author: prof.dr.tomas ganiron jr 1 chapter 6- project organization leadership - team building 1 6-1...

Author: Prof.Dr.Tomas Ganiron Jr 1

Chapter 6- Project OrganizationLeadership -Team Building

1

6-1 Project Management Organization & Structure

6-2 Leadership -Power, Delegating, Vision & Mission, Motivation, Feedbacks, Communication

6-3 Project Team Building – Trust, Decision Making

6-4 Ethics- NSPE Code of Ethics, Case Studies


5-1 Project Management

Organization & Structure


Organizing Defined

It is a management function which refers to “ the structuring of resources and activities to accomplish objective in an efficient and effective manner.


PURPOSE OF STRUCTURE

1. It defines the relationship between tasks and authority for individuals and departments.

2. It defines formal reporting relationships , the number of levels in the hierarchy of the organization, and the span of control.

3. It defines the groupings of individuals into departments and departments into organization.

4. It defines the system to effect coordination of effort in both vertical(authority) and horizontal (tasks) directions.


* When structuring an organization, the PM, must be concerned with the following:

1.Division of labor- determining the scope of work and how it is combined in a job.

2.Delegation of authority- the process of assigning various degrees of decision-making authority to subordinate.

3.Departmentation- the grouping of related jobs, activities, or processes into major organizational subunits.

4.Span of control- the number of people who report directly to a given manager.

5.Coordination- the linking of activities in the organization that serves to achieve a common goal or objective.


6

Functional Organization

Dedicated project team

Matrix structures

Project Organzation

Types of Organizational Structures



7

This is a form of departmentalization in which everyone engaged in one functional activity such as engineering or marketing or manufacturing, is grouped into one unit.



8

Advantages :Project is completed within the basis functional structure of the parent organization.The decision making is centralized, providing a unified direction from the top.Communication and coordination among employees within each department are excellent.The organization is provided with in depth skill specialization and development.Employees are provided with career progress within functional departments.The structure promotes high quality technical problem solving.


Disadvantages:Decisions involving more than one department pile up at the top management level and are often delayed.Work specialization and division of labor, which are stressed in a functional organization , produce routine, non motivating staff tasksDifficult to identify which section or group is responsible for certain problems.There is limited general management training for staff.Communication and coordination between the departments are often poor.



Dedicated Project Team

10

The dedicated project team is the creation of independent unit and operate separately of its parent organization


Dedicated Project Team

Advantages :The dedicated project team remains intact with the projectParticipant devote their full attention to the project High level of motivation and cohesiveness because participants share a common goal and personal responsibility toward the project and its team.

Disadvantages :Created an extra unit to complete project is expensiveResources are affected on a full time basisThe transition back to the participant to their original functional department could be difficult


Matrix Organization

It is a structure with two (or more) channels of command, two line of budget authority and two sources of performance and reward.

This is designed to keep staff in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.


Matrix Organization Structure


Matrix Organization Structure

Advantages :Resources can be shared across multiple projects as well with functional divisions.There is flexibility and adaptability to changing environment.The development of both general and functional skills are present.There is interdisciplinary cooperation and any expertise is available to all divisions.There are enlarged tasks for employees which motivate them better.

Disadvantages :There is a frustration and confusion from dual chain of command.There is a high conflict between divisional and functional interest.There are many meetings and more discussion than action.There is a need for human relations training for key staffs and managers.There is a tendency for power dominance by one side of matrix.


Project Organization Structure* The most convenient for organization strategy based on Project


Project OrganizationAdvantages :Line authority for a project is clearly designated providing a single focal point for project managementAll full time personnel are formally assigned to the project Project manager is often of equal or greater rank than the functional manager The project has access to the entire reservoir technology and expertise of functional Division

Disadvantages :A major difficulty in this kind of organization is the uncertainty these people feel about their position when the project iscompleted


Mechanisms for Sustaining Organizational Culture


Relative efficacy of different project management structure

Inquiry based on 1600 Project Manager and Top Manager


5-2 Project Leadership

• Leadership– Characteristics– Vision– Storytelling– Motivation– Feedback– Delegation

• Team Building– Team stages– Communication– Team decisions– Conflict– Case study


5-2 Project Leadership

The key to successful leadership today is

influence, not authority.Ken Blanchard


Concepts Overlap

Project

Leadership

Project

Management

ProjectTeam Building


Definition of Leadership

It is referred to as the process of influencing and supporting others to work enthusiastically toward achieving objectives.


“The Five Practices of Exemplary Leadership”

1. Model the way2. Inspire a shared vision3. Challenge the process4. Enable others to act5. Encourage the heart

Based on “The Leadership Challenge” by Jim Kouzes and Barry Posner


1. Model the Way

Build and affirm shared values. Lead by example. Choose your words carefully. Develop your own competence.


2. Inspire a Shared Vision

Build your vision from your past and your emotions.

Create a compelling picture of the future.

Enlist others in the vision. Take pride in being unique.


3. Challenge the Process

Encourage initiative in others. Work incrementally — look for small

wins. Treat mistakes and failures as learning

opportunities.


4. Enable Others to Act

Foster collaboration and teamwork. Create an atmosphere of trust and

dignity. Help each member of the team to feel

capable and valuable.


5. Encourage the Heart

Be positive; be a friend. Personalize recognition. Celebrate team accomplishments.


Leadership Skills1. Technical Skills: These skills are specialized

knowledge needed to perform a job. (Ex. Design structural members using ETABS, Install and maintain electrical facilities & equipment.)

2. Human Skills: These skills refer to the ability of a leader to deal with people both inside and outside the organization.

3. Conceptual Skills: These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole. (Generalization, solving problems, decision making, make a summary).


What Is “Power”?

The ability to influence the decisions and actions of others.

The ability to get work done through others.


Delegating Effectively

Delegating is a critical skill for supervisors at any level. Delegating involves working with an employee

to establish goals, granting them sufficient

authority and responsibility to achieve the goals, often giving

them


How to Delegate for Growth and Performance of Your Staff?

1.Delegate the whole task to one person.

2. Select the right person to delegate to.

3. Clearly specify your preferred results.

4. Delegate responsibility and authority – assign the task, not the method to accomplish it.

5. Ask the person to summarize back to you, a description of the results you prefer.


How to Delegate for Growth and Performance of Your Employees?

6. Get ongoing non-intrusive feedback about progress on the project.

7. Maintain open lines of communication.

8. If you are not satisfied with the progress, do not do the task yourself!

9 Evaluate and reward the person’s performance.


Summary of Key Points

Strong leaders have many common characteristics

Strong leaders are often unique in some way

Leadership skills can be developed

Delegating means letting go of some of the details.

Your approach must be tailored to the individual.


Establishinga Project Vision

Where there is no vision, the people

perish. Proverbs


Defining Vision StatementIt is define the organizations purpose, but this time they do

so in

terms of the organization's values rather than bottom line

measures (values are guiding beliefs about how things should be

done.)

Example of Vision Statement

“The mechanical engineering department aims to be recognized locally, regionally and internationally as a leading department providing high quality programs and services in mechanical engineering fields.”


Defining Mission Statement

It is define the organization's purpose and primary objectives. Its prime function is internal – to define the key measure or measures of the organization's success – and its prime audience is the leadership team and stockholders.

Example of Mission Statement“The electrical engineering department seeks to meet the needs of the Saudi society and the region with outstanding electrical engineering programs in education, research, and community service”.


STAFFING THE ENGINEERING ORGANIZATION


DEFINITION OF STAFFING

It is defined as the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization


THE STAFFING PROCEDURE

1. Human Resource Planning2. Recruitment3. Selection4. Induction and Orientation5. Training and Development6. Performance Appraisal7. Employment Decisions (monetary rewards,

transfers, promotions and demotions).8. Separations


1. Human Resource Planning

Human Resource Planning Activities

1. Forecasting- which is an assessment of future human resource needs in relation to the current capabilities of the organization.

2.Programming-which means translating the forecasted human resource needs to personnel objectives and goals.

3. Evaluation and control-which refers to monitoring human resource action plans and evaluating their success.


2. Recruitment

This refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serves the company may be selected.

3. Selection

This refers to the act of choosing from those that are available the individuals most likely to succeed on the job.


4. Induction and Orientation

In induction, the new staff is provided with the necessary information about the company. His duties and responsibilities, and benefits are filled up, and passes are issued. The company history, its products and services , and the organization structure are explained to the new employee.

In orientation, the new staff, is introduced to the immediate working environment and co-workers. The following are discussed: location, rules, equipment, procedures, training plans and performance expectations.


5. Training and Development

TrainingThis refers to the learning that is provided in order to improve performance on the present job.

6. Performance AppraisalThis is the measurement of employee performance.

Purpose* To influence, in a positive manner, staff

performance and development.* To determine merit pay increases* To plan for future performance goals.* To determine training and development needs.* To assess the promotional potential of staff.


.

7. SeparationThis is either voluntary or involuntary termination of staff.•When made voluntarily, the organization’s management must find out the real reason. If the presence of a defect in the organization is determine, corrective action is necessary.

* Involuntary separation(or termination) is the last option that the management exercises when a staff performance is poor or when he/she committed an act violating the company rules and regulations.


Understanding Motivation

The bad leader, the people hate.The good leader, the people love.

The great leader, the people say “we did it ourselves.”

Lao-tzu


Definition of Motivation

* This refers to the act of giving employees reasons or incentives to work to achieve organizational objectives.

* This refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.


FACTORS CONTRIBUTING TO MOTIVATION

1.Willingness to do a job.2.Self confidence in carrying out a task.3.Needs satisfaction

THEORY OF MOTIVATION

1.Maslow’s needs hierarchy theory2.Herzberg’s two factor theory


Maslow’s Need Hierarchy TheoryAbraham, Maslow, a psychologist, theorized that human beings have five basic needs which are as follows: food, shelter and clothing, social security, socialization and self-actualization


Maslow's View of Motivation

Food, Shelter and Clothing

Security and Safety

Socialization

Recognition

Self Actualization

Food, Shelter and Clothing

Security and Safety

Socialization

Recognition

Self Actualization


Herzberg’s Two Factor Theory

This is developed by Frederick Herzberg’s indicating that a satisfied staff is motivated from within to work harder and that a dissatisfied staff is not self-motivated. Herzberg identified two classes of factors associated with staff satisfaction and dissatisfaction.


Herzberg Factors

Primarily Motivators Achievement Recognition Work itself Responsibility Advancement Growth

Primarily Satisfiers Procedures Supervision Relationships Work conditions Salary, status Personal life



Motivation vs. lack of motivation

Satisfaction vs. dissatisfaction

Herzberg factors vary by individual and culture

An effective project rewards system is hard to develop


Feedback

I do not resent criticism, even when,

for the sake of emphasis, it parts for

a time with reality.Winston Churchill


Module Overview

Definition of Feedback

Positive feedback

Constructive feedback


What is feedback?

Feedback is an essential part of education and training programs It helps learners to maximize their potential at different stages of training, raise their awareness of strengths and areas for improvement, and identify actions to be taken to improve performance.


How To Give Positive Feedback ?

1. Do it now. Positive feedback is too important to let slide.

Say something right away.

2. Make it public. While negative feedback should be given privately, positive feedback should be given publicly. Do it in front of as large a group as appropriate.

3. Be specific. Don't just say "Good job, Sally." Instead say something like "Hakim, that new procedure you developed for routing service calls has really improved our customer satisfaction. Thanks for coming up with”.


How To Give Positive Feedback ?4.Make a big deal out of it. You don't want to

assemble the entire company every time you give positive feedback, but do as much ceremony as the action warrants.

5.Consider the receiver. It is important to consider the feeling of the person receiving the recognition. For a very shy person, thanking him in front of his workgroup is probably most appropriate. For another person, you might hang a banner, balloons, and streamers in the department area.

6.Do it often. Don't wait for the big successes. Celebrate the small ones too


What is constructive feedback?

•A feedback that increases self-awareness, offers options and encourages development learning to both give and receive.

•A feedback does not mean only giving positive feedback. Negative feedback, given skillfully, can be very important and useful.


How To Give Constructive Feedback ?1. Start with the positive

2. Be specific3. Refer to behavior that can be changed4. Offer alternatives5. Be descriptive rather than evaluative6. Own the feedback7. Leaving the recipient with a choice


Constructive Feedback:Delivery

Be specific about what you saw.

Describe the impact of what you saw.

State what you want in the future.

Agree to follow-up steps for both of you.

Make judgments about why the person did what they did.

Discuss previous actions.

Threaten, use sarcasm, or lecture.

DO DON’T



Provide more positive feedback more often to more team members.

Provide constructive feedback only when you want to change behavior.


Communicating with Your Team

Speak when you are angry, and you’ll make the best speech you’ll

ever regret.Anonymous


Definition of CommunicationA process of sharing information through symbols , including words and messages.

Techniques for Communicating in Organizations

1.Downward Communication2.Upward Communication3.Horizontal Communication


Definition of Upward Communication

*This refers to messages flows from lower positions to persons in higher positions.

Among the purposes of upward communication are:1.Provide information on work progress.2.Problems encountered.3.Suggestions for improving output.4.Personal feelings about work and non-work activities.

Concerns:1.Problems & exceptions 4. Grievances & disputes2.Suggestions for improvement. 5. Performance reports.3.Financial & Accounting Information


Definition of Downward Communication*This refers to messages flows from higher levels of authority to lower levels.

Among the purposes of downward communication are:1.To give instructions2.To provide information about policies and procedures.3.To give feedback about performance.4.To motivate.

Concerns:1.Implementation of goals, strategies and objectives.2.Job instructions3.Procedures and practices.4.Performance feedback


Definition of Horizontal Communication

*This refers to messages flows sent to individuals or groups from another of the same organizational level or position.

Among the purposes of horizontal communication are:1.To coordinate activities between departments2.To persuade others at the same level of organization3.To pass on information about activities or feelings.

Concerns:1.Interdepartmental coordination.2.Intradepartmental problem-solving.3.Staff advice to the departments.


5-3 Project Team Building

Every team must balance three variables — individual

autonomy, hierarchical control, and cooperation.

Different teams require different blends.

Robert W. Keidel


Definition: Team

A team is a collection of individuals working together toward a

common goal.


Team Stages Forming — feeling each other out (excitement, anxiety, ambivalence)

Storming — statement of individual objectives (resistance, anger)

Norming — agreements made (relief)

Performing — high productivity (comfortable, satisfied, attached)

Adjourning — saying farewell (conflicted, sad, proud)


Trust

In life — the extent to which I am willing to put myself into a situation where you could harm me.

In business — the extent to which I am willing to share information that you could use to harm me.


An Expanded Definition of Trust A willingness to be vulnerable to the actions

of another

A degree of confidence that positive expectations will be met

Taking action based on another’s word

A belief in the goodwill of another toward you


Evidence of Trust

Lack of monitoring Unselfishness Openness Risk-taking

114


Trust Is Not …

Blind trust Total confidence Predictability Mechanical cooperation


Factors Affecting the Decision to Trust

Individual tendency to trust Assessment of the other’s ability to

carry out commitments Personal similarities and differences Relative power or authority Organizational environment


Ways to Build Trust …

Act with integrity Protect those who are not present Listen Be sensitive and respectful Take the leap Make realistic commitments and keep

them


… continued

Judge substance, not image Offer status reports and forecasts Confront tough issues Display your talents Set high expectations Rigorously evaluate people



Strong team work can improve performance

“Storming” is a necessary stage on the way to

“performing”

Trust is the foundation of good teamwork


Group Decision Making

The quickest way to complete a task is to do it

right the first time no matter how long it takes.L.J. Hart-Smith, Boeing


What is Decision Making?

The process of identifying and choosing alternative

courses of action in a manner appropriate to

the demands of situation.


The Decision Making Process

1. Diagnose problem.2. Analyze Environment. Adapt 3. Articulate problem or Opportunity.4. Develop viable alternatives.5. Evaluate alternative.6. Make a choice.7. Implement Decision.8. Evaluate and adapt decision results.


5-4 Ethics Defining Ethics

synonyms for “morally correct” or justified - set of justified moral principles of obligation, rights, and ideals.

particular beliefs or attitudes concerning morality.

an activity of understanding moral values, resolving moral issues, and justifying moral judgments


Defining Engineering Ethics

The study of the moral values, issues, and

decisions involved in engineering practice.

The moral values take on forms including

responsibilities, ideals, character traits,

social policies, and relationships desirable

from individuals and corporations engaged

in engineering.


Questionable Engineering Practices Trimming – “smoothing of irregularities to

make data look extremely accurate and precise”

Cooking – “retaining only those results that fit the theory and discarding others”.

Forging – “ inventing some or all of the research data…”

Plagiarism – misappropriating intellectual property.

Conflicts of interest (such as accepting gifts.) actual potential apparent


Family

Global Environme

nt

Clients or Consumer

s

Engineering

Profession

Law, Government & Public

Industry & Other Firms

Engineering Firm

EngineerManager

Colleagues

Ethics and Practicing Engineering


NSPE Code of EthicsPreliminary Thoughts

Why even have a Code of Ethics?• Engineering as a learned Profession.• Obligation to the highest standards of

honesty and integrity.• Health, safety and welfare of the

public.• Obligation to each other as

professional engineers to meet these high standards.


Evolution of theNSPE Code of Ethics

How did we get to where we are today?

An emphasis on ethics among engineers dates back to the end of the 19th century.

The first reference to a Society Code of Ethics is found in the May 1935 issue of The American Engineer. It is not clear whether NSPE's Board of Directors ever adopted or acted upon the suggested Code of Ethics


Four Sections of the Code of Ethics for Engineers

1. Preamble – Answers the question “Why have a Code of Ethics?”

2. Fundamental Canons – Describes the “bedrock” principles or fundamental obligations of Professional Engineers


Four Sections of the Code of Ethics for Engineers

3. Rules of Practice – Describes the fundamental rules that govern the professional practice of engineering

4. Professional Obligations – Describes the standards of professional conduct for Professional Engineers


Preamble

Engineering is an important and learned profession. As members of this profession, engineers are expected to exhibit the highest standards of honesty and integrity. Engineering has a direct and vital impact on the quality of life for all people.

Accordingly, the services provided by engineers require honesty, impartiality, fairness, and equity, and must be dedicated to the protection of the public health, safety, and welfare. Engineers must perform under a standard of professional behavior that requires adherence to the highest principles of ethical conduct.


I. Fundamental CanonsEngineers, in the fulfillment of their professional duties, shall:

1. Hold paramount the safety, health, and welfare of the public.

2. Perform services only in areas of their competence.

3. Issue public statements only in an objective and truthful manner.

4. Act for each employer or client as faithful agents or trustees.

5. Avoid deceptive acts. 6. Conduct themselves honorably, responsibly,

ethically, and lawfully so as to enhance the honor, reputation, and usefulness of the profession.


II. Rules of PracticeII.1 Engineers shall hold

paramount the safety, health and welfare of the public.

Engineering judgment overruled under circumstances that endanger life or property must be reported to their employer, client and other authority as appropriate.

Only approve work that is in conformance with applicable standards.

Engineers shall not reveal confidential information except as required by law or Code.

Engineers shall not associate in fraudulent or dishonest enterprise.

Engineers shall not aid unlawful practice of engineering

Engineers shall report violations of the Code.


II. Rules of Practice

II.2 Engineers shall perform services only in the area of their competence.

Only accept assignments you are qualified for. Don’t stamp documents that you are not

qualified to stamp. Don’t stamp documents not prepared under

your direction and control. Engineers can assume responsibility for

coordination of an entire project and sign and seal the documents, provided that each technical segment is signed and sealed only by the qualified engineers who prepared the segment.


II. Rules of PracticeII.3 Engineers shall issue public

statements only in an objective and truthful manner.

Be objective and truthful (factual) in reports, statements and testimony. Include all relevant information.

Engineers may express technical opinions that are founded on knowledge of the facts.

Engineers shall make no statements, criticisms or arguments on technical matters that are inspired or paid for by interested parties, without first divulging the interest.


II. Rules of PracticeII.4 Engineers shall act for each

employer or client as faithful agents or trustees.

Engineers shall disclose all known or potential conflicts of interest.

Engineers shall not accept compensation from more than one party for services on the same project.

Engineers shall not solicit or accept consideration from outside agents in connection with the work for which they are responsible.

Engineers in public service shall not participate in decisions with respect to services solicited or provided by them in their public or private practice.

Engineers shall not accept a contract from a governmental body on which a principle or officer of their organization serves as a member.


II. Rules of PracticeII.5 Engineers shall avoid

deceptive acts.

Engineers shall not falsify their qualifications or permit misrepresentation of their or their associates’ qualifications.

Engineers shall not offer, give, solicit or receive any contribution to influence the award of a contract by public authority.

Engineers shall not offer gifts to secure work. Engineers shall not pay a commission or

brokerage fee to secure work, except to a bona fide employee or established commercial or marketing agencies retained by them.


III. Professional Obligations

III.1 Engineers shall be guided in all relations by the highest standards of honesty and integrity.

Engineers shall acknowledge their errors and not distort facts.

Engineers shall advise their employer and client if they feel a project will not be successful.

Engineers shall not accept outside employment that is detrimental to their regular work or interest.

Engineers shall not attempt to attract engineers from other employers by false or misleading premises.

Engineers shall not promote their interests at the expense of the dignity and integrity of the profession.



III.2 Engineers shall at all times strive to serve the public interest.

Engineers are encouraged to participate in civic affairs and work for the advancement of the safety, health and well-being of their community.

Engineers shall not complete, sign or seal plans and/or specifications that are not in conformity with applicable engineering standards.

Engineers are encouraged to extend public knowledge and promote engineering and its achievements.

Engineers are encouraged to adhere to the principles of sustainable development(1) in order to protect the environment for future generations.



III.3 Engineers shall avoid all conduct or practice that deceives the public.

Engineers shall avoid the use of statements containing a material misrepresentation of fact or omitting a material fact.

Consistent with the foregoing, engineers may advertise for recruitment of personnel.

Consistent with the foregoing, engineers may prepare articles for the lay or technical press, but such articles shall not imply credit to the author for work performed by others.



III.4 Engineers shall not disclose, without consent, confidential information concerning the business affairs or technical processes of any present or former client or employer, or public body on which they serve.

Engineers shall not, without the consent of all interested parties, promote or arrange for new employment or practice in connection with a specific project for which the engineer has gained a particular specialized knowledge.

Engineers shall not, without the consent of all interested parties, participate or represent an adversary interest in connection with a specific project or proceeding in which the engineer has gained particular specialized knowledge on behalf of a former client or employer.



III.5 Engineers shall not be influenced in their professional duties by conflicting interests. Engineers shall not accept financial or other

considerations, including free engineering designs, from material or equipment suppliers for specifying their product.

Engineers shall not accept commissions or allowances, directly or indirectly from contractors or other parties dealing with clients or employers of the engineer in connection with the work for which the engineer is responsible.



III.6 Engineers shall not attempt to obtain employment or advancement or professional engagement by untruthfully criticizing other engineers, or by other improper or questionable methods. Engineers shall not request, propose or accept a

commission on contingent basis under circumstances in which their judgment may be compromised.

Engineers in salaried positions shall accept part-time engineering work only to the extent consistent with the policies of the employer and in accordance with ethical considerations.

Engineers shall not, without consent, use equipment, supplies, laboratory or office facilities of an employer to carry on outside private practice.


III. Professional ObligationsIII.7 Engineers shall not attempt to injure,

maliciously or falsely, directly or indirectly, the professional reputation, prospects, practice or employment of other engineers. Engineers who believe others are guilty of unethical or illegal practice shall present such information to the proper authority for action. Engineers in private practice shall not review the

work of another engineer for the same client, except with the knowledge of such engineer, or unless the connection of such engineer with the work has been terminated.

Engineers in government, industrial, or educational employ are entitled to review and evaluate the work or other engineers when so required by their employment duties.



III.7 Engineers shall not…to the proper authority for action. (continued from previous page) Engineers in sales or industrial employ are entitled

to make engineering comparisons of represented products with products of other suppliers.



III.8 Engineers shall accept personal responsibility for their professional activities, provided however that engineers may seek indemnification for services arising out of their practice for other than gross negligence, where the engineer’s interests cannot otherwise be protected. Engineers shall conform with state registration laws

in the practice of engineering. Engineers shall not use association with a non-

engineer, a corporation or partnership as a “cloak” for unethical acts.



III.9 Engineers shall give credit for engineering work to those to whom credit is due, and will recognize the propriety interests of others. Engineers shall name the person or persons who

may be individually responsible for designs, inventions, writings, or other accomplishments.

Engineers using designs supplied by a client recognize that the designs remain the property of the client and may not be duplicated by engineer for others without express permission.

Engineers, before undertaking work…that may justify copyrights or patents, should enter into a positive agreement concerning ownership.



III.9 Engineers shall give…propriety interests of others. (continued from previous page) Engineer’s designs, data records, and notes

referring exclusively to an employer’s work are the employer’s property. The employer should indemnify the engineer for use of the information for any purpose other than the original purpose.

Engineers shall continue their professional development throughout their careers and should keep current in their specialty fields by engaging in professional practice, participating in continuing education courses, reading in the technical literature and attending professional meetings and seminars.


BER Case 04-5

Obligations of Engineer Relating to Environmental Concerns

Facts: A company previously cited for

environmental law violations seeks a variance from the state because the cost to comply is too high.


BER Case 04-5

Facts cont’d: Engineer A is over-ruled and is told to

issue the variance.

It is Engineer A’s responsibility to testify at the state pollution control board hearing describing the technical grounds for approving the request.


BER Case 04-5

What are Engineer A’s

obligations under these circumstances?


ReferenceNSPE Code of Ethics

Section I.1.Engineers shall hold paramount the safety, health and welfare of the public.


ReferenceNSPE Code of EthicsSection II.1.a.

If engineers' judgment is overruled under circumstances that endanger life or property, they shall notify their employer or client and such other authority as may be appropriate.



If engineers' judgment is overruled under circumstances that endanger life or property, they shall notify their employer or client and such other authority as may be appropriate.



Engineers shall be objective and truthful in professional reports, statements, or testimony. They shall include all relevant and pertinent information in such reports, statements, or testimony, which should bear the date indicating when it was current.


BER Case 04-5Conclusion:

Engineer A has an obligation to provide a recommendation to superiors based upon the available technical data and Engineer A’s best professional judgment. If the superiors reject the recommendation, it would be unethical for Engineer A to testify in favor of the variance.


BER Case 07-11

Obligation of Engineer Relating to Pre-Existing Non-Conforming Work

Facts: Client X had the property built without

obtaining the necessary plumbing, electrical, structural, and mechanical permits and code approvals.


BER Case 07-11

Facts cont’d: The structure is used for the storage of

materials and equipment but is usually not intended for human habitation or use, other than for delivery and servicing.

Engineer A is retained by Client X to prepare drawings and plans for a structure on Client X’s property.


BER Case 07-11

Facts cont’d: During the course of Engineer A

performing services for Client X, Client X mentions to Engineer A that there is an existing structure on the property that required permits and approvals to be constructed.


BER Case 07-11

What is Engineer A’s ethical obligation

under the circumstances?


BER Case 07-11

Section II.1.Engineers shall hold paramount the safety, health, and welfare of the public.


BER Case 07-11

Section II.1.c.Engineers shall not reveal facts, data, or information without the prior consent of the client or employer except as authorized or required by law or this Code.


BER Case 07-11

Section II.1.e.Engineers shall not aid or abet the unlawful practice of engineering by a person or firm.


Discussion

Summary

Q & A

Conclusions


NSPE Resources

BER Cases (available on the web) Gilbane Gold (video presentation) Incident at Morales (video

presentation) Milton F. Lunch Ethics Contest Board of Ethical Review (meets 2x /

year) Art Schwartz, NSPE General Counsel

[email protected]

mailto:[email protected]

author: prof.dr.tomas ganiron jr 1 chapter 6- project organization leadership - team building 1 6-1...

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