maybe they’re sharing a laptop or don’t always have good internet access; some students need captions and these are typically available on recorded videos but not “live.” Maybe they now have to work during the day and can’t get to the classwork until evening.
Learn from others—there are many online sources for effective remote teaching techniques. I’ve found the Harvard site—while designed for B-school instructors—relevant for many disciplines, especially engineering management.

When I emerge from COVID, I will have strengthened my online teaching capabilities, contributed to the knowledge base for online teaching, advanced my research, and built connections with many people whom I would not have “had time for” or the circumstances for those opportunities.

When you bust out from COVID, who will you be? Without a plan and goals, you might get lucky. However, with a plan, even if not fully-executed (like mine), you should be able to sport new skills, have notable accomplishments, have contributed to the success of others, and emerge better than you entered. It’s in your hands—wash them now and move forward!

About the Author

From the President's Corner - March 2020

Annmarie Uliano — Tue, 31 Mar 2020 21:22:06 GMT

I would like to welcome you to the monthly newsletter for March. As we all know the Coronavirus (COVID-19) is currently having a big impact on many aspects of our lives. In this worrying time, I would like to send best wishes for the health and safety of all members of the ASEM community as well as their families. COVID-19 now looks to be a global pandemic and while different countries and corresponding governments are responding in different ways, I think it is important that such a response should be guided by experts – scientists and clinicians (including epidemiologists) – so that the strategies adopted to mitigate the impact of the pandemic are evidence-based and rigorous. Such an approach is consistent with our own values as engineering managers.

During this current period, many of us are working from home where possible. Universities are in many cases delivering teaching via online systems and this has resulted in significant challenges and disruption to ensure the online provision was made available in a timely fashion. Also at universities, student members of the society are clearly impacted by the current situation and will be concerned about their own education and research work and how the required commitments can be fulfilled this academic semester. Members of the society from industrial companies and governmental organizations face challenges associated with their own work responsibilities and the need to work from home if possible. These certainly are challenging and one could even say unprecedented times – and I very much hope that our collective efforts will help to minimize the deleterious impact of COVID-19 and that our normality of life, work and study will resume as soon as possible.

I also wanted to pass on that we are carefully monitoring the COVID-19 situation in regard to the 2020 International Annual Conference scheduled to take place at the end of October in Denver, Colorado. This is still more than half a year away and currently the conference preparations are continuing as planned – There are no changes to the technical paper submission and peer-review process, and we currently expect to hold the conference as planned. However, we will continue to monitor any new developments and ensure to keep members informed if any changes need to be made. Although please be rest assured that in the event the conference is disrupted by travel restrictions due to COVID-19, conference registration fees will be refunded.

I would like to conclude this introduction by highlighting the excellent news that ASEM has recently published the 5th Edition of the Engineering Management Body of Knowledge Guide (EMBOK Guide). The EMBOK Guide serves as a foundation for certification exams, curriculum development, and professional development programs. The guide can be viewed as a foundational reference for the discipline of engineering management. I would like to offer my thanks to Dr. Hiral Shah (Editor) and Walter Nowocin (Associate Editor) for their leadership and dedication on the production of this key publication for the Society. I would also like to thank all the chapter authors for their hard work and contributions to the new publication.

Stay safe and keep washing your hands.

Dr. Simon Philbin
ASEM President

Message from the President on the ASEM International Annual Conference and COVID-19

Annmarie Uliano — Sat, 14 Mar 2020 17:42:36 GMT

Dear ASEM Members,

Given the ongoing Coronavirus (COVID-19) developments, we would like to provide an update on ASEM's response to the situation. First of all, we send our best wishes to all our members in the United States and around the World. Please know that the health and safety of the ASEM community that you are all a part of is our first priority.

The ASEM conference committee is closely monitoring the situation. Since the 2020 International Annual Conference will take place in Denver at the end of October (28th to 31st), which is still over seven months away, all of the conference preparations are continuing as planned. There are no changes to the technical paper submission and peer-review process, and we currently expect to hold the conference as planned (https://asem.org/2020-IAC-Call-for-Papers).

We advise you to follow the paper submission and registration deadlines as usual. We will continue to monitor any new developments and keep you informed if any changes need to be made. Please be rest assured that in the event the conference is disrupted by travel restrictions due to COVID-19 your conference registration will be refunded.

Please feel free to email asem-hq@asem.org for any questions or concerns. We hope to see you in Denver.

Sincerely,

Dr. Simon Philbin
ASEM President

From the President's Corner - February 2020

Annmarie Uliano — Sat, 29 Feb 2020 14:29:41 GMT

As engineering managers we have a natural interest in science and technology, including how technologies can be commercialized for practical benefits. Indeed, commercialization of technology for industrial purposes has been undertaken across many applications and of course for many years. Historians have described in detail the Industrial Revolution, or First Industrial Revolution, as the period from ca. 1760 to 1830, where the manufacture of materials transitioned from hand production methods to the use of mechanization and machines in factories.

Growing up as a boy in the United Kingdom in the county of Nottinghamshire (famed for the legend of Robin Hood), I recall visiting a place called Cromford Mill, which was the world's first water-powered cotton spinning mill – developed in 1771 by the industrialist Richard Arkwright in Cromford, Derbyshire. Even today, this is an impressive facility and has been named as a UNESCO World Heritage Site. This form of industrialization powered forward the first industrial revolution and the resulting changes that occurred thereafter.

Bringing the story up-to-date, many people now believe that we are potentially in the midst of a new industrial revolution, which is the fourth one. Innovation 4.0 can be regarded as a collection of different but related technologies that enable integration between physical and digital systems. The related technologies include cyber-physical systems, the industrial internet of things, artificial intelligence, autonomous robots, simulation, system integration, big data and big analytics, additive manufacturing (3D-printing), augmented reality, cloud computing and cybersecurity. Looking ahead it is likely that adoption of 5G wireless technology for digital cellular networks, with much faster download speeds, will help to power forward adoption of Industry 4.0 technologies.

Industry 4.0 technologies are already enabling a step-change in productivity improvements in the advanced manufacturing sector, for example, in the production of automotive vehicles. But Industry 4.0 also has the potential to enable major levels of disruptive innovation in other industrial sectors. Examples include smart delivery of materials to companies, where inventory levels are remotely monitored and replacement products are delivered by driverless vehicles. Just-in-time custom manufacturing through additive manufacturing on-site enabling reductions in manufacturing and distribution costs. Intelligent transportation networks supporting driverless operation of cars. Automation of repetitive tasks such as data entry and low level accounting practices.

Alongside these opportunities there will also be challenges created – certain jobs and professions may even become redundant – although this also occurred in previous industrial revolutions. Apparently, when steam-powered locomotive trains and cars with internal combustion engines were introduced, there was no longer a need for many of the workers associated with horse-drawn carriages (such as blacksmiths). Equally, many new jobs were created, for example, through the manufacture of complex machinery to enable more efficient agriculture. Consequently, there are likely to be new professions created as part of the adoption of Industry 4.0 technologies.

As new professions are created and the nature of engineering jobs changes, there will still be a need for managers to oversee the development and implementation of new technologies – managers with a technical background and this includes engineering managers. This represents a key opportunity for engineering managers to help capitalize on the emerging technologies (such as those associated with Industry 4.0) and it is important to have an up-to-date awareness of such technological developments. From an academic education perspective, there is a need to ensure engineering management programs are structured appropriately, according to both a technical and pedagogic perspective, to deliver graduating engineers with skills aligned with industry’s requirements as Industry 4.0 gathers pace over the coming years.

We should also ensure that our society’s products (such as the Engineering Management Body of Knowledge and Engineering Management Handbook) are updated to reflect these and other technological advancements. Nevertheless, in this time of emerging technologies, changing and new jobs as well as new industries and technological changes that may impact our lives in different ways, it is an exciting time to be working in engineering management. Some of the Industry 4.0 technologies may ultimately make a bigger impact than others, but having a good background and understanding of engineering management means we can not only be spectators but also participants in the current industrial revolution as well as future ones.

Dr. Simon Philbin
ASEM President

A Different Practice for Different Practitioners

Annmarie Uliano — Mon, 17 Feb 2020 22:39:50 GMT

by Gene Dixon, PhD, MBA, FASEM, CPEM
Chair, ASEM Fellows
Associate Executive Director, ASEM

This is a little different spin on practicing engineering management. This is directed towards those EM’ers working on advanced degrees and are seeking permissions to use IP that others have created. Maybe there are other applications for those with imagination.

I remember the trepidation I had in reaching out to noted authors about using their materials. Nobody ever told me how. The pundits said just ask. Ask how? Phone call? Email? Snail mail? I didn’t know. I did email them. And, it was really gratifying when I heard positive responses from noted authors like Ira Chaleff, James Burns, and Kouzes and Posner.

Still how do you pose the question, “Can I use your chart, survey, or cite your work?”

I want to make 2 points.

Last week I received a request that schooled me on how to ask that question. The teacher learned from the student.

There was a conference on followership the summer of 2019. I was unable to attend; however I’ve had a great number of requests since that conference for permission to use The Followership Profile developed as part of my dissertation.

The request was simple and direct. It got right to the point by making the request in its opening line. The requestor then went on with a brief statement of purpose.

The next sentences were the sentences that I wish I had known to use when I was asking permissions. The requestor quoted (and cited) some of my previous work. It was a brief one or two sentences from a co-authored piece.

This quote was a clear statement that the requestor had done their homework and gave the impression that they knew what they were going, and wanted, to do. I may be easy to impress, and this was certainly impressive and appealing to me. A simple gesture that said to me that the requestor was prepared and valued work I had done and that they wanted to use.

Point 1: Demonstrate your preparation and why you want the IP owner’s permission.

There was another request from an international researcher. The grammar was not consistent with US norms, but the request properly addressed the researcher’s purpose. Once permission was granted, the acknowledgement and appreciation were endearing. I have never received such a warm thank you from anyone who used, or uses, proper grammar. As Dale Carnegie said, “Be hearty in your approbation, lavish in your praise.” We’ve corresponded a couple of times since then and I have a standing invitation to visit them in the future.

Point 2: Give heartfelt thanks for permission when you receive it.

There you have it. If you are a researcher requesting permissions, make a pitch that is appealing and give thanks. Maybe with some imagination, even the most experienced EM practitioner can find other ways to apply these two points.

And, let’s all go find a new ASEM member.

About the Author

Gene Dixon is the Associate Executive Director of the American Society for Engineering Management (ASEM) and is a retired university Professor having taught aspiring engineers at the undergraduate level for 14 years. He is a Certified Professional Engineering Manager and has held positions with Union Carbide, Chicago Bridge & Iron, E.I. DuPont & deNemours, Westinghouse Electric, CBS, Viacom, and the Washington Group over a span of 28 years. His work experience includes project engineer, program assessor, senior shift manager, TQM coach, production outage planner, and a remediation engineer. He is a fellow of the ASEM and served as secretary, president-elect and was the 2015 ASEM President. He was awarded the Bernie Sarchet Award by the ASEE EM Division and the Frank Woodbury Service Award by the ASEM. He has served a board member of ASEE’s Design in Engineering Education Division, the Engineering Management Division, and the Engineering Economy Division and the editorial board of Thee Engineering Economists. He has served as a board member for the Institute for Industrial and Systems Engineering’s (IISE) Engineering Economy Division and the IISE’s Society for Engineering Management Systems Division.

Engineering a Balance between Just-in-Time and Just-in-Case Practice

Annmarie Uliano — Sun, 16 Feb 2020 23:57:05 GMT

by Palak Shah

The term engineering is not limited to the educational or professional arena but encompasses a wide spectrum of life science and materials science applications. Engineering is innately involved, from micro to mega creations, explorations to innovations, and from deliberated designs, development, production; to functional maintenance and management of cross-functional sectors withstanding unavoidable human flaws and unforeseen natural disturbance over time. When ‘time is money’ and not everything can be predicted ahead of time, there is no black and white approach for working through trials and errors adhering to fundamental guidelines. Even with set standard procedures and consistent practices, changes are inevitable for engineering further prospects, up-to-date competitive advantage, and optimum outcomes. Engineering is intended to make life simpler, faster, and better than harsh or difficult work. Engineering managers need to know the rules well, so they can break, amend, or reset the standards effectively as needed.

Having things simple and smooth comes from a well-balanced engineering approach - naturally, individually and collaboratively. Multifaceted planning, cross-functional execution, and overall management are not only complex under time constraints but also calls to include hypotheses and judgement for uncertainty. Beyond their traditional applications in inventory management and lean manufacturing, the ‘Just-in-Time’ (JIT) and ‘Just-In-Case’ (JIC) methods have their relevance to engineering any day-to-day tasks on every workfloor at companies, at homes, and at remote online workplaces. Consider whether JIT is an ideal philosophy or a real practice, while JIC is a model planning or mere probability. Either JIT or JIC is conventionally considered, but balancing between these methods for the same project in different circumstances is a key to comprehensive engineering life-cycle management. I call it ‘JI(T-C)’, a lean, safe, energy efficient and user friendly approach applicable to any field of engineering. This combination makes for a sustainable method that prepares the system to be more resilient to constructively embrace all sorts of incidents or curveballs.

The core purpose of ‘JI(T-C)’ is to balance lean efficiency and safety. Take this application on the 5S methodology: Sort, Set-in-order, Shine, Standardize, and Sustain.

Utilize a RACI (Responsible, Accountable, Consulted, Informed) matrix
- Sorting out different areas suitable for efficient time practices, as well as case analysis of potential hazards requiring more lead time.
- Set in order the resources and workflow to have minimal waste, JIT required steps with feasible tasks and safe, ergonomic arrangements.
Employ CAPA (Corrective and Preventive Action) and FMEA (Failure Modes & Effect Analysis)
- Shining refers to keeping the process clear and transparent to avoid pitfalls.
- Standardizing approach for each unique case or similar cases, with resource flexibility for time shifts and emergency tasks, followed by standard documentation and proper reporting.
Use TQM (Total Quality Management)
- Sustaining objectives under quality checks and occasional maintenance with a vigilant view for deformities to be resolved within lead time.

Below are some useful sites for a few diverse engineering disciplines as well as JI(T-C) training, prevention, and parenting solutions as a part of engineering all-round life-cycle management.

All-Round Engineering Management Consulting:

https://en.wikipedia.org/wiki/Engineering_management

Inner Engineering:

https://www.innerengineering.com

JIT Training & Prevention from Social Engineering:

https://www.talentlms.com/blog/just-in-time-training-workplace/

https://www.imperva.com/learn/application-security/social-engineering-attack/

JIT Parenting and JIC Positive Parenting Solutions:

https://jitp.info

https://www.positiveparentingsolutions.com

About the Author

Palak Shah has pursued her BS in Biomedical Engineering and MS in Engineering Management with a Project Management certification. She is also a proud mother currently living in Dallas, Texas with her daughter and husband. She carries diverse work experience from a STEM tutor to corporate internal & external operations change analyst and as an independent consultant for medical devices engineering, R&D and IT sectors for SAP implementation. She possesses an innate awe for learning multi-languages and loves reading, writing, scrapbooking and striving for result-driven communication & creativity in all-round opportunities & challenges. Connect with her on LinkedIn.

Ethical Considerations in the Design and Management of Emerging Technologies: Engineering Management Takeaways and Resources

Annmarie Uliano — Sat, 15 Feb 2020 22:27:41 GMT

by Woodrow W. Winchester, III, PhD, CPEM

As highlighted in my recent ASEM blog post, the design and management challenges facing the engineering manager in the emerging technologies space (i.e. autonomous and intelligent systems (A/IS) such as artificial intelligence (AI) technologies) are daunting. While the post primarily focused on matters of diversity and inclusion (D&I), it is important to note that these considerations align with the need for greater attention to ethics in addressing the mounting controversies surrounding the implementation of these technologies. IEEE has recognized this need; and, through its Global Initiative on Ethics of Autonomous and Intelligent Systems (The IEEE Global Initiative), has released Ethically Aligned Design: A Vision for Prioritizing Human Well-being with Autonomous and Intelligent Systems, First Edition (EAD1e).

Ethically Aligned Design provides practitioner-oriented guidance in embedding ethics in the definition, development, and deployment of emerging technologies. Chapter 3, Methods to Guide Ethical Research and Design, is of particular importance and value for the engineering manager. Leveraging the insights presented in Chapter 3, I offer the following engineering management takeaways inclusive of resources to assist the engineering manager in implementation.

Cross-functional and interdisciplinary collaborations in the design and management of emerging technologies are critical. Unfortunately, often as a function of the depoliticization of western engineering education, the engineering manager is often ill-equipped to appropriately understand and address non-technical factors. Thus, the need for cross-functional and interdisciplinary conversations and interventions during all stages of design and management with and by relevant experts is of import in appropriately understanding and addressing the relevant societal and ethical impacts and considerations. Movements such as The Algorithmic Justice League, particularly within the Artificial Intelligence (AI) space, are offering strategic and tactical level guidance that can be leveraged by the engineering manager in facilitating these requisite, more collaborative engagements.
Engaging ethical centering design and development methods are vital: Mark Searle in the New York Times article titled, Top Universities Join to Push Public Interest Technology, states that as “technology becomes more ubiquitous, it is essential we consider the impacts on people, whether unintended consequences or designs that exclude certain groups or disadvantage them in some way”. Engaging design frameworks such Value Sensitive Design (VSD) can assist. VSD design methodologies actively account for human values throughout the design process. Tools such as the suite of VSD toolkits offered by the Value Sensitive Design Research Lab at the University of Washington provide the engineering manager support in implementing a VSD approach.
Appropriate frameworks for accountability are needed in safeguarding vulnerable and marginalized populations: “Even more imperative to the conversation of which technologies impact these communities is the ways we as designers go about designing these systems, particularly the ways we engage in methods that design with and not just for marginalized communities” states Christina N. Harrington in her Medium piece titled, Towards Equitable Design When We Design With Marginalized Communities. In this vein of suitably designing with and not for, a means in safeguarding is to more actively engage impacted populations. In implementation, a strategy could be “forcing tech companies to include people from affected groups on ethics boards”, asserts Fabian Rogers in the article titled, The Battle to Embed Ethics in AI Research. Initiatives such as the AI Assembly can offer the engineering manager perspective and insights on both defining and enacting these crucial safeguards.

The ethical challenges in the design and management of emerging technologies clearly are great. The recently released Ethically Aligned Design: A Vision for Prioritizing Human Well-being with Autonomous and Intelligent Systems not only advances the needed discourse but offers a framing for defining specific engineering management actions in addressing these challenges. While the ethical controversies surrounding the deployment of these technologies continue to grow, the thoughtful implementation of the offered takeaways in design and management could aid in finally and sustainably turning the tide.

About the Author

Woodrow W. Winchester, III, PhD, CPEM is the Director, Engineering Management at the University of Massachusetts Amherst. His teaching and scholarly activities are centered on advocating for more humanity-centered approaches to the design and management of technological systems. Winchester is a Certified Professional in Engineering Management (CPEM) with over ten (10) years of industry experiences. Active in also advancing engineering management as a practice, Winchester is currently the Co-Director, Professional Development & Continuing Education for the American Society for Engineering Management (ASEM). Woodrow is also under contract with the CRC Press to write Inclusion by Design: Future Thinking Approaches to New Product Development (ISBN: 978-0-367-41687-4); co-authored with Frances Alston, PhD, CHMM, CPEM and slated for a late 2020 release.

How to Find and Develop Your Vision

Annmarie Uliano — Sun, 09 Feb 2020 15:45:09 GMT

by Jeff Tippett

Have you ever played a board game with friends and everyone starts to quibble over the rules midway through the game? It might have seemed as if you were on the same page, but if it comes to a point where your mutual understanding of the game falls apart, and it’s impossible to complete the game.

The same threat applies to your business. If you assume that everyone understands the rules of the game, your vision for progression, things will probably seem to be going fine. But then, inevitably, something will happen. Someone will be unsure of the goal or the path to get there. This is where a firmly and clearly articulated vision comes into play.

As is clear by this point, you must develop a clear understanding of your vision. But, of course, you may need help in building out that vision. It may not be initially apparent. That’s perfectly natural.

The first step in finding and developing your vision is to narrow it. It needs to be rather specific, and achievable. “Making the world a better place” is as noble as any vision statement. But is it something that you alone can achieve? Moreover, there’s not likely a clear path to achieving it. Be bold, but realistic. Your vision should be the most you can reasonably expect to achieve.

Another aspect to consider is whether you’ve crafted your vision in terms that are concrete. This is a concept similar to one that I cover in my last book, Unleashing Your Superpower. When conveying your vision, be sure to use specific language, not abstract. Fully describe the goals and how you expect to reach them.

For example, which makes more sense in terms of really understanding the goal? (1) “We will lead the market in production” or (2) “We will become the preeminent supplier of this product, overtaking competitors while maintaining outstanding quality.” The same message is being conveyed, but the second option adds meat to it and makes clear that the goal is more than just making money; it’s about maintaining the work ethic and quality that brought your business to this point.

Concrete language focused on a narrow message is critical to improving your vision statement and ensuring that everyone buys in. And having a shared resolve among your team is indispensable. There’s a difference between a vision and a shared vision. A successful leader nurtures the latter. You can’t lead if the rest of your team is blindfolded. Ensure that they understand the goal and that there are clear benchmarks along the way so that everyone can stay on track and recognize progress.

A good leader doesn’t just lead; a good leader listens. Solicit feedback from your team on a regular basis, but particularly when moving in a new direction. Some folks will be hesitant to speak up if they have questions or concerns. But when encouraged to do so, they’ll be more inclined to speak up. Just because someone doesn’t tell you they have an issue doesn’t mean they’re completely on board. Take time to address concerns.

I like this quote from Antoine de Saint-Exupery:

“If you want to build a ship, don't drum up men to gather wood, give orders,

and divide the work. Rather, teach them to yearn for the far and endless sea.”

Remember: Everything isn’t about you. If you can focus on the win for your team and how change can be a good thing for them, they’ll join you on the journey without issue.

You also want to remember that everyone in the digital age has 50 things competing to take their attention in 50 different directions. Make your message short and sweet. Take, for example, IKEA’s: “Our vision is to create a better everyday life for many people.” That’s it. But it captures everything about their organization, and every member of their organization can understand and recite it. It’s also obvious to every person involved how their individual role impacts the mission, be it as a customer-facing clerk or as the chief financial officer. The goal remains the same.

Take these suggestions and begin thinking about how your vision statement might look and how to make it narrow, concrete and easy for your team to absorb. This isn’t everything you’ll need to perfect your vision statement, but it should be a groundwork upon which you can build.

About the Author

Known to many as Mr. Persuasion, Jeff Tippett wrote the book on persuasive communications.

Speaking to international audiences through keynotes and seminars, Jeff helps attendees increase their effectiveness, gives them powerful tools to help reach their goals, and empowers attendees to positively impact their organizations or businesses.

His second book, Unleashing Your Superpower: Why Persuasive Communication Is The Only Force You Will Ever Need, boldly declares we all live or die based on our ability to persuade. It is an Amazon #1 best seller.

In 2014, Jeff founded Targeted Persuasion, an award-winning public affairs + communications firm. He has worked with renowned brands Airbnb, The National Restaurant Association, The League of Women Voters, The League of Conservation Voters, and numerous others. Other industry experts have validated Jeff’s work with numerous awards, including the prestigious American Advertising Award.

Jeff is the host of Victory by Association, a podcast designed to share association success stories to help inspire executives.

Jeff’s third book, Presidential Persuasion: The Future of Leadership in this New Decade of Millennial Ascendancy, Automation, and Artificial Intelligence, is scheduled for a February 2020 release. The book is designed to help leaders navigate the future of work and leadership in the new decade.

The heart and soul of Jeff’s presentations is the emotional story he tells of adopting his youngest daughter from Haiti while the country’s government was collapsing. Through this near-death experience of navigating civil unrest and institutional bureaucracy in a third-world nation, Jeff learned valuable lessons in how to persuade others without ever manipulating. Jeff unpacks these secrets of the superpower of persuasion in every presentation.

From the President's Corner - January 2020

Annmarie Uliano — Fri, 31 Jan 2020 20:11:03 GMT

Every New Year brings new opportunities and I am sure 2020 will be no different. Such opportunities can of course exist in our personal as well as professional lives. In regard to finding good opportunities, some people talk about the importance of having good luck. While I don’t particularly think a lot about the need to have good luck, maybe there is something to do with making one’s own luck, but how can we make our own luck? The Roman philosopher Seneca is quoted as saying “luck is what happens when preparation meets opportunity”.

Also, there is a famous quote from Thomas Jefferson (former President of the United States) as saying “I'm a great believer in luck and I find the harder I work, the more I have of it”.

These quotes would lead us to think that finding great new opportunities and having good luck is not a matter of chance, but is more a product of how well prepared we are to tackle opportunities when they arise and how much work we have invested into a given part of our lives in order to be successful. I believe that being associated with a professional society such as ASEM can help us all to be prepared for new opportunities and support the work that we do. In fact, the society offers a number of complementary products and services that can help on this matter.

The professional certification offered by ASEM, through either the CAEM (Certified Associate in Engineering Management) or CPEM (Certified Professional in Engineering Management) route, provides a rigorous understanding of the engineering management discipline and its applications, and can help engineering managers to be prepared for a range of different situations. Staying up-to-date on new theories and different approaches as well as practical insights can be gained through regularly reading the society’s Engineering Management Journal and the Practice Periodical. The society’s key foundational texts on engineering management, the Engineering Management Body of Knowledge (EMBOK) and the Engineering Management Handbook, provide the theoretical and industrial underpinnings for the subject. We can also exchange knowledge and network with peers at the society’s annual conference – helping to refresh our own knowledge base and be connected with others who have shared interests. All these activities across different aspects of engineering management can help us to be more effective in our own work and enable us to capitalize on new and emerging opportunities that we may encounter.

I would also like to remind everyone of the ASEM 2020 International Annual Conference and 41st Annual Meeting that will be held at The Curtis-Denver – a Double Tree by Hilton Hotel in Denver, Colorado from Thursday 29th October through Saturday 31st, 2020. The conference theme this year is ‘Engineering Management Entrepreneurship and Innovation’ and the deadline for abstract submission is 24th February 2020. The Conference Director (Ean Ng), Technical Program Committee Co-Chairs (Heather Keathley, Mike Parrish and James Enos), and Conference Logistics Co-Chairs (Elizabeth Gibson and Patricia McDonald) will all be working hard over the coming months to ensure that a high quality technical program is developed for the conference and that the necessary logistics arrangements are all in place.

I have been attending the ASEM Annual Conference since 2008 (yes, I know, that is a lot of air miles…), when it was held at the US Military Academy at West Point and I have always found the conferences to be excellent technical meetings. The conferences really help for staying up-to-date on different aspects of engineering management, meeting new contacts, catching up with existing friends and making new ones, as well as helping to identify new opportunities, and dare I say even making our own luck.

Simon Philbin
ASEM President

Why Are Annual Budget Cycles Still A Thing?

Annmarie Uliano — Tue, 28 Jan 2020 21:05:03 GMT

by Don Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

I was recently surprised by a client who was pushing to spend more to finish a construction project during a winter cold snap. When asked for a reason, the response was one that I had heard many times decades ago: “In January the money dries up.”

Some organizations manage tight budgets by using a time limit on the availability of scarce financial resources. A manager is given an allotment of funds to spend however they deem appropriate for a specific purpose, but only until the end of a fiscal cycle. Then new moneys become available for new specific purposes in the next fiscal cycle.

An analogy I have often used is to imagine if personal spending was treated this way. Your child comes home with broken teeth from a playground incident. You look at the crying child and announce, “We have funds allocated this year for a new home sound system. We have no funds set aside for teeth. Next year we will see if we can afford orthodontics, but for now we are going to the store for the sound system.” No one could afford to operate this way, so why do some companies still have fixed budget cycles?

At the ASEM conferences, I have heard a lot of stories of the suboptimal spending that comes from annual budgets. In one case, a delivery truck would pull up to the engineering office near the end of the cut off for funds. It was filled with especially high priced electronics devices their projects typically require. The company rules were that items had to be delivered by the end of the cycle. The engineers had funds to buy instruments they knew they would need, but the funds would evaporate within days. It was better for them to pay double for items now than to try and get new approval to buy them for much less later.

Many organizations base the new year's budget on the previous year's spending. If you are a manager and you save too much money, you are penalized by cuts to help support the manager who overspent the year before. People who read this publication include those who can now, or will in the future, influence organizational policies. Please do not just accept annual budget cycles as the way your team operates.

About the Author

Practical Leadership Tips for Technical Managers

Annmarie Uliano — Tue, 14 Jan 2020 19:44:18 GMT

by William Daughton, PhD, FASEM, Former ASEM Executive Director

We often think of leadership in terms of the “great man or woman” theory or as something reserved for presidents and CEOs. However, individuals in positions of authority at all levels in an organization have leadership as well as management responsibilities. In terms of technical, human, and conceptual skills of a leader, the proportion associated with human skills is just as large at the technical group level as it is for top management. So, what form of leadership can be exercised at the technical group level which can positively affect the individual contributors?

There are several things which could be done, but one of the most effective is described by the Path-Goal Theory of leadership. The reason that this theory is useful at this level of supervision is that the supervised population is typically comprised of very motivated individuals highly focused on completing their technical work or projects and who are easily frustrated by the lack of clear goals, various obstacles to success, and poor support. Path-Goal Theory addresses all of these issues. This approach to leadership is not only theoretical but also pragmatic and can be readily exercised by the technical group leader.

Pragmatically, the theory forces the leader to understand the needs of the group members by asking the following questions:

Have the goals of the work or projects for the group been clearly and unambiguously set forth? This includes understanding the importance, relevance, and time sensitivity. When these are understood, the group members can really focus on goal achievement. A leader must ensure the group is focusing on the right things leading to fulfillment of the goal.

What obstacles do the group members face in completing their work? Little is more frustrating than wanting to achieve success but being prevented from achieving it by obstacles which unnecessarily get in the way. These can include inadequate tools, poor training, lack of equipment or facilities, and a very important one, poor coordination with other groups or individuals upon which the work depends. A leader must be sensitive to these potential obstacles, anticipate them if possible, and certainly resolve them quickly if they arise.

What level of support is required to achieve success? The support can be internal to the group, internal to the organization, or external from partners, suppliers, or customers. Frustration can easily arise when work is stalled for lack of funding, inadequate or delayed specifications or other relevant information, missing raw materials or components, or access to specialized equipment. Anticipation and vigilance are the keys here for the leader.

These three questions really focus on the needs of the technical contributors. Pragmatic application of the theory leads to strong motivation, reduced frustration, and a real sense of accomplishment. In its simplest sense, this theory provides a way for the technical supervisor to guide individual contributors along a path to success.

About the Author

Dr. Daughton has been involved in Engineering Management education for over 20 years. He was the Lockheed Martin Professor and Program Director of the Lockheed Martin Engineering Management program at the University of Colorado - Boulder. He then moved to Missouri S&T where he was chair of the Engineering Management and Systems Engineering Department. While there, his department hosted an ASEM Conference in Springfield, MO. Moving back to Colorado, he took a position as the Director of Extended Studies in the College of Engineering and Applied Science at the University of Colorado - Colorado Springs. The programs in extended studies included Engineering Management.

He held the position of ASEM Executive Director and is an ASEM Fellow. He has an ASEM service award named in his honor. Dr. Daughton had extensive experience in technical management in the semiconductor industry before moving to academia. He holds a Ph.D. in solid-state physics with emphasis in electronic materials. He continues to teach online graduate courses for Missouri S&T and UCCS in engineering leadership and case study analysis.

From the President's Corner - December 2019

Annmarie Uliano — Fri, 27 Dec 2019 19:55:51 GMT

As we approach the festive season, I have been thinking that we often hear about global challenges. Climate change and global warning usually comes towards the top of the list. This is because of the need to tackle the rising global temperature caused by greenhouse gases and principally through the burning of fossil fuels and the resulting carbon dioxide emissions.

Indeed, the United Nations (UN) Intergovernmental Panel on Climate Change (IPCC) has warned that we only have about 10 years remaining to ensure the global temperature does not exceed a 1.5°C increase, which if it does, could lead to a range of serious consequences for the world, including greater risks of floods and drought as well as more extremes of weather and further negative consequences. But there are other global challenges too. An increasing trend of people migrating to cities and the resulting overcrowding and other social issues. The rising cost of healthcare. The need to become more sustainable and reduce the amount of waste generated by society. The list goes on.

On this matter, the UN has set out the Sustainable Development Goals (SDGs). These global goals were adopted by all member states of the UN in 2015, and they can be regarded as a universal call of action for countries and people to work together in order to end poverty, protect the planet and ensure all people can live a healthy and peaceful life by 2030. There are 17 SDGs, ranging from ‘Goal 1: End poverty in all its forms everywhere’, through to ‘Goal 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development’. The figure bellow provides an overview of the SDGs.

The Sustainable Development Goals (SDGs) – courtesy of the United Nations

The question is, why have I started this newsletter introduction with a discussion of global challenges and the SDGs? The answer is that achieving these goals will of course require many actions, and by many people, but there will also be many cases and situations where engineering managers and the discipline of engineering management can help. This could be through, for instance, using systems engineering to improve our understanding of the move to a circular economy as well as the need for more renewable forms of energy. Or devising techno-economic models to measure the performance of carbon capture, utilization and storage (CCUS), and understanding how to manage large infrastructure projects more sustainably. As engineering managers, including researchers, students and practitioners, we are developing the supporting knowledge, tools and techniques to work alongside others and tackle the SDGs head-on. Although these global goals are certainly challenges they can also represent opportunities that we can pursue through applying our engineering management knowledge and tools.

Finally, as we head towards the festive period, I hope that you can all have some time with family and friends. Where possible spend time away from the daily pressures of work and other commitments, so that you can be rested and recharged to tackle the challenges and goals for 2020.

Happy Holidays,

Simon Philbin, ASEM President

Collaboration by Morten Hansen - Book Review by Larry Mallak

Annmarie Uliano — Sun, 22 Dec 2019 23:34:44 GMT

Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results
by Morten T. Hansen. Harvard Business Review Press (2009). 256 pages.
US$26.95 (hardcover). ISBN: 978-1-4221151-5-2

Reviewed by Larry Mallak, Ph.D., Fellow, ASEM; Professor, Western Michigan University

If you need a resource on how to improve collaboration in your organization, skip the airport books. Save yourself the hassle of poring through countless journal articles that explore one small set of variables in a constrained setting or geography. Morten Hansen has been studying collaboration ever since he conducted his doctoral research at H-P in the mid-1990s. Along the way, he has taken an engineering approach to collaboration, despite his B-school cred that would suggest otherwise.

Many of us engineers and engineering management types like to use analytical and quantitative techniques when we investigate a problem, even a social science problem. Ever since I read Ellen Langer’s “The Illusion of Control” while working on my master’s thesis at Virginia Tech, I’ve also become intrigued by the use of informal analytical techniques—essentially engineering estimation—applied to social science-based problems. Langer’s work got me thinking about the false uniformity of precision garnered by highly-quantified models and techniques, such as operations research and other forms of mathematical modeling. Not that there’s anything wrong with that, as Seinfeld would say. It’s just that when we want to achieve better outcomes in our organizations, we can’t wait for big modeling efforts or wade through complex mathematical models that may or may not match the assumptions of our workplaces. We need to “Pareto” to a few better outcomes, rather than strive for the optimal outcome.

Which brings us to Hansen. Rather than drag us through highly-constrained models, Hansen offers a few “back-of-the-envelope” simulations to make his points regarding how to improve outcomes with disciplined collaboration. He bashes popular business myths with data from case studies and formulates business-y equations that make sense to those of us seeking to make change now. For example, he dispels the notion that networking is always good and that those who have the largest number of contacts are in the best position. He even acknowledges that Gladwell makes this statement in his classic “The Tipping Point.” However, Hansen argues that those with many contacts often spend far more time cultivating those relationships rather than using the network to solve problems and “bridge” to necessary information. He calls these people “butterflies,” because they flit from one place to another without accomplishing a whole lot. At the other extreme, “lone stars” are self-appointed heroes who single handedly solve problems, not asking for, looking for, or accepting help from others.

Hansen calls for “T-shaped” managers; these are managers who “simultaneously deliver results in their own job (the vertical part of the ‘T’) and deliver results by collaborating across the company (the horizontal part of the ‘T’)” (Hansen, 2009, pp. 95-96). Southwest Airlines uses this concept when applicants are asked to stand up and read a short statement about themselves. Those who support others through listening, paying attention to them, and cheering are considered aligned with the Southwest culture. Many applicants think it’s merely a public speaking test.

A collaborative leader, according to Hansen, believes in and role models three distinct behaviors:

Redefining success by tying smaller tasks to larger goals,
Involving others and keeping an open mind to new ideas, and
Being accountable and holding others accountable, rather than blaming them.

Hansen shares a case study of Arnold Schwarzenegger and how he used these behaviors in his role as governor of California.

Rather than just sharing his insights and wishing us well, Hansen includes several tools in this book that can be used to build better collaborations. He has a companion “Collaboration Toolkit” that can be purchased separately. Some of the tools are contained in his book and can be readily used. However, if you want a more detailed analysis of collaboration and have a decent budget, the toolkit may be the way to go.

Collaboration doesn’t have to be a mysterious concept that stays conceptual. With Hansen (and others), we can take tangible steps to improve how we lead, follow, and participate in collaborative efforts.

References

Hansen, M.T. 2009. Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. Boston, MA: Harvard University Press.

Hansen, M.T. 2019. The Collaboration Toolkit: Tools adapted from the Book "Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results." [Available: https://hbsp.harvard.edu/product/1463TK-PDF-ENG].

About the Author

Strategic Networking

Annmarie Uliano — Fri, 06 Dec 2019 15:39:31 GMT

by Teresa Jurgens-Kowal, PhD, PE, CPEM
Global NP Solutions
Building Innovation Leaders

What do you think about networking? If you’re like most engineers, the word networking suggests images of pushy people shaking your hand, shoving a business card at you, and then walking away. You might think that expert networkers fall pretty close to used car salesmen and greedy life insurance agents. Yet becoming a strategic networker is important for your career and growth as an engineer, engineering manager, and professional in general.

What is Networking?

A common misunderstanding is that networking is attendance at an event followed by the exchange of business cards. Networking is much, much more than business cards. Of course, you should always have a professional business card, including your contact information, available to share with people as you meet them (and only if they ask for it). But the business card is only the beginning of a networking relationship.

Networking is really about building long-term relationships and helping other people. You can network with people inside your organization and external to your company. Often, as engineers and engineering managers, we build relationships with people that share a common interest, such as in the American Society of Engineering Management. Our relationships with other people include things we have in common, such as an interest in learning and growing as technical leaders. Thus, networking is creating a relationship with like-minded people and diverse individuals that will last over the long run.

Why We Network

With a mythical image of slimy characters trying to get us to buy something we don’t need, it’s hard to see why we should network. Yet, when you understand that networking is a professional skill, you will understand that it’s important to build long-term relationships with a variety of people. People use networking to build their knowledge and influence, for example.

When we meet different people in diverse settings, and especially when we meet new people that share a common interest, we can learn new information. Networking at events like ASEM’s annual conference leads to collaborative research and creative resources. Often, the simple act of talking to someone new about a favorite topic will yield new insights to tools, techniques, and applications. While many of us know a lot about one subject area, networking allows us to expand our understanding of the topic, especially in adjacent and tangential arenas.

Networking also provides an opportunity to influence the discussion and direction in your field of study. As an example, by attending networking events and getting to know different people, I have been presented with speaking opportunities leading to new insights on topics within my field of expertise. Talking about my favorite subject to a group of people who are largely unfamiliar with the topic enables me to reframe and simplify my assumptions as well as to openly share my personal opinions and experiences. Being presented with a chance to learn different perspectives and viewpoints through networking increases your own knowledge and allows you to influence others.

When to Network

If someone asked me, “When should I be networking?” My answer is: “All the time.” Too many people decide that it’s time to network when they are laid off from their job or the economy faces a downturn. This is the short game of networking, resulting in an ugly clamor for business cards from the single person at an event who is hiring. Because networking is about planting and nourishing the seeds of a relationship, it is no surprise that few people reap positive outcomes from attending one event and flashing around their newly printed business cards.

You will want to meet people whenever and however you can. Get to know them by asking pertinent questions and actively listening to their responses. Find the common ground – do you both have a history in the oil and gas industry? Maybe you both have industrial engineering degrees or are wondering about pursuing your CPEM credential. Pay attention to the other person’s passions and purpose. In five or ten years, you may be in the position of the hiring manager and by playing the long game, you’ll have a great candidate in mind because of the relationship you’ve built through common interests.

How to Strategically Network

The first key to strategic networking is to remember that you are trying to build a relationship with another person. Often, other people beginning with networking skills feels just as awkward as you do. My goal at networking events is simply to meet one new person. Because I am an introvert, I can be too quiet in larger groups and will not make connections with people. So, I intentionally look for another person who is also standing or sitting alone. With a deep breath, I approach and ask if I can join them.

Next, I ask why they are attending the event. This simple question can create a wonderful conversation and start to build our relationship on common ground. Maybe they came to the event because they thought the topic was interesting or they know the speaker. Affirm your reasons for attending the event and ask more questions. But, remember it’s not an inquisition – you are seeking to identify shared professional interests and create the seed of a relationship.

Where to Network

You want to build relationships within your organization, with people who share your education and trade, and with people that have diverse interests. If you come to a time in your life when you need a new job or help with a research paper, all these people will be great resources. It’s fairly easy to build a relationship with co-workers while working on a project together. Yet, you also want to consider creating ties with people in your organization that work in different departments and have different functional duties than you do. When you are in a leadership position, you’ll need to assemble a team of skilled individuals that you can trust, and people within your organizational network will be prime candidates!

Of course, networking at ASEM’s IAC and other engineering conferences is a great way to build technical relationships. Don’t forget that you can create professional relationships with people at organizations where you volunteer, or you share hobbies. I recently expanded my network by chatting with someone at the gym while we sweated on adjacent elliptical trainers. We connected even though I only had a crumpled-up business card at the bottom of my backpack. Our professional relationship is growing based on common technical interests and experiences.

LinkedIn is also a tremendous place to network. After every in-person networking event I attend, I try to connect with people I’ve met on LinkedIn. There I can learn more about their educational background and work experience to further our relationship. LinkedIn makes it super easy to congratulate people on promotions and say “Happy Birthday” on their special day.

Social media offers tools to search for people working in industries, companies, or jobs about which you might want to learn more. You can follow the activity of others and learn what is “hot” in your area of expertise. By commenting on articles posted on LinkedIn, you continue to build your own reputation while you build relationships with people who share common interests.

Take Action!

First, don’t be afraid to network. Erase any assumption that networking is a distasteful practice of shoving business cards at other people. Strategic networking is about building relationships with interesting people.

Second, identify an event where you can comfortably test your networking skills. ASEM is a great place to network with other engineers and engineering managers. You can test ideas, learn, and influence the field of study. As you build relationships with other ASEM members, you will find that networking becomes easier in both face-to-face and online situations.

Next, create an action plan for attending networking events. Identify someone you’d like to meet by reviewing the roster in advance or by finding another person who looks as awkward as you might feel. Ask short and simple questions about the event, seeking common ground. Don’t be discouraged if the other person doesn’t respond enthusiastically. They might just be feeling grumpy that day, or they really are checking in with the babysitter on their mobile device.

Connect with people you’ve met or admired on Linked In. Start with me at linkedin.com/in/teresajurgenskowal/ or Annmarie, ASEM’s Communications Director at linkedin.com/in/annmarieuliano/. Follow organizations (like ASEM), companies, and people that are interesting to you. Like and comment on articles and share good wishes with people who are celebrating birthdays or work anniversaries. It is risk-free to start with LinkedIn’s automated suggestions, but you should build your confidence in networking by adding your own unique comments to posts and articles.

Finally, remember above all that networking is about building relationships. If you promise to contact someone or do something for them, keep your word. Be polite, professional, and engaging. It’s always safe to listen more than you talk, and it is totally okay to leave a networking event with zero business cards!

Additional Resources

Ibarra H & Hunter ML. "How Leaders Create and Use Networks." Harvard Business Review. Jan 2007. Available from: https://hbr.org/2007/01/how-leaders-create-and-use-networks#
Herbert C & Smith C. “Strategic Networking and How to Make the Most of Your Evenings." Entrepreneur.com. May 2014. Available from: https://www.entrepreneur.com/article/233808
Hill L & Lineback K. “The Three Networks You Need.” Harvard Business Review. March 2011. Available from: https://hbr.org/2011/03/the-three-networks-you-need
White H. “Create an Effective Networking Strategy.” Marketing Donut. Available from: https://www.marketingdonut.co.uk/sales/sales-lead-generation/create-an-effective-networking-strategy
Male B. “How to Network like a Pro.” Business Insider. April 2010. Available from: https://www.businessinsider.com/how-to-network-like-a-pro-2010-4
Casciaro T, Gino F & Kouchaki M. “Learn to Love Networking.” Harvard Business Review. May 2016. Available at: https://hbr.org/2016/05/learn-to-love-networking
“How Introverts Can Learn to Network Effectively” (podcast). Jan 2019. Available from: https://knowledge.wharton.upenn.edu/article/how-introverts-can-learn-to-network-effectively/

From the President's Corner - November 2019

Annmarie Uliano — Mon, 02 Dec 2019 21:30:00 GMT

It is an honor to be serving as the President of ASEM for the coming year. I believe that our society has so much to offer. Not only do we possess a large part of the supporting knowledge base for the discipline of engineering management, which includes theoretical foundations as well as industrial applications, but we are also involved in the delivery of many excellent products and services that help people who manage in technology-driven organizations. As engineers progress through their career and some decide to move into management, ASEM can provide support through the engineering management knowledge and products but also crucially through access to a network of like-minded individuals. This can help engineers, as well as other STEM professionals, to make the transition from being a technical specialist to a manager. ASEM has of course its traditional reach across USA but for many years there has been an international dimension to the profile and work of the society – including participation in the ASEM International Annual Conferences as well as involvement of international people in the work of the society (including myself and others). ASEM is therefore in a good position to serve the needs of engineering managers across academic knowledge and industrial dimensions as well as from an international perspective.

In October we held the International Annual Conference in Philadelphia, which as usual was another resounding success. In fact this year was the 40th annual conference, which again benefited from an excellent range of technical papers and sessions as well as inspirational keynote presentations and other activities. I would like to thank the host conference team from Drexel and Temple Universities, including Julie Drzymalski, Richard Grandrino and Chris Morse, for their excellent work organizing the conference. I would also like to thank both the technical program team and logistics team for the conference, including Ean Ng, Heather Keathley, Libby Schott, Caroline Krejci, Kenneth McDonald and Greg Sedrick, for their efforts to ensure the high technical quality of the conference and that the logistics ran smoothly. The ASEM world headquarters contributes significantly to the conference and wider operations of the society and I would therefore like to acknowledge Paul Kauffmann, Gene Dixon and Angie Cornelius for all their efforts.

ASEM is a volunteer society and I would like to thank all of those involved in the work of the society, including those who serve on the board of directors. Recently and over the last year, Frances Alston, Patricia Anzalone, Neal Lewis, Peter McKenny, Charles Daniels and Dock Clavon, have stepped down from the board of directors and I would like to acknowledge their service. I would like to welcome our new members of the board of directors (either new to the board or in new positions), including Greg Sedrick, Ruwen Qin, Jena Asgarpoor, Elizabeth Gibson, Bill Schell, Ona Egbue, Gana Natarajan, James Enos, Mike Parrish and Patricia McDonald. I would also like to offer a special thank you to Suzie Long, who recently completed her annual term as President and provided excellent leadership for the society to ensure its continued success.

Looking forward for the next year, I am excited to be leading the society as it continues to develop and deliver the various activities and initiatives. If you would like to become more involved in the work of the society, please do let me know. Finally, I would like to finish by repeating a message I gave at the closing of the conference evening dinner in Philadelphia – the message was that it is a great time to be an engineering manager – helping to tackle a range of societal and industrial challenges that exist as well as pursuing many technological opportunities. ASEM is well positioned to support engineering managers in such endeavors and through being a member of the society we can all be part of this journey.

From SOS to WOW! by Margaret A. Johnson - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Wed, 27 Nov 2019 18:00:00 GMT

From SOS to WOW!: Your Personal Coaching Adventure by Margaret A. Johnson, PE, MBA
SWOW Publishing (2016). 317 pages.
US$21.95 (soft cover). ISBN: 978-0-9981295-1-8

As engineers and engineering managers we are rewarded daily with challenging work. We have the opportunity to influence people, communities, and economies through science and technology. Our work changes lives by making products available to people and by improving processes to be more sustainable and environmentally friendly.

Yet we can get so caught up in our work that we fail to work on ourselves. We can get stuck in a rut and before you know it, dreams have become hopes of the past. Margaret Johnson’s book, “From SOS to WOW,” helps engineers and engineering managers to take concrete steps to move from being stuck in the “Same Old Stuff” (SOS) to “Well on the Way” (WOW).

The subtitle of “From SOS to WOW” is “Your Personal Coaching Adventure”. To really make a difference in your personal or professional life, you should dedicate time to completing the many exercises and thought experiments included in Margaret’s book. The layout is especially clever, giving the reader space to write, journal, and consider plans to move from the current state to a promotion or other goal in life.

After an Introduction, Chapters 1 and 2 describe how managers can increase their self-awareness to recognize what might be holding them back from their next step. Exercises in Chapters 1 and 2 are centered around a gap analysis to determine where you are today and where you want to be. Many of these tools have origins in strategy development for organizations seeking growth.

Chapters 3 and 4 discuss motivation and goal setting, both topics also having roots in innovation and strategic alignment. In particular, Johnson discusses fear as a barrier to change. We can apply some of the tools from this section of the book beyond personal growth to help our engineering teams recognize when fear is holding them back from creative growth within organizational processes.

Chapters 6 through 10 offer a series of stories and exercises designed for action planning. For example, Chapter 6 discusses the myth of multitasking and the benefits of focused work. We can increase efficiency and productivity by checking email and social media less frequently. (See a related book review on Deep Work by Cal Newport.)

I especially enjoyed Chapter 7 on busting assumptions. Margaret’s in-person keynote presentations bring home the point that our assumptions can limit our capabilities and creativity. The chapter further provides exercises to investigate which assumptions hold back personal and professional growth.

Finally, Chapters 11 and 12 teach that no journey of improvement ends. As engineers and engineering managers, we know that quality is a result of continuous improvement. We also know that setbacks and failures are part of the trouble-shooting process to improve operations. We should expect the same as we continuously improve our personal and professional lives.

“From SOS to WOW” is folksy and easy to read. You can hear Margaret’s voice in your head as you skim the words on the pages. Although the book is short, you don’t want to skimp on investing time and energy in completing the exercises in the chapters. You should start the book with a specific challenge in mind from a work team or professional growth goal (e.g. I want a promotion) and be diligent to create an action plan.

About the Author

Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP, is a passionate lifelong learner. She enjoys helping individuals and companies improve their innovation programs and loves scrapbooking. You can learn more about Teresa and her new Innovation MasterMind group by connecting on LinkedIn.

“Great Time to Be an Engineering Manager”: Challenges and Opportunities for the Engineering Manager in The Emerging Technologies Space

Annmarie Uliano — Fri, 01 Nov 2019 18:27:51 GMT

by Woodrow W. Winchester, III, PhD, CPEM

As an engineering management educator, I echo President Simon Philbin’s sentiment, expressed during his closing remarks at the ASEM 2019 International Annual Conference (IAC) banquet, that “this is a great time to be an engineering manager”. This statement, for me, is affirmed in my work that promotes the use of more inclusive approaches in the design and management of emerging technologies such as Artificial Intelligence (AI) products and systems. And, while the promises of these technologies are great - as witnessed in AI’s growing pervasiveness; the perils - as outcomes of often “unchecked” designs and deployments - can be even greater.

“We are in a diversity crisis,” states a recent MIT Technology Review article that examines the existence and propagation of biases in AI systems. Recent Congressional hearings on the topic of inclusion in technology have called for “the tech sector to be more proactive in developing means that reduce, or better yet, eliminate bias from newer and emerging technologies”. As I reflect on my ASEM 2019 IAC experiences, it is my belief that engineering managers can provide both thought and practice leadership in meeting this challenge. In that regard, I offer some pathways forward:

Champion inclusive design and engineering thinking. Too often considerations of diversity and inclusion are cast simply as workforce composition concerns. However, the need to think and act more inclusively in the development and deployment of technologies is equally of import in offering more inclusive technologies. Engineering managers, as technology project and product leaders within the organization, can champion and take leadership in ensuring that considerations of diversity and inclusion are appropriately interjected within the technological design life cycle.
Engage with methods, tools and techniques that support more inclusive design and engineering decision making: There are a growing number of practitioner-oriented aids to support more inclusive design and engineering. Engineering managers, as often process and practice leaders, can be active proponents in the engagement and promotion of these more inclusive approaches. Some exemplar resources are offered by Microsoft, Google, and the Inclusive Design Group at the University of Cambridge. Additionally, in the full paper that I presented at ASEM 2019 IAC, I explore the visual arts as a means to help engineers think more inclusively and consequentially in technological design.
Advocate for the development of specific engineering management diversity and inclusion practice competencies. The societal stakes are high in regard to the design and management of emerging technologies. I feel that we, as an engineering management community, are at a point where more explicit and poignant conversations and efforts around diversity and inclusion within our practices are needed (the positive reception of Thomas Edwards’ keynote on neurodiversity provides some indication of the desire for these types of conversations). By supporting these sorts of efforts, the catalyzation and articulation of engineering management competences around diversity and inclusion can be had.

Truly, this is a great time to be an engineering manager. Adequately grappling with notions of diversity and inclusion in technological design is truly both complex and multilayered. More inclusive technological design and management practices are truly needed. It is my belief that engineering managers are well positioned to offer the needed thought and practice leadership in finally moving the needle.

About the Author

An EMBOK Application - Herzberg's Theory

Annmarie Uliano — Fri, 01 Nov 2019 18:26:32 GMT

by Jerry Westbrook, PhD, FASEM, Professor Emeritus - University of Alabama at Huntsville

This is the second article on applications of the Guide to the Engineering Management Body of Knowledge. The primary contribution of these articles is how the EMBOK can guide the technical manager in applications. The material discussed is from Domain 2. If a practitioner focuses on Domain 2, he or she can have a successful career in technical management. The other domains in the EMBOK complement the first and second domains but primarily the second. This conclusion comes from my experience as well as many colleagues’ experiences in applying the concepts contained in the EMBOK.

The topic of the day is Herzberg’s Motivator-Hygiene Concept (EMBOK 2.3.3.) Dr. Herzberg did a study of engineers and accountants to determine the factors associated with motivation and de-motivation. Any manager should have a good idea of those things that tend to motivate employees. They should also understand those issues that cause the opposite reaction. Most managers assume that they know these things instinctively. According to Herzberg’s research, most of these assumptions are incorrect.

Herzberg’s research found that one set of factors were associated with motivation and another set associated with de-motivation. He called the factors associated with motivation as motivators. They are, in the order of responses from subjects in the study:

Recognition
Achievement
Advancement
Responsibility
The job itself

The de-motivators we called hygienes because they were associated with the work environment, not the work itself. They are:

Working conditions
Company policy
Relations with supervisor
Relation with peers
Pay

According to this research, the motivators were only positive and the second group, the hygienes, were only negative. The highest motivational value of any hygiene is zero. If company policies are the best in the industry, they have zero motivation. If these policies are perceived to be unfair to one employee or to a group, they are perceived negatively.

It must be noted that managers have more control over motivators but they are difficult to administer. Hygienes do not lead to motivation but their improvement can be expensive to the company.

The following case involves an attempt to make motivators out of hygienes. Many organizations make similar efforts with similar results.

Motivation Gone Awry

“First Fiber Glass” Company asked me to assist them in increasing their productivity and product quality. It was quickly determined that employee turnover at critical operator positions were running approximately 40% per year. The operator jobs required a great deal of agility and hand-eye coordination. The job could be dangerous as it was working with molten fiber glass at 2000 degrees C. Management relations with the union turned contentious while I was there. I was working closely with union employees attempting to make the job safer and more productive. Seeing my positive relationship with some workers, management asked me to convey a message to the union. They asked me to ask the union if they had concerns that management could address to show good faith effort to work more effectively with them. Realizing that the union would likely focus on hygienes, I suggested that management should focus on more opportunity and advancement potential for workers. Management told me that they had discussed matters and wanted to pursue the plan as explained.

I met with union leaders and explained management’s desire to demonstrate good faith. The leaders quickly pointed out that the plant floor had a buildup of binder over one inch thick. Binder is sprayed onto molten glass fibers to give them tensile strength. Some of the binder actually coats the glass fibers. The remainder falls to the floor where it accumulates. They pointed out that the binder buildup was unsanitary and unsafe and that it should be removed. I went back to management with the union response. Management was aware of the situation and readily agreed with the union’s assessment. They decided to shut the plant down for a week and remove the binder buildup. Workers were not laid off. They either participated in training or the cleanup effort. The binder had to be chipped up with power equipment. The Research and Development group suggested that a new epoxy paint might prevent the buildup from developing in the future. After the buildup removal, the plant floor was painted with a pastel green epoxy paint. Normal operations were restarted the next week.

Management asked me to meet with the union to gage the response to the cleanup effort that the union had suggested. In the meeting with the union, they readily expressed appreciation for management’s efforts to clean up the plant. They were, however, quick to point out that their shower room was in need of major repairs. The shower room was the first thing workers saw when they came to work and the last thing they saw when they left. Broken fixtures were symbols of how the company viewed its employees. They were seen to be an indication that workers were not important to the company. I brought that message back to management. Again, they agreed with the union and had the shower room completely refurbished.

Once more, hoping that the union could see that management was conciliatory, management asked me to meet with the union. The union officers were very appreciative of management’s actions. They did point out that the employee parking lot was in a state of disrepair. There were many potholes large enough to damage their cars. Again, this was their first connection with the employer when coming to work and the last before leaving work. Of course, I brought their parking lot concern to management. They readily agreed to repave the parking lot and instructed me not to meet with the union leaders again.

The union’s list of hygienes exceeded management’s resources. Management finally saw that they were not getting productive results by addressing non-production issues. Later, they did agree to open new training and lead classifications in the production departments with the greatest opportunities for improvement. This was well received by the union. Productivity, quality and morale did increase. Little connection was observed between the response by the union to these motivators and the long list of hygienes. Management was glad that production and quality had both improved and did not seem to get the connection of applying motivators when the long list of hygiene applications failed to achieve positive results.

Summary of Herzberg’s Advice

Do the best you can with hygienes. You won’t get motivation but you will avoid serious problems. Significant long term improvements in motivation are achieved through focus on motivators: recognition, achievement, possibility of growth, advancement, responsibility and the job itself. It is counter-intuitive for a manager to respond to a request for a hygiene improvement with an analysis of the status of motivators but that is what must be done, after the hygiene request is investigated and acted on.

About the Author

Dr. Westbrook has served the American Society for Engineering Management in a variety of positions. He is a past President of the society, past Executive Director and an ASEM Fellow. He founded ASEM's program to certify master's degree programs that meet ASEM program standards. He was instrumental in the founding of a master’s program in EM at the University of Tennessee and the master's and Ph.D. in engineering management at the University of Alabama in Huntsville.

His research and teaching focuses on behavioral concepts in management and the challenges of managing knowledge workers. Dr. Westbrook received his Ph.D. degree from Virginia Tech in Industrial Engineering and Operations Research, master’s degree from the University of Tennessee in Industrial Engineering and a B.E. from Vanderbilt in Electrical Engineering. In addition to ASEM, he is also a member of ASEE, IIE, and NSPE. Dr. Westbrook authored or co-authored 20+ refereed papers on engineering management topics. Dr. Westbrook has developed a series of seminars on managing knowledge workers. He and a team of talented professionals have delivered these seminars to a variety of clients in several states.

Powerpoint and Meeting Effectiveness

Annmarie Uliano — Mon, 28 Oct 2019 15:45:05 GMT

by Paul Kauffmann, PE, CPEM, FASEM, Executive Director of ASEM, Professor Emeritus at East Carolina University

How boring this subject line may appear. Let’s consider the two parts of it: PowerPoint and meeting effectiveness. Considering PowerPoint, how many times have we been instructed on the "best" way to prepare PowerPoint slides? The debates rage about critical topics: light or dark background, how cryptic to make the bullet points, what fonts are best... Debates that may never be solved in our lifetime.

What about the second part of the title, Meeting Effectiveness? We have all been through that training too, and the memories make us cringe. A web search on this topic will find countless hits with common sense suggestions: set objectives, send out an agenda, keep on topic, identify follow up and next steps, and so on. As a friend of mine commented after a training session on this topic: "That was a firm grasp of the obvious."

There is one missing element in all of this. The burden is on the meeting organizer, but what is the obligation of the attendee to contribute to meeting effectiveness? I would bet many would agree that often meeting attendees have not looked at the agenda or the slides, much less the "related report" covering key details. It is too easy to simply click "accept" on the calendar invitation and do nothing but show up. What is the solution?

Amazon has an interesting approach to solve this problem, and it was described by Jeff Bezos as "the 'smartest thing we ever did' at Amazon." A heady statement for sure. I recommend reading the full article, but I will summarize a few key points here:

PowerPoint is gone at Amazon
To replace the PowerPoint presentations, Bezos created a new approach. Meetings start with each attendee sitting and silently reading (in the words of Bezos) a "six-page, narratively-structured memo for about the first 30 minutes of the meeting…the memo creates the context for what will then be a good discussion." (Go here for the memo structure.)
Who authors the memo? The team; memos at Amazon do not have an individual author.

In closing, let me bring a smile with some additional comments from Bezos. He thinks "…executives will bluff their way through the meeting as if they've read the memo because we're busy and so you've got to actually carve out the time for the memo to get read."

Before the memo-based meetings were instituted, Bezos also commented "we were doing the more traditional thing. A junior executive comes in, they put a huge amount of effort into developing a PowerPoint presentation, they put the third slide up, and the most senior executive in the room has already interrupted them, thrown them off their game, asking questions about what is going to be presented in slide six, if they would just stay quiet for a moment..." Further, he thinks PowerPoint slides often have "obscure information." Bezos prefers memos because each have "verbs and sentences and topic sentences and complete paragraphs."

Food for thought!

About the Author

Paul Kauffmann is ASEM’s Executive Director and is Professor Emeritus at East Carolina University. Paul is a Professional Engineer and has over 20 years of industry experience in positions ranging from design engineer to plant manager and engineering director. He is a Fellow of ASEM and a Certified Professional in Engineering Management. He holds a BSEE and MENG in mechanical engineering from Virginia Tech and a PhD in industrial engineering from Penn State.

Throwing out the Crystal Ball

Annmarie Uliano — Mon, 07 Oct 2019 18:44:58 GMT

by Don Kennedy, Ph.D., P.Eng., IntPE, CPEM, FASEM

In my last segment, A Lesson from the Bhagavad Gita, I spoke on the importance as a manager of not being scared to take action. The great physicist Niels Bohr reportedly said that the opposite of a great idea is another great idea. Because management is complex, when a strong argument is made for one idea, you can generally make another strong point about the opposite idea (maybe with changed assumptions).

My segment today does not really contradict my last one because I will submit that deciding to do nothing is still taking action and not postponing. A friend of mine said “the do-nothing option is a great option not chosen often enough.”

A frequent situation on projects is the proposal by stakeholders to do something outside of scope since “you are here doing stuff anyway.” To borrow from my friend in these cases “the do-nothing option is usually the correct action.” I like to say “let future projects pay for future project scope.” Too many times I have seen the resources expended to add scope to accommodate some anticipated need and the effort was a complete waste or made things worse. I will offer two examples.

We were building a process facility. Someone said that the product might change in a few years and they would likely need different valve arrangements. We spent around $200,000 to change the layout. Ten years later, I met someone from the facility and we chatted. The person complained about spending $300,000 to modify the facility to accommodate a new product. The company forgot we had made changes that would have worked fine and just assumed a new layout was needed. We spent the extra funds and built a facility that would have served the client better if we had not, given how things turned out.

The second example is about a pipeline pig trap, which can be seen below. We were building a pipeline and allowed for a blinded connection to install a pig trap at some future time. Devices are sent down pipelines to check for corrosion or other issues at regular intervals, and the first such run was set for several years into the future. There was considerable pressure from management to spend the $5 million to put in the actual traps since we were mobilized and there anyway. I said “let future projects pay for future project scope” and thereby reduced my project cost by $5 million. As it turned out, advances in technology produced a special new “smart pig” that the company wanted to use for its first inspection after several years of service. This new smart pig was 10 inches longer than the maximum that could have been sent using the trap that was standard at the time we could have installed it. The $5 million would have been wasted. Our traps would have posed an additional burden to rip out what we installed and replace with the new standard.

Source: Metropolitan Engineering Consulting & Forensics Services

Things change and institutional memory is short in a world of high employee turnover. Should your performance assessment take a hit because you tried to gaze into the crystal ball to help some future project reduce their costs? The do-nothing option is often the best decision.

About the Author

Donald Kennedy is a fellow of ASEM. He has a new ebook out called “Improving Your Life at Work” which includes a lengthy bibliography for people looking for references on management theory.

An EMBOK Application - Theory X

Annmarie Uliano — Tue, 01 Oct 2019 21:44:12 GMT

by Jerry Westbrook, PhD, FASEM, Professor Emeritus - University of Alabama at Huntsville

In the Guide to the Engineering Management Body of Knowledge (EMBOK) Domain 2 on Leadership and Organizational Management, there is a brief discussion of Douglas McGregor’s Theory X and Theory Y. Although McGregor published this concept many years ago, it is still relevant. McGregor was a Harvard professor as well as a highly sought out consultant. In his consulting work, he noticed that managers tended to make assumptions about the organization’s employees. Some of these assumptions considered that the brains of that organization was in upper management and that workers were not very bright and needed to be watched and occasionally threatened to get them to do the necessary work. McGregor called this assumption about workers Theory X. There was no data behind these assumptions; there wasn’t even anecdotal evidence or observations. It was just part of the culture of the organization.

He also worked with organizations that saw its workers in a different light. They assumed that workers wanted to do a good job, were capable of doing so, and would grow with opportunities. He called this assumption Theory Y. He noted that these assumptions were to some extent self-fulfilling prophecies. He observed that employees tend to respond in the same way they are managed. If they are considered untrustworthy, they might respond by not taking responsibilities. If management listens to its employees and responds to their ideas, these employees act like trusted members of a team.

In my career in management consulting, I witnessed many examples of Theory X assumptions. None of the organizations using this assumption could be described as successful. In good economic times, they barely got by. Several are no longer in existence. The case below relates a situation that happened at one of my clients. I had the advantage of knowing the characters in the story well and listened to their version of the events.

Theory X

Ken was a scheduler in the Production Control Department (PCD) of a facility making high tech assemblies for a government contract. The company was large (about 7500 employees) with four major products being built at that time. Shop personnel began work at 7:00 AM each morning. The PCD as well as most management and support groups began work at 7:30 AM. Production was going on 24/7 on the line Ken was supporting. Ken routinely reported to work at 6:00 AM, checked the progress of the last shift, and adjusted the schedules for the incoming day shift.

One morning, an office worker was out sick, another was on travel, and a third was on vacation. In short, no one was in the PCD office. The manager of the PCD arrived at the office somewhat late at 7:45 AM and found a few other support personnel looking for someone to answer their questions on the status of some aspect of the schedule. At that very time, Ken made his way to the PCD office after having been in the plant for nearly two hours. The boss spots Ken entering the office and assumes he is getting in late (as was the boss). Trying to sound like a boss in control, he confronts Ken. The boss said, “Where have you been? Don’t you know these people need their questions answered? From now on, I want you in this office and available to work with your colleagues at 7:30 AM. Do you understand?” Ken was in shock. He was not prepared for that outburst. He simply replied “Yes, sir!” And with that, the boss went into his office and closed his door, pleased that he “took charge” of the situation. Ken immediately set about to help those who had questions that needed answers.

Ken thought about what happened and by 10 AM he knew what he had to do. From that time on, he came to work at 7:30 instead of 6 AM. He made sure that the office was adequately staffed and then wandered out into the mammoth plant and got lost. He read the morning newspaper. He talked sports with anyone available and there seemed to be no shortage of people willing to converse. He did this all day and left at 3:30 PM with the production workers instead of 4:30 PM like the others in the PCD office.

This went on for several weeks. The schedule that Ken was supposed to be working on was in chaos. Production had declined. Needed material was misplaced. Things were really screwed up. As had happened a few weeks ago, the boss came in at 7:45 AM, and Ken just had to ask. Ken asked the boss if he had noticed that he was doing things differently? The boss quickly replied: “Yes, I have noticed, and it is in the right direction. Keep up the good work!” Ken became so dispirited that he went back to his regular habits at work and smoothed out the error prone schedule.

Ken was treated as if he responded to McGregor’s Theory X assumptions about workers. His reaction was to act as if the assumption was correct. This seems to validate the observation that Theory X treatment can generate Theory X behavior.

That organization purported the belief that its employees were its most valued asset. Yet the actions of the PCD Manager were at odds with the company belief. The manager had an ingrained Theory X assumption about an employee who worked two extra hours daily without compensation. When a manager is not familiar with the duties of any employee, he or she may function with an assumption. The PCD boss made an assumption and made a poor decision regarding Ken. This decision cost the company a lot of money in reduced production and efficiency for several weeks.

In today’s business environment, Theory X may be more subtle. It occurs in restrictive organizational control systems require approvals from Managers who are not familiar with the issues of the approval. An uninformed manager is allowed to counter the judgment of knowledgeable employees who are just trying to get work done the best way. These systems restrict employees who travel for the organization. The organization does not trust its most valued contributors. That is why practices such as requiring boarding passes to be turned in with travel receipts. Telecommuting is also a contentious issue. Management wants to see its employees as they work when knowledge work is not observable. (Can we really see a knowledge worker work?)

Conclusion

The Theory X assumptions by management are alive and well in a broader context. Managers of knowledge workers are called on for a broader set of skills and information about each employee as well as each job. Management must create an environment at work where productive employees enjoy the freedom to produce and learn according to their abilities.

About the Author

From the Desk of the ASEM President - October 2019

Annmarie Uliano — Tue, 01 Oct 2019 17:00:00 GMT

Wow! Where has the year gone? It seems like yesterday that Frances Alston was handing the President’s gavel to me and in less than a month, I’ll have the honor to pass it to Simon Philbin. It has been an amazing journey serving as your President and I cannot thank the ASEM executive committee, board of directors, and each of you enough for your support and hard work to help ASEM continue to grow. But, before we transition, time to celebrate together once more as part of the International Annual Conference! If you haven’t yet made your plans to attend, please do so as soon as you possible. It won’t be the same without you and I know when you check out all of the exciting events planned for the conference, you’ll definitely want to be part of the fun.

With warmest best wishes,

Suzie

A Note from the 2019 IAC Host, Drexel University

Annmarie Uliano — Sat, 28 Sep 2019 02:38:57 GMT

To the Attendees of the 2019 International Annual Conference of the American Society for Engineering Management:

We offer a warm welcome to all our colleagues at the ASEM conference! Engineering Management as a discipline has a long history here in Philadelphia as Drexel's Engineering Management Program conferred it's first Master's in Engineering Management in 1959. Over the years, we have grown with the increasing demand for excellence in technical leadership skills. We also pioneered the development of Online Engineering Management courses in 1997 through 2001 to make graduate courses available worldwide.

While you are attending the conference, we encourage you to take some time out to explore the many cultural and historic sites that are unique to our area. You could visit the National Constitution Center or visit the Reading Terminal Market for a lunchtime excursion. You could also plan a day or two sight-seeing before or after the conference. Best wishes for a great conference and visit to the Philadelphia Area.

Stephen V. Smith, PhD, CPEM

Dr. Smith has formerly served as the Associate Dean for Online Programs and Professor and Director Engineering Management. He is a long-standing Professor in Engineering Management at Drexel University.

Are you ready for change?

Annmarie Uliano — Wed, 25 Sep 2019 17:00:00 GMT

by Geert Letens, PhD, CPEM

Getting an organization back on track or changing its course can be an adventurous journey. Many (engineering) managers try to instill new directions for their companies, but according to three decades of literature on change, more than 70% of them fail to successfully implement their change programs. Not really an encouraging perspective in a fast-changing world. Unless…

There can be a new holistic way of looking at change that allows you to assess your organization’s change readiness, identifying the levers that deserve your attention to significantly improve your organization’s change success rate. I must admit that as one of the co-developers of this approach, I am completely biased. Fortunately, however, the new model that we have developed is not yet another opinion-based framework. It is grounded in the literature, and what’s more, empirically tested in more than 200 organizations of different size, sector etc.

The new change concept starts from the notion that change requires energy. Everything is energy – you may remember that from your physics course, right? It’s not any different with change. If an organization lacks the energy to change, it will stick to the status quo or it will lose its competitive edge when external circumstances change. So, my colleagues, Peter De Prins and Kurt Verweire from Vlerick Business School, and I investigated where companies lose energy in their change programs. As such, we’ve identified six batteries of change (sources of energy) that help to explain why change efforts fail… Or succeed. After all, there is also a positive connotation to the six change batteries. If you charge the change batteries, they generate the energy that will help you move your change program in the right direction.

Some of the change batteries are rational and formal. You may recognize them from the typical top-down approach that many organizations use while setting up their change programs: identify the right strategy, align your KPIs and priorities to this new direction, and use this to define the scope and expected outputs of your projects. All this sounds logical and indeed, this is essential, but…not enough.

There are also three batteries that are emotional and informal. They come from Organization Development theories that advocate change needs to come from highly motivated employees who are supported by an engaging culture and inspired by top leaders that serve as role models for the change. Equally important, but again, not enough if the upper batteries are not able to provide clarity and focus.

You may notice that some batteries are oriented towards the strategic level of the organization while other batteries deal with the more operational aspects of managing a business. There are also two batteries that serve as a bridge between the top (left batteries) and the bottom (right batteries), which many organizations seem to be struggling with. If so, they lack the alignment of goals with action (upper batteries), or, they lack the alignment of words with behaviour (lower batteries).

As such, we’ve learned that effective change management is about managing energy balance (rational versus emotional) and flow (from the top to the bottom and vice versa) across the batteries of change. The data from our research is very clear. 30% of the organizations that only manage to create positive energy in two (or less) batteries report change success. This is pretty much in alignment with the many quotes from the literature that claim that 70% of all change programs fail. However, 95% of the organizations that created positive energy in five or six batteries considered their change programs as successful. Yes, we can!

In short: together, these batteries offer a comprehensive and integrative view on the effectiveness of your change programs, identifying which elements contribute to success and which ones contribute to failure.

Simple, but far from simplistic. To measure your organization’s change energy, we have identified five criteria for each battery. The validated questionnaire that we use to assess organizations entails more than 100 questions that aim to predict your organization’s success rate, but also serve as an essential guide to design your change programs. If you want to get a snapshot of the change energy profile of your organization, you can fill out the quick scan that is available in the book, or use these links to see if you have a healthy culture and a powerful infrastructure for change. If you want to find out more details about the six batteries of change, the following white paper might be a good read as well.

Good luck on your change journeys!

About the Author

Executive Director's Note - August 2019

Annmarie Uliano — Sat, 31 Aug 2019 14:30:00 GMT

The last part of the year is my favorite time at ASEM and World Headquarters. We have new board members, new Fellows, awards to announce, and of course our conference. This eNews starts off with several important and interesting conference details, so please check those out. It is always risky to highlight one area over another, but in addition to the wonderful speakers and paper presentations, I am particularly enthusiastic about our Workshops and Tours. Before you make your final travel plans, please consider arriving in time for these preconference events, occurring on Wednesday. An important focus of our fall Board Meeting in Philadelphia is a fresh look at strategic planning for the society. Our new Associate Executive Director, Gene Dixon, is working on compiling suggestions and ideas. Please contact Gene or one of the board members with your ideas. I hope to see you in Philadelphia!

Paul Kauffmann

Asking for Help

Annmarie Uliano — Fri, 09 Aug 2019 01:22:36 GMT

by Teresa Jurgens-Kowal, PhD, PE, CPEM, PMP®, NPDP

Engineers and engineering managers have spent a lifetime of knowing the right answers. I always took pride in school at being the kid with a 110% score on the test – not only did I answer all the questions correctly, but I also did the extra credit right.

Education to become an engineer and engineering manager is tough. We watch as friends drop out of engineering programs and we carry on – studying and grappling with complex topics like thermodynamics, kinetics, and dynamic motion. By the time we get settled into a job, our experience teaches that we are right more often than not. Moreover, it seems that people come to us for help and to get their questions answered.

Yet, as stubborn as I am, I know that I cannot be the best engineer or manager I can be without help. Many recent studies demonstrate that managers and executives who ask questions are perceived as better leaders than those who do not. Our goal as engineering managers is to lead and guide our teams so that we collectively produce the best results for our companies, our customers, and ourselves.

Mentoring

Formal mentoring programs usually put the burden on the mentee, and you may need to ask for a new mentor if you are not getting the responses you expect. A lot of times, formal mentoring programs assign people randomly to the mentor/mentee pairing and you may not feel a social or personal connection to your mentor

In my own career, I benefited from several informal mentors. One mentor was my direct supervisor who helped me to learn a new technology and trusted me with larger scale projects during my assignment. His philosophy was that it was better to do something and apologize later rather than to do nothing at all. To this day, I rely on advice I learned from him.

Coaching

As you climb the ranks in an engineering organization or in any business, you may want to have a coach. Business coaches can help a manager navigate all kinds of situations. But, beware, coaching is tough and personal. You have to do the hard work to learn and improve your performance to get to the next level.

Coaches, like mentors, can also help an engineering manager build skills. Say you don't like doing presentations. A coach can help you learn skills and become confident at presenting. You should trust coaches based on their experience and with a personal match of style.

Other coaches can help you through the business processes of an organization. I have recently been coaching an entrepreneur who is developing a smartphone application. Normally IT people (like engineers) adopt a technology, build a product, and then hope it will sell in the marketplace. We have worked, systematically, to set up his product for success by first talking to customers. This has allowed him to understand the product requirements before spending time and money building the product. Coaches can offer advice based on their own experience and the experiences of others they have worked with over the years.

Master Mind Groups

Master mind groups are sometimes known as peer coaching. In a master mind group, individuals commit to both giving and receiving help. What's different from a mentor or coach relationship is that participants have a larger set of experiences from which to draw.

A typical master mind group session is facilitated by an expert who also might be a mentor, coach, or other leader. The master mind members are drawn by a common interest - innovation, engineering, or even cooking. Each session starts with a celebration of goals met by the master mind members since the last meeting. Then, each person puts forth a question or problem that is facing them. Other master mind group members brainstorm solutions in a fast-paced discussion. Finally, the mastermind session closes with each member committing to one goal for the next meeting. Usually, this objective is based on the group brain storming discussion.

Benefits of master mind groups include providing a free, open, and confidential environment to discuss ideas; accountability; and an opportunity to share your own experiences and knowledge.

Asking for Help

It's hard for engineering managers to ask for help. If you're like me, you like to know answers rather than show vulnerability. I hate when I must turn on the GPS instead of knowing the route ahead of time! Yet, I've also learned that the GPS can navigate a quicker route or help me to avoid traffic jams.

Engineers and engineering managers can use other people in their company and with organizations like ASEM to navigate career challenges, learn new skills, and build their toolkits with knowledge and experience. Ways to improve your performance as an engineering manager include mentoring, coaching, and master mind groups

Please join me for a complimentary Innovation Master Mind Q&A webinar on 22 August at 12 noon CDT to learn more about both asking for and receiving help.

What step will you take to ask for help and to advance your career?

About the Author

Teresa Jurgens-Kowal, PhD, PE (State of Louisiana), CPEM, PMP®, NPDP, is a passionate lifelong learner. She enjoys helping individuals and companies improve their innovation programs and loves scrapbooking. You can learn more about Teresa and her new Innovation MasterMind group by connecting on LinkedIn or visiting her consulting business' website: Global NP Solutions, LLC.

Leading Transformation - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Tue, 06 Aug 2019 00:54:29 GMT

Leading Transformation by Nathan Furr, Kyle Nel, and Thomas Zoëga Ramsøy.
Harvard Business Review Press: Boston, MA (2018). 243 pages.
US$32.00 (hard cover).

As engineers and engineering managers, we are asked to create and implement a variety of changes. Some of these changes improve processes, making them run more efficiently and with higher yields. Other changes are introduced to generate more sales or enhanced customer relationships.

Of course, change is hard. If only we could reprogram people as easily as we reprogram computers. The new book, “Leading Transformation,” by Nathan Furr, Kyle Nel, and Thomas Zoëga Ramsøy provides guidance on how to create radical change within an organization. The book is based on neuroscience research and experiences of the authors that have led to positive change benefitting companies and consumers. The book is “about taking charge of your future” (pg. 19).

A Learning Model

The authors present a learning model for behavioral transformation (pg. 13) that starts with a strategic narrative. Once a future vision is in place, the change agent must break organizational bottlenecks, and then validate effectiveness of the change with key performance indicators (KPIs). These future KPIs refine the future strategic narrative and the transformational learning cycle repeats.

A key concept in transformation is introducing and accepting disruption. Most organizations end up generating new ideas or implementing change initiatives on very small scales. Risk aversion is a natural response to avoid failure or potential loss of revenue. Yet, taking calculated and scaled risks is what allows a company to create radical change.

Transforming Your Organization

Chapter 5 of “Leading Transformation” discusses how each of us can create transformational change.

Take the opportunity to explore
Lead from the bottom-up
Select team members with willingness to ideate, experiment, and fail
Accelerate your project with proper skills
Adopt uncommon partners
Create an engaging future narrative
Demonstrate results
Resist the resistors
Capitalize on supportive proponents
Work agilely

The Lowe’s Example

Throughout “Leading Transformation,” the authors weave their theory of transformational change with a story of disruption at Lowe’s, a home improvement retailer. Lowe’s held a secondary market position to competitors for years and growth by expansion was maximized. It needed transformational, radical change to grow.

To create a strategic narrative, the change management team gathered market trends and customer inputs. This information was then handed to science fiction writers. These industry outsiders, without the constraints of risks or budgets, generated several ideas to position Lowe’s as the retailer of the future.

This strategic narrative was summarized in a comic book for presentation to the executive board. Clearly, the change team was taking risks with such a radical change in presentation style and their initial efforts were met with doubt and more than a few raised eyebrows.

The authors argue that comic books are excellent presentation tools for transformative change. There is a complete story present with both winners and losers. The format is visual but easily consumed. Comic books allow complex and futuristic ideas to be presented in a condensed manner and demonstrate – graphically – a future vision (Chapter 2).

Once the senior executives of Lowe’s adopted the future vision (from the comic books), the team was faced with a challenge that all of us face when introducing change: resistance. Even with senior management, the organization resisted change. Again, most of us prefer stability and predictability over change.

So, the Lowe’s change management team started small, got buy-in, and demonstrated successes. One of the key ideas generated in the future vision was using AR (augmented reality) to help homeowners envision their home improvement projects. The Lowe’s team started with a few tests, using QR codes for consumers to scan and “see” a home improvement project on their phones. Later, they tested various AR and VR (virtual reality) systems with much of their experimentation ahead of Google and Microsoft.

The authors applied neuroscience studies on top of the hardware prototypes to get in-depth customer feedback. They learned, for instance, that people prefer AR over VR, and less realistic simulations. When the simulation is too real, it’s “creepy” for users.

Each small experiment led to organizational and technical knowledge to advance the transformation. Equally important was the generation of “future KPIs”. These measurements and artifacts demonstrated small wins. With each incremental development step, the team realized decreased resistance.

Lowe’s won several awards for implementing advanced technology and gained market share with its novel ideas. The unique approach to radical transformation over incremental product and service development catapulted the company to first in its category.

Conclusion

Leading change is always challenging. “Leading Transformation” gives several unique approaches, based on experience, to guide engineers and engineering managers in creating disruptive transformation. Though the Lowe’s example was highlighted, the authors give other industrial examples and case studies of successful change built on neuroscience. Finally, they present (Appendix C) a comic book summary of the whole book – putting into practice their own theories.

What resistance do you face in creating transformational organization change?

About the Author

11 Tips to Building High Performance Teams

Annmarie Uliano — Sun, 28 Jul 2019 16:52:24 GMT

by Atul Kalia

Google the phrase “High Performance Teams” and you will find 534,000 results - articles, books and other “expert” opinions.

I had the opportunity to interact with 11 engineering leaders last month. This was during a 5 day engineering management workshop that I lead for professionals from Automotive, Aerospace, Off-Highway and Heavy Truck industries.

While covering the topic of High Performance Teams, I asked, “What has worked well for you in creating High Performance Teams?”

Each leader provided 1 response. Their responses are captured in the image accompanying this article. Each response is also included in the body of this post, with a short text elaborating the tip. I felt their responses were at par or better than what most “experts” cite. Hence, I am sharing the responses from these practicing leaders in this article. So here they are:

Give Team Credit
Avoid Blame – Work on Solution
Celebrate successes
Work on tasks together outside of work
Weekly learning sessions – presentations
Filling in for others when out - Cross Training
Charisma – Relationship building
Schedule frequent face to face even when some team members may be remote. Call outside of work related calls
Give and receive – Reciprocity
Informal Information gathering
Training/Learning – Professional Growth

What tips can you share? What has worked well for you in building High Performance Teams?

To read this article in its entirety, including details around each of the 11 tips, see: https://www.linkedin.com/pulse/11-tips-building-high-performance-teams-atul-kalia/

About the Author

Atul Kalia is Professional Membership Director for ASEM. Atul is passionate about enabling success for individuals, teams and organizations. This success manifests itself as professional growth for individuals, successful delivery of complex programs by high performance teams, and sustainable profitability for organizations. Atul achieves this through coaching, competency development workshops, facilitation and consulting. He consults in new product development, organizational development, agile project management and continuous improvement.

Atul led and coached many global teams during his corporate career of 20+ years, which successfully launched many complex and innovative programs. He held various positions of progressively increasing seniority during his corporate career and worked as the Director of Engineering for a Manufacturing firm before starting his own consulting firm, SN Group LLC.

President's Note - June 2019

Annmarie Uliano — Sun, 30 Jun 2019 21:00:00 GMT

Summer is here and with it comes opportunities to relax and renew through vacations with family and friends. I hope that all are able to schedule some downtime or dive into favorite past-times and projects. Those of us in leadership at ASEM are doing likewise, but we’re also starting to feel the energy around the upcoming conference. Award nominations are pouring in, reviews are due for conference paper submissions, and the Board of Directors is starting to think about progress on current goals, as well as goals for the upcoming year. We also have an election just around the corner! It’s an exciting time to be part of ASEM and we continue to say firmly that we are glad you’re a member! If you have ideas or are looking to get involved, please reach out! We can’t wait to see you in October, but don’t be a stranger in the meantime.

Best to all for your various summer plans!

Suzie

A Lesson from the Bhagavad Gita and the Consequences of Doing Nothing

Annmarie Uliano — Fri, 14 Jun 2019 22:26:35 GMT

by Don Kennedy, PhD, PMP, FASEM

The Bhagavad Gita (or the "Song of God") is an ancient Hindu text that I do not claim to be an expert in. That said, it is my understanding that one of the lessons in the work is that "action is greater than inaction." I would like to use that concept to highlight some less than optimal behaviors I have seen in managers at all levels.

First however, an example from school. I knew a person, I will call Dave, that had a major project due. The policy for the assignment was a 10% deduction from the mark for each day late. On the due date, Dave decided that he was not happy with the work and he did not want the professor to think that was his best work. He decided that it was better to lose 10% and take an extra day to polish it up. It might actually get 10% more and make up for the deduction for being late. You can see where this is going until enough days passed that Dave decided that it was better to not hand in anything than to explain why he was handing in something so late that it could potentially be worth no marks anyway. At that point, I did ask Dave what he thought was better than handing in nothing? Handing in “anything!”

I have an old Project Management textbook that says the most important trait of a good project manager is the desire to complete tasks. I searched for such an expression in recent works and did not find that same clarity.

Too many times I have seen managers paralyzed by the fear of making a decision that is not the best one. One startup company I was involved in went bankrupt even though the product sure seemed to be a winner but after expending a lot of resources to reach a certain point, the senior executives debated how to roll it out. They had a working concept but then 5 years passed without turning it into a commercially viable operation. Some of the executives said they only had one shot at doing it, so they had to make sure it was right. A fear of competition resulted in a lot of legal fees on patent protection and corporate structuring to mitigate the impact of claims resulting from some perceived risk events. Pushing the product out the door fast and making the competition play catch up had risks but the chance of success was greater than not ever producing anything. Some related side businesses of the proposed plan produced commodities that were at a peak in their demand and price cycle. In the years that nothing was accomplished the price of these products were near the cost of production and the venture lost much of its appeal during this time of lost opportunity. The company is currently only a shell trying to raise new capital to try again.

In many supply-chain situations, extra lead time in ordering can create significant savings. To delay procurement due to a sense of insecurity in making a decision can change the plan to one of having to pay extra to expedite the purchase to meet the crashed schedule.

Often the rewards of action far outweigh the risks of inaction. I offer this as something for you to consider.

About the Author

Dr. Don Kennedy has been a regular attendee of the ASEM conference since 1999, with particularly good participation at the informal late evening "discussions" (sometimes making it difficult to get to the morning plenaries). He has spent much of his time working on large construction projects in remote areas, lecturing at a few universities, and recently had a go as Director of Engineering in R&D. More to come at the IAC Conference. Don Kennedy is the President of The International Engineers Conference on Ethics and a Fellow of ASEM.

Creating Programs from Isolated Projects

Annmarie Uliano — Sun, 19 May 2019 15:17:51 GMT

by Alexis Devenin, MBA, PMP

A program is understood as a group of related projects with common strategic objectives that must be managed in a coordinated way. A project portfolio is defined as a group of high-level projects and programs with the focus of sustaining the strategy of a company. It is understood that the stakeholder of a project portfolio is the top management of the company.

There is a great number of project managers that must lead a group of projects from different stakeholders of their organizations. They have to manage a “portfolio,” not of high-level projects, but rather to address organizational requirements arising from different stakeholders and to cover different kinds of problems or opportunities. For instance, in an industrial plant, these projects can consist of replacement of old equipment, automation, safety improvement, machine monitoring, equipment modification to meet environmental standards, or to eliminate repetitive failures, energy efficiency improvements, etc. These multiple projects may not have been originated from top management or inspired by the company strategy or vision, but they have appeared by “spontaneous generation” at different levels and in different production units. As a group, they can be called “multi-project” instead of referred to as a “project portfolio” because they are not necessarily related to strategy, but instead, they correspond to local and punctual requirements.

The Project Management Institute (PMI) has dedicated standards and a certification for program management and for portfolio management. “Multi-project management” has not reached the same status as their fancy relatives “program management” or “portfolio management,” but multi-project management is the scenario in which a lot of project managers have to work.

Typically, the projects come from different production lines of the plant, or from different plants of the company, or from different units of the organization. In the same way that similar organisms have similar needs, similar units usually have similar requirements. It is convenient to identify a group of projects with similar contents or objectives and manage them as a project program.

Identifying similar projects and treating them as a program has several advantages. You can develop a pilot solution in one of the plants and then fine tune the solution for the next one. Once you arrive at a satisfactory solution, you can standardize the solution for the group of plants. Finally, grouping projects puts you in a good position to negotiate with contractors for better conditions.

Programs not only can arise from high-level management, but they can emerge naturally from requirements at the operational level.

About the Author

Build an A Team by Whitney Johnson - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Sat, 18 May 2019 19:14:30 GMT

Build an A Team by Whitney Johnson. Harvard Business Review Press: Boston, MA (2018). 194 pages. US$28.00 (hard cover).

Whether you are designated supervisor or manager, most engineers find themselves in a position of leadership. We lead project teams to accomplish specific goals, and we lead R&D teams to explore new scientific frontiers. Moreover, we are all part of teams striving to grow and sustain the organizations where we work.

Whitney Johnson’s recent book, “Build an A Team,” is a short text that teaches us about assembling the right mixture of knowledge and expertise on a team. She also informs us how to better lead and motivate team members with wide variations in skills and experience.

Learning S-Curves

S-curves are common throughout the technological and business worlds. At an early time, the curve has a low value but as time goes on, the slope increases steeply. And near the end of the time period, the curve will again level out. Sales of new products and technical advances in science follow S-curves. And as Johnson illustrates in “Build an A Team,” learning also follows an S-curve. At the beginning of a job assignment, we are often inexperienced. But, as we become familiar with the organization and performance expectations, our learning engagement rises steeply. Then, as we gain mastery and experience in conducting the job’s required tasks and activities, our learning levels out to a slow pace.

Because you wouldn’t want to have a team completely composed of novices or of experts, the author recommends an ideal team composition based on the learning S-curve. She advises that effective teams have about 15% at the low-end, 15% at the high-end, and the remaining 70% in the middle. The team can be highly productive since newbies are typically at the low-end of the learning curve for about six months while engaged and growing team members (in the middle) need three to four years to build expertise. People at the top of the curve should be coached and mentored into new positions where they can start a new learning curve to sustain engagement and motivation.

Accelerating Learning

While each person proceeds through an individual learning curve at his or her own pace, leaders can accelerate a team’s learning curve. Johnson offers seven tips to help managers support team learning (Chapter 2).

Become a talent developer.
Pinpoint employees’ talents and utilize them.
Use time limits to motivate and hone focus.
Celebrate success and be generous in helping employees fulfill their potential.
Sacrifice short-term productivity to encourage curve-jumping.
Let employees take on uncomfortable challenges and support them through failures.
Shift players on your team as their skills and talents emerge.

Managing the Team

Recruiting and hiring (Chapter 3) should focus on motivation and purpose as much as acquiring given skills. People can be taught functional skills but fit with purpose and goal-orientation are intrinsic characteristics. I emphasize this point in the Virtual Team Model [1] as well.

New hires at the low-end of the learning curve need support to build their internal networks (Chapter 4). Job rotations are often used in engineering and operations companies for mutual exposure among people and functions. Make sure you set short-term, achievable performance goals for new hires too.

As team members build technical and leadership skills, give them assignments that continue to capitalize on their strengths (Chapter 5). Push these mid-level learning employees to greater investment of effort or ask them to accelerate results. These team members are confident in their abilities but often need a push to independently practice skills (pg. 113).

Finally, the experts who have repeatedly demonstrated mastery are at risk of becoming bored and leaving your organization. You’ll need to motivate experts to become internal pacesetters and leaders, trainers, and/or mentors (Chapter 6). These activities usually require new skills so the master is jumping to a new learning curve where s/he will again be motivated to learn and grow.

Conclusion

Less than a quarter of people feel like they have a clear career path (pg. 4). Engineering managers are in a unique position to help team members and employees accelerate their own development. Understanding the various stages of learning, as described by Whitney Johnson in “Build an A Team,” can help us to become better leaders. Ultimately, our improved leadership as engineering managers leads to better performance for our teams and organizations.

How would you assess the learning levels of your current engineering team?

Works Cited

[1] T. Jurgens-Kowal and D. Hardenbrook, "Bridging Communication Gaps in Virtual Teams," in Leveraging Constraints for Innovation, PDMA New Product Development Essentials, Volume 3, Hoboken, NJ: Wiley, 2018, pp. 95-117.

About the Author

Managing Innovation Teams

Annmarie Uliano — Thu, 16 May 2019 13:39:42 GMT

by Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP

Innovation is key to success in all businesses today. Global competition is driving a faster pace of technology development, and consumers require updated and integrated access to products and services. Yet, innovation often remains an elusive goal for many engineers.

Engineering managers are on the frontline to encourage creativity and innovation. While we must always place safety as a first priority, we can adopt testing, prototyping, and variation as tools to improve product and process performance. Building effective, balanced innovation teams is the first step to long-term, sustainable success.

Innovation Team Member Profiles

A team is generally composed of several engineers with different levels of experience and various skill sets. Such diversity in education and knowledge can lead to more creative problem-solving, but only when the diversity does not lead to conflict. Understanding the work styles of your team and how to mold the team for productivity is the responsibility of the innovative engineering manager.

Creators

Creators are team members who love the hunt for new ideas. They are eager to “bounce around ideas and concepts,” and they enjoy thinking in the abstract. They love brainstorming sessions and are very arisk-tolerant. If an experiment doesn't work out, then they are ready to move on to the next one. Generating a lot of options and alternatives is very energizing to a creator.

Executors

At the opposite end of the spectrum are executors. These team members like stability and predictability. Once the plan is written, an executor will follow the steps exactly. Executors prefer concrete thinking to the abstract and will often jump immediately to solution-generation. They are energized by systems and procedures, enjoying implementing projects with specific and detailed checklists, for example.

Refiners

While creators and executors sit at opposite ends of the opportunity spectrum, refiners and advancers view communication and relationships as the primary lens for teamwork. A refiner enjoys analysis and will mold and shape project data to draw objective conclusions. Refiners may prefer to work alone and assume that all solutions must be based on logic. Ideas that are impractical are not necessary to study from a refiner's perspective; but, if the existing data supports a solution to the problem, a refiner will design an accurate response.

Advancers

Further, while the refiner believes the data speaks for itself, advancers relish building relationships to sell and promote an idea. Emotional linkage to a product or process solution is engaging for an advancer to develop. They act us “cheerleaders” for projects and can get others excited about it. Advancers are energized by interactions with potential customers and senior management because they are excited to promote answers to solve problems.

Potential Team Conflicts

Engineering leaders need to manage personality conflicts yet can encourage diverse technical discussions to drive toward a better solution. Creators may find frustration with the slow, methodical work of an executor. An innovation team can thrive by letting creators have free reign at the beginning of a project but transferring standardized implementation to the executors later in the project life cycle.

Likewise, refiners may be frustrated with the exuberance of an advancer, who in turn believes in the emotional value of a solution. Advancers will find the pace of work of a refiner slow and may not understand their need for isolation. Each team members’ preferred work style could lead to a conflict, but a successful innovation manager will instead use these differences to build strength on the team.

Using the Work Styles for Strength

Using your team’s work styles for strength can benefit an innovation project. In addition to leaning on creators in the idea generation stage of a project, an engineering manager can use advancers to gauge qualitative feedback. A refiner can work with executors on the team to design specific quantitative measures to validate the early concepts. When trouble hits a project schedule or budget, as it inevitably does, the varied work styles of an innovation team will allow team members to collaborate, brainstorm, test, design, and evaluate novel solutions. Your executors will ensure that the project gets completed according to these specifications.

Engineering managers must assess the various work styles of their innovation team members to build on their strengths. Engaging in open communication regarding work style preferences and differences can lead to more productive and efficient team relationships. And in turn, this leads to better and faster product and process development.

How will you use different work styles on your team to create novel and innovative solutions?

About the Author

President's Note - April 2019

Annmarie Uliano — Tue, 30 Apr 2019 16:00:00 GMT

Happy Spring! Carpets of lush green and beautiful flowers abound and it is a time of exciting promise for many as they consider new challenges and opportunities! ASEM is no different and we also rejoice in the accomplishments of our members, plus the chance to take our next steps as engineering management professionals. I’m delighted to share details on the 2019 IAC in this newsletter, along with opportunities to celebrate each other through society awards. Please consider nominating a worthy colleague or program for one of the awards listed below. Also, we have very exciting news about the trademark application for our CAEM/CPEM professional certification. We are in the home stretch and so excited! It has been a journey supported by many and we are so grateful to all for their hard work. Engineering Management is a vibrant, ever evolving field and it is a great time to be part of the exciting promise that ASEM brings to its members.

In friendship,

Suzie

President's Note - March 2019

Annmarie Uliano — Thu, 04 Apr 2019 18:07:20 GMT

The ASEM Board of Directors just held its Spring meeting at the 2019 IAC venue and we are all in for a treat at the next conference! This conference space will be very different from the 2018 meeting in Idaho, but every bit as vibrant in its own way. The conference will be housed in a bustling neighborhood with many excellent dining choices nearby. Some of the most historic sites of the early history of the US are housed just a short distance away. It will be another world-class meeting.

Beginning in the April eNews, we plan to invite multiple guest columnists to help get the buzz going around the conference and the local industry. We hope you’ll enjoy this change of pace!

Best, Suzie

Domain 11: Professional Codes of Conduct and Ethics

Annmarie Uliano — Fri, 29 Mar 2019 17:00:00 GMT

Photo by Nik MacMillan on Unsplash

In this final installment on the Engineering Management Body of Knowledge (EMBoK) blog series, we take a look at professional codes of conduct and ethics. I share an overview of what ethics is, some of the important concepts surrounding ethics, and why ethics is so important to our work as engineers and managers.

What is Ethics?

Ethics relates to the set of values and morals that are accepted as good and desirable by society or an individual. When a person’s behavior or character is deemed good or virtuous, regardless of the pressures put on them to act otherwise, they are regarded as ethical.

Stakeholders and Ethics

Stakeholders are the groups and individuals who may be affected by, directly or indirectly, what an engineering manager or organization does and the decisions they make. A typical organization may have stockholders, employees, suppliers, customers, and communities as their stakeholders. Ethical decision-making on the part of engineering managers requires consideration of how decisions will affect all relevant stakeholders.

Ethical Theories

Ethical theories are useful because they provide a framework for use in decision-making. There are two broad groups of ethical theories considered in the EMBoK: conduct theories and character theories.

Conduct theories are concerned with the actions a person takes and what the underlying motivation is for taking them. These theories range from the altruistic to the self-centered. On one end, a person’s ethics lead them to act in ways that benefit others. On the other end of the spectrum, a person’s ethics can lead them to “look out for number one” and make decisions that benefit themselves at the expense of others.

Character theories, on the other hand, are concerned with a person’s character and virtues. These theories do not suggest explicit ways of acting; rather, they suggest ways of being such that ethical behavior will naturally result. Virtues like courage, honestly, and justice are promoted in these theories.

Ethical Decision-Making

There is no one process or flow chart to guide an engineering manager towards making ethical decisions. However, there are practical tools and models that can be used to help. For example, the utilitarian model mentioned above could be used to help a manager determine which decision could be made that would result in the greatest good for the greatest number of people.

With each model, however, there are pitfalls that need to be understood and mitigated. In the utilitarian model, it can be difficult to measure benefits and harms for each stakeholder group, and to rank the order the importance of those groups.

The EMBoK also offers a series of practical questions that engineering managers can ask themselves when faced with ethical decisions. Questions like “What would my mother think of my decision?” are simple, but can be very useful in cutting through the complexity of a given situation and get to the heart of whether a given decision is ethical.

Professional Codes of Conduct

Our profession demands ethical behavior from its members, especially those in management and leadership roles. As a result of recent major scandals in the corporate world, such as the Enron scandal, many have lost faith in the business community. Furthermore, the nature of our work as engineers is such that the public’s well-being is often implicated in the decisions we make. Therefore, maintaining a high ethical standard for ourselves is of critical importance.

One challenge in behaving ethically in any given organization is lack of clarity on what constitutes ethical behavior. To address this, high-performing organizations develop clear, robust codes of conduct and train their staff to understand and apply those codes. Additionally, professional associations like the National Society of Professional Engineers create and promote codes of ethics that have broad applicability in many different industries and situations. Engineering managers and leaders can rely on these codes to help guide them in managing the difficult situations they face in the workplace.

Conclusion

Ethics and ethical decision-making are likely not at the forefront of most engineering managers’ minds in the course of a week. However, it is all but certain that, at some point in your career, you will be faced with an ethical dilemma. Being able to recognize a situation as such, and understanding the tools you have at your disposal for managing that dilemma can go a very long way toward resolving your challenge in an ethical way.

About Patrick Sweet

Patrick Sweet, P.Eng., MBA, ASEP is a recognized expert in engineering management and leadership. His mission is to create a better world through high-performing engineering organizations. You can read more from Pat at the Engineering & Leadership blog.

Executive Director's Note - February 2019

Annmarie Uliano — Thu, 28 Feb 2019 18:30:00 GMT

This has been a busy month for the society. Our new projects are starting up, new board members are getting up to speed, and plans for the spring board meeting are moving forward.

The Board of Directors meets face to face twice a year, in March and prior to the International Annual Conference in the fall. The primary focus of our March meeting in Philadelphia involves linking society performance metrics with our director activities and projects so we continually improve our service to the global engineering management community. We plan to include updates on society metrics and various projects in future eNews editions.

In the last few months, a growing area involves our international presence. Currently there are graduate program certification visits being planned and conducted, ideas being developed to grow international chapters, agreements being finalized with the Canadian Society of Professional Engineers, and work on a proposal to grow international presence at the International Annual Conference. Speaking of which, please make your plans for Philadelphia, an excellent venue. Details on the abstract submission deadline are below.

To Identify Requirements… First Identify Stakeholders

Annmarie Uliano — Sat, 16 Feb 2019 17:37:53 GMT

by Alexis Devenin, MBA, PMP

One of the most typical problems in projects is scope creep, or the appearance of new requirements during project execution. The consequence of the appearance of new requirements is an increase in costs and time to complete the project.

One of the principal reasons to have unexpected requirements is an incomplete identification of project stakeholders. In fact, if you are unable to identify stakeholders, how you can understand and identify their needs, requirements, and constraints?

To identify stakeholders requires a 10,000 feet panoramic view. Because of your role and career path in the organization, and because of your academic background, personal skills, and character, you have a personal vision of the project goals, priorities, and scope. And that's okay! The company put you in a project management role because of your personal skills and vision. Nevertheless, if you don't have the ability of active listening and observing, you will advance in your particular interpretation of the project. Along the way, you will be surprised by unexpected stakeholders with complex and unexpected requirements.

Source: https://www.ghd.com/en-us/services/plant-engineering.aspx

In my particular area of practice, plant engineering project management, I have to link engineering phases to different stakeholders. Engineering projects usually have at least three different distinct phases: conceptual engineering, basic engineering, and detail engineering. Once these three phases of engineering are completed, construction begins. Each of these phases is dominated or influenced by different stakeholders.

In general, the project initiation is related to a business opportunity. The product definition, the production capacity, the location, and the plant performance are defined in this conceptual engineering stage. An outline or sketch up of the plant is defined, and the project at this stage is seen through business and strategic lenses. Clearly, in this phase, the highest influencer stakeholder is top management of the organization.

Once the conceptual phase is defined and concluded, the basic engineering phase is developed. At this stage, we have to put boots on the ground with engineering design. Process and instruments (P&I), layout diagrams, energy, raw material flow and principal equipment must be defined. Logistics and product storage shall be specified. A more precise investment estimation must be developed. At this stage, operations managers and production engineers are the most interested stakeholders and the ones that have to contribute the most to the engineering definitions.

Finally, detail engineering completely defines the equipment specifications and layout in sufficient detail that the constructor can execute the project. At this stage, is very important to check with operators and maintainers. These stakeholders have a practical “field” interest. To include these stakeholders in design review can avoid a lot of problems in operations and can improve the reliability and maintainability of the new production line.

Source: https://www.steengipharm.com/servicios-proyectos-de-ingenieria

The following table summarizes the engineering phases and the most important stakeholders in each stage:

Engineering Phase	Fundamental Stakeholder	Definitions / Regard
Conceptual Engineering	Top management	Business-Strategic
Basic Engineering	Operations manager Production engineers	Mass & energy flow Technical standards Logistics
Detail Engineering	Operators Maintainers	Functionality-Safety- Maintainability-Reliability

In each engineering phase, it is important to check the design with the interested stakeholders. The division is not rigid or immovable, if not rather diffuse and iterative. Important changes in design have to be checked with all stakeholders. Implementing this process as a practice will help to achieve better results and minimize unexpected requirements during the execution phase.

About the Author

The Critical Role of Corporate Culture

Annmarie Uliano — Sat, 16 Feb 2019 16:59:16 GMT

by Joshua Plenert, PE, MS, MBA

Far too often organizations will unknowingly sacrifice long-term success for a few short-term gains. They get so caught up in the urgent things that they lose sight of the important things. Like jeopardizing the stability of a structure by not paying enough attention to the integrity of the foundation. A healthy corporate culture is that important foundation that will sustain your organization and make long-term success achievable.

Culture is inevitable. Ignoring the culture of your organization doesn’t make it go away. A culture will develop with or without any intervention from the leadership. But keep in mind, not all culture is good. And, not every culture is the right fit. Some cultures can drive very negative behaviors, toxic attitudes, and even unethical business practices. In order to ensure an organization develops into something to be proud of, the culture will need to be deliberately led.

The easiest places to start with culture is the corporate strategy. The strategy and the culture must be aligned. A strategy that is not aligned with the culture of the organization is nothing more than wishful thinking. All strategic planning efforts need to be designed to support a healthy culture. Otherwise, strategic initiatives will face serious resistance from the members of the organization and will at most produce only short-term gains but never sustainable improvements.

Leaders will often hope for high-performing teams. A desire that is not possible without a healthy culture of collaboration, cooperation, and a strong sense of belonging. Any leader that wants to see higher levels of performance, needs to be focusing on leading the culture in a healthier direction. Simply driving the team harder or increasing levels of micro-management will only increase resistance. High-performance teams are born from high-performance cultures.

A forensic engineer walking into a structure with the purpose of evaluating its structural integrity will likely cringe if significant and wide-spread issues with the stability of the structure’s foundation are easily visible. Correcting a failing foundation can be a serious undertaking and in some cases isn’t worth the cost. But the sooner you can catch the slipping foundation and take actions to stabilize it, the more likely you will be to save the structure.

A healthy culture is the solid foundation your organization must build on for stable long-term success. The sooner you correct any failing aspects of your cultural foundation, the more likely you will be to ensure your organization will continue to thrive far into the future.

About the Author

Joshua Plenert is highly passionate about the continuous improvement of organizations in the AEC industry. He is currently a Regional Director for an Architecture and Engineering firm where he has been a key player in the development of two highly profitable branch offices. He holds a master’s degree in Structural Engineering as well as an MBA. He has also enjoyed teaching engineering courses at the university level and is the author of Strategic Excellence in the Architecture, Engineering, and Construction Industries.

Head On by Janel Anderson - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Sat, 09 Feb 2019 23:19:43 GMT

Head On: How to Approach Difficult Conversations Directly by Janel Anderson. Gale House: Farmington Hills, MI (2018). 230 + ix pages. US$15.95 (paperback).

As a young manager, I dreaded doing performance reviews. I never felt good about receiving performance feedback – even when it was stellar – from my managers in the past. I didn’t know how to conduct the performance review with my own staff and without all of us feeling bad.

What I desperately needed, as a new engineering manager, was a toolkit for communication, especially those very difficult conversations like performance reviews. Janel Anderson’s book, “Head On: How to Approach Difficult Conversations Directly,” offers methods for negotiating these difficult topics. Applying her techniques can improve both workplace and other relationships by increasing our ability to handle uncomfortable conversations.

“Head On” is divided into three sections. The first section summarizes neuroscience studies explaining why seemingly intelligent and competent people either become belligerent or shut down when faced with complex, emotionally-charged conversations. Part 2 provides tools, tips, and guidance for approaching sticky topics at home or at work. Finally, Part 3 gives the advice that I needed as a young engineering manager – how to handle performance reviews – along with other typical professional contexts where communication is challenged (meeting, senior management presentations, and so on).

Part 1: Neuroscience of Difficult Conversations

Dr. Anderson starts “Head On” with a quick review of the fight-or-flight mechanism. Though we are no longer trying to outrun lions in the jungle, our not-so-deeply buried animal instincts kick in whenever we feel threatened. “Our bodies do not distinguish between modern office politics and a saber-toothed tiger chasing us down” (pg. 11). So, we “fight” in difficult conversations by yelling or screaming, and we may literally take “flight” by leaving the room to avoid the discussion. Many people will take “flight” by simply disengaging from the situation but remaining physically present.

Anderson’s research into neuroscience also shows that human beings will assume a negative outcome when presented with an ambiguous situation. Of course, this is just the case when office rumors and gossip outweigh facts and authentic conversations.

The best tip from Part 1 of “Head On” is to become better in tune with your own physiological reactions to stress. Does your neck ache or your fists clench when the fight-or-flight mechanism is triggered? When you first recognize these symptoms, ground yourself by touching a familiar object (like your watch or eyeglasses) to validate that the conversation is challenging but also to reassure yourself that you can approach the topic calmly and logically.

Part 2: Step-by-Step Instructions

In Chapters 4 through 8, Anderson provides a manual to guide us through the difficult conversations. First, we need to prepare for the conversation. This means taking the time to understand the need to discuss the topic and clearing our emotions.

What does “clearing emotions” mean? We are often running from home to work and from meeting to meeting without taking a break. The stress from a situation earlier in the day can put us on edge and make a complicated situation worse because we let our emotions run together. Anderson advises taking a few moments before a tricky conversation to ground yourself (touch your watch or eyeglasses) and then clear your body of the past emotions.

From the neuroscience viewpoint, this is why you “take a deep breath” since these actions can literally clear toxic substances from the blood stream that build up stress. If possible, Anderson recommends a short walk or jog in a green space to effectively clear those negative emotions prior to a challenging discussion. Light physical activity helps prepare the body and mind for the next activity.

Next, the conversation must start with verifiable facts to keep your conversation partner from responding defensively and triggering his or her fight-or-flight mechanism. Practice active listening and acknowledging alternate perspectives. Then, you should close the conversation with agreement on action steps.

Here, Anderson describes two types of agreement. Type 1 agreement is resolved in a single conversation. Type 2 agreement, however, might require multiple discussions to achieve the desired behavior change with your team or staff member. In a Type 2 agreement, you close the conversation by describing your motivation and commitment to change the situation. Then, you ask for their commitment in return.

Part 3: Contextual Difficult Conversations

Finally, Chapter 11 in Part 3 addresses the specific situation of a performance review, often a very difficult conversation even when there is good news. Of course, performance feedback between a manager and direct reports should be ongoing and not reserved for an annual discussion. Feedback that is prompt can result in changed behaviors while delayed feedback more often yields a defensive response or disengagement with the task.

As I learned and as Anderson describes (pgs. 179-182), a manager must be able to read non-verbal cues that employees present during the review meeting. Often words don’t match the person’s posture which signals discord and lack of agreement with a go-forward plan. It’s okay to take a break during the discussion if you feel your emotional triggers (fight-or-flight) whether you are giving or receiving performance feedback.

Finally, Anderson closes “Head On” by acknowledging our human nature to make mistakes while we seek perfection. If we make an error, we can learn from it. Some difficult conversations start with “I’m sorry” and the parties build trust form there.

Handling Difficult Conversations

“Head On: How to Approach Difficult Conversations Directly” by Janel Anderson is an easy to read book with lots of tips and exercises to help us improve our workplace communications. Strongly grounded in neuroscience, the author provides many contextual examples of challenging discussions, providing guidance and step-by-step instructions to address specific conversation types. I recommend this book to anyone engaged in communication, but especially for engineering managers and team leaders responsible for employee development. Moreover, each of us can apply the actions and methods of “Head On” to improve our own abilities in conducting difficult conversations.

What triggers your fight-or-flight mechanism? How can you practice grounding yourself and clearing your emotions before a difficult conversation?

Teresa Jurgens-Kowal, PhD, PE, PMP, CPEM, NPDP
Global NP Solutions, LLC

President's Note - January 2019

Annmarie Uliano — Thu, 31 Jan 2019 21:57:50 GMT

Friends: The New Year is barely a month old and yet the news is filled with stories of struggle and hardships, but also the rays of joy that help us all to keep going. I know some of your personal stories and want you to know that we at ASEM do care; we celebrate your successes and shed tears with those who have experienced loss or uncertainty. Part of what allows us to do this is that we are small enough to be agile, but it is also true that it is important that we grow and that we know your thoughts on the society. We need to know what you find valuable, what products matter to you, and how we can do better. One important step is providing feedback. I ask that each of you consider completing the very short survey from our Communications Team. It only takes a few minutes and the information is so helpful to us! Here is a link to the survey: https://goo.gl/forms/eYGk3Bpq7PyQXxwW2.

Also, a quick reminder that the call for participation is open for the 2019 ASEM International Annual Conference. More details on the conference and the 40th Anniversary party for ASEM is found below. Note that you will need to create a new profile as we’ve changed software management systems, but it is quick and easy!Friends: The New Year is barely a month old and yet the news is filled with stories of struggle and hardships, but also the rays of joy that help us all to keep going. I know some of your personal stories and want you to know that we at ASEM do care; we celebrate your successes and shed tears with those who have experienced loss or uncertainty. Part of what allows us to do this is that we are small enough to be agile, but it is also true that it is important that we grow and that we know your thoughts on the society. We need to know what you find valuable, what products matter to you, and how we can do better. One important step is providing feedback. I ask that each of you consider completing the very short survey from our Communications Team. It only takes a few minutes and the information is so helpful to us! Here is a link to the survey: https://goo.gl/forms/eYGk3Bpq7PyQXxwW2.

Finally, I hope that you’ll consider where your journey with ASEM will take you next! We have several leadership opportunities available in the society and a new assortment of projects for the upcoming year. Let me know if I can provide information on any opportunity and if you’re contacted in the upcoming weeks by a member of nominating committee about an ASEM office, I hope that you’ll consider saying yes!

With warm regards,

Suzie

President's Note - December 2018

Annmarie Uliano — Mon, 31 Dec 2018 16:55:35 GMT

ASEM Friends: Here’s hoping that each of you have been able to enjoy some downtime and celebrate the magic of the holiday season with friends and family! Whatever holidays are close to your heart, all share common ground of warmth, peace and good will to all and it is a special time for many. It can also be a time for considering next steps or opportunities that can add meaning to your life.

We are so pleased that many have continued to answer the call to service to ASEM on the Executive Committee, Board of Directors, and at ASEM HQ. One new addition is featured in the newsletter below and we are pleased to welcome Jose as the new Northeast Regional Director! In addition, we are delighted to welcome Annmarie Uliano as Communications Director and Bryan Mesmer as Publications Director. We’re also thrilled to welcome back former ASEM President, Geert Letens, as Chair of Fellows! Look for more on them in future issues. In this issue you’ll also find the call for participation for the upcoming ASEM IAC. You won’t want to miss ASEM’s 40th Birthday Party so mark your calendars. It will be a blast! There are details on opportunities for service on upcoming ASEM Projects as well.

Looking forward to ringing in 2019 with each of you!

Suzie

Ethics and Legal Considerations for the Business Savvy Engineer

Annmarie Uliano — Wed, 26 Dec 2018 19:00:00 GMT

By Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP

(EMBOK Blog Post #11)

Greetings! We continue our yearlong series of EMBOK (Engineering Body of Knowledge) blogs with a discussion of Domain 10, “Legal Issues in Engineering Management”. And while this isn’t the most compelling domain for practicing engineers, it does contain important and relevant information. You want to be familiar with the legal issues in engineering management before you need to use that knowledge.

Contract Management

Engineers, project managers, and leaders are often involved in contract negotiations and purchasing decisions. It is important to recognize that legal terms and conditions in a contract may impact the delivery of equipment, quality of work, and project schedules. Engineering managers should always be involved with contract negotiations, alongside the organization’s legal advisors, to ensure technical aspects of the agreement are justified and accurate.

There are typically three stages in a purchasing agreement (EMBOK, Domain 10).

Negotiation in which both parties clarify goals and reach agreement on the work to be done and reimbursement for that work;
Formation wherein the legal documents and contracts are drafted, reviewed, and finalized; and
Administration during which the vendor will provide the work and the buyer will ensure the work meets contractual obligations.

Regulations: Environmental and Human Resources

Other legal areas in which engineers and engineering managers find themselves include environmental and human resources (HR). Engineering must design and develop processes that meet all required environmental regulations within their city, county, region, state, and/or national jurisdictions. These include compliance with laws that protect the air, water, and land. It is a good corporate practice to meet US or international environmental standards even if the plant jurisdiction has no environmental regulations. Most facilities have designated environmental specialists on staff and these personnel should be consulted when any question arises regarding design or operation of a facility with respect to discharges, waste, or raw material consumption.

HR laws are complex and include arenas covering age, gender, and physical ability discrimination. Engineering managers often are the go-betweens of staff and official HR departments. Engineering managers must always maintain a professional demeanor and act in an ethical way.

Patents, Copyrights, and Trademarks

Engineers are frequently the source of new ideas. These ideas may lead to various forms of intellectual property protection. Most countries have a version of patent law which protects the inventor, allowing exclusive and unhindered practice of the invention for a certain number of years. Patents must be novel and non-obvious. Authors of patents must directly contribute to the invention and one or more of it claims. Patents are granted by the government of a single nation, but international agreements allow filing in several blocks of countries for an added fee.

Copyrights are a weaker form of intellectual property protection and allow a creator to protect his or her work. Copyrights apply to written works of art like books, music, and certain other art forms. The life of a copyright usually extends beyond the life of the author. (Copyright is usually indicated by the letter C in a circle.)

Finally, trademarks are generally used by companies to protect their marketing collateral. Logos and slogans are frequently trademarked. For example, the Nike “swoosh” logo is quite famous and is protected by a trademark. This means that no other sporting goods, shoe manufacturer, or clothing retailer can copy or mimic a “swoosh” on similar goods for sale in similar markets.

Engineers and engineering managers are often asked to document the specific, technical claims in a patent. In our writing, we must be aware of prior art and provide appropriate references of copyrighted materials. And finally, we cannot use a logo or slogan without a proper trademark reference (given by the superscript “TM”).

Standards

Engineers, especially licensed professional engineers (PE), are bound by a code of ethics to follow the highest standards in their industry. US and international bodies disseminate standards that are essentially best practice design procedures and policies. For instance, in the State of Texas where I live, a building code requires all houses constructed after a certain date to have a non-porous floor in any room where water is present. (Practically, this means you need a tile floor in the kitchen and bathroom.)

Similarly, ASEM offers standards of practice for engineering managers through the EMBOK. Certification as a Certified Professional Engineering Manager (CPEM) demonstrates knowledge, experience, and mastery of the eleven domain areas. Following these standards drives the highest level of performance for engineering managers. Hiring a CPEM ensures the organization that an individual will practice the engineering management profession with a broad skills base and will behave ethically.

How do you encounter legal issues in your job today as an engineer or engineering manager?

About the Author

Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP, is a passionate lifelong learner. She enjoys helping individuals and companies accelerate their innovation programs. In her free time, she loves scrapbooking. You can learn more about Teresa and her new Innovation MasterMind group by connecting on LinkedIn

Some Seldom Discussed Issues on Ethics: Part I

Annmarie Uliano — Sun, 16 Dec 2018 18:51:02 GMT

by Don Kennedy, President of The International Engineers Conference on Ethics.

Early in my career, the regulator of the Engineering profession in my area hosted an afternoon workshop on ethics. There were about 400 people divided into groups of about 10. They gave us topics to discuss. I recall one question was "do Engineers owe a greater ehtical duty to the client or their employer?" In such a setting, people will often tend to say things they think they are supposed to say rather than what they honestly believe. As it was, about 15 tables came to the conclusion that there was a greater duty toward the client and 25 said employer. There was considerable debate and it struck me how each table became a tribe that supported their cause. That is, it defies random distribution that all the people at each table would hold similar views that are the opposite of the opposing tables. Each side defended their view. No concensus was reached that day.

For the question asked at the workshop, it struck me as odd that there could be any discussion. But if you take the perspective that somehow engineers are protectors of the public against the actions of management, you might think that the expected answer is that this would extend to protecting clients against your employer. For people who want to provide the expected answer they will think up reasons to support their quickly reached conclusion.

However, the direct consequence of taking the stand that your loyalty is to outside groups is called acting in conflict of interest. Conflict of interest is not ethical behavior, especially when you are being paid to act in the best interests of the side you working against. For a simple example, let us say your company is negotiating a contract that has an 80% margin. The 15 tables are essentially arguing that it is the duty of an engineer to go to the client and tell them your employer could offer a 30% discount and still want the job. The Kantian view of ethics implies that the correct action is the one that applies universally.

Even though we can all now (I hope) agree that ethics dictates that an engineer owes loyalty to their employer over customers, I would like to now mention a common occurrence I see from time to time. If you have ever worked for a large organization, you will know that there are many times you might need contingent workers to provide help over a short time. One of the easiest ways to meet this demand is to bring in contracted workers from a large Engineering services company. The service providers are typically leery to send their people into another organization. The transplanted workers will often behave in a way that clearly shows they have shifted their loyalty to their host organization. A big driver for this behavior is that the worker wants to jump over to be a permanent employee of their host. It happens very often when we have sent people in only to hear a few months later than the workers sent to the client are now giving notice and joining the client organization. Twenty years ago, there may have been damage to the professional reputation of the engineer that jumped, but today changing jobs is so ubiquitous that no one can keep track of all the places different people worked or why they left any of their jobs.

The above situation highlights the real life ethical challenges that face engineers. Most of the discussion on ethics involves illegal activity or issuing designs that cause catastrophic failure. In a workshop, we can usually reach a consensus of what is ethical and what is not and people agree they would be ethical. How many of us would not readily accept an increase in pay and stay working in the same office we are now in?

I have been in situations where I worked for an Engineering service provider and was seconded to a client who in turn seconded me to a competing service provider who in turn seconded me to another client. I recognized many urges to shift loyalties but I managed to remember who was paying me to be there. Being ethical is a personal choice that can create personal dilemmas. It is important for engineers to remember the responsibility they carry and where their loyalties lie.

About the Author: Dr. Don Kennedy has been a regular attendee of the ASEM conference since 1999, with particularly good participation at the informal late evening "discussions" (sometimes making it difficult to get to the morning plenaries). He has spent much of his time working on large construction projects in remote areas, lecturing at a few universities, and is now trying his hand in an unfamiliar role as a director of engineering in R&D. Don Kennedy is the President of The International Engineers Conference on Ethics.

Project Success: Visual Metrics for Stakeholder’s Perception

Annmarie Uliano — Sun, 16 Dec 2018 18:06:38 GMT

by Alexis Devenin, MBA, PMP

When we think of project success, we think in several variables. First of all, in the “Iron Triangle”, that means scope, time and cost. Additionally, we think of quality, sustainability, and safety. In each of these parameters, it’s expected that the project achieves a specified performance. If we think in a simple case in which all the parameters have the same importance, we can draw a spider chart with all the variables, setting the performance target as the 100%, and then draw the projected or actual performance, like in the next example:

In the example, the project performs very good in scope and quality, fairly good in safety, regularly in time, unsatisfactory in sustainability and very poor in cost. The radial chart allows you to see the gaps between target and actual performance. Nevertheless, this is a neutral regard in which all the parameters have the same importance or weight in the evaluation. We have to realize that each stakeholder or group of stakeholders have different priorities and they value differently the importance of the variables in the project success.

Consider a stakeholder for whom the most important parameter is cost. For this stakeholder, the cost performance has the double of importance than the performance of time, scope and other parameters. We can visualize that including a weighting factor in the cost variable in the radial chart. For this stakeholder, the success pattern has the following shape:

You can see a very different success pattern shape than the previous equal weighted parameters chart. And you can notice that the performance of the project looks very much worst in this chart than in the first. Clearly, for this stakeholder, the project presents a very poor performance.

Now consider a second stakeholder, one who is focused in scope and quality, probably the final user of the product of the project (for instance an operation’s manager in the case of the project consist in a production line). In this case, the project success pattern has the following shape:

For this stakeholder, the performance of the project looks very good, and you can visualize that in the fact that the shape of the actual performance pattern “fits” very well in the success pattern shape.

As a third case, consider a stakeholder concerned with safety and sustainability. For this stakeholder, the success pattern shape is the following:

This stakeholder will judge the project performance as insufficient or unsatisfactory, and you can visualize that in the fact that the actual performance pattern presents large clearances into the success pattern shape.

Now let’s look at the same time the three “success pattern shapes” associated with the three stakeholders:

We are talking about the same project, with exactly the same performance, but here we have three very different success criteria and three very different evaluations of the achieved performance.

I would like to invite you to do this exercise in your project. You can implement it in a spreadsheet or even you can do it on a piece of paper. While doing this exercise, you will have to reflect on your stakeholders’ priorities and values, and with the insight that you acquire, you will be better prepared to manage them, and you will know where to focus your work and resources to minimize the more valued performance gaps.

About the Author: Alexis Devenin is a Mechanical Engineer with his MBA and PMP certification. He is an Engineering Project Manager with 20 years of experience in the Steel, Mining and Renewable Energy industries.

www.linkedin.com/in/alexisdevenin

Learning for Engineering Managers from AIChE

Annmarie Uliano — Sun, 16 Dec 2018 17:19:39 GMT

by Teresa Jurgens-Kowal, PE, CPEM, PMP, NPDP

In October, I had the pleasure of representing ASEM in the technical sessions, workshops, and vendor booth at the American Institute of Chemical Engineers (AIChE) annual conference in Pittsburgh, Pennsylvania, USA. Trish Simo Kush and Patrick Kush first gave me a quick rundown on how to engage folks who stopped by the booth. It was enlightening to see so many of my fellow ChEs interested in growing their careers with ASEM’s support in the EMBOK, certification, membership, and chapters.

Perhaps the most interesting workshop at the conference was on the topic of unconscious bias, diversity, and inclusion. The term “covering” was used to define when we conceal an important aspect of ourselves in order to respond to perceived fears or workplace threats. We typically cover in four areas: appearance, affiliation, advocacy, and/or association. About 60% of all people “cover” in the workplace by changing or hiding characteristics within these four arenas. One lady shared that she covered her affiliation by concealing that she had grown up very poor. While many others viewed her story as one of resilience and perseverance, she expressed shame.

And that is the lesson we can all learn about unconscious bias, diversity, and inclusion. Our own perceptions – of ourselves and of others – can limit our ability as leaders. We must work to build trust by communicating openly and honestly in the workplace. An inclusive work environment leads to better talent acquisition and improved outcomes for the organization as a whole.

Another great session at the AIChE conference taught engineering and technology leaders that marketing is not bragging. Each individual must understand his or her own values to craft a personal brand. Our brand includes business and technical skills, soft skills, and our reputation. We reflect our personal brand through social media, in presentations, and in our daily workplace conversations. The take-away: It’s okay to share our achievements as successful engineers and engineering managers.

Yet another workshop built upon these themes by teaching that communication is at the core of successful project management and execution. Projects are as much about people as they are about scope, schedule, and budget. Learning to trust your team and to have them trust you as a leader is more important to successful project implementation than is creating a perfect Gantt chart.

I also had the pleasure of attending AIChE’s Management Division’s award presentation to Gayle Gibson, retired from DuPont. She, along with other panelists led by ASEM member, Harold Conner, described challenges in transforming organizations. Communication, trust, and diversity also were webs throughout the panelists’ remarks.

I want to thank ASEM for creating a presence within the AIChE community. As a ChE and a CPEM, I may be biased, but I see significant opportunities for a mutually beneficial relationship to continue between the associations. Based on booth attendance, we definitely should have more members with a ChE background joining us soon at ASEM!

Entrepreneurial You - Book Review by Teresa Jurgens-Kowal

Annmarie Uliano — Sat, 15 Dec 2018 22:47:48 GMT

Entrepreneurial You by Dorie Clark. Harvard Business Review Press: Boston, MA (2017). 254 pages. US$28.00 (hard cover).

My home office is about three miles from my gym. During the winter, when the sun sets early, I walk to the gym rather than ride my bike. You just can’t trust that cars will see a cyclist! Walking gives me 50 minutes a day to listen to podcasts or music. I often listen to the Harvard Business Review’s podcast.

A recent episode included an interview with Dorie Clark on the topic of portfolio careers. I knew I had to read the book after listening raptly to stories of entrepreneurs diversifying their income streams. And, “Entrepreneurial You” did not disappoint.

“Entrepreneurial You” is a great book for engineering managers, professors, and anyone who works more than one job. Some of us already own small businesses and can use Ms. Clark’s guidance to grow our influence while others can reference the book as they consider free-lancing or post-retirement careers.

The first two chapters of “Entrepreneurial You” teach us to build our own brand. Just like a product has an expected reliability, each person must establish himself or herself as a trusted expert in his or her own field. “We have to find a way to build trust with the people in our audience and make them want to do business with us,” (pg. 19, emphasis added).

Part Two of “Entrepreneurial You” offers tactical and operational guidance for entrepreneurs to build portfolio careers. Chapter 4, for example, illustrates steps to become a coach or consultant. Chapter 6 advises how to set up a podcast and monetize the activity. Finally, Chapter 8 describes how many business people have set up exclusive events and conferences for specialized audiences to share and learn from one another. So, even if you are not considering another gig, you can use the information from these chapters to enhance organizational communication.

In Part Three, the author describes various online avenues to expanding one’s reach and influence. To be honest, Chapter 11 on affiliate marketing makes me a bit uncomfortable, but the author assures us throughout the text that moving out of our comfort zone is a pathway to growth. In this chapter and others, she emphasizes the importance of growing a mailing list (also important for any engineer working in sales or marketing).

Ms. Clark concludes “Entrepreneurial You” in Chapter 12 with the advice to choose from the buffet of options in the book to construct a portfolio career that fits our own unique lifestyle. For example, while growing my business is important to me, it’s also a priority for me to work out at the gym every day. Understanding who you are, and your own strengths and weaknesses make you better suited to selecting appropriate, diversified income streams.

I really enjoyed reading “Entrepreneurial You.” You can listen to the HBR podcast here (about 20 minutes) to see if you want to invest another 5 or 6 hours reading the book. My copy is highlighted and dogeared as I continue to review and revisit much of the information presented. I highly recommend “Entrepreneurial You” for anyone who has embarked upon or plans to begin a free-lance, portfolio careers as an engineer, engineering manager, or consultant.

What is your biggest challenge in managing multiple careers?

Teresa Jurgens-Kowal, PhD, PE, PMP, CPEM, NPDP
Global NP Solutions, LLC

Domain 9: Systems Engineering

Annmarie Uliano — Wed, 12 Dec 2018 23:07:05 GMT

By Patrick Sweet, P.Eng., MBA
(Blog #10 EMBOK series)

In this ninth installment on the Engineering Management Body of Knowledge, I tackle a subject near and dear to my heart: Systems engineering. Today, I’m going to share an overview of what systems engineering is and some of the major themes and concepts from that domain.

Photo credit: https://stocksnap.io/author/4436

What Is Systems Engineering?

One of the first issues most people face in understanding systems engineering is in defining what systems engineering is in the first place. The International Council on Systems Engineering (INCOSE) calls systems engineering an interdisciplinary approach and means for the realization of successful systems. Systems engineering has been called a practice, a process, and a profession. A system can be just about anything that transforms inputs into outputs, but is traditionally understood to be a large scale, complex design, like a warship, or an enterprise, for example.

Systems engineering emerged as a response to the failure of traditional engineering design methods to deal well with the increasing complexity and interconnectedness of engineering designs, particularly in the defense and aerospace industries following the Second World War.

Systems engineering aims to deal with the complexity and complicatedness of modern systems through specialized techniques that allow for systems that, at the end of the day, perform how they’re meant to at a cost agreeable to the customer.

What Does Systems Engineering Focus On?

Systems engineers focus a great deal of time and attention on defining needs and functions early in the development of a system. Before any detailed design, there are several iterations of requirements definition and analysis to ensure that what is being designed meets the strategic objectives and the tactical needs of the acquiring organization. After all, if you’re designing a fighter jet, there are a lot of needs and requests that need to be balanced and understood!

Along with a focus on detailed requirements gathering, there is also a focus on documentation. While this is important for all engineers, the importance of careful documentation grows exponentially along with the complexity of the system, the number of stakeholders involved, and the timespan over which the design is executed.

Another area of particular focus for the systems engineer is on the full lifecycle of the system. While there is no one “correct” lifecycle, INCOSE suggests that all systems progress through the following stages (not necessarily sequentially):

Concept
Development
Production
Utilization
Support
Retirement

Systems engineering demands that a system be designed with all of these stages in mind from the start. For example, understanding the constraints in place to retire a given system will likely influence the materials used in the production stage.

Key Concepts in Systems Engineering

System – A system is a “whole” consisting of interacting “parts”. For systems engineering purposes, systems are generally man-made, developed and used for a specific environment to deliver specific benefits.

Emergent Behaviour – A system’s emergent behaviour is that which cannot be fully understood by the behaviour of the individual constituent parts. Systems engineers seek to understand and manage emergence in their systems.

Validation and Verification – A system is valid when it’s the right system for the job. A system is verified when it has been shown to meet all of its requirements. In other words, validation and verification are used to show that you built the right system, and that the system was built right.

Enabling Systems – Enabling systems are those other systems that exist at various points throughout the lifecycle of a given system that enable it to exist or operate. For example, an airport would be an enabling system for an airplane during the airplane’s utilization stage. A factory could be an enabling system for that same airplane’s production stage.

Value of Systems Engineering

The use of systems engineering can be extremely valuable when conducting systems projects. A study by Eric Honour showed that spending 14% of a systems project’s budget on systems engineering helped those projects get completed on time and on budget. The same study showed that over- or under-spending on systems engineering was correlated with poor budget and schedule performance.

Practical Applications for Engineering Managers

Perhaps the most important takeaway for non-systems engineers is that an early focus on a system’s constraints and requirements can pay enormous dividends later in the systems’ life. While it can often be tempting to jump into design in order to show “progress”, patience in the early days of a project can be extremely valuable. I suspect many of us have been in situations where we worked quickly to complete an assignment, only to have our customer say, “This isn’t what I wanted!”, even if it was what they asked for. Using the tools and techniques developed by systems engineers can avoid this kind of problem, and help get the right systems delivered, on time, and on budget.

About Patrick Sweet

Patrick Sweet, P.Eng., MBA, ASEP is a recognized expert in engineering management and leadership with expertise in systems engineering, project management and product management. You can read more from Pat at the Engineering & Leadership blog.

Missouri S&T - Benjamin Kwasa - Founder's Award, Student Chapter (2018)

Annmarie Uliano — Sat, 08 Dec 2018 00:21:28 GMT

Dr. Kwasa’s research focuses on value-based systems engineering and multidisciplinary design optimization. Dr. Kwasa’s current research involves UAS design and applications, healthcare systems integration and organization design for large-scale complex engineered systems. Kwasa attained his Bachelor’s, Master’s and Doctorate degrees from Iowa State University between 2008 and 2017. His B.Sc and Ph.D were earned in Aerospace Engineering while his M.Eng was earned in Systems Engineering. Originally from Kenya, Kwasa very much enjoys looking for ways to solve engineering problems by lessons learned from numerous life experiences growing up in a developing nation.

About the Founder's Award, Student Chapter

This award recognizes ASEM student chapter excellence.

More information about the award is available here:
Founder's Award, Student Chapter

A list of past recipients is available here:
List of Past Recipients

NOTE: ASEM wants to recognize all 2018 award winners. If you received an award and did not provide your biographical information, you still can. Please help us by completing this short Google form at https://goo.gl/WULsGW - thank you!

Missouri S&T - Steven Corns - Founder's Award, Graduate (2018)

Annmarie Uliano — Sat, 08 Dec 2018 00:09:31 GMT

Steven M. Corns an Associate Professor of Engineering Management and Systems Engineering at Missouri University of Science and Technology. He received his PhD degree in mechanical engineering from Iowa State University in 2008. Dr. Corns research interests include computational intelligence applications, the mechanics of information transfer in evolutionary algorithms, and model based approaches for complex systems design and analysis.

About the Founder's Award, Graduate

This award recognizes graduate engineering management program leadership.

More information about the award is available here:
Founder's Award, Graduate

A list of past recipients is available here:
List of Past Recipients

President's Note - November 2018

Annmarie Uliano — Fri, 30 Nov 2018 18:00:00 GMT

Friends, it is an honor to serve as your ASEM President and I look forward to the upcoming year. I hope that each of you, whether members of long standing or new members from recent conferences, will feel free to reach out to me with any comments or suggestions to make this YOUR society. I hope that many of you were able to share your thoughts in the recent survey and I want to promise you that we are listening. We will spend the year expanding our professional training offerings and making sure that all products and services fit your needs as engineering managers, whether in academia or industry.

Speaking of conferences, another hearty thank you to our hosts, technical program committee, and our wonderful ASEM WHQ staff for making the 2018 IAC an amazing success! A special thank you to three wonderful women: Angie Cornelius, Ean Ng, and Denise Engelbrecht. I think all will agree that they were the life and soul of the meeting! Wow! What an incredible program of offerings, surrounded by an unbelievable venue! I came back energized and proud to be part of ASEM; I hope all who attended felt the same.

When I say that this is your society, I truly mean that and hope that each of you will consider opportunities to give back to ASEM and help it grow. There are several opportunities for service across a range of activities. We are actively looking for committed volunteers for our professional membership and professional/product development committees. We’re also looking for an Associate Executive Director to support operational needs with the World Headquarters and will send out separate communications on this soon.

Also, it is important that we look back at all we’ve accomplished in the past year and offer our heartfelt thanks to those who have rotated out of previous positions! Several others have changed positions, so I’ll save introductions of the incoming team for next time. Sincere thanks to Trish Simo Kush, Brian Galli, Patrick Kush, and Tugrul Daim as they complete their service. We won’t say good-bye, but rather until our next posting to borrow from an old saying in the Cavalry!

With gratitude to all and strong hopes for the future,

Suzie

Ed Pohl - ASEM Fellow (2018)

Annmarie Uliano — Tue, 27 Nov 2018 20:21:30 GMT

Edward A. Pohl is a Professor and Head of the Industrial Engineering Department and holder of the 21st Century Professorship at the University of Arkansas. Ed also served as the Director of the Center for Innovation in Healthcare Logistics (CIHL) and past Co-Director of the Institute for Advanced Data Analytics at the University of Arkansas. He has participated and led reliability, risk and supply chain related research efforts at the University of Arkansas. Before coming to Arkansas, Ed spent 21 years in the United States Air Force where he served in a variety of engineering, operations analysis and academic positions during his career. Previous assignments include the Deputy Director of the Operations Research Center at the United States Military Academy, Operations Analyst in the Office of the Secretary of Defense where he performed independent cost schedule, performance and risk assessments on Major DoD acquisition programs, and as a munitions logistics manager at the Air Force Operational Test Center.

Ed received his Ph.D. in Systems and Industrial Engineering from the University of Arizona. He holds a M.S. in Systems Engineering from the Air Force Institute of Technology, and M.S. in Reliability Engineering from the University of Arizona, an M.S. in Engineering Management from the University of Dayton, and a B.S. in Electrical Engineering from Boston University.

His primary research interests are in risk, reliability, engineering optimization, healthcare and supply chain risk analysis, decision making, quality. He has served as a PI or Co-PI on 45 Research grants totaling more than $7,000,000. His grants have been funded by DoD, DHS, DOT, NSF and AFOSR. Ed has published more than 50 peer reviewed Journal Articles, over 50 peer reviewed conference papers and given more than 100 presentations at national and international conferences. Ed is the Co-Editor of the Journal of Engineering Management, an Associate Editor for the IEEE Transaction on Reliability, the Journal of Risk and Reliability, Journal of Quality Technology and Quantitative Management, and the Journal of Military Operations Research, on the Editorial Board of the IEEE Transaction on Technology and Engineering Management, and Systems.

Ed currently serves on the Board of Directors for the RAMS international conference. Ed is a Fellow of IISE, a Fellow of the Society of Reliability Engineers, a Fellow of the American Society of Engineering Management, a Diplomat in the Society of Health Systems, a Senior Member of IEEE, a Senior Member of ASQ, member of INCOSE, INFORMS, ASEE, MORS and AHRMM.

About the ASEM Fellow Award

Nominees who receive majority support from the Fellows are selected as new inductees. No more than five new Fellows are elected in a given year.

More information about the award is available here:
ASEM Fellow

A list of past recipients is available here:
Link to Past Recipients

US Military Academy, West Point - Founder's Award, Undergraduate (2018)

Annmarie Uliano — Tue, 27 Nov 2018 20:06:55 GMT

The West Point Chapter of the American Society of Engineering Management is a club for the Department of Systems Engineering at the United States Military Academy. The club seeks to explore how engineering management and systems engineering is applied in the real world through trip sections, luncheons, and guest speakers, and we travel to a variety of conferences and companies each year. The club exists to assist its members in developing and improving their skills as practicing managers of engineering and technology and to promote the profession of engineering management.

About the Founder's Award, Undergraduate

This award recognizes undergraduate engineering management program leadership.

More information about the award is available here:
Founder's Award, Undergraduate

A list of past recipients is available here:
List of Past Recipients

Willy Overschée, The Europe Section - Presidential Award, Local Section (2018)

Fri, 02 Nov 2018 22:00:00 GMT

Willy Van Overschée was the CEO of CIMCIL from Jan. 2012 until end of 2016. CIMCIL is an independant training center, specialized in workshops and education programs in Operations Management, Lean Management and Supply Chain Management, active internationally for several global enterprises.

Willy is a former IBM-er, having started in 1977 as a systems engineer, and soon after called towards commercial and management responsibilities. He continued his career in the management team of IBM Europe in various responsibilities for the industrial and distribution markets. He returns to the Benelux in 2005, serving as a member of the executive team, both covering the Industries market and supply chain roles.

He is a guest professor at the University of Ghent in the Master program in Industrial Management and CIMCIL board member since 1995. He also was a co-founder in the early existence of Möbius Research & Consulting, meanwhile a leading supply chain consulting firm in Belgium.

He was elected as a full member of the prestigious Royal Academy of Belgium in Engineering, Science and Technology in 1999, where he has been leading several cross-disciplinary academic workgroups in the field of logistics and mobility.

He co-created the European section of the ASEM association in 2018 and is driving a rapid development in the EU 27 countries.

Willy (27 juli 1953) is a civil engineer (MSc, 1976), PH Fellow, married, and has two children and two grand-children. Besides his professional interests, he is passionate about contemporary arts and an active leader in cultural societies.

About the Presidential Award, Local Section

This award recognizes ASEM Local Section Excellence.

More information about the award is available here:
Presidential Award, Local Section

A list of past recipients is available here:
List of Past Recipients

Charles Daniels - Frank Woodbury Special Service Award (2018)

Fri, 26 Oct 2018 21:24:00 GMT

Dr. Daniels is currently a Senior Lecturer in the Engineering Management and Systems Engineering Department of the Batten College of Engineering and Technology of the Old Dominion University. He joined the EMSE faculty on July 25, 2008.

Dr. Daniels has over 30 years of experience in organizational management and leadership, communications systems, information systems, management consulting, change management, employee and leadership development and quality improvement in both government and commercial enterprises. He has over 20 years of experience in program management for large scale, mission-critical systems; system development lifecycle analysis; planning and implementation; systems engineering; line management and engineering; culture change and management consulting. He has also served as a senior executive and Vice President for Engineering for a Fortune 500 commercial enterprise.

He has supported NASA Human Space Flight, Science and Aeronautics Research programs for over 25 years at the Goddard Space Flight Center, the Johnson Space Center, the Langley Research Center, the Ames Research Center, the Marshall Space Flight Center and the Jet Propulsion Lab. Dr. Daniels also played a key role as a contractor executive in the design, development and implementation of several U.S. national criminal justice information systems.

Dr. Daniels has extensive experience in assisting organizations in developing and implementing plans to achieve business excellence and culture change. He served for five years as a member of the Board of Senior Examiners for the Malcolm Baldrige National Quality Award of the National Institute of Standards and Technology.

Prior to his retirement from corporate life, Dr. Daniels currently served as the Director for the Space and Mission Support (SMS) Business Area for Raytheon Information Solutions (RIS). In this capacity, he had overall executive management and leadership responsibility all of the NASA related service business in RIS. The SMS Business Area generated approximately $110 million in annual revenue with over 500 technical professional employees. Dr. Daniels is also a co-founder and chief operating officer of Learning Curve Coalition, Inc. and founder and president of Leadership Dynamics, Inc.

Dr. Daniels is the founder of the ConITS Leadership Institute. In addition, Dr. Daniels is been a lecturer in the George Washington University Engineering Management and Systems Engineering Graduate Program and currently serves as an adjunct in the Old Dominion University and the Florida Institute of Technology Graduate Engineering Management programs.

Dr. Daniels is a certified facilitator for Emotional Intelligence, the Myers-Briggs Type Indicator (MBTI®) and the Fundamental Interpersonal Relationship Orientation – Behavior (FIRO-B®) instrument and is certified as a Leadership Coach. Dr. Daniels is a certified Project Management Professional (PMP®), a Certified Professional Engineering Manager (CPEM), a Certified Scrum Master (CSM) and has been certified as a Level 4 Raytheon Program Manager.

Dr. Daniels is a Member of the American Society for Engineering Management (ASEM), where he is the Southeast Regional Director and a member of the ASEM Board of Directors.

As a member of the ODU BCET Faculty, Dr. Daniels teaches a wide range of courses, including Engineering Management, Engineering Ethics, Project Management, Project Management Professional Certification Preparation, Advanced Project Management, Agile Project Management, Finance for Engineering Managers, Capital Budgeting, Financial Engineering, Leadership, Organizational Behavior.

About the Frank Woodbury Special Service Award

This award recognizes an ASEM member who has provided outstanding service to the Society.

More information about the award is available here:
Frank Woodbury Special Service Award

A list of past recipients is available here:
List of Past Recipients

Chamila Kalpani Dissanayake - Engineering Management Best Dissertation Award (2018)

Tue, 23 Oct 2018 22:00:00 GMT

Dr. Chamila Kalpani Dissanayake, is currently working as an Instructor at the Industrial, Manufacturing, & Systems Engineering Department (IMSE) of the Texas Tech University (TTU), Lubbock, TX. She has successfully completed her doctoral degree at the IMSE department of TTU with a major in Systems and Engineering Management and a GPA of 4.00 in August 2017. Before joining the IMSE department at the Texas Tech University, Kalpani earned her Bachelor of Science in Engineering (Major: Production Engineering), and the Master of Business Administration degrees from the University of Peradeniya, Sri Lanka. She has also completed the Project Management Professional (PMP) certification from the Project Management Institute (PMI) in 2016.

Kalpani has won several awards including the ‘Best Dissertation Award’ at the American Society of Engineering Management(ASEM) conference 2018, the ‘Merl Baker Award for the Best Student Paper’ at the ASEM Annual Conference 2015, the ‘J.T. and Margaret Talkington Fellowship Award 2015/2017’ from TTU, and the ‘Doctoral Degree Scholarship Award from the Ministry of Higher Education in Sri Lanka, 2013’. Kalpani was also honored as the “Banner Bearer for the Graduate School” at the commencement ceremony, August 2017, for her best all-around achievements during the Ph.D. program.

About the Engineering Management Best Dissertation Award

To annually recognize the Ph.D. dissertation that makes the most significant contribution to the engineering management field.

More information about the award is available here:
Engineering Management Best Dissertation Award

A list of past recipients is available here:
List of Past Recipients

Neal Lewis - William Daughton World Headquarters Service Award (2018)

Tue, 23 Oct 2018 22:00:00 GMT

Neal A. Lewis received his Ph.D. in engineering management in 2004 and B.S. in chemical engineering in 1974 from the University of Missouri – Rolla, and his MBA in 2000 from the University of New Haven. He has over 25 years of industrial experience, having worked at Procter & Gamble and Bayer. Neal also has over 12 years of full time academic experience. He was an associate professor at Marshall University and the University of Bridgeport, and is currently teaching at Fairfield University and Oregon State University. Neal is a Fellow of ASEM and a member of ASEE, and is a Certified Professional in Engineering Management.

About the William Daughton World Headquarters Service Award

This award recognizes significant contributions to the streamlining, enhancement, or improvement of the day-to-day operations of ASEM world headquarters.

More information about the award is available here:
William Daughton World Headquarters Service Award

A list of past recipients is available here:
List of Past Recipients

Bryan Mesmer - Meritorious Service Award, Outstanding Non-Board Member (2018)

Tue, 23 Oct 2018 21:36:52 GMT

Dr. Bryan Mesmer is an Assistant Professor in the Department of Industrial and Systems Engineering and Engineering Management at The University of Alabama in Huntsville. Dr. Mesmer was previously a Postdoctoral Research Associate in the Department of Aerospace Engineering at Iowa State University. He completed his Ph.D. in August 2012 at the State University of New York at Buffalo in Mechanical Engineering. Also at the University at Buffalo, he completed his M.S. in Mechanical Engineering (2010) and a dual B.S. in Mechanical and Aerospace Engineering (2007). His research has focused on improving the systems engineering process, particularly for large-scale complex systems. He uses his background in decision analysis, multidisciplinary design analysis and optimization, system/subsystem modeling, design theory, and value-based design to perform research on topics including: interactions in systems and design; incorporation of end-user models and simulations in design; preference representation and communication; the arts in systems engineering; and integration of new system and design processes in government and industry practice. He is currently the University Lead of the NASA Systems Engineering Research Consortium, leading efforts on the development of systems engineering principles and the integration of modelling techniques.

About the Meritorious Service Award, Outstanding Non-Board Member

Any member who is not currently serving on the ASEM Board of Directors and has contributed outstanding accomplishments to the operation, improvement, and/or recognition of the Society.

More information about the award is available here:
Meritorious Service Award

A list of past recipients is available here:
List of Past Recipients

Jesus Matias - Frank Woodbury Special Service Award (2018)

Tue, 23 Oct 2018 21:30:00 GMT

JESUS N. MATIAS, OFS, ME, CPEM, PMP

Engr. Jesus N. Matias has spent more than thirty years in the construction business, specializing in general construction and structural steel works. He is presently engaged in the property development business, engineering project management consultancy, training and lecturing at the Institute of Civil Engineering (University of the Philippines) and the National Engineering Center, and currently serving as Technical Resources Manager for AMH Philippines, Inc.

Engr. Matias is a registered mechanical engineer, a certified Project Management Professional, and a certified Professional Engineering Manager. He is a graduate of the University of the Philippines and the Asian Institute of Management. His fields of specialization are:

Structural Steel Design and Construction
Engineering Economic Analysis
Project Management in the Construction Industry
Construction Cost Estimating and Analysis
Construction Contracts Management
Principles of Effective Leadership, Decision-Making, Communication and Human Relations
Business Management and Entrepreneurship

He has lectured for different companies, and is a regular speaker for the Department of Public Works and Highways and other government agencies. He has been involved and has instituted academe-industry internship programs for the UP College of Engineering, and is an author of a textbook on Engineering Economy for National Book Store. He is presently an active member of the Project Management Institute (PMI) and the American Society for Engineering Management (ASEM).

Engr. Matias is also a professed brother of the Secular Franciscan Order. He is a minister for spiritual formation for various prayer groups, a resource speaker on lay Franciscan spirituality and an author of numerous prayer books for St. Pauls Philippines, Claretian Communications Foundation and Paulines Publishing. He is currently taking graduate studies in Pastoral Ministry and Systematic Theology. He is also active with his children for the publications of the Media Office of the Catholic Bishops Conference of the Philippines.

About the Frank Woodbury Special Service Award

This award recognizes an ASEM member who has provided outstanding service to the Society.

More information about the award is available here:
Frank Woodbury Special Service Award

A list of past recipients is available here:
List of Past Recipients

Larry Mallak - ASEM Fellow Award (2018)

Tue, 23 Oct 2018 21:00:00 GMT

Larry Mallak
Professor
Engineering Management Research Laboratory
Western Michigan University

Dr. Larry Mallak is an industrial engineer who has spent his career building and using innovative methods to improve organizational systems and design processes, and produce better patient outcomes. His work on Empathic Design is bringing new tools to balance the art and science of new product development, especially in the medical device industry. He’s a Professor of Industrial and Entrepreneurial Engineering & Engineering Management at Western Michigan University. Prior to his university appointment, he worked in Charlotte, North Carolina, for Premier Healthcare as a healthcare systems engineer and he has worked as a science reporter for National Public Radio. His work has been featured in numerous outlets, including TEDx, Engineering Management Journal, WORK, and NPR. He holds Ph.D. and M.S. degrees in Industrial & Systems Engineering from Virginia Tech, with a B.S. in Industrial Engineering from the University of Illinois.

About the ASEM Fellow Award

Nominees who receive majority support from the Fellows are selected as new inductees. No more than five new Fellows are elected in a given year.

More information about the award is available here:
ASEM Fellow

A list of past recipients is available here:
Link to Past Recipients

Geert Letens - Bernard R. Sarchet Award (2018)

Tue, 23 Oct 2018 21:00:00 GMT

Dr Geert Letens teaches project, process, supply chain, performance and engineering management at the Royal Military Academy and guest lectures on organization development and change at various International Universities and Business Schools.

Geert is a co-author of the book ‘Six Batteries of Change’ and an internationally recognized speaker on Organization Development and Change and Lean Product Development. As the CEO of TchI-Innovation, He has provided training and consulting services to various Fortune Global 500 companies around the world for almost 20 years.

As a former president of the American Society for Engineering Management (ASEM), former president of the Society of Engineering and Management Systems, and current President of ASEM Europe he has contributed to the development of the Engineering Management field and the collaboration of Engineering Societies around the world.

Geert is a research fellow at Vlerick Business School and a visiting research faculty at Virginia Tech.

About the Bernard R. Sarchet Award

This is considered to be the highest award given by ASEM. This award recognizes contributions to the Society and to the field of engineering management.

More information about the award is available here:
Bernard R. Sarchet Award

A list of past recipients is available here:
List of Past Recipients

Simon Philbin - ASEM Fellow Award (2018)

Tue, 23 Oct 2018 20:30:00 GMT

Professor Simon P Philbin is Director of the Nathu Puri Institute for Engineering and Enterprise at London South Bank University in the United Kingdom (UK). The Institute is focused on driving enterprise into engineering education and industrial practice. Simon joined LSBU in 2018 and previously worked as Director of Programme Management at Imperial College London and Executive Chairman of Imperial College Projects Limited. While at Imperial and over 15 years he held a number of senior roles associated with both pre-award and post-award management of a range of multidisciplinary research areas and programmes.

Prior to joining Imperial in 2003, he was at the UK Ministry of Defence (DERA) and originally worked in the field of energetic materials. Simon is published across several areas including project management, research & technology management, and chemistry. He has presented at conferences across North America and Asia, and given lectures and seminars at several different universities. Simon holds a BSc (University of Birmingham) and PhD (Brunel University) in chemistry as well as an MBA (Open University Business School). He has experience of working with different industrial sectors, especially defence but also oil and gas, nuclear power, healthcare and pharmaceutical. Plus, he has worked as a commercial consultant for major oil and gas companies.

Simon currently serves as a Board Member of the American Society for Engineering Management and has been elected as the President of ASEM for 2019/20. Previous academic roles include Visiting Fellow at Imperial College Business School and Visiting Research Fellow at Birkbeck, University of London. He has won several academic and best paper awards, served on journal editorial boards and as an external examiner as well as other academic and professional assignments.

About the ASEM Fellow Award

Nominees who receive majority support from the Fellows are selected as new inductees. No more than five new Fellows are elected in a given year.

More information about the award is available here:
ASEM Fellow

A list of past recipients is available here:
Link to Past Recipients

Hiral Shah - ASEM Fellow Award (2018)

Tue, 23 Oct 2018 20:30:00 GMT

Dr. Hiral Shah is a Professor in the Engineering Management graduate program at St. Cloud State University, Minnesota. She received her M.S. and Ph.D. degree in Engineering Management from Eastern Michigan University and B.E. degree in Mechanical Engineering from Maharaja Sayajirao University of Baroda, India. Dr. Shah is a recipient of Frank Woodbury Outstanding Service Award in 2013 and Meritorious Service Award in 2012 from the American Society for Engineering Management (ASEM). She is a faculty advisor for the ASEM student chapter at St. Cloud State University. She has served on the ASEM Board of Directors as a Regional Director, as an EMBOK Editor, and more recently she is serving as a Publications Director for four major ASEM publications: EMJ, EM Handbook, EMBOK Guide, and EM Practice Periodical. Dr. Shah has been a part of ASEM’s certification exam development and professional development committee wherein she lead the project to publish the third and fourth edition of the Engineering Management Body of Knowledge Guide (EMBOK Guide). The 4^th edition of “A Guide to the Engineering Management Body of Knowledge” (EMBOK Guide) is translated in Chinese and will also be published in Portuguese language. Dr. Shah also lead the efforts to create and validate questions for the CAEM and CPEM certification exams based on the 3^rd and 4^th edition of EMBOK Guide using subject matter experts (SMEs). Dr. Shah also conducted a “Role Delineation Study” for the AEM/PEM certification exams in 2015. This study validated the body of knowledge for the Engineering Management profession and helped to develop an exam blueprint for the CAEM and CPEM certification exams. Dr. Shah is currently leading the project to publish the 5^th edition of EMBOK Guide. She is also a member of Project Management Institute. Her research interest is in the area of online teaching, curriculum and certification exam development, project management, and lean manufacturing. Dr. Shah is a Certified Enterprise Integrator (CEI), Certified Professional in Engineering Management (CPEM), and Project Management Professional (PMP).

About the ASEM Fellow Award

Nominees who receive majority support from the Fellows are selected as new inductees. No more than five new Fellows are elected in a given year.

More information about the award is available here:
ASEM Fellow

A list of past recipients is available here:
Link to Past Recipients

Frances Alston - Past Presidents of the Society Award (2018)

Fri, 19 Oct 2018 10:30:00 GMT

Frances Alston, PhD, CHMM, CPEM
Director, Environment Safety & Health
Lawrence Livermore National Laboratory

Dr. Alston has built a solid foundation of more than 25 years where she has led the development, management, and implementation of Environment, Safety, Health and Quality (ESH&Q) programs. In these leadership and program management roles, she has worked with a wide array of regulatory agencies and organizations, stakeholders, and communities. Her experience also encompasses international collaboration where she designed and championed implementation of an occupational hygiene program based upon European Health and Safety Standards for use in the United Kingdom.

She has a Ph.D. in industrial and system engineering and a MSE degree in engineering management, both from the University of Alabama. She earned a master’s degree in hazardous and waste materials management/environmental engineering from Southern Methodist University and a bachelor's degree in industrial hygiene and safety/chemistry from Saint Augustine's College.

Dr. Alston is the President and a Fellow of the American Society for Engineering Management (ASEM). She holds certifications as a Certified Hazardous Materials Manager (CHMM) and a Certified Professional in Engineering Management (CPEM). Dr. Alston is the author of Culture and Trust in Technology-Driven Organizations, Lean Implementation: Applications and Hidden Costs, and co-author of Guide to Environment Safety & Health Management and Industrial Hygiene: Improving Worker Health Through An Operational Risk Approach.

About the Past Presidents of the Society Award

This annual award is given to the individual who served as President of ASEM during the past year. At the International Annual Conference during the “passing of the gavel,” a plaque is awarded to the outgoing president.

More information about the award is available here:
Past Presidents Of The Society Award

A list of past recipients is available here:
List of Past Recipients

Innovation and Technology Management for the Business Savvy Engineer

Sat, 29 Sep 2018 11:00:00 GMT

By Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP

(EMBOK Blog Post #9)

Dictionary.com defines innovation as “something new or different introduced.” Engineers of all stripes are involved daily in creating and introducing new and different processes and products. We work in the creation of new knowledge that pushes the boundaries of scientific understanding. And we work to improve the efficiency and productivity of manufacturing systems to deliver products and services to a global customer base. At the heart of innovation is providing “new and different” to customers.

EMBOK Domain 8

Domain 8, “Management of Technology, Research, and Development,” in the Engineering Management Body of Knowledge (EMBOK) complements Domain 7, “Marketing and Sales Management in Engineering Operations” because only innovations that support market needs are desired. Domain 8 also directly ties to Domain 4 and Domain 5 which discuss financial management and project management, respectively. Finally, Domain 3, addressing strategic planning, is a key input to any innovation process. (Get your copy of the EMBOK here.)

Innovation is comprised of several areas of technical expertise and of engineering management practice. Innovation starts with the organization’s strategy to provide a mission for R&D teams, developers, and design engineers. As described in Sections 8.2 and 8.3 of the EMBOK, companies are striving for higher levels of innovation to deliver product and process improvements faster due to pressures from globalization and rapid technology advances. Industries are being disrupted by low-cost competitors as well as alternative products and services that previously didn’t exist.

Consider that today we call an Uber or Lyft ride from our cell phone and pay a negotiated rate, when just a few years ago, we instead queued up at taxi stands and paid a rate fixed by the local government rather than a rate fixed by the local government rather than a free market rate.

An Engineer’s Role in Innovation

Engineers and engineering managers are involved at all stages of innovation and technology management and may find themselves working in different arenas at different points in their careers. For example, a newly minted engineer may work on process improvements in the plant or factory as a contact engineer. Innovation assignments at this stage involve improving process throughput and reducing defects and downtime to improve the product quality. (Please also see the post on Domain 6, “Quality, Operations, and Supply Chain Management.”)

Next, an engineer may work on the design and development of a new product or process. New products are typically created following a standard project management process and follow stages as described in Section 8.5.

Feasibility study
Product Design
Testing
Production

An important element to successful new product development (NPD) is to consider life-cycle design, including “D4X” or “design for ____”. Successful innovations address D4X upfront, such as Design for Environment (Section 8.5.7.3) and Design for Reliability (Section 8.5.7.5). Attention to such details improves the acceptance of the new product or process by both internal and external customers.

Engineers and engineering managers may also spend time working in R&D labs. As described in Section 8.1.1 of the EMBOK, R&D activities range from scientific discovery to applied technical research, and to design and development functions described above. In research labs, engineers and engineering managers work closely with specialists, such as chemists, physicists, and material scientists, to convert conceptual ideas into practical manifestations. R&D engineers often bridge the gap between fundamental science and functional implementations. After all, most inventions are not profitable until they are translated to innovative products which are manufactured and sold into a marketplace.

Finally, at advanced career stages, engineering managers help to direct and frame the R&D and innovation programs to meet strategic goals of the organization. Some innovation strategies will involve projects to address weaknesses and threats to the company or industry by global competition or from new technologies. Other R&D projects will capitalize on the strengths and opportunities of an individual company that has discovered new technical applications to improve existing products or operations. Engineering managers will also work closely with other corporate executives to select the most appropriate portfolio of innovation projects to advance the organization’s strategic vision.

Innovation is Important!

Innovation is a tremendously exciting field in which engineers and engineering managers are privileged to work. Domain 8 of the EMBOK provides a tiny taste of the wonderful and vast career opportunities in new product development and R&D. As you read through Domain 8, you will note that innovation touches and is touched by virtually every other domain in the EMBOK. Engineers and engineering managers create and improve products and processes deploying a wide range and depth of skills and competencies. And while every day is different and technically challenging, engineers and engineering managers that support innovation activities are never bored!

Please feel free to contact me for more information on innovation – it is my passion and I feel lucky to share this brief overview of EMBOK Domain 8, “Management of Technology, Research, and Development”.

Today, consider how your work as an engineer or engineering manager impacts innovation. What can you do to improve technology in processes or products?

About the Author

Domain 7: Marketing and Sales Management in Engineering Organizations

Thu, 30 Aug 2018 14:00:00 GMT

By Patrick Sweet, P.Eng., MBA
(Blog #8 EMBOK series)

Photo credit: https://stocksnap.io/author/rawpixel

In this month’s installment on The Business-Savvy Engineer, I tackle Domain 7 of the Engineering Management Body of Knowledge (EMBoK): Marketing and Sales Management in Engineering Organizations.

For many, marketing and sales seems like it would be far outside the scope of what an engineer would care about – even an engineering manager. However, that’s not really the case. Engineers everywhere are involved in activities traditionally reserved for marketing and sales people. Figuring out how to meet a customer’s needs, helping convince a prospective customer to choose a product or service, and developing spec sheets for a conference are all marketing and sales activities that engineers are routinely involved in.

When you consider the link between engineers, customers, and the development of winning products, it’s easy to see how knowledge of marketing and sales could be of significant benefit to engineering managers.

The rest of this post will touch on some of the most important elements from Domain 7 in the EMBoK.

Sales and Advertising Practices

Sales is the act of motivating a potential customer to make a decision to purchase a product or service. Advertising is communicating to a target audience in an effort to make that audience aware of products and services that exist. Both advertising and sales are critical to helping get the products and services that engineers create into the hands of the right people.

It’s important to understand that, when advertising and selling internationally, differences in culture and language need to be taken into account in order to be successful. One example of this was shared by Blackberry co-founder, Mike Lazaridis, at an engineering conference I went to while in engineering school. He shared with the audience that they had hired a marketing firm to help them come up with the name “Blackberry” to ensure it translated well in several languages and wouldn’t be awkward in other cultures. The name Blackberry was the last of over 100 names that the company had come up with. Contrast this with the Chevy “Nova”, which roughly translated to the Chevy “No Go” in Latin American markets.

Customer satisfaction strategies

Customer satisfaction is important for any organization to measure and manage. Engineering managers are not exempt from this. Customers are well-informed, intelligent, and able to chose different providers if they aren’t satisfied with your products or services. This counts as much for internal customers as it does for external customers. I’ve experienced situations where my company paid external service providers to do work that an internal division were capable of because the internal division was too difficult to deal with. This is a clear example of poor customer satisfaction.

In order to improve customer satisfaction, it must first be measured. Traditional techniques for measuring customer satisfaction include surveys, focus groups, and interviews (see ASEM’s current membership survey here). It is very important to design these tools carefully, as poor design can obfuscate results, and even lead to drawing incorrect conclusions. Managers may consider hiring outside experts for launching new customer satisfaction initiatives.

Marketing and branding techniques

Marketing is the act of determining what a given market needs and how to satisfy that need given what the organization’s capabilities are and what competitors are doing. Marketing involves four primary elements, commonly known as the “Four Ps” of marketing:

Product – what it is you sell
Price – What customers will pay
Place – How you will get the product to customers
Promotion – Advertising and sales

Engineers play a key role in developing an organization’s products and services, establishing cost structures (which informs price), setting up distribution channels, and developing product specifications and trade show materials.

Branding is about giving products an identity that acts as shorthand for the attributes of a given product. BMW’s brand stands for luxury and performance. Walmart’s brand stands for value and convenience. Both brands say very different things, but are equally powerful. Engineers play an important role in giving brands credibility through their design decisions.

Product-Portfolio Analysis

Products progress through lifecycles. After a product is launched, it will process through a period of growth, reach maturity, hit market saturation, and eventually decline. It is important for organizations to have an array of products at various phases in their lifecycles so that the risk of a product falling out of favour in the market and leaving the company stranded is reduced.

Another important way to look at products is through the “Boston Matrix”, which plots products on a chart with relative market share on one axis and industry sales growth rate on the other. The matrix can be split up into four categories, as shown in the table below:

Relative Market Share Position	Industry Growth Rate	Category
High	High	Stars
High	Low	Cash cows
Low	High	Question marks
Low	Low	Dogs

Understanding where products fall on the Boston Matrix can help organizations understand what to do with each product in their portfolio and where to invest product development dollars.

Global Trade and International Operations

With globalization, companies in every industry will be faced with at least one of the following: competition from abroad, needing to source materials or talent from abroad, or trying to enter overseas markets. As was discussed in the section on advertising in foreign markets, it is important to bear in mind that values and management practices differ throughout the world. Managers cannot assume that business as usual will work in any other market.

Given that operating in markets outside your home can necessitate different practices, it is important to be aware of the various options that are available for doing business abroad. Domestic companies can import or export goods, invest directly in foreign entities, license their products or services to others, set up franchises, or use management contracts to profit from outside markets.

Pricing Strategies

A product’s price is what the customer pays for a given product. Pricing is something of an art and must take into account the customer’s ability to pay, the organization’s goals and targets, the product’s cost, and how the competition prices alternative products. Pricing should not be driven by cost alone and needs to reflect the value conferred by the product. For example, books generally cost pennies to produce, but are priced orders of magnitude higher. This is because they provide much more value than the sum of their physical parts.

Engineers can be heavily involved in product pricing, especially with respect to controlling product costs and understanding how competitors’ products are positioned.

Conclusion

At first glance, this domain may seem out of place in an engineering management book. In reality, marketing and sales management is tightly coupled with engineering and engineering management. An understanding of the business side of product development, marketing, advertising and sales on the part of engineering managers can be of enormous benefit to both managers and the companies that employ them.

About Patrick Sweet

The Creator's Code - Book Review by Teresa Jurgens-Kowal

Wed, 15 Aug 2018 14:00:00 GMT

The Creator’s Code by Amy Wilkinson. Simon & Schuster Paperbacks: New York (2015). 228 pages. US$9.98 (paperback).

Most of us have great ideas that we think could turn into great businesses. Just the other day, for instance, I told the blood donation attendant about my great idea to have a manicurist perform her magic during the procedure. Of course, there are some obvious holes in my “great idea”.

Yet, other people can convert ideas into business success. How do they do this and is there a formula for entrepreneurs?

Amy Wilkinson, author of “The Creator’s Code,” says, “YES!” And she shows us six essential skills in her book. The text is based on interviews with over 200 entrepreneurs who started companies that generate greater than $100M in revenue each year (pg. 9). These include companies like Under Armour, Airbnb, Dropbox, Chipotle, and JetBlue.

The first step is to identify an opportunity that others don’t see. Sounds easier said than done, but the author explains that some people are able to transport solutions from one industry to another. For example, Howard Schultz didn’t invent the idea of a coffee bar. Instead, he saw a unique culture in Italy and transported the community of coffee into the Starbuck’s business model.

Next, successful entrepreneurs seek the future over the past. Wilkinson calls this “to-go” thinking over “to-date” thinking. Research shows that considering what you have left to do to complete a task enhances motivation (pg. 58-59). Retrospective thinking can make us lazy.

The third skill in “The Creator’s Code” is to “fly the OODA loop” (Chapter 3). The acronym OODA comes from a Korean War era Air Force pilot: observe, orient, decide, and act. Success entrepreneurs gather a lot of data (observe), interpret the data (orient), make quick choices (decide), and then implement a plan (act). Feedback from markets, customers, and experiments go back into the cycle as observations to continue learning.

Chapter 4, “Fail Wisely,” describes the next skill in the “The Creator’s Code.” Creators share one trait: failure (pg. 101). Of course, failure doesn’t feel good, but it does provide learning. Successful entrepreneurs are okay with making low-risk mistakes and are self-aware enough to ask for help when necessary. Creators utilize a “growth mindset” (pg. 128-130, see also the book review on Mindset.)

Next, successful entrepreneurs use opportunity identification and learning from failure to build cognitive diversity. Wilkinson calls this “networking minds” (Chapter 5). As design thinking teaches us, we cannot solve problems in isolation. Collaboration and feedback help us to generate the best solutions (pg. 141).

Finally, the sixth element of “The Creator’s Code” is to “Gift Small Goods” (Chapter 6). In short, the author explains that collaboration, networking, and doing favors for others pays back. The author relays the Christmas card study by Phillip Kunz at BYU. He hand-signed 600 cards and sent them to absolute strangers. He received over 100 return greetings, complete with well wishes for his family, photos of kids and pets, and hand-written message. People appreciate acts of kindness and will repay them.

Conclusion

So, the six elements of becoming a successful creator and entrepreneur are more about behaviors than technical skills. Wilkinson teaches us that we need to identify unsatisfied customer needs, to try and try again, learn from failure, and collaborate with others. How do we apply these skills as engineering managers inside corporations instead of acting as solo entrepreneurs?

I believe “The Creator’s Code” gives engineering managers tools to enhance and empower teams. Corporate product and project management also depends on finding gaps in markets and technologies that match the core competencies of the firm. Success as engineering managers also requires us to “fly the OODA loop,” to fail wisely, and to network minds. Recognizing the strength of those around us and building an entrepreneurial environment can also build success for our engineering and project teams.

I recommend “The Creator’s Code” for engineering and engineering manager who are curious about curiosity and want to understand the traits of successful creators. The stories that Wilkinson presents are intriguing. It’s a quick and easy read – maybe a book suitable for scanning while you lay on the beach this summer!

What skill can you transport from the entrepreneurial world to make your engineering project teams more successful?

Six Batteries of Change - Book Review by Don Kennedy

Wed, 15 Aug 2018 14:00:00 GMT

Six Batteries of Change by Peter De Prins, Geert Letens, Kurt Verweire. Lannoo Publishers, ISBN 9789401444569. 240 pages. Hardcover $45.20 USD, €34.99, ebook €27.99

It has been a beef of mine that many management studies look at successful companies and try to figure out best practice based on what these top performers do. If you hear that (hypothetically) 75% of successful companies have a matrix organization and 25% have a hierarchical structure, you may think a matrix is for you. However, it is difficult to get a lot of data on the companies that struggle whereas they like to advertise success. With my example, if you hear that 95% of the poor performers have a matrix versus 5% hierarchical, that provides a different picture.

I like that the authors of Six Batteries of Change have extensive experience consulting on change management programs. Geert Letens is familiar to many readers as a former president of the American Society of Engineering Management and I like his practical and critical perspective of EM principles. This book is based on data collected from participants at 111 companies. Two people at the same company can have differing opinions on its performance and culture that makes you wonder if they are confused about where they work. This book recognizes this and therefore multiple sources at each organization were used. They also recognize the different perspectives (or realities) of workers on the floor versus the planners in the “ivory tower.” By having these multiple inputs and a diverse range of sizes and business types they draw from, we are presented with a nice spectrum of traits of those that are successful and those that struggle with transforming their business.

During my career, six particular companies stand out that would have benefited from this book. All six could see that they needed to change or fail. Three talked about “burning platforms” but continued on their downward trajectory and closed shop. The other three initiated formal cultural change programs but these fizzled out prior to them closing for business. Unlike much of the literature I have read, this book generally agrees with my views on organizational culture and change.

I was in a meeting recently with directors who were reviewing a new program. As mentioned in this book, executives are busy and do not want to be bombarded with too many concepts. The key to getting buy-in is to have a few fairly simple points and to repeat them in a variety of ways, driving home the message. For implementing change successfully, the authors developed a concept of relating behavioral characteristics to energy levels in a battery. These are put in a grid with one axis for the often competing motivations in people: the emotional and the rational. The other axis separates the strategic policies needed to create proper alignment from the operational procedures to assure solid execution at the ground level. As was recognized at least as far back as the Hawthorne Experiments of the late 1920s, good ideas can fail if improperly implemented and yet irrational, counterintuitive plans can have positive results if rolled out in the right way to appeal to the workers. Hence, we are presented with a framework of six categories of batteries (or energy levels) that will lead you to greater chance of success when these batteries are properly topped up. The book provides examples of both good and poorly charged batteries in companies familiar to many readers, such as Yahoo, Nokia and ING. It provides symptoms of good and poor cultures and steps for charging the batteries in areas that are low, establishing an architecture for positive change.

I started out by reading Chapter 9 first as check for the book’s usefulness as a quick reference or as a refresher. I was able to follow the concepts easily without having to rely upon any complicated or specialized vocabulary built in the earlier chapters. I liked that there was a definite lack of prescriptions for success, since the authors recognize that organizations are now in a world that is VUCA - volatile, uncertain, complex, and ambiguous. They also recognize that change is not achievable through the actions of a small group and it must be driven throughout the organization. I have painfully watched my former employers bring on a small group of experts tasked with somehow fixing the organization’s ills under a two-month contract, which goes a long way to explaining why they are former employers.

Many people who will read this will be somehow connected to a cultural transition program within their organization. Using this book to help guide the process will be a smart move.

Dr. Kennedy has been a regular attendee of the ASEM conference since 1999, with particularly good participation at the informal late evening "discussions" (sometimes making it difficult to get to the morning plenaries). He has spent much of his time working on large construction projects in remote areas, lecturing at a few universities, and is now trying his hand in an unfamiliar role as a director of engineering in R&D.

Networking Opportunities in Knoxville

Wed, 15 Aug 2018 14:00:00 GMT

By Patrick Kush, ASEM Membership Director

The Knoxville stop on the ASEM Summer Promotion Tour was initiated by an invitation from the local chapter of the American Institute of Chemical Engineers (AIChE). Mark Swietoniewski invited me to participate in a collaboration effort with ASEM over the next academic year. Trish Simo Kush (ASEM Communications and Associate Executive Director) and ASEM Fellow Dr. Harold Conner attended the August meeting open to an exciting exchange of ideas. The discussions were productive and many ideas were covered. One of the valuable aspects of ASEM is the network of professional and academic members. We left the meeting contemplating how we could grow all our visions; thank you for your invitation!

The next day Trish and I visited ASEM member Rod Grubb at the 4M headquarters http://4mio.com/. Rod played a number of valuable roles with ASEM in the past and we wanted to drop in on him while we were in Knoxville. During the tour of the facilities, Rod was clearly proud in the success of his company and the fascinating developments in the future for carbon fiber. Afterwards, we were introduced to Rob Klawonn and Mike Agentis who were also excited about the advances. Each conversation circled back to engineering management and networking.

Over the two-day visit, Dr. Conner and Rita Gray coordinated visits for us on the beautiful campus of the University of Tennessee. We visited with Dr. Eric Boder, Dr. Gabriel Goenaga and Dr. John Kobza to discuss the value of ASEM to their students as they [the students] move into a future management role. With many students attending through distance courses, a conversation in developing a virtual student chapter was a focus. Dr. James Simonton also helped to develop a vision statement to guide the next steps. It will be exciting to see the University of Tennessee as part of the ASEM family.

Dr. Harold Conner was instrumental in putting all the parts together to make the trip a success. It was evident by our conversations that Dr. Conner has strong beliefs in engineering management and he appreciates the role that networking plays throughout the career of an engineering manager. This was demonstrated through his connections with multiple professional societies and with the University of Tennessee. ASEM thanks Dr. Conner for his support as a sponsor. It’s great to see Dr. Conner continue his support by bringing a student to the ASEM IAC to experience conferences and to build their network. This year, Dr. Conner is bringing Jake Beatty (bio below).

About Jake Beatty

Jake Beatty, from Clarksville, Tenn., is in his senior year as an industrial engineering major at the University of Tennessee-Knoxville (UT). He is also working toward a minor in reliability and maintainability. He served a 2018 summer internship at URS | CH2M Oak Ridge LLC (UCOR) supporting UCOR’s LEAN program. That support included working to consolidate eight different waste software programs into one. Jake is a member of the Knoxville Chapter of Institute of Industrial and Systems Engineers and has participated in 20 hours of volunteer work each semester at UT.

This summer, ASEM took promoting the society to a new level. We welcome new members from the Minneapolis (ASCE-EWRI) and Evanston (IEEE-TEMS) conferences. We are looking to expand our presence at more conferences through the New Year. I’ll share more plans in upcoming eNews articles. I’m also looking for networking stories to share with our society. If you have a similar story to share about mentoring success or professional networking, please send it to membership@asem.org

The Foundations of Quality: Being a Business-Savvy Engineer

Wed, 08 Aug 2018 17:00:00 GMT

By Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP

(EMBOK Blog Post #7)

I am currently in the market for a new car. One of the first characteristics that I can list is that I want the vehicle to be of high quality. But, what, exactly, does “quality” mean? Domain 6 of the Engineering Management Body of Knowledge (EMBOK, 4^th edition) teaches us about quality as well as operations and supply chain management.

As noted in the EMBOK (pg. 165), quality is “defined for each product based on what the customer wants in … measurable characteristics.” Certainly, this definition helps as I want my car to have at least 200 hp, not cost over $40,000, and be reliable for a lifetime of ten years. Rather than getting a sales pitch from a car dealer, they can instead show me new models that have specifications matching my desired quality characteristics.

History of Quality

The foundations of quality management in US, Canadian, and Western European industries started with the automotive industry. But, the principles of quality date further back to WWII when General Douglas MacArthur sought good radios in Japan. Influential quality gurus like W. Edwards Deming, Joseph Juran, Phillip Crosby, and Kaoru Ishikawa not only helped MacArthur in his quest for good radios, but also spawned the total quality movement. The Toyota Production System (TPS) is known for yielding high quality, low variability parts and a novel approach to manufacturing (which we now call “lean”).

The quality gurus shared a common belief that management must actively participate in quality improvement and that systems and data drive performance improvements. Ishikawa delineated a list of data-driven tools for engineers and managers to improve quality. These are shown in Table 6‑4 of the EMBOK (pg. 168) and include the affinity diagram and the prioritization matrix. R&D engineers will be familiar with these tools as project managers are also intimately familiar with the activity network diagram.

Quality in organizations today is supported by international standards, such as ISO 9001 and ANSI. In the US, the Malcolm-Baldrige Award is presented by the President to organizations that have demonstrated commitment and improvement through total quality management (TQM).

Process Improvements

Of course, quality is more than a measure of the final product. Process improvements to drive and support quality are a key task for engineers and engineering managers. Systems like lean manufacturing and Six Sigma encourage continuous improvement by eliminating waste and minimizing variation. Section 6.2 of the EMBOK compares and contrasts the principles of lean with Six Sigma improvement projects.

An important concept in lean is “flow,” especially for batch operations. Tools in lean help to reduce wasted time as a machine or downstream customer waits for work. The Kanban board is a visual tracking tool to show planned work, work-in-progress, products undergoing testing, and complete work. New work does not enter the “flow” until the Kanban board shows capacity of the work team to accept new work.

Like lean, Six Sigma is also driving a goal of continuous improvement. Six Sigma is project-oriented to find the root cause of a quality issue and implement an improvement. The core philosophy of Six Sigma is the DMAIC cycle, which includes the following steps:

Define,
Measure,
Analyze,
Improve, and
Control

Sales Forecasting

Of course, quality and operations management are not standalone functions. Operations must support product manufacturing and involves creating sales forecasts and inventory management. For example, production of one new car (Volvo XC40) is unable to meet customer demand because of underestimated sales forecasts, resulting in a waiting period to even test-drive the vehicle and an even longer waiting period for purchase. Engineering managers use a variety of forecasting, scheduling, and inventory management tools to avoid these situations. (Supply chain management is discussed in detail in Section 6.6 of the EMBOK).

While not all engineers and engineering managers work directly in quality assurance (QA) or quality control (QC) labs or even in operations or supply chain, each of us must be fully committed to quality management. As Domain 6 of the EMBOK points out, engineering managers influence and impact quality from the concepts of new product development through ongoing continuous improvement activities. We must remember at all times that it is our customer and our customer’s customer who define quality.

Oh yeah, and I want a blue car…

What activities are you doing today in your job as an engineer or engineering manger to improve quality in your organization?

Get your copy of the EMBOK here. There are also many great tools on economics and finance in the EM Handbook here. Past articles in this series include:

- The Business Savvy Engineer - https://www.asem.org/blog/5704908
- The Business-Savvy Engineer’s Introduction to Engineering Management - https://www.asem.org/blog/5880804
- Leadership & Organizational Management for the Business Savvy Engineer - https://www.asem.org/blog/6004937
- Strategic Planning for the Business Savvy Engineer - https://www.asem.org/blog/6133262
- Learning Financial Management: Being a Business-Savvy Engineer - https://www.asem.org/blog/6289895
- Project Management for the Business Savvy Engineer - https://www.asem.org/blog/6361845

About the Author

ASEM Spotlight: News from the WMU Student Chapter

Thu, 12 Jul 2018 13:24:37 GMT

The Western Michigan University (WMU) student chapter of ASEM consistently improves, and is growing from years past. Students participated in school activities, the ASEM IAC, industry tours, and fundraisers. With the focus being to encourage EM development, here are report summaries for each event:

Bronco Bash: This is an event that takes place first week of September each year and 150+ RSOs have a booth to get people interested in joining an RSO. This is a fun way for RSOs to interact with students new to the university. This was the second time that the WMU chapter of ASEM took part in this and it was great talking to freshmen about what ASEM is and what our major is.

ASEM Conference: The annual conference in Alabama was a great experience for those that went to it. We got a chance to interact with professionals from industry working the job what we might have one day. We were able to get nine students to the conference through the use of a fund set aside for ASEM by our Advisor, Dr. David Lyth, and through the funding from our Dean, Dr. Houssam Toutanji.

JR Automation: Our first tour was to JR Automation, manufacturer of custom automation equipment, which included talking to the management team there and a tour of their plant.

Green Door Distilling Co: This was our second tour and a unique one. This is a distilling company was founded by an alumnus from the WMU Engineering Management master’s program. The tour showed our students in the program how Jon, founder of Green Door, was able to apply all that he learn from school and start his own company.

Bells Brewery: The third tour we took was to Bells Brewery right here in our back yard. We were able to see the entire process of how their products are made, from grains to the bottling line. We were also able to taste their product.

Stryker: Our last tour was at Stryker Instruments and for this tour we are planning to see operations that take place there. The tour was set up through an alumnus from the engineering management technology program at WMU that works at Stryker. This tour gave us insights on how a Fortune 500 company carries out its operations.

Blaze Pizza: This was our first fundraiser of the semester and we got in contact with Blaze Pizza for setting up this fundraiser. It was delicious! We may potentially do it again in the future.

Cookie Sale: For our second fundraiser we got a donation of cookies and we baked them and had a bake sale. This was something new that we tried whereas in the past we had contacted a local business and had a fundraiser there. This was an idea that would be good to use again in the future.

This year, the WMU ASEM Student Chapter will continue to connect students to industries where they might work. The plan is to reach out to the underclass students and have them get involved. Participating in the Bronco Bash provides good exposure for the chapter. Along with that, students will be presenting papers at the ASEM conference, and a case study team is currently being organized. After the IAC, students hope to participate in an improvement project with YWCA in Kalamazoo. Lastly, the students strive to partner with other engineering RSOs both in fundraising, and activities.

Nominations Due for ASEM Awards

Fri, 06 Jul 2018 12:30:00 GMT

ASEM Members, please submit your nominations for the many prestigious ASEM awards, by visiting https://goo.gl/forms/3BqwM6IWjycUNJL33 before July 15, 2018. The awards are:

Bernard R. Sarchet Award: Considered to be the highest award given by ASEM. This award recognizes contributions to the Society and to the field of engineering management and is annually given to an ASEM member who has contributed the most to the Society on a local, national and/or international basis.

Frank Woodbury Special Service Award: Recognizes an ASEM member who has provided outstanding service to the Society. This award is given annually to an active ASEM member who has demonstrated proof of continued service excellence to ASEM.

Meritorious Service Awards: Recognizes the effort of the local sections of ASEM. Awards include:

New Member Recruiting – Any member responsible for recruiting five or more new members in a given calendar year
Outstanding Non-Board Member – Any member who is not currently serving on the ASEM Board of Directors and has contributed outstanding accomplishments to the operation, improvement, and/or recognition of the Society
Outstanding Local Section President – Any local section president who in the course of executing the duties of a local section president, makes outstanding accomplishments to the operation, improvement, and/or recognition of the Society
Outstanding Student Chapter President – Any student section president who in the course of executing the duties of a student chapter president, makes outstanding accomplishments to the operation, improvement, and/or recognition of the Society

Founder’s Awards:

Undergraduate: To recognize undergraduate engineering management program leadership
Graduate: To recognize graduate engineering management program leadership
Student Chapter: To recognize ASEM student chapter excellence. All active ASEM student chapters are eligible

Presidential Award – Local Section: Annually recognizes ASEM local section excellence. All active ASEM local sections are eligible. Criteria for this award include:

Section membership and demonstrated participation
Participation in the ASEM International Annual Conference
Publication of technical papers and delivery of seminars and workshops
Other contributions to the field of engineering management

Best Dissertation Award: Annually recognizes the PhD dissertation that makes the most significant contribution to the engineering management field. Visit http://asem.org/resources/Website/About/Society%20Awards/2018%20-%20ASEM%20%20BDA%20-%20Call%20for%20Nominations%20-%207%20April%202018.pdf for complete instructions

William Daughton World Headquarters Service Award: Recognizes significant contributions to the streamlining, enhancement, or improvement of the day-to-day operations of ASEM world headquarters.This award recognizes an active ASEM member for their contribution of time, effort, or implemented idea that significantly enhanced or improved the day-to-day operation of ASEM including but not limited to:

WHQ processes and procedures
ASEM website and other communications
WHQ office arrangements and accommodations

For more information about this award, and all of ASEM's Society Awards, please visit: https://asem.org/Society-Awards or contact asem-hq@asem.org.

Project Management for the Business Savvy Engineer

Thu, 05 Jul 2018 17:00:00 GMT

By Patrick Sweet, P.Eng., MBA
(Blog #6 EMBOK series)

Photo credit: Thijs van der Weide

Introduction

The vast majority of engineering work takes place in the form of projects. A project is a one-time, temporary endeavor aimed at creating a unique product, service, or outcome. Many engineers turn to project management at some point in their careers. Others, while they may not be interested in leading projects, will almost certainly work in a project environment.

Chapter 5 in the Engineering Management Body of Knowledge (EMBoK) covers the basics of project management. This post will summarize the most important points of the chapter in the hopes that it will serve as a useful primer and encourage you to dig into the EMBoK if you’re interested. You can order your copy of the EMBoK here.

The Basics of Project Management

Project management is the art and science of initiating, planning, executing, controlling, and closing projects. When an organization recognizes some sort of need or opportunity, a project is typically launched to address or pursue it. It is the project manager’s job to define the work, organize the required resources, and see to it that the need or opportunity is addressed on time, on budget, and with the right quality. In many ways the project manager is like the CEO of the project – they hold the ultimate responsibility.

Initiating a Project

Initiation is a crucial step in running a successful project. When initiating a project, the project team determines what exactly the project is meant to do, and how it will affect the project’s stakeholders. Stakeholders are anyone who can be directly or indirectly affected by the project, or who could affect the project. For example, for a hydroelectric dam construction project, the local electric utility, local government, and conservationists could all be pertinent stakeholders, each with very different views to take into account. Understanding the people involved and the ultimate goal of the project is critical before moving forward.

Planning a Project

Project planning is a major effort in the early stages of the project. When planning, the project manager determines what work will be done and what won’t be done. This is called the project’s scope. The project manager will also organize the scope into a work breakdown structure to organize everything that needs to be done and to facilitate scheduling the work and assigning it to the right people. At the end of the planning effort, the project manager should have a plan for the work that will be done, how much it costs, and how long it will take.

Project Risk

Risk is the effect of uncertainty on a project’s goals. There can be both positive and negative risks, often called opportunities and threats, respectively. Risks can be categorized according to their likelihood of occurrence and the level of impact that they would have if they were to occur. A highly likely, highly problematic threat requires a mitigation plan from the project manager. Risks can be managed through four typical strategies: acceptance, avoidance, transference, or mitigation. Similarly, opportunities can be pursued as well, which is an important way to help mitigate the effects of risk on a project.

Project Execution

Project work actually occurs through project execution. This is a very important phase of a project because this is typically where the majority of money is spent on a project. If a project manager isn’t careful, money can be spent doing the wrong work, or doing poor quality work. Both result in delays and overspending which threaten the success of a project. The project manager must be skilled at building and leading high-performing teams in order to succeed in project execution.

Monitoring and Controlling Projects

In order to make sense of how a project is proceeding, a project manager will monitor the project in several ways. Using earned value methodology, the project manager will look at what has been accomplished, how much money has been spent, and what was expected to be accomplished and spent based on the original plan. Using these metrics, it is possible to determine if the project is on schedule and on budget. If the measurements show a significant deviation, then the project manager must take action to correct the issue.

Closing a Project

At the end of a project, the effort must be formally closed. For successful projects, that means securing acceptance and payment for the project’s deliverables. The project manager should also host a post-mortem with the project team in order to elicit lessons learned for use on other projects in the organization. This will facilitate better project planning and execution in the future and elsewhere in the organization.

Conclusion

Projects are a ubiquitous part of an engineer’s day-to-day life. You will, in all likelihood, find yourself leading or participating in a project team at some point in your career. Understanding the basics of project management can make all the difference in the world when it comes to project success, no matter what your role is.

About Patrick Sweet

Patrick Sweet, P.Eng., MBA is a recognized expert in engineering management and leadership with expertise in systems engineering, project management and product management. You can read more from Pat at the Engineering & Leadership blog.

Learning Financial Management: Being a Business-Savvy Engineer

Thu, 31 May 2018 17:00:00 GMT

by Teresa Jurgens-Kowal, PE, CPEM, PMP®, NPDP
(Blog #5 EMBOK series)

Every day, I hear reports on the radio and television of stock market reports, the Dow Jones level, and of actions taken by the Federal Reserve (the central bank in the United States). Often, I ignore these reports, hoping the announcer will just get on with the scores of my favorite local sports team. However, all these economic measures impact my pocketbook in significant ways, like affecting the purchasing power of a dollar and in influencing a decision of when to buy a house, go back to school, or retire.

Economic and financial theory and practice are covered in the Engineering Management Body of Knowledge (EMBOK), Domain 4: Financial Resource Management. This domain covers the typical financial data and information engineering managers should understand. Moreover, much of the content in Domain 4 actually bridges the gap between engineering and management. Senior executives typically make decisions based on money more than how cool the science is.

Accounting and Finance

All engineers should be exposed to the basics of bookkeeping and accounting. The most typical system of bookkeeping is a “double-entry” in which debits (left-hand side of a worksheet) must be in balance with credits (the right-hand side of the worksheet). For chemical engineers, this is much like a material balance for money. (Please see “Talking to Your Bo$$” at AIChE’s ChEnected website).

Thus, for every transaction, the debits and credits must remain in balance. If we spend $1 to acquire a pencil, we would credit, or subtract from, the cash account while we debit, or add to, our materials account. Debits and credits stay in balance always.

Financial people will prepare reports called balance sheets on a periodic basis to demonstrate that assets are in balance with liabilities and owner’s equity. Owner’s equity is the value held in a company after all the liabilities have been paid off. If we had $2 cash and only spent $1 to acquire the aforementioned pencil, we would still have $1 in savings (also known as owner’s equity). If we had $0.50 of debt to pay off first, then there would only be $0.50 of owner’s equity. Companies often make investment and stock buyback decisions based on the value of owner’s equity. Banks will examine the balance sheet in order to make loan decisions, as well.

Profits

As described in Section 4.1.4 of the EMBOK (4^th ed.), profit is measured by the difference (in a given transaction) between the sales price of a good and the cost to produce and sell it. Production costs have two components: fixed costs which do not change regardless of the quantity of goods produced and variable costs that scale with production. Rent, for example, is a fixed cost because it doesn’t change regardless how many widgets are produced in a factory. Raw materials, on the other hand, are variable costs because as the number of widgets produced increases, we need more raw materials to manufacture them.

Profit, then, is the difference between sales price and the cost of production (fixed and variable).

Budgeting

On the radio and television, we also hear a lot about government agencies (national, state, and local) setting budgets. You might also have a personal budget so that your expenses don’t exceed your income. Engineering organizations also must establish annual budgets so that expenditures don’t exceed inputs. Further, the Board of Directors and CEO are tasked with maintaining the long-term financial health of the company.

The most common way for a business to set a budget is zero-based budgeting. In the zero-based budgeting method, we build expected revenues (inputs) and costs (expenses) from a blank sheet of paper each year. In this way, the management team (or family) will examine the validity of each expense and the assumptions leading to revenue generation. (Note that the US Congress does not use zero-based budgeting and generally assumes an added percentage to each budget item in each year, tending toward less examination of each line item.) Budgets are designed to help engineering managers invest in appropriate growth projects while maintaining profitability in existing operations.

Economics

As a part of any budget process, we must assume and calculate information regarding inflation and the time value of money. In essence, the time value of money means that $1 today is worth more than $1 tomorrow. For example, in the US, the Federal Reserve has determined that a 2-3% inflation rate is ideal. Let’s call it 2.5%. This means, that next year, the $100 bill in your pocket will only have the purchasing power of $97.56.

As engineering managers plan, design, and construct projects with long lead times, the time value of money becomes an important consideration. The present value of a project will be more heavily influenced by revenues and expenses that happen in the near-term. When cash flows are further into the future, the impact to present value will be lessened.. Similarly, foreign exchange rates for international projects and income tax rates can both influence the profitability of a capital project. Engineering managers must be fluent in both the science and the economics of projects they are involved in..

Making Money Work for You

Successful engineering managers can bridge the gap between the technical and the financial fields. Some engineers pursue expensive MBAs to learn about finance and economics. However, ASEM members are presented with a mini-MBA in Domain 4 of the EMBOK, building on the information presented earlier on Strategy (Domain 3, http://asem.org/blog/6133262) and Management Theory (Domain 2, http://asem.org/blog/6004937. To be successful, engineers must learn to speak “accounting” to gain support for projects and programs. CPEM and CAEM (http://asem.org/EM-Professional-Cert-Program) certification requires that an engineering manager be familiar with basic accounting so that s/he is skilled in the financial nuances of any engineering decision. After all, companies are in business to make money.

Get your copy of the EMBOK here. There are also great tools on economics and finance in the EM handbook here. Past articles in this series include:

The Business Savvy Engineer - http://asem.org/blog/5704908

The Business-Savvy Engineer’s Introduction to Engineering Management - http://asem.org/blog/5880804

Leadership & Organizational Management for the Business Savvy Engineer - http://asem.org/blog/6004937

About the Author

Celebrating Certification and Membership!

Sat, 12 May 2018 11:00:00 GMT

(This data reflects new and renewing Certifications and Memberships from the first quarter of 2018 / January 1- March 31.)

ASEM is proud to announce our newest CAEMs: Mehmet Efe Guzel (USA) and Andrew Toland (MI-USA)!

ASEM is proud to announce our newest CPEMs: Khalid A. Al-Jabr (Saudi Arabia), John Braswell (USA), Francis Chua (CA-USA), Golshan Coleiny (MA-USA), Jean Essila, (MI-USA), Samy Mohamed (USA), David Paulus (AR-USA), Shahryar Sorooshian (USA), Marcus Stewart (DC-USA), Bill Turnbull (USA), Travis Webb (OK-USA) and Tony Williams (USA)!

The following are ASEM's latest re-certified CPEMs: Yin-Chih Lin (China), John Nicholson (USA), Simon Philbin (UK), Daniel Rowbotham (Canada) and Brian Smith (MS-USA)!

Are you interested in certification? The ASEM website has all the details, here: http://asem.org/EM-Professional-Cert-Program

ASEM welcomes our new and renewing Academic Partners:

Univ of Colorado-Boulder AP Admin - CO (USA)

Evan Brunner - NY (USA)

Thomas Cruz - NJ (USA)

Caneel Dixon - NY (USA)

Kristen Egan - CO (USA)

Carl Johnson - GA (USA)

Jack Kesti - PA (USA)

Sara Klena - NY (USA)

James Kubisch - NY (USA)

Ryan Leemans - NY (USA)

Ryan O'Connell - SD (USA)

Daniel Provaznik - NY (USA)

John Richards - NY (USA)

Kathryn Silecchia - FL (USA)

Chloe Smith - NY (USA)

Justin Thomas - NY (USA)

Hayden Trainor - NY (USA)

Benjamin Vasta - NY (USA)

Charles Wagner - NY (USA)

Timothy Young - VA (USA)

There is more information about becoming an Academic Partner at the ASEM website, here: http://asem.org/AcademicPartnership

ASEM welcomes our new and renewing Student Members:

Ahmed Alibage - OR (USA)

Arlexis Branson - MI (USA)

Kyler Castro - MI (USA)

Jean Essila - MI (USA)

Basem Abdullrahman Fallatah - OH (USA)

Jose Febres - MD (USA)

Jedidiah Hall - SD (USA)

Stacy Kam - FL (USA)

Rafaa Khalifa - OR (USA)

Richard Mutule Kilonzo - NC (USA)

Jennix Kuriakose Joyson - Australia

Patrick Kush - MN (USA)

M. Oussama Laraichi - OR (USA)

Cliffton Lines - FL (USA)

Bradford Logan - VA (USA)

Lauren McIntire - MA (USA)

Atena Nosrati - CA (USA)

Bial Patel - MI (USA)

Marissa Poth-Miller - MI (USA)

Cyril Mark Taylor - VA (USA)

Thembani Togwe - KS (USA)

Ryan Van Leuven - ID (USA)

Pei Zhang - OR (USA)

Are you a student and seeking ASEM membership? There is more information at the website, here: http://asem.org/Student-Membership

ASEM welcomes our new and renewing Retiring and Professional Members:

Kate Abel - NJ (USA)

Ashokkumar Alalasundaram - Singapore

José Marcelo Almeida Prado Cestari - Brazil

Neslihan Alp - TN (USA)

Efosa Brown Amayo - Nigeria

Wayne Andrews - VA (USA)

Marco Antonio Archanjo - Brazil

Bill Bailey - GA (USA)

Timothy Barnett - AL (USA)

Eric Borquist - LA (USA)

Tom Bowlin - MO (USA)

Stanley Bullington - MS (USA)

Keith Burleson - AL (USA)

Hugh Cole - CA (USA)

Carlos Roberto Cordova Morales - Peru

T Steven Cotter - VA (USA)

Charles Daniels - VA (USA)

Jill DeLong - MN (USA)

Fernando Deschamps - Brazil

Gene Dixon - NC (USA)

Toni Doolen - OR (USA)

Mark Dotson - TN (USA)

Julie Drzymalski - PA (USA)

Vincent Dutter - WI (USA)

Ona Egbue - SC (USA)

Osama Elsafadi - TX (USA)

Gerald Emison - MS (USA)

Misagh Faezipour - TN (USA)

Sylvia Ferry - AL (USA)

Andreas Garstenauer - VA (USA)

Fernando Gonzalez Aleu - Mexico

Abhijit Gosavi - MO (USA)

Marc Haddad - Lebanon

Holly Handley - VA (USA)

Morgan Henrie - AK (USA)

Andrew Herbst - Canada

Michael Holman - FL (USA)

Deborah Howell - NY (USA)

Amr Ibrahim - Egypt

Keith Jeffcoat - NJ (USA)

Paul Kauffmann - VA (USA)

David Kern - VA (USA)

Bruce Kisell - Canada

Constantine Koursaris - FL (USA)

Geert Letens - Belgium

Sandy Lieske - ID (USA)

Yosef Manik - Indonesia

James Marion - GA (USA)

Robert Matteoni - MO (USA)

Daniel McCarville - AZ (USA)

Debashis Mishra - India

Heather Nachtmann - AR (USA)

Ganapathy Natarajan - OR (USA)

Kim LaScola Needy - AR (USA)

Ashley Nelson - TX (USA)

Asim Nisar - Pakistan

Akin Olufowoshe - TX (USA)

Wayne P. - WI (USA)

Ed Pohl - AR (USA)

Alejandro Polanco - Chile

Taiwo Taopheeq Popoola - Nigeria

Kehinde Popoola - Nigeria

Clement Potoki - MD (USA)

Imad "Danny" Qubain - FL (USA)

Michael Repomenta - Philippines

Lorenzo Juan Romero Diaz - Peru

Pedro Patricio Sabilala - Philippines

Mark Anthony Santiago - Philippines

Devis Saputra - Indonesia

James Schreiner - NY (USA)

Jiong Shen - PA (USA)

Tricia Simo Kush - MN (USA)

Yesim Sireli - NC (USA)

Brian Smith - MS (USA)

Alice Squires - VA (USA)

Robert Stevens - TX (USA)

James Strong - AL (USA)

Joseph Talik - FL (USA)

Walter Tamosaitis - WA (USA)

Andrew Toland - MI (USA)

Jalal Ud Din - Pakistan

Resit Unal - VA (USA)

Eileen Van Aken - VA (USA)

Michiel van der Hoeven - Chile

Ken Vaughn - IL (USA)

Jerry Westbrook - TN (USA)

Joseph Wilck - NC (USA)

Woodrow Winchester - PA (USA)

Charles Winder - TX (USA)

Ibrahim Yitmen - Sweden

Are you interested in becoming a Professional Member? You guessed it; there is more information at the ASEM website, here: http://asem.org/Professional-Membership

An Executive Briefing on Breakthrough Innovation

Fri, 11 May 2018 17:00:00 GMT

Executive summary authored by and presented with permission from Bruce Vojak, Managing Director at Breakthrough Innovation Advisors, LLC

One of just a handful of options available to executive leadership when their company or its products reach life cycle maturity, Breakthrough Innovation is the proven path of renewal, the opportunity to survive and thrive in a significant way. Yet, Breakthrough Innovation is only half of the innovation equation. A complete portfolio includes investment in both Incremental Innovation (which optimizes within the existing paradigm) and Breakthrough Innovation (which changes the paradigm within which competition occurs). When implemented effectively, Incremental and Breakthrough Innovation work together to enable the company to both survive in the near term and thrive over time.

Having decided to invest in Breakthrough Innovation, executive leadership must develop sufficient insight to do so wisely. Unfortunately, the most commonly held views on innovation, that it is either random or recipe, are flawed at their core and do not deliver on the promise of renewal. Instead, Breakthrough Innovation is the very human act of discovery – an act requiring a company to acquire and establish new perspectives, insights, cultural values, and business practices in order to achieve and sustain it. Only those who hold such a perspective possess the potential to succeed at Breakthrough Innovation.

Finally, having understood the way of Breakthrough Innovation success, executive leadership must commit sufficiently to ensure that success. While such commitment comes in many, varied forms, it includes but is not limited to hiring the right people, providing them with resources and time, and sustaining an innovation‐friendly culture. It also requires resisting the temptation to pull these resources onto the problem of the day to extend maturity, a problem that all too often dilutes and renders useless what originally was intended as investment intended to renew the company.

While such insight and investment is rare, those who rise to these expectations and challenges serve all, successfully leading their organization beyond everyone’s dreams.

The entirety of this article continues at AN-EXECUTIVE-BRIEFING-ON-BREAKTHROUGH-INNOVATION

The Difference Between Managers & Leaders

Fri, 11 May 2018 17:00:00 GMT

Used with permission from John Walston, Co-Founder of ResourcefulManager

Let’s set the record straight.

Everyone who is a great leader isn’t necessarily a great manager. And great managers aren’t necessarily great leaders.

So when it comes to the Leaders vs. Managers debate, where do you land?

Here’s a list of 17 traits that separate the two. Go down the list and check off which ones match you. Most of us have some qualities of each. For example, do you have 10 Leader traits and 7 Manager traits? Or the reverse? Are you happy with the answer?

Make sure to tell us in the comments section and read more insightful articles at the Resourceful Manager website: https://www.resourcefulmanager.com/leaders-vs-managers/

ResourcefulManager Illustration by Michael Credle | Research by Lisa McKale
© Copyright 2016 ResourcefulManager

Reshoring is on the Rise: What It Means for the Trade Debate

Fri, 11 May 2018 17:00:00 GMT

The 2017 data is in, and job announcements are up substantially for U.S. manufacturing.

By Harry Moser and Millar Kelley; used with permission by Harry Moser, Founder of the Reshoring Initiative.

Reshoring and foreign job announcements (FDI) surged in 2017 to over 170,000 U.S. manufacturing jobs. This is strong evidence that work can and will be successfully brought back—and is especially relevant in a time of intense debate over tariffs and the trade deficit.

All told, job announcements were up 52% from 2016, and a whopping 2,800% from 2010. Announcements lead to hiring typically within 6 to 24 months.

There is substantial potential for many more jobs to come back, if the right policies are implemented going forward.

Implications for the Economy and Manufacturing

President Donald Trump has announced tariffs on solar panels, appliances, steel, aluminum and a broad range of Chinese products. His aim is to eliminate the $700 billion/year non-petroleum goods trade deficit, thus increasing U.S. manufacturing by about 40%--about five million jobs.

Many observers question these actions based on likely retaliation and higher U.S. consumer prices. Others question the feasibility and wisdom of trying to increase manufacturing’s share of the economy by bringing back to the U.S. the industry that we have lost over the last 40 years.

We observe from our 2017 data on reshoring, combined with other Reshoring Initiative reports, that:

It is now clear that U.S. manufacturing, including foreign-owned plants, can be started up or grown to support a substantial flow of work back to the U.S.
U.S. and foreign companies increasingly recognize that it is in their interest to supply more of the U.S. market by local production and sourcing.
Based on timing of announcements, much of the surge was due to the anticipation of lower taxes and regulations and higher tariffs. To bring back more than about 10% of the five million offshored jobs will require more U.S. competitiveness, more leveling of the playing field—including some combination of lower USD, stronger skilled workforce training, still lower corporate tax rates, and a VAT (Value Added Tax).
Bringing so many jobs from offshore disproves the weak claim that only 4 to 13% of the decline in manufacturing jobs has been due to offshoring, with the rest to automation. If so few had been lost to offshoring, so many could not be recovered in one year.

In addition to federal policy, states and cities need to play a role:

Some states are more attractive and effective as destinations. The Southeast and Texas have dominated. The Midwest is now moving up in the rankings. Government incentives are the most frequently mentioned motivating factor
Education and skills training need to be improved in almost all regions. Skilled workforce is the third ranked driver of reshoring and FDI.
Infrastructure is highly ranked.

Companies can profit from the data below—here are some things to keep in mind:

Skills training is a corporate responsibility. Some companies have taken that responsibility; others have ignored it. Without a larger and better trained workforce, the flow will decline rapidly. Skilled workforce is the third highest ranked motivator of reshoring.
Industry 4.0. Automation, productivity, innovation and lean collectively are the highest ranked enablers of reshoring. Have you optimized?
See which industries or companies are reshoring. Join them or sell to them.
Reevaluate offshoring. Recognize and quantify the frequently mentioned costs and risks. For example: quality, delivery, inventory and IP risk are often ignored when offshoring.
Made in USA branding is the fourth-highest rated factor. Would increased volume and a moderately higher price cover the cost differences on some products?

Read the entire article at Reshoring-Rise-What-it-Means-for-the-Trade-Debate?

Mindset: The New Psychology of Success - Book Review by Teresa Jurgen-Kowal

Fri, 11 May 2018 17:00:00 GMT

Mindset: The New Psychology of Success by Carol Dweck, PhD. Ballantine Press: New York (2016). 301 + xi pages. US$17.00 (paperback).

Engineering managers are called to lead and to inspire. Yet, many of us struggle to understand what motivates our staff and how to improve engagement and creativity. What can we do – as leaders – to build success in ourselves, our teams, and our employees?

Carol Dweck’s book, “Mindset,” provides great insight to the perspectives that each of us brings to work, school, and relationships. A Stanford psychologist, Dr. Dweck’s decades of research on learning and talent help us to encourage those we influence to achieve their utmost. At the heart of her research is how we think about abilities.

People with a fixed mindset assume that intelligence is limited and talent reigns over effort. These people will find blame with others when they experience failure because they view failure as a reflection of their own self. For example, the great tennis player, John McEnroe believed only in natural talent and could not stand the thought of losing (pg. 100). When he lost a match, McEnroe blamed the weather or any other “little thing” (pg. 102). He didn’t pursue self-reflection or analysis to seek improvement. People with a fixed mindset rely upon a pre-determined pool of “unique” talents to “win”.

Alternatively, people with a growth mindset seek interesting challenges and view failures as learning opportunities. They believe that qualities and capabilities can be cultivated through greater effort, improved strategies, and help from others (pg. 7). In one of Dweck’s studies with young children, those with the fixed mindset attempted new puzzles only when they did well the first time. Meanwhile, kids with a growth mindset sought more challenging puzzles even if they could not solve the original one. They were motivated by the challenge itself and sought novel strategies to identify potential solutions.

So, what does mindset have to do with engineering managers? As leaders, we encounter both personality types. Some of our colleagues believe they are skilled and talented engineers just because they are inherently special and unique. Others (like Edison) recognize that each failure represents a chance to grow our knowledge base and to continuously improve. It is the responsibility of a good leader to build and reward project team members while simultaneously growing a learning culture that drives toward project success.

Dweck relays tips to help us establish a growth mindset. Rewarding effort over talent encourages people to try new theories and to investigate new possibilities. Punishing failure is, of course, adamantly discouraged. Dr. Dweck freely admits that she tends toward a fixed mindset in many situations, but by focusing on goals and learning, she can change her perspective to a growth mindset. So can we and with a focus on project objectives, we can encourage team members to also learn and grow.

For instance, she tells of a colleague who wanted to lose weight for a class reunion. He tried the same things as he had in the past, but to no avail. Implementing the same tools and techniques is an indication of a fixed mindset personality. A person with a growth mindset instead would try new strategies to tackle the old problem – change meal portions, exercise with a buddy, etc.

Mindset is packed with data and research from Dweck and her colleagues, much of it from the field of education. Chapter 5 focuses on examples and application of mindsets in business. Mindset is a fascinating look at how our internal perspectives can lead us to decisions in how we learn and how we achieve success. I recommend Mindset to any engineering manager or leader as well as to all practicing engineers. All of us can benefit from a positive growth mindset!

What learning and success perspectives influence your engineering teams?

Teresa Jurgens-Kowal, PhD, PE, PMP, CPEM, NPDP

Global NP Solutions, LLC

Strategic Planning for the Business Savvy Engineer

Fri, 04 May 2018 11:00:00 GMT

By Patrick Sweet, P.Eng., MBA
(Blog #4 EMBOK series)

Photo credit: Rawpixel.com

At some point, engineering managers will have the privilege and responsibility of being involved in strategic planning and management in their organization. Strategic planning is the process of setting up, launching, adjusting and improving a corporate-level strategic plan. Strategic management, on the other hand, constitutes the set of tools and techniques to put that strategy to work.

Coming up with strong, focused strategies and executing them well is critical to the success of any organization in a competitive, global market. Engineering managers play a central role in making that happen. We, as engineers, are uniquely positioned to understand our organizations’ products and technology, and how they can fit into the bigger picture.

In this post, I’ll provide a summary of Domain 3 in the Engineering Management Body of Knowledge: Strategic Planning. I’ll cover the main sections in that domain, including the planning process, strategic management, strategy formulation, and executing strategy.

Strategic Planning Process

The first step in the strategic planning process is to understand the organization and its current state. You need to understand where you are before you can plan to end up somewhere else. Once you establish a baseline, you can launch into a “plan, do, check, act” cycle.

Plan – This involves creating the organization’s mission and vision statement, understanding the relationships between the firm and its suppliers, customers, and competitors. Next, medium and short-term goals are set in order to realize the long-term vision. Finally, specific strategies (such as growth strategies, acquisitions, partnering, etc.) are chosen in order to realize the overall vision.

Do – This stage is all about the day-to-day work to actually execute the strategy. This often happens in the form of projects and requires strong project management.

Check – The checking process happens in parallel with the other steps, and is used to control the strategic planning and management activities.

Act – This final step is to adjust work in response to having checked the work in the previous step to make sure things stay on track. Using the measurement in the “check” step above, corrective action is taken, and the PDCA cycle starts again.

Strategic Management

Strategic management is about implementing strategy and making changes as problems and opportunities arise mid strategic-planning cycles. The tools and techniques used to do this should help make sense of the organization’s current state, what the future should look like, and how to get from the current state to the future state.

A number of tools have been developed that can help with strategic management:

CROPIS Analysis – CROPIS stands for Customers, Requirements, Outputs, Processes, Inputs, and Suppliers. An in-depth analysis of each of these elements can help to reveal opportunities for improvement throughout the organization.

SWOT Analysis – SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. In a SWOT analysis, an organization is looks at the good and bad in the organization’s internal and external environments. This can help an organization understand which risks and opportunities to address and how.

Boston Consulting Group (BCG) Competitor Matrix Analysis – This tool uses a matrix to plot products, services, divisions and companies on two axes: sales growth rate, and market share. Products and services fall into one of four quadrants, called Stars (high growth, high market share), Cash Cows (low growth, high market share), Dogs (low growth, low market share), and Question Marks (high growth, low market share). Understanding what quadrant your products or services fall in can help you understand what to do with them in order to improve your company and help it meet its strategic goals.

The Product Life Cycle Model – All products progress through a life cycle. They move from introduction to growth, maturity, and decline. Understanding which phase your products are in will inform how you treat those products and what kind of investments you make in them – a brand new product needs to be treated differently than one that is in decline, but both can help the company reach its goals if treated properly.

Strategy Formulation

Strategy is fundamentally about choosing a way to try and realize an organization’s vision. There are three fundamental steps to forming strategy:

1.      Use strengths to capitalize on opportunities
2.      Mitigate weaknesses by acquiring new resources
3.      Adjust course in response to environmental changes

Numerous models can be used to understand an organization’s strategic environment, including the SWOT analysis and BCG matrix described above.

Porter’s Five Forces – Michael Porter’s Five Forces model distills what an organization needs to consider with respect to the formulation of strategy into five elements: rivalry among existing firms, threat of new entrants, buyer power, supplier power, and threat of substitute products. All of these forces need to be evaluated in order to know where a firm should go with its strategic direction.

Porter’s Generic Strategies – Michael Porter also developed a series of generic strategies that companies can use as starting points for understanding how they should position themselves in the market. Strategies can be plotted on two axes. The first axis has cost leadership (providing a product or service at the lowest cost) on one end of the spectrum and differentiation (offering something unique and valuable in the market place, which commands a high price) on the other end. The other axis deals with market focus, with a focus strategy (trying to appeal to a specific, niche market) on one end, and a global focus (selling to a broad market) on the other.

Core Competence Strategy – The core competence strategy focuses an organization’s business activities on areas of expertise that would be difficult for competitors to replicate. This strategy grew in response to the failure of vertical integration strategies that had worked so well previously.

Services-Based Strategy – Many companies in the West have started making moves toward becoming more service-based than manufacturing-based. This is in response to the dominance that regions outside the West have enjoyed in manufacturing in recent years due to lower worker wages. Companies such as IBM, who used to focus their attention on hardware and computer products, now offer services such as consulting as their main business.

Joint Ventures, Outsourcing and Partnering – Joint ventures and outsourcing are two strategies that can be used to help a company compete in a market where they either don’t have all the core competencies themselves, or they are too expensive. Partnering with other companies is an effective way to leverage the strengths of both organizations. Outsourcing can be a way to shift scope to another organization in order to realize cost reductions, take advantage of special capabilities, or shift risk. Partnering is sometimes achieved through joint ventures, and other times through acquisition.

Executing Strategy

Once a strategy has been established, it needs to be put into practice. This can be either in the form of permanent teams that take care of ongoing operations, or special teams organized to achieve a one-time objective. Regardless, teams need to be clear on their mandate, and be comfortable and competent at leading change.

Summary

The Strategic Planning domain covers topics that are critically important to organizations of every size and in every industry. When an organization is technical, engineering managers play a vital role in the formation and execution of the company’s strategy. Developing a strong sense of strategic management and the tools used to develop and implement strategy can be very beneficial to both the engineering manager and the organization as a whole.

About Patrick Sweet

President's Report

Sun, 01 Apr 2018 17:00:00 GMT

We have just completed a successful Board Meeting at the Coeur d’Alene Resort where the 2018 IAC will be held. The venue is a perfect location for the conference with all of the amenities necessary to make the conference successful. Beginning January 1 of this year, Ed Pohl and Heather Nachtmann assumed the role of Co-Editors for the Engineering Management Journal (EMJ). They have just released for your reading pleasure, Volume 30, Issue 1 of the Journal. I would like to personally thank Toni Doolen and Eileen Van Aken for their dedicated service to the EMJ over the years as Co-Editors and their role in facilitating a smooth transition of the EMJ to Heather and Ed.

The Board continues to be visible and actively engaged in various activities such as joining the Society of Women Engineers and other professional societies in sponsoring the fourth Annual STEM Capitol Hill Day. ASEM also welcomed the institution of a new student chapter at the University of South Florida.

Just a reminder! We continue to have opportunities to serve the society and continue to solicit assistance from the membership. I am excited that Elizabeth Gibson yielded to the call of service and has been elected the new South West (SW) Regional Director, replacing Christy Bozic. I would like to thank Christy for her service during previous years.

Enjoy the newsletter and make plans to attend the 2018 IAC.

Leadership & Organizational Management for the Business Savvy Engineer

Wed, 28 Mar 2018 17:00:00 GMT

by TA Jurgens-Kowal, PhD, CPEM
(Blog #3 EMBOK series)

Business savvy engineers are found at all levels within an organization. Last month, we learned that engineering managers are charged with planning and organizing work, allocating resources, and directing and controlling work activities. In this post, we will drill down into the management skills, tools, and philosophies that a business savvy engineer needs to lead, direct, and organize resources effectively.

In Chapter 2 of the EMBOK, we are introduced to the Integrated Management Model. The external environment is made up of customers, competitors, suppliers, vendors, and regulatory agencies. The internal environment, on the other hand, includes all of the company’s staff, assets, and special capabilities. We’ll dig deeper into the management systems, organization structures, and people orientations at the heart of the integrated management model.

Management Theories

Most leadership training programs today fully endorse the idea of motivation over punishment of workers. You know the old adage that you get more with a carrot than a stick. Thus, it is helpful for business savvy engineers to be familiar with the major philosophies and teachings regarding motivation.

First, Douglas McGregor proposed that managers make assumptions about workers which translate into behaviors. Theory X is one in which managers assume workers are lazy, would rather be doing something else, and all they are about is their paycheck. Theory Y managers, instead, assume workers are dedicated to the organizational goals and will act in ways to achieve these objectives. Fortunately or unfortunately, our expectations often result in the outcome we support.

Next, Frederick Herzberg proposed that a manager can motivate workers to higher levels of performance through a two-factor model. He identified minimal elements of a job that must be present to prevent worker dissatisfaction. These are called hygiene factors and include safe working conditions, relationships with supervisors, and fair pay.

While Herzberg identified that the presence of hygiene factors prevents dissatisfaction, these elements do not motivate workers to higher levels of performance. In contrast, motivating factors are often the least expensive for a firm to provide and will yield higher dedication to organizational goals. These motivators include recognition, advancement, and responsibility.

Finally, psychologist BF Skinner’s behavioral research demonstrates that behavior that is rewarded will be repeated while behaviors that are ignored will be extinguished. When leaders combine McGregor and Herzberg’s motivational theories with Skinner’s Operant Conditioning Theory, we - as leaders - are empowered to improve working environments for engineering and knowledge workers. We also learn about ourselves and can improve our own management skills.

Organizational Structures

Business savvy engineers innately understand that cross-functional teams improve the effectiveness and efficiency in achieving project objectives. Henry Mintzberg identified five basic organizational structures composed of the operating core, middle managers, upper management (called the “strategic apex”), technical support, and traditional support functions. The relative power, influence, and concentration of these groups determines the speed of decision-making in an organization.

The organizational structure must align with the firm’s strategic objectives in order to deliver long-term value. Team structures may change with the maturity of an organization and/or the complexity of the project work as well.

People Orientation

Of course, no project or engineering work is done without people. Business savvy engineers will recognize that they will need to adjust their leadership style to suit their environment. For example, global teams include people from both high context and low context cultures. In a high context culture, relationships reign supreme, while task completion takes center stage in low context cultures. Engineering managers must negotiate a balance between team member needs and work performance.

If conflict arises, managers often act as mediators. In this role, the engineering manager must ensure both sides are able to share their positions and s/he can negotiate an equitable outcome that allows the team to move forward. Chapter 2 of the EMBOK presents a conflict model that illustrates the need to address issues as they arise, not allowing them to fester under the surface. Furthermore, learning to apply conflict resolution and negotiation skills can benefit an engineering manager both inside and outside of the work environment.

Leadership and Organizational Structure

Chapter 2 of the EMBOK is packed with management and leadership theory that has stood the test of time. Engineering managers bridge external and internal environments and understand their role in team motivation. Creating the right organizational environment to empower people across all cultures leads to a satisfying and rewarding career.

Next month, we’ll delve into the role strategy plays for an engineering manager in a leadership position. In the meantime, if you’d like to read the previous posts in this series, click here and you can learn more about becoming a Certified Professional Engineering Manager here.

Teresa Jurgens-Kowal is a Certified Professional Engineering Manager (CPEM) with a passion for lifelong learning helping individuals and companies achieve strategic growth through Global NP Solutions. You can connect with Teresa on Linked In.

President's Note

Sat, 03 Mar 2018 18:00:00 GMT

As the year progresses, I continue to be excited about all the great work the ASEM Board continues to do on behalf of our members. We have accomplished many key initiatives that will continue to distinguish ASEM and provide value for the membership, which includes: The transition of the new editorial team for EMJ; update of the strategic plan and key performance indicator metrics for the Society; development of director goals that tie to performance indicators; development of EMBOK PowerPoint slides to support professional training or use in the classroom; the practice periodical continues to evolve and provide relevant information for EM practitioners; completion of a very successful conference in Huntsville; and finalized plans for upcoming conferences in Coeur d’Alene (2018) and Philadelphia (2019).

There is plenty to look forward to this spring – and it’s not too late to get involved. There are two calls for papers with deadlines fast approaching: the deadline for the 2018 International Joint Conference in Europe is March 3, 2018; and deadline for the ASEM 2018 International Annual Conference has been extended to March 5, 2018. In all of the hustle to prepare for the conferences, don’t forget to submit your chapter and section reports and your nominations for Engineering Manager of the Year Award by the end of March.

We have two critical leadership opportunities available and we are soliciting interested candidates. The positions are for the Associate Executive Director and the SW Regional Director. Members who are living in the South West Region can expect to see a ballot coming their way soon.

We have a lot going on that represents many opportunities for your involvement and talent sharing.

The Business-Savvy Engineer’s Introduction to Engineering Management

Wed, 28 Feb 2018 00:00:00 GMT

By Patrick Sweet, P.Eng., MBA
(Blog #2 EMBOK series)

In this first installment in our series on the Engineering Management Body of Knowledge (EMBoK), we answer a fundamental question: what does an engineering manager do?

Management is easy to see but difficult to describe. Given how hard it can be to wrap your arms around what constitutes management, nailing down a definition becomes very important. Understanding what is involved in being an effective engineering manager is critical to executing and improving your work.

The EMBoK says that engineering management is the “art and science of planning, organizing, allocating resources, and directing and controlling activities that have a technological component.” (p. 3). In the rest of this post, I’ll dig into what all this means in a practical sense in order to help you apply it to your day-to-day work.

Planning

Planning is the act of determining an end state you wish to see realized and determining which steps need to be taken to get to there. There are three basic levels of planning in an organization: strategic, tactical, and operational. Engineering managers, depending on where they reside in a given organization, can play a critical role in any or all three levels of planning.

At the corporate level, the CEO and executive team craft a mission and vision for the organization. These are the foundational elements of strategic plans. These plans reflect the organization’s big picture and the long-term.

Strategic plans get translated to tactical plans at the business unit level, where the planning gets more concrete and focuses on a shorter time horizon. If a company were to have a strategic plan to differentiate themselves through their advanced technology, for example, a corresponding tactical plan might be for a business unit to increase it’s spending on research and development.

Finally, tactical plans are broken down into operational plans. Operational plans cover the day-to-day work that goes on in an organization. These are the plans that get down into the nitty-gritty of how work actually gets executed.

Organizing

Organizing is the part of management that has to do with providing a structure and relationships for people in an organization. These structures make it easier for people to contextualize and execute their own work. Structures help people to see where they stand in the grand scheme of things and how they should relate and interact with others.

There are three basic organizational structures that engineering managers are likely to encounter in their organizations: functional, project-based, and matrix.

Functional organizations are the traditional hierarchical organizations that most companies used until recently. Each branch of the organization represented a particular function, like engineering, human resources, or manufacturing. Here, the functional manager is in charge of the work that goes on within their function.

Project-based organizations are grouped around the individual projects that the company is pursuing. Project teams are multi-functional and led by a project manager, who has autonomy over the project and its work. Project teams in an organization like this are a bit like mini-companies within the larger organization. When the project gets wrapped up, the team is disbanded.

In matrix organizations, employees report to both a project manager and to their functional manager, creating a hybrid of the other two organizational types. This allows for everyone to have a “home” in his or her function, and for each project to have a full cross-functional complement in order to execute work.

Allocating Resources

Allocating resources is exactly what you might expect – assigning people, capital, or equipment to a given task. Strong engineering managers are able to allocate resources in a way that gets the job done as effectively and efficiently as possible. This is often a fairly active part of an engineering manager’s work given the dynamic and uncertain nature of the technical work that many of us do.

Directing

Directing is composed of three related activities all geared towards helping staff get work done: motivating, supervising, and influencing. Anyone who has led a team before can tell you that simply asking the team to accomplish its goals won’t get the job done – teams need leadership in order to keep work going in the right direction. This is why leadership is so critical to engineering management. Dwight D. Eisenhower once said, “Leadership is the art of getting someone else to do something you want done because he wants to do it.” This is the essence of directing in an engineering management context.

Controlling

Controlling is a fairly analytical component to management – one that many engineers, myself included, tend to gravitate towards. Controlling has to do with measuring performance against a pre-established baseline and taking corrective action where necessary. The real art in controlling is to decide which things to measure and when to take corrective action. With so much information available to most engineering managers, being able to cut through the fog of data to pay attention to what’s really important can be the difference between a good manager and a great one.

Next Steps

If you’re already an engineering manager, spend some time this week taking note of the activities I’ve mentioned above. Which ones tend to get emphasized for you? Which ones aren’t emphasized enough? If there is a significant imbalance, is that creating problems in your team or project? Try and make a conscious effort to redistribute your time and energy into the areas that may not be getting enough attention. There’s no doubt that the effort will yield positive results for both you and your team.

Next month, Teresa Jurgens-Kowal, PhD, CPEM will tackle Domain 2 in the Engineering Management Body of Knowledge, which covers leadership and organizational management. If you’d like to read the other posts in this series, click here. You can learn more about becoming a Certified Professional Engineering Manager here.

About Patrick Sweet

Leading and Managing Systems and Specialty Engineers in Sweet Huntsville, Alabama

Sat, 10 Feb 2018 18:00:00 GMT

By: Alice Squires, Washington State University, email: alice.squires@wsu.edu, Alberto Sols, University College of South-East Norway, Erika Palmer, University of Bergen

Early Saturday morning on October 21st, the Empowering Women as Leaders in Systems Engineering (EWLSE) sponsored technical workshop Leading and Managing System and Specialty Engineers was delivered at the American Society of Engineering Management (ASEM) annual conference in sweet Huntsville, Alabama. The workshop, developed by Alberto Sols, Alice Squires, and Erika Palmer, addressed three major topics for technical managers of systems and specialty engineers: Part I) Technical Competency, Part II) Diversity and Team Building, and Part III) Processes and Policy.

Part I results included the identification of two common roles between systems and specialty engineers: systems thinker and effective communicator. Traits associated with the systems engineer role included leadership, adaptive learner, technical breadth, knowledge management, systematic, mindfulness, and patience. Traits associated with the specialty engineer included technical knowledge, analytical skills, teamwork, accuracy, and self confidence. Results for improving traits focused on intention and commitment as well as recognition of ignorance and the desire to improve.

Part II results included the recognition that diversity, discrimination, and expectations differ between countries, and that while age and gender are visible, mindset and values are invisible, and culture is in some ways visible and in other ways invisible. One participant raised the point “Do you want to sacrifice efficiency for effectiveness, when you communalize a model you eliminate diversity.” Pros and cons related to building diverse teams were discussed with pros including new and diversified ideas, varying experience, balance, and innovation and with cons focused on challenges with communication and what type of communication is best depending on individual preference and styles (direct versus subtle). The discussion about leveraging diversity in teams focused on the importance of openness and adaptability, matching people to what they are naturally good at while also giving them a stretch goal and providing higher opportunities for self-development, being knowledgeable of and avoiding micro-aggressions, and getting the best out of everyone, but also raised the question as to whether or not we were coming from a perspective of privilege focused on how we can leverage diversity to provide value to ‘us’. The team decided that positive goodwill, intention, authenticity, empathy, and respect from the heart were what was important and everything else (such as miswordings or potential biased actions) can be overlooked when these positive factors are clearly present. Some things we can do are ask people about needs and expectations, listen to the answers, show we care, be respectful, and, as always, lead by example.

For Part III the group reviewed a case study and developed a Strength, Weakness, Opportunity and Threat (SWOT) matrix with recommended actions for the systems and specialty manager for the case presented. These actions, applicable to most organizations, focused on generating awareness and building demand for systems engineering in the organization, filling the gaps and areas of expertise that are missing in both the system and specialties area, and focusing on the link between training, tools, and processes.

Interested in learning more? The outcomes of the ASEM 2017 workshop are included in the attached set of workshop slides. Enjoy!

Leading_and_Managing_Systems_(ASEM_IAC_2017).pdf

Being Agile: Eleven Breakthrough Techniques to Keep You from “Waterfalling Backward” - Book Review by Teresa Jurgens-Kowal

Sat, 10 Feb 2018 18:00:00 GMT

Being Agile: Eleven Breakthrough Techniques to Keep You from “Waterfalling Backward” by Leslie Ekas and Scott Will. IBM Press: New Jersey (2014). 189 + xxiii pages. US$34.99.

Flexibility. Cooperation. Teamwork. Collaboration. These are all words that describe engineering managers. These are also all words that describe agile project management. Agile project management is an emerging practice to add efficiency and effectiveness to project execution, and many engineers and engineering managers are being asked to make their organizations more “agile”. Moreover, the EMBOK has added a section on agile project management, acknowledging the adoption of these practices in recent years.
Global NP Solutions, LLC

“Being Agile” is a great book to help engineering managers and project team members learn tips, tricks, and new techniques in their transition from traditional project management to agile project management. The Agile Manifesto (www.agilemanifesto.org) was first published in 2001 to enhance software development. Since then, many organizations have adopted agile principles, such as stand-up meetings, Kanban boards, collaborative problem-solving, and sprints, to improve project management effectiveness. Unfortunately, many firms also struggle with this new way of doing things and despite a declaration to “be agile,” projects continue following old management styles.

Leslie Ekas and Scott Will offer eleven specific techniques to help teams move from traditional, waterfall project management to effective, agile product development organizations. The authors draw on their experience as practitioners and facilitators of agile transition in the software industry, particularly at IBM. However, many of their examples can be easily adapted for tangible product development and engineering design and construction projects.

Each chapter is built on principles and practices in which the authors share their personal stories and experiences. Then, they suggest some potential metrics to ensure the organization is driving forward in its quest to become more agile. Finally, each chapter concludes with a novel, breakthrough practice to implement agile project management in your own organization and a brief chapter summary.

For example, Chapter 1 describes the concept of “whole teams”. Like the authors, I have found myself leading, participating in, or facilitating project teams in which all participants are not available all the time. In a case where you need testing to verify assumptions in development or accuracy of coding, you may find that testing personnel are only available near the conclusion of your project. When the testing is finally completed, it’s too late – and too expensive – to make changes in the product. Often, the decision is made to launch the product anyway, leading to lower than expected sales or a backlog of bug fixes and endless quality improvement projects.

Instead, recommendations in “Being Agile” include acquiring a “whole team” that represents all necessary functions and for these staff to work together throughout the entire project life cycle. Speed-to-market improves as design, coding, and testing are done simultaneously and customer feedback is timely to development decisions. A simple metric is to track team membership from project initiation through execution and to closing and project launch.

The idea of whole teams overlaps with concepts presented in Chapter 4, No Multitasking and Chapter 10, Agile Leadership. Certainly, senior management must commit to the paradigm shift introduced by an agile approach. Moreover, customers must also understand their commitment to giving time-sensitive and effective feedback on product designs. This is also emphasized in Chapters 7 and 8.

Agile project management is not for every company and “Being Agile” focuses on the software industry. Even if your organization is not attempting to undergo the radical transformation that is introduced by agile management, engineering managers can learn from this book. In traditional staged and gated project management, teams should collaborate more and test ideas with customers frequently. Multitasking is a burden to any technical personnel and eliminating waste (Chapter 5) is a key concept to improve quality across the spectra of industry practitioners.

“Being Agile” is recommended for any engineer or engineering manager working in the software or computer industry. This is also a good book for anyone transitioning to agile principles or working within traditional project management systems but with a desire to improve productivity and efficiency. As a chemical engineer working in new product development, I admit that some of the software language bogged me down a bit; however, the concepts of moving 100% to agile practices far outweigh the few terms that were new to me.

What is your organization’s biggest challenge to becoming agile?

Teresa Jurgens-Kowal, PhD, PE, PMP, CPEM, NPDP

Celebrating Certification and Membership!

Sat, 10 Feb 2018 18:00:00 GMT

(This data reflects new and renewing Certifications and Memberships from the fourth quarter of December 2017.)

ASEM is proud to announce our newest CPEM, Ryan Batt - ID (US)!

The following are ASEM's latest re-certified CPEMs: Rolf Jostad - MN (US), Larry Mallak - MI (US), Michael O'Connor - MI (US) and Ed Pohl - AR (US)

Interested in certification? The ASEM website has all the details, here: http://asem.org/EM-Professional-Cert-Program

ASEM welcomes our new and renewing Academic Partners:

Pire Adrien - Belgium

Pieter Baeyens - Belgium

Ryan Leemans - NY (US)

Isaac Manderyck - Belgium

United States Military Academy - NY (US)

Alban Mockel - Belgium

Sam Peeters - Belgium

Bavo Pevernagie - Belgium

Jonathan Pierre - Belgium

Daniel Provaznik - NY (US)

Justin Thomas - NY (US)

Alexander Van Hal - Belgium

Charles Wagner - NY (US)

Brecht Windey - Belgium

There is more information about becoming an Academic Partner at the ASEM website, here: http://asem.org/AcademicPartnership

ASEM welcomes our new and renewing Student Members:

Rabia Almamlook - MI (US)

Jerry Almos - WA (US)

Carina Barbosa - Brazil

Flamarion Batista - Brazil

Raphael Bento - Brazil

Andrew Biller - NM (US)

Spencer Brom - TN (US)

Derrick Buck - AZ (US)

Ryan Call - ID (US)

Sergio Campo Periago - TN (US)

Kyle Carpenter - MD (US)

Mario Chaita - IS (US)

Ananya Chandra - FL (US)

Francis Chua - CA (US)

Chad Clawson - ID (US)

Leonardo Coelho - Brazil

Bobbie Cooney - TX (US)

Wesley Croom - NV (US)

Axel de Góes - Brazil

Jonathan Elder - TX (US)

Leigh Emerson - ID (US)

Nicholas Fecteau - IN (US)

Nathan Fletcher - WA (US)

Javier B Franco - OK (US)

Roberto Garcia - SD (US)

Ahmad Khalid Haddad - MI (US)

Alexandre Hagihara - Brazil

Amir Hedayati - IL (US)

Mark Hill - ID (US)

Rabie Jaifer - Canada

Brian Jarrell - TX (US)

Abhishek Jiandani - CA (US)

Kelsea Jones - (US)

Phiwat Klomkaew - AL (US)

Jordan Lanning - ID (US)

Alicia Lomas - ID (US

Dennis Miller - ID (US)

Arun Nair - CO (US)

Rafael Navizaga - ID (US)

Yidan Nie IN (US)

Sangjin Park - IN (US)

Mayank Prajapati - MA (US)

Natiele Rodrigues Carvalho - Brazil

Sarang Sambharia - MN (US)

Veronica Schrimpsher - AL (US)

Rebecca Seidl - MD (US)

Erick Senga - (US)

Fumbah A. Sheriff - MN (US)

Abdulgader Shuaib - MO (US)

Joshi Siddesh - OR (US)

Natasha Smith - VA (US)

Chadd Smith - ID (US)

Misael Soczek - Brazil

Ethan Stanley - NJ (US)

Ryan Stevenson - (US)

Letrisha Taylor - OR (US)

Matthew Tompkins - VA (US)

Miguel Toro - VA (US)

Kgotso Tsoai - South Africa

Sean Wainwright - MI (US)

Zachary Walker - ID (US)

James Williams - TN (US)

Jun Zhao - ID (US)

Fabio Zilli - Brazil

H. Zondi - South Africa

Are you a student and seeking ASEM membership? There is more information at the website, here: http://asem.org/Student-Membership

ASEM welcomes our new and renewing Professional Members:

Wolday Abrha - TN (US)

Roger Allman - IL (US)

Ronald Barca - OR (US)

Roderick Boyer - GA (US)

Collin Broglie - TX (US)

Dale Callahan - AL (US)

Sorin Cohn - Canada

Demian Cooper - MI (US)

Carlos Roberto Cordova Morales - Peru

Lawrence Curtis, Jr. - WA (US)

Paul DaRosa - MA (US)

Thomas Edwards - PA (US)

Paul Gergets - IL (US)

Amr Ibrahim - Egypt

Nikolaj Tinggaard Jørgensen - (US)

Gamze Karayaz - (US)

Yiorgos Kostoulas - TN (US)

Mary Malast - MO (US)

Yosef Manik - Indonesia

Debashis Mishra - India

Belinda Misiego - Spain

Johnny Morales - NC (US)

Abumenre Odigie - Nigeria

Alejandro Salado - VA (US)

Jeff Salem - (US)

Devis Saputra - Indonesia

Jena Shafai Asgarpoor - NE (US)

Robert Simons - IL (US)

Valerie Stephens - PA (US)

Anthony Streletz - CA (US)

Scott Turnbow - TN (US)

Richard Wakeland - TX (US)

Want to become a Professional Member? You guessed it, there is more information at the ASEM website, here: http://asem.org/Professional-Membership

President's Note

Thu, 01 Feb 2018 18:00:00 GMT

Happy New Year – and what a year we have ahead!

Early planning is underway to ensure you have an enjoyable and informative Conference this year. The conference promises to have something for everyone. So don’t be left out, respond to the call for papers and share your knowledge and research.

The board will meet in Idaho in March to engage in the annual strategic planning session to discuss ways to continue to move the society forward. If you have any suggestions you would like us to explore, feel free to contact me; I am at your disposal.

ASEM is proud to partner with other groups to sponsor events such as:

SWE “Diversity and Inclusion Fuels Innovation in STEM” Capitol Hill Day and reception on Wednesday, March 14th in Washington, DC.
The “15th Annual Engineering Public Policy Symposium”Tuesday, April 24, 2018, in Washington, DC.
TEMSCON 2018, International Conference of the IEEE Technology and Engineering Management Society, June 28 - July 1, 2018, Evanston, IL.
International Joint Conference in Europe, July 18-20, 2018, Lisbon, Portugal, EU.

A new year means new opportunities. The Southwest Regional Director position is available and represents a good opportunity to get involved. Possibly a new adventure awaits.

The Business Savvy Engineer

Sat, 27 Jan 2018 18:00:00 GMT

by TA Jurgens-Kowal, PhD, CPEM
(Blog #1 EMBOK series)

Not so long ago, an engineer graduated from university and went to work for a company. He would work on various projects and programs, learning a few new skills as he advanced from junior engineer to senior engineer, and eventually to department and section manager. As his career closed at age 55, the company rewarded the engineering manager with a gold watch and he moved onto his retirement, satisfied with his many contributions to the company he served for life.

Today, an engineer is expected to change jobs as many as ten or twelve times in their careers. She will need to continually update her skills to remain relevant and competitive in the workforce. Engineers will swap between technical and managerial roles at various firms and in entrepreneurial roles before working part-time well past an average retirement age of 62. No longer can she depend on one company and one technical track to succeed. In today’s world, an engineer must be business savvy.

The Business of Engineering

Engineering managers are successful when they speak the language of business. Engineering managers bridge the growing gap between technology specialists and financial decision-makers. Moreover, engineering managers are in growing demand as global competition heats up and technology advances at an ever-rapid rate. In some regions of the world, like the United States, there is a growing skills gap between practicing engineers and managers just entering the workforce from university.

So, just what is the business of engineering and how does an engineering manager differentiate herself from many qualified competitors? Over the next several months, we will be sharing a series of posts based on A Guide to the Engineering Management Body of Knowledge (EMBOK) published by the American Society of Engineering Managers (ASEM). The EMBOK guide condenses the skills required for a practicing technical engineer to successfully transition into an engineering management role. Further, the EMBOK forms the basis for the Certified Professional Engineering Manager (CPEM) exam, a credential that demonstrates education, experience, and knowledge in the field of engineering management.

Engineering Management Domains

There are eleven (11) domains in the EMBOK; an understanding of each is necessary for an engineering manager to be business savvy in his or her career endeavors. These domains are as follows:

Domain 1 – Introduction to Engineering Management
Domain 2 – Leadership and Organizational Management
Domain 3 – Strategic Planning
Domain 4 – Financial Resource Management
Domain 5 – Project Management
Domain 6 – Operations and Supply Management
Domain 7 – Marketing and Sales Management in Engineering Organizations
Domain 8 – Management of Technology, Research, and Development
Domain 9 – Systems Engineering
Domain 10 – Legal Issues in Engineering Management
Domain 11 – Professional Codes of Conduct and Ethics

Domain 1, the Introduction to Engineering Management, lays out the overarching organizational structure and roles of a manager. Strategic issues of engineering managers are addressed in Domains 2 through 4, while tactical engineering management is discussed in Domains 5 through 10. Ethics (Domain 11) support all the activities of engineers and engineering managers.

Candidates for the CPEM exam should expect 200 questions covering these 11 domains. These domains are also the focus of the International Conference. More information about the CPEM exam can be found here and information on the conference can be found here.

Becoming a Business Savvy Engineer

Successful engineering managers master skills in leading people, organizing resources, and directing work. Limited financial resources must be managed within the constraints of the organization to actively support strategic goals and objectives. Tools and techniques that broaden technology development, enhance market segments, and improve logistics are necessary to build a sustainable operation or product portfolio. All these business skills supplement and complement the basic engineering education we review so that we can become effective and productive managers, grow a business, and drive intriguing careers.

Next month, look for the next post in this series as we begin an in-depth discussion of Domain 1 from the EMBOK – What is an Engineering Manager? In the meantime, if you aren’t already registered with ASEM, you can learn more here.

Professional Training Program in Engineering Management Launched in the Philippines

Sun, 03 Dec 2017 18:30:00 GMT

By Engr. Jesus "Jess" N. Matias, ME, CPEM, PMP

The National Engineering Center, the industry provider of engineering services of the University of the Philippines – College of Engineering will launch a training program in engineering management for practicing engineers this coming April to May 2018.

The program will introduce the engineering management body of knowledge (EMBOK) of the American Society for Engineering Management (ASEM) to local industry practitioners. Philippine companies have long sought for a framework that will equip engineers and other related professionals with competencies needed to manage organizations and highly-technical processes; this new collaboration between the UP-NEC and the ASEM hopes to fulfill that need.

The program will consist of fifty-six training hours of lectures and workshops based on the ASEM EMBOK including a simulated examination for the ASEM CPEM certification. Satisfactory completion of all requirements, as well as a passing grade in the final examination, will earn for the program participant the “Professional Certificate in Engineering Management”, a new credential which is expected to help young practicing engineers become recognized for upper management positions.

Successful completers of the program will then be highly encouraged to obtain the internationally-recognized Certified Professional in Engineering Management (CPEM) credential of the ASEM. In order to facilitate the ASEM examination process, the UP-NEC may soon seek to become an ASEM-accredited online examination proctor.

The program is designed and will be facilitated by Engr. Jesus N. Matias, ME, CPEM, PMP, who has more than thirty years in experience in the business of construction contracting, as well as close to twenty years in lecturing experience at the UP-NEC for various training programs related to construction project management. He is a Certified Professional in Engineering Management (ASEM), a Project Management Professional (PMI) and a practicing mechanical engineer with technical specializations in steel construction and cost engineering. He is also a faculty member of the Institute of Civil Engineering in UP, a co-author of a textbook in Engineering Economy and an award-winning author of books on spirituality.

The University of the Philippines has long been considered the country’s premier educational institution and its College of Engineering is among the most renowned schools of engineering excellence, with unparalleled international credibility, producing many of the Philippines’ most respected names in academe, government and industry.

The Challenge of Designing to Fit

Sun, 03 Dec 2017 17:53:52 GMT

By Donald Kennedy, P.Eng.

A huge problem that is seldom discussed and maybe even often not recognized is the tendency for many engineers to over design. The thinking is that more is better, but sometimes adding too much makes a situation worse. It is difficult to personally take the responsibility for cutting back on a design but in a competitive environment these decisions may save a company.

I am going to relate an example where over design had been taken to an extreme. I had to champion a project to handle steam condensate in a process plant. This was basically distilled water that came off the system and was collected in a tank. There were nine such tanks at the plant. The company was paying $4 million dollars a year to have the water trucked off site. The filling of the tanks was not uniform nor predicable and a truck and driver were paid to be on hand 24 hours a day 7 days a week to empty any tank that was full. However, the proposed project to automate the pumping of the water back into the process was $8 Million, making it difficult to raise the capital to eliminate the need for the truck to be on standby.

When I became the champion of the pump project, I was told that each tank held 380 barrels. Although the tanks filled at unpredictable rates, I was told that the tanks were sometimes emptied twice a day. To assure the tanks would not overflow, the proposed pumps were sized at 80 gallons per minute (gpm) in the $8 million dollar project. The water needed to be injected at a high pressure on the discharge side of a pump.

First off, I realized that a 380 barrel tank is 16,000 gallons. It would take 200 minutes to completely empty this tank at 80 gallons a minute. That is a little over 3 hours. When I talked to the process engineer, he said that he was given 40 gpm as the needed rate. There was a common pump that could do that, but he was nervous that he might need a little more, so to be safe he went to the next larger common size. When I went to the operations person that provided the 40 gpm rate he said he calculated that 22 gpm was needed but the common pump that could easily handle it was the 40 gpm size. Each person had built in a buffer.

By this time, I figured I better confirm how the 22 gpm rate was derived. This was based on the assumption that the 380 barrel tank was emptied twice a day. When I went to the truck driver, he stated his truck held 60 barrels. Because the fill rate was unpredictable, operations would notify him to empty a tank whenever it was half full to assure it would not overflow. So the maximum volume emptied was 120 barrels in a day, not 760. That is 3.5 gpm (and I will not round up to 4 to be safe) compared to the 80 gpm being designed for. I also discovered by checking the process data, that only half of the tanks had to be emptied more than once a week. I also checked with the environmental group and they confirmed that if the condensed steam overflowed out of a tank, it was basically just distilled water and no negative environmental impact would result, nor would any regulatory reporting be necessary to account for water being on the ground. By selecting pumps 1/20^th the size and only installing them on half the tanks, the $8 Million project shrank to $2 Million. That is now a 6 month payback and much easier to raise the capital for. If any tank was filling up, a truck could be ordered to empty it and if the truck was late some water would be released onto the ground.

A manager without the engineering background may not feel comfortable challenging the assumptions made in the original proposal. This becomes another example of the value of the Engineering in Engineering Management.

Congratulations to the 2017 IAC Award Winners!

Sun, 03 Dec 2017 16:30:00 GMT

By Heather Nachtmann, Ph.D., ASEM Past President

It was a pleasure to lead the 2017 ASEM award process. It is humbling and exciting to see the contributions our members are making to the engineering management community. Through my ASEM executive committee service, I get the opportunity to work with members of our leadership team as they dedicate their time to ASEM. What I do not get to see is their careers and their investments in the broad EM community outside of ASEM. Each year I am impressed with our nominees and winners of our Engineering Management of the Year award, and this year’s recipient NASA Marshall Space Flight Center Director Todd May clearly exemplified the great work one can accomplish when one brings engineering management skills to a leadership position. I am always so proud when I review the nomination packets of our ASEM Fellows and get to see the contributions our new Fellows are making and have made to their employers and communities. Also of particular note is the accomplishments of our students. Each year the best student paper and best dissertation competitions become increasingly competitive and it is impressed to see the quality of student our EM programs are producing. We are very proud of all the 2017 ASEM award winners and are pleased to have this opportunity to recognize their efforts.

Congratulations to the ASEM 2017 Award Winners!

Bernard R. Sarchet Award

Ben Baliga

Frank Woodbury Special Service Award

Jimmy Ghandi

John Farr

Meritorious Service Awards

New Member Recruiting: He Liu

Outstanding Non-Board Member: Jishan He

Best Dissertation Award

Michael Bromley, Texas Tech University; Advisor, for "A Synopsis of Economic Analysis Model for High Reliability Organizations"

ASEM Fellows

Harold Conner

Rolf Jostad

Walter Nowocin

William Schell

Merritt Williamson Best IAC Paper

"Are Engineers’ Leadership Attitudes and Experiences Different than Other Students?" by Bill Schell and Bryce Hughes from Montana State University

Founder's Awards

Student Chapter Award - Missouri S&T

Undergraduate Award- US Military Academy

Graduate Award - Missouri S&T

Merl Baker for Best IAC Student Paper sponsored by MS&T

"Energy Sans Water" by Jonathan D. Elder from Texas Tech University

Echenbach Award for Best EMJ Paper

"An Enterprise-Wide Knowledge Management Approach to Project Management' by Oun, Blackburn, Olson, and Blessner

William Daughton World Headquarters Service Award

Jim Schreiner

Tricia Simo Kush

Teresa Jurgens-Kowal

Bill Sabados

ASEM Undergraduate Student Scholarship in honor of Ronald Cox

Sarah Godbehere, Gonzaga University

ASEM Graduate Student Scholarship in honor of Joette Sonnenberg

Katie Kelly, Montana State University

Student Case Competition

Missouri S&T, Advisor Dincer Konur

Past-President Award

Heather Nachtmann

Designing Your Life: How to Build a Well-Lived Joyful Life - Book Review by Teresa Jurgens-Kowal

Sun, 03 Dec 2017 16:00:00 GMT

Designing Your Life: How to Build a Well-Lived Joyful Life by Bill Burnett and Dave Evans. Knopf: New York (2016). 238 + xxxi pages. US$24.95 (hardcover).

A recent trend in product development projects has recognized the value of designers in meeting customer expectations. We heard a great talk by Amy Hawkins on design thinking at the 2017 IAC, for example. Engineering managers, of course, are also aware of the enhanced development capabilities for a project team that includes cross-functional representation. Design thinking formalizes the roles of designers in problem-solving and project execution.

Bill Burnett and Dave Evans have recently released a new book called “Designing Your Life” that applies the principles of design thinking to career planning. Many of the tools that we use in design thinking for determining product or system requirements are discusses as examples for life planning. The authors share real-life stories from their students and colleagues at Stanford to support the design thinking methodology.

First, in the “Introduction,” Burnett and Evans pave the way with five design thinking mindsets (pg. xxvi-xxviii).

Be curious
Try stuff
Reframe problems
Know it’s a process
Ask for help

Each of these mindsets is supported by design thinking tools. For example, in being curious, we can investigate different pathways to reach goals. An important element of setting goals, however, needs to include a balance of work, love, play, and health (Chapter 1). Everyone’s ideal balance will be different, but we must each understand the role that work plays in our overall life view.

In Chapter 2, the authors recommend a deep evaluation of how we view work and to align that perspective with our values system. The outcome of this exercise helps us to refine our perception of jobs we love as well as jobs that are not a good fit. The authors advise trying stuff to prototype various carious. Rather than jumping in to own and operate a restaurant, try running a food truck instead. The investment is smaller and you will be able to assess your level of commitment and enjoyment in this new career.

“Designing Your Life” includes a lot of useful design thinking tools applied to our careers and lives. Of course, journaling is a strong design thinking tool that allows us to investigate qualitative aspects of a problem as well as the emotional pull that any given alternative reflects. Mind mapping is another design thinking tool the authors utilize in “Designing Your Life”. Mind mapping is a quick ideation exercise to explore different linkages among ideas, thoughts, and themes.

Storyboarding is another design thinking tool, used to capture a potential single solution from initiation to execution. This technique is often used in film-making but is also used in market research for new product development customer interactions. Thus, we can apply storyboarding to a personal question or to an engineering design challenge.

Chapters 9 and 10 follow a theme that is also familiar to engineers and developers. We must choose to learn from failure in order to grow. Some of our best life lessons will come from mistakes or mis-directions. However, if we also choose happiness (Chapter 9), we can move forward with new knowledge and insights.

Finally, Chapter 11 discusses building a team. In life design, as in engineering or product design, we need a collaborative and committed team. Our life design team can help us frame the right questions and offer new perspectives. The team aids us in investigating alternate solutions and to debrief the lessons learned after we try something that doesn’t work as planned.

“Designing Your Life” is a great book and easy to read. If you are going through a career transition at any stage of life or seeking to plan the next stage in your life, “Designing Your Life” is a great resource. To get the most out of the book, though, you need to practice the design thinking exercises, be curious and try stuff. I highly recommend this book to engineers and engineering managers.

I’d love to hear from you as you move through your career and design your life. I have personally completed many of the exercises from the book and am beginning to assemble a team of appropriate collaborators (mentors). If you want to share your story, I can be reached at teresa@globalnpsolutions.com.

Which design thinking tool do you find most useful for career planning?

Teresa Jurgens-Kowal, PhD, PE, PMP, PEM, NPDP

Global NP Solutions, LLC

IAC Keynote Speaker Interview with Amy Hawkins, Hexagon

Sun, 03 Dec 2017 16:00:00 GMT

By Teresa Jurgens-Kowal

Q: Your presentation on user experience was fascinating and touches on the theme of design thinking which is becoming very important for engineered products and services to be successful in globally competitive markets. Engineers might be unfamiliar with how important customer experience is. You discussed a few soft skills in your presentation. What soft skills would you recommend that engineering managers learn in order to be successful with customer user experiences?

A: When I am hiring team members, I think about two characteristics – humility and confidence. Humility is important as a listening skill. Your customers and clients really know much more about what they do than you do. It takes humility to listen carefully and ask relevant, probing questions. You really must listen for an answer instead of just trying to formulate a response. And you need to have confidence how you implement the methodology of the user experience process – inquiry and data gathering. With the right approach and process, you will get good answers. Pointsource is a company that states this well: “We have no idea what you need yet. But together, we’ll figure it out.”

What I’m told is that empathy is a better word than humility to describe gathering of customer insights. But using your empathy still means you need to be a good listener to get a good answer. It’s very important to communicate well as an engineering manager. Ultimately, we have to understand qualitative information to design products with a desirable set of requirements.

Q: As you discuss communication, how would you advise a young engineer interested in this field to learn how to translate qualitative information into quantifiable specifications?

A: First of all, there is no one size fits all solution. As I explained in the presentation, it’s important to tell the story. That is, the customer’s journey and the story describes his or her challenges. Once we can tell the story, we break it into steps. Then we can translate the steps into tasks and we can create a model based on these tasks.

Customers often don’t have the tools or training themselves to dissect the story. In other cases, they are too close to the story to see it clearly. As systems engineers, we help them translate their needs into product requirements. We use a design thinking tool called a customer journey map to track a user’s experience. With a customer journey map, we are looking for (negative) emotional impact or a break in the flow. We call these “red threads” and they offer opportunities for product solutions. We want to convert red threads into a green path (using a traffic light analogy) to make the flow smooth and straightforward. We also look at positive emotional states in their journeys so that we don’t inadvertently take the joy out of their work.

So we look at what the user expects and what the system does to better understand a customer’s journey or interaction with the product in their environment. We put these opportunity items into a backlog (using an Agile project management philosophy) and then the designers, developers, and engineers work on the given tasks from the backlog. We use the task flow to work on product development, product design, and quality assurance.

Finding bugs or interruptions in the work flow is an opportunity. We want to make the system better for our end-users because that makes a difference in people’s lives. For instance, we measure usability as a success factor. This approach isn’t a replacement for other methods of developing requirements, but it is a cross-check, a validation. It is a valuable tool in scoping and scheduling products cost-effectively.

Q: Engineers and engineer managers dream of working on things that make people’s lives better! What would you tell a young engineering manager to do if s/he want to work in this field? What skill should s/he gain?

A: I came to the field of customer experience from a background in computer and information science working at IBM. One of the biggest criticisms we had for our products was that they required too much documentation. The story I shared in the presentation about documentation is what drives me to seek better customer insights and user experiences. In the story, that specific toaster oven is an example of a poorly designed product.

If you put something on the bottom rack of the toaster oven, the oven might catch fire. But, if we put a bottom rack in the oven, of course, people want to use the bottom rack. The warning that the oven might burst into flames is buried in small print in the middle of a thick instruction manual. That doesn’t help users. Instead, we want things to be intuitive and simple. People shouldn’t need to read a bunch of documentation to do simple tasks.

So, a young person coming into this field needs to get grounding in data structure and information science. Another field that offers insights into working on customer experiences is cognitive psychology. It might not be a traditional class for engineers, but it teaches you how to be more empathetic and to analyze a conversation for customer needs, wants, and desires.

A hugely important skill for engineers is communication, especially writing. While I just discussed a need to decrease documentation, engineers still need to have good writing skills to communicate with other team members and customers. A lot of our follow-up “visits” with customers are not face-to-face. Therefore, being able to communicate well by phone or email is an important skill to master.

I would add that anyone who wants to become a leader should also have technical skills. When a developer tells me that a task is too difficult, I like to say, “Hmm, let me see how I can do this task.” Then, I can steer them in the right direction. I can demonstrate myself that the activity is really not too hard.

So, three skills are important as systems engineers focused on customer experience. First, being able to conduct user research effectively. Second, having an ability to manage and understand data. And, finally, strong communication skills.

As an afterthought, I’d also recommend that young engineers take a class in visual design or data visualization. Everything we are doing today is built on graphic displays so learning skills to better present information to a non-technical audience is differentiating.

Q: I’m an engineer and I know that engineering degree programs in college tend to focus more on technical competency. Lots of my friends have said things like, “I’m really smart and do great work, why do I have to fuss with soft skills?” How would you convince an engineer or engineering manager that communication and soft skills are really important for success?

A: From our domain, that’s pretty easy. We enable police, firefighters, and EMS personnel to do their jobs better. It really is a matter of life and death. At Hexagon, we know the work we do will literally save lives if we can help first responders do their jobs better. To accomplish that, we have to support real-time situational awareness.

People are the end-users of our products and communication is how we learn about people and behaviors. Team members that are removed from the end-user will not (necessarily) demonstrate humility and confidence. No matter what product you are making, you should not put pen to paper until you know what your end-user is going to do with that product.

Communication also drives systems engineering – the theme of ASEM’s conference. Team members are motivated to create sub-systems when they know it serves a larger purpose as a system. Again, a lot of our products are used by first responders and they really do save lives. Our team members and developers are motivated by that aspirational goal.

Q: Communication is hard for engineers, I think, because we are often introverted. What do you think?

A: (Laughs.) You probably can’t tell by my presentation, but I’m an introvert too. I have a colleague who calls herself an “ambivert” – meaning we can do an engaging public presentation, talk and listen to customers, or work with the sales team. But at the end of the day, the ambivert needs to recharge his/her batteries with quiet time reserved for reflection and thinking.

In some ways, I believe, introverts are better at conducting qualitative research and gathering customer insights. An introvert is always thinking but s/he is not thinking about what they’re going to say next. They’re thinking about the problem. There’s a great book called “The Introvert Advantage” by Marti Olsen Laney on this very topic.

Extroverts are good to have on the team as well because they are so good at talking to people. A hinderance for some extroverts is that sometimes they are making judgements while they or other people are speaking. I encountered an example of this on a recent project. We were working on documenting customer insights and had conducted more than 40 interviews with police officers through ride-alongs. One team member, an extrovert, complained that we just kept going back to visit the same customers over and over again. He just said this without thinking through the complete idea. I had to stop him and asked how many repeat visits he thought we’d conducted. When he considered the question, the number was less than 10%. Extroverts are thinking the idea through by talking about it – a “think aloud protocol” – while introverts are quietly listening and evaluating the conversations.

We need to build goodwill with our customers. We do sometimes return to customers for multiple visits to understand their needs, but we usually use different methods. The process to build effective user experiences involves customer visits to conduct ethnographic research, gain feedback on prototypes, and then test usability. That whole process relies on effective and efficient customer interactions. Success hinges on what you do with the data and how it’s useful at that stage in the process.

Q: What is the #1 piece of advice you’d give to a young systems engineer or engineering manager?

Get an internship. You need to figure out what skill sets you need in the field you want to pursue.

There are some roles that are generalist roles and you can learn those skills with on-the-job training. Then there are specialist skills. In the presentation, I talked about how we are engaged in studies on eye movement tracking and how important this is to designing intuitive software and hardware for police officers. That’s a highly technical skill that might require special and advanced education. An internship can help you determine what sort of job you might like and what kinds of advanced education or training is necessary to achieve that role.

Q: Thank you for your time, Amy. Your presentation was fascinating and eye-opening. I’m excited to learn that engineers and engineering managers have such an important role in building new products and systems that lead to satisfied customers.

Incoming President's Note

Thu, 30 Nov 2017 13:00:00 GMT

Fellow ASEM Members,

As the incoming President, I am honored and excited for the opportunity to build on the great foundation laid by my predecessors. In my new role, I will focus on enhancing communication, continue to work toward expanding the value of ASEM membership, and improve industry recognition of the value of ASEM. We are in the process of expanding our ASEM Strategic Plan with the addition of metrics that will be posted on the ASEM website.

I would like to welcome our new Board and Committee members. After our annual conference, the Board of Directors welcomed new members: Simon Philbin as Secretary; Teresa Jurgens-Kowal as South Central Regional Director; Yesim Sireli as International Director; Ean Ng as Conference Director; and Patricia Anzalone, representing Council of Engineering Management Academic Leaders (CEMAL). I would also like to thank all our continuing Directors for their ongoing support of ASEM and its mission. I would be remiss if I did not acknowledge our outgoing President, Dr. Heather Nachtmann, who deserves a huge thank you for her leadership and contributions, guiding the society so ably during the previous year.

This year (2017) was an eventful and successful year as we engaged in various activities and several collaborations that are continuing to move the organization forward. We had a successful conference in Huntsville during October with record attendance. I would like to thank Dr. Bryan Mesmer and his staff for a job well done hosting this conference. During the conference, we recognized many members and professionals for their contribution to ASEM and the field of Engineering Management. I would also like to congratulate all this year’s award winners – Great Job!

We have an exciting year ahead of us with not one, but two international conferences. Be sure you check out all the deadline dates, you don’t want to miss out.

I look forward to working with and serving all of you as we move into 2018 together.

Frances Alston, PhD, PEM

ASEM President 2017 - 2018

President's Note

Sat, 30 Sep 2017 17:00:00 GMT

We are deep into the final preparations for ASEM's annual conference. Our WHQ team and conference committee is in overdrive ensuring that conference is a great experience. Our registered attendees represent 15 countries, more than 30 different companies and agencies, and more than 70 academic institutions. I look forward to meeting as many of you as possible in Huntsville. If you haven’t met our leadership team, please introduce yourself. We are always looking for more engineering managers to join our leadership team (or simply to say hello!).

Speaking of our leadership team, we are excited to introduce our 2017-2018 ASEM leadership team. Simon Philbin is joining the executive committee as our incoming Secretary. Our membership elections also resulted in four new members with Ean Ng, Yesim Sireli, and Teresa Jurgens-Kowal joining our board of directors. Our officers will transition into their new roles on Friday October 20th during the IAC. I am sure they will find serving this Society to be as rewarding and leadership skill building as I have.

We are currently searching for a new Editor-In-Chief (EIC) for the Engineering Management Journal. Toni Doolen and Eileen Van Aiken have tendered their resignations as of December 2017. Toni begun her role as EIC in 2009 and Eileen joined her as a Co-EIC in 2012. The journal’s impact factor more than doubled from 0.250 to 0.548 during their leadership and its 5-year impact factor increased from 0.452 in 2012 to 0.932 in 2016. Their implementation of a strategic vision and efficient operational procedures have made lasting contributions to EMJ and all of the work that was published during their tenure. If you see Toni and Eileen in Huntsville, please thank them for their excellence in leading EMJ over the past eight years.

I am grateful to all members of our executive committee and board of directors for their dedicated service this past year. I thank Angie, Paul, and Bill for their significant efforts in supporting my role as President. Thank you to our ASEM membership for giving me this tremendous and humbling opportunity to serve as your 2016-2017 President. I look forward to continuing my ASEM service as Past President under the leadership of incoming President Frances Alston.

President's Note

Thu, 31 Aug 2017 17:11:24 GMT

I am pleased to announce ASEM’s newest Professional Section – China, which was approved by our Board of Directors this month. Their local team developed an impressive application and formed a renowned set of engineering managers from academia, government, and industry to serve as the founding members of their section leadership team. Formation of this new section was spearheaded by Simon Philbin, Geert Letens, Steve Wang and other members of the ASEM International Committee and leadership team who formed and developed this significant partnership. We are very excited to see how ASEM’s global reach will expand with the formation of this new section. Congratulations to the new China Section’s Honorary President Jishan He of Central South University and President Professor Hong Ren of Chongqing University!

There is lots of great information about our upcoming International Annual Conference in this month’s eNews. Details about industry tours, workshops, speakers, sponsorship information, and the newly released program schedule are now available on ASEM website along with registration and hotel information. I cannot wait to visit with all of our members who are able to join us in Huntsville.

I am sure all of our members from the United States are looking forward to the upcoming 3-day Labor Day weekend. We can feel the heat breaking slightly here in Arkansas. Our entire leadership team hopes for a safe and quick recovery to our South Central members who have been impacted by Hurricane Harvey.

American Society of Engineering Management (ASEM) 2016 Workshop Report

Wed, 09 Aug 2017 17:00:00 GMT

(This piece was submitted for an earlier Practice Periodical and was set aside due to space constraints; my apology. ~ TSK)

Workshop Held: Thursday, Oct 27, 2016, 9:30-11:45am

Workshop Delivered by: Dr. Alice F. Squires, Washington State University (WSU)and Dr. Jim Boswell, The Aerospace Corporation

Workshop Vision and Purpose

The American Society of Engineering Management (ASEM) Systems Engineering Workshop was held in Concord, NC during the ASEM 2016 International Annual Conference on Thursday morning, October 27, 2016. The workshop addressed early phases of the systems engineering life cycle starting from identifying the right problem, deficiency, or opportunity to developing an initial system functional architecture.

The vision for this workshop was to provide a sample approach (one of many) that included a minimum subset of the initial steps needed for defining a set of system level functions in support of a desired system capability for a known and well-understood system. To relay the concepts, a system of low complexity was chosen for the example, a coffee maker, and teams were encouraged to use a commonly known and understood system of relatively low complexity that they defined, to go through the steps as the workshop progressed.

To this end, the goals and outcomes of the workshop were:

Identify the right problem, deficiency, or opportunity

– Use the five ‘whys’ to narrow in on the root problem

Develop a need/opportunity statement that describes the problem and can be met with the design of a system
Identify stakeholders and their requirements

– In the voice of the customer

– Listening to both wants and needs

– To be translated (later) to the system requirements

Identify operational scenarios

– Address how the system will work in its intended environment

– Identify the capabilities of the system

Define the input, transformative, and output functions of the system

– Include feedback

Develop a system context diagram

– Bounds the system within the intended operational environment

– Defines the external interfaces to external systems and users

Develop an initial system functional architecture

The workshop balanced topic presentation with active learning through group work and team reporting. The entire report (PDF) is available here: ASEM2016SEWorkhopReport.pdf

Deep Work by Cal Newport - Book Review by Teresa Jurgens-Kowal

Wed, 09 Aug 2017 17:00:00 GMT

Deep Work: Rules for Focused Success in a Distracted World by Cal Newport. Grand Central Publishing: New York (2016). 303 + xv pages. US$28.00 (hardcover).

Like many companies today, ExxonMobil’s new campus at The Woodlands, Texas, features an open work space without traditional offices. The theory behind open work spaces is to drive collaboration and the chance encounters that will trigger an idea that leads to the next great thing.

Unfortunately, as Cal Newport argues in his new book, “Deep Work,” such open work spaces not only fail to drive magical chance encounters but are indeed quite harmful to the productivity of workers. Newport defines “deep work” as “professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit” (pg. 3). He contrasts deep work with “shallow work,” defined as “non-cognitively demanding, logistical-style tasks, often performed while distracted” (pg. 6).

The full book review (PDF) is available here: ASEM_Book_Review-Deep_Work-TJK.pdf

President's Note

Mon, 31 Jul 2017 17:00:00 GMT

Please note that there is still time to register for our last webinar in the four part webinar series on Management Practices of Learning from Errors in High Risk Industries. Details below.

August 8 - Management practices of learning from errors in high risk industries (Nicolas Dechy, Institut de Radioprotection et de Sûreté Nucléaire) - 1:00 PM EDT. Register here: https://www.asem.org/event-2568621

As part of our selection process of the annual ASEM Eschenbach Award for the Best Engineering Management Journal (EMJ) Paper, I recently reviewed all papers in the 2016 volume (28) of the EMJ. There is a great array of current EM topics covered in this issue including a special issue focused on military applications in engineering management. I know selection of this year’s best paper will be difficult for the selection committee as the quality of the papers in this issue is excellent. Thank you to our co-editors, Toni Doolen and Eileen Van Aken, for their outstanding leadership of EMJ. The 2017 Volume 29, Issue 2 is now available at Taylor and Francis online.

We are terribly saddened by the death of one of our past leaders of ASEM. Joette Sonnenberg made significant contributions to the engineering management field and to ASEM as a Society. She will be missed by all who knew her.

President's Note

Fri, 30 Jun 2017 17:00:00 GMT

As I reviewed this month’s eNews, I was struck by ASEM’s tagline, Serving Engineering Managers Worldwide. I am very proud of ASEM and how we have expanded our global reach while continuing to preserve our EM community. No matter how much we expand, I continue to interact with and grow from my interactions with EM pioneers, practitioners, and students. I believe it is the diversity of our membership that bring a unique professional opportunity to our members. ASEM is an organization of practitioners and academics, diverse technical skills, many generations, and wide array of cultural backgrounds. All of the makings of a great team. ASEM strives to bring value to all of its members. If you would like to get more involved with ASEM or have ideas on how we can increase value to our members, please let me or any other members of the ASEM leadership team know.

Global Perspectives on Engineering Management

Fri, 09 Jun 2017 17:00:00 GMT

By Paul Kauffmann

A delegation from ASEM recently visited China as part of our ongoing collaboration efforts with the Division of Engineering Management of the Chinese Academy of Engineering (CAE). The CAE is a highly-regarded organization and is roughly equivalent to the National Academy of Engineering in the US. Details on the meetings and the various initiatives will be provided in the next E-news. The purpose of this article is to provide one global perspective (in this case, China) on engineering management and the scope of areas generally considered under our EM umbrella. This question is an important one for the society since we are currently working on the next editions of the Engineering Management Body of Knowledge (EMBOK) and the Engineering Management Handbook. It is critical that these revisions reflect the global views and implementations of our profession.

Photo credit: Simon Philbin

The meetings with the CAE were held in the context of an international conference covering several critical topics: Engineering Science and Technology Development Strategy- Clean Energy Technology and Engineering Management.” Along with the CAE, the other co-sponsor was the Shenua Group. If you Google this firm you will see it is the largest integrated coal and mining organization in the world with 210,000 employees. So what is the first “take away” from this basic information? Considering that the CAE has a Division of Engineering Management and the Shenhua Group (a major industrial presence in China) supports a major conference (attended by three Nobel laureates) with engineering management as a focus, a logical conclusion is that the importance of EM is well recognized and has a high profile in China.

The second take away is based on a sample size of n=1 (this conference) and involves the question of what China considers to be engineering management. We have this good-natured debate within the society. Some of our members are “people and team” oriented, some are “systems” oriented, and still others might be “quantitative methods” oriented (e.g. risk, decision science, etc.). I was curious if there was a particular spin at this conference. Based on the papers/ presentations, one could make the argument that this group sees EM covering these key areas:

Innovation: Several presentations and papers addressed the concept of EM and innovation driving clean energy technology.
Technology Strategy: EM was seen as having an important role in driving the move to cleaner technologies by influencing corporate and government policy.
Major Construction Project Management: Several presentations addressed this critical issue in the continually evolving Chinese economy. Driving through Beijing, it is clear that the construction and major project boom is continuing.
EM Represents Diverse Technical Fields: It was obvious from the representation and tracks of the conference that disciplines such as the sciences and information technology are considered a part of the “E” in engineering management.

This conference appears to be an indicator that the China perspective of EM is doing well and is big picture oriented: innovation, strategy, project management, and broad science related disciplines. We look forward to growing our collaboration and involvement in China. Globally, it is critical the society stay abreast of these evolving views and we particularly need our practicing professionals from all countries and parts of the world to get involved and provide input to the next editions of the EMBOK and Handbook. Please contact me or Hiral Shah if you want to become involved.

President's Note

Wed, 31 May 2017 17:00:00 GMT

Registration for our 2017 ASEM International Annual Conference is open! I realize as I look forward to our conference each year that it feels like a family reunion where I get to catch up with old friends and meet new colleagues who are also passionate about EM. I hope to see each of you there. Huntsville is a great town, especially for engineers! Our IAC committee has planned an excellent technical program coupled with lots of opportunities to enjoy yourself with fellow EMs.

Our ASEM Delegation to China received a warm welcome from the Chinese Academy of Engineering. I love the photo below of our Executive Director Paul Kaufmann and Associate Executive Director Dave Wyrick on stage discussing the importance of EM towards building clean energy sourcing around the world. What a distinguished panel! More details about our partnership will be published in our upcoming issue of the Practice Periodical.

Please take the time to nominate your fellow ASEM members for a 2017 ASEM award. Nominations are due June 30, 2017 and are summarized below. As summer approaches, I hope you are able to relax and rejuvenate as we work to make the world a better place through EM practice.

President's Note

Sun, 30 Apr 2017 17:00:00 GMT

ASEM’s tagline is Serving Engineering Managers Worldwide. I have been a member of ASEM for almost 20 years and it has been exciting to watch our Society’s global research expand tremendously over the past two decades. Just a quick glance at the membership of ASEM’s International Committee is clear evidence of this as our committee includes members from Belgium, Brazil, China, Denmark, Great Britain, South Africa, Spain, and the United States. This committee under the leadership of International Director Simon Philbin has increased ASEM’s service to our global members through formation of new international ASEM sections, support of more expansive, online professional certification, focused international activities at our annual conference, and international engineering management conference planning efforts. Just last year our international student membership increased 210%! Our Society has made great strides in creating an inclusive global professional network for all of our members, and I look forward to seeing where our reach expands in the coming years.

Please consider nominating your peers and colleagues for a 2017 ASEM award. Each year ASEM recognizes our members, chapters, sections, and community leaders who have made significant contributions to the engineering management practice and to ASEM itself. Nominations are due June 30, 2017, and are summarized below and detailed on our website.

President's Note

Fri, 31 Mar 2017 11:00:00 GMT

President's Note

We received a record number of abstract submissions in response to our International Annual Conference call for presentations, tutorials, workshops, and panels. I hope you are making plans to join us in Huntsville, October 18-21, 2017. The conference program is shaping up to provide interesting and value adding content for industry and academic engineering managers worldwide. Our conference committee is planning dynamics keynote speakers, interactive panel sessions, professional development workshops and several networking events.

I am pleased to announce a new ASEM Student Chapter at Northeastern University. According to their chapter advisor Dr. Mohammad Dehghani, their Master of Science in Engineering Management offers graduate students an opportunity to develop both technical expertise and business competence that is in high demand among prospective technology-based employers. The new chapter will focus on helping develop student skills outside of coursework by participating in professional development activities with their peers, alumni, employers, and the ASEM network. The chapter will be led by President Neel Dalal. New ASEM student chapters are always welcome. Inquires can be sent to Bill Schell at StudentMembership@asem.org.

President's Note

Sat, 04 Mar 2017 12:00:00 GMT

This month the ASEM executive committee and board of directors held our semi-annual meetings in Huntsville, AL at our conference venue. Celebrating engineering success is prevalent throughout the city, and Huntsville will be a great place to hold our annual conference in the fall. The conference team is building an outstanding program featuring engineering leaders in accordance with the engineering management and systems engineering conference theme.

During our meeting, the board of directors approved a new strategic plan for ASEM which includes a new set of society objectives and metrics that work towards our mission to advance and disseminate the engineering management body of knowledge, develop engineering solutions to management challenges, and promote professional development and networking among members. You can see the new plan here .

Other meeting discussions focused on professional certification online delivery and best practices, building new domestic and international collaborations with society, industry, and academic partners, and annual conference planning. The underlying theme throughout the meetings was bringing value to our ASEM membership.

Heather Nachtmann, Ph.D.

2016-2017 ASEM President

"Engineering Management: A Beautiful Profession"

Sun, 19 Feb 2017 12:00:00 GMT

By Alice Squires, PhD, CSEP-Acq, PMP, PEM and Tricia Simo Kush, CSM, PEM

Interview of the ASEM 2016 Engineering Manager of the Year

"I never said I cannot do something."

One thing is clear when you get a chance to meet Major-General (Belgian Air Force) Albert Husniaux, ASEM’s 2016 Engineering Manager of the Year (EMOY) - he is a passionate man. His passions include his family, his colleagues, and the field of engineering management. When nominated for the EMOY award, he reported that he expressed disbelief. He visited ASEM's website to learn more about the society and to look over the list of past award recipients. Then, he shared, he realized the commitment that the award represented, that this was an important honor, and he knew that he needed to be in attendance to receive this honor. "It is an obligation to use your talents," he told Alice Squires, ASEM’s Functional Director for Product Development, and me, Tricia Simo Kush, ASEM’s Director for Communications.as we interviewed him. Over the next hour, it became clear how his sense of entrepreneurship, ingenuity, innovation and collaboration has guided his work and shaped his talents.

The following is a transcript from our conversation:

Trish: Do you sometimes have difficulty getting folks to share knowledge?

Major-general Albert Husniaux: I try to evolve, I shift based on what I hear. Knowledge and governance are the keys – start with governance and then shift to knowledge. The DNA of our organization is to share our knowledge. If you are not willing to share your knowledge, you are not part of the game. (click to Tweet) People see the benefit of contributing. In a cooperative setting, it’s no good if you are not having fun. I’ve been having fun for 41 years now.

T: What went through your mind when you received the Engineering Manager of the Year award?

AH: I thought why me, there are many engineering managers in the United States? This is the cherry on the cake at the end of my career. I took the time to come here. If you get the award, you need to show up. Most of the time, if there is a will there is a way. I made the necessary arrangements to take care of my family and I am here. I wish my wife could be here, as my partner in crime.

T: Who else or what else do you draw your motivation from?

AH: I come from a very modest family but I’ve always been lucky. I have met a lot of beautiful inspiring people who believed in me, challenged me, inspired me, and pushed my boundaries. I was born in 1957 – the year Sputnik I orbited the Earth before falling back into the Earth’s atmosphere. In 1969, there was the man on the moon. My childhood was dominated by space. When I saw Neil Armstrong putting his foot on the moon, I wanted to be an aerospace engineer. We could not afford school so I joined the military and became a Master of Science in Engineering and from there I got a lot of opportunities to do a lot of things.

My country has 50 nationalities. In northern Belgium, they speak Flemish. Since my father was French speaking, I went into the 1B group. My teacher in my first class gave me extra work – I spent time with their family, as my mother was ill. Next year I moved to the 1A group. At 14, I wrote letters to two members of parliament and one of the members agreed, and I received a grant to go to high school. I have many stories, I should write a book; many hurdles to overcome. The results of my work marketed myself. I would just do the work and move onto the next thing. You should be results-oriented and the career will come. (Click to Tweet)

T: Like one of my favorite quotes from Stephen Covey: “Begin with the end in mind.”

AH: I had a dream, I wanted to become an aerospace engineer and I surpassed my wildest imagination. It’s will, it’s work, it’s many things, but not selfishness, you will not get there. In the end, you work with people, they notice it.

T: If you could talk to your younger self as you were entering a leadership and management role in engineering, what would you say? What advice would you give?

AH: What I would tell to young people is that you need to have dreams, and you need to work how to get there. And believe in yourself. That would be my second message. You have will, you have talents, use them to the best extent and people will discover them. But it takes dedication, it takes a lot of work.

T: Sometimes you have to choose. It can be overwhelming.

AH: I agree, it’s like a falling star that appears and soon it’s gone over the horizon, so you have to see it when it’s there. Do what you believe in. You make a decision with the elements you have in mind at that time. Why bother to look back at that decision? You took the decision with what you knew at the time, so make the decision and move on. You need to look backward to learn because we make mistakes but it’s in order to move forward.

T: Some folks spend a lot of time looking back.

AH: I suppose that when you are younger that is true but when you are older, you know you cannot control that and you do your best. I never said I cannot do something. Professionally, when it comes to work, I have accepted all of the challenges that have been given to me. It’s crazy, I know. I like challenges.

T: If you cannot see how to accomplish something, it can be a challenge.

AH: As you go through your career, you are good at one area but as you extend your comfort zone, you become good at broader areas. So you have to go out of your comfort zone to go beyond. Some folks are not comfortable with that. It attracts me. I am a scientist, I am curious so the unknown attracts me like a magnet. I think that we need to be curious people.

T: What significant changes have you seen in the field of engineering management over your career?

It’s a difficult question. First is the time element. As a junior engineer, I was young, but now I run an organization. So it’s a time thing but also the role that I have. I think what has changed is it’s all become global. Also accessible to a lot of people. A single individual can now make a difference in science. Second thing is it has also become interconnected way more than it was in the past. Speed of change is augmented. I have a way more of a systems approach now than when I was younger. Rather than a components view.

In engineering as well, there is a lot of software, all over the place. Your thinking cannot be focused on hardware; it has to be on software too. Software is delicate, sometimes unstable. My son was a computer network professional. He was struggling. Last year we decided to go into the program together. I can make a network going down, to go up. The important thing is did he succeed? Yes, he did. I passed as well. This tells you about me. It was a motivation to do this.

But still you need to understand the hardware quite well. If you stay at the system level, you will not be able to resolve a problem. I always like to have a dissonant voice – by intent – on my team; like in music, the dissonance.

Now you have provoked me. Two bicycle makers from Dayton Ohio were the first to success in first flight, do you know why? Because everyone before them thought of the plane like a ship, in two dimensions – an air ship. The two bike makers knew they needed the three axes to control the plane, like the bicycle, and they succeeded. Innovation provides resources with a new capacity to generate added value.

T: Who or what has served as your inspiration?

AH: I’ve been fortunate to cross paths with so many beautiful, inspiring people. The Belgian Air Force, scientists, engineers; beautiful, dedicated people.

All of us in leadership positions need to do the best we can to inspire our young people. My career is over. We need to help people see the opportunities that are there so that they can make their path in life. This is not a question of payback or pay forward; it is a moral obligation. Life has given us a lot; we need to give it back; to help someone else find his or her way in life. Sometimes it is about helping answers, pitfalls, sometimes giving a ‘yes’ when a ‘yes’ is expected. Just ‘go for it’. They should outsmart us.

Alice: Given what you know about ASEM, what is the most important next step you would recommend we take to realize our vision to serve, advance, and promote the profession of engineering management around the world?

AH: In general terms, these societies need to provide networking opportunities. Second, they need to provide the necessary components for lifelong learning. I want to learn more about my profession and how can I get it. The third is to identify through the network what the profession is facing and what the consensus is about addressing these challenges.

The next probably is what are the next opportunities for this profession, how can we progress to make the profession more relevant. We need the teaching community to be aware of the needs out there and to change the curriculum to stay tuned to the needs. That’s my best guess.

T: Before we wrap up, I have one question that I really want to know more about. This question is from our esteemed colleague, Donald Kennedy: “In your opinion, how soon will computers be able to take over many of the jobs currently seen as requiring critical thinking and knowledge gained through experience?”

AH: Instinct: Never. In my view, humans will always interact with humans to take a decision. What will change is the evidence base – there will be a lot more data to comfort you in the decision to be made. But if you and I want to work, it will be between us. Will we be increasingly held by machines to make decisions? I think we will. We think it will make it more affordable to make the decision. But if you are out in the field and you need to make a split decision, you make it based on experience. If you have time, you will use the technology but you need to be able to use your brain to make the decision.

Right now we are in automated mode, the machines do not have latitude to make a decision. The next step is man and machine working together. Think of airplane and wingman and you want to complete a mission together. You need to talk, you need to interact. There is no autonomy in there. They will respond and execute but a human will supervise. Even Amazon gives the rules to take a route and deliver to a location, is that autonomy? No, it is automated. The decision is outside. I have a pretty automated car, but I drive the car. It will never decide if I will go to Brussels, but it may keep me in my lanes.

Computers will provide us with better decision aids but it will never take away critical thinking. There is the interaction of humans and there is an ethical dimension in there as well. I am not in favor of that. I still use a slide rule and logarithmic tables. The computer, the raw calculation power we have to assist us in anything we do. But I don’t need all the decimals. [smiles]. Was that the reply you were expecting?

T: It gives me a lot of thought. There isn’t a right or wrong.

AH: Technologically it is probably feasible. Let’s say you are the boss of the company and you want to hire someone. And you are the recruiting company. You come up with the ranking and recommend number 1. I go back to my office and say, can I work with this person? If I feel more comfortable with number 2 then I hire number 2 rather than number 1. Technology / computer will aid me in making the decision but there are other factors in there that are human related.

I learned something late in my career and that is to be myself, whether it is good or bad, because that is who we are.

T: The challenge is if we are good enough.

AH: We are never good enough, so that is not there. It is hard because it is fun and you are testing your limits. You know the feeling; you worked hard on something and you think this is okay. And then you get one question and you think, “Garbage can.” You know that feeling? It’s nothing to be ashamed of. It’s part of normal things in life.

The place I don’t want to be is in front of arrogant people who are incompetent, that is what I dislike the most, and they do exist. If they have their ears open, they are okay. The only way I have found to address this is bilateral – face-to-face – because you cannot challenge them in front of their peers. Get them out, have a face-to-face talk.

T: So, the message or takeaway for our readers?

AH: Globally what I would like to give is you have one of the most beautiful professions you can find, because there is something for everyone. It is so broad, and there is something you can do. Don’t stand still, get connected with lifelong learning. It is not static. For everyone, if you look at the body of work, there is something out there for everybody.

In closing, Alice and I had a great visit with the General and this was easily the highlight of our ASEM conference experience!

Perspectives on Engineering Management in South Africa

Sun, 19 Feb 2017 12:00:00 GMT

By Dr Arnesh Telukdarie, PrTech Eng

Background

South Africa (SA) is considered the powerhouse of the African continent. SA is home to some of the largest engineering companies in Africa with the best engineering skills and infrastructure. Key considerations for engineering management in SA include both historic and current demands. The engineering courses on offer include: chemical, mechanical, civil, aeronautical, metallurgical, agricultural, industrial, and mining engineering. There isn’t a core undergraduate Engineering Management course although industrial engineering is considered a close match.

Historically, SA has delivered engineering through universities and universities of technology. All institutions are State funded with very little private institutions in engineering. All programs are reviewed every four to five years by the Engineering Council of SA (ECSA). Graduates of these institutions follow a rigid development programme to be registered at ECSA once their undergraduate degree is completed. Engineering schools have been at the forefront of research with significant government funding and company funded projects. Research is diverse and researchers are globally recognized.

With the transitioning out of Apartheid, the student demographics and requirements have shifted significantly. The universities have diversified and grown into recruiting students from the rest of Africa. Engineering Management is considered a specialized form of management providing core expertise and concepts. Solutions are offered at postgraduate level across different institutions in SA.

Engineering in South Africa

In SA Engineering Management is not a core engineering qualification requirement but serves as an alternative to business leadership programs. The South African core engineering employment industries include: petrochemical, rail, energy, engineering consulting, IT, construction, manufacturing, automotive, pharmaceutical, mining, and agriculture. The Engineering Council of SA is the only registration body with over 26,000 Professionals registered (link: 2014/15 Annual Report). The delivery of engineering qualifications is through 16 universities and universities of technology with 97% of South African engineers graduating in SA. Indeed the ECSA survey from 2014 also indicates that 42% of all undergraduates further their studies to a masters or PhD level. Most engineers (37%) choose an MBA as their post-graduate degree with engineering management clustered as a second option (25%) under other post-graduate options. The majority of engineers are employed at the economic hub of SA Gauteng. Gauteng also hosts 6 campuses of the major universities.

Engineering Management Education in South Africa

A synopsis of universities offering several qualifications in Engineering Management specific to South Africa inclusive of portfolios, research areas, and contact persons is provided below.

UNIVERSITY OF JOHANNESBURG (UJ)

The university of Johannesburg has a postgraduate school of Engineering Management under the Faculty of Engineering and the Built Environment. The Engineering Management programme at UJ has existed since 1996 and presents two masters and two doctoral programs. The master’s programme makes provision for course work and full research programs. The programs are offered on a full-time and part-time modular basis over a minimum of 12months.

Degree portfolios

MPhil, MEng, DPhil, and DEng degree portfolios are offered respectively in UJ, all undertaken in English as a medium of communication. The delivery of the MEng and MPhil programme is split into two different models either full research or course work (50% coursework abd 50% minor dissertation).

Research domains

Research domains offered include product development, manufacturing, construction, design engineering, industrial engineering, technology, electrical engineering, systems, production or any other field that employs personnel who perform an engineering function.

UNIVERSITY OF PRETORIA (UP)

The University of Pretoria offers Engineering Management under the Graduate School of Technology Management.

Degree portfolios

The programme is offered on a part-time modular basis over two years. Qualifications awarded include MEng and MSc depending on the undergraduate qualification of the student and all are offered in English as a medium of communication. Programme structure, content, and duration are nominally the same in both cases.

Research domains

Research domains include asset and maintenance management, sustainable development, engineering services management, and systems engineering.

STELLENBOSCH UNIVERSITY (SUN)

Stellenbosch University offers Engineering Management under the Department of Industrial Engineering. The department hosts two post graduate study domains: Industrial Engineering and Engineering Management.

Degree portfolios

In each study domain, there are three different programmes, i.e. the Post Graduate Diploma in Engineering (PGDip), the Masters in Engineering (MEng) and Philosophy Doctorate (Ph.D.).

The delivery of the MEng programme is split into two different models, namely structured and research. These options add up to eight different possible post graduate qualifications for students in a variety of research areas.

Research domains

Research domains include asset management, engineering and sustainable systems, enterprise engineering, health systems engineering and innovation, manufacturing, resource efficient production engineering, supply chain management, systems modelling, operations research and decision support, and value capture systems.

NORTHWEST UNIVERSITY (NWU)

Northwest University offers development and management under the Faculty of Engineering, Centre for Research and Continued Engineering Development (CRCED). CRCED is located on the Potchefstroom main campus located in NWU (Vaal) and a satellite campus at Pretoria.

Degree portfolios

CRCED hosts two post graduate study domains: MEng. Development and Management, and Philosophy Doctorate (Ph.D.) Development and Management. The MEng programme comprises 50% coursework and 50% research-based dissertation.

Research domains

Energy management: Research at NWU includes domains of Industrial energy simulation, optimization, and systems development, control systems and energy systems.

Bio-engineering: Research domains include metabolic and energy-related conditions.

UNIVERSITY OF CAPETOWN (UCT)

The University of Cape Town offers Engineering management under the Faculty of Engineering and the Built Environment.

Degree portfolios

Qualifications awarded include post-graduate diploma (PG. dip) in Engineering Management which runs for a minimum duration of 18 months, comprising 120 credits course work.

MPhil Engineering Management with a minimum duration of 12 months comprising either 60 credits course work and 120 credits research dissertation or 180 credits research dissertation is also offered. .

Finally, DPhil Engineering Management with a minimum duration of 24 months comprising 360 credits.

Research domains

Research interest undertaken at UCT engineering management include energy research, manufacturing, bio-engineering, and absorption, industrial aerodynamics, design and aerodynamics.

Conclusions

As can be seen there is a significant need for engineers and engineering managers in South Africa and this is accompanied by an established university provision for engineering management teaching and research. In conclusion, there is much scope for ASEM to make a positive impact in South Africa.

Dr Arnesh Telukdarie, PrTech Eng

Post Graduate School of Engineering Management
Faculty of Engineering and the Built Environment
University of Johannesburg
Tel: +27 11 559 1736
Mobile: 061 450 5948
E-mail: arnesht@uj.ac.za

Reflections from the ASEM 2016 IAC Conference Industry Roundtable

Sun, 19 Feb 2017 12:00:00 GMT

by Ken Sexe

It has been an honor and a pleasure to moderate this year’s International Annual Conference (IAC) Industry Roundtable. This opportunity gave me the chance to interact with and learn from several of the most knowledgeable engineering management professionals from a myriad of industries. I left the Roundtable with a much better understanding of where ASEM has gone and where we can go in the future evolving ASEM towards the future needs of its members. I would like to take this opportunity to thank all of the panelists for their energy, involvement, and patience they provided to me to ensure that we had a successful Roundtable.

Each of the panelists have been gracious enough to provide some final comments related to their discussion at the Industry Roundtable. I hope that these statements provide our organization and its members the same insights that I had when I read them:

John D. Chaffee, MA Economic Geography (President & CEO, NCEast Alliance). Engaged Engineers: Cultivating the Next Generation

There is a dearth of engineering talent looming on the horizon with the retirement of baby boomers. The current structure of most educational systems is not producing a sufficient number of qualified individuals to enter engineering schools to replenish the profession. Companies, and their engineers, need to become more directly involved in supporting schools, teachers and students. NCEast Alliance has developed a model that produces better results and can be replicated in other regions of the country. STEM East, as a component of NCEast, a regional economic development organization, has succeeded in 'growing talent' locally through vibrant and robust partnerships with companies, public schools, community colleges and universities.

Danielle Gabinetti (Engineering Section Manager, Raytheon Information, Intelligence and Services). Utilizing AMP Solutions in a Defense Industry Environment

Within the Defense Industry, there is a growing trend of major knowledge holders nearing retirement age and a loss of how to retain young technical employees. This knowledge gap could be bridged by applying Autonomy, Mastery and Purpose (AMP) Management Principles. In particular, motivating young technical employees via Purpose can be realized when they work in the field with end products and end users. When employees see how meaningful their efforts are to the customers, war fighters, allies and our communities they inevitability gain a sense of purpose.

ASEM should reach out to engineering companies, such as Raytheon, to offer a venue to recruit both recent college graduates and Subject Matter Experts.

Chris Holder (Research and Engineering Lead (AIR-4.0), Commander Fleet Readiness Centers (COMFRC) Naval Air Systems Command (NAVAIR)): Leadership: The Key to Change Management

Most people dislike change, both personally and professionally. With that being said, engineers are the most averse to change based on their leanings towards order, set rules governing the physical world, and the need to understand. To create a successful environment for change within the engineering world, strong leadership is the key. The ability to translate a vision into reality and then execute that vision with tenacity and consistency is paramount.

A strong leader who wants to create change in an engineering environment must motivate, have a vision, develop support, manage the transition, and maintain momentum. If a leader can successfully embrace and apply these tenants, meaningful change can happen, even with engineers.

George Strodtbeck (Vice President, SBTI), Change Maturity and Kano

Change happens over time. Beginning with a defined future state, a system change can be defined using S-Curves which describe a system's maturity. Combining S-Curves with the Kano Model helps leadership to plan for the growth of new processes, methods and skills maintained by the functions. Using this approach supports a planned change that will take time to deploy across an organization.

Dale Wahlstrom (CEO, ACT 3 LLC Consulting): Engineering in Medical Technology: What is happening?

In the world of medical technology, the clinical environment is undergoing dramatic change globally. ASEM is uniquely positioned at the crossroads of academic and private sector “entanglement” and could play a much needed role in defining programming and educational opportunities for students and those professionals needing re-training. Development of experiential immersion opportunities in health care environments for students is an example of where ASEM could provide leadership.

'Going Global – International Perspectives on ASEM'

Sun, 19 Feb 2017 12:00:00 GMT

Report on the International Panel Session at IAC 2016 in Charlotte:

Dr. Simon Philbin, Imperial College London, UK and ASEM International Director (contact information is at the end of this article)
Dr. Fernando Deschamps, Pontifical Catholic University of Parana & Federal University of Parana, Brazil and President ASEM Brazil Section
Mr. Azam Ishaque, Center for Advanced Studies in Engineering, National University of Science & Technology and E Care Vision, Pakistan and President ASEM Pakistan Section
Dr. Alberto Sols, Norwegian Institute of Systems Engineering, Norway and ASEM International Committee Member
Dr. Steve Wang, University of Alaska Anchorage, USA and ASEM International Committee Member

(1). Introduction

At the 2016 IAC held in Charlotte and for a second year in a row, an international panel session was held as one of the concurrent sessions. The panel session included contributions from several panelists who are all involved in the international development of ASEM, including those involved in new international sections and other activities. The session also included an initial presentation by ASEM’s International Director who provided a summary of a survey carried out in 2015 of ASEM’s international members as well as an overview of the Society’s strategy to improve international engagement.

The other panelists then provided their own insights on the steps being taken to increase the international reach of the Society. The panel considered the current challenges as well as opportunities for ASEM in regard to international development and expansion. Plus, session attendees had the opportunity to contribute their own views on how the Society can pursue a global agenda. This report provides a summary of the material that was presented during the panel session along with some brief conclusions.

(2). International Membership Survey

Dr. Philbin discussed a recent survey of international members that was carried out in 2015 and the results of the survey are summarized in Figure 1. The survey was sent out to 65 international members (this was the international membership level back in March 2015), with 12 completed surveys being returned (a response rate of 18%). The survey included the following open ended questions:

1. As an international member, can you please tell us why you originally joined ASEM?
2. Which ASEM services and products do you find the most useful?
3. Are there any new services or products that you would like ASEM to offer?
4. Do you have any suggestions on how ASEM can increase its profile and number of members in your country?
5. How do you feel ASEM should develop in the future, including its international development?

Figure 1: Summary of results from international membership survey held in 2015.

(3). ASEM International Strategy

Dr. Philbin then spoke about ASEM’s current international strategy and the focus of the work of the ASEM international committee. Figure 2 provides a summary of the current ASEM international strategy and the supporting activities.

Figure 2: ASEM international strategy and supporting activities.

The strategy is based on pursuing an integrated set of activities designed to increase the international reach of ASEM and also promote engineering management as a discipline internationally. This includes developing activities, services and products in regard to international development according to outreach, membership, education/certification, publications and conference attendance. These activities are supported by setting up new international sections, international certification activities and are also underpinned by the work of the international committee, which meets monthly and includes representatives from USA, UK, Belgium, Brazil, UAE and Norway. Dr Philbin went on to describe the status of current international activities across a number of areas, which are summarized as follows:

· Current number of international members: 123 (in October 2016)
· Number of international attendees of the IAC: 28 (in 2016); 27 (in 2015); 16 (in 2014)
· International ASEM Sections: 2, Pakistan (set up 2015) and Brazil (set up in 2016)
· International webinars: 2 in 2016 (from UK and China)
· International partnerships: Strategic collaboration between ASEM and Chinese Academy of Engineering (CAE) and other partnerships are also under consideration
· Participation in international conferences: CAE International Engineering Management Forum in Guangzhou, China (2015) and CAE International Engineering Management Forum in Xi'an, China (2016)
· International translation of EMBoK: ASEM Board has approved translation of EMBoK into Chinese and Portuguese (Brazil)

Dr. Philbin concluded his presentation by outlining recommended areas of international development for ASEM, which are as follows:

International promotion of Society and IAC: Continued international promotion of society membership and the IAC.

Organisational development: Continue to develop new international sections to follow on from initial sections in Pakistan and Brazil. New sections to help drive forward growth in membership.
International collaboration and partnerships: Further development of collaboration with Chinese Academy of Engineering (CAE). Pursue other partnerships, where possible.
EM Education and professional development: Support international CKP activities and work towards new business models for international certification (AEM/PEM).

(4). International Perspectives

Brazil Perspective

Dr. Deschamps gave a summary on engineering management in Brazil. In alignment with ASEM’s strategy for a more significant international presence, Brazil’s ASEM Section was established in January of 2016. Since the beginning, the major concern has been for developing a strong foundation from where to grow and spreading out the word about ASEM. Some actions that were undertaken for addressing these concerns are described next.

· ASEM was presented to professional engineering institutions (like the Brazilian Association for Production Engineering – ABEPRO) and universities that have engineering programs (undergraduate and graduate). The partnership with ABEPRO is key, because ASEM will benefit from a large number of academics and professionals that work with engineering management in Brazil who are associated with ABEPRO, and ABEPRO will benefit by partnering with an international society that is focused on one of its topic areas.
· Partnerships with consulting and training companies were also prospected, and will likely result, in the upcoming months, in the offering of training programs more directed to engineering management topics according to ASEM’s view.
· For enhancing the awareness of ASEM in Brazil, a Web portal was released together with the establishment of social media presence in outlets such as LinkedIn, Facebook and Twitter. News and announcements are being routed through these channels and interest has started to grow.
· Through the help of its members, the Section has started translating the EMBoK into Portuguese. This is considered a key activity for growing the Society, as having a reference in the native language of its audience is a critical element for growing the membership base. Over 30 people are involved in the translation and plans are to release the translation in the first semester of 2017.

For the year of 2017, the ASEM Brazil Section Executive Committee is preparing actions that will further enhance ASEM’s visibility in Brazil. Such actions encompass the realization of two Webinars (one in each semester), the release of a quarterly newsletter with content focused on the Brazilian reality and a certification event for its current and also prospective members.

See the following hyperlink for the ASEM Brazil Section website: http://asembrasil.org/.

Pakistan Perspective

Mr. Ishaque gave a summary on engineering management in Pakistan. Engineering management is a relatively new field in the world when compared to other engineering and management disciplines. In Pakistan this field was formally introduced around the year 2000. A discipline that originally started in one of the universities of Pakistan has now grown to 13 universities all over the country, including 5 universities that are in the top 10 ranking list of Pakistan universities. Indeed when the first EM program was delivered in Pakistan, the session was run with only 14 students but it has now expanded to more than 20,000 students all across Pakistan.

One of the major causes of this huge growth in the discipline is the fact that the students, who have qualified through taking EM degrees, have performed exceptionally well in industry. Pakistan has a vast and rapidly growing manufacturing and services industry and this industry has been impacted by growth in the neighboring industries of China and India. This growing industry has now developed a continuing and growing need for engineers and engineering management professionals. Due to this need and a lack of supply of graduate engineering managers in the market, Engineering Management and Industrial Management are increasing in prominence and importance in Pakistan. More and more universities are offering these courses and industry is making provision for new jobs for these EM professionals. Another major reason for growth of the EM discipline is the fact that in the Middle East, there are a large number of mega-projects that have commenced and the main requirement for many jobs on these projects is often for engineers to have an EM degree. Consequently, Pakistan has built on its foundations in regard to the quality of education through developing EM programs that have now become an essential discipline for every major engineering university in Pakistan.

See the following hyperlink for the ASEM Pakistan Section website:

http://www.asempakistan.org/.

Norway Perspective

Dr. Sols gave a summary on engineering management in Norway. Norway is a large country with a very low population. Despite the low number of inhabitants (circa 5 million), Norway has a very technological and competitive industry. Indeed the Norwegian government has provided support to clusters of companies that meet certain requirements. Consequently, a large number of the so-called Norwegian Centers of Excellence (NCE) were created, together with a few of the more demanding Global Centers of Excellence (GCE). Centers of particular relevance from an engineering management perspective are NCE Systems Engineering, NCE Micro and Nanotechnology, GCE Subsea, GCE NODE (Energy and Maritime Industries) and GCE Blue Maritime. Moreover, the Norwegian industry is in general very keen on continuous improvement, with a strong focus on technology and innovation. At the same time, ASEM’s footprint in Norway is currently very small.

On the educational front, there are a few world-class programs on engineering management, like those run at NTNU (Norwegian University of Science and Technology) and USN (University College of Southeast Norway). Thus, there is a good opportunity to increase ASEM’s presence in Norway. Although it is unlikely that Norway would ever be representative in ASEM in quantitative terms, a higher cooperation would be good, qualitatively speaking. For ASEM to be better known in Norway it would be necessary to plan and conduct some selected marketing activities.

China Perspective

Dr. Wang gave a summary on engineering management in China. With one of the fastest growing economies in the world, China has a diversity of engineering disciplines that follow both the Russian and United States systems. Future growth of China’s economy will depend highly on the quality and leadership of its engineering management. China’s development of training and education in engineering management has been an important issue and has been led by the Chinese Academy of Engineering (CAE) for the last decade. During the past ten years, China has developed many international engineering companies. Its international engineering management has been influenced by China’s own culture; the country looks forward to being recognized by other global societies.

In order to link with these global societies in the engineering management area, CAE has signed a memorandum of understanding with ASEM. There are currently plans to establish an ASEM Section in China, with its headquarters at Chongqing University. China’s educational system is one of those that graduate the largest group of engineers in the world. In the future, China will require many well-educated engineering managers and a close relationship with global societies such as ASEM. China is endeavoring to explore the domain knowledge in the interdisciplinary areas of engineering management in order to enhance China's unique status and to build up its competitive advantages in the global arena.

(5). Conclusions

After the panelists had given their individual contributions, there was a lively discussion and Q&A session with the audience. Various additional points were made and all agreed that there is significant potential for ASEM to continue to develop internationally. Moreover, the development of ASEM on a global basis supports the goal of increasing the adoption of engineering management as a discipline and international expansion provides scope for increasing the level of Society membership thereby supporting the sustainability of ASEM.

Dr. Simon P. Philbin PhD MBA FRSC PEM, Conference Panel Chairperson
Director of Programme Management, Imperial College London
International Director, American Society for Engineering Management (ASEM)
Visiting Fellow, Birkbeck, University of London
Associate Editor, Engineering Management Journal
http://www.imperial.ac.uk/people/s.philbin

President's Note

Tue, 07 Feb 2017 14:00:00 GMT

Happy New Year from ASEM! I hope you were able to find time to relax and ring in 2017 with friends and family. I certainly hope that you will continue your membership and participation in ASEM as we move into this new year. I always find the new year motivating and look forward to sharing ASEM successes and program with you throughout the year.

I am happy to report that ASEM ended 2016 in good financial standing. This is indication of our strong membership base and evidence that the Society is bringing value-adding products and services to our EM constituents. Please feel free to share ideas on how ASEM can bring increasing value to the EM community at our ASEM Networking and General Forums https://www.asem.org/Introductions-and-Networking-Forums.

We are excited to start 2017 announcing two new ASEM Student Chapters at University of Colorado Boulder and Michigan Technological University. The Lockheed Martin Engineering Management Program at the University of Colorado Boulder was established in 1987, and offers a Masters of Engineering (ME) degree in Engineering Management, undergraduate Engineering Management minor, and a variety of graduate and undergraduate certificates (http://www.colorado.edu/emp/). Dr. Christy Bozic, ASEM’s Southwest Regional Director, will serve as their new faculty advisor, and Mr. Diego Gomes will serve as the new chapter president. The chapter already has 15 student members! Our new student chapter at Michigan Technological University also has 15 student members including Kalli Hooper who will serve as the new chapter president. Dr. Dana Johnson will serve as their faculty advisor. The School of Business and Economics offers a BS degree in Engineering Management, which is the fastest growing program in their school (http://www.mtu.edu/business/undergraduate/engineering-management/). New ASEM student chapters are always welcome. Inquires can be sent to Bill Schell at StudentMembership@asem.org.

I am also pleased to announce two new ASEM academic partnerships with London Southbank University in the United Kingdom and Robert Morris University in Pittsburgh, Pennsylvania. Being an academic partner allows departments and programs to simplify larger volumes of student membership registrations and related funds management. To learn more about ASEM Academic Partnership Program, access https://www.asem.org/AcademicPartnership.

Please consider submitting an abstract for paper/presentation at our 2017 ASEM International Annual Conference to be held in Huntsville, Alabama from October 18-21, 2017. Abstracts are due February 27, 2017. Please visit https://www.asem.org/2017_IAC for more information. Proposals for Tutorials, Workshops, Panels, Roundtables and Special Sessions are also due on February 27^th. Huntsville is a hub of engineering management excellence which reinforces our conference theme, Reimagining Systems Engineering and Management.

We were very saddened to learn about the passing of one of our esteemed EM members, Dr. Ronald Cox. Ron was a pillar in the EM community, and his sound wisdom and expertise will be missed by ASEM.

Heather Nachtmann, Ph.D.

2016-2017 ASEM President

Deadline for Abstracts Approaching...

Sun, 29 Jan 2017 14:00:00 GMT

Hello Friends of ASEM!

As you know, ASEM holds an International Annual Conference (IAC) where your research and projects are presented to peers and colleagues alike. The deadline for your abstracts is less than a month away. Abstracts are an important first step in the process to have your work included in the conference proceedings.

Visit https://www.asem.org/2017_IAC to learn more about the process, the Knowledge Domains and Suggested Topic Areas, as well as other important dates that all authors and presenters need to know.

I am looking forward to see what everyone is working on!

Tricia Simo Kush is a Certified Scrum Master and certified Professional Engineering Manager with a background in Information Technology. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans many industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

ASEM 2016 Award Recipients

Sun, 11 Dec 2016 12:00:00 GMT

Hello! In case you missed it, there were a number of awards presented at the 2016 IAC, held in Concord, North Carolina from 27OCT-29OCT2016. Congratulations to all of the winners!

Congratulations to the ASEM 2016 Award Recipients

ASEM Fellow

Toni Doolen
Craig Downing
Neal Lewis

Bernard R. Sarchet Award

Ronald Cox

Frank Woodbury Special Service Award

Simon Philbin

Founder's Award – Undergraduate

United States Military Academy

Founder's Award – Graduate

Missouri University of Science and Technology

Founder's Award – Student Chapter

Missouri University of Science and Technology

Merl Baker Award – Best International Annual Conference Student Paper

Balance Scorecard Approach in Assessing Social Impact Performance Measures

Paola Grijalva, Oregon State University
Bhuvanamalini Karaikudi Ramesh, Oregon State University
Lucia Darrow, Oregon State University
Waleed Mirdad, Oregon State University

Student Case Study Competition

Missouri University of Science and Technology

William Daughton World Headquarters Service Award

William Sabados, UAH SMAP Center

Past Presidents of the Society Award

Geert Letens

Engineering Manager of the Year Award

Major General Albert Husniaux

Meritorious Service Award - New Member Recruiting

Roque Senga

Meritorious Service Award - Outstanding Non-Board Member

John Farr
Jimmy Gandhi
Ertunga Ozelkan
Mike Ogle
Ken Sexe

Meritorious Service Award - Outstanding Local Section President

Azam Ishaque

Eschenbach Award for the Best EMJ Paper

Multiple-Technique Approach for Improving a Performance Measurement and Management System: Action Research in a Mining Company

Han-Hsin Chou, Hsing-Wu University

Merritt Williamson Award – Best International Annual Conference Paper

Improving Army Aviation Maintenance One Part at a Time: A Lean Six Sigma Application

CPT Michael Smith, USMA
LTC James Enos, USMA

Best Dissertation Award

Modeling New Product Success from Component Measures of Product Advantage: A Model Utilizing Automated Text Classification and Sentiment Analysis

Author: Nolen Akerman, Western Michigan University
Advisor: Larry Mallak, Western Michigan University

A Note From The Newest ASEM President

Fri, 02 Dec 2016 14:00:00 GMT

President's Note

It is an honor to serve as your 2016-2017 ASEM President. In this capacity, it is my goal to increase the value of ASEM membership for all of our members. We are in the process of developing our ASEM 2020 strategic plan with value driving initiatives as the key to future success and growth of the Society. At the conclusion of our annual conference, the ASEM Board of Directors welcomed Suzanna Long as our new ASEM Secretary, Charles Daniels as Southeast Regional Director, Larry Mallak as North Central Regional Director, and Brian Galli as Northeast Regional Director. Our new Functional Directors include Trish Simo Kush over Communications, Patrick Kush leading Professional Membership and James Schreiner leading Professional Development. In addition, the Board approved three Ad Hoc directors; Hiral Shah as Publications Lead, Paul Componation representing the Engineering Management Honor Society, and John Richards representing CEMAL, the Council of Engineering Management Academic Leaders. Thank you to all of our new and continuing directors for investing their time into ASEM’s success. You can find the full list of ASEM leadership at https://www.asem.org/Leadership. Please feel free to reach out to any members of our Board with ideas or suggestions. We are here to serve you.

A little background about me: I have been a member of ASEM since 1999 when I joined as a student member as a graduate student at the University of Pittsburgh, and I was elected as an ASEM Fellow in 2011. In addition to recently serving as Society Secretary and President-Elect, I co-hosted the 2010 ASEM International Annual Conference and have served as an Associate Editor for the Engineering Management Journal since 2012. Professionally, I serve as Associate Dean for Research and Professor of Industrial Engineering in the College of Engineering at the University of Arkansas and direct the Mack-Blackwell Transportation Center and MarTREC, the Maritime Transportation Education and Research Center, which focus on multimodal transportation research advances and development of our next generation transportation workforce. I live in Fayetteville, Arkansas with my husband and have four children (ages 22, 11, 9, 6). Being a mother has honed my people management and negotiation skills!

As an undergraduate engineering student, I recall many of my professors describing engineering management as the intersection between engineering science and people. I believe ASEM embodies that intersection through its production of the Engineering Management Journal, Engineering Management Body of Knowledge, and Engineering Management Handbook as the premiere publications in our field and professional development opportunities through our International Annual Conference, professional and program certification opportunities, webinars, and communication forums. As a fellow ASEM member, I hope you will take full advantage of your membership benefits this year.

ASEM held an outstanding conference in Charlotte last month. It was a pleasure to visit with many of you there. My congratulations and gratitude to our hosts and logistics committee chairs, Ertunga Ozelkan and Mike Ogle from the University of North Carolina at Charlotte who provided us with the wonderful venue and excellent keynote speakers and tours. Through the efforts of our technical program committee; Suzie Long, Ean Ng, Bimal Nepal, and Craig Downing, we enjoyed a wide variety of academic and practitioner talks and workshops focused on current advances in engineering management. Please make plans to join us in Huntsville, Alabama from October 18-21, 2017 for our 2017 International Annual Conference. Abstracts are due February 27, 2017. Visit https://www.asem.org/2017_IAC for more details.

Heather Nachtmann, Ph.D.

2016-2017 ASEM President

Will You Be At The 2016 IAC?

Mon, 17 Oct 2016 21:00:00 GMT

Hello! I have a short post to share with you in anticipation of the upcoming International Annual Conference, held in Concord, North Carolina from 27OCT-29OCT2016. I have the links for this event right here and ready for you to visit!

IAC 2016 Conference Information

IAC 2016 Conference Schedule of Activities

There is a lot to see, say, hear and do in a compressed time frame. This makes for both a fun and exhausting event, trust me!

If you review the schedule, you will see that Major General (M Sc Eng) Albert Husniaux, the Engineering Manager of the Year, will be attending the conference as well. One activity that I am performing at the IAC is interviewing our winner. Along with Alice Squires, PhD, CSEP-Acq, PMP, PEM, we have the privilege of sitting down and learning more about his background, goals and vision for Engineering Management.

If there is a question that you would like to have asked, post it here or reach out to me via social media (LinkedIn, Twitter). As time permits, I will be happy to include your inquiry in the interview.

Also, please post if you are planning to attend the conference. I would love to catch up, introduce myself and wish you an awesome conference in person; travel safely!

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans many industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

From the Desk of the ASEM President, Dr. Geert Letens, PEM(TM)

Sat, 01 Oct 2016 11:30:00 GMT

We are exactly one month away from our International Annual Conference (IAC) when I am writing this president’s message for the September newsletter, and I can assure you that everyone involved in the organization of our major annual event is starting to feel the vibes. Good vibes, as once more this year’s conference is promising to be the ASEM highlight of the year.

Our hosts Ertunga Ozelkan and Mike Ogle from the Systems Engineering and Engineering Management (SEEM) Department of the UNC-Charlotte have selected a great venue, less than a quarter mile away from the Charlotte Motor Speedway. Could there be a better place to inspire engineering managers to reflect on how to achieve top performance of organization, man and machine around the world? Ertunga and Mike have lined up inspiring keynote speakers from industry and academia (checkout their bio here). They have organized interesting industry tours to Daimler’s Truck Manufacturing Plant and Siemens Turbine Manufacturing Plant, and have planned a social event that will allow you to get a taste of Uptown Charlotte as well.

Thanks to your massive participation, our experienced technical program committee (thank you Suzie Long, Ean Ng, Craig Downing, and Bimal Nepal!) has been able to create an impressive program of close to 200 presentations, eight workshops, and three panel discussions. I particularly want to thank Alice Squires and Ken Sexe for bringing an elite group of industry leaders together for our second industry roundtable that aims to uncover the most challenging issues in engineering management. I see this roundtable as an important instrument to keep us grounded in reality. Discussions on overcoming obstacles, implementing best practices, and sharing lessons learned, are vital to keeping our EM Body of Knowledge current and to orient future products and services of ASEM. Further, our many international participants will find value in attending the international panel, organized by our International Director, Simon Philbin, in collaboration with speakers from around the world, who will share their experience as international ambassadors of ASEM in their countries.

Last but not least, the IAC allows us to recognize volunteers who have provided exceptional service to the society, as well as individuals who have made significant contributions to the advancement of engineering management in general. You will be impressed by the winners of our various awards. They all have been elected through a new awards election process that over the last months has been optimized under the professional guidance of our president-elect Heather Nachtmann.

It is a pleasure to announce that through this new award process, the ASEM Board has elected Major General Albert Husniaux, the First Chief Scientist of NATO’s Science and Technology Organization, as the winner of this year’s Engineering Manager of the Year Award. I cordially invite you to the Awards Banquet on Friday evening, October 28, to welcome our winner and to learn from his experiences in engineering management throughout his career.

In short, if you didn’t sign up for the conference yet, then please do so right away. You don’t want to miss any of this!

Geert Letens, PhD, PEM(TM)

ASEM President 2015-2016

Please send your thoughts and comments directly to Geert at: President@asem.org

From the Desk of the ASEM President, Dr. Geert Letens, PEM(TM)

Thu, 01 Sep 2016 22:00:00 GMT

From the Desk of the ASEM President, Dr. Geert Letens, PEM(TM)

Now the summer has come and passed, the harvest season is about to start in the Northern Hemisphere. September and October are critical months for our society that lead to our annual conference, where we typically recognize important contributors with awards, and take the time to evaluate the overall performance of the society while we prepare the transition to a new leadership team. And there is good news to be shared. EMJ achieves submission rates that almost double our previous records, international collaboration continues to grow and closely related to this, our professional membership levels are up again. I see two main drivers for this.

First, ASEM has developed a strong value package that is attractive for young and senior managers for industry, government and academia. The Engineering Management Journal, our Engineering Management Body of Knowledge, the Engineering Management Handbook, certification and professional development (don’t miss the chance to register for our exam preparation training at the conference: https://asem.org/event-2305685 (there are still a few seats left), webinars, practice periodical, newsletter, etc.

Second, we have invested in growing professional sections and strategic partnerships around the world. This creates visibility for ASEM to engineers from all continents and stimulates membership growth of the society while at the same time further increasing our value proposition. Returning home from a successful meeting in Xi’an and Beijing with our partners from the Chinese Academy of Engineering (CAE), allows me to illustrate this. While the ASEM delegation supported the 10th International Forum on Engineering Management focusing on Large-scale Infrastructure Projects with six keynote speakers (Dave Wyrick, Beth Cudney, Steve Wang, Lida Xu, Fei Dai and Geert Letens), we also managed to prepare agreements to translate and publish our EM BoK in China, to setup an ASEM section in China, to explore options for certification events in China, etc. Last but not least, we identified ways to intensify our support of the Frontiers of Engineering Management Journal of CAE. This will not only drive our value and growth strategy for new members in China, but will provide current members of ASEM additional opportunities to publish their work and to learn from engineering managers around the world.

However, as Engineering Managers, we realize better than anyone else, that the long term success of an organization is determined by the development of new products. This is no different for ASEM. As a result I am happy to announce that, thanks to the leadership of our editors John Farr and Jimmy Gandhi, the new edition of our Engineering Management Handbook is ready to go to print. At the same time however, Dr. Alice Squires, Director of our Product Development Committee is putting a core team together to develop a strategic roadmap for products that will further support the field of engineering management. This includes planning the future editions of the EM Bok and the EM Handbook, as well as defining a suite of new products such as an EM pocket guide, EM checklists, and an EM Glossary to be part of a complete EM Toolbox for engineering managers.

I look forward to sharing more details on all these exciting evolutions at the annual business meeting of our conference. See you soon in Charlotte!

Geert Letens, PhD, PEM(TM)

ASEM President 2015-2016

Please send your thoughts and comments directly to Geert at: President@asem.org

From the Desk of the ASEM President, Dr. Geert Letens, PEM

Fri, 05 Aug 2016 13:00:00 GMT

From the Desk of the ASEM President, Dr. Geert Letens, PEM

I have so much exciting news to share with you this month that I hardly know where to start.

Let’s begin with an incredible summer deal offered by our Product Development and Continuous Education Committee (PDCE Director Tricia Simo Kush).

At the occasion of its International Annual Conference (IAC) in Charlotte, the American Society for Engineering Management is proud to offer a special professional development value package. The package includes a two-day (15 PDHs) professional development and continuing education seminar on October 25 and 26, a one year complimentary ASEM membership and a Professional Engineering Manager (PEM) certification voucher. While the seminar provides a general overview related to the Engineering Management Body of Knowledge (EMBoK), it focuses on a number of important topics in preparation of the PEM certification exams. The ASEM membership includes free electronic access to the EM Handbook, the Engineering Management Journal, the EM Practice Periodical, and webinars on diverse EM topics, allowing you to continuously develop your EM skills throughout the year. With the PEM voucher, you will be able to take the PEM exam whenever you feel you are ready for it. This maximizes your chances for successful completion of the exam that provides you the only internationally recognized certification of Professional Engineering Managers. All this for…$950! Read the details on our website and be quick: we only have sixteen seats available.

Our international committee (International Director Simon Philbin) continues to increase ASEM’s international presence.

While an international delegation is getting ready to present ASEM at the International Forum for Engineering Management (IFEM) in Xi-an (China), we are happy to announce our first webinar in collaboration with the Chinese Academy for Engineering (CAE), presented by Dr. Dayuan Li entitled "Practice and Impacts of Chinese Emission Trading Scheme". At the same time, our Brazilian ASEM section has started the translations of the EM BoK in Portuguese. Under the leadership of the section’s president, Fernando Deschamps, a team of more than 30 translators and reviewers will assure the quality of this work. A similar effort for the translation of the EM BoK in Chinese will follow after our discussions with CAE at IFEM 2016.

Mark your calendar for ASEM’s first international event in Europe (Valencia, Spain) during the summer of 2017. ASEM is proud to become the co-organizer of an international joint conference organized in collaboration with ADINGOR (Asociación para el Desarrollo de la Ingeniería de Organización), ABEPRO (Associação Brasileira de Engenharia de Produção), AIM (European Academy for Industrial Management) and IISE (Institute of Industrial and Systems Engineers). Precise dates will follow soon, but this is clearly another important milestone for our society.

John Farr and Jimmy Gandhi are doing the final editing of the second edition of the EM Handbook. With several new chapters and various significant revisions of previous chapters, the new handbook addresses current globalization trends that make engineering management more relevant than ever, but also require engineers to develop new management skills that are essential to be successful in a economy characterized by geographically dispersed organizations and multi-cultural employees.

Let us know if your organization would like to benefit from the increased (international) visibility that our organization is receiving. Our sponsoring Director Rafael Landaeta will be more than happy to explore all our options (EM Handbook, conference, LinkedIn, website,…) with you, to identify the opportunity that really fits your purpose.

‘Go ASEM International’!

Geert Letens, PhD PEM

ASEM President 2015-2016

Please send your thoughts and comments directly to Geert at: President@asem.org

From the Desk of the ASEM President, Dr. Geert Letens, PEM

Tue, 05 Jul 2016 20:00:00 GMT

From the Desk of the ASEM President, Dr. Geert Letens, PEM

The last weeks have been exciting for ASEM. Bringing the free electronic benefits to our members was an important milestone for our society as it really provides easy access to the core knowledge of Engineering Management, wherever you are, whenever you want. If you didn’t get a chance yet to check it out, I certainly would encourage you to login to the ASEM Website and claim your membership benefits

as soon as possible.

While all this illustrates what our society’s wealth of knowledge can do for you, I would like to focus in this newsletter on what you can do for our society.

And that is perhaps more than you would think. As we work towards the implementation of our strategy, there are many opportunities to serve.

ASEM's core mission is to bridge the gap between engineering management theory and practice. This implies that we continue to expand our offerings of webinars to showcase success stories of engineering management. ASEM students would love to hear about your experience in transitioning from a student to a professional engineer, from an engineer to a manager. Our industry members love to know your thoughts on new books on engineering management. They would appreciate tools or templates that you would be willing to share with them.

We need to continuously update our Handbook and Body of knowledge, making sure they include both state of the art knowledge and practice that addresses the challenges that engineering managers face in a turbulent world. Let us know if your expertise in one of the engineering management domains (project management, engineering economics, strategic planning, leadership, …) could strengthen our teams that continuously seek to improve and develop the core of engineering management.

As we continue to develop our network for certification and training, we would value your ideas on how to create local partnerships. Consultants and industry professionals that are interested to serve as ASEM trainers are more than welcome. The support of universities, professional sections and student chapters in setting up local certification events would be much appreciated.

There are many opportunities for international members to become active as well. As we are working towards the translation of our core knowledge in Portuguese and Chinese, we would love to welcome you on our team that supports this effort. We also continue to seek connections with other engineering societies around the world. It would be great if you would be able to help us understand how to connect to engineering managers in your part of the world.

Maybe you are even interested in a higher leadership position in our society. Elections for board members are coming up soon – let us know about your intentions and ambitions!

In short, I encourage you to stand up and to become an active contributor of ASEM. Help us to assure Engineering Management obtains the world-wide recognition that it deserves. That it succeeds to guide engineers around the world towards success, over and over again. That it inspires us all to become better engineers and better managers, today and tomorrow.

Geert Letens, PhD PEM

ASEM President 2015-2016

Please send your thoughts and comments directly to Geert at: President@asem.org

From the Desk of the ASEM President, Dr. Geert Letens, PEM

Thu, 02 Jun 2016 13:00:00 GMT

From the Desk of the ASEM President, Dr. Geert Letens, PEM

As the summer is approaching and a yet another academic year is coming to an end, many of us are getting ready to take a short break with their family: a deep breath that will allow us to pick up our plans for the future again when August arrives. For me this is a period of the year that I always very much look forward to. It generally allows me more time for family, friends, creativity and reflection. The big question that I would like you to reflect on is simple, yet perhaps not trivial. Have you been able to get the full value of your ASEM membership benefits?

We definitely hope so, but as we realize that there is such an overflow of information that hits us all nowadays, I thought it may not be a bad idea to point you to some benefits available to all our members on our website.

ASEM provides you a wealth of publications. I would like to start with the Engineering Management Journal (EMJ), our top-tier refereed journal with technical papers spanning the entire spectrum of engineering management, designed to provide practical, pertinent knowledge on the management of technology, technical professionals, and technical organizations. Since our partnership with Taylor and Francis (T&F) in 2015, submissions and visibility of EMJ have continued to increase. Members of ASEM have access to the full suite of articles that EMJ has published since its early years. Make sure you have tried the full-text search functions provided by T&F that allow you to easily filter on specific topics that you are looking for.

I already mentioned our archive of webinars in the previous newsletter. Members can easily watch our recorded webinars at a time of their convenience. Today, I can announce to you however that our Chrysalis team (Bill Sabados, Patrick Kush, Trish Simo Kush, Gana Natarajan, Angie Cornelius and Paul Kauffmann) also has been able to add 10 years of archive of conference CDs to our website: another treasure of information that can inspire both research and state of the art applications of engineering management. And last but not least (let the drums beat!)…we have added the EM Handbook and the The Guide to the Engineering Management Body of Knowledge for members to download on our website. We will provide specific instructions to access these documents to all our members in a separate email next week. I strongly encourage you to take full advantage of this new exciting membership benefit.

And there is more to be found on the website of course: two years of practice periodicals, all our newsletters, Blogs, job announcements, forum discussions, etc. As a member, you have free access to all these sources related to the latest challenges of socio-technical management in engineering.

Sometimes we only realize what we've got, when it’s gone. I just wanted to make sure that doesn’t happen to you with your ASEM membership. In fact, I would rather ask you to help us promote the society. Especially towards young engineers that may be eager to understand the language of business to develop their careers. ASEM membership will put them in a position to prepare for professional AEM/PEM certification, allowing them to seek the recognition that they deserve.

Enjoy your time off with your family and friends over the summer – but when you can, also shine a light on the benefits of our society!

Geert Letens, PhD PEM

ASEM President 2015-2016

Please send your thoughts and comments directly to Geert at: President@asem.org.

Things We Seldom Talk About

Sat, 28 May 2016 16:10:07 GMT

Author: Don Kennedy

Of the factors that influence successful outcomes, there are many we tend to not feel comfortable talking about.

One of these is when you as manager realize that a large portion (and probably the majority) of the people working for you do not share the same goals as you. Sometimes they are not even aware of the objectives that have become your day to day existence.

When you are in meetings where quantities such as overheads, profits and production rates are continually discussed, you may not realize that all your subordinates are not present at any of these meetings and are not receiving the same information. It seems obvious to you that all the topics being discussed as critical will also be obvious to your subordinates.

If you are higher in management, then you may be assuming that your subordinates would be running back to spread the message of what is being discussed. But see the above paragraph!

This problem is more prevalent in the past decade than previously. At one company, I held a two day workshop addressing the problem of the workers not considering the impacts of productivity, quality and the client’s perspective. Two months down the line, I was talking to an employee and they were unaware of concepts because they were on vacation during the workshop. Within 6 months, 15% of the workforce had hired on since the workshop. It was clear that within a short time a significant portion would not have heard the message.

If one follows Frederick Taylor’s Scientific Management, it could be proposed that workers do not need to know concepts critical to management. If their day to day deliverables are clearly spelled out with all processes well defined, they can just do what is expected of them. If one believes, however, that an empowered employee is more valuable, then you as manager have to be vigilant that the message is being heard. Decades ago, I heard a radio announcer say that he was always surprised when people would phone in and say he was not telling the time enough when doing the play by play for sports games. He felt he was being too repetitive by continually going back to mention the time on the clock. From his perspective being tied up in the game, he felt the message was being told too often. Many listeners (and especially those that tuned in late) felt the message was not being told enough.

One workplace example is safety. It has been found that just telling the worker once that it is important not to be seriously injured or killed on the worksite is not enough. Great strides in accident reduction have been realized by holding daily toolbox talks reminding people of the message. Frequent repeating of the message does work.

Biographical details – Dr. Kennedy spent most of his career on heavy industrial projects in the fields of oil & gas, pipelines, electrical power generation and mining. He has also lectured at universities on financial and project management. He has written two books and dozens of articles on the practical application of management theories, with special interest in how our own misperceptions often lead us down paths of fantasy.

A Note from the ASEM President

Fri, 29 Apr 2016 13:00:00 GMT

Author: Geert Letens, ASEM President

Where you able to attend our recent webinar on ‘The Art and Science of Business Performance Management’? The webinar was provided by one of the world’s most renowned speakers on performance measurement, Professor Dr Umit Bititci of the Heriot Watt University, School of Management and Languages in Edinburgh (UK). We received some very positive feedback on the webinar and I must say I really enjoyed his presentation for many reasons as well.

First, it was really interesting to see how he presented himself. The summary of his intro just sounded so familiar: ‘I started my career as an engineer, then became a manager, worked as a consultant for several years, and currently I am active as a researcher and scientist’. I couldn’t think of a better profile to address the various customer segments of ASEM: engineers, engineering managers, EM consultants and scientists.

So no wonder that the core message of his presentation was completely aligned with the spirit of engineering management as it is reflected in our EM Body of Knowledge and EM Handbook. The science of business performance management can help you to develop the maturity of your organization’s performance measurement system. You could think of this as the technical dimension of performance measurement. The engineer inside of us really likes this dimension. The art of business performance measurement however, is to link the performance measurement system to a culture that stimulates empowerment and learning, versus a culture that simply uses measurement for better (read – ‘more’) command and control. This is the people dimension of business performance measurement which is really critical to achieve sustainable business results. Bring these two dimensions together and you will be surprised about what can be accomplished. I can’t think of a better way to promote ‘engineering – management’. This is what we need to do early in our careers when we manage a team of project specialists, what we further develop throughout our careers to become successful managers, and what we really focus on as leaders in a technology-oriented context.

The other thing that I really liked about the webinar was its international character. Umit presented the webinar from his office in Edinburgh (UK), Gana Natarajan (our Communication Director) hosted it from his university in Oregon, I attended from a hotel room in Tallinn (Estonia), and some of the attendees included folks from our partners in China and Brazil. Amazing isn’t it? What a way to attract the attention of engineering managers around the world! As a result, we plan to do this more. We already identified speakers from China and Brazil that will talk about their experience as engineering managers of some amazing engineering projects. This will also allow us to seek balance on another dimension that is so important for our society: to share the best of theory and practice. This is a foundational principle of our constitution that only further grows in importance as we reach out to collaborate with other engineering societies around the globe.

I want to thank Gana as well as Simon Philbin (our International Director) for their leadership on setting up these new international webinars. Engineering Management: People and Technology - Theory and Practice. Does it make sense to you too? Sad you missed the webinar? It is currently available for members on our website at https://asem.org/Webinar-Archive – way to go ASEM!

Geert Letens, PhD PEM
ASEM President 2015-2016 President@asem.org

ASEM Announces a New Executive Director

Fri, 29 Apr 2016 13:00:00 GMT

Author: Geert Letens, ASEM President

On behalf of the Board of Directors, it is my pleasure to announce that Paul Kauffmann will serve as the new Executive Director of ASEM!

Paul graduated from Virginia Tech with degrees in electrical and mechanical engineering and worked for 21 years in industry, living and breathing engineering management. In the early 1990s, Paul earned his PhD in Industrial Engineering from Penn State University. He has been a member of the faculty at Old Dominion University and East Carolina University for most of his academic career. For the last four years, he has served as an ABET program evaluator. Paul’s profile is a clear match with the ambition of the society to serve as a bridge between engineering management theory and practice.

Paul has done an outstanding job as ASEM’s Treasurer for the last three years. He was instrumental in relocating the World Headquarters from Rolla to Huntsville and facilitated the transition to ASEM’s new IT platform. As a current member of the executive team, Paul has been involved in shaping and executing ASEM’s current strategy to be the premier organization that advances, promotes and unites the engineering management profession worldwide. We have exciting times ahead of us. His first official day as the ASEM Executive Director will be June 1.

This also means that on this day, Bill Daughton will pass the torch to Paul after more than eight years of service as the ASEM Executive Director. I would like to extend a special thank you to Bill for his devotion to the society, which has guided ASEM through many years of turbulence to a period of stability that has enabled us to focus on value, growth, and retention. Bill’s history of society service has been foundational for many critical decisions that we have undertaken to enhance products and services, increase productivity, and stimulate collaboration.

Please join me in welcoming Paul to his new role for ASEM and expressing our appreciation to Bill for his many years of ASEM leadership!

Geert Letens, PhD, PEM

ASEM President

-------------------------

Author: Paul Kauffmann, Upcoming ASEM Executive Director

It is my honor to be a new member of the line of outstanding and revered ASEM Executive Directors. I hope I can partially live up to the standard of commitment and accomplishments they have set. I also want to express my thanks to the board for its vote of support and confidence in making this appointment.

The transition with Bill Daughton is under way and will take place over the next few months as we work to get a new Treasurer into place. I am thankful to Bill that he plans to continue to be involved in the work of the society on special projects and as our source of corporate knowledge. We all owe Bill a big thank you for his years of leadership and service.

This is an exciting time to become Executive Director since we have many opportunities ahead of us. My primary goal is to continue our progress to develop and build the “back office” capabilities to support the various activities, committees, and board member projects we need to move forward.

Paul Kauffmann

Upcoming ASEM Executive Director

A Note from the ASEM President

Tue, 29 Mar 2016 13:00:00 GMT

Author: Geert Letens, ASEM President

Newsletter March
Le nouveau est arrivé! Many among you may recognize this French expression as the official annual kickoff of the race that eagers wine lovers around the world to take part in the traditional tasting of the year’s Beaujolais Nouveau. In the context of our society however, I would like to use this well recognized marketing slogan to encourage you to get a taste of the new editions of two core products of our society: the first annual book version of the ‘Engineering Management Journal’ (EMJ) and the fourth edition of our ‘Guide to the Engineering Management Body of Knowledge’ (EM BoK).

As you may remember from previous newsletters, ASEM decided to partner with Taylor and Francis to publish EMJ in order to bring more visibility and recognition to our academic journal that during several decades already highlights the state of research and practices on the management of technology, technical professionals, and technical organizations. The partnership with Taylor and Francis provides ASEM members electronic access to all EMJ articles and allows them to use advanced search options to look for specific content. What is new however, is the book that most of you should have received by now that bundles all the knowledge from the EMJ articles of 2015. While I hope you will enjoy this new flavor of EM wisdom, I also want to encourage ASEM members to use the EMJ membership access on the ASEM Website and click ‘Alert me’ underneath the EMJ pictogram (this does imply that you register for Taylor and Francis Online) to continue to receive alerts when the new quarterly electronic edition of EMJ appears. It will allow you to stay tuned of all new recent developments in our field!

At the same time, I am very happy to announce the official release of the fourth edition of our ‘Guide to the EM BoK’. As the EM BoK continues to serve as our fundamental repository of concepts, principles, procedures, and practices in the field of engineering management, the fourth edition incorporates important feedback and extensions from various practitioners and international contributors. I want to thank our editor Hiral Shah and co-editor Walter Nowocin for their work on these important additions that are in line with the international growth of the society.

But there is more new wine coming to a theatre near you soon. During the recent Spring Board Meeting in Charlotte, the ASEM Board of Directors took two important decisions that certainly will further stimulate EM certification based on the EM BoK around the world. First, we agreed to start the translation of the EM BoK and the EM Handbook in Chinese and Portuguese, addressing a need brought forward both by our Chinese partners of the Chinese Academy of Engineering and our recently founded section of ASEM in Brazil. And second, and most important to our current members, we agreed to offer free electronic access to the EM BoK and EM Handbook for our professional members. We will send you specific information on how to gain access as soon as our IT specialists have addressed the technical details of this decision, but we hope you are as excited about this as we are – we strongly believe this allows ASEM to offer a very attractive value proposition for ASEM Membership: EMJ, EM BoK, EM Handbook, Practice Periodical, Webinars, newsletters, conference discounts,…
This is a strong value package addressing the needs of both academia and industry. It results from our continuous efforts to speak for the engineering management profession around the world. Still we want to do better. And with your help, we know we can do better. Are you interested to contribute to our success? Just send me an email – we have several options for new active volunteers available!

Geert Letens, PhD PEM
ASEM President 2015-2016 President@asem.org

A Note From the ASEM President

Tue, 23 Feb 2016 14:00:00 GMT

Author: Geert Letens, ASEM President

I have some good news to share. Over the last month the Board of Directors has approved two new exciting elements. First, we have been able to create an international section in Brazil. Fernando Deschamp, the first president of the section, has planned a kick-off event on February 24, 2016 to start working towards the achievement of the operational plan of the section. I will leave the honor to Fernando and his team to share pictures and details on their ambitions in the next newsletter.

Along with the creation of this section, we have been able to celebrate our 100th professional international member. This is a remarkable achievement that certainly deserves a big thank you to Simon Philbin, our International Director, and Dave Wyrick, our Associate Executive Director, who over the last two years have been boosting our international efforts with the help of a highly committed team of international volunteers: Beth Cudney, Ben Baliga, Fernando Deschamps, Steve Wang and Alberto Sols.

The second approval that sets another milestone for the society relates to the institution of an academic partnership program. This program that has been created under the guidance of Paul Kauffmann (ASEM Treasurer) and Ben Baliga (At-Large Director) provides a cost effective and simple approach to facilitate student membership registration and reduce the administrative load on faculty. This allows faculty to focus on what really matters - student value creation: providing students exposure to our standards and publications, access to webinars on current topics from research and practice, guidance for professional certifications, and last but not least, opportunities for student leadership. We believe that when you are running an EM program in your university, stepping into this partnership program is a must to support your ABET accreditation or ASEM program certification goals. But even if you are teaching EM introduction courses as part of other engineering programs, this partnership will be valuable for you, allowing engineering students from all orientations to experience the importance of engineering management in support of their career ambitions. Don’t hesitate to contact Bill Schell or Ona Egbue, our Membership and Associate Membership Directors, to find out details: they will be happy to set you up in no time!

While our board is getting ready for its spring board meeting to assess progress and define priorities for the upcoming six months, I want encourage you to take some time in the next week to submit your abstract for the upcoming International Annual Conference in Charlotte. You will find the details in this newsletter through a link to the conference submissions website. The submission deadline (February 29, 2016) is coming up soon – don’t miss the opportunity to share your research and to continue the discussion about the future of engineering management. Our technical program team (Suzie Long, Ean Ng, Craig Downing and Bimal Nepal) have put together an impressive group of track chairs to assure a program that will ‘Energize Engineers’. Our conference hosts (Ertunga Ozelkan and Mike Ogle) are lining up prestigious keynote speakers and inspiring industry tours. They are looking into exciting options for social events at the motor speedway: wouldn’t that be cool!

In short - ASEM is on the move – let’s continue to get connected!

Geert Letens, PhD PEM
ASEM President 2015-2016

A Note From the ASEM President

Tue, 26 Jan 2016 14:00:00 GMT

Author: Geert Letens, ASEM President

I felt very fortunate this morning. Returning home from a conference on error management organized by the European School for Management and Technology - and yes of course, I did bring the ASEM flag - I had the opportunity to walk around for a couple of hours in Berlin, Germany.

I just love to wander around in cities, especially early in the morning when there is hardly any traffic and only a couple of joggers running through the sceneries: discovering and admiring, but wondering too. About how it must have been to walk these same streets in the old days. You just have to return 50 years in history in Berlin to understand that things would have been completely different. There are plenty of symbols referring to ‘the wall’, reminding me that I simply wouldn’t have been able to follow this track that impressed with a few hundreds of years German history.

People build walls to protect their properties – that is quite understandable. Defending our territory and our history is essential to preserve our identity. More so, we need to feel safe and secure before we can grow and develop. But cutting off systematically from the outside world is not a healthy option either. In fact, in a military context, isolating your enemy has often been a proven concept leading to surrender. To prevent this, we need bridges. To bring in food and energy, to enable trading of products and services, to seize new opportunities that can assure sustainable growth.

Our society has a history and legacy to be proud of as well. So we have to protect this. As a result we will take the necessary steps in 2016 to protect our brand and our products. At the same time however, we need to develop more partnerships. When we are able to recognize the strengths of other organizations in order to match them with our core, we can achieve amazing results. Just look at the results of our partnership with Taylor and Francis for publishing the Engineering Management Journal. Better visibility for our authors, improved assistance for our editors, systemic screening of copyright violations, additional search options for our members. Submissions went up with 40% in one year, ASEM members get up to 20% discount on various Taylor and Francis books: value and growth – our past-president Gene Dixon can be proud. Thanks to Beth Cudney and Paul Kauffmann for setting up this partnership, thank you Toni Doolen and Eileen Van Aken for turning this relationship into a success story!

Today in Berlin, the remaining part of the wall is a symbol that reminds us of a period of division and separation. Berlin itself however, has grown to become the symbol of successful unification. Let’s work together this year to develop more partnerships, creating opportunities for engineers around the world to connect and to benefit from our products and services. There are amazing things we can accomplish if we manage to preserve our core, but are willing to think win-win with our partners: a number one priority for our upcoming spring board meeting.
Engineers sometimes are instructed to build walls. I tend to believe however, that in general, we prefer building bridges. Much more challenging, for sure, but when done well, also much more rewarding.

I hope you had a wonderful end-of-year season. On behalf of the ASEM Board of Directors, I wish you a healthy and happy 2016. There is a lot to look forward to this year. Let me know if you want to contribute to our success.

Let’s get connected!
Geert Letens, PhD PEM
ASEM President 2015-2016

A Note from the ASEM President

Wed, 23 Dec 2015 14:00:00 GMT

Author: Geert Letens, ASEM President

ASEM Newsletter December 2015
The world is changing – a statement from the previous newsletter that can count. Over the last month we have seen both good and bad of this change. In less than 30 days Paris has been the centre of the world twice. First, to remind us of our vulnerability against terror, and second, to share a strong message of hope on climate change. As I am writing this message, nearly 200 countries adopted a new climate agreement, expressing their willingness to contribute to the solution of a global problem that extends their national interests.

This sets a stage for engineers and scientists to collaborate as never seen before. To develop new technology, to deliver massive projects of an unseen scale, to develop socio-technical systems that truly address global societal needs. Our society’s core knowledge centres on the integrated (technical, social, organizational) character of engineering management, and as a result, we can contribute to their success. More so, we need to contribute to their success.

As has been pointed out by our previous president repeatedly, this implies the development of an ASEM strategy that focuses on both value and growth. While various board members and committee leaders are working hard to define by the end of the year the formal plans and objectives that will help us to move forward in this direction, I want to raise your curiosity by sharing a few promising details.
• New membership options for engineering students and universities that sign up for a special partnership program.
• New training materials that will set you up for AEM and PEM certification
• A train-the-trainer program that will offer opportunities for certified knowledge providers around the world
• Certification events, organized in collaboration with global partners throughout the year
• Discounts for ASEM members and EMJ volunteers on books of the publisher of EMJ, Taylor and Francis.
• A new edition of the EM Body of Knowledge as well as the update of the EM Handbook

While I am sharing these examples of our continuous efforts towards improved value delivery, our society continues to grow around the world. ASEM has officially approved its first international section: please join me in welcoming the ASEM International Section Pakistan! As this section works towards the creation of a dedicated website to promote EM in their country, we are happy to share their enthusiasm in becoming the first global embassy of ASEM.

So, how about you? Are you excited about the way we are taking? Do you want to join us on our mission for a better world through improved engineering management? Would you like to see ASEM being represented in your country? Let us know if you can think of organizations that we should partner with. Maybe you or any of your friends would like to know more about certification and training, or perhaps you even consider becoming a certified trainer?

We really would like to hear from you - let’s get connected!

Geert Letens, PhD PEM
ASEM President 2015-2016

If a Tree Falls in the Woods

Tue, 15 Dec 2015 14:00:00 GMT

Notice anything lately? As in the quiet? Eh, probably not. That's OK.

You see, I haven't posted a blog in a while (nor has anyone else in ASEM). Further, it seems as if no one has noticed. That tells me that we're likely very busy or otherwise distracted. Simply put, if I haven't got something to share, I certainly don't think it's worth tearing you away from your activities.

In the meanwhile I'll be working with Gana Natarajan to improve our communications stream. It's important to communicate, and it's also important to communicate well. With Gana at the helm, I'm excited to see the changes that come our way in the future.

Enjoy December, don't work too hard, and be sure to let us know if there's a topic that we can explore with you. Your feedback goes a log way towards building better communication. ~ Trish

A Note from the ASEM President

Tue, 24 Nov 2015 14:00:00 GMT

Author: Geert Letens, ASEM President

Our International Annual Conference in Indy was all about driving change, as it should be. The world is changing fast, and yet, more change is coming. According to Thomas Frey, Google’s top rated futurist speaker, humanity will change more in the next 20 years than in all of human history. There are tremendous challenges ahead of us: sustainability and climate change, the energy crisis, population explosion and changing societal demographics, and finding resources to feed 9 billion people. This is not just a burning platform – it rather looks like a burning ocean. More than ever, engineers will be needed to make a difference: failure is not an option. The good news is that they will be able to do what they are really good at: providing out of the box solutions for complex problems with stringent conditions.

But to deal with tomorrow’s challenges, engineers will have to change, too. While over the next 20 years, two billion jobs may disappear, most of them are forecasted to come back in different forms in different industries, with over 50% structured as freelance projects rather than full-time jobs (Thomas Frey, 2013). This implies the rise of a whole new development industry, allowing people to switch professions with less than 6 months of training and apprenticeship. Our society needs to be ready to support engineers to deal with these shifts throughout their career, providing them with the instruments and credibility (or, the knowledge and certifications, respectively) to be successful. While we do so, we will lay the foundation to accelerate the future.

This future will be without any doubt international: future measures of relevance will be determined on a global scale. The signs of international collaboration are already clearly visible in our society. Almost 40% of authors in the Engineering Management Journal are international. At the conference in Indianapolis, five continents were represented, coming from 23 countries. In May, we signed a Memorandum of Understanding with the Division of Engineering Management of the Chinese Academy of Engineering at the 9th Engineering Management Forum in Guangzhou. Currently we are very close to welcoming our first international sections of ASEM in Brazil and Pakistan. As your first truly international president, I look forward to further growing our international presence, and reaching out to other societies to co-organize engineering management events around the world.

All this requires us to continue to refine our products and services and to focus on value delivery for all of our customer groups: academics and students, as well as practitioners in industry. Ideas are not lacking – on the contrary! That is why I want to take this opportunity to reach out to you. If you too acknowledge that the world is changing, and believe that engineers and engineering managers will be essential to make a difference, then consider joining our team. Of course I understand there still may be questions about ‘how’ and ‘what’, but if already we share the same ‘why’, I am sure we will be able to find the right way for you to contribute to a society that wants to accelerate the future of engineers around the world.
Image credit: https://www.pexels.com/search/crowd/

Let’s get connected!
Geert Letens, PhD PEM
ASEM President
geertletens@yahoo.com

Autonomous Workers

Tue, 10 Nov 2015 14:00:00 GMT

I was cruising the Internet yesterday and noticed a number of articles with an interesting theme. The titles of the posts were essentially 'Hire the Right People and Let Them Do Their Thing,' or some similar variant. It seemed odd to me that someone would have to point this out. After all, isn't the key to building a good team rooted in hiring people that are better than you at the tasks you need completed?

Rather than dwell on why someone needs to read these articles, though, I instead thought about the managers I've had where that message was either not received or ignored. What I came up with is by no means scientific or even statistically significant. Rather, it's more of my 'slice of life' perspective; your mileage may well be very different (and, I hope, for the better!).

The Boss - The classic 'Command and Control' manager, where "it's my way or the highway." I don't perform well in this setting. Most people I know don't flourish here, either. This sort of know-it-all manager is focused only on maintaining their spot at the top of the food chain. Productivity, innovation and engagement be damned, he (or she) is the big cheese and you had best recognize them as such. Teams under such individuals languish and the members likely find themselves as candidates for job cuts, given their undervalued contributions and poor performance. This manager would do better with a fleet of automatons, since they'll squander and squash any talent that comes their way.

The Micromanager - This person is practically a step-sibling to The Boss. While they might have experienced a brief glimmer in recognizing your talent, they sure aren't going to let you run off the leash to use it. Does your manager hound you for updates at multiple intervals during the day? Do they hover over you and behind you when they work? Do they need to have every detail of every task you intend to perform? Then you have found yourself under the microscope, unable to move or even consider a different approach to your work. It makes me wonder if these are the same managers that cannot seem to accomplish anything, because they find themselves too busy managing the details to perform their own work? When I find myself working for one of these people, I ask myself if someone in a past role really screwed up and caused the rest of us to be punished as a result?

The Absent Manager - While this initially sounds like a wonderful situation, this approach can lead to confusion and wasted productivity. The Absent Manager is never around to provide direction or communicate expectations. The team has no way of knowing what to do, unless one of them happens to be an accomplished mind reader. Deadlines are missed and high priority items are set aside in the void. Whatever the manager is expecting to accomplish, it's not happening here. The team is hired for talent, but left to fend for themselves. This 'lack of management' can lead team members to the chopping block, as they are unable to deliver or manage their work in a timely fashion.

The Absent-Minded Manager - I see this person as a mash-up between The Micromanager and The Absent Manager. They either aren't around, because they're spinning off in dozens of directions, or they're asking about the same details for the umpteenth time because they've forgotten or misplaced their notes. As a result, team members have to channel their talents toward managing this manager, to keep them on track and the project a-float. Time is wasted in re-work and lost priorities because the manager cannot be bothered to follow the plan (or establish one). As a result, everyone on the team has to become a mini-manager (for better or worse), which risks the emergence of any type described above. While this may showcase the strength of the team, too often it ends up being a train wreck of poor chemistry and delivery.

I'll wager there are even more management types that fail to appreciate their team members. I dare not think on it too much longer, lest I come off as a pessimist (I prefer to think of myself as a realist, to be honest). But I am curious to know what I missed, or if there's another type of manager that we should all try to avoid. Post your thoughts here and let's continue the conversation.
Image credit: https://www.pexels.com/photo/working-in-a-group-6224/

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

Is 'More' Equal to 'Better'?

Tue, 03 Nov 2015 13:00:00 GMT

You've caught me; another blog about things that I have recently read.

The first is a note from Mike Cohn, who founded Mountain Goat Software. I don't, nor have I ever worked for Mike or his company. To be honest, I cannot recall how I first heard about him, but I've followed his blogs for years. He is a straight-shooter and calls 'em like he sees 'em. Most recently, he offered the following thoughts about estimation:

"I ask a team to estimate a product backlog item only when having the estimate will lead to actionably different behavior. So, for example, I might ask a team for an estimate on a user story so that I can decide if I want that story soon or perhaps not at all. Or I might ask for an estimate so I can make a commitment to a client or partner.

But I don’t ask a team to estimate just so I can later yell at them if they’re wrong. I don’t ask a team to estimate just so they feel pressure to meet that estimate."
(Yes, I know he's using some software lingo, but we all understand requirements, functionality and 'wish lists.' That's what he's talking about.)

I took a moment and thought about this. Granted, I'm frequently asked to estimate effort. We are all asked to provide estimates. But are these estimates used properly or, as Mike suggests, do they come back to bite you?

Maybe the article struck too close to home? On a recent project, I was hounded for a count of test cases. I have no problem telling anyone how many cases I've created, but if you aren't going to review them - and the requirements - the numbers don't mean anything. 'More' does not always equal 'good' (or 'better') in these situations.

In fact, it reminds me of the so-called 'good old days' of software where developers were paid by the line of code. Really. Have you ever heard of 'code bloat?' I assure you that many developers from that era have. Simply put, you cannot judge anything by the number of components. In other words, if 'some' is good, 'more' is not automatically better.

In his note, Mike goes on to add:
"Why not estimate everything?

Estimating can add a lot of value. It can lead to better decisions. For example, I’ll make a better 2016 budget with the estimates I’ve asked for than if I don’t get them. Right now, that’s important to me. But, if an estimate will not lead to an actionably different decision, time spent estimating is wasted."

He's right. You can spend a lot of time on tasks - estimating, metrics, even solutioning - that never come to fruition. His point is valid; if it means better decisions, it's not wasted time. And I would argue that sometimes we don't see better decisions coming from our efforts, and that can cause some frustration and even distrust.

As managers, we're often asking our teams to perform such activities. Sometimes we have to do them ourselves. Is the 'Why?' so hard to follow, or even question? Most of us can handle a situation once we have the appropriate information.

As Mike says, we can make better decisions. Working smarter, not harder, is the name of the game. So it's worthwhile to ask yourselves 'Why?' before requesting or performing the activity. If it leads to understanding and appreciating the goal, then it's time well spent. If you don't have a suitable answer, then you can determine that it's a wasted effort... and then the other questions start to form.

Because I cannot leave well enough alone, I also checked in with Johanna Rothman's site. I've referenced her work here before. She had a related but different topic recently, on 'resource efficiency.' Here is what she uncovered in a recent meeting with a client that was concerned about expertise and productivity:

"I want everyone fully utilized--how else will I know if people are productive?"
(This is a hot topic for me, particularly as a consultant. A freeway at full capacity, for example, means that no one is moving. Do managers really want that?!)

Johanna makes an important point in her note. "Measuring utilization is measuring effort. Your customers don't buy your efforts. They buy your products/features/releases. They buy the results of your efforts."

So estimation, measurement, expertise, utilization don't matter to your customer; make the best product and sell them what they asked for. Granted, pricing and delivery factor into the equation, but the message is clear. The buyer wants your best output, and you have to figure out how to deliver that.

Johanna concludes with this (a point that I agree with 100%):
"Use management to set the context and create an environment in which people can solve most of their problems. Measure the projects or features you finish, not the ones you start."

Your take-away is your own, and I suspect there are a few nodding heads in Reader Land. I tossed a lot of thoughts your way that made sense to me, but maybe not to you? Post your questions and thoughts below and let's see if we can get to a good place with estimates and measuring results. I look forward to the conversation!
Image credit: https://loribonfitto.files.wordpress.com/2014/11/raking-leaves.jpg

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

My New Fancy Furnace

Tue, 27 Oct 2015 13:00:00 GMT

by Donald Kennedy, P.Eng.

I recall a quote that plays on an old saying “The more things change the less they stay the same.” The first session I ever attended at an ASEM conference was about how people have been managing activities from long before 1990. Somehow the pyramids were built using teams of specialized labor. Wikipedia lists Mir Abdul Karim and Mukkarimat Khan as the cost management leads on the building of the Taj Mahal and they performed their jobs 500 years before the benefit of web based ERP accounting systems. Those of you who attend my presentations at ASEM annual conferences know I am not convinced our present state of management practice is anywhere near optimal and that we can learn from things that worked in the past.

In 1983, I lived in a house heated by a gravity furnace. The flame had two settings, small (the pilot) and large (the main burner). No fan and no sensors other than the thermostat. Today that 70 year old furnace still works and has never been serviced, since there is almost nothing to wear out.

In my current residence, the 2010 model furnace is unreliable due to intentional engineering decisions. It has a safety feature that shuts the fuel off if there is no flame. Good idea, but the flame sensor is temperamental and cannot tell it is in the middle of a hot flame when a thin film of oxide is present. I cannot see any buildup, but a quick wipe with steel wool gets it working again. If I am away when the sensor quits, the house may freeze - because the engineers could not think of a better way to tell if something is extremely hot other than this finicky sensor.

Secondly, my furnace shuts the burners off if it believes the flue is plugged. This is a good feature, except that it can be triggered by many different scenarios. When triggered, the furnace shuts down and will attempt to restart when the thermostat signals low temperature. The plugged-flue sensor needs a neutral pressure to reset as would normally happen if the flue was not plugged. As part of another system, there is a small fan that creates negative pressure while the burners are on to prevent combustion gas escaping into the house. If the plugged-flue sensor shuts the burners off and the furnace tries to restart before the small fan stops spinning because of inertia, the combination keeps the fuel shut off and the flue fan starts and keeps running until it is manually rebooted by cutting the power. Again it makes it difficult to leave the house in winter for more than a day for fear of requiring a manual reboot.

The motives behind the improved furnace design are admirable such as safety and energy efficiency, but the unintended consequences of an unreliable system introduce more safety and efficiency concerns. Design engineers are often not good at establishing the bases for their designs, or rather it is typically not their job to do so. The requirements are set by the stakeholders. These stakeholders can benefit from people knowledgeable in EM fundamentals and who believe in the value of systems that work fine. In operations management courses EM’s are taught case studies where one company may succeed and grow by building upon systems that work and others are run into bankruptcy by the unintended consequences of changes based on good intentions without a solid history of success.
Image credit: http://www.nachi.org/gravity-furnace-inspection.htm

Dr. Kennedy spent most of his career on heavy industrial projects in the fields of oil & gas, pipelines, electrical power generation and mining. He has also lectured at universities on financial and project management. He has written two books and dozens of articles on the practical application of management theories, with special interest in how our own misperceptions often lead us down paths of fantasy.

ASEM and Appreciation

Wed, 14 Oct 2015 13:00:00 GMT

Last week was, as usual for the annual conference, a whirlwind. It's a good kind of busy, to be sure. Meeting new people, catching up with colleagues that you haven't seen since the last conference and hearing all of the presentations can quickly add up to a full program.

The 2015 IAC was, in my opinion, a success. The city of Indianapolis is a terrific site and The Alexander is a premier location. The host committee and ASEM staff did a great job of seeing to every detail. A tremendous amount of work goes into these events and it seems so seamless to many of us in attendance.

The conference also serves as a turning point for many in ASEM leadership positions. Service terms are often one year in length and the conference signals when there are changes in these roles. I'd like to thank Gene Dixon for his work and energy that he brought as the President of ASEM. His humor and good nature often disguised how much work was taking place. Geert Letens, the new ASEM President, has quite the act to follow.

Another new yet familiar face in the leadership is Ganapathy "Gana" Natarajan, who is the new Communications Director. He has held this position before and is already acquainting himself with the new website format. Brian Smith is the outgoing Communications Director and will be missed. I enjoyed working with him. Brian's attention to detail and friendly demeanor helped the committee to deliver so many effective communications, such as the eNews, webinars and practice periodicals.

With these changes - and others that I've not mentioned - there is much to look forward to in the weeks and months ahead. What would you like to see from ASEM? What can we do or improve to better serve your expectations? Now is an excellent time to voice your suggestions or become involved in making change happen.

Good News in a Short Post

Tue, 06 Oct 2015 22:14:08 GMT

Just as many of President Dixon's posts begin, I too am sitting in a hotel and reflecting. We've had an exciting few days at ASEM.org, as you can see. The new website is bright and modern, with a consistent and professional flow. I'll admit that I haven't learned to use all of the new site functionality, but I can speak to many of the highlights. Of course, the new blog is a favorite of mine. I also look forward to using the forums to help facilitate communication with all ASEM members and committees. What you might not see is the improved data quality, the real hero of the transition. The good folks at the ASEM World Headquarters were the workhorses in this project, and it's my hope that the new tools help each of them with their tasks.

With the initial conversion complete, you can expect to see additional changes roll out over the next weeks and months. Content will be expanded and updated, and some additional functionality will be developed. If you see something that needs to change, or maybe identify something that's mising, be sure to post in the forums and let us know. Each of us has a role in making ASEM a world-class professional association.

That's just the begining. The 2015 IAC kicks off tomorrow with Board Meetings and industry tours for conference attendees. I look forward to seeing you - meeting you, if I haven't already - in Indianapolis. Travel safely!

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

Forgetting the Trees in the Forest

Tue, 29 Sep 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

Seth Godin wrote an eloquent blog titled Tires, coffee, and people in which he reminds us that we as consumers tend to skimp on the wrong things in an effort to make things better. For instance, we seek to buy better cars without understanding the benefit that the right tires have on performance. We seek out newer and better coffee machines while ignoring the fact that the right coffee bean is arguably more important.

We as a society also view people the same way. Take two companies of exactly the same size with exactly the same capital resources. What makes the organizations operate differently? It is the people that allow an organization to use the resources towards a company’s goals.

It has been my experience that organizational management looks at people first when trying to solve problems. If a division is losing money it is usually the people that are the first to be scrutinized. When a problem occurs we are first to point our finger at “who is to blame”. This is not to say that people are never the problem but that there are typically much better ways to address a lagging organization than by viewing all problems as “people problems”. A Wall Street Journal study once studied a ten-year period of layoffs and found that not one organization was better off in the long-term. Yet Wall Street as an entity still has a tendency to reward organizations that lay off people first. It is no wonder that organizations favor layoffs when the entity responsible for measuring their performance rewards that behavior.

Yet systems do not operate that way. Problems within a system tend to be caused in places other than where the problem can be seen. A loss in sales can be caused by factors in which the sales team has no control over. I have personally seen how strategies such as reducing spares affect the ability to build products on time (or repair them in a timely manner). Most managers also have no fundamental concept of variation and how to both identify it and address the causes.

Image credit: https://images.unsplash.com/

Frederick (Ken) Sexe is a lifelong learner currently wrapping up his PhD in Engineering Management and Organizational Psychology at Northcentral University. His hobbies include challenging prevailing patterns of thinking that discourage new ideas while developing new ways to do things. He is currently employed as a Senior Systems Engineer at Raytheon where he is taking a career break from management to pursue his educational goals and focus on his family.

A Note from the ASEM President

Tue, 22 Sep 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

Pres. Release
September 2015

The final Pres. Release for my term of office. Somewhat bittersweet. The relief on the impact on my schedule being President is welcome. The constant awareness of leading this organization has been energizing. The fact that it is time to move over and make room for someone new is exciting. For me. For the Society. Geert Letens, the first, truly international president will be stepping in. I look forward to what he will do as President. He really understands growth, value and retention.

What if the term of office was longer, is a question I am sometimes asked. To a person, each of the members of the Executive Committee—Past-president, President, President-elect, Secretary, Treasurer and our Executive Directors—recognize that the term of office for President is really 4 years, and only one of those is with the official title. It truly is four years. Not much happens as President that is focused on one person. It is the Executive Committee that leads the ASEM. Each step in the leadership progression, from Secretary to President-elect is a process of preparing and supporting the President for her/his term of office. Once elected to Secretary, the process of being President begins. Once you've served with the title of President of ASEM, the following year continues with the work of making the President efficient and effective (thanks, Beth). And, to continue the work of promoting growth, value and retention. You continue to work as Past-president because growth, value, and retention are really the fundamental principles of ASEM as a member society. I think the rotation system works, and works well.

In EM, I think we call that either participative leadership, mentoring, training, or even a systems approach. In part or in whole, each is applicable. We try to practice EM in ASEM.

So, congratulations to Geert our 2016 President. And congratulations to Frances Alston, the 2016 ASEM Secretary. Frances won a very close election—the margin was ~2%.

And thank you to all our candidates. Stepping out for election takes a bit of courage. Being willing to serve takes passion for the ASEM. Serving as an elected officer takes a will to work. Thank you again all of our director leaders, elected and appointed, for your desire to move ASEM forward.

And thank you. Each member. Each contributor. Each sponsor. Each author. Each IAC registrant. When you were asked, you responded. Effectively. Efficiently. And thank you also to those who support your involvement in ASEM. Each of you have supported the growth, value and retention that is ASEM.

And a special thanks to all those who called or emailed in response to questions I've asked in past issues of Pres. Release. It is rewarding to know you read these. And, for what it is worth, I had a student who found one of the Pres. Release in blog form and read it. Thanks Trish, et al., for making that forum available.

You know management and leadership is not always lily pure in execution. If I've strayed from lily pure execution, I'm sorry. Engineering management/leadership is a process of smoothing bumps, jumping crevices and backing up and going around when you've hit a roadblock or done something stupid (is it okay to use that term?) and stretching yourself and those you manage or lead. It is a process of collaborating. No doubt I've not always done the right thing; not every 't' has been properly crossed. Not every 'i' has been properly dotted every time. I've always believed I've had the right motives.

Gene
2016 ASEM Past-president

"This is the way that it's always been done"

Tue, 15 Sep 2015 13:00:00 GMT

Change is a scary prospect for some folks. It signals uncertainty, the unknown, maybe a shift in the comfort level or even a complete displacement of everything familiar. Is that negative or positive? I suppose that matters on the person undergoing the change. People generally view weddings and births as happy events, and both are filled with change and expectation. I know folks who have lost their jobs and it turned out to be the best thing that ever happened for them. Everything in life presents an opportunity to learn, and change can provide a very big lesson.

How we handle change can be a defining characteristic. To paraphrase Darwin, "Evolve or die." Change is a powerful motivator and can become critical for survival. In spite of our fears and misgivings, change becomes a significant catalyst in determining who we are as leaders, managers or even plain old humans. The people that roll with the changes or even embrace the opportunity to shift directions are often viewed more favorably and lead more effectively.

I read a post on the Lean Enterprise Institute about how change is as much about the messenger as the message, and I think that's an important point to raise. Similarly (and I'll have to dig this one up), I read an article that suggests we're more against or in favor of changes based on who is driving the shift. That's a powerful consideration, particularly when we view ourselves as change agents and leaders. How far will you and your suggestions go if your message fails upon delivery?

As a consultant, I'm accustomed to being viewed as the Bringer of Change (or Chaos, depending on your view). Consultants generally are not hired when everything is going well. That's not to suggest that we only come in when there's trouble, though that is a common perception. Good or bad, the main reason that consultants are contacted is because something needs to be transformed. And that, Gentle Readers, can be a frightening prospect for many. When the truth is told, though, I can be just as averse to change as anyone else. I like being able to plan and anticipate results. Surprises are not always welcome. We are, after all, creatures of habit (good and bad).

But no one has ever innovated anything without a heaping dose of something different. Fluidity makes for interesting outcomes. Being dynamic means being open to other possibilities, sometimes with great success and reward. Granted, it's not guaranteed, but I haven't seen much evidence of someone being wildly successful without some evolution in the process. As painful as it may be, change is inevitable. Some may say that it is the only constant. Whether you love it or loathe it, it is typically a force that we have to contend with. While it may be more than we can effectively influence, it's how we adapt and adjust that dictates the result. Being stubborn is akin to becoming brittle, and everything in that state has a breaking point. Flexibility and diversity assures a stronger species and often a more resilient person.

How do you face change? How do you deliver the message in the face of uncertainty or fear? Can you overcome your own aversion and successfully bring about a positive outcome? What are the tools or approaches that help you do that? We can all benefit from an exchange of ideas, so share them here or in our other social media locations. As leaders in engineering managers, we can all benefit from learning to be an effective messenger.

Image credit: http://www.freedigitalphotos.net/images/popular-images.php

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

Owning Up - Have You Seen It?

Tue, 08 Sep 2015 13:00:00 GMT

As someone who views life - work, in particular - as an opportunity to watch and learn, I've noticed that some things consistently grab my attention. Often it's how a manager leads a project or team; whether or not it was actually successful, how the people around that person interact or even how the effort is structured and planned. Everyone does things a little bit differently, which can affect the outcome. I've had my share of positive and negative project experiences, as have most of us. Sometimes you know right off the start that the project is a train wreck waiting to happen, and other times you can almost watch the project avoid the collision and get back on track. If you aren't too deeply embedded in the project, it can be fascinating to see all of the parts come together.

What comes after the project is often a character-defining process. One example where I've seen this is how the project is evaluated after the work is completed or canceled. I have participated (grudgingly at times) in post-project reflection sessions, also known as Lessons Learned or Project Post Mortems. Don't get me wrong; I believe in the power and value that these exercises can bring. Can bring, as in potential results. However, it has been a rare occurrence in my experience to actually see these sessions executed effectively. Some of these meetings have been too high-level, too 'fluffy,' too "I don't want to cause waves, so I'm holding back" in tone for any real evaluation. There is nothing to learn, of course, if the details aren't communicated and shared.

That said, I'd still rather have a session like that, versus some of the more abrasive and almost combative meetings that I've attended. In those exercises, blame is assigned and punishment is meted out. When that pattern is more of a trend than a fluke, it's no wonder that attendance can be light. People generally avoid painful confrontations, particularly when it comes from familiar sources.

Imagine this: What if the project leader stepped forward, accepted responsibility and maybe even apologized for the project's outcome? We have all read the articles where great leaders are defined as giving the team credit for success and solely taking blame for failure themselves, but does that really happen? OK, sure, I've had project leaders thank the team and outwardly acknowledge the team's role in the success of the project, but rarely - nay, never - have I experienced a leader taking the heat for a poor performance. Like many of us, there are excuses (see the previous ASEM blog post) that are put up as valid reasons to explain shortcomings and mistakes. It happens and it's not surprising. After all, leaders - like the rest of us - are human.

The wheels started turning for this blog after I read a posted article about apologies and great leaders. It was an interesting piece; well written and thoughtful. But I had a hard time finding an example in my experience where any of my leaders had sincerely and wholeheartedly apologized in a way that made me think of them in a positive light. I can think of a number of times where an apology was warranted. There were also a few mumbled attempts at apologizing. The behavior that I've seen most commonly has been little more than a shoulder shrug and an offhand "Hey, it happens" sort of retort that does little to build relationships or garner respect.

As you face down a new workweek, maybe it's time to think about what you see and wish to see from the people leading your work. Are you waiting for the admonishments to come rolling down on your team? Or maybe you won't hear anything - positive or negative - and you'll be left wondering how your work is perceived? Perhaps you have a manager that needs to be the bigger person, to own up to the responsibility for the outcomes? And what, dare I ask, if we are the manager where this critical eye should be pointed? Are we ready to shoulder that burden and make the hard decisions?

I'd love to know more about your experiences. Please share your comments below or reach out via social media. I'll close with this thought: "Success on any major scale requires you to accept responsibility. In the final analysis, the one quality that all successful people have is the ability to take on responsibility." ~ Michael Korda, Editor-in-Chief, Simon & Schuster
Image credit: New Old Stock (http://nos.twnsnd.co/)

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the MEM program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

What's Your Excuse?

Tue, 01 Sep 2015 13:00:00 GMT

I spent some time today looking through blogs from some of my favorite writers. The blogs I follow are an eclectic mix that lean toward technology and management. Sure, I have a few knitting blogs that I read, as well as one that my friend - a California naturalist - posts to regularly, but most are related in some way to management. Go figure, right?

Today's message popped out for me while reading Johanna Rothman's blog, "Create an Adaptable Life." She writes about management consulting and coaching, as well as other interests in her life. Like many of us, she has encounters people and things that provide challenges to overcome. While reading her most recent post (26AUG2015), I came across this nugget that resonated with me.

"I make excuses for myself when I doubt my actions. I suspect other people do, too. For me, that's time to change my mind."

Hmm; yes, I can agree with this. What I can't always do is identify that I'm doing it, which is why Johanna's words struck a chord with me. I mean, some of us *raises her hand sheepishly* are veritable excuse-making machines. But it hadn't occurred to me WHY I'm making the excuses. She continues making her point, adding to my understanding:

"I often think about whether my actions are congruent with my values. I find I get angry (mostly with myself) when I’m not living according to my values. I suspect that when people feel they need to make excuses to me, they are not behaving in a way that is congruent with their values."

Wow. There's a lot of truth in those statements. I mean, no sooner is the excuse out of my mouth and I start to feel a bit off. It's almost like a lie, which, at its foundation, it is. You are lying to yourself when you aren't embracing and espousing your convictions. Why is the truth so hard, particularly to myself? Her next lines are where it really comes home for me.

"Doubts (or excuses) can be useful for us. They tell us when we are not being true to ourselves. We can listen to our doubts and select a different action. We can adapt. We can change our minds and then our actions."

How very empowering! By listening to yourself, you can actively address the situation and make the change(s) necessary to bring our ideas into alignment. In fact, I suspect that the more this exercise is performed, the better we can become at recognizing the excuses that others make toward us as well.

Not to drift too much from this topic, but I recently read Dr. Carol Dweck's book "Mindset: The New Psychology of Success." I have been thinking about how a change in mindset can affect a person, and that is likely how I was drawn to Johanna's ideas about truth and making excuses. It's pretty neat how those concepts come together at a few points to reinforce our abilities to see, make and appreciate change.

Now, if you'll excuse me, I have more reading to tackle. In fact, you can join me, because the 2015 IAC schedule is up and ready for you to review. Just looking over the itinerary, I'm already looking forward to being in Indianapolis in October!
Image credit: http://www.gratisography.com/

The IAC is Just Around the Corner...

Tue, 25 Aug 2015 13:00:00 GMT

The deadline for early registration has passed, but there's still time to register for the ASEM International Annual Conference (IAC). The theme is "Driving Change: An Engineering Imperative. I hope to see you there, enjoying all that the city of Indianapolis can provide while spending time with fellow engineering management professionals.

Why should you go? There are a number of good reasons. It's a terrific way to network with other engineering management professionals. You can also learn more about the topics that compel engineering managers though their papers and presentations, as well at the keynote speakers.

The IAC is a great place to earn continuing education credits for the ASEM and other similar organizations that offer certification. You can also meet the board members and directors that are leading the ASEM into 2016 (and even step up for more involvement yourself, too). More information about the conference is here at the ASEM website.

Personally, I'm looking forward to seeing the people that I've met at past conferences AND making new friends. The people that attend, to me, are the highlight of the conference. You can read some of the blogs from last year and see what I mean. It's a great way to learn and share in the the enthusiasm that is engineering management.

A Note from the ASEM President

Mon, 17 Aug 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

I’ll start with a quote that’s making the rounds on Facebook:

“…you can’t separate your successes from your failures until you look back, and even then, there’s not much point in putting each into a separate column. It’s all a part of whatever path you’re on.

But don’t misunderstand me - that path is not laid out in advance - at least not in my opinion. I don’t believe that, “everything happens for a reason.” I think we make our own luck, and the only real failure is the failure to try.”
~ Mike Rowe, Syndicated TV Host

My granddaughter accuses me of being part fortune cookie. When she asks a question, I want to reply with some pithy piece of Solomon-like wisdom. I confess, I still enjoy the book, “The Further Sayings of Chairman Malcolm”, a compendium of wisdom quotes pulled from Forbes magazine when Malcom Forbes was editor.

Often in my classes, I’ll encourage students to find and absorb Winston Churchill’s commencement address, October 29, 1941 to the Harrow School. Somewhere in the middle of his two-page text is the part I want them to absorb. “…never give in except to convictions of honor and good sense. Never yield to force; never yield to the apparently overwhelming might of the enemy.”

I still (re)read the book, The Go Getter, by Peter Kyne from time to time. It’s out of print but when I find copies, I buy them and give them to folks who are already demonstrating a never give up attitude and need some reinforcement. Sometimes greatness deserves a push.

And so with that, you can know, I will never give up on promoting ASEM. It’s vision. It’s purpose. It’s members. It’s supporters. We will change and move to support the discipline or profession as the case may be. And still, our passion for who we are and what we represent (thanks Bill Daughton) sustains us in the tough times and keeps us humble and full of respect when times are good.

And that is why I encourage all of us to grow the ASEM by inviting others to join, individuals and organizations-academic, profit, and non-profit.

That is why I encourage all of us to seek ways to add value to ASEM and to push ASEM to provide value to all of the Society’s constituents.

That is why I encourage all of us to continually renew our support for ASEM.

What is it that draws you to ASEM? To use failure as a stepping stone? To never give up? To always be a go getter? Send me a note and let me know, please (dixone@ecu.edu).

Oh, by the way, membership numbers are up. Thank all of you. Please, continue!
Gene Dixon
Image Credit: https://pixabay.com/

Why Do You Want to Be a Manager?

Tue, 11 Aug 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

I still remember the first question my professor asked me on the first day of the first management class I ever attended like it was yesterday. He asked a simple question: “Why do you want to be a manager?” Several students, myself included, raised their hands and gave a reply. After a few answers the professor made a statement that stuck with me ever since.

His reply to the students was “If you do not want to make a lot of money then you should not be a manager.” When I heard that I was stunned. Stunned because I sincerely saw management as a way of doing what I felt I did best. I wanted to help others be the best they could be while empowering them to do great things. I always felt, even as a bright-eyed young student all those years ago, that making money was the RESULT of being a great manager and not the reason. As I continued to study management I continued to be passionate about the potential that management, when performed correctly, can transform organizations and change people’s lives.

Yet my experiences within the management discipline have only served to reinforce what my professor said. I see many organizations filled with people who use management as a means to further their own career with little or no desire for the actual art of management itself. People who climb onto the corporate ladder with nobody to teach and be a role model for them by reinforcing the theory that management is a responsibility and not a right.

Yet, I do not blame them in one sense. Many organizations create a structure focusing on the short-term and physical without any understanding of the “things that are unknown and unmeasurable” as Deming would say. Managers within these structures become parasites seeking self-satisfaction only serving to chase short-term goals for extrinsic reward at the expense of those around them. People in these organizations become unmotivated feeling that they can be replaced at a moment’s notice. Is it no wonder that morale within organizations is at an all-time low? A recent study showed that 90 percent of employees felt that they could do their job better if there were no management in place. This in my opinion is truly a shame, as these individuals have never seen the power of management to achieve extraordinary things.

If there is anything I could ask of all of you desiring to become managers is to ask yourself the same question I was asked all those years ago. If your answer to this question is similar to mine then I ask that you explore ASEM and find people to help you find your passion. ASEM is truly wonderful in that there are people of all walks of life and experience available. And, I would argue, most if not all of the members are willing to help you where you want to go. I ask all of you to be a part of the transformation that management so dearly needs. And, if you are one of those in position to help people about to start the climb towards management I ask that you be the catalyst for change and be the example that they can learn from.
Image Credit: https://pixabay.com/en/tie-necktie-adjust-adjusting-man-690084/

Engineering Design and Customer Expectations

Tue, 04 Aug 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

I recently had an experience with a computer peripheral manufacturer that reminded me of how engineering perceptions affect customer satisfaction. I decided to return a computer peripheral to the manufacturer as it was not compatible with my operating system, something I learned only after plugging it into my computer. The manufacturer had a self-stated “no questions asked” return policy. I called their help line whereupon I was asked why I was returning it. I gave them the reason and my email address and personal details whereupon I was told that I would get an email with the means to ship the item back for a refund. What I got instead was an email stating that since the item was being returned due to an incompatibility issue and not due to a defect I was not entitled to a refund. The email also stated that the compatible operating systems was listed on the website therefore they were not at fault (a check of their website found the operating systems listed as a link to a separate page itself).

In all fairness I confess that I am partially to blame for not understanding the operating system requirements (even though I have bought numerous peripherals for operating systems that are not stated and which work perfectly fine) but the manner in which this was dealt with gave me the impression that the organization was looking for a reason not to give me a refund. I had one organization I purchase accessories from who actually sent me a replacement item after I damaged it due to my own actions. Organizations have flexibility in how they view their policies and as an extension their relationship with their customers and interactions such as these highlight how the organizations themselves are designed to address customer needs.

A tendency in engineering design is to identify a particular set of specifications and then build to that while ignoring all else. Any inconsistencies that do not fit within the specifications result in rejection of the part (if it is a part of their design) or as a means to defend themselves against customers requiring something outside of identified specifications (or as a means to charge them for something outside of the specifications). This is especially true in the defense industry where strict specifications are flowed to engineering from the customer, usually someone far removed from the individual that actually has to use the system.

The problem with this approach is that it poses a risk of providing products or services that customers actually do not want. This was true of the American automakers in past decades that designed vehicles that nobody wanted. Deming would say that one could build a product with the highest quality yet still go out of business if the product is not what the customer wants. The opposite is also true; one can have the best product design possible yet still go out of business if the organization cannot manufacture it efficiently. Organizations that operate by upholding strict specifications send a message to customers that they know their needs more than they do.

The answer to this dilemma is complex and unfortunately outside of the scope of a blog but can be found through quality philosophies such as Deming and Theory of Constraints that aid organizations in improving how to understand a customer’s needs and then delivering it as quickly as possible while maintaining a level of flexibility to learn from evolving customer needs. Organizational culture must also be addressed by developing policies encouraging open relationships with customers. A flexible engineering strategy, although more costly in the planning stages, can provide increased profitability through longer-term relationships with customers providing both improved product design and potential for new product design discovered through interactions with the customer.
Image credit: http://www.freeimages.com/photo/engineering-plans-1-1237382

Closed-Loop Mentoring

Tue, 28 Jul 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

A recent conversation with some colleagues reminded me of how mentoring can begin with good intentions yet fail to provide the desired results. One scenario in particular is where an individual is assigned a mentor by a manager to learn skills they are either deficient in or have not been exposed to. The individual being mentored in this scenario goes through mentoring with the mentor only for the manager to find out that the individual has not (or cannot) learned the skills required. In extreme situations this goes unnoticed until the individual that was mentored (I will call them a mentee for lack of a better word) is placed in a position where their deficiency becomes apparent. This occurs most often in my experience when “high potential” individuals are identified for management but fail to learn the skills required to be an effective manager.

A key part of mentoring that is readily agreed is identifying exactly what the mentee requires mentoring in. This is not, in my opinion, a steadfast list but instead is a starting point to focus the mentoring and to identify with the mentor what the individual being mentored (mentee?) is expected to learn. This list can be modified as required but generally at the agreement of (at a minimum) the mentor and the mentee, especially once a relationship has been built between the two and the mentor understands the capability and motivations of the mentee. What is missing in many cases of mentoring is a “closed loop” between the mentor, mentee, and the person the mentee reports to so that the manager understands progress and (which in my opinion is more important) the motivations and desires of the mentee itself. This closed loop approach allows the manager to shift career emphasis away from what the manager expects (and sometimes needs) towards one that takes into consideration the mentee’s desired and most capable career path (this is not to say that career paths are static; much like learning paths a career path can seem random at times, especially early in one’s career as the individual learns what they want to do). One of the greatest harms I have seen to an individual’s career is being placed in a position that does not suit either their skill set or internal motivations, which can lead to long-term negative consequences for not only the mentee but the team and organization as a whole.

Including all stakeholders into a mentoring plan periodically allows everyone to make effective decisions. Closed loop feedback allows the manager to better understand the mentee and guide them towards career moves that best fit their intrinsic motivations. Mentees benefit by identifying their strengths and weaknesses and steering future opportunities towards these strengths. Mentors benefit also by focusing their precious time and energy towards mentoring that benefits all parties.

On a closing note, I have found that there is some confusion regarding differences between coaching and mentoring. Coaching and mentoring differ such that coaching is directed by an outside party (i.e. a manager requiring employees to learn certain skills) whereas mentoring is directed by the mentee. Because of this distinction it is important that mentors are responsible for their own mentoring. Without this responsibility the mentee will potentially lack the intrinsic desire to pursue learning.
Image credit: https://pixabay.com/en/road-sign-town-sign-training-skills-798175/

A Note from the ASEM President

Tue, 21 Jul 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

July 2015 Pres. Release

It’s hot in the Southeastern US. Probably hot where you are too, if you’re north of the equator. Ted said it was dry in Alaska. It can be hot there, too. For those in the southern part of the world, I trust it is not too cold. Seasons change. We change, you and I. ASEM changes too.

We’re growing is some areas. We’re falling back in some areas. We can see that when the metrics tell us we’re falling back in some areas. We know when it is time to grow when demographics change or new missions evolve. Then it is time for new objectives, new strategies. That takes thinking, planning and work (my favorite four letter word, a phrase recently coopted by a major industrial supplier).

When undertaking strategic planning for ASEM it is important to consider our constituents. I’ve been thinking about constituents lately. ASEM members. Practitioners – engineering managers. Aspiring engineering managers. Students. Researchers. Your organization(s). Your employer(s). Universities. Suppliers. What is it that should be considered in an updated ASEM strategic plan that is important to that constituency? What is important to you?

The ASEM Executive Committee is starting to consider a new strategic plan. We haven’t updated the current plan in a few years. It is time to review and renew. What would you suggest be considered?

With strategic plans comes tactical execution and operational level actions leading to mission completion. These represent opportunities for every part of the ASEM constituency to invest in the Society. Will you?

Just an aside. I was talking to Angie at ASEM HQ yesterday. She’s all fresh and back from holiday. Angie’s impressive to listen to. Her first words to me were, “It’s great to be back home.” And then she talked about ASEM and the people that make it work. She told me about the wonderful experiences she has had working with each of you. The different personalities. The challenges of moving headquarters. And the transition seems to be coming to an end. And then she talked again about the great experiences she’s had working with ASEM members. That would be great to capture in a strategic plan somehow. I think she is great to work with too. Give her a call. Tell her thank you. See if her infectious enthusiasm for ASEM rubs off on you. And, please don’t let on that I asked you to do that.

And, really, I do want to hear your thoughts about ASEM. The mission. The vision. The strategic focus of this member driven, member-operated society that speaks for engineering management around the world. Is it growth? Is it value? Is it retention? Is it 2500 members? Is it 5000 members? Is it 100,000 members around the world? Is it solid research with a focus on practitioner application? Is it practitioner experiences that drive research? What is important as we think about ASEM’s role halfway through this decade and planning for the next? What do you think we should be planning to make ASEM standout as service to the engineering management profession?

While you’re at it, why not ask someone to join ASEM today?

I’ll see you in Indy!
Gene
2015 ASEM President

Image Credit: https://download.unsplash.com/photo-1433840496881-cbd845929862

What do Engineering Managers Want?

Mon, 13 Jul 2015 13:00:00 GMT

I had an interesting conversation with a pair of engineering managers a few days ago. It was our task to come up with ideas for future group meetings and other ways to bring people together. We were chatting over coffee and brainstorming about what topics would appeal and engage other engineering managers. The discussion went on for nearly an hour and we came back to two notions (among the many we postulated) over and over.

We felt strongly, based on our own observations and feedback, that there is a need for newer engineering managers to find mentors or guides to assist in making a successful transition to management. While it's true that some of us have the benefit of educational or training tools to help us get the work done, that isn't always enough when you're wondering how well you're doing. Or when you encounter a challenge that isn't so "textbook" in nature. Or when you're considering if engineering management is even the best path for you.

Someone with experience in the field can lend ideas, validate our feelings and help us consider alternative methods. As the proverb states, there is no substitute for experience. The people that we talked to in earlier sessions repeatedly expressed a desire to meet experienced engineering managers. Admittedly, while it is fortunate to have a clear interest expressed, we were at a loss when we tried to identify these individuals. Our list of names was pretty thin; what to do?

As for the second concept, we each agreed that networking was a high priority as well. Here in the Twin Cities, the job market is big enough to move around, but not so big that you won't bump into familiar faces. Many opportunities are announced via word of mouth, so having a good network is vital to keep on top of the changes. Of course, LinkedIn and other social media outlets are great tools to use, but you still have to find these people in order to network with them.

You can see where our ideas were not mutually exclusive. In fact, we were excited to think that we could effectively tackle the second item by working on the first. And while that may seem effective and efficient, it is by no means a small or easy task ahead of us. We each agreed to turn to our own networks and try to find the people to help us address both needs. For me specifically, that means reaching out to some of my fellow cohort students and maybe even some of my professors in an effort to identify experienced engineering managers in our area. I’m happy to keep in touch with these people and see what suggestions they have to offer.

Ask yourself, as someone active or interested in engineering management, what do you want? Do your needs align with what our conversation uncovered? If so, how would you propose to locate and tap into these experienced resources? If not, what would you add to the list of needs? I look forward to seeing your comments and feedback here or at any of the ASEM social media sites. After all, would you be reading this if you weren't looking for something?
Image Credit: https://download.unsplash.com/1/bag-and-hands.jpg

Differences Between Specification Limits and Control Limits

Tue, 07 Jul 2015 13:00:00 GMT

Author: Frederick (Ken) Sexe

As engineers we deal with specifications every day. As a result most of our efforts are focused on meeting specifications as a means to meet customer requirements. Yet there is one other set of limits that are just as important as specification limits but for different reasons.

Taiichi Ohno defined these succinctly: he defined process limits as “the voice of the customer” and control limits as “the voice of the process”. Specifications are derived through actions taken to identify and quantify customer needs and apply them to the design. Control limits can only be defined through statistical process control methods that identify how the process accomplishes its intended purpose. This distinction is important as they both provide different information and are defined in different ways.

It sometimes occurs that specification limits are treated the same as control limits and vice versa. This assumption is dangerous as it assumes that the customer requirements are identical to process performance. It can also give a false comfort by providing a false impression that as long as the process operates within customer requirements that it is under statistical control. A process can operate within control limits yet not fulfill specification limits and vice versa; this distinction is crucial because the actions taken to improve the system are different for each scenario. Taking the wrong action based on a flawed assumption can cause more harm to the performance of the process than before while masking other problems influencing the process overall.
Image credit: www.shmula.com

A Quick Note on ASEM Involvement

Tue, 30 Jun 2015 13:00:00 GMT

"Be the change that you wish to see in the world." ~ Mahatma Gandhi

I've said this and tried to live this in my work. A bit of background: I work in IT Quality Assurance. I have a strong sense of best practices and repeatable process. That said, I enjoy change (well, as long as it's not my paycheck, password or daily routine) and I try to be that change advocate. After all, only through change do you achieve progress!

So here you are, reading an ASEM blog; what can you do to be a part of the change? It really depends on your level of involvement.

Maybe you will attend a webinar or join the LinkedIn group. But wait, there's more! How about sharing a post at LinkedIn? Or maybe commenting on a post at Facebook?

Yes, I'm simply scratching the surface here. I know there are people - the movers and shakers - that have even bigger ideas.

Have you thought about certification? Maybe you're working on your BSEM, MEM or a higher degree? There are so many ways to participate and lend your knowledge to the efforts. You might consider going all out and traveling to Indianapolis. After all, I truly hope to see everyone at the 2015 IAC Conference.

For a really big splash, how about volunteering? You can step up and participate in how ASEM is structured and goes forward. The committees of ASEM always have another place at the table for new thoughts and ideas. I realize that it may seem like things are slowing in the summer months, but nothing could be further from the truth. There are always activities that need input and enthusiasm!

Think it over; are your ideas running wild? I hope so. There are a lot ways to get involved. I hope that you do, because I want to hear your ideas for change.
Image Credit: https://download.unsplash.com/photo-1414788020357-3690cfdab669

Tricia Simo Kush is a certified Professional Engineering Manager with a background in Information Technology and a goal to take her career to a higher level through Engineering Management. She graduated from the Master of Engineering Management program at St. Cloud State University in 2010. To her, Engineering Management is a fascinating mix of technology and business, people and process. She is constantly seeing the ways that Engineering Management spans many industries and helps everyone to become effective leaders. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

A Note from the ASEM President

Tue, 23 Jun 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

June 2015 Pres. Release

Here I am. Sitting in another hotel room. Its 5:00 AM and the sun is reflecting on the e-glass of a nearby high rise like a thousand mirrors showing the skyline of buildings in a revers image. Just like they are now. Like they were yesterday. And if the fault zones cooperate, like they will be tomorrow.

When I’m looking at mirrored windows, it seems I’m always trying to pick out details. What features do I recognize? Was I near there yesterday? Should I go there today? Recognition is an interesting phenomenon.

ASEM thrives on recognition, I believe. We should look into the mirror reflecting our society and try to recognize where the contributions are being made. Who is making a difference?

I believe every member is making a difference. And it is every member who offers that reflection of service that makes ASEM grow, and brings value to all members of ASEM. It is every member who helps us retain our members. Thank you. Each of you.

There are some members who are doing beyond-the-norm. Reaching. Stretching. Growing; self and society. We should reflect on them and how they add value to ASEM. You can do that. Recognize them, I mean. Here’s my request. Go to www.asem.org click on awards and reflect back to the society what you see reflected in those individuals who are working to make ASEM a better value for all of us.

Metrics are like reflections in a mirror. Recognition of members is a form of metrics. We need something to show us—remind us—of where we’ve come from and how we are doing. Metrics show us if we are on the right track. Going the right way. Growing or falling behind. Do we reflect on newer members stepping up to random acts of leadership? In practice. In research. In learning.

What are the important metrics for ASEM for you? Maybe it is some measure of growth? Or value? Or retention?

A growing society is a living society that provides value to new and retained members. What growth metric reflects a vibrant ASEM? Could it be 250 additional members between now and the 2015 IAC? Maybe 2020 in 2020 to adapt a thought from EMJ Editor Toni Doolen. Or more. If we each ask someone to join us, we could. We should.

For value, increased IAC attendance and EMBoK or Handbook visibility means we have products that students and professionals value. Get it? Got it? Then use it; sell it.

For retention, steady renewal of your membership. And mine.

Metrics are the mirror that let us recognize growth, value, retention. Metrics let us know how well our practice of EM informs EM research and how EM research informs the practice of EM (thanks for that feedback, Jesse Kamm).

- Gene
Image Credit: https://download.unsplash.com/photo-1431095453609-39248a38138e

Designing for Consumption

Wed, 10 Jun 2015 01:00:00 GMT

Author: Frederick "Ken" Sexe

The King Gillette Company had a problem when they first introduced a truly disposable razor in the 1960s in that the disposable razors actually lasted as long (and in some cases longer) than more expensive razor types. A solution to this dilemma was to introduce a colored strip on the top of the blade casing as a means to signal when the blade required replacing. This allowed the company to increase consumption of the cheaper blades by encouraging replacement based on something other than the life of the blade itself.

There are several ways to increase consumption in a product. One way is to introduce a mechanism that signals a need for replacement at a particular time (an example being the “service engine” light signaling a need for servicing based on a certain number of miles or kilometers driven). A product can also be designed to last a certain amount of uses or time before requiring replacement (an auto manufacturer received bad press in the 1980s when it was discovered that the manufacturer designed automobiles to last a certain number of years before requiring replacement). Designing for consumption may provide short-term benefits but makes the organization vulnerable to perceived poor quality and competitors who may introduce products which may have the same or lower quality standards but a higher designed consumption level.

Designing for increased consumption also leaves an organization vulnerable to organizations that can use the tactic to either introduce a product with a longer life or advertise their products as higher quality. A manufacturer of printers made a conscious effort to increase consumption of their print cartridges by discontinuing older and larger cartridges and introducing smaller ones that printed fewer pages before requiring replacement. Their competitors responded in kind by advertising that their print cartridges actually lasted longer than theirs resulting in a poor perception by consumers that cost them loyal customers. In the case of the auto manufacturer that designed cars with a certain life expectance the organization earned the perception of having poor quality that allowed their competitors to take market share from them even though future models were shown to be of a higher quality.
Image Credit: http://photopin.com/free-photos/razor

Frederick (Ken) Sexe is a lifelong learner currently wrapping up his PhD in Engineering Management and Organizational Psychology at Northcentral University. His hobbies include challenging prevailing patterns of thinking that discourage new ideas while developing new ways to do things. He is currently employed as a Senior Systems Engineer at Raytheon where he is taking a career break from management to pursue his educational goals and focus on his family.

The "Cower Effect" and Its Role in Dysfunctional Teams

Tue, 19 May 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

I have recently began re-reading Abraham Maslow's seminal work on management Maslow on Management (which I feel should be required reading for anyone aspiring to be a manager). One of my favorite parts is a section on self-esteem in the workforce in which he explains the effects of authoritarian management on employees. These effects on workplace morale is also summed up very eloquently by a friend and mentor of mine, Robert Dickman, in his video about the damaging effects of authoritarian management styles of team morale which is definitely worth viewing.

Authoritarian management works by placing significant power in the hands of an authoritarian (usually a manager) who then wields his positional power to ensure that those assigned to him pursue actions that meet the organization’s goals. The problem with authoritarian management, Maslow notes, is that the employee will counteract this power imbalance by acting "with hostility and vandalism" at its worst but typically in very subversive ways. Employees do this, Maslow also notes, because authoritarian management robs the worker of dignity and self-esteem and as such creates an imbalance the employee attempts to counter. These actions are initially very subtle (such as only doing what is assigned to them or neglecting tasks that are less visible but which have a significant impact on team performance) but eventually begin to erode team performance such that the authoritarian begins to wield his or her power even more (and thereby feeding a vicious cycle in which team morale is destroyed and the team becomes dysfunctional). The authoritarian manager begins to view these passive yet subversive actions with confusion, anger, and then frustration as the manager begins to think that the team is so dysfunctional that they need even more direct management from them to do their jobs. In cases where the manager micro-manages the team the manager suddenly finds themselves taking on more and more of the important tasks their subordinates are assigned as subordinates begin to do less and less.

This effect is especially damaging in teams requiring high collaboration such as engineering cross-functional teams where behavior within and between teams becomes competitive. Over time, as Robert Dickman succinctly notes, problems or opportunities seen by one team will stay hidden as each team is reluctant to bring up problems in a bid to avoid punishment. The team as a system will suddenly become suboptimized with tasks such as knowledge sharing minimized to only that which the team members are rewarded (or threatened) to do.

An unfortunate by-product of poor management is that employees begin to become risk adverse, using company policies and procedures to protect their actions. This behavior results in employees doing things only "by the book" as they feel that taking what is perceived as a risk exposes them to either further harassment or abuse by the manager or (even worse) being laid off. These employee actions can even result in behaviors that degrade the organization as their loyalty to the organization begins to shift. It is hard for many managers to understand that employees do not have the same stake in the organization as the manager and as such the employees actions will be seen by the manager in a confusing light, especially when the employee's action run counter to the needs of the organization. It is key to understand that it is not the manager's perception of his own management style that matters but how employees view the manager; this is especially true in teams that develop a shared understanding of the manager and subsequently the organization that is negative and corrosive.
Image credit: http://www.imcreator.com/free/business/mac

A Note from the ASEM President

Tue, 19 May 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

May 2015 Pres. Release

I’ll call this one, The Taming of the Skew. Yes, it’s a parody of one of Shakespeare’s plays made famous by Richard Burton and Elizabeth Taylor.

Last week I had the distinct pleasure of working with The US Navy’s Senior Leadership Development Program (SLDP). I was providing training for civilian leaders working in the Navy’s system of warfighter support. These SLDP participants are good, intelligent managers who know the Navy’s needs and know how to support the women and men on the front lines protecting freedoms. These are managers who want more tools to support their work for their country.

It was one of the better classes, I’ve had with the SLDP. This was a group who wanted to learn. They wanted to know how to better lead their organizations. The biggest gap for me; they were all IT. I don’t speak IT. I do however – with pride – speak engineering management. The behavioral side of EM.

As I worked with them for three days of training, the message continued to be that one approach is not universal. Context may dictate whether to think in terms of Situational Leadership, Ginnett’s Team Leadership Model, the concept of leader-follower-purpose or any one of the many tools we EM’ers have at our disposal. The message was also, practice. Keep trying. If team effectiveness is needed, if work place effectiveness is needed, if motivation is required, practice until you get it right. Dynamic leaders of all ilk need to practice their craft to provide the systems and structures needed to get the work done. In the end, it is all about people. Don Tippett taught me that many years ago. Thanks, Don.

So today, home alone, I went to the shop behind the house to learn to use a skew (google it) on my lathe. Everyone says the skew is not something you learn, it is something you practice. I’ve read the books. I’ve watched the videos. I’ve made a lot of splinters. Today, I just went to the shop, put a piece of pine in the lathe and started making splinters. Then scrapings. And finally, shavings. I practiced until today, I made shavings. The woodturner’s nirvana is shavings. I practiced and practiced until I finally hit the sweet spot of the skew. Beads, coves, and roughing. All by making shavings. I also learned a little about sharpening the skew. Today I tamed the skew. For now. Today and from now on, I have to practice.

The skew, when used properly, minimizes the need for sandpaper. Sandpaper is what you use to get rid of the rough edges. A smooth finish with the skew means less money for sandpaper and a quicker path to finishing.

And then the epiphany. EM has many tools of effectiveness and efficiency. EM is the mark of productivity tools for managing knowledge workers. Using our tools effectively is more than training. It takes practice. We sharpen our tools with research. We use our tools in practice. We improve ourselves as engineering managers when we listen, think and work with...our people. We improve with practice.

Like doctors “practicing” medicine. You and I, we practice engineering management. Something we do. Something we share at the IAC. Tools that we can teach to others. Tools we learn to demonstrate by being part of ASEM.

What tools do you use in practicing engineering management? What tools can you share at the 2015 ASEM IAC?

What tools would you like to learn? Chances are, in ASEM, someone is practicing what you need.

Today, I tamed the skew. Where can ASEM help you?
Gene
Image credit: http://woodwiz.org/Woodturning/woodturning.html

A Note from the ASEM President

Tue, 28 Apr 2015 13:00:00 GMT

By Gene Dixon, ASEM President

April 2015 Pres. Release

Every now and then I go back and look at my list of goals for life. Call it a bucket list if you would like but I think I’m too young for that. Bucket lists are for those with a short fuse. I’ve always had a goal to live to the ripe old age of 120. Okay, we don’t need that image.

Some of my goals are lofty ambitions, some maybe are cellar dwellers. Still they are important. To me.

Still, the achievement of my goals, and yours too I suspect, require some work (there, I used my favorite four letter word), some methods and tools, some thought. Sometimes our goals require support. Maybe some infrastructure. A system or two. And definitely a plan of action. All this represents a system for goal achievement.

At ASEM World HQ, there is a lot of work going on right now to improve your Society’s infrastructure. It was time. It was time for new systems to support our growth not only in the US but across the globe. When you see Geert Letens, Trish Simo Kush, Paul (Kauffmann), the other Paul (Componation) or Patrick Kush, ask them what is going on. They and many others like Executive Directors Bill Daughton and Dave Wyrick, the UAH support staff as well as Angie Cornelius are doing some great things to make sure we are positioned with the right tools and methods and systems to support the needs of a growing ASEM.

Growing ASEM? Sounds like a good place for a growth goal. I agree. And, trust me the ASEM Executive Committee has been discussing goals. And value propositions. And making sure we have the systems in place to support the needs of a growing society.

I also think about a vision for ASEM. I’d like to believe a vision is the predecessor to goals. And a vision sets the stage for strategy or strategies.

Ask me about a vision for ASEM and I’ll talk to you about a worldwide recognized voice for engineering management. A 10,000 strong diverse membership known for cutting edge EM research and respected for developing evolving principles of application for practitioners. I may speak about 100,000 ASEM certified AEM/PEM practitioners that are routinely called on to practice leadership, systems engineering and strategic management in solving the unsolvable with engineering.

I may even talk about resolving global issues and local problems with engineering.

But you didn’t ask.

I’ll ask you, though. What is your vision for ASEM? What systems and methods and infrastructure are needed? What goals will make that vision real? For you. For me. For ASEM. For the brotherhood of mankind.

I like goals. Let’s make a goal to meet in Indy for the ASEM IAC. It’s the ASEM 250!

Gene

In other news...

It’s time. The best part of ASEM is the network. Part of ASEM’s network is our awards program. We want to recognize you. We also want to recognize those members who are making contributions to ASEM. Log onto our webpage (www.asem.org) and click on the awards link. That will open up to a page to links to all of our society awards. Find the one that you are interested and learn more about making your nomination.

Also, President-elect Geert Letens is working with a committee to identify nominees for leadership positions within ASEM. If you would like to serve as an elected officer, contact Geert (geert.letens@gmail.com) for more information.
Image credit: http://www.imcreator.com/free/business/inschrijven-workshops

Analysis Versus Synthesis: The Two Styles of Thinking

Tue, 14 Apr 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

The intent of this blog is to provide a small description of both of these thinking methods with the hope that it spawns curiosity in others to learn more about how these thinking styles work. These theories can be found in several of Russ Ackoff’s books such as Ackoff’s Best and Systems Thinking for Curious Managers as well as on YouTube.

Conventional thinking can be separated into two different methods. Analysis is a reductionist method that involves studying an item by reducing it to its constituent parts and studying the behavior or properties of each part separately in an effort to aggregate an understanding of the whole. Synthesis is a systems-based method that involves understanding the role or function of the item within a containing system and studying how the interactions of the parts within it aid the item in fulfilling their role within the system.

There are frequent arguments as to which of the two methods is most effective. In actuality, each method answers different types of questions. Analysis is best for answering “how to” questions; for instance, if an individual needs to understand how a car functions the individual can reduce a car to its various components to find the answer. Synthesis, on the other hand, provides us with answers to “why” questions. For example, if an individual needs to understand why a car has wheels and not tracks the individual can look at a car’s role within the greater system (in this example, to provide reliable transportation on land) to understand why a car design has wheels (and why tracks may be more suitable if the role of the car within the larger system changes).

Understanding the role of an item within a system also aids in designing the enclosing system also (in this example, since the car is designed with rubber tires the containing roads system can be redesigned to take advantage of this fact). Synthesis is also a design-based methodology with several problem-solving and decision-making methods focusing on improving a system through an understanding of how each component interacts with others to perform the role of the system. Analysis and synthesis are complementary to each other and in some instances can be used at the same time (for instance, cognitive work analysis includes abstraction hierarchy which uses synthesis and abstraction decomposition which uses analysis). Analysis cannot yield understanding of a system yet synthesis cannot explain how parts within a system perform their role.
Image Credit: http://www.clipartbest.com/clipart-KTneaapjc

"Hidden in plain sight": a quick primer on visual cognition

Tue, 31 Mar 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

How much do you trust what your eyes tell you? Before you answer please take this quick test on selective attention. This video comes from the Visual Cognition Laboratory at the University of Illinois and Viscog Productions.

A recent newsletter from a friend and colleague of mine, Gwendolyn Galsworth, at www.visualworkplace.com reminds me that much of what happens in an organization occurs out of plain sight yet is critical for its operation. Problems within an organization can occur when decision-makers fail to extend their solutions beyond what they see to interactions ‘hidden in plain sight’ that may hold more effective solutions. The main strength of workplace visuality is in modifying the flow of workplace tasks so that reliance on visual cognition is reduced which in turn reduces the potential for visual cognition errors such as selective attention.

Most people do not see the gorilla in the video even though both videos had the same gorilla walking through it. Why is the gorilla not seen the first time? Because the mind filters what it sees by focusing solely on the white jerseys while ignoring everything else (and since the gorilla was the same color as the other people bouncing the basketball it was subsequently filtered out). When the video is watched the second time the mind removes the filter created by the need to count white jersey basketball player interactions.

Two examples illustrate how selective attention can manifest itself in an engineering team. A major engineering company had an instance where a serious flaw outside the inspection criterion was constantly overlooked during inspection. The solution implemented by management was to increase inspection of the part in question by adding an inspector. Subsequent inspections increased the number of parts identified with the flaw caught but the total number of systems avoiding detection still remained high because although they were each assigned to inspect a certain thing the two inspectors did not see flaws missed by the other inspector. Engineers faced with a design flaw with a power supply in an avionics system focused solely on electrical solutions until a young mechanical engineer challenged the predominant thinking by considering it as a thermal issue. Subsequent testing resulted in identifying a way to improve cooling requiring significantly less redesign than any of the electrical solutions required.

An individual, when faced with a problem in his immediate workplace, views the problem based on his or her perspective while ignoring any other solutions. Organizational roles in which inspection is used as the source of quality become suspect as relying solely on inspection increases the possibility that individuals responsible for inspection will overlook problems outside of their inspection criteria. This is especially true of "good" parts that may pass inspection yet may cause problems elsewhere in the design they are a part of.
Image credit: http://www.imcreator.com/free/objects-items/buzz

A Note from the ASEM President

Tue, 24 Mar 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

March 2015

It was cool. Very cool. At the Alexander that is. Site of the 2015 ASEM IAC. The ASEM Board tried to meet there earlier but the country’s snow bound status made it difficult for several members to attend. Still it was cool. Not just the temperature. This is a concierge level hotel, with great spaces, great meeting rooms and a great location. Minutes from the heart of Indianapolis. Steps from great restaurants. Within eyesight of Lucas Oil Stadium, Bankers Life Fieldhouse, Victory Field, and a great museum (okay, I did pick up an Ansel Adams print there). It was cool. You should plan on joining us for the 2015 IAC, Driving Change: An Engineering Management Imperative. There is something else special about Indy...maybe I’ll think of it later.

ASEM is pleased to have started an initial collaboration with the Chinese Academy of Engineer’s Engineering Management Division. This division is comprised of over 200 renowned Chinese engineers who are the leading thinkers in Chinese engineering management. They have over 200,000 EM students at the college level. Their flagship magazine, Frontiers of Engineering Management is a relative new publication that is published quarterly. The FEM has opportunities for authors to publish internationally. The FEM is also seeking reviewers and associate editors. This is a great added value for ASEM members to engage with EM specialists from across the globe. Several ASEM members have been invited to China for the Engineering Management International Summit Forum in Guangzhou China in May of this year. Part of this visit will include détente on furthering the relationships that are forming between ASEM and the CAE’s EMD.

Here’s something for you. Be on the lookout for a special opportunity to get your own ASEM EMBoK.

If you are interested in participating in any of the opportunities above, from China to Indy, please let me hear from you. I think that would be cool.

Oh, that’s it. Indy has a quilt shop. Dearly Beloved likes that. She’ll be there in October.

Gene

Optimizing a System

Tue, 10 Mar 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

I was recently reminded of how actors acting in their best interest within a system can destroy a system in a blog by Seth Godin about the Newfoundland fishing industry in 1992. Fishermen optimizing their catch without regulation resulted in overfishing and the collapse of the northern cod species that has yet to recover in a systems phenomenon known as the tragedy of the commons (incidentally, there was a brilliant paper and presentation at the ASEM International Annual Conference that explains this in detail). This example reminds us that when individual parts of a system are optimized without consideration of the other parts it can lead to destruction of the system.

Can a system be optimized? I have posed this question to both system thinkers and those new to systems with varying answers. Systems are difficult to optimize because of two main factors: first, systems enter into a state of homeostasis in which all of the parts within the system interact with each other to reach equillibrium. The second is that feedback within a system can be delayed resulting in insufficient information to make accurate changes to a system. Effective regulation of a system therefore requires management from outside the system so that the effects of each part of the system can be understood and regulated as required once the system reaches its point of homeostasis.

This thinking runs counter to conventional wisdom in which systems can be reduced to its individual parts and each part improved individually to improve the whole. We see this from business schools to organizations to sports teams, where emphasis is placed on maximizing each of the individual parts. This tactic leads to suboptimization, especially in complex systems (although it is true that very simple systems have the most potential for improvement by improving the parts these are the exception and not the norm as some interactions may not be observable or measureable).

I concur that systems cannot be optimized in the traditional sense but can be optimized in a systemic sense by understanding the goal of the system and allowing the system to reach equilibrium. Waiting until the system has achieved equilibrium allows for accurate measurements within the system to understand variation between the parts. A system can be optimized (but not maximized) by understanding how each part within a system interacts with each other to perform the goal of the system and how changing the performance of the parts will affect the performance of the system as a whole. This optimization is short-lived however as environmental effects upon the system and interactions within the system constantly alter its performance. Any changes to a system must subsequently be followed by observation of the system once the system reaches equilibrium so that the long-term effects of the changes can be understood.

This blog posting is a combination of some basic systems theory and my opinion. I am always open to learn more from others about how they view systems and how they can be optimized. I also hope that you got something valuable from this posting and that this blog encourages others to share their knowledge about with everyone.

How Perception Influences Engineering Design

Tue, 03 Mar 2015 13:00:00 GMT

Author: Frederick (Ken) Sexe

Perception is important to engineering design because it links an individual’s observations to patterns of thought formed by previous experiences. Perception influences behavior that subsequently can influence decisions. No design can overcome a poor customer perception no matter how perfect it may seem without an understanding of how customer perceptions influence acceptance of the product. An effective way to include customer perceptions into a design is to increase interactions between engineers and the end user. Increasing engineering exposure to customers, especially during testing, can provide valuable insights as to how the product meets their needs. Traditional organization structures unfortunately remove engineers from direct customer interactions customer by placing responsibility for customer interaction with other departments. Engineers are also traditionally trained to focus on specifications in design and not on abstract variables where perceptions affect design.

Two examples illustrate how product design can influence customer perceptions. A Japanese bathroom appliance manufacturing company designed a toilet using one-fourth less water than previous toilets. Sales of the new toilet lagged as the customer perceived that the toilet was less hygienic because the water visually swirled less than traditional toilets. The engineers redesigned the toilet so that the water swirled at the same rate as the older toilets after which point sales of the toilet recovered. An American laundry soap manufacturer, when they first introduced washing powder to consumers, had very disappointing sales of the product and almost discontinued the product until they learned that consumers did not believe that it was effective because no suds formed compared to laundry soap. The company redesigned the product so that suds would appear at which point the product became highly successful.

Some companies have found success in developing methods involving customers early in product design stages as a means to not only understand how the customer will perceive the value of their product but to also find new ways to apply core technologies to customer needs. A Japanese car manufacturer once had a six-month testing period in which customers would use the new vehicle while providing recommendations to engineers. A British company entering the Indian market selling bread spread for its intended use soon realized that Indians used their product as a food additive instead. Discovering this early in the market introduction allowed the company to change the product packaging and marketing to exploit this knowledge where it has found huge success in a market previously not considered.

Many organizations unfortunately postpone consumer testing until the final design stages and in many cases during the manufacturing phase. Increasing the distance between engineering and end users combined with late consumer testing increases the possibility that negative perceptions of the product are either never identified or are identified later requiring a more costly redesign. Reducing the time between design and understanding consumer perceptions coupled with engineer training on how to interpret and apply these perceptions to a design has the potential to both increase product acceptance and reduce costly redesign as these perceptions become manifest.
Image Credit: http://www.imcreator.com/free/bw-images/chilles-tendon

What is a System? Basic Concepts and Characteristics of Essential Parts

Tue, 24 Feb 2015 13:00:00 GMT

Author: Frederick "Ken" Sexe

Systems thinking is critical to understanding how systems perform yet traditional methods of thinking often fail (or worse yet result in unintended consequences) when applied to systems. This is not intended to be a comprehensive article on systems but instead is intended to provide basic systems concepts that will hopefully provide insight for those unable to clearly understand systems. These concepts mainly derive from Russ Ackoff’s presentation to the InThinking Network on February 28, 2005 that is a valuable primer into the understanding of a system. The InThnking Network is a non-profit organization dedicated to systems thinking that has many useful resources for both novices and those expert in systems thinking.

A system can be defined loosely as two or more components of which one or more are essential parts that interact with each other to achieve a shared goal. This definition has several important factors of which all systems rely upon. The first is that a system contains one or more essential parts of which if removed the system would be unable to achieve its goal. The second is that each part within a system interacts which each other to achieve the goal of the system. It is important to understand that no essential part can by itself perform the function of the system as a whole and that the system cannot perform its function within a larger system if an essential part is removed from the system.

Essential parts have three factors that define them. Each essential part can affect the behavior or properties of the whole. Conversely, every subsystem within a larger system can affect the behavior or properties of the whole yet none of the subsystems can have an independent effect on the whole. This factor is important in that if the essential part is altered then the ability of the system to perform its function is impacted, possibly negatively. Therefore, it is possible to improve the performance of an essential part yet degrade the performance of the system.

No essential part has an independent effect on the whole; each essential part instead interacts with other essential parts as a connecting set. An example of this would be the brain within the human body in that the brain is not able to think on its own but instead relies on its interactions with other subsystems within the body to perform. Nor can a subsystem perform the function, behavior, or properties of the larger system. An example of this is the human body in which no component or subsystem within the human body can live yet all of the components and subsystems interact to perform the overall function of the human body (life).

The properties of essential parts provide several concepts important in understanding all systems. The first important concept is that the performance of a system relies on the interactions of the parts within it and not on the performance of the parts taken separately. This concept runs counter to conventional analytical thinking which attempts to gain an understanding of the whole by disassembling the parts. Analytical thinking fails to provide understanding of a system due to the fact that when a system is disassembled it no longer is able to perform it’s role; it is through a study of the interactions that true understanding of a system is gained. The second important concept is that by optimizing the parts one can inadvertently make the system worse. When parts are optimized without consideration of the interactions the ability of the other parts to interact and perform their own role relative to the function of the overall system changes. Russ Ackoff notes that you can take the best parts of all of the cars in the world and place them together and may will not even have a car; this is because each part is designed in relation to interactions with different systems and as such may not work when combined with other parts.

It is my hope that this brief article provides some basic understanding to those who are unfamiliar with how systems work. In future submissions I may focus on other system elements and characteristics; please feel free to contact me if there are any questions you may have. I also hope that others within ASEM more knowledgeable in systems than I am expand upon these so that all members could learn from their expertise.
Graphic Credit: http://www.stockvault.net/photo/116783/electronics-lab

A Note from the ASEM President

Tue, 17 Feb 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

In the quiet mornings — I really do get to the office before anyone else — I start with a review of the paper. I’m looking for course content. Today, I found this:

The Wall Street Journal, Monday February 2, 2015, pg R8 “Where people don’t spend enough is in personal and professional development. Books and courses to expand your thinking as a leader in your business or community. Technical courses or an advanced degree to improve your skills and competencies at work. A conference or a program that enlightens you to a new idea.” – Ted Jenkins, co-CEO and founder, oWYGen Financial.

This was under the heading “Where are people spending too much — and not enough?” that started off discussing the categories of biggest waste in the family budget (grocery shopping and dining out). Jenkins wonders why with all the cooking shows on cable that we are so prone to dining out.

I read the article looking for course content for the next time I teach Engineering Economy. I’m always looking for ways to personalize lessons on the time value of money. I credit Ted Eschenbach with that.

I’ve been calling for growth, value and retention on the society level. You’ve responded. Our numbers are up. Former ASEM President Rod Grubb has taken growth, value and retention so seriously, he’s issued a personal challenge to several of us to ask people to join ASEM. I’ve asked 200 so far.

But that article made me stop for a moment. I thought about course content dealing with life-long learning, investing in your career for technical competence, and saving for retirement (not really understood by undergrads, but I try). And then I thought, “Here is a succinct statement about growth, value and retention on a personal level that should be reflected in ASEM’s products and services that we offer to the field of engineering management. My daughter would say “DUH!” You have to know her to appreciate the candor.

We can talk about tools, techniques and methods within all of ASEM products and services. We can sing praises of their goodness and the need for their practice. We can tell ourselves how important our work is as the voice of engineering management across the globe. We would be right.

And we would be wrong. Wrong? It’s wrong because it is not personal. It’s the old WIIFM game. And what is in it for you? For our customers? For engineering managers? Really it is practitioner support. Our products and services are practitioner support. The research of our academics — students and faculty — is about practitioner support. EMJ is, in the end, practitioner support. More than that, we have to share, learn, and develop on a personal level. Really, each ASEM member is making a personal investment in personal value. For themselves to begin with. And that growth in personal value is a contribution to the growth of the engineering management discipline.

ASEM - building personal value, personal growth and personal retention. For ourselves. For engineering managers. For ASEM. What do you think? Can you make it personal?

Thank you for your personal contribution to engineering management.
Graphic credit: http://www.freeimages.com/photo/1381091

Benefits of Professional Society Membership

Mon, 09 Feb 2015 13:00:00 GMT

Professional societies exist for almost every profession in every industry. At some point in your career, the option to join a professional society will most likely be offered by a friend of colleague.

Why join a professional society?

When determining whether or not to join a professional society related to your career, there are several common benefits that most societies should offer:

Networking: Membership in a professional society gives you ready access to a national (and sometimes international) network of professionals engaged in similar professions in similar fields. Organizations often host conferences and other social events that allow you to engage with others face to face and expand your professional network.
Professional Development: Another main component of professional organizations is the professional development of their members. Groups often publish industry specific journals that allow members to contribute to the body of knowledge of their field and keep up to date on recent developments. Specialized training programs are also a common offering of professional organizations.
Career Assistance: Many professional societies cultivate industry-specific job boards that are available exclusively to members. In addition, when it comes to furthering your career, membership in a professional society can be a key indicator to your employer that you are an engaged employee dedicated to your field.

Join the preeminent society for engineering management

If you are a professional or academic involved in the field of engineering management, consider membership in the American Society for Engineering Management. Join today and be a part of a growing society that speaks for the engineering management profession. Visit our membership page for more information.

Sources:
http://www.higheredjobs.com/articles/articledisplay.cfm?ID=157
http://college.monster.com/training/articles/2131-5-reasons-professional-organizations-are-worth-joining

The Cognitive Side of Creativity

Tue, 03 Feb 2015 13:00:00 GMT

Author: Frederick "Ken: Sexe

A recent article adding to the many about the brilliance of Steve Jobs noted that creativity requires several things lacking in some industries. Creativity, this article reminds us, requires diverse experience and a curiosity to explore new things coupled with an ability to synthesize new ideas. Why is experience and curiosity so important in creativity? And, more importantly, why do most organizations find it hard to foster these abilities?

Imagine a barren wasteland devoid of any vegetation. Over time rain falls upon this landscape creating rivers and valleys. Over time this rain continues to fall creating areas with valleys deeper than other areas. This image is similar to how Edward deBono visualized how the mind works. The rain in this example is stimulus applied to a landscape representing the patterns of thought an individual has. One’s experiences continues to create a landscape in which stimulus prefers deeper patterns than others.

These patterns of thought have advantages and disadvantages. The main advantage is that we are able to recall complex patterns from memory very quickly. These patterns unfortunately can work to our disadvantage by biasing us into certain patterns of thought over others. Individuals with a diverse set of experiences have in essence more patterns that are shallower than those of an individual with a limited set of experiences and much deeper patterns of thought. These patterns are also asymmetrical in nature; a good example of this is saying your ABC’s forwards and backwards. It is much easier to say your ABC’s going forward than backward as these actions actually use two different patterns rather than the same pattern forwards and backwards.

Creativity comes when an individual is able to move from one pattern of thought to another. This results in a dominant pattern benefiting from the thinking that created another pattern. Steve Jobs benefited from his ability to apply a dominant pattern of thinking to patterns he had created with other experiences he had. Curiosity and synthesis, the other two factors Steve Jobs noted was important in creativity, encourages an individual to explore different patterns of thinking and applying these patterns to other dominant patterns to create new ideas.

Organizations can inadvertently limit their ability to develop creativity in several ways. One critical factor occurs in the hiring process with HR and hiring managers focusing solely on requirements found in the job description. Many organizations compound this problem by not providing training on how to interview candidates for their level of potential creativity among other things. Another critical factor is policies that discourage risk taking such as goals and financial controls that discourage collaboration and risk taking across functions that could provide new ideas spawning creative new ideas. Organizations within a particular industry also tend to hire within the industry thereby limiting the availability of individuals from outside their industry that can provide creative new insights.

There are obviously more factors to creativity and subsequent innovation than the ones included in this blog. There are also those within ASEM much more knowledgeable in creativity and innovation theory than I am. I sincerely hope that this blogs spurs some thinking that could be of value and introduce new ideas to our fellow ASEM members.
Graphic Credit: http://pixabay.com/en/rays-thoughts-construct-does-face-516326/

ABOUT THE AUTHOR:

A Note form the ASEM President

Tue, 20 Jan 2015 13:00:00 GMT

Author: Gene Dixon, ASEM President

First some announcements regarding increasing the value of your ASEM membership:

1) We are finalizing the transition to ASEM World HQ in Huntsville. I visited there January 5, 2015 and met with Angie Cornelius, ASEM Office Manager. The complex has eye appeal and provides business services approaching best in class. A spacious conference room and an ideal training/meeting facility are key features. This will be good for the growth of the organization and the increased support services will give us new opportunities to provide more member value.

2) As you now know, the ASEM has gone to annual membership renewals. By moving to an annual basis, we will avoid the end of the year hassle for members to make sure dues are paid up. From an (engineering) management point of view, a flatter revenue stream will support improved fiscal planning.

It keeps getting better:

3) Our Communications Committee is continuing the push for greater member value. Led by committee chair Brian Smith and facilitated by ASEM’s Webmaster Nate McGinnis, the process of making IAC proceedings available for members through our webpage is well under way. Take a look. Find that old proceeding. No, the one that you wrote. This is an ongoing effort so bear with us as we refine and improve how everything is listed, indexed and accessed. Still, it is more value for you.

4) The Engineering Management Journal is getting a new publisher. We have completed negotiations with Taylor and Francis as our new publisher. This will provide greater visibility and increased availability of our flagship publications. This should help with the journal’s impact factor as well.

Now for an encore. What would you suggest?

Here are a couple of opportunities for you to add value, grow the society and maybe even retain members. Invite someone to join. In a push for 1000, 2000 or 5000 members, it only takes a brief discussion with a colleague. If you believe in this society, why not?

And, what if the Indy IAC was an IAC with 500 attendees? How could that happen? What if each of us invited someone to attend the 2015 IAC? No doubt it would scare the planning committee. That would be a good scare. Just think of the headlines “The ASEM 500”.

Growth, value, retention. Easy to remember. Easy to do - just ask someone. Easy to enjoy. Growth will give us more opportunities to add value. Added value makes it easier to find a reason to renew.

Remember the challenge from the last eNews. Well here’s a thank you to all who shared with me your goals for 2015. You guys are good! You think big! You have in mind what is important for all of us. And you certainly know how to challenge the ASEM officers to keep things moving. Truly, I appreciate your encouragement. Now, works shoes on. Sleeves rolled up. Let’s make it happen. For you. For ASEM.

Are You Connected to ASEM?

Tue, 13 Jan 2015 13:00:00 GMT

I've published more than a few of these blogs now, and I often wonder if the right information is being shared. There are so many ways to reach out and communicate, and the ASEM has a social presence in a number of locations. So I'll ask the question: Are You Connected to the ASEM?

If you haven't already, consider joining the ASEM group at Facebook or Google+, on LinkedIn or 'following' ASEM on Twitter. Just like the organization itself, the ASEM's virtual presence grows with active participation.

This week, my challenge to each of you is to explore one of the outlets.

Visit the website and register, if you haven't already. Take a look and see what's new, such as the next scheduled webinar. It's slated to be held on January 30th at 1:00 PM CST, and it's the first in a planned series. Please, join your colleagues and learn more about "Entrepreneurship-Starting an App Company while Working 9-5."

While you're at it, consider joining and/or posting at the ASEM group site on LinkedIn. ASEM membership is not required to join the group, which makes it a great way to learn more about the organization and answer your questions about joining "the society that speaks for the engineering management profession across the world."

Yes, I'm showing you my bias. I'm still learning my way around Twitter and I'm always happy to 'follow' someone that already knows their way around. And while I'm not terribly active on Facebook or Google+, I know that some people prefer those sites and I'm glad that ASEM is available in those places.

So I'll keep this a bit on the short side in the hopes that I see you 'out there.'

ABOUT THE AUTHOR

Tricia Simo Kush is a recently certified Professional Engineering Manager. Her background is in Information Technology with a goal is to take her career to a higher level through Engineering Management. To her, Engineering Management is a fascinating mix of technology and business, people and process. Follow her on Twitter (@TSimoKush) or check out her profile on LinkedIn.

Welcome to 2015!

Tue, 06 Jan 2015 13:00:00 GMT

I hope that everyone had a terrific end of semester / end of year holiday season. For me, it was a bit more hectic and stressful than usual. I started a new consulting assignment in the middle of December and tried very hard to become acclimated as my new co-workers left on scheduled vacations. Ah, change and transition. While I'm not really truly settled into this new role - yet - it certainly provided the opportunity for me to reflect and plan for the upcoming year.

As many of you know, I spend a fair amount of time reading blogs and articles on topics germane to Engineering Management. "Leadership" seemed to be the buzzword of choice in 2014 for any number of reasons. As I stepped into this new position, I considered the ways that I could bring my own style of leadership to the role.

Fortunately for you, dear readers, one of my favorite bloggers captured my thoughts much more succinctly than I could post.

I started following Terri Klass in 2014, about the same time that I stepped into the ASEM blog. I like her approach to leadership and the clear style of her posts. She's always very kind on Twitter when I retweet her blog URLs, too. Her post on "Five Ways To Spice Up Your Leadership" captured my attention as I took my first steps in this new assignment.

DISCLAIMER: While Terri has my wheels turning, the following suggestions and interpretations are largely my own (any errors or missed marks are mine alone, too).

In following the topics within Terri's post:

"GET TO KNOW A NEW COLLEAGUE OR CO-WORKER"

That is pretty much all that I've been doing for the past three weeks, and I continue to do so. Fortunately, there are two people on my current project that I've met in past projects (the IT market in the Twin Cities can be rather small at times), so not every face is a new one. Along with new co-workers, I've had to learn new processes and meet the people in charge with those as well. I've been reminding myself that this IS the only "first impression" that I get to make, so I need to be sharp, friendly and a good listener / note taker. In time, I will follow Terri's advice and create deeper connections with some of these talented professionals.

"SIGN-UP FOR A NEW COURSE OR WEBINAR"

I'm excited to learn more about what ASEM is presenting in the months ahead. The Communications Committee has a tall goal of providing monthly webinars to the members and I know that there are a number of great topics on the schedule for 2015. Effective leadership doesn't happen all at one time, as you know. You need to keep evolving, learning and growing. The successful people on your team are dynamic individuals, so it falls to you to be just as energetic in your ideas!

"JOIN A NEW COMMUNITY"

Insert shameless plug for ASEM participation here. Seriously, Terri is correct in telling her readers that "[T]he knowledge you can gain and the leaders you can meet is beyond measure." You've paid your dues, you already support the organization; why not get involved?! For example, the 2015 IAC will be here before you know it, and the conference planning committee is actively seeking corporate sponsors. Maybe this is the year you and your company step forward to support the advancement of Engineering Management principles on a global scale?

"ASK FOR A DIFFERENT KIND OF PROJECT"

For me, this is key to "Keeping the Saw Sharp" (my favorite 'Habit' from Stephen Covey's bestseller, The 7 Habits of Highly Effective People). As a consultant, it's absolutely critical to improve yourself and find ways add value to your key areas (work, family, whatever you decide). It's the same for any leader; cross-training makes everyone on your team more effective and valuable, and it also provides you with an important learning opportunity. I've found that most people like to share their work, particularly if they've found a way to make it more effective or meaningful. Why not learn more and develop a deeper appreciation for the people around you?

"FIND A MENTOR"

I cannot stress this enough. It's my opinion that you get the best advice from two kinds of people: The people that have done what you are trying to do, and the people that are doing what you are trying to do. This is where mentors come in. A great goal for 2015 is for find a mentor (or a few) and really spend the time to learn and grow from their experience. Leaders surround themselves with people that provide guidance, ideas and feedback. This can be the year where you invest in yourself and take charge of your path to success.

Do you see any areas where you can spice up your leadership? Share your ideas here or through any of our social media channels and continue the conversation!
Graphic credit:http://pixabay.com/en/leader-leadership-management-73333/

A Note from the ASEM President

Tue, 16 Dec 2014 13:00:00 GMT

Author: Gene Dixon, ASEM President

I’m starting to think deeply about 2015. The end of any year is a time for corporate and personal reflection. Corporate reflection is a review of performance towards targets and goals, a very quantitative reflection. For ASEM, our performance is measured in part in terms of the financial success of the 2014 IAC; the growth of our membership base, student and professional; and, member value created through training, certifications, and communications.

Personal reflection is more subjective. I like to reflect on how much personal growth I have experienced over the last year. My list of areas of personal growth is longer now that I’ve assumed the role of ASEM President. Already, I’ve learned to appreciate the importance of personal interaction with members, not just for me but for all of the officers and volunteers that make up this vibrant organization. I’m growing personally by dealing with the speed with which change occurs – much too slow for me. Yet, I’m learning anew that deliberative processes and participative decision making take time. I’m growing as I try to match the energy so many of you demonstrate in moving ASEM forward. I’m growing as I look for opportunities to drive bold new initiatives along with ways of encouraging new ways of thinking in addressing both the nagging issues and the great opportunities that lie before the ASEM. I’m glad to report progress is being made. There will be more to say about that in January and throughout 2015.

So in what areas am I looking for personal growth in 2015? Learning more about working with/in the ASEM to grow our voice and our membership around the globe. Learning how to identify opportunities for energetic ASEM members to apply themselves in creating service and products that add value to being and ASEM member. Learning how to better tap the rich resource of experienced and previous ASEM leaders to help advise the current ASEM leadership. And, learning how to establish a scorecard system for the ASEM President; a challenging work already in progress.

That’s just me.

How about you? What does your personal reflection about 2014 indicate that you should be pursuing in 2015? Being a little more selfish, when it comes to ASEM in 2014, what do your personal reflections suggest for 2015? For your personal growth? For the society’s member growth, member value and member retention? I’d like to hear your thoughts. Just send me a note and we'll consider it a conversation over a holiday themed brew.

And, from my house to yours, here are three recordings from our son for your holidays. Please accept this as my thanks for your ASEM efforts–from dues paying to committee chairing–along with my wish for every ASEM member that you will have a safe and festive season and a very prosperous 2015.

New for 2014:
http://bendixonmusic.bandcamp.com/track/silent-night-lullaby
https://www.youtube.com/watch?v=ZGDg41azAf8

And a classic (to me) from 2013
https://www.youtube.com/watch?feature=player_embedded&v=Y_Z_W9gLcb0

Graphic credit: http://www.freedigitalphotos.net

Thoughts from the ASEM President

Tue, 02 Dec 2014 13:00:00 GMT

Author: Gene Dixon, ASEM President

Sometimes I just sit and write random thoughts. Right now, I’m in a hotel room, twelve floors above the beach. It’s a cloudy night. No stars. The balcony doors are open. The sound of the surf brings a feeling of calmness. On the horizon, the lights of the cargo ship are flashing. There is the occasional sound of an F35 cutting through the night sky. It’s the eve of the start of the ASEM 2014 IAC.

Someone asked me to write a few words for the ASEM blog. Write whatever comes to mind. In a few hours, I’ll have a new role in ASEM. Some might call it a leadership role. I think it is more about an experience in service.

Leadership. Sometimes we aspire to it. Sometimes we might be forced into it. Sometimes we might be elected to it. Sometimes we just act our way into in.

If there was a potion for creating leaders, would engineering managers ever use it? Why would they expect a potion to do what only the tempering of experience can do? Experience is the beginning of leadership. Experience is the one true method for leadership development.

Leadership is a process that is composed of leaders, followers and purpose. A system of actions and reactions. A system of interactions. Like sharpening a saw, developing leadership within an organization is an interactive process of leader and follower interacting to achieve a goal, a reason, a purpose. Maybe it involves providing a service to someone, for someone?

ASEM leadership is like that. So many volunteer leaders and followers. Members having a desire to move this society into an international voice for engineering managers everywhere. Members who want to provide a service to practitioners, to students, to faculty. Or for each one of those. Practitioners and academics, students and mentors, theorists and users all coming together to provide value to ASEM, to their employers, to their institution and to themselves. Leadership development through service and experience in a professional society. Service that adds value to present members and members yet to come. Experience that teaches and molds and shapes. Members who have been led by other members. Experience that is shared and gained.

ASEM is a lot of folks from a lot of places with a diversity of interest bound in a commonality called ASEM. ASEM is a place with a common core of knowledge focused on strategic management, leadership and organization, and systems of people. Primarily knowledge workers. Hard workers.

ASEM offers opportunities to gain leadership experience. Be a leader. Be a follower. Bring along someone new. Be ASEM.

The surf. The sound of sea coming to shore. Bringing one side of the world to the other. ASEM brings us together. In service. In experience. In leadership.

Your leadership development can start with ASEM experiences.

ASEM's World Headquarters has moved to the Rocket City!

Tue, 25 Nov 2014 13:00:00 GMT

Author: Angie Cornelius, ASEM Outreach Director

The Systems Management and Production (SMAP) Center was established in 1988. As the largest Center at the University of Alabama in Huntsville(UAH), the SMAP Center provides expertise, leadership, and support to the Army, NASA, other government agencies, as well as several private sector organizations.

ASEM now has a building which will be used for onsite training, BoD meetings, and other ASEM activities. The SMAP Center will provide a team of support which will allow the continued growth of our society.

About Huntsville: Located in North Alabama, Huntsville has a highly-skilled and highly educated workforce, which according to the Census includes the highest concentration of engineers in the nation. Employment from the Military, space industry, telecommunications, biotechnology, and diversified manufacturing is a primary draw for the well-educated.

For more information, please see the UAH SMAP Center Website at http://www.uah.edu/SMAP/. If you are ever in town, please visit!

Looking Toward 2015 - A Small Request

The Communications Committee had a meeting last week, and we reviewed what we've done with the blog for the past few months and what we would like to see in the future. This is a great time for you - our readers - to chime in and let us know how we're doing.

Is there something you'd like to see? Maybe you'd like to hear from someone specific or on a topic that is significant to you. Just let us know by commenting below or leaving your ideas through any of our social media outlets. We would really love to have your feedback!

A Note from the ASEM President

Tue, 18 Nov 2014 13:00:00 GMT

Author: Gene Dixon, ASEM President
Introduced by Tricia Simo Kush, PEM

The ASEM eNews (another great benefit from ASEM) was sent out earlier this week. Within the content is a note from the 2015 ASEM President, Gene Dixon. I'd like to bring his words here to share with our blog audience.

Without further ado, here's Gene!

The ASEM 2014 International Annual Conference was fast-paced, entertaining and educational. Kudos to the ODU host and the technical program committee. If you were there, you know what I mean. If you missed it, I’m surprised.

At the membership meeting – thought for sure I saw everyone there – we took a quick look at the events of the past 2014. Great things happened. New ASEM World Headquarters. Significant membership growth. Social media hits continue to build. Monthly webinars that add value for members. The EMJ continues to rock on. The international footprint continues to expand. And, the best conference (numbers) ever.

It’s been “..all good.” to paraphrase outgoing President Beth Cudney.

And now it’s time for 2015 ASEM. Yep, I meant to say it that way. With a great start in October, the 2015 ASEM is tracking for membership growth, membership value and membership retention.

And so, we turn to you, the ASEM members, with two questions: 1) In your opinion, what can 2015 ASEM do to promote membership growth, membership value and membership retention; and, 2) what can you do?

Those questions were asked at the Membership Meeting at the 2014 IAC. And those attending gave some answers. For the first question, there were good, challenging, thoughtful answers. Those answers are cycling through the ASEM Executive Committee’s plans for 2015 already. We’ll be busy. But we won’t be alone. We’ve got you pushing, encouraging, and helping. And we’re glad you are there.

For the second question, what can you do, the answers were introspective and powerful. Ask colleagues to join in order to gain new members. Volunteer to add value. And challenge every member to renew. Start new student chapters. Build professional sections. There was energy and excitement in those answers.

And we’re not done. If the 2015 ASEM is to reach beyond the progress 2014, we all need to be engaged for growth, value and retention. United, the 2015 ASEM will be bigger, significant, and experienced.

And yet, it seems there is more to be considered. What is most important to you? How can ASEM provide value? How can ASEM grow? How can each of you be active and engaged?

If for some reason you missed the membership meeting at the 2014 IAC your voice is no less important. What can ASEM do to grow the membership, add membership value, and retain members? And what can you do?

Tell me. Call me. Write me. Let me know what you think. And, sooner is better.

Gene Dixon
2015 President, American Society for Engineering Management

FYI-President Gene Dixon can be reached by phone at 252 7371031 or by email dixone@ecu.edu

The Bits and Pieces

Tue, 11 Nov 2014 13:00:00 GMT

I would like to take a moment to share some news about upcoming and recent ASEM activities. Granted, the association is rather dynamic and there always seems to be a bustle of activity someplace in the organization. For me, it helps to write things down so I don't miss any of the action; your mileage may vary.

The next ASEM webinar is scheduled for Wednesday, November 19th at 11:00 AM Central Time. The ASEM Executive Director, Dr. Bill Daughton, will be presenting the topic 'ASEM EMBOK and Professional Certification.' As an ASEM member, webinars are free and a great way to keep your Professional Development Units (PDUs) current. This webinar will include the history and evolution of the ASEM Engineering Management Book Of Knowledge (EMBOK), and its relationship to the Engineering Manager Professional Certification (EMPC) program. In Bill's words: "This webinar will be important for anyone considering establishing professional certification as an engineering manager."

If you are interested in attending, please register here . If you are interested but unable to attend, be sure to check the ASEM store to download a copy of the webinar.

The other news I'd like to mention is that the conference pictures are uploaded and ready for you to view. You can check out all the fun through the conference website or directly through the ASEM Facebook page. There are a few posts with photos in them, too.

Just to link the two topics together, be sure to take note your attendance and participation at this year's conference as part of your PDU tracking. If you need more information around PDUs, there's a helpful document that you can find here, with more information available on the ASEM website. You've worked hard for your certification, so don't miss an opportunity to keep your notes up-to-date.

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It's What You Put In That Counts!

Tue, 04 Nov 2014 13:00:00 GMT

Looking back at the 2014 IAC it's a bit easier to notice the many details that were involved in making the conference a success. Every session and activity had people behind the scenes making the event look and feel effortless. As the saying goes, many hands make lighter loads. I suspect that there was a small army involved in making the event so enjoyable.

So what's next, you may be wondering?

ASEM has activities at all levels that happen over the entire year. For example, I have mentioned ASEM committees in earlier blogs. Volunteering on a committee is a great way to learn about what's happening in the organization, as well affect changes in how the association is run.

If you are on campus - as a faculty member or a student - see if your institution has a student chapter. Getting involved with tomorrow's engineering managers is a terrific avenue for fostering ideas and discussing topics of interest.

Other ways to become involved include providing time and content for a webinar or a blog post; consider sharing an article or start a conversation at LinkedIn, Google+ or Twitter. If writing in a more formal style is your passion, you can even submit work for the Practice Periodical or the Engineering Management Journal.

In fact (note to self), it's not too early to think about drafting an abstract for the 2015 IAC.

The organization is gaining attention worldwide and needs to adapt to the changing conditions. This won't happen overnight or on its own. Your input and contributions will help ASEM remain strong during this dynamic period. Even the smallest suggestion can have value, so don't keep those ideas to yourself. Consider putting your interests to work; together we can all usher ASEM into a bright future.

"It's where we go, and what we do when we get there, that tells us who we are." - Joyce Carol Oates

Graphic credit: https://openclipart.org/

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The International Angle

Tue, 28 Oct 2014 13:00:00 GMT

To me, the most interesting aspect of the ASEM International Annual Conference (IAC) is meeting people. It's always a treat to see folks that you've met at other ASEM functions, or maybe became acquainted with during conference calls. Making new friends is terrific as well. This year the IAC offered a great mix of both new and familiar faces.

The folks that travel from outside of the United States to attend the IAC always capture my attention. It may be because I love to travel, or simply because I know that it takes a fair amount of time and other resources to travel to the conference. Either way, I always make a point of thanking the international visitors and spending a moment to learn what projects they're working on.

I first met Geert Letens at the 2013 IAC, though I'm sure that I heard and saw his name earlier than that. He travels to the conference from Belgium, serves on the ASEM board and is the President-Elect, which is rather exciting news for the association. His term as President will truly move the ASEM into international channels.

He's also very personable and loves to discuss sports and technology, which are my favorite topics.

Two new friends were introduced to me through their research at the 2014 IAC. As a fan of supply chain, I tend to gravitate towards those presentations, and these presenters had very interesting papers. Of course, that their session was just before mine didn't hurt my chances of meeting them, too!

Hatice Camgöz-Akdag from Istanbul Technical University presented a case study on Green Supply Chain Management for Electric and Electronic Equipment in Turkey (she was also the Session Chair). The information was compelling, particularly with the efforts to increase participation rates, and I caught up with her afterward to thank her for such an interesting topic. Clearly recycling is a challenge for everyone; her paper highlighted many similarities that are concerns at a global level.

The other presentations in the session came from Katharina Renken, representing Texas Tech University. She's a transplant from Germany and presented two projects dealing with Emergency Management. One paper discussed an analysis of the supply chain in Emergency Management, while the other discussed RFID Technology within Emergency Management. Both were exciting examples of how lives can be saved by employing engineering skills, and I made sure that she knew how much I enjoyed learning about these topics.

I also attended a presentation from Simon Philbin, who also chaired his session on R&D and Technology Management. I had a chance to meet Simon at the 2013 IAC Social Event, so it was a good opportunity to say hello and learn more about his current projects. He lives and works in the United Kingdom, and is also the new International Regional Director for ASEM.

Lastly, I would be remiss if I did not mention Don Kennedy. His presentation at the 2012 IAC was one of the first I attended, and I was left with a strong impression of his work and passion for Engineering Management. He hails from Canada and was named an ASEM Fellow at the 2014 conference. Personally I hope we see more blog posts from him the future. *nudge, nudge*

Who did you meet or re-acquaint yourself with at the IAC? Share your stories at any of our social media outlets, or post below. If you missed this year's conference, hopefully I've highlighted a great reason to get yourself to Indianapolis for the 2015 AIC!
Photo credit: m.123rf.com

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To the Student Attendees: How Was the Conference?

Tue, 21 Oct 2014 13:00:00 GMT

By Tricia Simo Kush, PEM

The 2014 IAC, like so many others, has passed (and rather quickly at that). I cannot believe that just a week ago I was packing, getting ready to board a plane and make my way to Virginia Beach. And never mind what I forgot to bring; while I thought that I had a good idea of what to expect, there are always surprises or activities that completely slip my mind. That's what keeps it fresh and relevant.

Otherwise, why would we ever attend another conference?

As nice as it is to see friends and colleagues, it was especially fun to see some familiar faces within the student teams. I mean this sincerely. The conference showcases many student projects that range from papers and thesis submissions to the on-site team case competition. "The Students," as a few of us affectionately refer to them, consistently surprise me with their creativity, focus and the high quality of their work. It's really great to meet them and hear about their projects. (ASIDE: I'd love to bottle that energy and sell it at the registration table.) It's also really interesting to watch "The Students" interact with their advisors and realize just how much care and support that is represented by each institution.

Yes, I am a bit envious; guilty.

Granted, I am late to the ASEM dance and did not join as a student member. I recommend membership highly and particularly for students. It's not just the reduced membership rate, but also the exposure to what makes the association and the conferences so interesting. For example, students were present on the tour that I took to the US Navy Base-Norfolk Submarine Learning Facility, which was an amazing experience and is worthy of a blog in itself. They also joined us in the large events (see blog photo from lunch on Friday) and presented their work during the conference.

I didn't get to peek in on the student competition - that's a no-no - but I'll bet it was interesting and exciting, given the competitors that I met during the conference.

I'm not trying to write from an 'us-n-them' perspective. I simply didn't take advantage of the opportunities to participate in all of the things that they've accomplished during the conference. Their enthusiasm is contagious and they were always happy mingling with everyone. I enjoyed speaking to them personally and asking about their perspectives on the conference, the association, and their respective programs. It made me think about how I spent my school years... and I realized that they are doing it much more productively than I did.

I totally missed out and have a lot of ground to regain!

I encourage every student to reach out and connect with the folks that you met during the conference. Post here - or at another ASEM social media location - and let us know what your thoughts about the conference. Tell us about your upcoming projects and what you might plan to present at the 2015 IAC. Send us a blog to post and share with the association. Connect with us, ask questions and keep in touch.

All of us at ASEM are very proud of your efforts and - like you - we want to know more!

ABOUT THE AUTHOR