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In episode 104 of The Civil Engineering Podcast, I am taking you with me to the offices of AECOM to talk with Anthony Attanasio, B.A, Vice President and Senior Program Manager at AECOM. We’ll discuss his career which has spanned both the public and private sectors, and we also talk about connected and autonomous vehicles, and what to expect in the short and long terms.
Construction project efficiency has become a problem over the last 50 years. In spite of advances in construction technology, project efficiency has dropped by nearly half, which leaves jobs undone for years after their projected completion date. Construction holds the title of the industry that has the lowest productivity gains of any comparable sector, leaving many people to wonder what could have slowed down the workflow so much. Despite all of this, there are some things that project managers can do to increase the efficiency of their construction projects.
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In this episode, I am going to answer some questions from some of the engineers who participated in our Engineering Management Accelerator Online Workshop. We had so many great questions during this course related to professional development, job promotions, communication, leadership and more, that I decided to share the answers here so that engineers all over the world can benefit from them.
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In episode 095 of The Civil Engineering Podcast, I am bringing you with me to the offices of Mueser Rutledge Consulting Engineers (MRCE) to sit down with Senior Partner Peter Deming and myself. We will be talking about the importance of your physical office layout and how it impacts productivity and culture. This is a topic you might not consider as important until you hear Peter discuss it.
The five years of an engineer’s bachelor’s degree program are filled with complex math and science. Indeed, almost all of an engineer’s training pertains to the hard skills they will directly apply to problems in their field during the course of their career. Yet, what most new engineering grads discover as they enter the workforce is that they are woefully under prepared to function in the workplace because they have failed to develop their soft skills.
Hiring managers are always looking for well-developed soft skills, even in engineers. The ability to communicate, to work in teams, to think creatively and adapt swiftly to new situations are mandatory in the modern workplace, and it is unlikely that an engineer will find success without cultivating such skills. Fortunately, it isn’t difficult to enhance one’s soft skills, both inside and outside an educational environment. Here are a few ways engineers can build the skills they need to excel in their careers.
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In episode 094 of The Civil Engineering Podcast, which is 4th episode in our 5-part series on infrastructure, Chris Knutson interviews Kate Harris, President, and CEO of Stanley Consultants about harnessing innovation in engineering leadership. Kate gets into future trends of the industry and how we can prepare for them. She also discusses public- and private partnerships, an important aspect of infrastructure projects.
Kate Harris, President and CEO of Stanley Consultants, has 25 years of international experience in the construction, engineering and consulting industry. Stanley Consultants provides engineering, enviro
nmental, and construction services at over 30 offices worldwide. Founded in 1913, the firm has completed engagements in all 50 states and 110 countries, and is ranked among the largest engineering companies in the United States – very impressive.
Kate Harris graduated with a First-Class Honors degree in Quantity Surveying from the University of the West of England in 1993. She has also completed the Advanced Management and Intellectual Property programs from Harvard. Harris has a broad range of contractor, client and consultant experience encompassing strategy development, risk management, building high performing teams, developing client relationships and profitably growing businesses. Most recently Harris provided board and executive advisory services following her global Commercial Officer role with MWH Global (now part of Stantec). During her 17-year tenure with the firm, she is credited with integrating service lines and setting global policy, performance measures and business practices. An active advocate of talent development, she continues to mentor upcoming generations of leaders.
Engineering Management Accelerator Workshop (Online) | 5 PDHs
Engineering Membership Drive
Kate Harris LinkedIn
Stanley Consultants
This episode is brought to you by RedVector. The team at RedVector believes knowledge is the most powerful tool available for helping people enrich their lives and meet their professional goals. To find out more about RedVector continuing education, visit www.RedVector.com.
This episode is also brought to you by Danfoss. Smart energy systems, e
fficient buildings, and raising construction sites are just a couple of areas where you can experience how Danfoss is part of the sustainable development of strong infrastructure, visit www.city.danfoss.com
Please leave your comments or questions in the section below on harnessing innovation in engineering leadership.
To your success,
Anthony Fasano, PE, LEED AP
Engineering Management Institute
Author of Engineer Your Own Success
Do you remember the telephone game?
In school, you and your classmates tried to pick a phrase and “pass it on” by whispering it to the person next to you. Then the phrase was passed from person to person until the last person announced the phrase. How much did the phrase change during the game? As people relay message from one person to the other, the message will often be distorted.
While the game is a lot of fun. It also teaches us important lessons.
Communication skills are vital to success in your personal life and your engineering career. Poorly delivered messages can turn into misunderstanding, frustration, or even a disaster.
By practicing communication, you will understand more of what people say. Your family, friends, and co-workers will have the confidence to come to you when they find themselves in need.
We all know it. We all hate it. Yet, all of us do it at least once in a lifetime. How often have we suffered through a presentation where the slides, usually crammed full of information, were simply read to the audience? It’s not really a presentation so much as a live reading of a document meant to torture audience — or at least it seems that way. The presenter has stuffed as much information as they can onto a slide – a bad practice to begin with – then they read those overcrowded slides to an audience. Those presentations don’t work for three reasons.
Most engineers, and most people, will tell you that giving a presentation is not something they look forward to. However, given our love of efficiency, engineers should have a different outlook. One reason we give a speech to an audience is because it should be the most efficient way to share information. The presenter has information they need to disseminate to a lot of people, so why not get them all in a room and tell everyone at the same time? Doing so might even generate questions that you can answer for the group that wouldn’t come up if there wasn’t a group of people in that room.
“John, you cannot speak and train on ‘ personal accountability.’ It’s not a topic.” I was told that in April 1995. After a decade of selling and implementing leadership and sales training systems in the corporate world, though, I knew this:
Period.
So I began marketing myself as a speaker on “Personal Accountability and the QBQ!” What is QBQ!? Well, it’s a book that’s sold 1.5 million copies, but more critically, it’s a methodology for eliminating some very human traps:
