Have you ever heard of the saying, Man, your sweat pumps are on the arguing or Busier than a one-handed paper hanger? That is how many workers feel in the engineer focal point arena these days. Everything seems to be in crisis modality more times than not. And why is that? Why is it that all of us are so busy all of the time? Our jail cell phones never stop ringing, our laptops are never more than an arms length away, and we send emails during meetings from mobile handheld office mini-computers (PDAs). The term 9-1-1 syndrome is a condition discussed in many circles. Many are in addition afflicted with the urgency addiction and this is discussed in detail on webmd.com (Bobinski, 2004). This paper will identify how urgency impacts the skillful effort and some possible ways to combat the vicious unit of ammunition of crisis management and fire fighting that poor priority management causes. In many of our technical environments, we have great technical people, but pitiful conductors. The root cause of most engineering disasters is due to poor management of resources to include, people, bud score, and schedule.
The engineering consulting sedulousness is ordinarily divided into three levels: the Division Manager, project or political program managers, and the project engineering staff.
Most of the urgency in the industry trickles down from customer requests and the need to maintain satisfactory customer service. The effects of poor task prioritization affect almost everyone on every level. The Division Manager, whose responsibility is customer satisfaction, may get a call from a customer regarding a complaint, request, and so on They, in-turn, go to the program or project manager in charge of the project and tell them that they need to react instanter in order to keep the customer happy. The project manager then enlists the help of the engineering staff...
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