Santa Clara University

Graduate School of Engineering

Department of Engineering Management and Leadership

Dean’s Executive Professor: Frank Barone (Chair)


The engineering management and leadership degree focuses on how we work—the management of technical activities through which the manager integrates physical and human resources. Technical managers ensure that personal and organizational objectives are realized by coupling task and process in the achievement of objectives primarily in the areas of research, development, design, operations, testing, marketing, and field service. Engineering management and leadership coursework encompasses these activities and the ways in which they interface with other activities within organizations.


Surveys of technical professionals around the world reveal that there are two major motivators in play: personal career growth and expanded responsibility in the firm. Santa Clara’s Engineering Management and Leadership Program addresses both concerns.

The goal of this program is to support the development of technical managers. To this end, the program requires that approximately half of the degree units be devoted to a technical stem, drawn from one or more of the other engineering departments. The remaining units are in management-leadership related studies.

Master of Science in Engineering Management and Leadership
Admission to the Engineering Management and Leadership Program is open only to those students who hold an undergraduate degree or graduate degree in engineering or computer science. The undergraduate degree must be from a four-year engineering program substantially equivalent to Santa Clara’s. Students holding undergraduate degrees in disciplines other than civil engineering, computer engineering, electrical engineering or mechanical engineering must be prepared to select technical stem courses from these disciplines as listed in the current Graduate Engineering Bulletin. In addition, the GRE is required for all students who do not have at least 2 years of working experience in the United States.

Students are required to complete a minimum of 45 quarter units to complete the master’s degree, following these guidelines:

  • Engineering Management 20 units
  • The Technical Stem 19 units
  • The Graduate Core 6 units

Courses for the technical stem are selected from the Graduate Engineering Bulletin. All of the requirements for the engineering management and leadership degree must be completed within a six-year timeframe.

A completed program of studies for Engineering Management and Leadership degree candidates must be submitted to the chair of the Department of Engineering Management and Leadership during the first term of enrollment to ensure that all courses undertaken are applicable to the degree. Students who take courses that have not been approved for their program of studies by both the department chair and the Graduate Services Office do so at their own risk, as they may not be counted toward completion of the degree.

A maximum of nine quarter units (six semester units) of graduate-level coursework may be transferred from other accredited institutions at the discretion of the student’s advisor provided they have not been applied to a previous degree. However, in no case will the minimum units taken in the Department of Engineering Management and Leadership be fewer than 16. Extension classes, continuing education classes, professional development courses, or classes from international universities are not accepted for transfer credits.

Technical Stem Courses
Courses for the technical stem of Engineering Management and Leadership are selected from the graduate course listings in the Graduate Bulletin. However, not all graduate classes listed in the bulletin are considered technical in terms of fulfilling the technical stem requirements. This is especially the case of ENGR courses. In addition, there are other limitations some of which are listed below. Therefore, it is important that students complete a program of studies in their first term, as recommended above, to make sure all of the courses they select will fulfill the degree requirements.

  • All courses applied to the Engineering Management and Leadership degree must be graded courses—no P/NP courses are allowed.
  • Undergraduate courses cross listed with graduate course numbers do not apply
    unless the student registers with the graduate course number.
  • Graduate seminars in other departments such as ELEN 200, COEN 400, MECH
    261, MECH 297 are not applicable.
  • COEN 485 Software Engineering Capstone is not applicable to the technical stem unless students complete three one-quarter consecutive sessions beginning in the fall quarter.
  • COEN 288, ENGR 207, 261, 271, 272, 273, 275, 288, 302, 303, 304, 310, 330, and 331-338 and 340 do not count toward the technical stem.
  • In order to accommodate the 19 unit technical stem requirement, students are allowed to enroll in 1 unit of Independent Study or Directed Research under the direction of a full time faculty member in the respective engineering department. Any additional units will not be counted toward graduation.
  • New courses are often developed and offered during the academic year that are not listed in this bulletin. It is important that students check with their advisor prior to enrolling in those courses to make sure they will count toward their degree.

In addition to the overall 3.0 GPA graduation requirement, engineering management and leadership degree candidates must earn a 3.0 GPA in those courses applied to their technical stem and a 3.0 GPA in their engineering management course stem. All courses in which a student is enrolled at Santa Clara are included in these calculations.

Please Note: International students or students not fluent in the English language should enroll in the following course prior to enrolling in advanced course in engineering management:

  • EMGT 270 Effective Oral Technical Presentations or
  • EMGT 271 Effective Written Technical Communications I or
  • EMGT 318 Strategies For Career and Academic Success (for Foreign-born Technical Professionals)


The School of Engineering offers qualified Santa Clara University undergraduates the opportunity to earn both a Bachelor of Science degree in their technical discipline and a Master of Science degree in Engineering Management in five years. This is an excellent path to continue your technical education while learning the essential skills required to manage hi-tech projects and people. It is an excellent way to save time and open up more career possibilities early on. The degree program is open to students in bioengineering, civil engineering, computer science and engineering, electrical engineering, mechanical engineering, and software engineering.

The application fee and GRE General Test requirement are waived for students completing their undergraduate B.S. degree in the technical disciplines listed above and have a minimum GPA of 3.0 in their technical major. Students are required to apply no later than the end of their junior year. Upon notification of acceptance into the Engineering Management Five-Year Program, students may begin taking graduate-level courses in the fall quarter of their senior year. The maximum number of graduate units allowed as an undergraduate in this program is 20.

Students in this program will receive a B.S. degree after satisfying the standard
undergraduate degree requirements. Students will then be matriculated to the Engineering Management and Leadership M.S. program and must then fulfill all requirements for the M.S. degree.


  1. B.S. degrees (for those who are graduating seniors) must be posted by September 1 to allow the student progression in their graduate career.
  2. Undergraduate students must submit “Permission to Take Graduate Course” form to be correctly registered for graduate courses.
  3. All coursework applied to the M.S. degree must be at the 200 level or above and not applied to any other degree.
  4. Course numbers below 200 indicate undergraduate courses, numbers of 200 and above indicate graduate courses. Students may take courses assigned both undergraduate and graduate numbers (same title used for both numbers) only one time, either as an undergraduate or graduate student.
  5. Students who are entering this program should meet with their Engineering Managment advisor at the end of their junior year to develop a program of studies to ensure that all graduate courses they plan to take are applicable to the Engineering Management and Leadership M.S. degree.


EMGT 251. Production and Operations Management
Planning and controlling operations, operations strategy, inventory and capacity planning, forecasting, purchasing, scheduling. Facilities, layout, quality assurance. (2 units)

EMGT 253. Operations and Production Systems
Provides the knowledge and techniques required to properly manage operations and production systems. Topics include operations strategies, decision making, technology management, computer-integrated manufacturing. TQM, statistical process control, Just-in-Time, capacity and resource planning, simulation, and project management. (2 units)

EMGT 255. Accounting and Cost Control for Project Managers
Accounting records, debit-credit process, recording transactions, from transactions to statements, balance sheet, income statement, funds flow statement, costs, project cost controls. (2 units)

EMGT 256. Finance and Budgeting for Engineering Managers
Profit planning, return on investment, accounting conventions, evaluation of economic alternatives, break-even analysis, tax environment, capital budgeting, cash flow, inventory policy, capital structure, security markets, financial controls, finance in general management. Prerequisite: EMGT 255 or accounting knowledge. (2 units)

EMGT 257. The Business Environment
The economy; the price system; business cycles, money and banking, securities markets, business organizations, the corporation, business functions; marketing technology, finance, and operations. (2 units)

EMGT 258. Global Marketing of Technical Systems
The problems of meeting different needs in different countries without overwhelming costs. (2 units)

EMGT 261. Technical Products and Profits
Organizing a technical firm. Creating a business plan. Integrating marketing, finance, design, manufacturing, and service systems. (2 units)

EMGT 263. Marketing of Technological Projects and Systems
Product planning, marketing research, demand analysis, product strategies, service organizations, pricing strategies, inventory planning, distribution, a marketing plan, product life cycles, sustaining user-inside manager communications. (2 units)

EMGT 264. Managing Research and Development
Role of R&D in corporate growth; unique characteristics of R&D management; financing applied research; measuring return on investment; planning for diversification; structure of R&D organizations; choice of an R&D portfolio; idea generation process; selecting projects and establishing objectives; developing technical personnel; motivation of personnel; technical assistance to R&D staff; planning, scheduling, and control; project budgets and controls; performance appraisal; leadership in research organizations. (2 units)

EMGT 266. Systems Architecture and Design
The fundamentals of system architecting and the architecting process along with practical heuristics. Decisions driven by customer requirements. (2 units)

EMGT 267. Interpersonal Relations in Engineering Management I
Dynamics of human interaction and communication. Personal communication styles; new patterns of exchange and new approaches to interfacing with others. (2 units)

EMGT 268. Interpersonal Relations in Engineering Management II
Continuation of EMGT 267. (2 units)

EMGT 269. Human Resource Development and the Engineering Manager
Concepts of human resource management, the meaning of work, the individual and the organization, growth and learning, the manager’s role in career/life management, human resource strategies. (2 units)

EMGT 270. Effective Oral Technical Presentations
Role of communications, persuasive communications, speaking as a meeting leader, substitutes for reading speeches, purposes and effects, selling ideas to one or more persons, how to make meetings work. (2 units)

EMGT 271. Effective Written Technical Communication I
Cluster writing; pyramid technique; audience analysis; opening, body, and end of text; technical correspondence; abstracts and summaries; presentation patterns for reports and proposals; proposal presentation. (2 units)

EMGT 272. Effective Written Technical Communication II
Intensive writing practicum, overview of writing, mechanics of style, editing techniques, strategies for editing the work of others. (2 units)

EMGT 273. Group Dynamics in Project Management
Managerial styles and their effect on group dynamics. Study of the literature on group processes. Managerial styles tested in a laboratory setting. (2 units)

EMGT 274. Tools for Strategic Management
Decision-making tools to aid in making global strategic choices. Team strategic thinking. (2 units)

EMGT 277. Systems Integration
Processes, approaches, drivers, tools, and the techniques required for successful systems integration. (2 units)

EMGT 278. Computer Systems for Project Scheduling and Control
Specification and configuration of computer-based systems for management applications. Methods for costing system hardware and software, and for assessing computer performance. Trade-off analysis of comparative computer configurations. (2 units)

EMGT 279. Management of Computer-Based Information Systems
In-depth coverage of the problems in managing computer-based information systems. Definition, evaluation, installation, and continuing management of EDP systems. Issues of planning and control; the organizational impact of computer systems. (2 units)

EMGT 280. Integral Systems/Micro/Nano Product Development
The management of a process: architecture, design process, development, technology strategy, manufacturing, marketing, education, finance, and probability. (2 units)

EMGT 281. Engineering Specialty Integration
Coordination and collaboration among multiple disciplines in reliability, maintainability, verification, predictability and social acceptability, among others. (2 units)

EMGT 282. The Internet’s Impact on Global Business
Internet development. Enabling technologies. Trends in Internet commerce. (1 unit)

EMGT 283. Engineering Venture Management
All facets of developing and starting an engineering project venture. Class works as a team to develop one new engineering business venture considering behavioral, marketing, financial, manufacturing engineering, and administrative aspects. (2 units)

EMGT 285. Relationship Management
The management of relationships in a supply chain. Integrating product requirements from concept through service and support. Skills taught for characterizing, developing, and leveraging, various key relationships in one’s organization. Articulating and developing interaction models, dependency analyses, and team structures. Developing tools to manage outsourcing models, partnerships, co-development strategies and organizational synergy in line with overall business objectives. (2 units)

EMGT 286. Fundamentals of Quality Management
A broad view of quality management through systems thinking, people and organization, measurement and processes, and continuous learning and improvement. Each of the four areas represents a critical aspect of quality management. (2 units)

EMGT 288. Management of Quality Assurance
Integrated analysis of the quality assurance function. Quality engineering sampling, inspection, failure analysis, and preventive maintenance. (2 units)

EMGT 289. Managing, Controlling, and Improving Quality
Management structure and statistical and analytical tools for quality success: total quality management, six-sigma and beyond, statistical inference (made simple), control charts (SPC), sampling procedures, designed experiments (DOE), and reliability. Prerequisite: AMTH 214 or equivalent. (2 units)

EMGT 290. Logistics Systems Analysis
Integration of inventory, transportation, order processing, warehousing, and material handling using manual or computer systems. Facility location for optimization. (2 units)

EMGT 291. Management and Methods in Reliability
Concepts in reliability as they apply to the efficient operation of an industrial system. (2 units)

EMGT 292. Managing Equipment Utilization
Improving equipment utilization, availability, reliability, and sustainability. Computerized equipment management systems. Preventive maintenance, reliability-centered maintenance, and platform ownership. (2 units)

EMGT 293. Advanced Production Management
Examination of the responsibilities of the production manager in the technological enterprise for providing finished goods to meet the quality, price, quantity, and specification needs of the marketplace. Functions of the production manager. Quantitative approach to decision making in production management. (2 units)

EMGT 294. Management of Engineering Proposal Activities
Government procurement process, phases of procurement, procurement of large systems, request for proposal, and producing a winning proposal. (2 units)

EMGT 295. Project Planning Under Conditions of Uncertainty
Managerial decision making in project management under conditions of varying knowledge about the future. Decisions relying on certainty and decisions based on probabilities and made under risk. Situations in which there is no basis for probabilities; decisions made under conditions of uncertainty. Use of applications of decision theory to help develop strategies for project selection and evaluation. (2 units)

EMGT 296. Project Risk Management
There are three fundamental steps: risk analysis, risk evaluation, and risk migration and management. The acceptable risk threshold is defined by the customer and management, and identifies the level above which risk reduction strategies will be implemented. (2 units)

EMGT 299. Directed Research
By arrangement. Limited to a single enrollment. (1 unit)

EMGT 300. Coaction: Learning Leadership
Reg Revan developed Action Learning as a manager development tool. If groups of managers discuss their daily problems, it is a learning opportunity. It is also an opportunity for Tacit Knowledge exchange. Prerequisite: Two years of industrial experience. (2 units)

EMGT 301. Coaction Circles I
Team problem solving. (2 units)

EMGT 302. Coaction Circles II
Team problem solving. Additional leadership experience. (2 units)

EMGT 303. Collaborative Action Learning
Importance of a coalition attitude and functioning as a group to solve contemporary complex issues. Concept of continuous learning through problem solving and critique. (2 units)

EMGT 304. Sustaining High Achievement Careers
Discusses problems and issues involved with a lifetime career in a single firm. Adaptability and morale issues. (2 units)

EMGT 305. Technology Policy Issues
The issues that impact technology leadership roles. The environment to which Adaptive Systems must adjust. Current issues include sustainability, renewable energies, and global outsourcing. (2 units)

EMGT 306. Technological Innovation
The leadership of the systems that create new technological products and processes. (2 units)

EMGT 307. Medical Device Product Development
The purpose of this course is to provide background information and knowledge to start or enhance a career in medical device product development. Discusses medical device examples, product development processes, regulation, industry information, and intellectual property. (2 units)

EMGT 308. Leadership
The willingness factor. Career enhancement. Skills to be developed. Facilitation. Communication. Group processes. (2 units)

EMGT 309. Creativity
Organized change. Responding to changes in the environment. Brainstorming. Lateral thinking. Five Action Hats. The leadership requirement. (2 units)

EMGT 310. Systems Analysis
Systems approach applied to management of technical organizations. Systems analysis, process flow, and information systems. Search for optimization of the organization as a system. Not a modeling course. (2 units)

EMGT 311. Work Systems Design
Applications to real-time situations. Flow and operations studies. Student presentation of a system for class analysis. (2 units)

EMGT 315. Computer Process Control
Analysis and design of computer-based process control systems. Theory and practice of computer application: methods of automatic data acquisition, signal conditioning, process modeling, and optimization techniques. (2 units)

EMGT 318. Strategies For Career and Academic Success (for Foreign-born Technical Professionals)
Designed to help foreign-born engineers and technical professionals develop the knowledge and skills needed to be more effective in the American academic and corporate environments and to achieve career success. Focuses on key skills in career development, effective communication, interpersonal effectiveness, and building relationships with co-workers. Uses participatory, experiential training methods including role plays, simulations, and small group exercises. (2 units)

EMGT 319. Human Interaction I
Individuals interacting in groups to solve problems. Discusses mix of electronic and personal elements to achieve goals. (2 units)

EMGT 320. Human Interaction II
A close look at communications. Personal limits. Electronic interfacing. The role of communication skills, attitudes, knowledge level, and culture in the communication process. (2 units)

EMGT 321. Inventions, High Tech, and the Law
Legal aspects of high technology industries. (2 units)

EMGT 322. Engineering Management Skills
This course will cover the skills required in transitioning from a technical contributor to a technical manager or team leader. This transition requires a new set of skills and knowledge in which engineers and scientists are typically not trained. These new skills will include “soft skills” from the areas of psychology, ethics, and interpersonal relationships as well as the management processes essential to becoming an effective manager. Students will think introspectively about their new managerial roles and responsibilities through lectures and discussions with classroom participation exercises and topical essay homework. (2 units)

EMGT 326. Measuring and Evaluating Research and Development
Sustaining an innovative environment while monitoring and evaluating project achievement. The need for measurements. Relating to the rest of the organization. Coupling evaluation with individual researcher’s personal growth. (2 units)

EMGT 327. New Product Definition
The use of quality function deployment as a design system to effectively link a company with its customers. How to interview customers and generate design concepts that meet their needs. (2 units)

EMGT 329. Parallel Thinking
This workshop-style program will provide the tools and coaching engineering leaders need to be effective in harnessing the brainpower of groups. Draws heavily on the application of the research done at Stanford University on precision questioning, the work of Edward DeBono, and group processing work on high-performance systems. (2 units)

EMGT 330. Project Management Basics
Designed to provide the basic knowledge and techniques required to properly manage projects. Covers the fundamental concepts and approaches in project management such as the triple constraints, project life cycle and processes, project organizations, project scheduling, budgeting, resource loading, project monitoring and controls, and project information systems. (2 units)

EMGT 331. Strategic Technology Management
Translating strategic plans into action plans and ensuring their implementation. Integration of a process that crosses all organizational boundaries. Performance objectives and priorities, change and discontinuities, managed growth, accelerated technology transfer. Analyzing competitive technical position, collecting and utilizing user/customer information, and change leadership. (2 units)

EMGT 332. Software Engineering Economics
Goals, life cycle of software engineering. COCOMO model, cost-effectiveness analysis, decision criteria, multiple-goal decisions, uncertainties, risk, and cost estimation. (2 units)

EMGT 333. Computer-Aided Project Management Scheduling and Control
Scheduling, control, and use of a macrocomputer database for scheduling, control, and information integration. (2 units)

EMGT 335. Advanced Project Management and Leadership
Covers the approaches and practices in project management over the lifespan of the project cycle. Highly interactive advanced course with in-class practice and analysis of real-world project examples. While providing the knowledge in project planning and control techniques, it focuses on the development of project leadership, teamwork, and problem solving skills. Prerequisite: EMGT 330. (2 units)

EMGT 336. Global Software Management (Introduction)
Discuss and understand the software development techniques and issues in view of offshore outsourcing. Discuss best practices, do’s and don’ts in project management, and other techniques due to offshoring and outsourcing. Case studies. (2 units)

EMGT 337. Global Software Management (Advanced)
Analyze the impact and changes in software development and management techniques because of offshore outsourcing. Discuss the people and technology issues. Analyze the business models and ROI. Understand the impact of culture on project dynamics. Special attention to outsourcing to India, China, and Europe. (2 units)

EMGT 338. Technical Product Management and Marketing
Introduction to product management, market/business planning and analysis, competitor and customer analysis and value propositions, product planning and strategy. Pricing, channel, promotion, and financial considerations. (2 units)

EMGT 339. Quality Issues in Managing Software
Defects: detection, removal, insertion. Assigning responsibilities. Quality and schedules. Developing quality skills. Zero defects. (2 units)

EMGT 340. Time-Effective Software Management
The management of software projects recognizing that this is a continuous change activity. Continuous enhancement of a product is necessary to remain competitive. Focuses on the differences between products and projects. (2 units)

EMGT 341. Software Project Metrics
Application of measurement techniques to software development management. The GQM paradigm. Product, project, and process metrics. The role of statistical quality control. Reading in the current literature. (2 units)

EMGT 342. Managing the Software Development Process
The role of process models in software development management. Structure and application of the SEI Capability Maturity Model, SPICE, and other process models. Readings in the current literature. (2 units)

EMGT 343. Learning to Lead
The skills required to become a leader, including self-leadership, as well as leadership of a small group as a problem-solving facilitator. Focuses on broader responsibilities as a career develops; and the Knowledge Age, in which creativity and rapid innovation are dominant. (2 units)

EMGT 345. Program Management
Fundamentals of program and portfolio management and how they are applied to improve business results on programs of varying size, within all types of businesses, from small companies to large enterprises. Prerequisite: EMGT 330 (Project Management Basics) or equivalent experience. (2 units)

EMGT 346. Engineering Economics
Valuating and selecting engineering projects based on their characteristics of risk, available information, time horizon, and goals. Utilization of classical capital budgeting techniques, qualitative criteria, and financial option theory. Exploration of the value of individual projects on the company’s total portfolio of projects. Introduction to decision theory as it applies to project evaluation. Prerequisite: Finance or familiarity with time value of money concepts such as net present value. (2 units)

EMGT 347. Engineering Economics Advanced Concepts
A continuation of the concepts from EMGT 346. Rate of return analysis, uncertainty in future events, depreciation, replacement analysis, income taxes, inflation, selection of MARR, real options. Prerequisite: EMGT 346. (2 units)

EMGT 349 Advanced Leadership
Designed to create a holistic understanding of leadership. Through readings, discussions, and case studies, students will learn to integrate key leadership concepts from psychology, ethics, political science, philosophy, and sociology. Students will be able to characterize their individual approaches to leadership and learn to adapt it to changes resulting from globalization and advancing technology. (2 units)

EMGT 350. Success in Global Emerging Markets
Strategies and tactics for moving new products and technologies into global emerging markets, comprehending cultural impact, and creating new markets. Understanding your company’s objective, determining what is possible, and developing practical go-to-market strategies. Topics include new ventures, sustainability, social responsibility, risk assessment and mitigation. (2 units)

EMGT 351. Strategic Marketing and New Product Development
New products in the strategic planning process. Developing new product criteria to meet enterprise goals. Market segmentation. Leveraging investments in new technology. (2 units)

EMGT 353. Introduction to Total Quality Management
The basic tenets of TQM: customer focus, continuous improvement, and total participation. Particular emphasis on using TQM to enhance new product development. (2 units)

EMGT 354. Innovation, Creativity, and Engineering Design
Research, development, the process of discovery, recognizing a need, encouraging change, assuming risks, technological feasibility, marketability, and the environment for innovation. (2 units)

EMGT 355. Accelerated Time to Market
The competitive edge, as well as market share, goes to the firm that is first to market with new products, placing pressure on the product development cycle. Addresses the steps taken to compress the product development cycle and to achieve first-to-market status. (2 units)

EMGT 356. Advanced Management of Technology
A continuation of EMGT 331. Enactment of a technology strategy including developing the firm’s innovative capabilities, and creating and implementing a development strategy. Prerequisite: EMGT 331 or instructor approval. (2 units)

EMGT 357. Root Cause Analysis (RCA) Effective Problem Solving
Solving problems is one of the main functions of engineering and one of the main concerns of engineering managers. This course will focus on a step by step problem solving approach, used by the best engineering practitioners in the world, designed to improve the efficiency and effectiveness of the problem-solving process. Topics will include proper methods of problem description, identification, correction, and containment. (2 units)

EMGT 358. Global Technology Development
Global markets present growth opportunities for both business and professionals. Approaches the development of global technology from the perspective of the engineering manager engaged as either part of a large corporate team or as an entrepreneur in small business. Topics ranging from formal methodologies to practical lessons learned from industry. (2 units)

EMGT 360. Current Papers in Engineering Management and Leadership
Individual topics to be selected in concurrence with the instructor. (2 units)

EMGT 362. Topics in Engineering Management
Topics of current interest in engineering management and leadership. May be taken more than once as the topics change. (2 units)

EMGT 363. Seminar: Coaction Leadership
(2 units)

EMGT 364. Seminar: Leading for Collaborative Action
(2 units)

EMGT 365. Seminar: Self-Leadership
(2 units)

EMGT 366. Seminar: Coaction Circles
The Quality Circle concept applied to organizational issues. Tacit knowledge exchange. (2 units)

EMGT 367. Seminar: Leading Technical Professionals
(2 units)

EMGT 368. Seminar: Project Management Issues
Classical project management requirements considered in the framework of cross-functional team problem solving. (2 units)

EMGT 369. E-Commerce Technology and Strategy
Introduces e-commerce technology strategy fundamentals and then methodically classifies and examines several e-commerce models that incorporate value created for the customer, mechanisms for generating revenue and profits, economics and cost factors, growth and diversification strategies, risk factors and key strategic decisions, and tracking and sustainment. Course concepts are applied to specific case studies. (2 units)

EMGT 370. International (Global) Technology Operations
Examines methods and important issues in managing operations when customers, facilities, and suppliers are located across the globe. Topics include the global technology environment, international operations strategy and process formulation, and issues on the location and coordination of overseas facilities. These and other course topics are examined through a combination of lectures, text material, and integrated case studies. (2 units)

EMGT 371. Seminar: Leading the Self-Led
(2 units)

EMGT 372. Seminar: Expanding Value-Added Contribution Potential
(2 units)

EMGT 373. Technology Entrepreneurship
Designed for students who are interested in starting their own venture as well as those working for a start-up company. Students will discover the process of moving from an idea to making a profit. Topics will include idea development, intellectual property, forming a team, obtaining funding, start-up logistics, executing your plan, and finding customers. Understanding the steps, risks, and pitfalls to avoid in starting a high-tech business can help in being better prepared for launching a successful technology venture. (2 units)

EMGT 374. Seminar: Productivity of Knowledge Professionals
(2 units)

EMGT 375. Seminar: Organizational Efficiency
(2 units)

EMGT 376. Systems Thinking
Peter Senge’s best seller The Fifth Discipline describes “A Learning Organization.” He suggests that an organization’s ability to learn faster than the competition is the only way to sustain a competitive advantage. Systems Thinking is among the capabilities to be developed. What kind of leadership is required to make this a reality? (2 units)

EMGT 377. Seminar: Personal and Organizational Renewal
(2 units)

EMGT 378. New Product Planning and Development
This course blends the perspectives of marketing, design, and manufacture into a single approach to product development. Students are provided with an appreciation for the realities of industrial practice and for the complex and essential roles played by members of the product development teams. For industrial practitioners, in particular, the product development methods described can be put into immediate practice on development projects. (2 units)

EMGT 380. Introduction to Systems Engineering
Introduces the fundamental principles and methods of systems engineering and their application to complex systems. For the engineer and project manager it provides a basic framework for planning and assessing system development. For the non-engineer it provides an overview of how a system is developed. (2 units)

EMGT 381. Managing System Conceptual Design
A continuation of EMGT 380 addressing in detail the system engineer’s responsibilities and activities in the concept development stage of the system lifecycle. Topics include needs and requirements analysis, system concept exploration and definition, and risk assessment. It concludes with a discussion of advanced development and the system engineer’s role in planning and preparing for full scale engineering development. Prerequisite: EMGT 380. (2 units)

EMGT 382. Managing System Design, Integration, Test and Evaluation
A continuation of EMGT 381 with a focus on the system engineer’s responsibilities and activities in the engineering development and post development stages of the system lifecycle. Topics include engineering design, system integration and evaluation, and the systems engineer‘s role in preparing for full scale manufacturing and subsequent deployment and support. Prerequisite: EMGT 380. (2 units)

EMGT 383. Systems Integration
Designed to provide students with an understanding of Systems Integration (SI) process, approaches, drivers, tools and techniques required for successful SI, critical success factors, and best practices. Provides the students an understanding of the technical and business process issues involved in systems integration. Systems integration process is illustrated over the life cycle concept of projects—during design, development, implementation, testing, and production. (2 units)

EMGT 384. Accelerated Systems Integration and Testing
Provides answers to the challenges of planning, designing, architecting, and implementing systems integration and testing for “compressed delivery” of time-to-market sensitive systems, without compromising quality standards. Designed to provide an understanding of the concepts and practice of accelerated systems integration (SI) and testing, different SI approaches to design, architect and implement integrated systems, tools and techniques to measure the successful implementation of SI, SI best practices, and SI issues relating to legacy systems, interoperability of systems, interface control, testability, etc. (2 units)

EMGT 385. Modeling and Simulation
Emphasizes the development of modeling and simulation concepts and analysis skills necessary to design, program, implement, and use computers to solve complex systems/products analysis problems. Key emphasis is on problem formulation, model building, data analysis, solution techniques, and evaluation of alternative designs/ processes in complex systems/products. (2 units)

EMGT 386. Simulation-Based Costing and Acquisition
Provides an understanding of both the tools and models that can be used throughout the design, development, and support phases of a system to conduct trade-offs between system performance and life-cycle cost. The students will be exposed to the cost benefit analysis process as a strategic tool during system design and development consistent with the principles of Cost as an Independent Variable (CAIV). (2 units)

EMGT 387. System Maintainability and Maintenance
System maintainability is a design characteristic, whereas maintenance is a consequence of design, and this module focuses on both. Maintainability analysis, and the associated theory, provides a powerful tool with which engineers can gain a quantitative and qualitative description of the ability and cost of systems and products to be restored. (2 units)

EMGT 388. System Supportability and Logistics
The supportability of a system can be defined as the ability of a system to be supported in a cost effective and timely manner, with a minimum of logistics support resources. The required resources might include test and support equipment, trained maintenance personnel, spare and repair parts, technical documentation, and special facilities. For large complex systems, supportability considerations may be significant and often have a major impact upon life-cycle cost. It is therefore particularly important that these considerations be included early during the system design trade studies and design decision-making. (2 units)

EMGT 389. Design for Reliability, Maintainability, and Supportability
Provides the tools and techniques that can be used early in the design phase to effectively influence a design from the perspective of system reliability, maintainability, and supportability. Students will be introduced to various requirements definition and analysis tools and techniques to include Quality Function Deployment, Input-Output Matrices, and Parameter Taxonomy. (2 units)

EMGT 390. System Architecture and Design
Fundamentals of system architecting and the architecting process, along with practical heuristics. The course has a strong “how-to” orientation, and numerous case studies are used to convey and discuss good architectural concepts as well as lessons learned. Adaptation of the architectural process to ensure effective application of COTS will be discussed. (2 units)

EMGT 391. Agile Systems Engineering and Architecting: Methods, Processes and Practices
Presents the systems engineering process with an emphasis on speed and reduced time-to-market. Fundamental principles and processes for designing effective systems, including how to determine customer needs, how to distinguish between needs and solutions, and how to translate customer requirements into design specifications. Fundamentals of system architecting, including functional analysis, decomposition, requirements flow-down and practical heuristics for developing good architectures. (2 units)

EMGT 392. Robust Engineering Design
Designed to enable engineers, scientists, and analysts from all disciplines to recognize potential benefits resulting from the application of robust engineering design methods within a systems engineering context. By focusing on links between sub-system requirements and hardware/ software product development, robust engineering design methods can be used to improve product quality and systems architecting. (2 units)

EMGT 393. Topics in Systems Engineering
Selected topics from various areas within systems engineering. (2 units)

EMGT 395. Intrapreneurship – Innovation from Within
This course speaks directly to the needs of an organization seeking to create an innovative business opportunity within the existing structure of the organization. The methods from this class are widely used by the most successful innovators in start-ups as well as established companies. This class will present the differences between entrepreneurship and intrapreneurship. Innovation and creativity are key components of intrapreneurship. (2 units)

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