FINAL EXAMINATIONS

Management Engineering

I. Give a brief discussion, relationships, similarities and differences on the following;
Cite examples

1.) Engineering Management and Technology Management
2.) TQM and ISO
3.) Process and Method
4.) Engineering Economy and Value Engineering
5.) Compliance and Conformance
6.) Benchmarking and Networking

II. Answer the following questions/statements briefly

1.) Discuss the scope of Engineering Management.
2.) Give the functions or processes of management and discuss each. Cite examples in relation to
management engineering.
3.) What is the difference between efficiency and effectiveness? Cite an example
4.) How would you manage fast changing technology?
5.) Draw the organizational structure of your organization/company/agency and make a discussion.
6.) Discuss some management issues in the implementation of new technology.
7.) Give the different risks that may happen to an organization. What is the most critical one?
8.) Give the steps or procedure on how to analyze and solve a problem in an organization.
Cite a case problem in your organization/company/agency and discuss on how this problem
was addressed.

III. Solve the following Engineering Case Problems
Engineering Management Case Study #1
I was the general manager of a corporate division office. Our company developed large software
systems. I had four program managers reporting to me, each with a program worth between
Php100 and Php200 million. Bob was one of those program managers.
I arrived at work one Monday morning at 8:00 am. By 8:01am every member of the finance
department was lined up outside my office complaining that someone had stolen all their PCs
right off their desks.
The first question I asked was, Had we been robbed? By 8:15am we knew the answer. No
robbery had occurred. The PCs werent taken from the building, they had just been moved. All
the PCs from the finance department had been found on the desks of Bobs engineering team.
Bobs team was made up of 15 system analysts and programmers working on a 2-year program
worth about Php150 million.
I instructed the financial staff to leave the computers on the engineers desks for now, until we
could figure out exactly what happened. The financial staff was understandably ready to tar and
feather Bob, while my job was to keep everybody calm. Without any real information, my goal
was to make sure everybody remained calm and didnt come to their own conclusions.
By 8:30am Bob had arrived at the office, but none of his team had yet arrived. When Bob arrived
I asked to see him in my office alone. What the heck happened, Bob? I didnt yell it out, I
just said it with emphasis on the word What.
Bob calmly explained that his team had committed to the customer that a specific deliverable
would be in the customers hands by Monday morning. The team decided the only way to get it
done was to work through the weekend. By Saturday afternoon they realized they were not going
to get it done unless they had more computing power. So they took the computers off the desks
of the finance department. They worked through Sunday and late into Sunday night and got the
product delivered to the customer on time, Monday morning. When they left Sunday evening
they were just too tired to put the PCs back on the desks of the financial staff. So Monday
morning when the financial staff arrived they found no messages, no thank-you notes, no
explanations, and no computers.
Bobs team had worked hard, and had delivered the product to the customer on time. The
financial staff was upset but the customer was happy.
There you have the case. What would you do? Would you chastise Bob for not anticipating the
problem and tell him he should have foreseen the problem? Would you praise him for getting the
product to the customer on time regardless of the consequences to the staff?
Would you tell the financial staff to just forget about it, or get over it? Would you stay out of
it and let Bob and his team and the financial department solve their own issue to get past this?
Would you get in the middle of this situation or stay out? What would you have told Bob? What
would you have told the financial team?

Engineering Management Case Study #2: A company has two machine alternatives whose
economic lives are 6 years. The price and annual income of these machines are given in the
following table. According to the no return payback period, determine the alternative the
company should invest.

Alternatives Cost (SR) Annual income (SR/yr)
Machine A 200 000 45 000
Machine B 300 000 60 000