Santa Clara University

Courses

250. Introduction to Engineering Management

Business organizations. The business environment, strategies, objectives, decision making, organizing, delegation, participation, monitoring, and quality control. (2 units)

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. Production Systems

Production planning, scheduling, and control; quality assurance, performance standards; inventory control; design manufacturing communications, the management of product servicing. (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)

259. Introduction to Systems Engineering

Systems Engineering (SE) is the discipline of building highly sophisticated systems that work successfully. It is about the key creative processes that transform concepts into system designs, and the key technological and management processes that enable system development to proceed in an orderly, interdisciplinary fashion. (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)

265. Advanced Project Management and Project Leadership

Role of project manager as leader. Recommended sequence: EMGT 330, 265, and 312. (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

Business and technical activities required to develop competitive new products. Emphasis on how to fit 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)

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. Systems Analysis for Computer-Based Information Systems

Detailed design and specification of computer-based management information systems. Existing systems, economic and organizational analyses of alternatives, and tools for determining user requirements. (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

Skills taught for characterizing, developing, and leveraging, various key relationships in one's organization. Articulating and dveloping 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

This course offers a broad view of quality management through systems thinking, people and organization, measurement and processes, continuous learning and improvement.  Each of the four areas represents a critical aspect of the 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. Total Quality Control

Quality control programs. Integration of quality in research, design, development, manufacturing, and other operations. (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 and Development

Management of plant equipment and its activities from development, introduction, sustaining, to transfer utilizing concepts such as maintenance prevention, preventive maintenance (PM), reliability-centered maintenance (RCM), predictive maintenance, total productive maintenance (TPM), 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. 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. Research M.S. Thesis/Special Problems

(1-7 units)

300. Facilitation Skills

Introduction to the techniques of group facilitation. Utilized in small-group problem solving. (2 units)

301. Process Facilitation for Team Collaboration

Team problem solving and joint production of an integrated document. To be enrolled in after a minimum of 10 units in Engineering Management and Leadership courses. (2 units)

302. Advanced Process Facilitation

To be scheduled only after completing EMGT 300, and EMGT 301. Team problem solving. (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. Knowledge Management

In the gradual shift from manual to mental labor, knowledge management has appeared. Discusses how you manage/lead those whose principal capability is the use of their minds. (2 units)

306. Improving Productivity I

Measurement of productivity. Historical approaches. Factors of major importance in contemporary society. Establishment of baselines for a program. (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. Cross-listed with BIOE 107. (2 units)

309. Portfolio Management

Information analysis in order to make choices in decision making. Selecting the projects in product development portfolios considering capabilities, technology, and finances. (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)

316. Computer-Aided Manufacturing

Numerical control fundamentals, components, and systems; human-computer-machine interfaces; numerical control programming, mathematics, and optimization; computer-aided manufacturing systems. (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

Identify the processes and methodologies that promote group facilitation, data analysis and interpretation, problem solving, decision making, and information dissemination. This workshop style course will provide the tools and coaching engineering leaders need to be effective in harnessing the brainpower of groups. (2 units)

330. Project Management Basics

Need for project management. Matrix organization. Project planning and control cycle. Planning parameters. Schedule, cost, and performance interfacing. Controls. Reviews. Corrective and preventive action. Reports. Audits. Documentation. (2 units)

331. Strategic Technical 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

Use of a macrocomputer database for scheduling, control, and information integration. (2 units)

336. Global Software Management (Introduction)

Understand how western corporations are globalizing development work in the context of cost, labor and technology availability. Discuss and understand the program management and 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. Understand how to work with the vendor and successfully bridge the cultural divide. Discuss the benefits from outsourcing and anti outsourcing backlash. 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)

344. Next Level Leadership

Next level leadership prepares the manager to move beyond project and program management and into the next level management positions where the manager is responsible for creating the framework for other managers to work within while at the same time interfacing and insuring alignment with the most senior management within the organization. At the end of this course the student will be able to translate high level initiatives into quantifiable goals and create organizational infrastructure and manage, thru other managers, the resources required to achieve those goals. (2 units)

351. New Product Development Strategic Planning and Marketing

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. Technical Development of New Products

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. Communications Clinic

The Communications Clinic focuses on writing and presenting in the workplace from both theoretical and practical perspectives. Environmental factors supporting or preventing clear, concise communications will be explored. Strategies for successfully communicating technical information will be discussed. In addition, students will participate in exercises to identify their own strengths and weaknesses as writers and speakers.  Students will have ample opportunity to improve their skills and to discuss communications issues of particular concern to them. (2 units)

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 topics ranging from formal methodologies to practical lessons learned from 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: Managers, Leaders, Facilitators, Integrators

(2 units)

364. Seminar: Managing for Collaborative Action

(2 units)

365. Seminar: Managing and Motivating

(2 units)

366. Seminar: Managing to Improve Performance, Lower Costs, and Reduce Time-to-Market

(2 units)

367. Seminar: Managing 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. Seminar: Knowledge Management

The management/leadership of "Knowers."

370. International (Global) Technology Operations

This course examines methods and important issues in managing operations when customers, facilities, and suppliers are located world over. Topics include global strategy, process formulation, R&D, administration, sourcing, manufacturing, support servicess, and managing a multicultural workforce. (2 units).

373. Engineering Entrepreneurial Business Leadership

In this course you will master fundamental principles, then initiate, design and document actual new technology business enterprises. Both the entrepreneurial and intrapreneurial business models will be covered. Further you will develop an understanding of the rewards, risks, goals and techniques relating to start-up technology businesses, including how the create innovative strategies. (4 units)

397. Master's Thesis Research

By arrangement. A maximum of three units per term. A maximum of nine units for the thesis.