From Here to Uncertainty—Do you Really Want to be an Engineering Manager?

Abstract

Managing engineering has a number of challenges and differences compared to engineering work itself. Based upon the writer's experience managing one of the largest aggregations of consulting engineers and architects in the world, he points out the profound differences between managing engineers and performing engineering work oneself. He explores the variety of skills needed to manage engineers who will invariably perform delegated tasks in a manner different from the way in which the manager would have done it him‐ or herself. The writer's reflections include the work of others as well as his own insights, derived from observing the requirements for success as a manager and a leader. Some common pitfalls and mismanagement types are also discussed.