March 13th, 2011 
jvremec
Profession Engineer and Management Continuing Education
Author: Joe Haun
Are you like many engineers; highly trained to solve technical problems but not as confident with your people skills? There is a big difference between engineering design and business management. In the engineering profession engineers are constantly studying to stay current on the latest technologies and engineering strategies. For many engineers it is extremely difficult to transition from engineer to manager. Since business and management are not usually classes in engineering college, engineers are expected to obtain their business skills through experience and continuing education. Unless you have a MBA, you will probably find it difficult to locate qualified continuing education sources with management courses tailored for engineers.
Nearly all of the states that require continuing education credits accept business or managerial courses as long as they are related to engineering. In other words you can not take a class in “How to start your own Retail Business” and expect to receive continuing education credit for renewing your professional engineering license. But you can take a course in “Engineering Business Marketing Techniques” and receive full credit.
In addition, most State Licensure Boards do not pre-approve courses for continuing education credit. This responsibility is usually left to the engineer to understand the state codes and to screen the courses appropriately. The Board will either accept or decline the courses after the engineer has submitted the license renewal application and listed the completed and credits received.
Engineering managerial courses can include topics on Engineering Business Plan, Engineering Operations, Engineering Marketing, Financials, Proposals, Leadership, and many others. To acquire the necessary continuing education units, engineers can find these courses in the following sources;
Community College and University Continuing Education Courses – These institutions regularly offer courses on numerous topics. Since the courses have to appeal to a wide audience, they usually do not cover technical topics that would be of interest to engineers. You can find business topics, but these courses are very general. Management courses that can apply to engineers my have words like “professional services” and “technical industry” in the course title.
Vendor Seminar (Lunch Presentation) – This has been one my favorite sources. It usually starts by a product vendor giving you a call. He will ask if you would be interested in a presentation at your office. If you are interested you may say “Yes, but I will need for the presentation to be made at my office during lunch our hour. The attendees will be my engineers and designers, and I will need for you to bring lunch.” Your team will listen to the vendor’s presentation, review his products and literature, ask technical questions, and enjoy lunch. Each of your Professional Engineers gains about 0.5 PDH.
On-the-Job Training – Some firms actually have monthly training sessions for their engineers and support staff. The subjects can be on a wide array of technical, ethical, and managerial topics. As long as the subject covered, who made the presentation, who attended the training, date of the training session, and time spent training is documented, these sessions can count as continuing education.
Seminars – These courses are often held in a hotel conference room for a few hours to several days. Usually the courses offer continuing education credit of 8 PDH per day. If you have to travel to attend the seminar, your additional expenses beyond the cost of the seminar will include lodging, air fares, rental car, and dining. A three-day course can easily exceed several thousands dollars. Also take into account that during this time you will not be working on any contracts, your company will loss billable hours.
Convention and Conferences – These events offers the attendee a multitude of course topics. Attending one four-day convention, you can easily obtain all of the continuing education credits needed to renew your professional license. Like seminars if the convention is away from your home town, you will have additional expenses including lodging, air fares, rental car, and dining. Also since you are away from your office, you will loss billable hours. Again, a convention can cost you or your office thousands of dollars.
Home Study Courses – These courses have been around for a long time; long before the computer. The course material is sent to your home. You study the material, answer the quiz, and return the quiz. A week or two later a Course Completion certificate is sent to you. These types of course are being replaced by Online Courses as discussed below.
Online seminars – This is becoming a very popular program. Seminars that are online are often quite a bit less expensive than actually attending a seminar. Not only are the courses cheaper, but the attendee also saves due to no traveling, lodging, dining, or other expenses. Of course, the attendee will have to find a quite area to sit-up the computer and speakers, and to post a sign on the door saying “Do Not Disturb”. Once the seminar is completed you receive a Certificate of Completion with the number of PDH or CEU earned.
Online Courses – These courses are much like the home study course but everything is done over the internet. You can take the course 24/7, and you usually have instant access to the quiz and the certificate of completion. These courses are the most economical and convenient for the engineer. You can just about study any topic; technical, ethical, or managerial. Most websites tend toward the technical topics. While only a few websites specialize in the business of engineering. Since most of these courses are written by engineers, it is understandable that most of the courses are technical.
Most engineers have excellent technical skills, but not necessarily the same level of expertise in business management and marketing. It is the responsibility of the engineer to develop these management skills through continuing education. Continuing education can be obtained through Community Colleges, Universities, Professional Training Programs, Professional Organizations, and online training courses. In most states continuing education courses qualify for continuing education units (CEU) or Professional Development Hours (PDH).
In this article we have discussed the different sources for engineering continuing education. The transition from engineer to manager can be difficult, but there are resources available to obtain the necessary knowledge. Acquiring the necessary management skills can be the difference between a good and a bad manager.
Article Source: http://www.articlesbase.com/career-management-articles/profession-engineer-and-management-continuing-education-3236593.html
About the Author
In this article Joe Haun, discusses management courses for engineering continuing education. To learn more about the business of engineering, and how to quickly receive your engineering CEU’s and PDH’s through online training, visit: Engineering Continuing Education, and download free online course manuals and documents.
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On the Collins project was the project manager a professional in the field of project management. ?
< The project manager gives the appearance of mucking up the system.
He introduces mutations to each subsystem, thereby making the system more robust.
A/by Wes/ The project manager is expected to do whatever it takes to make a product work (I.e. Make the company money. And if they have to bend the system to make this happen, then so be it.
A/by d_r_siva/ A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development.
Many other fields in the production, design and service industries also have project managers.
A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are; cost, time, and quality (also known as scope).
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
more...........
http://www.answers.com/topic/project-man…
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I suppose it depends on what he actually wanted to accomplish or whether he had ulterior motives
BA in Business Management questions.HELP PLEASE!!!?
I would like to know if:
1. When you do a degree in busines management,does it or is it supposed to specialise you in a certain aspect of business management or is it that when you get a job and begin training you eventually fall into a specific part of management.
(I have never had a job yet because i am still in school, so i don’t know.If i am making any mistakes please correct me.)
2.From reading the info here, what part of business management will this specialise you in? Where does systems and processes fall in an organisation?(eg. admin.,H.R,Finance etc.)
I got this info. below from the institute’s website:
“Bachelor of Arts (Honours)Business Management
The BA (Honours) Business Management (BABM) has been designed to help you develop your career as a business manager and to prepare you for increased responsibility in your workplace. The overall programme aim is to develop knowledge and understanding to analyse, evaluate and take responsibility for administration systems and processes that make an effective contribution to business performance.
This top-up degree allows students to progress from the iam Advanced Diploma in Administrative Management. The programme is operated by our partners the Management Development Partnership (MDP), who specialise in distance learning programmes leading to a University qualification. MDP has worked closely with the iam and a leading UK University in the development of the programme.
The programme modules require you to develop your existing knowledge and skills by:
Examining your personal effectiveness as a business manager
Considering how you can contribute to improved performance management in your workplace
Taking a more strategic perspective on your own and your organisation’s objectives
The process of development will enable you to look at your job role and career development from new perspectives and provide you with ideas and insights that will help you to contribute more effectively to your organisation’s performance.
The BABM can normally be completed in 18 months to 2 years, depending on the time individuals have available.
About MDP
MDP delivers customised, work-related qualifications on behalf of a wide range of corporate and professional clients. MDP has its own academic board and University approved quality assurance systems, ensuring that it maintains the quality standards of the University while having the freedom to provide the high level of customer service expected by students.
MDP is an acknowledged leader in the provision of management education through distance learning. The company’s expertise has been gained through the development of a range of courses for leading UK Universities and organisations including HM Treasury, Home Office, Ministry of Defence, AstraZeneca, Standard Life and Vodafone. MDP is at the forefront of many of the latest developments in distance learning including the online delivery of workshops where a number of innovatory features were pioneered by the company.”
I know i will not be able to start out as a manager and it does take experience
I actually major in Business Administration and plan to go beyond an MBA in my university career to a Ph.D level, because I want to be a professor and do new business research to create new analytic ideas. But the general business management can be applied to any area. But if you want to specify in one area, I suggest you complete a “Joint Degree” with another field including your business degree like for example medicine, technology, architecture, etc.
I hope this helped.
PMP vs MBA(Project Management)?
My self completed BE (EEE) and working as a project engineer in contracting company dubai. I have presently 3+ years of handson experiance. I would like to do project management course. Here, i am lilttle confused either to do PMP (Project management professional) or MBA(Project Management).
Based on my experiance, I request you to kindly advise which course is best and suitable for my career development.
Aslo, compare the job oppurtunity for PMP and MBA (Project Management)
I look forward to your valuable advise.
PMP–> costs less, opportunity is very specific and less compared to MBA.
However, MBA will open up more opportunities than only project management.
The following is an excert from Lucent Technologies Management?
The following is an excerpt from Lucent Technologies’ Management?
Executive Summary
We design and deliver the systems, software
and services that drive next-generation communications
networks. Backed by Bell Labs
research and development, we use our
strengths in mobility, optical, access, data and
voice networking technologies, as well as
services, to create new revenue-generating
opportunities for our customers, while
enabling them to quickly deploy and better
manage their networks. Our customer base
includes communications service providers,
governments and enterprises worldwide.
We have three segments organized
around the products and services we sell.
The reportable segments are Integrated Network
Solutions (“INS”), Mobility Solutions
(“Mobility”) and Lucent Worldwide Services
(“Services”). INS provides a broad range
of software and wireline equipment related
to voice networking (primarily consisting
of switching products, which we sometimes
refer to as convergence solutions, and voice
messaging products), data and network
management (primarily consisting of access
and related data networking equipment
and operating support software) and optical
networking. Mobility provides software and
wireless equipment to support radio access
and core networks. Services provides deployment,
maintenance, professional and managed
services in support of both our product
offerings as well as multi-vendor networks.
Beginning in fiscal 2001, the global
telecommunications market deteriorated,
resulting from a decrease in the competitive
local exchange carrier market and a significant
reduction in capital spending by established
service providers.This trend intensified
during fiscal 2002 and continued into fiscal
2003. Reasons for the market deterioration
included general economic slowdown, network
overcapacity, customer bankruptcies,
network build-out delays and limited availability
of capital.
We believe that the market for telecommunications
equipment has stabilized
and is starting to grow in certain areas. The
growing demands of enterprises and consumers
for additional services tailored to
their needs is creating the need for a new
convergence of networks, technologies and
applications.
Required
1. Using the Consolidated Balance
Sheets for Lucent Technologies for
September 30, 2004 and 2003, prepare
a common-size balance sheet.
2. Evaluate the asset, debt, and equity
structure of Lucent Technologies, as
well as trends and changes found on
the common-size balance sheet.
3. What concerns would investors and
creditors have based on only this
information?
4. What additional financial and nonfinancial
information would investors
and creditors need to make investing
and lending decisions for Lucent
Technologies?
I’ve sent the Excel file to that address you gave me.
The Following is an excerpt Lucent Technologies Management?
The following is a excerpt from Lucent Technologies Management? Executive Summary We design and deliver the systems, software and services that drive next-generation communications networks. Backed by Bell Labs research and development, we use our strengths in mobility, optical, access, data and voice networking technologies, as well as services, to create new revenue-generating opportunities for our customers, while enabling them to quickly deploy and better manage their networks. Our customer base includes communications service providers, governments and enterprises worldwide. We have three segments organized around the products and services we sell. The reportable segments are Integrated Network Solutions (“INS”), Mobility Solutions (“Mobility”) and Lucent Worldwide Services (“Services”). INS provides a broad range of software and wireline equipment related to voice networking (primarily consisting of switching products, which we sometimes refer to as convergence solutions, and voice messaging products), data and network management (primarily consisting of access and related data networking equipment and operating support software) and optical networking. Mobility provides software and wireless equipment to support radio access and core networks. Services provides deployment, maintenance, professional and managed services in support of both our product offerings as well as multi-vendor networks. Beginning in fiscal 2001, the global telecommunications market deteriorated, resulting from a decrease in the competitive local exchange carrier market and a significant reduction in capital spending by established service providers.This trend intensified during fiscal 2002 and continued into fiscal 2003. Reasons for the market deterioration included general economic slowdown, network overcapacity, customer bankruptcies, network build-out delays and limited availability of capital. We believe that the market for telecommunications equipment has stabilized and is starting to grow in certain areas. The growing demands of enterprises and consumers for additional services tailored to their needs is creating the need for a new convergence of networks, technologies and applications. Required 1. Using the Consolidated Balance Sheets for Lucent Technologies for September 30, 2004 and 2003, prepare a common-size balance sheet. 2. Evaluate the asset, debt, and equity structure of Lucent Technologies, as well as trends and changes found on the common-size balance sheet. 3. What concerns would investors and creditors have based on only this information? 4. What additional financial and nonfinancial information would investors and creditors need to make investing and lending decisions for Lucent Technologies?
I’ve sent the file to that address you gave me.