In this episode, I talk with Peter C. Atherton, P.E. who is the author of “Reversing Burnout: How to Immediately Engage Top Talent and Grow! A Blueprint for Professionals and Business Owners”, and the creator of the I.M.P.A.C.T. process. We talk about the truth behind engineering partnership or ownership: the good, the bad, and the potentially ugly.
In episode 112 of The Civil Engineering Podcast, I’m taking you with me to the offices of Louis Berger where I will be speaking with the Department Manager, Muzamil Husain, PE. We talk about the importance of managing mega civil engineering projects and how to stay calm during stressful situations.
Here are some of the questions I ask Muzamil Husain:
- In terms of project management, what would you say are some things that you have done that made you successful?
- How do you determine what tasks to work on each day?
- Can you describe the Magnetic Levitation project?
- As a project manager you need to get good at understanding your resources and deploying them in the right areas. How does one get good at that?
- What do you do to improve the culture on your team?
Here are some key points discussed in this episode about managing mega civil engineering projects:
In this episode, you will be listening in on a conversation between myself and Christopher Geiger, PE who is an Engineering Director with Lockheed Martin on a pretty interesting topic that we haven’t talked about much on the podcast which is sustaining long term projects with short term technology. He will also tell us about how Lockheed Martin used data to decide to build a Starbucks in their office.
Here are some of the key points discussed on technology related matters:
This is a guest post by Patrick Sweet, P.Eng.
I was recently listening to an interview with Ben Brenton, the Chief Innovation Officer of Snap-on Tools on the Everyday Innovator Podcast. During the interview, he said something quite profound about the way he spent his time. He said that he spends approximately four days a week on things related to customer interaction. That means 80% of his time is focused on his customers. He attributed this focus on the customer to being a major contributor to Snap-on’s success in developing new, innovative products.
I think there’s a very important lesson here for engineers: more often than not, innovation is sparked not from individual brilliance or “Eureka!” moments, but from a keen awareness of the problems, pains and fears of the people you are designing for.