advanced engineering management leading to … · course programme for advanced engineering...

Advanced_Engineering_Management_London_Strategic_Planning_Operational_Planning_Span_of_Control_Leadership_Styles_Pareto_Principle_Cost_Accounting_Activity_Base_Costing_Inventory_Accounting_Basci_Accounting_Equation_Capital_Asset_Pricing_Model_CAPM_Market_Segmentation_Marketing_Mix_Managerial_Competency_Customer_Relationship_Management_Course

Advanced Engineering Management-Diploma–Postgraduate, Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc

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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:PPrrooff.. DDrr.. RR.. BB.. CCrraawwffoorrdd –– DDiirreeccttoorr HHRROODDCC PPoossttggrraadduuaattee TTrraaiinniinngg IInnssttiittuuttee

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 DesignedThis 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 EngineeringManagementDuration: 4 Weeks (20 Days)

Cost: £16,000.00 + VAT (Government Tax) Per Delegate for UK Delivery £20,000.00 + VAT (Government Tax) Per Delegate for non-UK European Delivery £20,000.00 Per Delegate 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 from 9:30 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_Diploma_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_Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm



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Course Programme for Advanced Engineering ManagementLeading to Diploma-Postgraduate in

Advanced Engineering Management (Quad Credit)

MMaannaaggeemmeenntt CChhaalllleennggeess ffoorr EEnnggiinneeeerrssSkills for Managers/LeadersValue AdditionValue MantraValue to StakeholdersEfficiency vs. EffectivenessStrategic DecisionsOperational (Tactical) DecisionsFour Dimensional Works Work With Boss Work With Peers Work With Own Self Work With SubordinatesWork of an Engineer as a Technical ContributorTips for EngineersTypical Engineering ActivitiesSkills 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 TimeVisionNet-WorkingDrive to ExcelInteractions between GroupsChallenges for Engineering Managers Inside Outside Present Future Local Global

The Engineering Management Functions

Planning Organising Leading Controlling

PPllaannnniinnggPlanning DefinedStrategic Planning Product Life Cycle Developing Mission and Vision Corporate Values Strategic Planning Tools

Market Research SWOT Analysis Sensitivity Analysis External Benchmarking Technology ForecastingProduct Life Cycle Analysis



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Operational Planning Tools for Operational Planning Performance MatrixActivities Related to Planning1. Forecasting

Purposes of Forecasting Steps to Forecast Important Forecasting Issues Criteria for Future – Oriented Ideas Technology Forecast Technology Forecasting – Guidelines for Engineers2. Action Planning Critical Needs Analysis Objectives Setting Defining Metrics Specifying Action Steps Determining Schedule Developing Budget Remarks on Action Planning3. Issuing Policies Purposes of Policies Characteristics of Policies4. Establishing Procedures Importance of Procedures Developing ProceduresComponents of Good Planning

OOrrggaanniissiinnggOrganising DefinedOrganisation TypeAuthorityResponsibility



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AccountabilitySpan of ControlCo-ordinationSpecialisationThe Function of Organising1. Organising Own Workplace2. Developing Organisational Structure Functional Organisation Discipline-Based Organisation Product/Regional Organisation Matrix Organisation Team Organisation Network OrganisationPerformance by Organising

High Performance Enhanced By Flexible Structure Organising For Innovation Design Manufacturing Interface Heightened Employee Motivation High Technical Marketing InterfaceCross-Functional TeamTraditional Product Development SequenceCross-Functional Product Development TeamCross Functional Team Benefits Team Discipline Team Learning Team EffectivenessRole of Team MembersTeam MentalityTeam 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 Delegation4. Establishing Working Relationships Types of Roles Types of Conflicts Resolving ConflictsInformal Organisations

LLeeaaddiinnggLeadership StyleAdopting the Best Leadership StyleLeadingThe Functions of Leading1. 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 Regression Analysis



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Risk Analysis (Monte Carlo) What If Solver Simulation Modelling Decision Tree Optimisation

Decision Making By Gut Instinct Decision Making In Teams2. Communicating Communication Guidelines Process of Communicating

Asking Telling Listening Understanding

Barriers to Effective Communications Techniques of Communicating3. Motivating How To Motivate Motivation Enhancement Successful Motivation Maslow’s Hierarchy of Needs Motivating Factors for Professionals4. Selecting Standard Procedure of Employee Selection Process Skills Assessment Challenges of Selecting Best Practice in Selecting5. Developing How to Develop People Employee Development GuidelinesIssues on Leading

Leading Changes



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Advice for New Leaders Superior Leadership

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Controlling DefinedNature of Controlling FunctionFeatures of Good ControlPareto Principle or the 80/20 RuleControlling Function1. 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 Benchmarking2. Measuring Performance3. Evaluating Performance Correcting Performance Reasons for Performance Deficiencies Constructive Criticisms Some Rules about Mistakes and Failures4. Controlling Performance Means of Performance Control Guidelines for Effective Control Specific Controlling TargetsManagement Time ControlTime Wasters



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Tips in Managing TimeTime Saving Tips for Engineering ManagersPersonnel ControlFour Levers of Control Diagnostic System Belief System Boundary System Interactive Control SystemEffective Control SystemBusiness Relationship ControlProjects ControlIssues in Project ControlSkills for Project ManagementControl of KnowledgeSpecific Techniques for Knowledge Management

CCoosstt AAccccoouunnttiinngg ffoorr EEnnggiinneeeerriinngg MMaannaaggeerrssIntroductionBasic Terms in Cost Accounting Gross Margin Budget Variance Fixed Costs Variable Costs Direct/Indirect CostsCost AnalysisTime Value of Money Primary Reasons Why Money of the Same Dollar Amount In Different TimePeriods 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 MethodsProduct/Service Costing Cost of Goods Sold T-Accounts Method of Allocating Overhead Charges Overhead ChargesActivity 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 ModelInventory 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 UncertaintyTechniques to Account for Risks Contingency Factor Risk Analysis by Simulations



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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 SystemsValue Added By Risk Simulation Breakeven AnalysisMiscellaneous Topics Economic Quality of Ordering Simple Cost-Based Decision ModelsComparison of AlternativesReplacement EvaluationProject Evaluation Criteria Net Present Value Internal Rate of Return (IRR) Payback Profitability Index

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Basic Accounting EquationAccounting PrinciplesT- Accounts Use of T-AccountsKey Financial Statements Income Statement



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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 SurplusMiscellaneousFunds Flow StatementFunds Flow Analysis PrinciplesValue-Addition Opportunities for EngineersOptions to Reduce CGS and InventoryExperience CurveFundamentals of Financial Analysis

Liquidity Activity Profitability



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Use of Performance Ratios ExampleBalanced Scorecard Balanced Scorecard – Example Balanced Scorecard Results Balanced Scorecard Implementation Externally Imposed Balanced Scorecard

MMaannaaggeerriiaall FFiinnaannccee ffoorr EEnnggiinneeeerriinngg MMaannaaggeerrssIntroductionElements of Market EconomyRoles of FirmsOrientation of Investment StrategyInvestorsRisksRisky InvestmentCapital FormationCapital StructureEquity FinancingCapital Asset Pricing Model (CAPM)Cost of Equity CapitalMarket-Derived Capital Pricing Model (MCPM)Call OptionPut OptionPut Option and Equity Risk ReturnMCPM Based on Put OptionMarket-Derived Capital Pricing Model (MCPM)Debt FinancingWeighted Average Cost of Capital (WACC)Impact of Financial LeverageOptimum LeverageCapital Asset Valuation



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Assets in Place (Operations)Discount Cash Flow (DCF)Cash FlowIRRAdjusted Present Value (APV)Advantages of APVMultipliersMonte Carlo SimulationsOpportunities – Real OptionEuropean Simple Call OptionExample of Simple OptionThe Black-Scholes OptionPricing ModelExample of Simple OptionEquity Cash Flow (M&A)Recommended Valuation MethodsMMaarrkkeettiinngg MMaannaaggeemmeenntt ffoorr EEnnggiinneeeerriinngg MMaannaaggeerrssIntroductionImportance of marketingSelling vs. marketingMarketing FunctionSelling vs. MarketingMarketing OrientationMarketing ProcessLevels of Marketing StrategyMarketing Effectiveness DiagramMarketing EffectivenessKey Elements in MarketingMarket Forecast -- Four-step ProcessEnvironmentCustomer Orientation



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CustomersWho 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 SegmentationMarketing MixProduct 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 ContributionsPricing 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 PricingMarketing Communications Promotional Effect Promotion Strategy Push vs. Pull Strategy Promotion of Products Internet-Enabled Communications Options Contextual MarketingDistribution Strategy Distribution Channels Functions of Distribution Channels Types of Distribution Organisational Structures Impact of E-Commerce on DistributionOther Factors Affecting Marketing Success Alliances and partnerships Customer Interactions and Loyalty Organisational effectiveness

EEnnggiinneeeerr aass MMaannaaggeerrss oorr LLeeaaddeerrssDifferences in Work Done By Engineers and ManagersCareer Paths of a Typical Engineer Executives Mid-Level Positions Technical ContributorFactors Affecting the Promotion of Engineers to ManagersManagerial CompetencyLeaders and ManagersLeadership Talents



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Example Leadership ProfileTop Executive ProfileCharacteristics of Successful LeadersEmotional IntelligenceContributions Expected Of Engineering Managers/LeadersFailure Factors for Engineering ManagersMost 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 BiasesSuccess FactorsWhat Can Engineering Managers Do Best?

WWeebb--eennaabblleedd EEnnggiinneeeerriinngg aanndd MMaannaaggeemmeenntt EEnnaabblleerrssIntroductionWeb-based Enterprise Management EnablersEnterprise Resource Planning and Application IntegrationCustomer Relationship Management (CRM)Dimension of CRMWeb-based CRM ExamplesCRM ExampleData MiningEnterprise Integration and Resources PlanningEnterprise Integration and Resource PlanningProcurement EnablersEnterprise Integration and Resource PlanningEnterprise Resources Planning ToolsSupply Chain Management



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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 MaintenanceE-transformation Benefits Strategies Value Value Addition Best Practices Critical Success Factors ExamplePotential Contributions by Engineering Managers

HHuummaann RReessoouurrccee MMaannaaggeemmeenntt ffoorr EEnnggiinneeeerriinngg MMaannaaggeerrRecruitment and SelectionConducting Job AnalysisDesigning Job DescriptionDesigning Personnel SpecificationShort Listing CandidatesInterviewSelectionThe Value of Staff InductionInduction ProgrammeTraining and DevelopmentExit InterviewSteps in HR Planning ProcessConsidering organisation objectives and strategiesAssessment of external environmentPreparation of in-house skills and competency inventory



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HR Forecasting – Need AssessmentHR Forecasting – Estimation of AvailabilityDeveloping HR plans and programmesBarriers to Human Resource PlanningThe Management Succession ChartPPrroojjeecctt MMaannaaggeemmeenntt

Defining a ProjectBenefits of Project ManagementWhat Project Managements Helps You to AchieveFactors Determining Project SuccessProject Constraints Scope Quality Cost Schedule/timeProject Management Cost Estimation ToolsProject Cycle ManagementDevelopment of a Project Cycle Initiation Phase Planning Phase Execution Phase Closure PhaseThe Management of ChangeThe Systems Approach to Project ManagementThe Requirements for a Successful Project ManagementCritical Incident AnalysisThe Value ChainDeveloping a CATWOE Focus of Project ManagementThe Import>Conversion>Export ProcessWhy do Project Fails?



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QQuuaalliittyy MMaannaaggeemmeenntt ffoorr EEnnggiinneeeerriinngg MMaannaaggeerrssInspection and test Quality Control Quality Assurance Total Quality ManagementQuality 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 CertificationTotal Quality Management (TQM) The Main Elements of TQM Benchmarking TQM – An Illustrative Case StudyQuality Management Tools and Techniques Quality Circles Data Gathering and Analysis Statistical process ControlFactors Influencing the Use of Quality ManagementQuality Costs Prevention, Appraisal and Failure (PAF) Model Process Cost Model

EEnnggiinneeeerriinngg MMaannaaggeemmeenntt TTooddaayyEmerging Future TrendsCustomer FocusEnterprise Resource IntegrationSupply StrategyKnowledge ManagementOrganisational Changes



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Population DiversityMigration of White Collar Jobs to Other CountriesGlobalisationKnowledge Economy CompaniesFunctional Integration of Knowledge Economy CompaniesContrasting ViewsModern CompaniesCharacteristics of Modern CompaniesValue ChainsOrganisational Design of a Progressive EnterpriseBest Practices of Knowledge Economy CompaniesStrategies to Make Companies Great in New CenturyManagement of Business NetworksTransition to Knowledge EconomyPersonal Strategies for the FutureThe Compounding of KnowledgeChallenges in the New MillenniumValue Addition ModelLeadership PyramidSix-Dimensional Management Challenges for Engineers



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Synopsis of Diploma – Postgraduate, Postgraduate Diploma andPostgraduate 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 HoursSingle-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;

Copies of credentials mentioned in the application form.



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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.

Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.



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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.

advanced engineering management leading to … · course programme for advanced engineering...

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