Santa Clara University

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Courses

251. Production and Operations Management

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

253. Operations and Production Systems

Provides the knowledge and techniques required to properly manage operations and productions 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)

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)

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)

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)

258. Global Marketing of Technical Systems

The problems of meeting different needs in different countries without overwhelming costs. (2 units)

261. Technical Products and Profits

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

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)

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)

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)

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)

268. Interpersonal Relations in Engineering Management II

Continuation of EMGT 267. (2 units)

269. Human Resources 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)

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)

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)

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)

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)

274. Tools for Strategic Thinking

Decision-making tools to aid in making global strategic choices. Team strategic thinking. (2 units)

275. New Product Development Overview I

Business and technical activities required to develop competitive new products. Emphasis on how to meet the unique needs of individual enterprises. (2 units)

276. New Product Development Overview II

A continuation of EMGT 275. Emphasis on development, preparations for production, and commercialization. Prerequisite: EMGT 275. (2 units)

277. Systems Integration

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

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)

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)

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)

281. Engineering Specialty Integration

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

282. The Internet's Impact on Global Business

Internet development. Enabling technologies. Trends in Internet commerce. (1 unit)

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)

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)

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)

288. Management of Quality Assurance

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

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)

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)

291. Management and Methods in Reliability

Concepts in reliability as they apply to the efficient operation of an industrial system. (2 units)

292. Managing Equipment Utilization

Improve equipment utilization, availability, reliability and sustainability. Computerized equipment management systems. Preventive maintenance, reliability -centered maintenance, and platform ownership. (2 units)

293. Advanced Production Management

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

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)

295. Project Planning

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)

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)

299. Directed Research

By arrangement. Limited to a single enrollment. (1 unit)

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)

301. Coaction Circles I

Team problem solving. (2 units)

302. Coaction Circles II

Team problem solving. Additional leadership experience. (2 units)

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)

304. Sustaining High-Achievement Careers

Discusses problems and issues involved with a lifetime career in a single firm. Adaptability and morale issues. (2 units)

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)

306. Technological Innovation

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

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)

308. Leadership

The willingness factor. Career enhancement. Skills to be developed. Facilitation. Communication. Group process. (2 units)

309. Creativity

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

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)

311. Work Systems Design

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

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)

318. Strategies for Career and Academic Success (For Foreign-Born Technical Professionals)

Strategies for Career and Academic Success is designed to help foriegn-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. This course focuses on key skills in career development, effective communication, interpersonal effectiveness, and building relationships with co-workers. It uses participatory, experiemental training methods, including role plays, simulations, and small group exercises. (2 units)

319. Human Interaction I

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

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)

321. Inventions, High Tech, and the Law

Legal aspects of high-technology industries. (2 units)

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)

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)

329. Parallel Thinking

This workshop-style program will provide the tools and coaching engineering leaders need to be effective in harnessing the brain power 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)

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)

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)

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)

333. Computer-Aided Project Management Scheduling and Control

Scheduling, control and use of a macro-computer database for scheduling, control, and information integration. (2 units)

335. Advanced Project Management and Leadership

Covers the approaches and practices in project management over the life span 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)

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 dont's in project management, and other techniques due to offshoring and outsourcing. Case studies. (2 units)

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. Discuss how to identify the right vendor in the context of core vs. non-core discussion. Analyze the business models and ROI. Understand the impact of culture on project dynamics. Special attention to outsourcing to India, China and Europe. Discuss the impact of sourcing on innovation and knowledge-retention. Case studies. (2 units)

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)

339. Quality Issues in Managing Software

Defects: detection, removal, insertion. Assigning responsibilities. Quality and schedules. Developing quality skills. Zero defects. (2 units)

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)

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)

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)

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. Focus on broader responsibilities as a career develops and the Knowledge Age, where creativity and rapid innovation are dominant. (2 units)

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.

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)

347. Engineering Concepts 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)

349. Advanced Leadership

Designed to build a holistic view of leadership by drawing upon pivotal ideas from psychology, ethics, political science, philosophy, management and sociology.  This enriched view of leadership, case studies of practicing leaders and class room interactions will provide a forum for students to think introspectively about their own personal values, leadership styles, and long-term aspirations. (2 units)

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)

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)

352. Product Design and Development

The design phase of new products. Translating system specifications into a system architecture and detailed subsystems. Function mapping, benchmarking, and design for manufacturing and effective prototyping. (2 units)

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)

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)

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. This course addresses the steps to take to compress the product development cycle and to achieve first-to-market status. (2 units)

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 permission. (2 units)

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 untis)

358. Global Technology Development

Global markets present growth opportunities for both business and professionals. This course 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. We will pursue and cover topics ranging from formal methodologies to practical lessons learned from the latest technology in Mobile development tools and security, Cloud management, Social networking Big data, and Global IT industry. (2 units)

360. Current Papers in Engineering Management and Leadership

Individual topics to be selected in concurrence with the instructor. (2 units)

362. Topics in Engineering Management

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

363. Seminar: Coaction Leadership

(2 units)

364. Seminar: Leading for Collaborative Action

(2 units)

365. Seminar: Self-Leadership

(2 units)

366. Seminar: Coaction Circles

The Quality Circle concept applied to organizational issues. Tacit knowledge exchange. (2 units)

367. Seminar: Leading Technical Professionals

(2 units)

368. Seminar: Project Management Issues

Classical project management requirements considered in the framework of cross-functional team problem solving. (2 units)

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)

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)

371. Seminar-Leading the Self-Led

(2 units)

372. Seminar: Expanding Value-Added Contribution Potential

(2 units)

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 staring a high-tech business can help in being better prepared for launching a successful technology venture. (2 units)

374. Seminar: Productivity of Knowledge Professionals

(2 units)

375. Seminar: Organizational Efficiency

(2 units)

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)

377. Seminar: Personal and Organizational Renewal

 

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)

381. System Conceptual Design

Addresses 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)

382. System Design, Integration, Test and Evaluation

Focuses 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. Prerequisites: EMGT 380. (2 units)

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. System integration process is illustrated over the life cycle concept of projects--during design, development, implementation, testing, and production. (2 units)

384. Accelerated Systems Integration and Testing

Provides answers to the challenges of planning, designing, architecting, and the 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)

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/process in complex systems/products. (2 units)

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)

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)

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)

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)

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)

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. Fundamentals 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)

392. Robust Engineering Design

Design 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)

393. Topics in Systems Engineering

Selected topics from various areas within systems engineering. (2 units)