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Engineering Management and Law - Coggle Diagram

- - - - International: Public vs Private
      - Domestic: Public vs Private
      - Constitutional, Administrative, and Criminal
      - Common Law vs Civil Law Systems
      - Courts of Commons and Courts of Equity
      - Common Law and Statute Law
    - - Alternative Business Structures (ABs)
      - Solicitors
      - Barristers
      - Judges
  - - - Concept of Law and Contract
      - 6 Aspects of an enforceable contract
      - Burden of Proof and Burden of Persuasion
      - Objective vs Subjective Approach
        Smith v Hughes
      - Bilateral and Unilateral Contracts
      - Offer vs Invitation to Treat
        Gibson v Manchester City Council
        Storer v Manchester City Council
      - Acceptance
        
        3 Forms of Acceptance
        
        Postal Rule
        
        Mistakes as Uncertainty
      - Consideration
    - - Content
        
        Express and Implied Terms
        
        Conditions vs Warranties vs Innominate Terms
        
        Exemption Clauses
        Unfair Contract Term Act 1977
        Consumer Rights Act 2015
        
        Unfair Contract Terms Act 1977
        
        Consumer Rights Act 2015
        
        Term, Representation, and Trader's Hype
        4 Factors for determining which
      - Interpretation
        
        Investors Compensation Scheme Ltd v West Bromwich Building Society
    - - 4 Reasons for Discharge
        
        Discharge by PERFORMANCE
        5 Exceptions
        
        Discharge by AGREEMENT
        Accord and Satisfaction
        
        Discharge by FRUSTRATION
        Law Reform (Frustrated Contracts) Act 1943
        5 Types of frustrating events
        
        Discharge by BREACH
        Actual vs Anticipatory Breach
      - 6 Remedies for Breach of Contract
        
        Expectation losses and Reliance Losses
  - - - Sole Trader
        Characteristics, Formation, & Termination
      - Partnership
        4 Types of partner
        Duties of partners
        Rights of partners
        Liability of partners
    - - Private Limited Company (Ltd)
        Limited Liability
        Perpetual Succession
        Contractual Ability
        Ability to own property
        Ability to commit torts and criminal offences
      - Public Limited Company (Plc)
        3 Types of Formation
        3 Types of Termination
      - Limited Liability Partnership (LLP)
        Liability of partners
        4 Steps of Formation
        Termination
  - - - Tort Definition
      - Claimant, Tortfeasor, and Defendant
      - Intentional Torts, Negligence and Strict Liability
      - Contractual vs Tortious Liability
      - Four Tests of Negligence
        
        Duty of Care
        
        The Caparo Test
        
        Breach of Duty of Care
        
        Reasonable Care
      - Factual Causation
        But For Test
      - Multiple Causes of Damage
        Materially contributed
        Materially increased the risk of damage
      - Legal Causation
        New intervening acts
        Remoteness
      - Defences
        
        Complete vs Partial Defences
        
        Illegality, Consent, Contributory Negligence, Necessity
      - Remedies
        
        Damages
        
        Direct Loss vs Further Loss
        
        Injunctions
        
        Prohibitory, Mandatory & Interim Injunctions
        
        Time Limits
    - - Individual vs Collective Labour Law
      - Source of Rights
        
        Employment Contract
        
        Statutory Rights
      - The Employment Contract
        
        5 Elements of a Contract
        
        Express Terms
        
        Incorporated Terms
        Apt and intended to be incorporated
        
        Implied Terms
      - Employment Status of Individuals
        
        Employee
        Full Rights
        Multi-factorial test
        Control
        Mutuality of obligations
        Entrepreneurial
        
        Worker
        Some rights (since 1977)
        
        Independent Contractor
        Generally no rights
        
        Rights
        
        Unfair dismissal
        
        minimum notice periods
        
        redundancy payments
        
        protection in case of transfer of undertakings
        
        employer of NI contributions
        
        Right to request flexible working
        
        Time off for dependant's emergencies
      - Termination of Employment
        
        Wrongful Dismissal
        
        Unfair Dismissal
        
        Reasons for dismissal
        
        Actual
        
        Constructive
        
        Expiry
        
        Automatically unfair vs potentially fair vs procedurally fair vs substantively fair dismissals
        
        Redundancy
        
        Compensatory Award
    - - Vicarious Liability
        
        Tortfeasor, Claimant, Defendant
        
        Civil Liability Act 1978
        
        4 Rationale
        Deep pockets argument
        Deterrence argument
        Consent argument
        Enterprise risk argument
      - Establishment of Vicarious Liability
        
        Two Limbs
        Relationship of employment
        Tort committed in course of employment
        
        Liability for loaned employee
        
        Authorised vs Unauthorised acts
        
        Unauthorised Acts
        
        Prohibited Acts
        The manner of employment
        The scope of employement
        
        Acts Incidental to Employment
        
        Unlawful Acts
        Close connection test
      - Liability for Independent Contractors
        
        General Rule
        
        2 Exceptions
        Authorisation
        Non-delegable Duties
      - Liability for Defective Products
        
        Consumer Protection Act 1987
        
        Strict Liability
        
        4 Criteria for a Claim
        
        3 Types of Defect
        
        4 Defences
        Compliance with law
        Non-supply of product
        Non-existence of defect
        Technical/scientific development
  - - - Sensitive Personal Data
      - Informational Self-Determination
      - Consent through:
        
        Consenting
        
        Knowing
        
        Objecting
        
        Withdrawing
      - Legislation
        
        GDPR UK
        
        Data Protection Act 2018
      - Pseudonymisation
      - Privacy-Enhancing Technologies (PET)s legally mandated
      - Non-compliance = 20M euros or 4% of global turnover
    - - Statutes
        
        Copyrights, Designs and Patents Act 1988
        
        Patents Act 1977
        
        Trade Mark Acts 1994
        
        Registered Designs Act 1949
        
        Intellectual Property Act 2014
      - Tangible vs Intangible Property Rights
      - Types
        
        Copyright
        
        Songs, books, films, software
        
        Don't need to register
        
        Usually 70 years after creator's death
        
        Trade Marks
        
        Any sign capable of being represented graphically which is capable of distinguishing goods or services.
        
        Registered vs unregistered
        
        Exclusions include contrary to public morality
        
        Lasts 10 years but can be renewed
        
        Design Rights
        
        Protects the look of a product
        
        Registered or unregistered
        
        Must be original and not commonplace, must be 3D, must be in permanent form.
        
        Unregistered lasts 15 years
        
        Registered lasts 5 years with renewals up to 25 years total
        
        Patent
        
        Must be applied for
        
        Lasts 20 years
        
        Applies to inventions involving an inventive step
        
        Inventions, not discoveries
        
        Defences include non-commercial use, research and experiments
- - - - UKSPEC
        UK Standard for Professional Engineering Competence and Commitment
      - Chartered Engineer Expectations
      - Professional Engineering Values
      - Engineering Council
        
        Benefits
        
        Publishes UKSPEC
        
        Key Members
      - Protected Titles
        Engineering Technician
        Incorporated Engineer
        Chartered Engineer
        ICT Technician
      - British Computer Society (BCS)
      - Academic Accreditation
      - EC's 4 Ethical Principles
      - International Professional Bodies
        
        IEEE
        
        ACM
      - Accords
        
        Seoul Accord
        
        Washington Accord
    - - Topchik's 5 Stages of Development
      - BCS's SFIAplus
      - Zenger's Strength Matrix
      - Quotes
        
        "If have the opportunity to do what I do best every day"
        -> Correlates with higher productivity and business success
        
        "If you want to get to the top, develop skills that complement what you already do best"
        Zenger
        
        "Habits are internalised principles and patterns of behaviour"
        Covey
      - Monotasking, Multitasking & Flow
      - Crystal Clear
      - 6 Impacts of Phones
      - Eisenhower Principle
      - Covey's 7 Habits of Highly Effective People
      - Proactive vs Reactive Language
      - Ikigai
      - Reflection
        
        Questionnaire
        
        Gibbs Reflective Cycle
      - SMART Goals
      - 5 Aspects of Emotional Intellgience
  - - - Definition of a project
      - Projects vs Programmes
      - Triple vs Quadruple Project Constraints
      - 4 dimensions of project success importance
      - Only 16% of projects met the goals on time and on budget
      - PM Frameworks
        
        Project Management Body of Knowledge (PMBOK)
        
        Association for Project Management Body of Language (APM BOL)
        
        Projects in Controlled Environments (PRINCE2)
        
        Agile
      - 4 Project Management Stages
        Foundation
        Planning
        Implementation
        Termination Stage
      - Responsibilities and Traits of a Good Project Manager
      - Common mistakes in IT project management
    - - Stakeholders
        
        Internal vs External
        
        Stakeholder Management
      - Project Scope
        
        Statement of Work (SoW)
        
        The Scope Statement
        
        Work Breakdown Structure
        4 Levels of item
        
        Responsibility Assignment Matrix (RAM)
        
        RACI Matrix
      - Project Risk
        
        Formula for event risk
        
        4 stages of risk management
        
        5 types of risk
        
        Risk Breakdown Structure (RBS)
        
        Risk Impact Matrix
    - - Serial vs Non-Serial Sequential Logic Network Diagrams
      - Activity-on-Arrow (AOA) and Activity-on-Node (AON)
      - Critical Path
      - Activity Float
  - - - Capital Investment Appraisal
        
        The Capital Budget Decision
        
        Six Stages in Capital Budgeting
        
        Future and Present Value of Money
        
        Discounted Cash Flows (DCF)
        Required rate of return (RRR)
        
        Investment Appraisal Methods
        
        Ignore time value of money
        
        Payback Method
        
        Accounting Rate of Return (ARR)
        
        Consider time value of money
        
        Internal Rate of Return (IRR)
        
        Net Present Value (NPV)
      - Decision Making
        
        BCG's Product Portfolio Matrix
        
        Multiple Criteria Decision Making (MCDM)
        
        Evidence Based Decision Making
        
        Decision Matrices
        
        Count positive and negatives (Pugh)
        
        Weighted
        
        Investment Utility
    - - Multi-Agent Systems (MAS)
        
        MAS Representation
        
        MAS Reasoning
        
        Dynamic Decision Analysis and Support
        Path 1 (Non-cooperative) vs Path 2 (Cooperative)
        
        Stable Allocations
      - Cooperative Game Theory for Stable Cost Sharing
        
        Stability and Fairness
        
        Characteristic Cost Function
        
        Core
        
        Efficiency and Rationality
        
        Shapely Allocations
      - MAS for Understanding Industrial Systems
        
        System Behaviour vs Individuals' Actions
        
        System Dynamics vs Process-centric vs Agent-based
      - Agent-based Modeeling
        
        Benefits of ABM
        
        Agent-based Model vs Agent-based Modelling
        
        Agent, Environment, Randomness
        
        Time, Timescale, and Synchronicity
        
        7 Steps of the ABM Process (Nigel Gilbert)
    - - Car manufacturing case study
        Cost, Choice and Quality
      - Taylor's Principles of Scientific Management (1911)
      - Hawthorne Experiments
        Productivity influenced by respect, not working conditions
      - Statistical Quality Control
        
        Six Sigma
        
        Reliable Measurements
        
        Time-Dependent Failures
        
        Early Failure, Constant Failure, Wear Out Failures
        
        The "bathtub" curve
      - Definitions of Quality
        Deming
        Juran
        Crosby
        Feiganbaum
      - Continuous Quality Improvement Frameworks
        
        Kaizen's Philosophy
        
        Walter Shewart's PDCA
        
        Deming's evolution of Shewart's ideas in Japan
        
        "You cannot improve what you do not undestand"
        -- Peter Drucker
        
        Profound Knowledge
      - 6 Approaches to Quality
      - Five Gs
      - Root Cause Analysis (5 Whys)
      - Muda (Waste)
      - Quality Diagrams
        
        Check Sheet
        
        Control Chart
        
        Pareto Chart
        80/20 Rule
        
        Run Chart
        
        Process Maps
      - Lean Thinking
      - Misc
        
        ISO 9001-2015 Quality Management Systems
        
        7 Principles
        
        10 Aspects
        
        DMAIC
  - - - Motivation starts with recruitment
      - McGregor's Theory X, Y (and Z)
      - Maslow's Hierarchy of Needs
      - Locke and Latham's Goal Setting
      - Management by Objectives (MBO) vs Management by Results (MBR)
      - Performance Appraisal Meetings
      - Hunters and Rodgers confirmed productivity gains with MBO where there is top management commitment
      - 360 Degree Feedback
      - Scott Adams' Company Model-- DIlbert Principle 1996
      - Out at 5 Manager (OA5)
      - The Riddle of Experience vs Memory
      - The Happiness Advantage
    - - J Stacey Adams' Equity Theory
      - Green & Heywoord report performance related pay increase productivity at the cost of morale and job satisfaction
      - Pay and Satisfaction only loosely related
      - Prospect Theory
      - Bounded rationality
      - No correlation with more income >£50kpa and more happiness
      - The IKEA effect
      - Individual rewards do not incentive team behaviour
      - Ladley suggests group based rewarding systems outperform individual or mixed systems
      - Multiagent Organisations (MAO)
        Roles
        Relationships
        Authority structures
      - Approaches to Team-Based Rewards
        
        Team-level incentive pay
        
        One-off recognitions
        
        Organisation-level profit sharing
        
        Local gain sharing
      - Other types of incentive
      - Gender inequality
      - Diversity
        
        EDI = Equality, Diversity, Inclusion
        
        Perceived diversity
    - - Approaches to Management
        
        Drucker's Management Functions
        
        Marketing and innovation
        
        Motivate, monitor, improve
        
        Management by Walking About (MBWA)
        
        3G: real place, real work, real facts
        
        Builds trust and understanding
        
        Look for good and bad practices
        
        Limited by inefficiency and subjectivity
        
        OODA Loop (Observe, Orient, Decide, Act)
        
        React, but not too fast
        
        For fast response decisions
        
        Sources of Power (French and Raven)
        
        Legitimate Power
        
        Expert Power
        
        Referent Power
        
        Coercive Power
        
        Reward Power
        
        Management Style Quadrant
        
        Simple and Fast vs Complex and Slow
        
        Administrators and Managers vs Leaders
      - Leadership Styles
        
        Leadership grid
        
        Situational Leadership
        
        Rational understanding of the situation and an appropriate response
        
        Autocratic vs consultative vs group-based leader
        
        Transactional Leadership
        
        Leading by rewarding and punishment
        
        Boosts staff performance
        
        Charismatic Leadership
        
        Reach followers at an emotional leader
        
        Emphasis on vision
        
        Encourages risk taking
        
        Risks tunnel vision
        
        Transformational Leadership
        
        Proactively change culture to implement new business practices
        
        The Four 'I's: Ideals, Inspiration, Individual consideration, Intellectual stimulation
        
        Increases staff satisfaction
      - Global growth and regions expected to grow
  - - - Control Cycles -- A Continuous Cycle
      - The project S-Curve
      - The Tracking Gantt Chart
      - Earned value management
        
        Considers time, cost, and performance
        
        Links s-curve and tracking gannt chart
        
        5 Steps
        
        Planned Value (PV), Earned Value (EV), Actual Cost (AC), Schedule Variance (SV), Cost Variance (CV)
      - Milestone Analysis
      - Project Termination
        
        Types
        
        Extinction
        
        Addition
        
        Integration
        
        Starvation
        
        7 step closure process of natural termination
      - 6 section of the final project report
        
        Project performance
        
        Admin performance
        
        Organisational structure
        
        Team Performance
        
        Techniques of project management
        
        Benefits to the organisation and the customer
    - - Waterfall PM
      - Agile Manifesto
        
        Individual and interactions over process and tools
        
        Working software over comprehensive documentation
        
        Customer collaboration over contract negotiation
        
        Responding to change over following a plan
      - 12 Agile Principles
      - Agile Methodologies
        
        Scrum
        
        Kanban
        
        TDD
        
        XP
      - Scrum Framework
        
        Roles
        
        Ceremonies
        
        Artefacts
    - - Invention vs Creativity vs Innovation
      - 3 Stages of Innovation
      - 3 Types of Outputs of Innovation
        
        Product
        
        System
        
        Service
      - 3 Sources of Innovation
        
        Material Things
        
        People
        
        Context
      - Technology Readiness Levels (TRL)
        9 Levels
      - Valley of Death
  - - - 5 Stage Company Lifecycle
      - Entrepreneurship vs Intrapreneurship
      - Theories of Growth and Decline
        
        Gibrat's Law
        
        Growth Patterns
        
        Penrose's Theory of Growth
        Optimal Growth Rate, Penrose effect
        
        Friedman's Theory of Grwoth
      - Marris's Theory of Managerial Capitalism
      - Weitzell & Jonsson's Five Stage Model of Business Decline
    - - Fundamental Accounting Equation
      - Reasons for keeping accounts
      - Financial Accounting
        
        Financial Reports
        4 Main statements
        
        Going concerns
        
        International Financial Reporting Standard
        
        2 fundamental qualitative characteristics
        
        Financial Analysis
      - Management Accounting
        
        Cost Measurement
        
        Planning & Decision Support
        
        Objectives, Strategy, and Operations
        
        Budgeting Approaches
      - Costs
        
        Avoidable vs Unavoidable Costs
        
        Cost Centres
        
        Cost Classifications
        
        Why measure costs?
        
        Profit Model
        
        Kaplan and Norton's Balanced Scorecard
        
        Ethics and Externalities
      - International Transfer Text
    - - Types of Overheads
      - Accounting for Multiple Products
        
        Cost Allocations, Cost Tracing & Cost Objects
        
        Traditional Costing System (TCS)
        
        Activity Based Costing (ABC)
        
        Activity Levels
      - Activity Based Management Model
      - Cost Engineering
      - The Manufacturing Learning Curve
      - Procurement and Outsourcing
        
        Porter's Value Chain
        
        Core Competencies
        
        Sony Case Study
        
        Ethical Procurement
  - - - Change Management
        
        Strategic Inflection point (when growth levels to 0)
        
        Hermann Hauser and the startup mentality
        
        If the company fails, everyone loses their job
        
        Projectification
        
        Business Change and Organisational Change
        
        Kotter's 8 Step Process
        
        Kanter's Change Masters
      - Crisis Management
        
        Crisis = unexpected threat to organisation
        
        Lerbinger's 8 Categories
        
        Coombs Situational Crisis Communication Theory
      - Insolvency
        
        Takeover Risk
        
        Ferranti and ISC Case Study
      - Due Dilligence
      - Professional Indemnity Insurance
    - - Pure Strategies
      - Mixed Strategies
      - Nash Equilibria
    - - Externalities
      - Carroll's Pyramid of CSR
      - Baden's Pyramid of CSR
      - Stakeholder Management