Project Management v. Engineering Management
In practice, Engineering Manager and Project Manager are often quite different, as as such require the development of distinct technical skills and management strategies. Engineering managers are responsible items such as coordination of activities, assigning key staff responsibilities to project managers, designing and implementing policies and procedures for effective and efficient processes, training and development of staff, and administering personnel functions.
The engineering manager bridges the gap between the field of engineering, technology, people and the field of business. They are in a management position in charge of an engineering project, program, team, division or department. They are responsible permanent or semi-permanent functional activities to produce products or services.
A Project Manager (PM) is a manager in charge of administering a project. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. Key PM responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.
PM uses cross-functional teams to assist in the process of planning, organizing, securing, leading, delegating and controlling of resources to achieve specific goals for a finite objective. This is one distinction from business as usual, operations or permanent business functions. A project manager is often also a client representative and has to determine and implement the exact needs of the client based on knowledge of the firm they are representing.