1st Edition

Handbook of Engineering Management The Digital Economy

Edited By Lucy Lunevich Copyright 2024
    340 Pages 72 B/W Illustrations
    by CRC Press

    The Engineering Management discipline remains complex and multidisciplinary, and has progressed and broadened in scope significantly over the last 10–20 years. Previously, the discipline has been fragmented and not aligned with the purposes of economic development, mega-project delivery, and technological progress. Digital engineering has revolutionized the field of engineering by introducing digital tools and technologies to the design, creation, operation, and maintenance of physical systems, products, and services. It has enabled more efficient, effective, and sustainable solutions, and has the potential to drive significant innovation and improve the way we design, build, and operate physical systems. This handbook addresses new content of complexity by offering new engineering concepts such as simple, complicated, and complex, which have never been included in this discipline before and will generate interest from higher education, financial institutions, and technology companies.

    Handbook of Engineering Management: The Digital Economy focuses on multidisciplinary integration and complex evolving systems. It discusses the incorporation of a system of systems along with engineering economic strategies for sustainable economic growth. This handbook highlights functional leadership as the main part of an engineering manager’s competency and discusses how to form alliances strategically. In addition, it presents a comprehensive guide for the implementation of an environmental management system and shows how environmental and social impacts can be assessed in an organization applying digital tools. This handbook also brings together the three important areas of Engineering Management: Knowledge Management, the Digital Economy, and Digital Manufacturing.

    In addition, this handbook provides a comprehensive guide to implementing an environmental management system and shows how environmental and social impacts in an organization can be assessed using digital tools. Based on the authors’ practical experience, it describes various management approaches and explains how such a system can be used to prioritize actions and resources, increase efficiency, minimize costs, and lead to better, more informed decision making. It is essential to follow a systematic approach and to ask the right questions, whether the system is managed and implemented by humans, AI, or a combination of both. This handbook is laid out in a series of simple steps and dispels the jargon and myths surrounding this important management tool.

    This handbook is an ideal read for engineering managers, project managers, industrial and systems engineers, supply chain engineers, professionals who want to advance their knowledge, and graduate students.


    Chapter 1 Future of Engineering Management in the Age of Data-Driven Decision-Making

    John V. Farr, David Farr, and Lucy Lunevich

    Chapter 2 Engineering Economic Strategy and Problems of Economic Complexity

    Lucy Lunevich

    Chapter 3 Engineering Management – Cultural Intelligence

    Milan Simic and Vuk Vojisavljevic

    Chapter 4 Complex Evolving Systems and Iterative Approach to Solving Complex Problems

    Lucy Lunevich

    Chapter 5 Leadership, Group Leadership, Functional Leadership

    Sebastian Salicru

    Chapter 6 Decision Analysis Driven by Big Data for Engineering Managers

    John V. Farr and David Farr

    Chapter 7 Forming Alliances Strategically

    John Mo and Matthew C. Cook

    Chapter 8 Digital Manufacturing

    Annelize Botes

    Chapter 9 Future Fuels

    Colin A. Scholes

    Chapter 10 Environmental and Social Impacts Assessment and Management

    Oswald Eppers


    Dr Lucy Lunevich is a Multidisciplinary Researcher, Best-Selling Author, Well-known Speaker and strategic advisor, Senior Lecturer and Program Director of Master of Engineering Management in RMIT University, Melbourne, Australia. Before joining RMIT University in 2017, she was a Principal Consultant and Research Manager in Shell Global, URS Corporation and led multi-disciplinary teams. Dr Lunevich received her Doctorate in Science, from Victoria University, Melbourne. She also holds a Master of Resource and Environmental Planning, Massey University, NZ, a Master and Bachelor in Sanitary Engineering and Public Health, Riga Technical University, Latvia, and an Advanced Study from Harvard Kenny School, USA. Lucy’s research interest focuses on complex evolving systems including economics, social ecology, environmental systems, adaptive environmental management, climate change and disaster management. She has been recognized as a scholar in critical digital pedagogy and published "Creativity in Teaching and Teaching for Creativity in Engineering" book. Dr Lunevich has over 36 publications, 12 book chapters and 3 books and 6 industry reports for the global resource sector.

    "New ‘Business Management’ books appear with monotonous regularity and are all too often a ‘dime a dozen’. More importantly, they mostly fail to address many of the issues that frequently impact engineering-based projects and technology-based enterprises. In this text, Lucy Lunevich has brought together insightful discussion and analysis by a team of experienced academics and industry analysts and leaders, to help engineering managers and their teams to identify and address these areas of concern before they become problematic.

    It is very clear that as ‘Industry 4.0’ (and beyond) progresses in all aspects of engineering, many new skills and competencies are needed on a continually growing basis. Whether in the domination of digital systems in the design and production of products, or the use of artificial intelligence in the control and real-time adaptation of manufacturing systems, or the remote real-time performance analytics of globally distributed technology-based systems, it is essential that the engineering enterprise through its management teams are able to direct resources to the right place, at the right time, with the concomitant skills and capabilities to meet both customer and corporate expectations. The various analyses and case studies herein will certainly help engineering managers to focus their attention on quality decision making for positive results.

    Recommended reading for the progressively minded future engineering leader."

    • Dr Alan McLay, Honorary Principal Research Fellow, School of Engineering at RMIT University, Melbourne.