LEADER 05299nam 2200637 a 450 001 9910458583703321 005 20200520144314.0 010 $a1-281-22767-6 010 $a9786611227678 010 $a0-08-054621-8 035 $a(CKB)1000000000383598 035 $a(EBL)405105 035 $a(OCoLC)437245756 035 $a(SSID)ssj0000307115 035 $a(PQKBManifestationID)11239957 035 $a(PQKBTitleCode)TC0000307115 035 $a(PQKBWorkID)10243788 035 $a(PQKB)10169602 035 $a(MiAaPQ)EBC405105 035 $a(Au-PeEL)EBL405105 035 $a(CaPaEBR)ebr10371735 035 $a(CaONFJC)MIL122767 035 $a(EXLCZ)991000000000383598 100 $a20070116d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProject engineering$b[electronic resource] $ethe essential toolbox for young engineers /$fFrederick B. Plummer, Jr 210 $aAmsterdam ;$aBoston $cButterworth-Heinemann/Elsevier$dc2007 215 $a1 online resource (240 p.) 300 $aDescription based upon print version of record. 311 $a0-7506-8279-5 320 $aIncludes bibliographical references and index. 327 $aFront Cover; Project Engineering; Copyright Page; Dedication Page; Contents; Preface; Acknowledgments; Chapter 1: When Opportunity Knocks; Where Do You Start?; Your Boss(es); What Do They Want?; Do It!; Chapter 2: What Do Project Engineers Do?; Total Area Responsibility; Types of Areas; Defining the Area; The Project Engineer's Duties; Plan and Control the Basic Work; Lead Safety; Identify, Assess, and Mitigate Risks; Achieve Quality Standards; Control Schedule and Cost; Balance the Safety, Quality, Cost, and Schedule Priorities; Control Interfaces; Manage Changes 327 $aSolve Problems and Commercial IssuesLead the Effort; References; Chapter 3: A Crash Course in Management; The Way It Should Be; The Task Side; The People Side; The Way It Is; Management Skills for a Project Engineer; People-Related Questions; Task-Related Questions; References; Chapter 4: How Projects Work; Plan the Work and Work the Plan; Overall Project Framework; Major Phases; Project Management; Planning: Evaluation and Definition; Evaluation; Definition; Project Approval; Project Implementation: Engineering and Procurement; Engineering and Procurement-An Integrated Process 327 $aProject Implementation: ManufacturingClient Input; Planning, Basis Development, and Systems Engineering; Engineering; Development; Manufacturing and Subcontracting; Testing; Time Pressure; Role of Project Engineers; Project Implementation: Construction; Construction Systems; Area Focus; Consequences of Mistakes and Changes; Client Intervention; Focus Shifts to Systems at the End; Project Implementation: Commissioning and Start-up; Transitions and Hand-offs; Back to Project Engineering; Reference; Chapter 5: Learning Project Engineering on the Job: A Case Study; Case Study 327 $aSeptember 20: Sara Sends Up an SOSSeptember 21: Sara's Fax to Kramer; September 24: Trouble around the Bend; October 1: Jeff Gets Squeezed; October 1: Edgar Jump-Starts the Engineering; October 1: Chet Taps the ""Good Ole Boy"" Network; October 1: Planning Meeting Continues-The Compressor Is a Problem; October 4: Sara Digs in Her Heels; October 13: The Design Review Hits the Fan; October 13: Changes Cost Big Time; October 28: Good Work but Bad Results; November 3: Crunch Time; November 8: Jeff Shows Up; November 16: The Negotiation; November 22: A Pause to Enjoy and Ponder 327 $aReflection on the Case StudyChapter 6: Skills That Can Get You Ahead; Perspective on Getting Ahead; What Does It Mean to Get Ahead?; What Does It Take to Get Ahead?; Competence; Technical Skills and Hard Work; Personal Efficiency and Effectiveness; Business Judgment; Performance Evaluations and the Competition; Office Politics; Patrons; Exposure; Dealing with Office Politics; Social Skills; Perspective Revisited; References; Chapter 7: Things That Can Get You Fired; Laws and Regulations; Finance and Accounting; Antitrust; Bribery and Corruption 327 $aClassified, Proprietary, and Other Confidential Information 330 $aFor newly hired young engineers assigned to their first real 'project', there has been little to offer in the way of advice on 'where to begin', 'what to look out for and avoid', and 'how to get the job done right'. This book gives this advice from an author with long experience as senior engineer in government and industry (U.S. Army Corps of Engineers and Exxon-Mobil). Beginning with guidance on understanding the typical organizational structure of any type of technical firm or company, author Plummer incorporates numerous hands-on examples and provides help on getting started with a pro 606 $aEngineering$xManagement 606 $aProject management 608 $aElectronic books. 615 0$aEngineering$xManagement. 615 0$aProject management. 676 $a620.0068 700 $aPlummer$b Frederick B$0865812 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910458583703321 996 $aProject engineering$91932236 997 $aUNINA