Front Cover -- Project Engineering -- Copyright Page -- Dedication Page -- Contents -- Preface -- Acknowledgments -- Chapter 1: When Opportunity Knocks -- Where Do You Start? -- Your Boss(es) -- What Do They Want? -- Do It! -- Chapter 2: What Do Project Engineers Do? -- Total Area Responsibility -- Types of Areas -- Defining the Area -- The Project Engineer's Duties -- Plan and Control the Basic Work -- Lead Safety -- Identify, Assess, and Mitigate Risks -- Achieve Quality Standards -- Control Schedule and Cost -- Balance the Safety, Quality, Cost, and Schedule Priorities -- Control Interfaces -- Manage Changes -- Solve Problems and Commercial Issues -- Lead the Effort -- References -- Chapter 3: A Crash Course in Management -- The Way It Should Be -- The Task Side -- The People Side -- The Way It Is -- Management Skills for a Project Engineer -- People-Related Questions -- Task-Related Questions -- References -- Chapter 4: How Projects Work -- Plan the Work and Work the Plan -- Overall Project Framework -- Major Phases -- Project Management -- Planning: Evaluation and Definition -- Evaluation -- Definition -- Project Approval -- Project Implementation: Engineering and Procurement -- Engineering and Procurement-An Integrated Process -- Project Implementation: Manufacturing -- Client Input -- Planning, Basis Development, and Systems Engineering -- Engineering -- Development -- Manufacturing and Subcontracting -- Testing -- Time Pressure -- Role of Project Engineers -- Project Implementation: Construction -- Construction Systems -- Area Focus -- Consequences of Mistakes and Changes -- Client Intervention -- Focus Shifts to Systems at the End -- Project Implementation: Commissioning and Start-up -- Transitions and Hand-offs -- Back to Project Engineering -- Reference -- Chapter 5: Learning Project Engineering on the Job: A Case Study -- Case Study.

September 20: Sara Sends Up an SOS -- September 21: Sara's Fax to Kramer -- September 24: Trouble around the Bend -- October 1: Jeff Gets Squeezed -- October 1: Edgar Jump-Starts the Engineering -- October 1: Chet Taps the "Good Ole Boy" Network -- October 1: Planning Meeting Continues-The Compressor Is a Problem -- October 4: Sara Digs in Her Heels -- October 13: The Design Review Hits the Fan -- October 13: Changes Cost Big Time -- October 28: Good Work but Bad Results -- November 3: Crunch Time -- November 8: Jeff Shows Up -- November 16: The Negotiation -- November 22: A Pause to Enjoy and Ponder -- Reflection on the Case Study -- Chapter 6: Skills That Can Get You Ahead -- Perspective on Getting Ahead -- What Does It Mean to Get Ahead? -- What Does It Take to Get Ahead? -- Competence -- Technical Skills and Hard Work -- Personal Efficiency and Effectiveness -- Business Judgment -- Performance Evaluations and the Competition -- Office Politics -- Patrons -- Exposure -- Dealing with Office Politics -- Social Skills -- Perspective Revisited -- References -- Chapter 7: Things That Can Get You Fired -- Laws and Regulations -- Finance and Accounting -- Antitrust -- Bribery and Corruption -- Classified, Proprietary, and Other Confidential Information -- False Reporting -- Employment Application -- Records and Timesheets -- Test Results, Data, and Research Results -- Required Reporting -- Drugs and Alcohol -- Harassment -- Conflict of Interest -- Typical Conflicts of Interest -- Awareness -- Other Organizational Ethics Policies -- Drawing the Line -- References -- Chapter 8: International Business Skills -- The Cultural Game -- Global Business -- Start with Yourself -- Culture Shock Is Real -- Coping Strategies -- Intercultural Skills -- What Has to Change in the International Setting? -- Cross-cultural Communications Skills -- Time, Goals, and Patience.

An Approach to Resolving Differences -- Application to the Project Engineer's Job -- Gaining Rapport -- International Project Planning -- The International Toolbox -- References -- Chapter 9: Advice from the Pros -- Advice from Young Project Engineers -- How to Approach the Job -- Foreign Construction Work -- Advice from a Senior Executive -- Achieving Results -- Advice from Project Engineers, Managers, and Executives -- Project Proverbs -- An Intercultural Aspect of Contracting -- Project Engineering for Manufacturing High-Tech Equipment -- Structuring and Organizing Engineering and Procurement on Mega-Projects -- Key Lessons Learned from a Handful of Engineering and Procurement Mega-Projects -- Planning a High-Tech, Global IT Project: Management Support and Buy-in -- Quality: An Historical Perspective -- Balancing Quality, Cost, and Schedule -- Risk Management and Dealing with Crises -- Risk Management: A Project Manager's View -- Risk Management: An Engineer's View -- Risk Management: Beginnings and Endings -- Risk Management: Dealing with Crises and Calling Time-out -- Risk Mitigation through Organizational Development and Alignment Programs -- Looking Back: How to Approach the Job -- Looking Back: The Project Engineer's Role -- Looking Back: A Career Strategy -- An Interview with an Experienced Project Engineer and Manager -- Chapter 10: Approach the Job with Confidence -- The Pygmalion Effect -- You Have a Sound Basis for Your Confidence -- The Foundation: Education and Interpersonal Skills -- To Get Started in the Workplace -- The Project Engineer's Basic Duties -- How to Manage Tasks and People -- How Projects Work -- Job Experience from the Case Study -- Knowing What It Takes to Get Ahead -- An Understanding of Acceptable Business Conduct -- How to Approach Working Internationally -- Sound Advice from Project Professionals.

The Opportunities are Boundless -- References -- Glossary -- Index -- About the Author.