26 November, 2024

B E S 1 6B : E n g in e e ring M anagem en t

CONTROLLING
IN THE CONTEXT OF
ENGINEERING
MANAGEMENT
Raiza Mae D. Balisnomo
Junella Ruby M. Basco
Ianna Cheysel N. Olayta
Jermaine Angela B. Prieto
 BES 16B

CONTROLLING
CONTROLLING refers to the process of ascertaining
whether organizational objectives have been achieved;
if not, why not; and determining what activities should
then be taken to achieve objectives better in the
future.
 BES 16B

“CONTROL OR NOT?”
AN INTRODUCTORY GAME
“CONTROL OR NOT?”

Statement: Checking if the project is staying within the budget.

“CONTROL OR NOT?”

Statement: Measuring product quality after each production batch.

“CONTROL OR NOT?”

Statement: Training new team members on safety procedures.

“CONTROL OR NOT?”

Statement: Changing suppliers due to inconsistent quality.

“CONTROL OR NOT?”

Statement: Communicating project goals to the team at the start of a project.

01 02
Ensures Projects Stay on Track Saves Time and Resources
Control allows you to monitor By identifying problems early,
progress and make adjustments control helps prevent wasted time,
before things go off course. money, and effort on unnecessary
tasks.

03 04
Improves Decision-Making Enhances Quality and Consistency
Continuous monitoring provides Control ensures the project
data to make informed decisions adheres to required standards,
about the project’s progress. maintaining quality at every
stage.
STEPS IN THE CONTROL PROCESS
Establish the Standards

Measure Actual Performance

Feedback
Compare Performance with the
Standards

Take Corrective Action Then Revise

Standards When Necessary
Establish the Standards Measure of Actual Performance
Overall strategic plan. Managers Formal reports of performance
define goals for organizational measurements both quantitative and
department in specific, precise, qualitative, where managers review
operational terms that include regularly.
standards of performance to compare
with organizational activities. The measurements should be related
to the standards set in the initial
control process.

Compare Performance with the Take Corrective Action Then

Standards Revise Standards
When performance deviates, changes
Compares actual activities to
must be made.
performance standards.
In productivity and quality centered
Managers reads reports and plans to
environment workers and managers
identify whether the actual
often evaluate their own work. Where
performance meets, exceeds, or fall
they determine the cause and take
shorts on standards.
corrective action.
CONTROL METHODS AND
SYSTEMS

techniques used for measuring organization’s

financial stability, efficiency, effectiveness,
production output, and organization members’
attitudes and morale.
QUANTITATIVE
METHODS
methods which make use of data and different
tools expressed in members for monitoring
and controlling production output.

CHARTS
BUDGETS
AUDIT
 Series 1 Series 2 Series 3
140

120

100

80

60

40

20

0
Item 1 Item 2 Item 3 Item 4 Item 5

used as control tools normally Audit service provides an

contrast time and performance independent audit of
often provides the quickest programs, activities, systems
method of relating data and procedures
the most widely recognized provides an independent audit
quantitative tool. of other operations which
involve the utilization of funds
and resources as well as the
fulfillment of management
goals
measures and evaluates the
an expression in financial effectiveness of management
terms of a plan for meeting controls
the organization’s goals for
a specific period
an instrument of planning,
management, and control. It
is also the best known
device.
NON-QUANTITATIVE
METHODS
methods refer to the overall control of
performance instead of only those of specific
organizational processes.

Inspection
Reports
Direct Supervision
On-The-Spot Checking
Performance Evaluation
Counseling
OTHER CONTROL
METHODS
FEEDFORWARD CONTROL EMPLOYEE DISCIPLINE
prevent problems because is a control challenge for
managerial action is taken managers
before the actual problem
occurs.

CONCURRENT CONTROL PROJECT MANAGEMENT CONTROL

takes place while work ensures that the task of
activity is happening. getting a project’s
activities done on time,
within the budget, and
FEEDBACK CONTROL according to specifications,
is successfully carried out.
is control that takes place
after the occurence of the
activity.
 Behavioral Outcome
Control Proactivity
Controls Controls
Feedforward Controls: Proactively address what can be done ahead
Market demand or
of time to help a plan suceed. Organizational Culture
economic forecasts
[FUTURE]

Concurrent Controls: Involve the real-time process of monitoring and Hands-on management
The real-time speed of a
adjusting ongoing activities and processes. supervision during a
production line.
[PRESENT] project

Feedback Controls: Involve gathering information about a completed

activity, evaluating that information, and taking steps to improve Financial measures such
Qualitative measures of
similar activities in the future. as profitability or sales
customer satisfaction.
“Lessons Learned” growth.
[PAST]
 COMPONENTS OF
ORGANIZATIONAL
CONTROL SYSTEM
STRATEGIC PLAN
A strategic plan provides the basic control
mechanism for the organization. Corrective
measures are made possible with the
adoption of strategic plans.

LONG-RANGE FINANCIAL PLAN

The planning horizon differs from company
to company.
OPERATING BUDGET
Indicates the expenditures, revenues, or
profits planned for some future period
regarding operations.
COMPONENTS OF
ORGANIZATIONAL
CONTROL SYSTEM
PERFORMANCE APPRAISALS
Measures employee performance, also
function as effective checks on new
policies and programs.
STATISTICAL REPORTS
Pertain to those that contain data in
various developments within the firm.
POLICIES AND PROCEDURES
Policies refer to the framework within
which the objectives must be pursued.
Procedures is the plan that describes the
exact series of actions to be taken in a
given situations.
 ADVANTAGES LIMITATIONS
Controlling facilitates coordination in There is difficulty in setting
organizational functioning, by reducing qualitative standards.
diversity. There is no Control over External
Controlling helps the organization to Factors.
preserve and promote its distinct There is resistance to change from
identity against environmental changes. Employees.
It makes effective use of physical and It is a costly affair, especially for
human resources, for achieving small companies.
organizational goals.
Control promotes integration between
Short Term Goals and Long-term
Objectives Corporate Goals and
Departmental Goals.
It also allows better utilization of the
managerial resource.
THANK
YOU
For your attention