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Michael C. Annon, PMP, is a Senior Engineering Advisor with over 45 years of engineering, managerial (including Nuclear Oversight), training and management consulting experience at ~50 Nuclear & Fossil Fueled Power Plants, and several Department of Energy (DOE) facilities. Authored multiple technical, project management and training related papers. Career included employment with Stone & Webster, Gilbert Associates, Proto-Power (Zachry Engineering), Northeast Utilities (Millstone) and I&C Engineering Associates. His areas of expertise include project management & management consulting, Instrumentation and Control (I&C) and electrical systems as applied to design, licensing, startup, testing, operations and interfacing with the Nuclear Regulatory Commission (NRC).

How to Resolve an Engineering Manager's Typical Dilemma - “Where to Start”

confused_engineer Where Do I Start?
The Problem Too often, the inability to get the required work done correctly, and on-time, has been blamed on too few people, not enough of the right people, or situations that were not anticipated.  Dr. Louis T. Rader's comments, about engineering management, are still applicable to many managers today.  In 1964, he noted that: "The apparent shortages of engineering talent actually can be traced to a shortage of effective engineering management.  A poor manager wastes engineering talent.  When jobs are well planned and directed, and the work is rigidly oriented to a realistic budget, the professional dignity and capabilities of each engineer working in such an environment are markedly enhanced (Ref. 1).  It is amazing that after 55 years, this situation is still pervasive. However, good leadership is frequently attributed to the person who takes charge and takes immediate action to get the job done.  Without proper planning, this often results...
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Mentoring Nuclear Power Plant Engineers

Mentoring-Nuclear-Engineers
As the Nuclear Power Plant workforce continues to age, it is imperative that nuclear plant supervisors and managers use as many tools as possible to mentor younger engineers. This article discusses several ways proven to be successful in mentoring younger engineers as a means of filling the voids created by the retirements of senior workforce individuals. These tools are also be effective in retaining younger engineers. The Aging Workforce It is well known that one of the nuclear power industry’s challenges is addressing its aging workforce. In a 2015 Article [Ref. 1], Power Engineering Magazine cites the following statistics: “The Nuclear Energy Institute estimates that 39 percent of the nuclear workforce will be eligible for retirement by 2018, which means the industry must hire 20,000 new workers over the next four years to replace those retiring workers.” “About 40 percent of the work force at America's electric and natural gas utilities...
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