In order for a large aerospace company to deliver a good product, on time, and to make a profit, its Engineering Department must be efficient and must also operate profitably, measured as a separate budget function. The Chief Project Engineer is responsible for the total performance of engineering on his program, and must see that all parts of the program are planned and accomplished efficiently and profitably. He requires much assistance from Engineering Administration; in fact, Administration must do for him many of the things that have to be done.Administration has functions deemed important in each of the three areas of work performance: technical, schedule, and cost.In the cost area of quoting and selling engineering manpower, which includes estimating, verifying estimates, preparing cost proposals, and negotiating contracts, Administration is key in each step. Methods of making accurate estimates and preparing convincing justifications are discussed. Such methods need to be used to yield correct initial budget baselines. Fast reaction mechanized budget monitoring techniques have been developed. They provide capability to adjust budgets or manpower or job depth in time to stay profitable without letting quality deteriorate.In the schedule area, complete initial scheduling along with accurate “ time now” progress reporting can provide visibility so that Project Engineers can move before it is too late.In the technical work performance area, Administration provides the drawing release system, and also has a role in morale building.