Master's Degree in Engineering Management

About: Engineering management is the art and science of planning, organizing, allocating resources, and directing and controlling engineering activities. The field of engineering management has become recognized as a professional discipline with a critical role in modern society. Graduates develop innovative and integrated solutions to problems that arise at the convergence of engineering and business.

The discipline involves designing, operating, and continuously improving systems by integrating engineering and management knowledge. This integration starts with an awareness of customer needs and market conditions. It then seeks to optimize the use of people, equipment, money, and information to achieve desired objectives. The discipline also seeks to develop students into individuals with leadership potential who can achieve high-quality results in an ethical manner and with respect for the environment.  

Term: Typically about 3 years

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  • Requirements
  • Course Information

Requirements

A Master of Science non-thesis program consists of:

  • At least 10 three-credit hour courses approved by the academic advisor.
  • All students are required to take the following:
    • ENG MGT 5111 Management for Engineers and Scientists
    • ENG MGT 5320 Project Management
    • ENG MGT 5412 Operations Management Science
    • ENG MGT 6211 Advanced Financial Management
  • Students are then encouraged to identify an emphasis area depending on their interests and to choose available courses from the selected area. However, courses can be chosen from more than one emphasis area. Students have the option to take up to two out-of-department elective courses.

Course Information

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Courses

Description

Individual and group decision-making processes and principles for engineers and technical managers with emphasis on the limitations of human rationality and the roles of social influence and organizational contexts; principles and skills of negotiation.

Learning Objective

  1. Understand and recall key course content terms, concepts, procedures, and techniques.
  2. Recognize and apply those terms, concepts, etc. to practical situations.
  3. Analyze and evaluate claims and arguments that involve course terms, concepts, etc.
  4. Incorporate knowledge of course topics to develop, organize, or compose arguments, procedures, recommendations, etc. in professional work situations, as well as in personal life.
  5. Receive and respond to, appreciate, and act upon knowledge related to the course topics encountered not only during the course but also concurrently outside the course and after the course concludes, including after graduation.

Course Content

  • Fundamental decision concepts (e.g., decision rules under certainty, risk, and uncertainty; Bayes’ rule; detection theory terminology)
  • Overconfidence 
  • Judgmental heuristics and associated common biases
  • Bounded awareness 
  • Framing and preference reversals 
  • Motivated decisions (role of emotions, etc.)
  • Escalation of commitment 
  • Fairness and ethics
  • Investment mistakes 
  • Rational negotiation basics 
  • Negotiator cognition 
  • Strategies for improving decision-making

Course Evaluation Criteria

  • Exams
  • Assignments
  • Quizzes

Description

Comprehensive treatment of engineering economy including effects of taxation and inflation; sensitivity analysis; decisions with risk and uncertainty; decision trees and expected value, normally includes solutions on personal computer and student problem reports.

Learning Objective

  1. Apply fundamental economic principles to engineering management decisions.
  2. Analyze the economic feasibility of engineering projects.
  3. Evaluate investment alternatives using various financial metrics.
  4. Incorporate risk and uncertainty into decision-making processes.
  5. Use decision analysis techniques to make informed choices.
  6. Develop sensitivity analyses to assess project robustness.
  7. Apply real-world case studies to practice economic decision analysis.

Course Content

  • Introduction to Economic Decision Analysis
  • Evaluation of Engineering Projects
  • Risk and Uncertainty in Decision Analysis
  • Decision Analysis Techniques

Course Evaluation Criteria

  • Assignments
  • Final Exam
  • Final Project

Description

An overview of the essential elements of intelligent investing. Coverage includes stocks, bonds, exchange-traded funds, mutual funds, stock screening, fundamental and technical analysis, valuation, market and industry analysis, macroeconomic indicators, investing strategies, and portfolio construction.

Learning Objective

  1. Analyze and assess different investment instruments, including stocks, bonds, ETFs, and mutual funds.
  2. Utilize valuation methods to assess the intrinsic value of assets.
  3. Analyze market and industry trends to make informed investment decisions.
  4. Interpret macroeconomic indicators and their impact on financial markets.
  5. Develop various investing strategies, including value investing, growth investing, and income investing.
  6. Construct and manage an investment portfolio based on individual financial goals and risk tolerance.

Course Content

  • Investment Instruments
  • Market and Industry Analysis; Fundamental Analysis; Technical Analysis
  • Investing Strategies
  • Portfolio Construction and Management

Course Evaluation Criteria

  • Term Project
  • Assignments
  • Final Exam

Description

Simulation modeling of manufacturing and service operations through the use of computer software for operational analysis and decision-making.

Learning Objective

  1. Understand the principles and significance of simulation modeling in operations analysis.
  2. Apply simulation software to model and analyze manufacturing and service operations.
  3. Create effective simulation models to represent real-world systems.
  4. Design and conduct experiments using simulation models.
  5. Analyze simulation results to make data-driven decisions.
  6. Optimize operations using simulation-based techniques.

Course Content

  • Simulation Software and Tools
  • Model Creation and System Representation
  • Experiment Design in Simulation
  • Discrete-Event Simulation
  • Monte Carlo Simulation

Course Evaluation Criteria

  • Term Project
  • Assignments
  • Final Exam

Description

Application of management science with an emphasis on supporting managerial decision-making. The design and operations of systems are modeled and analyzed using quantitative and qualitative techniques implemented using modern technology. Specific approaches include mathematical modeling and optimization, probabilistic/statistical analysis, and simulation.

Learning Objective

  1. Understand the fundamentals of management science and its relevance in decision-making.
  2. Apply mathematical modeling and optimization techniques to solve managerial problems.
  3. Utilize probabilistic and statistical analysis to assess uncertainties in decision contexts.
  4. Develop and execute simulation models for system analysis and improvement.
  5. Evaluate the strengths and limitations of various management science approaches.

Course Content

  • Mathematical Modeling and Optimization
  • Probabilistic and Statistical Analysis
  • Decision Analysis and Multi-Criteria Decision Making (MCDM)
  • Inventory and Supply Chain Management
  • Quality Control and Six Sigma

Course Evaluation Criteria

  • Midterm Exam
  • Final Exam 
  • Assignments

Description

Student teams develop a complete business plan for a company to develop, manufacture, and distribute real technical/product services. Lectures & business fundamentals, patents, market/ technical forecasting, legal and tax aspects, venture capital, etc., by instructors and successful technical entrepreneurs.

Learning Objective

  1. Become aware of what Entrepreneurs do, how and where they do it, and how products/services get adopted by consumers.
  2. Thoroughly understand different methods and tools that individuals apply when moving into an entrepreneurial environment.
  3. Develop the understanding necessary to design, start, fund, and manage an entrepreneurial business.
  4. Become aware of both the hard skills and the soft skills needed to be effective as an entrepreneur.
  5. Practice the theories through Team Projects.

Course Content

  • Introduction
  • Pillars of Entrepreneurship
  • Venture Ideas and Markets
  • Intellectual Property
  • Development and Funding
  • Launch and Marketing
  • Contracts and Management
  • Valuation
  • Exiting the Venture

Course Evaluation Criteria

  • Participation 
  • Exams
  • Presentations
  • Case Discussions 

Description

A quantitative study of engineering management problems related to the functioning of the industrial enterprise through case studies. Prerequisite: Preceded or accompanied by an Eng Mgt 6000 level course.

Learning Objective

  1. Demonstrate Engineering Management competency through case analysis.
  2. Learn to think strategically about a company, an industry,
  3. Understand critical decision-making and the impact of such decisions,
  4. Tie together previous Engineering Management courses,
  5. Practice with hands-on case study analysis,
  6. Practice the methods through team-based case analysis,

Course Content

  • Strategy and Direction
  • Environmental Analysis
  • Competitive Analysis
  • Competitive Strategies
  • Strategic Positioning
  • International Competition
  • Diversification
  • Ethics/Social Responsibility
  • Capabilities
  • Execution
  • Corporate Culture

Course Evaluation Criteria

  • Participation 
  • Exams
  • Presentations
  • Case Discussions 

Description

Provides engineers with a background in leadership concepts and principles; enables students to develop practical skills in leading and managing through multiple personal assessments. Topics include leadership styles, managing commitments, conflict resolution, change management, emotional intelligence, team dynamics, and business ethics.

Learning Objective

  1. Provides engineers and other technology management personnel with a background in leadership concepts and principles. 
  2. Provide students with practical skills, style, and varying philosophies in leading teams and organizations, understanding of other aspects of leadership teams including communications, governance, how leaders address mistakes, and the impact of the regulatory environment on personnel and on leadership relations.
  3. Help students be prepared to lead others, even when not sought (sometimes you may be thrust into

Course Content

  • Laws under “The 21 Irrefutable Laws of Leadership,” a book by John C. Maxwell
    Inclusive leadership
  • Thinking like a contrarian
  • Acting like a contrarian
  • Contrarian’s Guide Wrap-up
  • Values, Trust, and Learning to Rise 
  • Leadership Philosophy

Course Evaluation Criteria

  • Participation 
  • Exams
  • Presentations
  • Case Discussions 

Description

Current practices of procurement and maintenance of technical personnel in research, development, and design organizations. Adaptation of such personnel to the technological enterprise, current practices in personnel administration, and labor-management relationships.

Learning Objective

  1. Identify and recall key course content terms, concepts, procedures, and techniques.
  2. Recognize and apply those terms, concepts, etc. to practical situations.
  3. Analyze and evaluate claims and arguments that involve course terms, concepts, etc.
  4. Incorporate knowledge, of course, topics to develop, organize, or compose arguments, procedures, recommendations, etc. in professional work situations.
  5. Perform certain relevant forms of analysis and calculations using appropriate software tools
  6. Receive and respond to, discuss, and act upon knowledge associated with the course topics encountered both during the course and thereafter.

Course Content

  • General considerations of HR measurement and strategic use of human capital
  • Overviews of analytical foundations of HR measurement and analytic techniques
  • Key concepts and activities of talent management
  • Concepts, causes, and effects (costs) of absenteeism 
  • Concepts, causes, and effects (costs) of employee separations
  • Principles and practices for employee health, wellness, and welfare 
  • Concepts and applications of employee attitudes and engagement 
  • Financial aspects of workplace flexibility programs
  • Concepts, measurement, and applications of staffing utility 
  • Principles and applications associated with employee selection
  • Costs and benefits of HR development  

Course Evaluation Criteria

  • Assignments
  • Exams

Description

Principles of financial organization and management in the technological enterprise; demands for funds; internal and external supply of funds; budgetary control; reserve and dividends policy. Emphasizes systems approach and problems of engineering design and automation as they influence financial decisions. 

Learning Objective

  1. Financial Proficiency: Develop a deep understanding of financial principles, including analysis, budgeting, and valuation, tailored to engineering contexts.
  2. Risk Management and Decision-Making: Equip students with skills to assess and mitigate financial risks and make sound financial decisions for engineering projects and organizations.

Course Content

  • Overview of Financial Management and the Financial Environment
  • Financial Statements, Cash Flows, and Taxes
  • Analysis of Financial Statements
  • Bonds, Bond Valuation, and Interest Rates 
  • Risk and Return
  • Valuation of Stocks and Corporations  
  • Financial Options and Applications in Corporate Finance
  • The Cost of Capital
  • Corporate Governance
  • Distributions to Shareholders: Dividends and Repurchases
  • Capital Structure Decisions
  • Hybrid Financing: Preferred Stock

Course Evaluation Criteria

  • Four Take Home Exams 

Description

Includes the main components of the Project Management Institute (PMI) Body of Knowledge; case studies in project management including project implementation, organizational structures, project estimating, project scheduling, project risk management, and conflict management.

Learning Objective

  1. This course is intended to provide an integration of project management concepts 
  2. Exposure to new material that develops the concepts of project management so students gain insights into the perspectives and challenges associated with higher-level managerial functions 

Course Content

  • Overview of the PMBOK guide (Structure, etc.) 
  • Project Performance Domains 
    • Stakeholder 
    • Team 
    • Development Approach and Life Cycle 
    • Planning 
    • Project Work
    • Delivery 
    • Measurement 
    • Uncertainty
    • Tailoring 
  • Models, Methods, Artifacts
  • Sponsor, Project Management Office, Product considerations (see the Appendices)
  • The Standard for Project Management  

Course Evaluation Criteria

  • Case Analysis and Presentations 

Description

In-depth and advanced topics in project management including project management methodologies, strategic planning for excellence, project portfolio management, integrated processes, culture, and behavioral excellence; normally include a hands-on group project. 

Learning Objective

  1. Understand the unique challenges and opportunities of managing projects on a global scale.
  2. Develop project charters and define project scope, objectives, and deliverables.
  3. Identify and analyze cultural, political, and economic factors affecting global projects.
  4. Apply various project management methodologies and tools to global projects.
  5. Create risk management plans and strategies for mitigating project risks.
  6. Develop effective communication and team collaboration strategies for global project teams.
  7. Evaluate the impact of technology on global project management.

Course Content

  • Project Initiation and Charter
  • Project Scope Management, Strategic Planning, and Risk Management
  • Project Portfolio Management
  • Cultural Factors in Global Project Management
  • Technology in Global Project Management

Course Evaluation Criteria

  • Assignments
  • Midterm Exam 
  • Final Group Project

Description

Lean Systems embodies a total enterprise philosophy built on removing waste. Concepts such as flow, just-in-time, lead times, inventory turns, standardized work, pull system, value streams, quick changeover, workplace organization, and visual controls are discussed to improve system performance.

Learning Objective

  1. Understand lean principles.
  2. Apply lean tools.
  3. Enhance problem-solving skills.
  4. Optimize resource utilization.
  5. Promote continuous improvement.
  6. Prepare for industry trends.

Course Content

  • Introduction to lean thinking and its history.
  • Value stream mapping and performance metrics.
  • 5S and workplace organization.
  • Just-in-Time (JIT) and Kanban.
  • Total Productive Maintenance (TPM).
  • Lean Six Sigma and Kaizen.
  • Lean leadership and change management.
  • Lean in product development and supply chain management.
  • Lean in service industries.
  • Case studies and project presentations.
  • Final exam and course conclusion.

Course Evaluation Criteria

  • Assignments
  • Exams

Description

This course focuses on the development of logistics management skills related to global supply chains. Particular attention will be given to supply chain systems management as part of the firm's strategic positioning, cultural interactions, and transportation sourcing decisions.

Learning Objective

  1. Understand the fundamentals of supply chain management and its importance in engineering management.
  2. Analyze supply chain processes, identify bottlenecks, and suggest improvements.
  3. Utilize technology and software tools for supply chain planning, execution, and monitoring.
  4. Develop a strategic approach to supply chain sustainability and risk management.
  5. Apply analytical and problem-solving techniques to real-world supply chain challenges.

Course Content

  • Introduction to Supply Chain Management
  • Supply Chain Strategies
  • Quantitative Methods in Supply Chain Analysis
  • Technology in Supply Chain Management
  • Supply Chain Risk Management
  • Case Studies and Industry Best Practices

Course Evaluation Criteria

  • Midterm Exam
  • Final Exa
  • Final Project

Description

This course explores strategic processes and partnerships required for the management of sustainable energy infrastructures and innovation in energy systems. Topics relate to renewable energy, energy efficiencies, energy conversion, energy technology, and economic efficiency of energy sources.

Learning Objective

  1. Understand the principles and challenges of managing sustainable energy infrastructures.
  2. Analyze the role of renewable energy sources in the transition to sustainable energy systems.
  3. Evaluate energy efficiency measures and their impact on energy consumption.
  4. Examine innovative energy conversion technologies and their potential for sustainability.
  5. Assess the economic efficiency of different energy sources and technologies.
  6. Develop strategic approaches for sustainable energy management and innovation.

Course Content

  • Renewable Energy Sources
  • Energy Efficiency and Conservation
  • Energy Conversion Technologies
  • Economic Efficiency of Energy Sources
  • Strategic Planning for Sustainable Energy

Course Evaluation Criteria

  • Term Project
  • Assignments

Description

Emphasize design policies of concurrent engineering and teamwork, and documenting design process knowledge. Integration of product realization activities covering important aspects of a product life cycle such as "customer" needs analysis, concept generation, concept selection, product modeling, process development, and end-of-product life options.

Learning Objective

  1. Understanding Integrated Product and Process Design (IPPD) Principles
  2. Applying Systems Thinking in IPPD
  3. Optimizing Cross-Functional Collaboration in IPPD
  4. Utilizing Tools and Techniques for IPPD Analysis
  5. Evaluating the Impact of IPPD on Engineering Management and Business Performance

Course Content

  • Fundamentals of Integrated Product and Process Design
  • Cross-Functional Collaboration and Team Dynamics
  • Systems Thinking and Design Integration
  • Optimization Techniques for Product-Process Systems
  • Lifecycle Assessment and Sustainable Design Practices

Course Evaluation Criteria

  • Midterm Exam
  • Final Exam 
  • Final Project

Description

The transition of the engineer or scientist to manager; study of management roles and theory, organizational systems and behavior, managing and motivating technical personnel, leadership, communication, processes, and customer focus.

Learning Objective

  1. Understand the principles of management and their relevance to engineering and scientific contexts.
  2. Develop leadership skills and apply them to lead technical teams.
  3. Analyze and solve management challenges specific to engineering and scientific projects.
  4. Apply project management techniques to plan and execute technical projects successfully.
  5. Communicate effectively with diverse stakeholders, including technical and non-technical audiences.
  6. Utilize data-driven approaches for decision-making in engineering and scientific management.

Course Content

  • Introduction to Management for Engineers and Scientists
  • Leadership and Team Dynamics
  • Project Management
  • Decision Analysis and Problem Solving
  • Communication and Stakeholder Management

Course Evaluation Criteria

  • Midterm Exam
  • Final Exam
  • Final Project

Description

Includes the main components of the Project Management Institute (PMI) Body of Knowledge; case studies in project management including project implementation, organizational structures, project estimating, project scheduling, project risk management, and conflict management.

Learning Objective

  1. This course is intended to provide an integration of project management concepts 
  2. Exposure to new material that develops the concepts of project management so students gain insights into the perspectives and challenges associated with higher-level managerial functions 

Course Content

  • Overview of the PMBOK guide (Structure, etc.) 
  • Project Performance Domains 
    • Stakeholder 
    • Team 
    • Development Approach and Life Cycle 
    • Planning 
    • Project Work
    • Delivery 
    • Measurement 
    • Uncertainty
    • Tailoring 
  • Models, Methods, Artifacts
  • Sponsor, Project Management Office, Product considerations (see the Appendices)
  • The Standard for Project Management  

Course Evaluation Criteria

  • Case Analysis and Presentations 

Description

Organization structure and staffing; motivation, authority and influence; conflict management; project planning; network systems; pricing, estimating, and cost control; proposal preparation; project information systems; international project management.

Learning Objective

  1. Understand the fundamental principles and terminology of project management.
  2. Assess leadership styles and their impact on project success.
  3. Identify sources of authority and influence and use them to drive project outcomes.
  4. Utilize project scheduling techniques, such as Gantt charts and network diagrams.
  5. Perform critical path analysis to identify project constraints and risks.
  6. Create project initiation documents and work breakdown structures (WBS).
  7. Create project budgets and implement cost control measures.
  8. Apply earned value management (EVM) to monitor project performance and variances.

Course Content

  • Foundations of Project Management
  • Organizational Structure and Staffing
  • Motivation, Authority, and Influence
  • Conflict Management
  • Project Planning and Scheduling
  • Pricing, Estimating, and Cost Control

Course Evaluation Criteria

  • Midterm Exam
  • Final Exam
  • Final Project