ENGG 406 ENGINEERING MANAGEMENT
CHAPTER 3: PLANNING /
COORDINATING TECHNICAL
ACTIVITIES
Engr. Archangel Michael Bool
Lecturer
CHAPTER OBJECTIVES
Define the meaning of planning
► Determine the planning roles of Engineering
Managers
► Assess the planning activities
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PLANNING
► Selecting the best course of action in anticipation of future
trends so that the desired result may be achieved
► the management function that involves anticipating future
trends and determining the best strategies and tactics to
achieve organizational objectives
► the selection and sequential ordering of tasks required to
achieve an organizational goal
► deciding what will be done, who will do it, where, when, and
how it will be done,” and the standards to which it will be done
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TYPES OF PLANNING
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Strategic Planning
Operational Planning
PLANNING ROLES OF ENG’G MANAGERS
Analyzing hard data
► Offering alternative interpretations of the
data available
► Raining insightful questions to challenge
conventional assumptions
► Communicating the resulting outputs of
planning to help effectuate buy-in from
others
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PLANNING TASKS
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Time Management
Projects and Programs
Corporate know-how
Other Proactive tasks
PLANNING TASKS
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Proactive Tasks
▪ Utilizing new technologies to simplify and enhance
the products and services of the company.
▪ Creating business networks and searching for
partners to form mutually beneficial alliances.
▪ Offering new or enhanced services to customers
(e.g., self-service, an information on-demand
system, and an Internet-based inquiry center).
PLANNING TASKS
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Proactive Tasks (continued)
▪ Initiating new programs to promote healthy customer
relationships.
▪ Developing novel products/services with distinguishable
attributes (e.g., product customization to serve
customers better, cheaper, and faster).
▪ Reengineering and simplifying specific operational
processes to increase efficiency.
▪ Outsourcing specific tasks to augment cost-effectiveness
and to reduce time to market
PLANNING TOOLS
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Market research
SWOT Analysis
Financial What-IF Analysis and
Modeling
Scenario Planning
Performance Benchmarks
PLANNING TOOLS
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Scenario Planning
Define the scope
▪ Identify the major stakeholders
▪ Identify basic trends
▪ Identify key uncertainties
▪ Construct initial scenario themes
▪ Check for consistency and plausibility
▪ Develop learning scenarios
▪ Identify research needs
▪ Develop qualitative models
▪ Evolve toward decision scenarios
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PLANNING TOOLS
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Performance Benchmarks
Customer related measures
▪ Process related measures
▪ Financial measures
▪ Employee related measures
▪ Competition-related measures
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TECHNOLOGY FORECASTING
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Technology forecasting is of critical importance
to those companies whose products are
composed of high-technology components.
Companies must constantly examine, monitor,
and apply emerging technologies to enhance
business performance.
PRODUCT LIFE-CYCLE
The term product life cycle refers
to the length of time a product
is introduced to consumers into
the market until it's removed
from the shelves. The life cycle
of a product is broken into four
stages—introduction, growth,
maturity, and decline.
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PLANNING ACTIVITIES - FORECASTING
Estimate and predict future conditions and events
• Define potential obstacles and opportunities
1.
Identify : Critical factors with significant effect on
profitability
2.
Determine : forecasting horizon (short term,
intermediate term, long term)
3.
Select : the forecasting method to use
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PLANNING ACTIVITIES – ACTION PLANNING
The process of establishing specific objectives, action steps,
and a schedule and budget related to a predetermined
program, task, or project
Analyze critical needs
2. Define specific objectives
3. Define standards
4. Define key action steps
5. Create a schedule
6. Develop a budget
1.
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PLANNING ACTIVITIES – ISSUING POLICIES
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Corporate rules and regulations are used to
prescribe acceptable practices
employee hiring and termination,
• equal employment opportunity (EEO) policies,
• annual performance appraisals, savings plans,
• benefits, medical insurance,
• pension plans,
• sick leave, safety,
• contact with representatives of competitors
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STRATEGIES FOR MANAGING TECHNOLOGY
Who should do the planning
• Assumptions
• Resistance to change
• Benefit versus Cost
• Small but Sure Steps
• Contingency Planning
• Commitment
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