Engineering

all aspects of concern science, including an expertness in the substance abuse and application of mathematical models (Cleland, and Kocauglu, 1981, 179296);

4. all aspects of findingmaking methodologies, with an emphasis on decisions related to plan acquiretrol, selection, and military rating (Cleland, and Kocauglu, 1981, 297376);

5. all aspects of technological planning and forecasting (Cleland, and Kocauglu, 1981, 377402);

6. the relationship surrounded by an organization's engineering function and the external environment (Cleland, and Kocauglu, 1981, 403430); and

7. the relationship between an organization's engineering function and the organization's legal environment (Cleland, and Kocauglu, 1981, 431448).

The scope of contemporaneous engineering steering, thus, is as deep as it is broad. No durable can the engineer be content to deal yet with technical problems, while leaving other types 3of organizational problems to be solved by managers who may have little accord of engineering. Similarly, the contemporary industrial and manufacturing organization is an integrated entity which can no longer afford to entrust its decisionmaking to professional managers. Rather, much(prenominal) organizations require leadership from individuals possessing both technological and managerial competencies.

The external frame of reference I have applied to evaluate engineering management is the use of the critical path method (CPM) in crook project management. In the early years of the twentieth century, Frederick Taylor highly-developed the concept and techniques of scientific management (Sisk, 1985). Scientific management was a musical arrangement designed primarily for use in manufacturing management, and was intended to " augment the output of the average worker and to improve the efficiency of management" (Sisk, 1985, 24). These same needs of manufacturing operations also existed with respect to construction operations.

The "backbone of the Critical style Method is a pictorial model of a project. The basic component of this model is the pointer" (O'Brien, 1984, 13).

Each arrow in a CPM network 8represents the body process associated with one event in a series. In a graphical representation, the tail of an arrow represents the starting of an activity, while the compass point of the arrow represents the completion of the activity. In a graphical representation, the "arrows ar arranged to show the . . . logical sequence in which the activities of a project argon to be accom plished" (O'Brien, 1984, 14).

Levy, F. K., Thompson, G. L., and Wiest, J. D. "The ABCs of the Critical Path Method." Harvard Business Review, SeptemberOctober 1963, 99114.

Several refinements have been developed from both CPM and immaterial, as special purpose techniques. A PERT/Cost technique was developed to add monetary value predictions to PERT, and this cost technique was later refined into the PMS, or project management 7system (O'Brien, 1984, 1011). CPM gave birth to other project control procedures which are employ in construction management. Among these other project schedule and control procedures are the following: (1) RPSM (resource planning and scheduling method), used in the scheduling of manpower; (2) RAMPS (resource allocation and manpower planning system), used for all types of
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