Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000119
S. Tomek
Globalization has led to new forms of teams that are diverse in age, education, culture, ethnicity, language, and often geographic location. Like teams in business, consulting, and military operations, which have become multicultural, cross-generational, and multidisciplinary to address the new and emerging challenges of operating in a globalized world, civil engineering project teams have found that team development is not just necessary, but critical to optimal performance and, ultimately, to mission or project success. Team introductions, building, and development have to be conducted before launching a mission or project. An integration liaison is now an integral part of any mission or project and is able to address cross-generational issues, multicultural barriers, and cross-discipline disputes before they occur during the team development phase. More importantly, they are able to minimize and often prevent other problems from developing during the mission or project by understanding how these dynami...
{"title":"Developing a Multicultural, Cross-Generational, and Multidisciplinary Team: An Introduction for Civil Engineers","authors":"S. Tomek","doi":"10.1061/(ASCE)LM.1943-5630.0000119","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000119","url":null,"abstract":"Globalization has led to new forms of teams that are diverse in age, education, culture, ethnicity, language, and often geographic location. Like teams in business, consulting, and military operations, which have become multicultural, cross-generational, and multidisciplinary to address the new and emerging challenges of operating in a globalized world, civil engineering project teams have found that team development is not just necessary, but critical to optimal performance and, ultimately, to mission or project success. Team introductions, building, and development have to be conducted before launching a mission or project. An integration liaison is now an integral part of any mission or project and is able to address cross-generational issues, multicultural barriers, and cross-discipline disputes before they occur during the team development phase. More importantly, they are able to minimize and often prevent other problems from developing during the mission or project by understanding how these dynami...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116315433","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000115
C. Markert
Partnering needs a boost to be more sustainable and interesting. Also, industry needs a jolt to its complacency before they dismiss the concept and process of partnering. Any process tends to devolve over time if left on its own; one needs to do a little reviewing and renewing to keep it productive and useful. This paper reminds readers what partnering is—an effort to draw out the best in people to achieve a successful project outcome for all parties involved—and also provides an unusual look at the barriers to successful partnering. Some of the insights herein may be helpful in rekindling some enthusiasm and perspective. The author discusses seven principles of partnering and 12 barriers to effective partnering that are based on his extensive experience in facilitating partnering workshops for a variety of clients.
{"title":"Partnering: What Must Be Done to Avoid Failure","authors":"C. Markert","doi":"10.1061/(ASCE)LM.1943-5630.0000115","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000115","url":null,"abstract":"Partnering needs a boost to be more sustainable and interesting. Also, industry needs a jolt to its complacency before they dismiss the concept and process of partnering. Any process tends to devolve over time if left on its own; one needs to do a little reviewing and renewing to keep it productive and useful. This paper reminds readers what partnering is—an effort to draw out the best in people to achieve a successful project outcome for all parties involved—and also provides an unusual look at the barriers to successful partnering. Some of the insights herein may be helpful in rekindling some enthusiasm and perspective. The author discusses seven principles of partnering and 12 barriers to effective partnering that are based on his extensive experience in facilitating partnering workshops for a variety of clients.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"172 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131959616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000117
Zhigang Shen, W. Jensen
The introduction of new technology, depletion of natural resources, and aging infrastructure drive the need for innovation in project delivery systems within the architect, engineer, and contractor (AEC) community. Current practices of AEC industries will inevitably change as clients seek more innovative solutions and better services. How civil engineering’s current practices and future vision fit into that evolving reality remains a question. In ASCE’s Vision 2025, civil engineers will function as master builders, which raises several questions concerning what exactly it means to be a master builder in the context of current and future AEC practices and how an engineer serving as a master builder will affect other AEC practitioners. This paper discusses the master builder concept and its implications from the perspectives of (1) current AEC practices and business models, (2) bodies of knowledge, and (3) professionalization. The basic research approach includes a qualitative analysis of the AEC industry’s...
{"title":"Civil engineers as master builders and the professionalization of construction","authors":"Zhigang Shen, W. Jensen","doi":"10.1061/(ASCE)LM.1943-5630.0000117","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000117","url":null,"abstract":"The introduction of new technology, depletion of natural resources, and aging infrastructure drive the need for innovation in project delivery systems within the architect, engineer, and contractor (AEC) community. Current practices of AEC industries will inevitably change as clients seek more innovative solutions and better services. How civil engineering’s current practices and future vision fit into that evolving reality remains a question. In ASCE’s Vision 2025, civil engineers will function as master builders, which raises several questions concerning what exactly it means to be a master builder in the context of current and future AEC practices and how an engineer serving as a master builder will affect other AEC practitioners. This paper discusses the master builder concept and its implications from the perspectives of (1) current AEC practices and business models, (2) bodies of knowledge, and (3) professionalization. The basic research approach includes a qualitative analysis of the AEC industry’s...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126829538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000120
T. M. Toole
ASCE published a report entitled “The Vision for Civil Engineering in 2025” in 2007 and a report entitled “Achieving the Vision for Civil Engineering in 2025: A Roadmap for the Profession” in 2009. The group within ASCE that published the Vision stated its desire to have this vision “guide the policies, plans, processes and progress within the civil engineering community and beyond—and around the globe.” Referencing literature associated with professional ethics, sociology, and psychology, this paper critically examines the elements of the Vision relating to ethics, collaboration, broad perspectives and skills, and innovation. Using the author’s experiences with designing for construction safety and innovation research, the paper discusses factors internal to the profession that may hinder the achievement of these elements, including business interests, community self-preservation mechanisms, the profession’s normative traditions, and rigid curricula constraints.
{"title":"Internal Impediments to ASCE’s Vision 2025","authors":"T. M. Toole","doi":"10.1061/(ASCE)LM.1943-5630.0000120","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000120","url":null,"abstract":"ASCE published a report entitled “The Vision for Civil Engineering in 2025” in 2007 and a report entitled “Achieving the Vision for Civil Engineering in 2025: A Roadmap for the Profession” in 2009. The group within ASCE that published the Vision stated its desire to have this vision “guide the policies, plans, processes and progress within the civil engineering community and beyond—and around the globe.” Referencing literature associated with professional ethics, sociology, and psychology, this paper critically examines the elements of the Vision relating to ethics, collaboration, broad perspectives and skills, and innovation. Using the author’s experiences with designing for construction safety and innovation research, the paper discusses factors internal to the profession that may hinder the achievement of these elements, including business interests, community self-preservation mechanisms, the profession’s normative traditions, and rigid curricula constraints.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130593441","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000106
J. Arumala
ASCE’s Vision 2025 is a broad, challenging, and bold strategy that is producing a high sense of expectation among civil engineers. Together with the Body of Knowledge, the Vision 2025 seeks to broaden the knowledge base of civil engineers and stimulate a holistic view of the way civil engineers do business, including routine incorporation of risk assessment and management into projects, ethical handling of contracts and procurement, and involvement in public policy. One of the challenges in moving forward is the training of civil engineering students. This training must go beyond the confines of the classroom, and project-oriented activities have been incorporated in engineering education programs to provide much-needed real-life experiences. As we look toward 2025, service learning activities, basic research projects, and outreach programs will continue to play an important role in engineering education and training. This paper presents case studies of a service learning activity, two basic research proj...
{"title":"Education and Training in Civil Engineering: Beyond the Classroom","authors":"J. Arumala","doi":"10.1061/(ASCE)LM.1943-5630.0000106","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000106","url":null,"abstract":"ASCE’s Vision 2025 is a broad, challenging, and bold strategy that is producing a high sense of expectation among civil engineers. Together with the Body of Knowledge, the Vision 2025 seeks to broaden the knowledge base of civil engineers and stimulate a holistic view of the way civil engineers do business, including routine incorporation of risk assessment and management into projects, ethical handling of contracts and procurement, and involvement in public policy. One of the challenges in moving forward is the training of civil engineering students. This training must go beyond the confines of the classroom, and project-oriented activities have been incorporated in engineering education programs to provide much-needed real-life experiences. As we look toward 2025, service learning activities, basic research projects, and outreach programs will continue to play an important role in engineering education and training. This paper presents case studies of a service learning activity, two basic research proj...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130401528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-04-01DOI: 10.1061/(ASCE)LM.1943-5630.0000107
L. Ellis, A. Petersen
The year 2007 was a year for visionary change in the field of civil engi- neering in the United States. This vision did not go unnoticed in the Caribbean. At the Department of Civil and Environmental Engineering of the University of the West Indies, the M.Sc. programs have been restructured to meet the U.K. Joint Board of Moderators requirements for academic accreditation and to fulfill the mandate of the vice chancellor to develop 12 desired attributes, with leadership being among them. A model was devel- oped in a course, Practical Team Project, to measure the learning outcome of leadership by combining the Project Management Institute body of knowledge areas and the Insti- tute of Civil Engineers (ICE) development objectives. The course prepares students for professional review at the Incorporated Engineering (I.Eng.) level with the ICE and gives them similar standing in other Washington Accord signatory countries. This new initia- tive for the university required innovative assessment techniques, such as 360-degree feedback and zero tolerance, to evaluate the demonstrated leadership of the graduate students. Analytical tools such as ANOVA and t-test were used to justify the effectiveness of the chosen model.
{"title":"A Way Forward: Assessing the Demonstrated Leadership of Graduate Civil Engineering and Construction Management Students","authors":"L. Ellis, A. Petersen","doi":"10.1061/(ASCE)LM.1943-5630.0000107","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000107","url":null,"abstract":"The year 2007 was a year for visionary change in the field of civil engi- neering in the United States. This vision did not go unnoticed in the Caribbean. At the Department of Civil and Environmental Engineering of the University of the West Indies, the M.Sc. programs have been restructured to meet the U.K. Joint Board of Moderators requirements for academic accreditation and to fulfill the mandate of the vice chancellor to develop 12 desired attributes, with leadership being among them. A model was devel- oped in a course, Practical Team Project, to measure the learning outcome of leadership by combining the Project Management Institute body of knowledge areas and the Insti- tute of Civil Engineers (ICE) development objectives. The course prepares students for professional review at the Incorporated Engineering (I.Eng.) level with the ICE and gives them similar standing in other Washington Accord signatory countries. This new initia- tive for the university required innovative assessment techniques, such as 360-degree feedback and zero tolerance, to evaluate the demonstrated leadership of the graduate students. Analytical tools such as ANOVA and t-test were used to justify the effectiveness of the chosen model.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128318296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-03-15DOI: 10.1061/(ASCE)LM.1943-5630.0000110
A. Ghaly
Infrastructure is the backbone of nations. A society’s inventory of systems and facilities allows it to function properly and smoothly. This paper summarizes the content of a course for engineering students and students from other disciplines that was developed to explore the progress humanity has achieved in developing infrastructure facilities and the present move toward sustainability. The course describes methods, materials, processes, technologies, practices, and operations required for maintaining a healthy environment and efficient infrastructure, all essential components of management. Aspiring engineering leaders must comprehend the intersection between the policies necessary for sustainable infrastructure and political, economical, social, societal, and cultural factors. This paper presents the issues that both engineers and nonengineers should be aware of and familiar with to successfully operate under the paradigm of the “new economy” in which the public takes excellent services for granted.
{"title":"Teaching the Qualities of Leadership and Management in the Age of Sustainability","authors":"A. Ghaly","doi":"10.1061/(ASCE)LM.1943-5630.0000110","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000110","url":null,"abstract":"Infrastructure is the backbone of nations. A society’s inventory of systems and facilities allows it to function properly and smoothly. This paper summarizes the content of a course for engineering students and students from other disciplines that was developed to explore the progress humanity has achieved in developing infrastructure facilities and the present move toward sustainability. The course describes methods, materials, processes, technologies, practices, and operations required for maintaining a healthy environment and efficient infrastructure, all essential components of management. Aspiring engineering leaders must comprehend the intersection between the policies necessary for sustainable infrastructure and political, economical, social, societal, and cultural factors. This paper presents the issues that both engineers and nonengineers should be aware of and familiar with to successfully operate under the paradigm of the “new economy” in which the public takes excellent services for granted.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128386115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-03-15DOI: 10.1061/(ASCE)LM.1943-5630.0000113
Merlin D. Kirschenman
Many changes need to occur for civil engineers to be prepared to function as master builders. Changes will be required in how engineering is organized and performed, in how engineers are educated, and in relationships with all other stakeholders in the process. A systems approach will need to be adopted when considering projects and processes. To function as a master builder, the future engineer will need to have an understanding of and some competence in the many aspects of the processes involved in bringing projects from an idea to a completed project. A master is someone who is in charge and in control. A master builder, therefore, has to be in charge and in control of all aspects of projects. This would require organizing and controlling the many other disciplines besides engineering that are involved in the development, planning, funding, design, construction, and operation of projects. This paper discusses some of the changes that would likely be needed to prepare engineers to function as master bui...
{"title":"Leadership of Multidisciplinary Programs and Systems","authors":"Merlin D. Kirschenman","doi":"10.1061/(ASCE)LM.1943-5630.0000113","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000113","url":null,"abstract":"Many changes need to occur for civil engineers to be prepared to function as master builders. Changes will be required in how engineering is organized and performed, in how engineers are educated, and in relationships with all other stakeholders in the process. A systems approach will need to be adopted when considering projects and processes. To function as a master builder, the future engineer will need to have an understanding of and some competence in the many aspects of the processes involved in bringing projects from an idea to a completed project. A master is someone who is in charge and in control. A master builder, therefore, has to be in charge and in control of all aspects of projects. This would require organizing and controlling the many other disciplines besides engineering that are involved in the development, planning, funding, design, construction, and operation of projects. This paper discusses some of the changes that would likely be needed to prepare engineers to function as master bui...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129257218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-03-15DOI: 10.1061/(ASCE)LM.1943-5630.0000125
Merlin D. Kirschenman
{"title":"Improvements to the Culture and Attitudes in Civil Engineering Education","authors":"Merlin D. Kirschenman","doi":"10.1061/(ASCE)LM.1943-5630.0000125","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000125","url":null,"abstract":"","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"1931 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128725633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-03-15DOI: 10.1061/(ASCE)LM.1943-5630.0000109
P. Galloway
The master builder of the 21st century depends greatly on the engineering education he or she received. However, engineering education reform is in a global crisis that is being brought into sharper focus as the world begins to confront such transnational issues as climate change, decaying infrastructure, and natural disasters. While engineers remain strong in terms of their technological skills, they are generally weak in terms of their management and communication capabilities. The need to educate the engineer of the 21st century more strategically is essential to the endurance of the profession. Developing a proposed education program through modifications of successful programs to meet the needs of the 21st-century engineer will enable engineers to acquire the skills necessary to succeed in the world economy and to grow within the domestic engineering and construction market in a more transparent manner. This paper seeks to provide the reader with a better understanding of what the master builder may ...
{"title":"Educating the Master Builder of the 21st Century Strategically","authors":"P. Galloway","doi":"10.1061/(ASCE)LM.1943-5630.0000109","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000109","url":null,"abstract":"The master builder of the 21st century depends greatly on the engineering education he or she received. However, engineering education reform is in a global crisis that is being brought into sharper focus as the world begins to confront such transnational issues as climate change, decaying infrastructure, and natural disasters. While engineers remain strong in terms of their technological skills, they are generally weak in terms of their management and communication capabilities. The need to educate the engineer of the 21st century more strategically is essential to the endurance of the profession. Developing a proposed education program through modifications of successful programs to meet the needs of the 21st-century engineer will enable engineers to acquire the skills necessary to succeed in the world economy and to grow within the domestic engineering and construction market in a more transparent manner. This paper seeks to provide the reader with a better understanding of what the master builder may ...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129281076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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