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ThemanagersincivilengineeringAbstract:thisarticleisdependonacceptingyetdrbergercivilengineeringmanagementsverdrup--theprize.TheprizewasinOctober1995two4inSANpiegoawardedaluncheonbergerdr.Inthisarticle,thestatementofdrbergerwithmanagementskillsandcivilengineeringmanagementofhigherdegreeofmayincreasethedemandofcivilengineers.Theargumentisbasedoncivilengineeringcompanybylargeandlargepublicenterprisebearthecharacteristicsoflargeprojecttoprojectmanagementpersonnel,theybothtechnologyandconsiderablemanagementskills.Theprojectmanageralwayslargeenterprisecustomerrequirementstomakestatementswrittenproposal,negotiation,contractandchange,hireemployeesandchooseconsultingcompany.Thisrequiresaprojectmanagementofcivilengineershaveexcellentcommunicationskills.Financialmanagement,humanresourcesandcontractsandotherskillstrained.Thedoctorcouldn'tmakeBergerorganizationalprojectmanagementstafffromallprofessional14%ofupto20percent.Finally,hethinkschoicemanagementcareerpathofcivilengineerswhostayinthesalaryofhightechnology.Inthepast20years,alotofcivilengineeringcompanyinthenumberofpersonnel,disciplineandgeographicserviceareashaveimprovedsignificantly.Theseconditionsledtohavespecialskillsofengineeringmanagementdemand.Thisarticletooktheskillstoenterthemarketsizeandtype,levelofmanagementofcivilengineeringofpotential.Historically,aprofessionalinteresttoimprovetheambitiouscivilengineer,willreadastructure,geotechnicalmasterdegreeortheenvironment.Whenmanypeoplestillremaininthetraditionalway,anewveryexcitingfieldappeared.Thisistheprojectmanagement.Normally,whenacivilengineeringcompanyfounded,awiseenterpriseengineerwilldependontestandoperationofhismistakes.Iftheengineer,he'lllearnfast,otherwisethecompanycannotsurvive.Managementskillsbecomeveryimportant,becausealotofcivilengineeringcompanygrowquicklyinrecentyears.Somecompanieshavemorethan5,000employeesandmorethan500engineeringandmorethan100office.Everyoneneedsalargeprojectmanager.Eachindependentofficeneedsaseniormanager.Alogicalproblemis:theneedtohavebusinessskills,fromatrainedtechnicalexpertsdevelopmentmanager?Obviously,mostengineershavemanyyearsofworkexperienceintraining.However,thereareveryfew,andtheincreasingneedsofthecompanyhaveequipmentorpersonneltrainingathome.Therefore,thecompanyexpectsemployeesinmanagementtrainingoutside.Someofouruniversityhasrealizeddemandandincreasedclassestoimproveneededskills.Forexample,inthenorthwesternuniversity,newcivilengineeringpostgraduatecoursesinengineeringmanagementisoneofthehottestmaster(MPMdeliverscrisp),Itincludesthefollowingcourses:Projectfinancialproblems,Evaluationandnegotiations,Humanresourcemanagement,Projectschedule,Projectaccountingproblems,Worksoflaw.Thesecoursesselectionisbasedontheactualneedsofcivilengineeringmanagement.Thisfromthecivilengineerassociationmagazineadvertisementforrelevantmanagementofdifferentfields,suchastheprojectprogress,processes,personnel,finance,marketingandlegalissues,thepaperconfirmedfacts,becausethesearenowconsideredcivilengineeringmanagementimportantaspect.Ifchecked,allbigcompaniestohiretheminlaw,account,marketing,finance,personnelandbusinessmanagementwererecorded.WhentheprojectmainlylocatedinAmerica,needtoprovidetemporarytruckingmemberfromhometoofficesupport.Whentheprojectislocatedfaraway,especiallyinforeignandlocalrequirementsinthedesign,mustnotonlyinanengineeringtechnology,goodjudgment,butalsohasothercontractmanagementskills.Electronicmailandfaxtoobtainguidancefromdomesticofficetomakeiteasier,butmanydecisionsmustintheoutstanding.Customersoftenaskedlocalmanagerswhohavetherighttoensurethatallon-sitecontractlegallyeffective.Ifasmallproblem,overseasbusinesstripinremoteareas,suchasAsia,AfricaandLatinAmericacostyessentdomesticexpertsoutcanbecomereality.Alaw,account,personnel,schedule,orthenegotiations.Result,mustdependonthelocalmanagertosolvemanyproblems,andwhenthemainproblem,needhelp.Accordingtoourexperience,thecompanymainlyspecializedinimprovingtechnologyprogressandtraining,thosewhofollowthepathwithhighermanagementandend,becausegoodmanagementcompensationinengineering,budgetandfinishthatcustomersatisfactionisimportant.Besidesthat,goodtechnicalengineerformorethanacivilengineer,andbysupplyanddemand.Someengineerforatypicalconsultationincivilengineeringmanagementpersonnel.Toanswerthisquestion,theonlywayisthroughapracticalinvestigation.Bergerorganizationshaveabouttwo500professionalpersonnel,includingconsultantandmorethan80countries.Itcurrentlyworldwideworkincludingmorethan60highwayandbridge,twoofthedesignandconstruction,andhavesuper400environment,theculturalrelicresources,ports,airports,railway,transit,waterandconstructionprojects.Thismixtureiscivilengineeringcompanyseemstypical.Thedemandforus,butourseniordeputymanager,weneedacadreofprojectmanagementofdomesticoroverseasalonecanwork.Weestimatethatatleasttwopercentofworkers,or50engineers,essentialskills.Werequestiscapableofengineeringmanagementofficeorengineer.Iestimatedatleast4%or100engineers,needtomeet.Smallerprojectalsoneedgoodmanagement,whentherisksandprovidemoresmalldom