Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. Relate the technical aspects of engineering projects to the constraints of local, national and global business and governance.
2. Analyse an evaluate a range of personnel and technical issues in engineering management.
3. Generate practical and convincing management solutions to complex engineering problems in a team project environment.
4. Transmit clear problem descriptions and outcomes within teams and to lay and professional audiences.
5. Critically reflect and determine strategies for addressing and communicating issues in management.
6. Professional Skills Mapping: Mapping of Learning Outcomes to Assessment and Professional Competencies

Other Information

Engineering Management exposes students to many aspects of contemporary engineering management confronting practitioners within the engineering environment. Contemporary engineering management is multi-disciplinary and it transcends the boundaries of engineering, technology and business. As recognised by Engineers Australia, it is this variety of task and environment that attractsmost to engineering in the first place. In preparation for their professional careers, students will be exposed to the following engineering management topics and skill-set:
- Project Management including analysis, evaluation, feasibility, strategy, planning, scheduling, resourcing, control, accounting, risk management, and documentation
- Business environments, new venture planning, and forming a company
- Ethics and corporate responsibility
- Professional accreditation
- Organisational design, change management and leadership
- Quality management and process variation
- Contract management, tenders and proposals

Indicative Assessment

1. Individual Report 1: CV and Cover Letter Application for later ENGN4221 Systems Engineering Project Position (Compulsory) (0) [LO null]
2. ANU InterviewHub Participation activity, self-assessed (0) [LO null]
3. Individual Report 1 Review of Engineering Company (10) [LO null]
4. Group Business Plan (25% weighted as 15% for the document; 10% for a concept presentation & minutes of the first meeting; includes peer assessment) (25) [LO null]
5. Group Lectorial Presentation (0) [LO null]
6. Individual Report 2 Project Plan (10) [LO null]
7. Mid-Semester Exam (25) [LO null]
8. Final Exam (30) [LO null]

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Workload

28 one-hour lectures, 12 one-and-a-half-hour lectorials, Group meetings up to 10 hours

Inherent Requirements

Not applicable

Requisite and Incompatibility

Prescribed Texts

There are no prescribed text books for this course. However, an on-line Body of Knowledge will be provided in synchrony with Lecture presentations.

Recommended textbook:

• A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 ed. produced by the Project Management Institute of the USA (excerpts available at http://www.pmi.org/info/PP_PMBOK2000Excerpts.asp )

Reference texts:

• Management
• Project Management Techniques, Rory Burke, ISBN-13:978-0-9582-7333-3; ISBN-10:0-9582 733-4-0
• Managing for Excellence, Moi ali et al., Dorling Kindersley Limited (DK), 2009, ISBN 978-1-4053-4156-1
• Project Management, A systems approach to planning, scheduling and controlling, Tenth Edition, Harold Kerzner, John Wiley and Sons, 2009, ISBN 978-0-470-27870-3
• Project Management, A Managerial Approach, Sixth Edition, J.R. Meredith and S.J. Mantel Jr., John Wiley and Sons, 2006, ISBN 13-978-0471-715375
• The Book of Management, The ten essential skills for achieving performance, E. Baron et al., Dorling Kindersley Limited (DK), 2010, ISBN 978-1-4053-5899-6
• Ethics
• Ethics in Engineering, third Edition, M. Martin and R. Schinzinger, McGraw Hill, 1996, ISBN 0-07–4-849-1
• Finance and Accounting
• Accounting for Managers, William Webster, McGraw Hill, 2004, ISBN 0-07-142174-2
• Mastering Financial Management, John whitely, Palgrave Macmillan, 2004, ISBN 1-4039-1336-6

Preliminary Reading

• Burke, R., Project Management, Planning and Control Techniques, 5th Ed., Burke Publishing, UK, 2006..
• Futrell, R. T., Shafer, D. F., & Shafer, L. I. Quality Software Project Management Prentice Hall, New Jersey, 2002.
• Bateman, T & Snell, S, Management: Building competitive advantage, 3rd Ed, McGraw-Hill Companies, US, 1996.
• Belbin, R. Meredith, Beyond the Team, Butterworth-Heinemann, Oxford, 2000.
• Davidson, Paul, Management: An Australasian Perspective 2nd Ed, John Wiley & Sons Australia Ltd, Qld, 2003
• Mintzberg, Henry, The Structuring of Organizations, Prentice-Hall, Inc., New Jersey, 1979
• Rosenfeld, Robert H. and Wilson, David C., Managing Organizations, 2nd Edition, McGraw-Hill Publishing Company, UK, 1999
• Schwalbe, K., Information Technology Project Management, 2000, Thomson Learning, Cambridge MA, 2000.
• Turner, J Rodney, The Handbook of Project-Based Management, McGraw-Hill, UK, 1993.
• Gray, C & Larson, E Project Management: The Managerial Process 2nd Edition, McGraw-Hill Higher Education, 2003.

Minors

Offerings, Dates and Class Summary Links