Leading To. Advanced Engineering Management. (Quad Credit)

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Leading To

Advanced Engineering Management

(Quad Credit)

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Leading To

Advanced Engineering Management

(Quad Credit)

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Course Co-ordinator:

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 _{PhD (London),}  _{MEd. M. (Bath),}

 _{Adv. Dip. Ed. (Bristol),}  _{PGCIS (TVU),}

 _{ITC (UWI),}  _MSCOS

 _{Member of the Asian Academy of Management - MAAM,}

 _{Member of the International Society of Gesture Studies - MISGS}  _{Member of the Academy of Management - MAOM,}

 _LESAN,

 _{Visiting Professor Polytechnic University of the Philippines – PUP}

For Whom This Course is Designed

This Course is Designed For:

 _{Process Engineers}  _{Industrial Engineers}  _{Manufacturing Engineers}  _{Production Engineers}  _{System Engineers}  _Technologist  _Scientists

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 _{Other Engineers who is interested in gaining knowledge about Engineering}

Management

Duration:4 Weeks (20 Days) Cost:

 £16,000.00 + VAT (Government Tax)PerDelegate for UK Delivery

 £20,000.00 + VAT (Government Tax)PerDelegate for non-UK European Delivery  £20,000.00 PerDelegate for Non-European Delivery (No VAT - Government Tax)

Cost includes:

 _{Continuous refreshments,}  _{Hot Lunch,}

 Stationery,

 _{Course Guide and Supplement,}

 _{HRODC Postgraduate training Institute’s Diploma – Postgraduate - or}  _{Certificate of Attendance and Participation}

Course runs from9:30 to 4:30 pm.

Location: Central London and International Locations Schedule - Part 4:

http://www.hrodc.com/Course_Schedule_Part_4_London_Full_Time_Postgraduate_Diplo ma_MA_MBA_MSc_Short_Courses_HRM_Petroleum_Oil_Gas_Accounting_Business_English _Communication.htm

Click to book this course:

http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_Joh annesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm

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Course Programme for Advanced Engineering Management Leading to Diploma-Postgraduate in

Advanced Engineering Management (Quad Credit) M

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Skills for Managers/Leaders Value Addition

Value Mantra

Value to Stakeholders Efficiency vs. Effectiveness Strategic Decisions

Operational (Tactical) Decisions Four Dimensional Works

 _{Work With Boss}  _{Work With Peers}  _{Work With Own Self}  _{Work With Subordinates}

Work of an Engineer as a Technical Contributor Tips for Engineers

Typical Engineering Activities Skills of Engineering Managers

 _{Time Management and Work Habits}

 _{Interpersonal Skills to Get Along With People}

 _{Team Building, Communications and Motivation Skills}  _{Decision Support Tools}

 _{What-If Analysis,}  _{Risk Analysis,}

 _{Kepner-Tregoe Decision Tool,}  _{Problem Solving,}

 _{Root Cause Analysis,}  _{Decision Tree,}  _Optimization

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 _{Talents to Be Nurtured Over Time} Vision

Net-Working Drive to Excel

Interactions between Groups

Challenges for Engineering Managers

 _Inside  _Outside  _Present  _Future  _Local  _Global

The Engineering Management Functions

 _Planning  _Organising  _Leading  _Controlling P Pllaannnniinngg Planning Defined Strategic Planning

 Product Life Cycle

 Developing Mission and Vision  Corporate Values

 Strategic Planning Tools

 _{Market Research}  _{SWOT Analysis}  _{Sensitivity Analysis}  _{External Benchmarking}  _{Technology Forecasting} Product Life Cycle Analysis

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Operational Planning

 Tools for Operational Planning  Performance Matrix

Activities Related to Planning 1. Forecasting

 _{Purposes of Forecasting}  _{Steps to Forecast}

 _{Important Forecasting Issues}  _{Criteria for Future – Oriented Ideas}  _{Technology Forecast}

 _{Technology Forecasting – Guidelines for Engineers} 2. Action Planning

 _{Critical Needs Analysis}  _{Objectives Setting}  _{Defining Metrics}

 _{Specifying Action Steps}  _{Determining Schedule}  _{Developing Budget}

 _{Remarks on Action Planning} 3. Issuing Policies  _{Purposes of Policies}  _{Characteristics of Policies} 4. Establishing Procedures  _{Importance of Procedures}  _{Developing Procedures} Components of Good Planning

O Orrggaanniissiinngg Organising Defined Organisation Type Authority Responsibility

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Accountability Span of Control Co-ordination Specialisation

The Function of Organising 1. Organising Own Workplace

2. Developing Organisational Structure  _{Functional Organisation}  _{Discipline-Based Organisation}  _{Product/Regional Organisation}  _{Matrix Organisation}  _{Team Organisation}  _{Network Organisation} Performance by Organising

 _{High Performance Enhanced By Flexible Structure}  _{Organising For Innovation}

 _{Design Manufacturing Interface}  _{Heightened Employee Motivation}  _{High Technical Marketing Interface}

Cross-Functional Team

Traditional Product Development Sequence Cross-Functional Product Development Team Cross Functional Team Benefits

 _{Team Discipline}  _{Team Learning}  _{Team Effectiveness}

Role of Team Members Team Mentality

Team Stages

 _{Formation Stage}  _{Gelling Stage}  _{Unison Stage}

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3. Delegating

 _{Reasons for Delegating}  _{Delegation Matrix}

 _{What Should Be Delegated?}  _{What Should Not Be Delegated?}  _{Process of Delegating}

 _{Barriers to Effective Delegation} 4. Establishing Working Relationships

 _{Types of Roles}  _{Types of Conflicts}  _{Resolving Conflicts} Informal Organisations L Leeaaddiinngg Leadership Style

Adopting the Best Leadership Style Leading

The Functions of Leading 1. Deciding

 _{Types of Decision}

 _{Difficulty of Decision Making}  _{Characteristics of Good Decisions}  _{Decision Making Guidelines}  _{Decision by Staffs}

 _{Decisions by Manager and Staff}  _{Decision by Manager}

 _{Rational Decision Making Process}  _{Kepnor-Tregoes Decision Analysis Tool}  _{Decisions Not to Make}

 _{Other Decision Support Tools}

 Forecasting

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 Risk Analysis (Monte Carlo)

 What If Solver

 Simulation Modelling

 Decision Tree

 Optimisation

 _{Decision Making By Gut Instinct}  _{Decision Making In Teams} 2. Communicating  _{Communication Guidelines}  _{Process of Communicating}  Asking  Telling  Listening  Understanding

 _{Barriers to Effective Communications}  _{Techniques of Communicating}

3. Motivating

 _{How To Motivate}

 _{Motivation Enhancement}  _{Successful Motivation}

 _{Maslow’s Hierarchy of Needs}

 _{Motivating Factors for Professionals} 4. Selecting

 _{Standard Procedure of Employee Selection Process}  _{Skills Assessment}

 _{Challenges of Selecting}  _{Best Practice in Selecting} 5. Developing

 _{How to Develop People}

 _{Employee Development Guidelines} Issues on Leading

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 _{Advice for New Leaders}  _{Superior Leadership}

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Controlling Defined

Nature of Controlling Function Features of Good Control

Pareto Principle or the 80/20 Rule Controlling Function

1. Setting Standards

 _{Grades of Performance}  _{Value of Setting Standards}  _{Types of Standards}

 _{Characteristics of Good Standards}  _{Barriers to Setting Good Standards}  _{Internal Benchmarking}

 _{External Benchmarking}  _{Benchmarking Metrics}

 _{Benchmarking Metrics, Examples}  _{Limitation of Benchmarking} 2. Measuring Performance

3. Evaluating Performance

 _{Correcting Performance}

 _{Reasons for Performance Deficiencies}  _{Constructive Criticisms}

 _{Some Rules about Mistakes and Failures} 4. Controlling Performance

 _{Means of Performance Control}  _{Guidelines for Effective Control}  _{Specific Controlling Targets} Management Time Control

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Tips in Managing Time

Time Saving Tips for Engineering Managers Personnel Control

Four Levers of Control

 _{Diagnostic System}  _{Belief System}  _{Boundary System}

 _{Interactive Control System}

Effective Control System Business Relationship Control Projects Control

Issues in Project Control Skills for Project Management Control of Knowledge

Specific Techniques for Knowledge Management

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Introduction

Basic Terms in Cost Accounting

 _{Gross Margin}  _Budget  _Variance  _{Fixed Costs}  _{Variable Costs}  _{Direct/Indirect Costs} Cost Analysis

Time Value of Money

 _{Primary Reasons Why Money of the Same Dollar Amount In Different Time}

Periods Have Different Values (Purchasing Power)

 _{Basic Formulas and Equations}  _{Compound Interest Formulas}  _{Guidelines for Applying Formulas}

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 _{Depreciation Accounting}  _{Depreciation – Notations}  _{Depreciation Methods}

Product/Service Costing

 _{Cost of Goods Sold}  _T-Accounts

 _{Method of Allocating Overhead Charges}  _{Overhead Charges}

Activity Base Costing (ABC)

 _{Key Terms Used for ABC}

 _{Cost Objects}  _Activity  _{Cost Driver}  _{Cost Pool}

 _{ABC Rationale}  _{Value Added By ABC}  _{ABC Application}  _{ABC Implementation}

 _{Results of ABC Implementation}

 _{Demonstration of Spreadsheet Program of ABC Model}

Inventory Accounting

 _{FIFO (First In and First Out)}  _{LIFO (Last In and First Out)}  _{Weighted Average}

 _{Impact of Inventory Accounting On CGS}  _{Impact on Net Income}

 _{Discussion on Inventory Accounting}  _{Inventory Problem}

 _{Risk Analysis and Cost Estimation under Uncertainty}

Techniques to Account for Risks

 _{Contingency Factor}

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 _{Mathematical Illustration of Risks}  _{Simulation of Risky Data}

 _{Gaussian (Normal) Distribution}

 _{Characteristics of Risk Simulation Results}  _{Function of One Input Variable}

 _{Sampling Process}

 _{Function of the Output Variable}  _{Value Added By Risk Simulation}

 _{Sensitivity Analysis}  _{Decision Trees}  _{Diversification}  _{Fuzzy Logic Systems}

Value Added By Risk Simulation

 _{Breakeven Analysis}

Miscellaneous Topics

 _{Economic Quality of Ordering}  _{Simple Cost-Based Decision Models}

Comparison of Alternatives Replacement Evaluation Project Evaluation Criteria

 _{Net Present Value}

 _{Internal Rate of Return (IRR)}  _Payback

 _{Profitability Index}

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Basic Accounting Equation Accounting Principles T- Accounts

 _{Use of T-Accounts}

Key Financial Statements

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 _{Accounting Terms in Income Statement}

 Sales Revenue

 Cost of Goods Sold (CGS)

 Net Income

 EBIT

 Earning Per Share

 Dividend

 _{Balance Sheet}

 _{Accounting Terms in Balance Sheet}

 Assets  Liabilities  Owner’s Equity  Current Assets  Fixed Assets  _{Other Assets}  Current Liability  Long-Term Liabilities

 Deferred Income Tax

 Prepaid Income

 Prepaid Expense

 Retained Earnings

 Capital Surplus Miscellaneous

Funds Flow Statement

Funds Flow Analysis Principles

Value-Addition Opportunities for Engineers Options to Reduce CGS and Inventory Experience Curve

Fundamentals of Financial Analysis

 _Liquidity  _Activity  _{Profitability}

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Use of Performance Ratios

 _Example

Balanced Scorecard

 _{Balanced Scorecard – Example}  _{Balanced Scorecard Results}

 _{Balanced Scorecard Implementation}  _{Externally Imposed Balanced Scorecard}

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Introduction

Elements of Market Economy Roles of Firms

Orientation of Investment Strategy Investors Risks Risky Investment Capital Formation Capital Structure Equity Financing

Capital Asset Pricing Model (CAPM) Cost of Equity Capital

Market-Derived Capital Pricing Model (MCPM) Call Option

Put Option

Put Option and Equity Risk Return MCPM Based on Put Option

Market-Derived Capital Pricing Model (MCPM) Debt Financing

Weighted Average Cost of Capital (WACC) Impact of Financial Leverage

Optimum Leverage Capital Asset Valuation

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Assets in Place (Operations) Discount Cash Flow (DCF) Cash Flow

IRR

Adjusted Present Value (APV) Advantages of APV

Multipliers

Monte Carlo Simulations Opportunities – Real Option European Simple Call Option Example of Simple Option The Black-Scholes Option Pricing Model

Example of Simple Option Equity Cash Flow (M&A)

Recommended Valuation Methods

M MaarrkkeettiinnggMaMannaaggeemmeennttfoforrEEnnggiinneeeerriinnggMMaannaaggeerrss Introduction Importance of marketing Selling vs. marketing Marketing Function Selling vs. Marketing Marketing Orientation Marketing Process

Levels of Marketing Strategy Marketing Effectiveness Diagram Marketing Effectiveness

Key Elements in Marketing

Market Forecast -- Four-step Process Environment

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Customers

Who Makes What Decisions for Whom? Market Segmentation

 _Purpose

 _{Segmentation Benefits to Company}  _{Segmentation Steps}

 _{Criteria for Creating an Effective Segmentation Strategy}  _{Prerequisites for Implementing Segmentation Strategy}  _{Pitfalls of Market Segmentation}

Marketing Mix Product Strategy

 _{Industrial vs. Consumer Products}  _{Nature of Products}

 _{Product Perception}  _{Product Strategy Options}  _{Product Positioning}  _{Product Life Cycle}  _{Product Supply Curve}

 _{Impact of Product Innovation}  _{Product Portfolio}

 _{Products/Brands}

 _{Promise of Value - Brand Examples}  _{Brand Pyramid}

 _{Brand Classes}

 _{Strategic Options for Brands}

 _{Product Strategy - Engineering Contributions}

Pricing Strategy

 _{Pricing Options}

 _{Factors Affecting Price}  _{Price Quality Association}

 _{Pricing Methods vs. Relative Position Power}  _{Pricing Methods}

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 _{Target Pricing}

 _{Features of Target Pricing}

 _{Pricing and Psychology of Consumption}  _{Methods of Pricing}

Marketing Communications

 _{Promotional Effect}  _{Promotion Strategy}  _{Push vs. Pull Strategy}  _{Promotion of Products}

 _{Internet-Enabled Communications Options}  _{Contextual Marketing}

Distribution Strategy

 _{Distribution Channels}

 _{Functions of Distribution Channels}  _{Types of Distribution}

 _{Organisational Structures}

 _{Impact of E-Commerce on Distribution}

Other Factors Affecting Marketing Success

 _{Alliances and partnerships}

 _{Customer Interactions and Loyalty}  _{Organisational effectiveness}

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Differences in Work Done By Engineers and Managers Career Paths of a Typical Engineer

 _Executives

 _{Mid-Level Positions}  _{Technical Contributor}

Factors Affecting the Promotion of Engineers to Managers Managerial Competency

Leaders and Managers Leadership Talents

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Example Leadership Profile Top Executive Profile

Characteristics of Successful Leaders Emotional Intelligence

Contributions Expected Of Engineering Managers/Leaders Failure Factors for Engineering Managers

Most Common Reasons for Career Failures for Engineers

 _{Poor Interpersonal Skills}  _{Wrong Fit}

 _{Not Able To Take Risks}  _{Bad Luck}

 _{Self-Destructive Behaviour}  _{Lack of Focus}

 _{Workplace Biases}

Success Factors

What Can Engineering Managers Do Best?

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Introduction

Web-based Enterprise Management Enablers

Enterprise Resource Planning and Application Integration Customer Relationship Management (CRM)

Dimension of CRM

Web-based CRM Examples CRM Example

Data Mining

Enterprise Integration and Resources Planning Enterprise Integration and Resource Planning Procurement Enablers

Enterprise Integration and Resource Planning Enterprise Resources Planning Tools

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Web-Based Engineering Enablers

 _{Web-based Product Design/ Development}  _{Web-based Project Management}

 _{Web-based Plant Operations}

 _{Web-based Engineering Innovations}  _{Web-based Maintenance} E-transformation  _Benefits  _Strategies  _Value  _{Value Addition}  _{Best Practices}

 _{Critical Success Factors}  _Example

Potential Contributions by Engineering Managers

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Recruitment and Selection Conducting Job Analysis Designing Job Description

Designing Personnel Specification Short Listing Candidates

Interview Selection

The Value of Staff Induction Induction Programme Training and Development Exit Interview

Steps in HR Planning Process

Considering organisation objectives and strategies Assessment of external environment

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HR Forecasting – Need Assessment

HR Forecasting – Estimation of Availability Developing HR plans and programmes Barriers to Human Resource Planning The Management Succession Chart

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Defining a Project

Benefits of Project Management

What Project Managements Helps You to Achieve Factors Determining Project Success

Project Constraints

 _Scope  _Quality

 _Cost

 _{Schedule/time}

Project Management Cost Estimation Tools Project Cycle Management

Development of a Project Cycle

 _{Initiation Phase}  _{Planning Phase}  _{Execution Phase}  _{Closure Phase}

The Management of Change

The Systems Approach to Project Management

The Requirements for a Successful Project Management Critical Incident Analysis

The Value Chain

Developing a CATWOE Focus of Project Management The Import>Conversion>Export Process

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Inspection and test

 _{Quality Control}  _{Quality Assurance}

 _{Total Quality Management}

Quality Assurance and ISO 9000

 _{What is a Standard?}  _{ISO 9000}

 _{ISO 9001}

 _{The Requirements for ISO 9001 Operational Activities}

 _{The Requirements for ISO 9001 for Quality System Activities}  _{Certification}

Total Quality Management (TQM)

 _{The Main Elements of TQM}  _Benchmarking

 _{TQM – An Illustrative Case Study}

Quality Management Tools and Techniques

 _{Quality Circles}

 _{Data Gathering and Analysis}  _{Statistical process Control}

Factors Influencing the Use of Quality Management Quality Costs

 _{Prevention, Appraisal and Failure (PAF) Model}  _{Process Cost Model}

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Emerging Future Trends Customer Focus

Enterprise Resource Integration Supply Strategy

Knowledge Management Organisational Changes

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Population Diversity

Migration of White Collar Jobs to Other Countries Globalisation

Knowledge Economy Companies

Functional Integration of Knowledge Economy Companies Contrasting Views

Modern Companies

Characteristics of Modern Companies Value Chains

Organisational Design of a Progressive Enterprise Best Practices of Knowledge Economy Companies Strategies to Make Companies Great in New Century Management of Business Networks

Transition to Knowledge Economy Personal Strategies for the Future The Compounding of Knowledge Challenges in the New Millennium Value Addition Model

Leadership Pyramid

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Synopsis of Diploma – Postgraduate, Postgraduate Diploma and

Postgraduate Degree Regulation

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Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours (direct lecturer contact), will, on successful assessment, lead to the Diploma – Postgraduate. This represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a Diploma – Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and students who fail to gain the required level of pass, at Postgraduate Level will receive a Certificate of Attendance and Participation. The Certificate of Attendance and Participation will not count, for cumulative purpose, towards the Postgraduate Diploma. Courses carry varying credit values; some being double credit, triple credit, quad credit and 5-credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in this document, a Postgraduate Diploma is awarded to students and delegates who have achieved the minimum of 360 Credit Hours, within the required level of attainment. Credit Value and Credit Hours examples of Diploma – Postgraduate Courses are as follows:

Credit Value

Credit Hours

Single-Credit 30-36

Double-Credit 60-72

Triple-Credit 90-108

Quad-Credit 120-144

Other Credit Values are calculated proportionately.

Because of the intensive nature of our courses and programmes, assessment will largely be in-course, adopting differing formats. These assessment formats include, but not limited

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to, in-class tests, assignments, end of course examinations. Based on these assessments, successful candidates will receive the Diploma – Postgraduate, or Postgraduate Diploma, as appropriate.

In the case of Diploma – Postgraduate, a minimum of 70% overall pass is expected. In order to receive the Award of Postgraduate Diploma, candidate must have accumulated at least the required minimum ‘credit-hours’, with a pass (of 70% and above) in at least 70% of the courses taken.

Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be awarded the Certificate of Attendance and Participation.

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Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degrees are required to submit the following documents:

 Completed Postgraduate Application Form, including a passport sized picture affixed to the form;

 A copy of Issue and Photo (bio data) page of the applicant’s current valid passport or copy of his or her Photo-embedded National Identity Card;

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 On receipt of all the above documents we will make an assessment of the applicants’ suitability for the Programme for which they have applied;

 If they are accepted on their Programme of choice, they will be notified accordingly and sent Admission Letters and Invoices;

 One week after the receipt of an applicant’s payment or official payment notification, the relevant Programme Tutor will contact him or her, by e-mail or telephone, welcoming him or her to HRODC Postgraduate Training Institute;

 Non-European Students will be sent immigration documentation, incorporating a Visa Support Letter. This letter will bear the applicant’s photograph and passport details;

 Applicants will be notified of the dates, location and venue of enrolment and orientation;

 Non-UK students will be sent general information about ‘student life’ in the UK and Accommodation details.

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There are three delivery formats for Postgraduate Diploma Courses, as follows: 1. Intensive Full-time Mode (3 months);

2. Full-time Mode (6 month);

3. Video-Enhanced On-Line Mode.

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All short courses can accumulate to the required number of hours, for the Postgraduate Diploma, over a six-year period from the first registration and applies to both general and specialist groupings. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma – Postgraduate) – equivalent to 30 Credit Hours, representing one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360 Credit Hours are, therefore, required for the Award of Postgraduate Diploma.

A six-day course (Diploma – Postgraduate) is, therefore, equivalent to 36 hours Credit Hours, representing one credit. Therefore, ten short courses, of this duration, equates to the required 360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit courses last between ten and fourteen days, triple-credit courses range from fifteen to nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis, the definitive calculation on the Award requirement is based on the number of hours studied (aggregate credit-value), rather than merely the number of credits achieved. This approach is particularly useful when a student or delegate studies a mixture of courses of different credit-values.

For those delegates choosing the accumulative route, it is advisable that at least two credits be attempted per year. This will ensure that the required number of credit hours for the Postgraduate diploma is achieved within the six-year time frame.

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 On the successful completion of the Postgraduate Diploma, delegates may register for the Masters Degree, after their successful completion of Course #7: Research

Project: Design, Conduct & Report.

 The Delegates’ Degree Registration Category will be dictated by the courses or modules studied at Postgraduate Diploma Level. The categories relate to Master of Business Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master of Business Administration (Executive MBA). Additional details are provided in the document entitled: regulation For HRODC Postgraduate Training Institute Diploma – Postgraduate - Postgraduate Diploma and Masters Degree – MA, MBA, MSc.

Terms and Conditions

HRODC Policy Terms and Conditions are Available for viewing at:

http://www.hrodc.com/COSTS.htm

Or Downloaded, at:

http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochures_Sem inar_Schedule.htm

The submission of our application form or otherwise registration by of the submission of a course booking form or e-mail booking request is an attestation of the candidate’s subscription to our Policy Terms and Conditions, which are legally binding.