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Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
Engineers: A Day in the Life
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Engineers: A Day in the Life


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-Adjusting to 24/7 work …

-Adjusting to 24/7 work
-Project case study
-How do engineers get information today?

Published in: Marketing, Business, Technology
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  • 1. Michael Uttech Project Manager, Patrick Engineering
  • 2. Engineering & Project Management
  • 3. Engineers • Entering the work force today • My experience (millivolts to megavolts) • Having an engineering degree means you are “trainable” • Baseline knowledge insufficient for productive and technically competent solutions consistently • We go into the opportunity with the mind set that we must establish the culture first in order for the individual to grow
  • 4. Transition to Project Management • Identify the path – technical vs. project/program management • At Patrick, we subscribe to early detection to attempt to build and grow future project managers organically • Using the mentor-protégé approach to new staff in the role as project engineer or project manager • The project manager needs a more broad understanding of the technical components but more detailed knowledge of the project approach, budget and schedule • Have to be willing to take some risks, use actual project and client work to grade performance and observe leadership ability
  • 5. Adjusting to 24/7 work • At Patrick, we encourage the use of technology and transparency – File sharing/development tools with clients – Don’t wait till it’s due, be willing to partner – Flexible work schedules, open access – Results driven focus (anytime & anywhere) – We seek proactive leaders that are self directed and motivated, avoiding issues with the time clock – We have to be “open to new methods”
  • 6. Project Profile – Patrick Engineering • Confidential client located in Pacific Northwest • Lead Program Manager, prime contractor responsible for development of 43 unique design projects using design-bid-build approach (transmission, substation, distribution, P&C, SCADA, standby generation and AF/SCC) • Decision was made not to staff an office in the Pacific Northwest • Work was being executed out of offices in Illinois, Michigan and Florida • Just completed 8 week field survey of all existing infrastructure and utilities; no personnel on site
  • 7. Project Profile – Patrick Engineering • Client experiences catastrophic failure of existing power substation (40 MVA) • Event occurs @ 1400 hours on 7.08.2010 with root cause presumed to be contractor error in operation, at the time, and no one is injured • Phone call received @ 0700 hours from client on 7.09.2010 with request for help & forensic analysis (the story about Rapid City, SD) • Personnel dispatched from Midwest to Pacific Northwest by 1500 hours, same day, along with proposal for forensic analysis and restoration of power support • Upon arrival, portable generation was onsite providing power • We provided recommendations on short term and long term restoration of power along with forensic analysis on 7.21.2010
  • 8. Project Profile – Patrick Engineering • Lessons to be conveyed to other engineers – Embodies the Eleven Distinguishing Traits – Change the mind set, this is not maintenance work but “exciting” work, opportunity to grow and learn in the field – Proactive approach to solving complex problem – Encourage direct and tough debate over key issues – Safety Focused (especially for non-utility personnel) – Training and instruction to staff
  • 9. How do we get information today? • We encourage establishing strong relationships with manufacturers either through direct contact about products, lunch & learn sessions or industry forums • All Engineers and Project Managers are encouraged to achieve licensing and certification along with maintaining credentials though continuing education • Leaders subscribe to journals, magazines and industry forum websites; imperative that leaders communicate to protégé and other staff