Master of Engineering Management

This module is going to develop knowledge about statistics and probability which is very important for experimental research and results analysis. It will cover statistical methods and probability of events as well as planning of experiments.

This course covers planning and controlling the processes used to produce the goods and services provided by an organization. Managing these processes can be quite challenging – they are often very complex, and can involve large numbers of people and facilities, huge volumes of materials and great distances. Supply chain management is an essential competitive tool. This course will introduce main concepts, best practices, and key strategies of supply chain management. Effective supply chain management can enable companies to increase market shares, reduce costs, and improve customer service.

Engineering Management is the integration of human relations, planning and control concepts, systems analysis and design, and principles of management oriented toward engineering functions within an organization; organizational design and administration as they impact along the product life cycle, i.e., research, design, development, production and use. Engineering Economy is concerned with fundamental concepts and advanced techniques of engineering economic analysis; evaluation of alternative capital investments considering income taxes, depreciation and inflation; discounted cash flow analysis of competing projects, break-even analysis and determination of rate of return on investment, Risk and uncertainty in engineering analysis. This course will help students to explore strategies, models, and practices for leading and managing engineering organizations in a context directly relevant to them. They will engage in self-reflection about their styles, beliefs, and past experiences with leadership and management, and emerge with an insightful understanding of their personal approach as a professional. Besides, students will learn to improve their grasp of the "big picture" and how daily decisions affect the financial performance of an organization. They will learn principles and practices of interpreting financial information and performing engineering-related economic analyses. This course focuses on current practices, using economic information for decision-making and control. Students will practice applying these techniques to applications in real firms.

The course aims to deepen the understanding about the instruments and tools for knowledge and innovation management. By introducing concepts such as tacit and explicit knowledge, knowledge cycle, taxonomy of innovation etc., students will be able to distinguish between adoption and diffusion of innovation and to apply the concepts effectively in real-life cases.

The goal of this course is to equip students with knowledge, skills, and abilities necessary for detailed examination and evaluation of financial and managerial accounting information in order to make informed business decisions. A large aspect of the course covers the fundamentals of financial accounting, but the course also introduces central elements of managerial accounting as an additional source of information for internal business decisions. To obtain this goal, the course will (1) describe the four major financial statements firms use to communicate financial accounting information to stakeholders; (2) introduce the mechanics of financial accounting; (3) provide foundational understanding of common methods of financial statement analysis, (4) present concepts that govern the treatment of central topics in financial accounting, and (5) managerial accounting and cost concepts such as activity-based costing, customer profitability, and activity-based management.

This course will cover theories, methods and applications of linear programming, integer programming, nonlinear programming, network models, decision analysis and games. Students will learn optimization methods and their applications to problems in engineering and business.

The purpose of the course in strategy is to make participants familiar with the core concepts and techniques that function as foundations for formulating and implementing successful strategies. However, its basic intent is not on mastering specific analytical tools but rather on using strategic thinking and the development of a managerial attitude to guide actions in the face of uncertainty and complexity. So the main focus of the course is to learn how to use and apply these skills when judging complex management situations.

To be an effective manager and leader requires both a broad understanding of how organizations function as well as personal skills for managing people and relationships. This course addresses fundamental issues at both levels. At the organizational level, we develop a framework that links concepts from psychology, sociology, and economics to the inner workings of the corporation. From this, we develop a set of tools for analyzing the basic issues and dilemmas that effective managers must successfully negotiate. At both the individual and team level, we help build the skills that effective managers need to implement their insights and decisions.

The concepts and skills you learn in this course will enable you to develop a coherent marketing strategy for an organization. The course is aimed at helping you identify and capitalize on market opportunities. The emphasis throughout is on the profitable application of marketing ideas and techniques. Students will (a) develop a curiosity and interest in marketing, (b) acquire sufficient basic skills to assist their career, and (c) maintain a permanent market orientation, whatever the career path.

The course examines the theory of financial decision-making by firms and examines the behavior of the capital markets in which these decisions are taken. The topics covered are goals and governance of a firm, TVM (time value of money), the basics of valuing bonds and stocks, NPV (net present value), IRR (Internal Rate of Return) and other investment criteria, and capital budgeting. Each topic is illustrated with financial models built in Microsoft Excel. The underlying concept is the concept of value and value creation. Upon the completion of the course the students will be able to build a spreadsheet model of a typical business project and analyze it from the financial perspective.

The focus of this course is the successful creation, development and exit of a new venture. The course is intended to cover a variety of types of new ventures, but special attention will be paid to the role of innovation and financial success in entrepreneurship.

The Capstone Project (CP) is designed to be a reflection of a culminating set of personal, academic, and professional experiences. Students work in teams to apply to synthesize knowledge and skills acquired during the course of their education to solve design, construction, and operational problems with real-world constraints and relevant to the industry. The requirement is that projects must focus on and draw upon selected engineering and management principles and concepts in addressing the challenge.
The CP is split into two parts: CP I, conducted in Semester 3 of the MEM program, and CP II, conducted in the last 4th Semester.
CP I consists mainly of two (2) concrete activities:
1. Identify a faculty advisor, an independent research-based project in collaboration with a local company or companies, and a liaison from the sponsoring companies. (This can be across a wide range of industries.)
2. Conduct a detailed literature review of the publications that are relevant to the CP proposal.

The Capstone Project (CP) is designed to be a reflection of a culminating set of personal, academic, and professional experiences. Students work in teams to apply synthesized knowledge and skills acquired during the course of their education to solve design, construction, and operational problems with real-world constraints and relevant to the industry. The requirement is that projects must focus on and draw upon selected engineering and management principles and concepts in addressing the challenge. The CP consists of two parts: CP I, conducted in Semester 3, and CP II, conducted in the last Semester 4.

CP II consists of the following six (6) concrete activities:

1. Identify the research methodology to apply for solving the problem.
2. Gather and analyze the data from the collaborating companies.
3. Present the progress of the project, so far, with the initial results.
4. Complete the findings of the project with final results and recommendations to the Managers of the collaborating companies.
5. Submit their draft report to the supervisors and present the final results to the Panel Committee.
6. Finalize and submit the Final Report of the Capstone Project to the School.

Digital Transformation Concepts is an immersive course meticulously designed to empower students with a comprehensive grasp of the principles and applications of digital transformation across diverse sectors. This course delves into the technological, managerial, and policy facets of digital transformation, with a specific emphasis on how technological advancements shape the landscape of firms, markets, supply chains, and regulatory frameworks. Through a well-rounded blend of theoretical foundations, real-world case studies, and hands-on practical applications, students will not only acquire a profound understanding but also develop the skills to navigate the strategies, leadership approaches, and challenges inherent in the implementation of digital transformations. The course will feature hands-on exercises and case studies that will guide students in the practical application of digital transformation principles to effectively address complex engineering management problem. Students will develop problem-solving skills that are essential for implementing digital strategies in real-world scenarios.

Recognizing the evolving dynamics in emerging economies, this course will highlight the unique aspects of digital transformation in such contexts. Students will gain an understanding of the challenges and opportunities specific to these regions, preparing them to navigate the complexities of global digital transformation initiatives.

Globalization is the most, or one of the most, influential forces of the first half of the 21st century. All students, regardless of discipline, benefit from an understanding of this force and its impact on their lives and profession. The intent of this course is to view globalization as a fact of life and to give students the opportunity to analyze, contemplate, and discuss its impact on the professional lives and work of engineers. The course is meant to build global awareness and is particularly well suited for engineers working in global environments or to help prepare students for an engineering career as a practitioner, a leader, or an educator in the 21st century.

This course includes two modules: The Big Data module and the Information Management module.

The Big Data module covers advanced data-mining methods now possible in business and research; Introduction to software for data-visualization and pattern recognition in Big Data and Information Architecture of the Big Data Cloud including introduction to the latest technologies for distributed data storage, indexing, search, retrieval, and analysis. Students will analyze real-world data and communicating actionable findings in compelling form.

The purpose of the Information Management module is to provide a broad understanding of the role and importance of Information Systems (IS) in the modern corporate environment and determine the role that managers must take in decisions about IS. The course defines and explains analytically the Information Systems Strategy Triangle and gives the students the opportunity to understand the alignment between decisions of business strategy, information systems, and organizational design.

By the end of the course students will be expected, among others, to be able to:

1. apply a set of cross-functional techniques: (i) Computer Science: Databases and their technologies and Information Management, (ii) Statistical and (iii) Management Science/Operations Research optimization.
2. take decisions by handling big data in various companies such as: Banking, Insurance, Logistics/SCM, large supermarkets, and other industrial, computer and service firms.
3. gain the knowledge, skills, and abilities to manage information technology systems effectively.
4. formulate and execute IT policies, strategies, plans and procedures.

This course explores a framework encapsulating the entire systems engineering discipline and addresses the topics of systems engineering relevant to all professions associated with the complex human-made systems. The course identifies methods for thinking about large, complex problems as an integrated whole, capturing the problem and documenting it systematically; then decomposing the problem into smaller units that can be designed, built, and integrated to achieve the desired result.

This course deals with the management of product and service development by focusing on the principles of developing new products or services, or improving existing ones, and on the tools and techniques available to assist with this process.
The course aims to develop in students an understanding of the relevance of design in the innovation process, along with a critical appreciation of available product development methodologies and design coordination and information management methods.

The course is delivered through lectures covering the basic theoretical, conceptual and empirical principles of product and service development, and includes a critical approach to the academic literature. Tutorial activity involves group discussion of case studies, practical exercises and problem solving to illustrate, compare and contrast specific methodologies and tools. As part of a team project, students will be asked to develop conceptually a novel product by reflecting both on their personal experience with it and on the prevailing consumer culture.

Independent learning is central to the student experience with this course and the practical exercises and assessment methods employed in it encourage exploration. The course aims are assessed through class participation, independent quizzes and reports as well as through the preparation and presentation of a reflective group report on the undertaking of the development of a product in a sector of the students’ choice. All students will be involved in groups for the project work, offering opportunities for peer learning. Time and effort on project and assessments is evenly spread over the duration of the course

The terms Quality and Lean are recognized as the key for the companies which want to satisfy their customer and efficiently manage their resources. The aim of Quality Management is to produce more reliable products and services by decreasing the variability. And the aim of Lean production, on the other hand, is to increase the productivity by value creation and elimination of waste. The objective of this course is to teach students the definition of both quality and lean with differences and similarities and then implementation of them in production and service industries. This course covers the general concepts, and principles of quality management and lean production such as customer focus, value creation, process management, value stream mapping, waste removal, visual management and continuous improvement.