Santa Clara University

Department of Engineering Management

Management and Leadership

Professor: Robert J. Parden (Chair)

OVERVIEW

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.

DEGREE PROGRAM

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 Program addresses both concerns.

The goal of the Santa Clara University Engineering Management and Leadership program is to support the development of technical project managers. To this end, the program requires that 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

Admission to the Engineering Management and Leadership Program is open only to those 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.

45 units are required for the master's degree and are broken down as follows:

Engineering Management	20 Units
The Technical Stem  (These courses do not count toward the technical stem:  COEN 288, ENGR 302, ENGR 303, ENGR 304, ENGR 310, AND ENGR 330)	19 Units
The Graduate Core	6 Units
Graduate seminars in other departments—ELEN 200, COEN 400, or MECH 297—are not applicable to the engineering management and leadership degree.

Although 9 units may be transferred from the Santa Clara University Leavey School of Business and Administration or another graduate program, in no case may the minimum units taken in the Department of Engineering Management and Leadership be fewer than 16. Note that the number of engineering management courses accepted for other degrees in the graduate engineering program is restricted to 6 units in the Computer Engineering, Electrical Engineering, and Mechanical Engineering programs.

The 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 on their program of studies do so at their own risk, as they may not be counted toward completion of the 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.

COURSE DESCRIPTIONS

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 260. Systems Engineering II
This course addresses in detail the system engineer’s responsibilities and activities during each stage of the system life cycle. System engineering procedures and tools commonly employed are identified and through examples their applicability and limitations are illustrated. (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 262. Systems Engineering Management
Scoping the problem, issue formulation, and design and development activities. Quality deployment formulation, risk management and the process for risk management. (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 265. Advanced Project Management and Project Leadership
Role of project manager as leader. (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 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)

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 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)

EMGT 276. New Product Development Overview II
A continuation of EMGT 275. Emphasis on development, preparations for production, and commercialization. Prerequisite: EMGT 275. (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 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. Total Quality Control
Quality control programs. Integration of quality in research, design, development, manufacturing, and other operations. (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
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. Risk Management Project Risk and Opportunity 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. Independent Studies
By arrangement. (1-9 1-2 units)

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 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 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
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. Prerequisite: EMGT 265 recommended. (2 units)

EMGT 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)

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 and control use of a macrocomputer database for scheduling, control, and information integration. Use of macrocomputer database for scheduling, control, and information integration. (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 344. Next Level Leadership
This course prepares the manager to move beyond project and program management and into the next level of management positions, where the manager is responsible for creating the framework for other managers to work within, while at the same time interfacing and ensuring 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, create organizational infrastructures, and manage, through other managers, the resources required to achieve those goals. (2 units)

EMGT 346. Engineering Economics Advanced Concepts
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 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)

EMGT 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)

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 permission. (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)
Note: EMGT 360-EMGT 375 are 2-unit seminars that cover various topics of interest within a particular area. These courses may be taken more than once if topics differ.

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. Seminar: Strategic Planning Projects (2 units)

EMGT 370. Seminar: Leading Collaborative Colleague (2 units)

EMGT 371. Seminar: Leading the self-led. (2 units)

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

EMGT 373. Engineering Entrepreneurial Business Leadership
Fundamental principles mastery, then initiation, design, and documentation of actual new technology business enterprises. (4 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 380. Introduction to Systems Engineering
This introductory course 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. System Conceptual Design
This course 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. (2 units)

EMGT 382. System Design, Integration, Test and Evaluation
This course 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. (2 units)

EMGT 383. Systems Integration
This course is 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. The objective of the course is to provide 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
This course will provide 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. This course is 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
This course 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. The 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
This course will provide and 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
This course 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
This course discusses the 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
This course presents the systems engineering process with an emphasis on speed and reduced time-to-market. It describes the 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. It explains the 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
This course is 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 397. Master’s Thesis Research
Enrollment in this course is limited to those who leave the area before completing their degree. (Maximum 9 units).