Start Date between Sept 22 - July 25

This module provides an introduction to strategic thinking and business strategy in Engineering businesses and organisations. Students will learn how Engineering organisations interpret and engage with their stakeholders and environments, develop unique capabilities, implement strategic change and set up and maintain strategic alliances in order to achieve competitive advantage.

Major Engineering projects are temporary endeavours (i.e. projects) characterized by: large investment commitment, vast complexity (especially in organisational terms), high strategic importance to their stakeholders and long-lasting impact on the economy, the environment, and society. Major Engineering projects are most often related to the sectors of Energy, Transport, Water, Health, Military, Education, etc. More generally, major projects range across many sectors, with a high expectation on the outcomes they will deliver. They are often (but not always) associated with budget escalation and delay and questionable cost/benefit analysis. The interfaces are often complex, meaning that project managers need to be aware of the key priorities, issues and where they can draw on recognised best practice. Public bodies and major companies are often involved (e.g. as sponsor or contractor) in major Engineering projects and, therefore, it is fundamental that that their personnel is aware of key peculiarities, issues and best practices in the field.

The goal of this module is to equip students with knowledge, methods and tools needed to identify improvement opportunities in Engineering supply chains. The module will be structured around the six sigma DMAIC (Define, Measure, Analyse, Improve, Control) continuous improvement process. Students will learn how to apply methods for the Define, Measure and Analyse phases and be introduced to Engineering supply chain improvement case studies to reflect the Improve and Control phases.

Leaders and managers of any engineering activity, be this in the private or public sector, need to make responsible, ethical decisions that protect the safety and health of an organisation’s employees, users of the organisation’s products and the wider public. Operating with a strong regard for safety and health protects not only people, but also the organisation’s reputation and future. There can be a substantial, positive return on investment in safety and health, for example through avoiding productivity and property losses, impact on future insurance premiums, uninsured costs, fines etc. This module provides the tools and ways of thinking needed to address safety in the context of an engineering enterprise.Increasingly, it is recognised that companies need to engage in good “corporate citizenship” and undertake activities, beyond those required for regulatory compliance, to achieve some form of positive social or environmental impact. Corporate social responsibility (CSR) implies that a company’s focus is not exclusively on profit, but also people (human rights, labour practices, consumer issues, fair operating practices and community involvement/development) and the planet (supporting a sustainable future). This module helps students to make responsible decisions in their future careers.

This module is designed to help students develop and demonstrate the skills required to carry out a substantial individual project in a chosen aspect of Engineering Management. Core skills for conducting the individual project are first developed through guided online learning.

This module seeks to deepen students’ understanding of innovation practice in a business context. It provides insight into a range a range of tools which can support their innovation process. Students will learn to understand the impact of innovation and the challenges of delivering innovation in an Engineering environment. Students will learn to use reflective practice to critically evaluate current innovation practice. They will understand the contextual nature of innovation and how product, people and process have an impact on innovation.

This module seeks to deepen students’ understanding of innovation practice in a business context. It provides insight into a range a range of tools which can support their innovation process. Students will learn to understand the impact of innovation and the challenges of delivering innovation in an Engineering environment. Students will learn to use reflective practice to critically evaluate current innovation practice. They will understand the contextual nature of innovation and how product, people and process have an impact on innovation.

This module provides an introduction to strategic thinking and business strategy in Engineering businesses and organisations. Students will learn how Engineering organisations interpret and engage with their stakeholders and environments, develop unique capabilities, implement strategic change and set up and maintain strategic alliances in order to achieve competitive advantage.

Major Engineering projects are temporary endeavours (i.e. projects) characterized by: large investment commitment, vast complexity (especially in organisational terms), high strategic importance to their stakeholders and long-lasting impact on the economy, the environment, and society. Major Engineering projects are most often related to the sectors of Energy, Transport, Water, Health, Military, Education, etc. More generally, major projects range across many sectors, with a high expectation on the outcomes they will deliver. They are often (but not always) associated with budget escalation and delay and questionable cost/benefit analysis. The interfaces are often complex, meaning that project managers need to be aware of the key priorities, issues and where they can draw on recognised best practice. Public bodies and major companies are often involved (e.g. as sponsor or contractor) in major Engineering projects and, therefore, it is fundamental that that their personnel is aware of key peculiarities, issues and best practices in the field.

The goal of this module is to equip students with knowledge, methods and tools needed to identify improvement opportunities in Engineering supply chains. The module will be structured around the six sigma DMAIC (Define, Measure, Analyse, Improve, Control) continuous improvement process. Students will learn how to apply methods for the Define, Measure and Analyse phases and be introduced to Engineering supply chain improvement case studies to reflect the Improve and Control phases.

Leaders and managers of any engineering activity, be this in the private or public sector, need to make responsible, ethical decisions that protect the safety and health of an organisation’s employees, users of the organisation’s products and the wider public. Operating with a strong regard for safety and health protects not only people, but also the organisation’s reputation and future. There can be a substantial, positive return on investment in safety and health, for example through avoiding productivity and property losses, impact on future insurance premiums, uninsured costs, fines etc. This module provides the tools and ways of thinking needed to address safety in the context of an engineering enterprise.Increasingly, it is recognised that companies need to engage in good “corporate citizenship” and undertake activities, beyond those required for regulatory compliance, to achieve some form of positive social or environmental impact. Corporate social responsibility (CSR) implies that a company’s focus is not exclusively on profit, but also people (human rights, labour practices, consumer issues, fair operating practices and community involvement/development) and the planet (supporting a sustainable future). This module helps students to make responsible decisions in their future careers.

This module is designed to help students develop and demonstrate the skills required to carry out a substantial individual project in a chosen aspect of Engineering Management. Core skills for conducting the individual project are first developed through guided online learning.