Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully. Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to. Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics. Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how. Great managers can make the world a better place. Join us.

Engineering Management: Meeting the Global Challenges prepares engineers to fulfill their managerial responsibilities, acquire useful business perspectives, and take on the much-needed leadership roles to meet the challenges in the new millennium. Value addition, customer focus, and business perspectives are emphasized throughout. Also underlined are discussions of leadership attributes, steps to acquire these attributes, the areas engineering managers are expected to add value, the web-based tools which can be aggressively applied to develop and sustain competitive advantages, the opportunities offered by market expansion into global regions, and the preparations required for engineering managers to become global leaders. The book is organized into three major sections: functions of engineering management, business fundamentals for engineering managers, and engineering management in the new millennium. This second edition refocuses on the new strategy for science, technology, engineering, and math (STEM) professionals and managers to meet the global challenges through the creation of strategic differentiation and operational excellence. Major revisions include a new chapter on creativity and innovation, a new chapter on operational excellence, and combination of the chapters on financial accounting and financial management. The design strategy for this second edition strives for achieving the T-shaped competencies, with both broad-based perspectives and in-depth analytical skills. Such a background is viewed as essential for STEM professionals and managers to exert a strong leadership role in the dynamic and challenging marketplace. The material in this book will surely help engineering managers play key leadership roles in their organizations by optimally applying their combined strengths in engineering and management.

Despite the ongoing impact of the COVID-19 pandemic, the challenge of realizing sustainability across the triple bottom line of social, environmental, and economic development remains an urgent priority. If anything, it is now imperative that we work towards achieving the United Nations Sustainable Development Goals (SDGs). However, the global challenges are significant. Many of the societal challenges represent complex problems that require multifaceted solutions drawing on multidisciplinary approaches. Engineering management involves the management of people and projects related to technological or engineering systems—this includes project management, engineering economy and technology management, as well as the management and leadership of teams. Systems engineering involves the design, integration and management of complex systems over the full life cycle—this includes requirements capture and integrated system design, as well as modelling and simulation. In addition to the theoretical underpinnings of both disciplines, they also provide a range of tools and techniques that can be used to address technological and organisational complexity. The disciplines of engineering management and systems engineering are therefore ideally suited to help tackle both the challenges and the opportunities associated with realising a sustainable future for all. This book provides new insights on how engineering management and systems engineering can be utilised as part of the journey towards sustainability. The book includes a discussion of a broad range of different approaches to investigate sustainability through utilising quantitative, qualitative and conceptual methodologies. The book will be of interest to researchers and students focused on the field of sustainability as well as practitioners concerned with devising strategies for sustainable development.

Tap into the wisdom of experts to learn what every engineering manager should know. With 97 short and extremely useful tips for engineering managers, you'll discover new approaches to old problems, pick up road-tested best practices, and hone your management skills through sound advice. Managing people is hard, and the industry as a whole is bad at it. Many managers lack the experience, training, tools, texts, and frameworks to do it well. From mentoring interns to working in senior management, this book will take you through the stages of management and provide actionable advice on how to approach the obstacles you’ll encounter as a technical manager. A few of the 97 things you should know: "Three Ways to Be the Manager Your Report Needs" by Duretti Hirpa "The First Two Questions to Ask When Your Team Is Struggling" by Cate Huston "Fire Them!" by Mike Fisher "The 5 Whys of Organizational Design" by Kellan Elliott-McCrea "Career Conversations" by Raquel Vélez "Using 6-Page Documents to Close Decisions" by Ian Nowland "Ground Rules in Meetings" by Lara Hogan

This book presents recently developed intelligent techniques with applications and theory in the area of engineering management. The involved applications of intelligent techniques such as neural networks, fuzzy sets, Tabu search, genetic algorithms, etc. will be useful for engineering managers, postgraduate students, researchers, and lecturers. The book has been written considering the contents of a classical engineering management book but intelligent techniques are used for handling the engineering management problem areas. This comprehensive characteristics of the book makes it an excellent reference for the solution of complex problems of engineering management. The authors of the chapters are well-known researchers with their previous works in the area of engineering management.