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ExamESSENTIALS Study Guide for Engineering Management, covering the latest EMCI certification exams knowledge domains

 

Covering the latest EMCI exam specification.


According to the Engineering Management Certification International (EMCI), "EMCI programs are based on uniform, globally administered examinations that evaluate an engineer’s knowledge and skills in planning, organizing and directing technological activities and resource allocation."

The EMCI certification exams are three hours in length. They are composed of 150 questions each, all derived from those major engineering management subject areas comprising their Engineering Management Certification Body of Knowledge.

There are two EMCI exams, one at the fundamental level and another at the professional level. They both follow the same Body of Knowledge but with different degrees of coverage. The domains are:

  • Market Research, Technology Updates, & Environmental Scanning

  • Planning & Adjusting Business Strategies

  • Developing Products, Services, & Processes

  • Engineering Operations & Change

  • Financial Resources & Procurement

  • Marketing & Sales

  • Leading Individuals & Engineering Project teams

  • Professional Responsibility & Legal Issues

You may think of the EMCI exams as business management exams for engineers.

EMCI does not produce any official self study pack, so we fill the gap here by releasing this Engineering Management ExamEssentials Study Guide. The Engineering Management ExamEssentials Study Guide provides extensive and in-depth study coverage on the most important engineering management BOK knowledge domains of the exam.  You may take a look at the Table of Contents via this link:

 

Table of Contents

END USER LICENSE AGREEMENT
EXAM FORMAT
OFFICIAL EXAM TOPICS
EXAM REGISTRATION
STUDY PSYCHOLOGY & EXAM TACTICS
ABOUT THE EMCI EXAMS

<< US BUSINESS ENVIRONMENT AND REGULATORY REQUIREMENTS >>

<< MANAGING FINANCIAL RESOURCES >>
ENGINEERING ECONOMICS
ACCOUNTING PRINCIPLES AND STANDARDS
IFRS & IAS
GAAP, FASB AND SFAS
THE ACCRUAL PRINCIPLE
THE HISTORICAL COST PRINCIPLE
THE CONSISTENCY PRINCIPLE
THE PRUDENCE PRINCIPLE
THE MATERIALITY PRINCIPLE
THE MATCHING PRINCIPLE
THE SEPARATE LEGAL ENTITY CONCEPT
THE CONSERVATIVE PRINCIPLE
THE GOING CONCERN CONCEPT
ACCOUNTING FOR NON-ACCOUNTANTS
DEPRECIATION
CASH FLOW
FUNDING VIA LOAN AND/OR OVERDRAFT
THE BUDGETING PROCESS
BUDGET DEVELOPMENT STRATEGY
COVERAGE
BUDGET VARIANCES
STANDARD COSTING
SLACK
FINANCING AND CAPITAL MANAGEMENT
CAPITAL MARKET
PORTFOLIO THEORY
CAPITAL ASSET PRICING MODEL
BLACK-SCHOLES MODEL
PUT-CALL PARITY
MARKET RISK VS BUSINESS RISK
SYSTEMATIC RISK VS SPECIFIC RISK
COST OF CAPITAL
FINANCIAL LEVERAGE
INTERNAL VS EXTERNAL SOURCES OF FUNDING
EQUITY FINANCING VS DEBT FINANCING
CAPITAL BUDGETING AND INVESTMENT EVALUATION METHODS
NPV
IRR
EQUIVALENCE MODELS
COST MANAGEMENT
STANDARD COSTING
ACTIVITY-BASED COSTING
LCC
THROUGHPUT ACCOUNTING
PERFORMANCE MEASUREMENT AND ROI
PERFORMANCE MEASUREMENT AND BENCHMARKING
INVENTORY ACCURACY
CYCLE COUNTING VS PHYSICAL INVENTORY
ADC

<< COMMUNICATION & INFORMATION MANAGEMENT >>
THE ROLE AND APPROACHES OF INFORMATION MANAGEMENT
INTEGRATING INFORMATION AND BUSINESS STRATEGIES
COMMUNICATION MANAGEMENT
VERTICAL COMMUNICATION
HORIZONTAL COMMUNICATION
DIAGONAL COMMUNICATION
CIRCULAR COMMUNICATION
COMMUNICATION BARRIERS
FORMAL NETWORK VS GRAPEVINE
FORMAL COMMUNICATION VS INFORMAL COMMUNICATION
VERBAL VS NONVERBAL COMMUNICATION
NONVERBAL CLUES
THE NEGOTIATION PROCESS
STYLES OF NEGOTIATION

<< MANAGING RISK >>
PROBABILITIES, UNCERTAINTIES AND RISKS
RISK MANAGEMENT DEFINED
THE RISK MANAGEMENT STEPS
MITIGATION
RISK ANALYSIS VS RISK ASSESSMENT
RISK ANALYSIS TOOLS
STRATEGIC RISK ASSESSMENT
RAV
THE RISK ASSESSMENT FLOW
RISK COMMUNICATION
RISK VS THREAT AND VULNERABILITY
RISK CHARACTERIZATION
LOSS CALCULATIONS

<< MANAGING PROJECTS >>
PROJECT OBJECTIVES AND PHASES
PROJECT PROPOSAL
PROJECT MANAGER AND THE STEERING COMMITTEES
PROJECT PLAN
STAKEHOLDER INTEREST
PROJECT KILL AND HALT POINTS
INTEGRATED CHANGE CONTROL
SCOPE CHANGE CONTROL
TIME CONTROL
PROJECT TIME MANAGEMENT
PROJECT SELECTION
CRITERIA AND WEIGHT
SAMPLE PROJECT SCORECARD
MANAGING PROJECT TEAM

<< MANAGING INFORMATION TECHNOLOGY >>
OPERATING SYSTEMS
APPLICATION SOFTWARE
HARDWARE AND DEVICES
ERGONOMICS
VIRTUAL OFFICE
FAX
NETWORK RELATED TECHNOLOGIES

<< MANAGING THE SUPPLY CHAIN >>
SUPPLY CHAIN
SCM
SWOT ANALYSIS
ENVIRONMENTAL SCANNING
MBO, MBE AND VA
SCOR
SUPPLY CHAIN DESIGN

 

SUPPLY CHAIN REENGINEERING VS COLLABORATION
SUPPLY CHAIN CHALLENGES
INTERNATIONAL SOURCING
JUST-IN-TIME (JIT)
WASTE ELIMINATION AND QUALITY IMPROVEMENT
KANBAN AND JIT
MANAGING OPERATIONS
WORK CENTERS
PRODUCTION FLEXIBILITY
LINE SCHEDULING
QUEUE MANAGEMENT
OPERATION OVERLAPPING
OPERATION SPLITTING
PERFORMANCE MEASURES AND VISUAL CONTROL
WAREHOUSING STRATEGIES AND ACTIVITIES
SETUP REDUCTION
MODERN INVENTORY CONTROL SYSTEMS

<< MANAGING LOGISTICS >>
TRANSPORTATION
BASIC MODES OF TRANSPORTATION
DRP
PACKAGING

<< MARKETING AND DEMAND MANAGEMENT >>
MARKET RESEARCH
RM AND CRM
MARKETING MIX
DEMAND PLANNING & MANAGEMENT
NATURE OF DEMANDS
DEMAND MANAGEMENT VS DEMAND PLANNING
HOW DO YOU ACTUALLY MANAGE THE DEMAND?
DEMAND FORECASTING
STATISTICAL TOOLS FOR FORECASTING
MOVING AVERAGE
ABC CLASSIFICATION
MORE ON QUANTITATIVE TECHNIQUES
THE CENTER
THE DISTRIBUTION
NORMAL DISTRIBUTION
CORRELATION ANALYSIS AND CONTINGENCY ANALYSIS
STATISTICAL INFERENCE
OTHER ANALYSIS METHODS
BULLWHIP EFFECT
MANAGING RESOURCES STRATEGICALLY

<< MANAGING QUALITY >>
AN OVERVIEW OF THE TERM “QUALITY”
QUALITY ASSURANCE, CONTROL AND MANAGEMENT
TQM
GOOD PRACTICE SYSTEMS
CHECK SHEETS
QFD
FISHBONE DIAGRAM
KAIZEN
TOYOTA PRODUCTION SYSTEM
DEPARTMENTAL PURPOSE ANALYSIS
POKA-YOKE
QUALITY CIRCLE
PDCA
ADRI
SIX SIGMA
CONTINUOUS IMPROVEMENT PROJECTS
STATISTICAL PROCESS CONTROL
CONTROL CHARTS
CONTROL CHART, RUN CHART, PARETO CHART, SCATTER DIAGRAM, AND CAUSE & EFFECT DIAGRAM
ZERO DEFECTS
FAILURE TESTING
SCORECARDING
AUDIT METRICS
QUALITY STANDARDS
PQT AND QIT
KAIZEN TEAM

<< LEADERSHIP >>
LEADERSHIP STYLES
GOVERNANCE
AGENCY THEORY
BUSINESS ETHICS
SOCIAL RESPONSIBILITY

<< MANAGING KNOWLEDGE >>

<< MEASURING BUSINESS PERFORMANCE >>
FINANCIAL MEASURES
METRICS FOR OPERATION AND INVENTORY MANAGEMENT
OTHER METRICS
BENCHMARKING

<< MANAGING PROCUREMENT >>
NEW TREND IN PURCHASING
NEW TREND IN SUPPLIER RELATIONSHIP MANAGEMENT
JIT AND PURCHASING
WASTES IN THE PURCHASING PROCESS
BENEFITS OF JIT PURCHASING

<< MANAGING BUSINESS CONTRACT >>
QUOTATIONS AND TENDERS
BUSINESS CONTRACT ELEMENTS
CONTRACT ADMINISTRATION

<< MANAGING THE ORGANIZATION >>
MANAGEMENT PRINCIPLES
MANAGEMENT SCIENCE, DECISION MODEL, AND CONTROLS
OB MODELS AND THEORIES
ORGANIZATIONAL DEVELOPMENT
STAFFING
STRATEGIC WORKFORCE PLANNING
INTERNAL CONTROLS
BASIC CONTROL PRINCIPLES
CASH HANDLING
DISBURSEMENTS, PAYMENT AND ACQUISITION
DIVERSITY MANAGEMENT
ISSUE MANAGEMENT
PREMISES MANAGEMENT
PERFORMANCE EVALUATION

<< LATEST UPDATES >>
Ethics
Decision Theory
System Engineering
Industrial Engineering and Value Engineering
Productivity Analysis and Methods Analysis
Methods Engineering
Work Measurement Techniques

<< LAST MINUTE TIP >>
 

Special Topics Update – Strategic Planning & Management

You will find the following topics included in this update:

Strategic Planning & Management
Vision, Mission and Values
Strategic Business Issues and Strategic Business Objectives
Crafting Strategic Plans
Levels of Strategy Formulation


Further references:

Gilbreth Theory
Complexity Theory
Theories of Leadership
Postmodernism Management VS Classical Management
Contingency Management Theory
The Mayo Theory of Management
The Blanchard Management Style
McGregor’s Theory
The Likert Scale

 

Special Topics Update – Strategic HRM

You will find the following topics included in this update:

HRD
Strategic HRM
HR Plans
A Four-Task Model for HR Planning and Development
Employee Assignments
Employee Competencies
Employee Behaviors
Employee Motivation
Policies and Practices
Evaluation, Feedback and Rewards
Relevant Theories
Workplace Deviance
 
 

SAMPLE TEXT on Engineering Economics

Engineering economics refers to the application of economic techniques for evaluating various design and engineering alternatives. Simply put, the primary focus of engineering economics is to assess the appropriateness of a given project, estimate its value, and justify it from an engineering standpoint. Engineers must be capable of deciding if the benefits of a proposed project would exceed its costs, and must make this comparison in a unified framework, which is what engineering economics is all about.

Satisfaction of the physical and economic environments is usually linked through production and construction processes. Engineers are therefore in a position to manipulate the relevant systems for achieving a balance in the various attributes in both the physical and economic environments, all within the bounds of limited resources. When conducting engineering economic analyses, it is usually reasonable to assume at first, for the sake of simplicity, that benefits, costs, and physical quantities are known with a high degree of confidence. Such degree of confidence is sometimes being referred to as assumed certainty. Do remember that both risk and uncertainty in decision-making activities are caused by a lack of precise knowledge regarding future conditions - estimation may not always be accurate.

Generally speaking, the engineering process employed from the time a particular need is recognized until it is satisfied may be classified into a number of phases as shown below:

Determination of Objectives, which involves finding out what people need and want that can be supplied by engineering.

Identification of Strategic Factors, which are those factors that stand in the way of attaining objectives (the limiting factors).

Determination of means (in the form of, say, engineering proposals), which involves discovering what means exist to alter strategic factors in order to overcome limiting factors.

Evaluation of Engineering Proposals, with economic analysis employed to determine which among them, if any, is the best means for solving the problem at hand.

Assistance in Decision Making, which means providing assistance to the real decision makers supervising the engineers.


SAMPLE TEXT on TVM and the relevant concepts

Time Value of Money (TVM) is based on the concept that money that you hold today is worth more because you can invest it and earn interest. Simple interest is computed only on the original amount borrowed. It is the return on that principal for one time period, while compound interest is calculated each period on the original amount borrowed plus all unpaid interest accumulated to date. Periods are evenly-spaced intervals of time, not necessarily in years. Payments are a series of equal, evenly-spaced cash flows. Present Value refers to the amount today that is equivalent to a future payment, or series of payments, that has been discounted by an appropriate interest rate. On the other hand, Future Value refers to the amount of money that an investment with a fixed, compounded interest rate can grow to by some future date.

Cash flow refers to the stream of monetary (dollar) values in terms of costs (inputs) and benefits (outputs) resulting from a project investment. Time value of money refers to the time-dependent value of money stemming both from changes in the purchasing power of money in the form of inflation or deflation and from the real earning potential of alternative investments over time.

Free cash flow refers to the cash that flows through a company in the course of a quarter or a year once all cash expenses have been removed. It represents the actual amount of cash that a company has left from its operations that could be used to pursue other opportunities. Cash flow diagrams provide a means of visualizing and simplifying the flow of receipts and disbursements for the acquisition and operation of engineering items.

Interest refers to the money paid for the use of borrowed money or the return on invested capital. The economic costs of your engineering solutions can be estimated correctly only via the inclusion of a factor for the economic cost of money. Interest formulae often play a central role in the economic evaluation of engineering alternatives.

Our EMCI Study Guide goes the expert-advice way. Instead of just giving you the hard facts, we also give you information that covers the best tricks and practices. With these information, you will always be able to make the most appropriate expert judgment in the exam.

Engineering Management Certification International (EMCI), Engineering Management Certification Fundamentals (EMCF), and Engineering Management Certification Professional (EMCP) are the registered trademarks of the American Society of Mechanical Engineers (ASME). We are not affiliated with any of them. 

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