Emerging Role of Management in Civil Engineering

Abstract

This paper was given by Dr. Louis Berger as his acceptance speech for the Parcel-Sverdrup Civil Engineering Management Award. The award was presented to Dr. Berger at the ASCE Engineering Management luncheon held in San Diego on October 24, 1995. In this paper, Dr. Berger states his argument for the growing need for civil engineers who have management skills and, perhaps, advanced degrees in engineering management. The basis for this argument is that the nature of large projects undertaken by large civil engineering firms and large public enterprises requires project managers who have considerable managerial skills as well as technical expertise. The project manager in a large firm is often called upon to make client presentations, write proposals, negotiate contracts and changes, hire staff, and select subconsultants. This requires civil engineers who serve as project managers to have excellent communication skills, training in financial management, human resources, and contract law, as well as other managerial skills. Dr. Berger's organization is striving to increase its percentage of engineering managers from 14% to 20% of its professional staff. Finally, he feels that civil engineers who choose the management career path will command higher salaries than those who stay in the technical areas.