Skip to Main Content

Engineering Management



UMBC Management Courses


All courses are 3 credits unless otherwise noted.

ENMG 650: Project Management Fundamentals

Students learn the fundamentals of managing projects in a systematic way. These fundamentals can be applied within any industry and work environment and will serve as the foundation for more specialized project management study. Principles and techniques are further reinforced through practical case studies and team projects in which students simulate project management processes and techniques.

Course Overview | Message to future PM students

ENMG 652: Management, Leadership, and Communication

Students learn effective management and communication skills through case study-analysis, reading, class discussion and role-playing. The course covers topics such as effective listening, setting expectations, delegation, coaching, performance, evaluations, conflict management, negotiation with senior management and managing with integrity.

Course Overview

ENMG 654: Leading Teams and Organizations

Students analyze leadership case studies across a wide range of industries and environments to identify effective leadership principles that may be applied in their own organizations. Students learn how to influence people throughout their organization, lead effective teams, create an inclusive workplace, use the Six Sigma process, implement and manage change and develop a leadership style.
Prerequisite: ENMG 652: Management, Leadership and Communication

Course Overview

ENMG 656: Engineering Law and Ethics

This course provides a comprehensive overview of important legal principles affecting engineers, engineering sciences and corporate management, with a focus on the intersection of these legal principles with business ethics. The student learns how to think through and process legal problems consistent with ethical norms, and how to analyze business risks in light of operative legal constructs, taking into consideration ethical issues, to arrive at a range of correct business decisions. Throughout the course, the student will learn substantive legal principles including an overview of constitutional, contract, tort, corporate and regulatory law. Students will work in groups during certain exercises, role play in real and hypothetical case studies, and make a final presentation of a comprehensive legal and ethical engineering problem.

Course Overview

ENMG 657: Competition and Strategy

This course is for any graduate or undergraduate student in a science, engineering, or technology discipline who wishes to provide high-level value to his or her organization by being able to assess the industry and competitive forces on the organization and to delineate a strategic plan that will enable that organization to optimize its position.  This course is a complement to ENMG 659: Strategic Management, which is intended to be a capstone course that builds on learning that Masters candidates gained in other courses.  This course will teach critical thinking skills and practical tools that students will apply immediately to their workplaces.

Course Overview

ENMG 658: Financial Management

This course will cover the fundamentals of setting up, reading and analyzing financial statements and reports in a business setting.  Course topics will include: project budgeting, profit planning, return on investment and basic corporate finance.  Students will analyze case studies from specific industries.

Course Overview

ENMG 659: Strategic Management

This course is intended to integrate the learning from the previous management courses and to focus it on the perspective and problems of the Chief Executive Officer and other organizational strategic managers. The theme of the course is that any organization improves its chances of sustained success when its managers formulate an action-oriented strategic business plan based on the strategic management process. Case studies are included to illustrate the concepts and their applications.

Prerequisite: Minimum of three engineering management courses

ENMG 660: Systems Engineering Principles

This course  provides the foundational framework to understand the system engineering (SE) process, selection of specialized SE tools and the execution of SE under differing design or acquisition philosophies. the courses addresses: (1)SE principles (2)SE processes and metholodogies (3) integration of technical disciplines and (4) SE management.

This course can be counted as either a management course or an engineering course for the M.S. in Engineering Management.

ENMG 661: Leading Virtual/Global Teams
This completely online course is designed to help the student apply managerial concepts and skills to managing and leading virtual and/or global work teams .Geographically dispersed work teams have great challenges to overcome such as time zones, audio communications access, language and cultural differences. Students will learn to empower others, build credibility, communicate appropriately and adapt quickly across cultures and technologies.

ENMG 662: Financial Decision-Making in Engineering

This course examines decision-making in engineering organizations based on comparisons of the investment worth of alternative courses of action with respect to their costs and/or incomes. The early part of the course focuses on the conventional mathematics of money. This mathematics is then applied to consideration of practical investment decisions, such as replacement, public sector investments, service industry investments, and decision making under uncertainty. The course presents the overlapping aspects of accounting, finance, and investment analysis.

ENMG 663:  Advanced Project Management Applications

This advanced course in project management builds on the beginner level project management courses to expand the hands-on applications, with a focus on critical evaluation of project performance and ultimately creating an environment for maximizing one¿s own project management performance. With a strong emphasis on the importance of learning through application, the course will bridge academia with the professional business environment to provide opportunities for students to interact with industry professionals as the students execute their course work. Students will also confront the real challenges facing project managers associated with the growing global and virtual workforce through the use of on-line learning tools and methods of collaboration. At the successful completion of the course, students will have the requisite skills and experiences necessary to function effectively, and artfully, as skilled project managers.

ENMG 664: Quality Engineering & Management

This course provides an overview of the basic principles and tools of quality and their applications from an engineering perspective. The primary quality schools of thought or methodologies, including Total Quality Management, Six Sigma and Lean Six Sigma, and quality approaches from key figures in the development and application of quality as a business practice, including W. Edwards Deming and Joseph M. Juran will be analyzed. Some of the key mathematical tools used in quality systems will be discussed, including Pareto charts, measurement systems analysis, design of experiments, response surface methodology, and statistical process control. Students will apply these techniques to solve engineering problems using the R software. Reading assignments, homework, exams, and the project will emphasize quality approaches, techniques, and problem solving.

This course can be counted as either a management course or an engineering course for the M.S. in Engineering Management.

ENMG 668: Project and Systems Engineering Management

This course will cover fundamental project control and systems engineering management concepts, including how to plan, set up cost accounts, bid, staff and execute a project from a project control perspective.  It provides an understanding of the critical relations and interconnections between project management and systems engineering management.  It is designed to address how systems engineering management supports traditional program management activities to break down complex programs into manageable and assignable tasks.

ENMG 672: Decision and Risk Analysis

This course provides an overview of decision and riskanalysis techniques. It focuses on how to make rational decisions in thepresence of uncertainty and conflicting objectives. This course coversrational decision-making principles and processes; competing objectives,multi-attribute analysis, and utility theory; modeling uncertainty anddecision problems using decision trees and influence diagrams; solvingdecision trees and influence diagrams; uses of Bayes’ Theorem; definingand calculating the value of information; regression analysis;incorporating risk attitudes into decision analyses; and conductingsensitivity analyses. A significant portion of the course is devoted tothe use of various applications of analytic, empirical, and subjectiveprobability theory to the modeling of uncertain events. As such, studentswill find it useful to have some experience with basic probability.

This course can be counted as either a management course or an engineering course for the M.S. in Engineering Management.

Course Overview

ENMG 690: Innovation and Technology Entrepreneurship

This course offers an overview of innovation and its role in entrepreneurial ventures, both in new companies and within existing corporations. The basics of entrepreneurship with specific emphasis on technology-based business start-up are investigated. For the purposes of this course, technologies include IT, engineering and biotech. The course covers where to find innovative ideas and how to determine if a business idea is feasible along with an overview of the critical success factors in a new venture start-up.

Course Overview

ENMG 692: Principles of Organization Learning


Corporations are applying radically new management techniques to remain competitive. Today, information forms the basis for competitive advantage as companies are competing as much on their ability to create and manage new information, as they do on marketing and selling their physical products and associated services. This course studies how organizations create and use knowledge to support their operations and strategic planning. A “knowledge-creating” company is said to be one that consistently creates new knowledge, disseminates it widely throughout the organization, and quickly embodies it in new technologies and products, and whose sole business is continuous innovation. Actions are investigated which corporate executives and managers can take to improve their management, translation, and utilization of knowledge, to increase their organization’s absorptive capacities and ability to learn quickly, to posture themselves for innovative responses to changing market conditions, to handle disruptive technology cycles, to implement the effective use of data analytics, and to develop sustainable business models and improve organizational performance. 


Businesses collected more customer information in 2010, than in all prior years combined. The amount of corporate data being collected is said to be doubling every 6 months. The intellectual property of these companies will take a second seat and their ability to compete will depend on their current absorptive capacity, and their capacity to learn as an organization faster than their competitors.  This course prepares students for future market environments where innovative businesses will compete based on their ability to process information and learn, and learn quickly. This course has selected the most relevant research papers in the fields of knowledge management, organizational learning, and strategic planning. After this course, you will be familiar with the most significant research dedicated to optimizing business and project processes that has been released in the last decade. Each research paper has been summarized in 2 to 3 page reports to help students manage the significant amounts of information and to track the key points being made in each paper. The future may already be here, so why not be prepared for it!



ENMG 698: Engineering Management Project

In a post fossil fuel environment how will we get electricity, or fuel our cars? Planning starts with a purpose, a goal, an end state such as large carbon emission reduction. Given the goal, the next step is strategic scenarios, simple system or architectural models to estimate and compare cost and performance of feasible alternatives. In this project course students will start with a blank sheet of paper and imagine what energy systems might look like in 2050. The focus is on feasibility, the numbers, ignoring legacy systems and current policy. Students will learn strategic thinking, systems thinking, and discover opportunities for projects, theses and careers. Students will be encouraged to publish final reports as appropriate.

(Syllabus) (Topic candidates)


CYBR 620: Introduction to Cybersecurity

This course introduces students to the interdisciplinary field of cybersecurity by discussing the evolution of information security into cybersecurity, cybersecurity theory, and the relationship of cybersecurity to nations, businesses, society, and people.  Students will be exposed to multiple cybersecurity technologies, processes, and procedures, learn how to analyze the threats, vulnerabilities and risks present in these environments, and develop appropriate strategies to mitigate potential cybersecurity problems.

CYBR 621: Cyber Warfare

This course addresses some of the unique and emerging policy, doctrine, strategy, and operational requirements of conducting cyber warfare at the nation-state level. It provides students with a unified battlespace perspective and enhances their ability to manage and develop operational systems and concepts in a manner that results in the integrated, controlled, and effective use of cyber assets in warfare.

CYBR 622: Global Cyber Capabilities and Trends

Students will be exposed to the national and international policy and legal considerations related to cybersecurity and cyberspace such as privacy, intellectual property, cybercrime, homeland security (i.e., critical infrastructure protection) and cyberwarfare, and the organizations involved in the formulation of such laws and policies. Broader technology issues also are discussed to demonstrate the interdisciplinary influences and concerns that must be addressed in developing or implementing effective national cybersecurity laws and policies.

CYBR 623: Cybersecurity Law and Policy

Students will be exposed to the national and international policy and legal considerations related to cybersecurity and cyberspace such as privacy, intellectual property, cybercrime, homeland security (i.e., critical infrastructure protection) and cyberwarfare, and the organizations involved in the formulation of such laws and policies. Broader technology issues also are discussed to demonstrate the interdisciplinary influences and concerns that must be addressed in developing or implementing effective national cybersecurity laws and policies.

CYBR 624:  Cybersecurity Project

This is the capstone experience for graduate students in the M.P.S. Cybersecurity program. The Cybersecurity Project provides an opportunity for students to carry out an individual piece of research on a specified topic in the cybersecurity or cyber operations domain. This research should make an original contribution to the body of knowledge in the area of study or otherwise demonstrate the student’s comprehensive knowledge of cybersecurity or cyber operations.

Prerequisite: Completion of cybersecurity breadth courses.