Week 3_Professional Engineering

Professional Engineering

Professionalism

Definition:

A profession is "a vocation requiring knowledge of some department of learning or science."

A professional is one who follows "an occupation as

The Hong Kong Polytechnic University

A professional is one who follows "an occupation as a means of livelihood or gain," or one who is "engaged in one of the learned professions."

Professionalism is exhibited by one of the "professional character, spirit or methods" or the "standing, practice, or methods of a professional as distinguished from an amateur."


Professionalism

Definition:

American College Dictionary

Professionalism includes integrity, courtesy, honesty,


Professionalism includes integrity, courtesy, honesty, and willing compliance with the highest ethical standards. Professionalism goes beyond observing the engineering profession ethical rules: professionalism sensitively and fairly serves the best interests of the public.

Components of Professionalism

Engineering Title

P.E. or PE is used in the U.S.

P.Eng. or P.Eng (UK). used in the UK for Professional Engineers belonging to the Society of Professional Engineers UK (SPE)

P.Eng. is used in Canada, except the province of Quebec.

Eng. (French:ing.) is used in Quebec.

CEng (Chartered Engineer) and IEng (Incorporated Engineer) in the UK &


CEng (Chartered Engineer) and IEng (Incorporated Engineer) in the UK & Republic of Ireland.

CPEng in Australia and New Zealand

Ing. in Germany (pre-nominal letters)

Ir. in Hong Kong

C.Eng in India Institution of Engineering under Royal Charter

EurIng (European Engineer) in Europe, used as a pre-nominal (similar to Dr. or Prof).

Ing.P.Eur (European Professional Engineer) in Europe.

Hong Kong Institution of Engineers

To promote the advancement of engineering and to

facilitate the exchange of knowledge and ideas.

To provide a broad range of services to members, to

assist them in developing their careers and to play


assist them in developing their careers and to play

their full role in contributing to society.

To maintain a high standard of the profession, and to

raise the standing and visibility of engineers.


Founded in 1947 (bringing together engineers of different disciplines for their common good).

Incorporated by Government Ordinance in 1975.

Membership is now the primary qualification for employment as a professional engineer in Hong


employment as a professional engineer in Hong Kong.

In June 1995, joined the Washington Accord as one of the signatories. The engineering degrees accredited by the HKIE are recognised by all other signatories including Australia, Canada, Ireland, New Zealand, South Africa, the UK and the United States.


In 2001 and later, Japan, Germany, Malaysia and

Singapore were admitted as a provisional signatory to

the Washington Accord.

In 2003, the HKIE was verified by the Sydney


In 2003, the HKIE was verified by the Sydney

Accord as a full signatory. Under this Accord, Higher

Diploma and Associate Degree Programmes

accredited by the HKIE are recognised by other

signatories including Australia, Canada, Ireland, New

Zealand, South Africa and the United Kingdom.


Engineers should have acquired a clear understanding of: (a) The importance of adhering to the HKIE's Rules of

Conduct

(b) The need to make appropriate provision in every


(b) The need to make appropriate provision in every engineering project to ensure safety and reliability; and environmental factors;

(c) Their responsibilities to their employer, their colleagues, other engineers and the community at large;

(d) The importance and relevance of knowledge to the design, manufacture, construction, operation and maintenance of the particular products or services with which the employing organisation is concerned;


(e) The general problems affecting an industrial organisation, such as the:-

- Financial, economic, commercial and statutory limitations;

- Limitations imposed by the workforce, machines


- Limitations imposed by the workforce, machines and the materials available;

- Operation and maintenance requirements that may affect engineering decisions;

(f) The vital importance of good industrial relations;

(g) Promote good personal relationship at all levels within an organisation;


(h) The importance of communication, and of

being able to discuss inter-related activities

and problems with members in other

branches of engineering;


branches of engineering;

(i) The need to exercise sound judgement and to

accept responsibility;

(j) The need to develop their abilities to the best

advantage of the profession.

Washington Accord

Principles of Good Practice for Washington Accord

Signatories Working Internationally (Approved June 2001)

Purpose:

These principles are intended to provide a generally accepted framework for undertaking reviews in countries that are not


framework for undertaking reviews in countries that are not signatories of the Washington Accord. They are intended to strengthen the international stature of the Washington Accord Agreement, strengthen the working relationship among Washington Accord Signatories and international quality assurance agencies, and encourage and enhance ongoing cooperation and communication.

Washington Accord

Principle 1. Considerations for Washington Accord

Signatories When Determining to Undertake Quality

Assurance Evaluations in Another Country not a

member of the Accord


member of the Accord

Washington Accord Signatories will:

Affirm their organizational capacity to undertake a review

(e.g., language, trained staff and evaluators, budget,

experience, basic information about the country);

Clarify the relationship of international review activity to

the priorities of the accrediting organization;

Washington Accord

Communicate with other Washington Accord signatories about international review activity;

Promulgate a clear statement of the scope of the evaluation and the use of the recognition status by an institution or program in another country,


evaluation and the use of the recognition status by an institution or program in another country, especially with regard to transfer of credit and degree and qualifications equivalency;

Assure clear understanding of the relationship of the review to any international agreements that address quality assurance.

Washington Accord

Principle 2. Expectations for Conduct of

Evaluation Reviews Abroad

Washington Accord Signatories will:


Inform national quality assurance agencies in countries

where reviews are undertaken and, where appropriate,

seek information, guidance, and concurrence from these

agencies;

Communicate with rectors and other college and university

officials at institutions where they are conducting reviews;

Washington Accord

Assure that staff and evaluators are adequately

informed about higher education and quality

assurance in the countries in which they are

conducting reviews to preclude the appearance of


conducting reviews to preclude the appearance of

cultural insensitivity;

Communicate fully and clearly about costs and

currencies associated with a review.

Washington Accord

Principle 3. Quality Assurance of Online and Web-based Instruction and programs

Washington Accord Signatories will: Work as closely as possible with their institutional and

programmatic exporters of online and web-based


programmatic exporters of online and web-based education to assure quality as offerings are made available in a variety of countries, especially when the offerings involve instructional strategies that are unfamiliar to the host country;

Urge that these exporters review language, literacy and study skills levels of the target audience for these offerings, preparing separate or supplemental material to meet special needs if appropriate.

Washington Accord

Principle 4. Responsibilities to Students and Colleagues

Washington Accord Signatories will: Work with the appropriate agencies in non-signatory

countries to provide the most comprehensive and accurate


Work with the appropriate agencies in non-signatory countries to provide the most comprehensive and accurate information available about educational services and programs to avoid the export of diplomas of questionable quality offered for a fee;

Develop, in coordination with international colleagues, the appropriate protocol to assist non-signatory countries in reviewing educational imports from questionable provenance.

Professional Dimension Questions

Why join Engineering Institution (s)?

Which one is more appropriate for you?

How much do you know about the Washington


How much do you know about the Washington

Accord?

How do you prepare yourself to be a

Professional Engineer?

The Reasons for Engineers to Form Associations

To support their work and advance the reputation and To support their work and advance the reputation andstatus of the profession

To make business contact

To learn from one another To learn from one another

To increase the influence of their discipline withgovernment and the public

Major Professional Engineering Associations In the United States

The Institute of Electrical and Electronic Engineers

United States

(IEEE)

The American Society of Civil Engineers (ASCE) The American Society of Civil Engineers (ASCE)

The American Society of Mechanical Engineers (ASME)

The American Institute of Chemical Engineers (AIChE)

Ethics in PracticeA Practical Guide for ProfessionalA Practical Guide for Professional

Engineers

"A profession is no better than itsindividual members; if they do not haveythe professional attitude and live by theethical rules of the profession, they willp , yhave no profession.

Robinson & Muspratt, 1986

Why are professional ethics important to engineers

A h ll k f f i li A hallmark of professionalism

Basic qualifying requirement Basic qualifying requirement

An edge in competition An edge in competition

Guidance to good practice

Ultimate benefit of the profession


A hallmark of professionalismA hallmark of professionalism

Professionalism implies ethical responsibilitiesbecause society relies very much on engineers'because society relies very much on engineersresponsible exercise of their expertise to receiveimportant services. The special knowledge thatpo ta t se ces e spec a o edge t atconfers considerable power and privileges toengineers may as well create the conditions for abuseand client vulnerability if the power is usedunethically or incompetently. Thus, an engineershould abide by a high ethical standard so as toshould abide by a high ethical standard so as tomaintain public confidence in his profession.


Basic qualifying requirementBasic qualifying requirement

Most professional associations and technicalsocieties for self regulation purpose require theirsocieties, for self-regulation purpose, require theirmembers to commit themselves in ethical practice inaccordance with the guidelines set out in a writtenacco da ce t t e gu de es set out a ttecode of ethics. If an engineer fails to comply with thecode, his registration with relevant professional bodymay be revoked or suspended and without such aqualification, he may be restricted from working forcertain engineering projects particularly those in thecertain engineering projects, particularly those in thepublic sector.


An edge in competition

A number of survey studies confirm that practicingethics is an edge in market competition. There is ang paverage of 70% of consumers who consider theethical conduct of an individual or a company a majorbearing on their decision in selecting products orservices. That means clients often look for somebodywhom they can trust Implementing ethics inwhom they can trust. Implementing ethics inprofessional practice is just the ticket to win customerloyalty and long-term business relationships withy y g pclients. Ethics and revenues are in fact inextricablybound.


Guidance to good practiceg pProfessional ethics are a set of standards above

the legal minimal requirement. Underpinning the basicg q p gvalues and related regulations in professionalpractice, they can help engineers to arrive at the best

fchosen course of action, especially when they arefacing ethical dilemmas where values can easilybecome variables in the decision making processbecome variables in the decision making process.Without putting ethics in practice, an engineer iseasily open to legal sanctions and expulsion ory p g psuspension of his membership in professional bodiesdue to violation of relevant laws and regulations.


Ultimate benefit of the professionp

The engineering profession is under increasedpublic scrutiny nowadays The exposure of anypublic scrutiny nowadays. The exposure of anyunethical acts by members of the profession maydevastatingly discredit engineers' professional status.The prospect of the profession hinges on anenvironment regulated by ethics and professionaldi i li Wh f i l thi d t ldiscipline. When professional ethics are adequatelyenforced in engineering practice, it ultimately benefitsthe entire profession by promoting its reputationthe entire profession by promoting its reputation,credibility and respectability.

The Hong Kong Institution of Engineers Rules of Conduct

Rule 1 Responsibility to the professionA member of the Institution shall order his conduct so as to uphold the dignity, standing and reputation of the profession

Rule 2 Responsibility to colleaguesRule 2 Responsibility to colleaguesA member of the Institution shall not maliciously or recklessly injure nor attempt to injure whether directly or indirectly the professional reputation of another engineer, and shall foster the mutual advancement of the professiong , p

Rule 3 Responsibility to employers or clientsA member of the Institution shall discharge his duties to his employer or client with integrity and in accordance with the highest standards of business ethicswith integrity and in accordance with the highest standards of business ethics

Rule 4 Responsibility to the publicA member of the Institution in discharging his responsibilities to his employer and the profession shall at all times be governed by the overriding interest of the general public, in particular their environment, welfare, health and safety

How to avoid unreasonable exercise of discretion

Strengthen internal supervisory checks Strengthen internal supervisory checks

Adopt independent technical auditp p

Conduct peer review


Strengthen internal supervisory checks Clearly define roles, responsibilities, accountabilities

and levels of authority of staff and incorporatesupervisory checks on their worksupervisory checks on their work

Visit the site regularly and conduct random spot checksfrequently to ensure work quality and to detectirregularities

Implement intensive checks if suspicious signs ofirregularities are detected during random checksirregularities are detected during random checks

Require subordinates to hand in regular reports on workprogress, project management, work quality control andmatters that are cost significant

Alert all staff that their work and decisions are subject tomonitoring and spot checks at any timemonitoring and spot checks at any time


Adopt independent technical audit Appoint an independent technical audit team to monitor

and evaluate technical judgments and decisions off i l t ff f li S h tprofessional staff for compliance purpose. Such teams

may be employed from outside or composed of otherengineers in the company deployed to perform such ag p y p y pfunction on an ad hoc basis

Ensure the effectiveness of such a professional auditteam by making it report directly to the Chief Executiveof the company or the audit committee of the project


Conduct peer review Develop mechanism which allows professional staff to

counter-check and review their peers' work so as toll t d i i th lidit f t h i lcollect a second opinion on the validity of a technical

assumption or professional judgment and theproperness of exercising a discretion, etcp p g ,

How to prevent slippage in supervision

Strengthen site staff administration Strengthen site staff administration

Ensure proper delegation of supervisoryp p g p y

duties


Strengthen site staff administration (1) Define personnel management policies and operational

procedures and clearly communicate them to staff

Ensure an optimum number of subletting tiers tofacilitate site and project control

Segregate staff duties properly with appropriate checksand balances

Implement job rotation, where possible, to prevent stafffrom developing unnecessarily close relation withcontractors/suppliers etc that may impair theircontractors/suppliers, etc. that may impair theirobjectivity and impartiality in performing duties


Strengthen site staff administration (2) Require site staff to inform professional staff

immediately when slippage occurs or when the worki lik l t b d l ff t dprogress is likely to be adversely affected

Keep accurate site records regarding staff attendance,overtime claims, and other work records. All approved, ppmaterial samples and test samples should be properlysecured against tampering

Conduct frequent site visits and random spot checks Conduct frequent site visits and random spot checks.For those works which are not capable of checks ormeasurement after job completion, prior checks shouldbe secured to ensure quality. All results should beproperly recorded for verification by senior staff


Strengthen site staff administration (3) Ensure that only staff with adequate experience and

qualifications are employed to perform specialist duties. P id i t t i i t t ff i l di lit Provide appropriate training to staff, including quality

concepts, record-keeping, occupational safety, and anti-corruption legislationp g

Establish internal communication channels for staff toair their problems and report malpractices


Ensure proper delegation of supervisory dutiesg y Make sure you have delegated the authority to a person

who is sufficiently competent to carry out the associatedresponsibility

Conduct periodic review on delegation of authority. Don't reduce the frequency of site visits and random Don t reduce the frequency of site visits and random

spot checks by yourself after the delegation ofsupervisory duties to your subordinates

How to handle privileged information

Implement proper access control Implement proper access control

Monitor release of information

Ensure proper management controls


Implement proper access control Classify information into different security groups based on

their risk exposure and degree of sensitivity. Classificationh ld b i d l lshould be reviewed regularly

Approve access rights on the basis of a practical applicationof the need-to-know, need-to-do, and need-to-use principlesi.e. only those staff who have genuine need to use theinformation during the course of duty can have access to theclassified information

Restrict access to computer information by using passwordsand the passwords should be changed regularly

Set up an audit trail system for computer systems for Set up an audit trail system for computer systems foridentifying persons who have gained access to information inorder to facilitate future investigations and access controlmonitoringmonitoring


Monitor release of information Provide clear guidelines on how to safe keep and handle

release of classified information and on how to ensurecomputer security

Monitor release of information according to the need-to-know need-to-do and need-to-use principlesknow, need-to-do, and need-to-use principles

Obtain the employer's and clients' authorization beforedisclosing confidential information relating to them


Ensure proper management controlsg Clearly communicate company's policy on preservation

of confidentiality to all levels of staff. Such policy shouldbe reviewed regularly to assess its effectiveness in riskminimization

Alert staff of the serious consequences of Alert staff of the serious consequences ofleaking/abusing proprietary information

Require staff to sign agreements not to leak or misuseproprietary information during their employment and fora specific period after they have left the company, ifnecessarynecessary

How to avoid conflicts of interest

Avoid favouritism Avoid favouritism

Call for collective decision

Avoid conflicting roles


Avoid favouritism Treat all clients fairly. No preference should be given to

particular clients, including your relatives and friends Don't provide advice or assistance in official dealings

based on confidential information communicated to youby your employers or clients If there is such a requestby your employers or clients. If there is such a request,you should refuse it and explain that it is against thecodes of conduct imposed by your company andprofessional bodies

Don't testify as an expert witness if the case involves aconflict of your personal interestconflict of your personal interest


Call for collective decision Involve more than one officer to handle and make

collective decisions for jobs vulnerable to malpractice,such as procurement of materials/services, selectionand appointment of contractors/suppliers, tendering,and supervision of contractors' work performanceand supervision of contractors work performance

Set up an ad hoc task group, if necessary, to makecollective decisions for different aspects of a majorproject


Avoid conflicting roles Declare to your employer and your clients any financial interest in

any project, supplier, contractor or business, that are related to yourofficial duties

Avoid accepting lavish and frequent entertainment or engaging ingames of chance such as gambling withclients/suppliers/contractors, that may place you in a position ofobligation to return a favour or lead to compromise of impartiality orembarrassment in official dealings

Avoid acquiring any investment or financial interest which may leadt fli t f i t t ith ffi i l d tito a conflict of interest with your official duties.

Avoid borrowing money from suppliers, contractors or companieswith which you have official dealings

Don't take up paid or unpaid outside employment which may give rise Don't take up paid or unpaid outside employment which may give riseto any actual or potential conflicts of interest with your official duties.If such conflicts cannot be avoided, you should first obtain theconsent from your employerconsent from your employer

How to avoid unfair tendering

Call for competitive tender Call for competitive tender

Set up transparent system for appointingp p y pp g

contractors

Set up counterchecking mechanism and

conduct random spot checksconduct random spot checks

Check contractors' performance record


Call for competitive tender Adopt competitive tendering for better comparison of

prices and service quality and therefore make it difficultto hide favouritism and corrupt motiveto hide favouritism and corrupt motive.

Evaluate tender price based on both price and non-pricefactors to ensure that the procurement can result in thebest quality of project or services for the price paid, orthe lowest price for the specified acceptable quality


Set up transparent system for appointing contractors Formulate systematic and consistent procedures, with

well defined financial and decision-making authorities.Ad i i t ti id li d t t d t h ldAdministrative guidelines and contract document shouldinclude appropriate warnings prohibiting bribery and therequirement of declaring any potential conflict of interestrequirement of declaring any potential conflict of interest

Develop a list of approved contractors/suppliers fordifferent works or supply of materials according to

ib d it i d i it l l Th li tiprescribed criteria and review it regularly. The listingcriteria should be made known to all potential bidders inthe call for registrationg

Invite only the pre-qualified contractors/suppliers on theapproved list. Any addition or deletion should becarefully scrutinizedcarefully scrutinized


Set up transparent system for appointing contractors

Make procurement requirements, rules and decision-making criteria readily accessible to all potentialsuppliers/contractors. Any additional information mustbe made available to all bidders concurrently

Set up a joint pre-tender meeting for bidders to enquire Set up a joint pre-tender meeting for bidders to enquireand discuss any project issues if necessary

Ensure that the opening of bids is witnessed andconducted independently and all decisions are properlyrecorded

Set up an independent panel e.g. tender board for Set up an independent panel e.g. tender board forselecting and approving tenders


Set up transparent system for appointing contractors Select contractors/suppliers on the basis of their

qualifications, the merit of their offers and the pre-defined criteria in tender document

Keep tender documents and tenders' informationconfidential before awarding contractsconfidential before awarding contracts

Make sure arrangements for negotiated tenders aremade known to all tenders prior to the negotiation ofbiddibidding


Set up counterchecking mechanism and conduct p grandom spot checks

Set up counter checking mechanisms e g involving Set up counter-checking mechanisms, e.g. involvingmore than one officer in contract negotiation process,procurement of materials, authorizing acceptance ofgoods on delivery, etc.

Conduct frequent spot checks, including randominspections of product quality quotations receiptsinspections of product quality, quotations, receipts,procurement records, etc.

Keep proper work records, e.g. quotations, contracts,etc. for random verification by senior staff.


Check contractors' performance recordp

Monitor and evaluate contractors' performance regularlyand immediately after the end of the contracts anda d ed ate y a te t e e d o t e co t acts a densure that the evaluation is properly recorded forreference in future tender invitations.

Maintain periodical contacts ith s ppliers or Maintain periodical contacts with suppliers orcontractors in order to provide a direct channel for themto express views or grievances. Such contacts wouldp gbetter be initiated by senior staff.

Inform suppliers and contractors of the company'spolicy to prohibit staff from engaging in corruption orpolicy to prohibit staff from engaging in corruption orother malpractices

Week 3_Professional Engineering

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