Leadership and Management in Engineering

Continuing the Tradition “Something old, something new, something borrowed, something blue.” These words are from a superstition that one follows in preparing to embark on a certain type of new journey—that of married life. I am about to embark on a new journey as editor of the Forum and it appears that I unintentionally happened to follow this sage advice. Included in this issue are something old, some great new ideas, lots of “borrowed information,” and, as for something blue, we will just see if you can find it.

Featured in this issue of the Forum are a variety of articles related to leadership covering such topics as courage, lifetime learning, women in engineering, storytelling, mind mapping, and, in a manner of speaking, weight gain!

Because great leaders help others see a vision of the future and provide a road map of how to realize that vision, it is appropriate that we discuss the future of this department. But before we look ahead, let's go back to the beginning. Why was the Forum originally created? The original goal was to provide a forum for ideas on management and leadership topics. Where are we headed with the Forum? It will remain a place for sharing ideas contained in brief, thought-provoking articles that make for quick and easy reading. We want to hear from practitioners who share tales of what they have tried, what has worked well, and especially what they have learned from their mistakes.

Sir Isaac Newton said, “If I have seen further it is by standing on the shoulders of giants.” I stand on the shoulders of the three very talented previous editors of the Forum: Mel Hensey, the original editor; Gary Bates, who also contributed many articles and provided great insight; and the eloquent Brian Lewis. The Forum has a long tradition of providing its readers with useful information on a variety of topics related to leadership. Please help all of our readers to “see further” by submitting articles of interest for publication here

Ship of Gold in the Deep Blue Sea By Gary Kinder; New York: Atlantic Monthly Press, 1998; ISBN 0-87113-464-0.

Many design and construction companies are looking to add long-term strategic planning concepts to their traditional arsenal of short-term project planning tools. A study developed by the author at the School of Civil and Environmental Engineering at Georgia Tech in conjunction with AECStrategies, LLC, a management consulting firm, showed that the industry is struggling with the need to move from a project-based business that emphasizes the success of projects as the key to long-term success to a strategic business that emphasizes the customer and the enterprise as the key. The trend is toward building a business that is selective in its customers, innovative in its marketing plans, hungry for new markets, eager for diversity in the talents in its workforce, and ready to formulate a plan for long-term success. Charts illustrate how small and large companies are approaching such topics as core competencies, knowledge resources, lifelong learning, financial management, and competitive advantage analyses.

The author describes changes he has seen in the construction industry and society over the past several decades. He writes that society is at a fork in the road, and advocates taking the path that leads to developing a value system that embraces honesty and fairness for all and that allows people to sense when things are absolutely wrong and take steps to correct the evil. His suggestions to the generation soon to be entering the work force include becoming an open and willing communicator, learning to enjoy work, learning to laugh at oneself, continuing education, and learning to deal positively with setbacks.

New York's Transportation Research and Development Bureau conducts a targeted contract and in-house research program. A project-level independent peer-review program was introduced to enhance the capabilities of researchers and the quality of the research results. This article describes the process, and provides two case studies illustrating the value of the process in enhancing the quality of the research program.

While the design and construction industry continues to discuss ways of improving project costs and schedules, the conventional processes to which it adheres prevent it from achieving any significant progress. Better technologies can and should be developed to help the industry reduce waste in its processes, break down barriers to improvements, and radically change the industry. Gains can be made by implementing a “platform” approach that draws on the experience of many experts and involves all parties at the beginning of a design project; by using rule-based, object-oriented design technologies; by merging disciplines within firms; and by sharing risks and rewards more equally among partners.

Kenneth Andrews and Michael Porter developed strategic perspectives on business while teaching at the Harvard Business School. This article synthesizes their sometimes congruent, sometimes diverse views.

As the World Wide Web is used increasingly worldwide, the AEC industry is being affected in many positive ways on a global scale. However, businesses must work cooperatively to ensure that such issues as security, standards, international tariffs, quality, and liability are adequately addressed to minimize casualties and setbacks.

Today's project management is more challenging than ever before. And the most effective project managers well understand the importance of being skilled system managers.