Managing engineering and technology means managing intellectual capital

Summary form only given. This paper describes a method for predictive management of engineering and technology via intellectual capital. It discusses the components of intellectual capital: market assets, intellectual property assets, human centred assets and infrastructure assets, and the role they play in the management of technology and engineering projects. A method for developing the “Dream Ticket” is explained as a means for focussing on critical success factors. The concept of the knowledgeable engineering organisation is introduced, and we contemplate whether engineering organisations know what they know. The structure of the organisational star is presented as a mechanism of identifying, documenting monitoring and growing competences, know-how, education and expertise from the perspective of the individual, and how it can be used as the basis for building a corporate know-how base. The corporate know-how base, an Intranet based system, is described as “open” within the organisation. It´s function being to assist managers in putting engineering teams together, tracking the location of know-how, competence and experience within the organisation. Motivational factors to keep the organisational star up to date are discussed, and a mentoring system is proposed to validate, grow, and monitor competences from the perspective of the individual. Finally the paper concludes with the factors that the role of the engineering manager should include