LEADER 04172pam a2200337 a 4500
080321s2009 flua 001 0 eng
a| Ficco, Mike.
a| What every engineer should know about career management /
c| Mike Ficco.
a| Boca Raton, FL :
b| CRC Press,
a| xxi, 237 p. :
b| ill. ;
c| 24 cm.
a| What every engineer should know ;
x| Vocational guidance.
a| What every engineer should know
v| v. 43.
z| Available to Stanford-affiliated users at:
a| THE ENGINEERING CAREER Education The Early Years Emergence of Talent Math and the Sciences The Weeding Out Process Educational Environment Social Interactions Free Time Getting into a Good College Academic Achievements Graduate School Framing the Corporate Landscape The First Weeks Corporate Organization and Operations Occupational Safety Privacy Corporate Culture Power, Dominance Displays, and the Corporate Hierarchy Loyalty versus Ability Chain of Trust Keyhole Management Democracy Rule, or Die Trying Enlightenment and Reason Irreverence, Malcontents, and Progress On the Job The Role of Experience Understanding the Necessary Level Advocacy Empowerment and Authorization Caesar and the Engineer Managers and Motivational Techniques Managing Up Patterns and Portents Ideas and Designs Prototypes, Demonstrations, and Products Other Options Image Success Alternate Career Paths Project Management Management Technical Consulting Starting Your Own Company So Many More Job Searching and Interviewing Active and Passive Job Searching When Is It Time to Change Jobs? What Kind of Job Do You Want? Marketing Yourself Applying for a Job The Interview Negotiating the Offer PRODUCT DEVELOPMENT Product Development Overview Social Interaction Product Development Blueprint Basics First Idea Money Strategy Requirements Plan the Effort The Project Plan Special Notes on Project Plans A Project Plan Is Not a Design Document The Project Schedule Special Note on Delivery Dates Special Note on Project Schedules Special Note on Manufacturing Testing Special Note on Nurturing the Manufacturing Process Project Plan Sign-Off Begin the Project Assemble the Project Team The Blame Game Personality, Personality, Personality Leadership, Trust, and Talent Communications Properly Equip the Team Design First Manage the Development Requirements Are Your Friend Configuration Management Motivating the Team Vendors and Subcontractors Design Reviews Pyrite Engineering Be in Charge Teflon Management Schedule Delays, Status Reporting, and Visibility The Myth of Managing to a Schedule The Myth of Managing a Vendor Schedule Remediation Schedule Revisions Software Update Formal Bug Tracking and Metrics Formal Testing Manufacturing Epilogue.
b| Many engineers fail to notice critical issues in the workplace that can directly impact their career advancement and job satisfaction. This text focuses on career management, and the importance of human interactions in the office. Although framed in the engineering environment, it provides observations on "people skills" relevant to all occupations. Employing an informal style, the author takes a mentorship approach through suggestions and anecdotes.
a| TA157 .F48 2009