In our program, the content
of each of the six core courses is broken down into a series
of integrated modules. Click on each of the courses below to
read descriptions of each of the modules.
This course provides students with an in-depth exposure to data-driven
methods for understanding and improving the performance of systems and processes.
The course modules establish a solid foundation in statistical and mathematical
tools for understanding systems and processes, and illustrate the application of
analytical and improvement tools from Six Sigma, Lean, Total Quality Management,
and Kaizen approaches. Case studies demonstrate real-world applications from a
variety of industries.
210 - Module 1 Quantifying Process Capability
210 - Module 2 Design of Experiments and Process Control
210 - Module 3 Systems Engineering, Reliability and Failure
210 - Module 4 Systems Modeling and Simulation
Quantifying Process Capability
introduces the "quality initiatives" (Six Sigma, TQM, Lean), and the probability
and statistics fundamentals for these strategies. Students explore data types
(nominal, ordinal, interval and ratio), and their relationship to distribution
types (normal (Gaussian), binomial, Poisson). Techniques for estimating
population statistics from sampled data, and for performing tests of hypotheses
to compare samples and populations are practiced.
Design of Experiments and Process Control presents the tools for
characterizing a process or system as a transfer function
of its input variables, and the methods for using the transfer function to
obtain optimal, real-world settings for the input variables. Topics include:
design of experiments, regression analysis, and analysis of variance.
Statistical process control methods for analyzing and maintaining the behavior
of systems and processes over time are explored.
Systems Engineering, Reliability
and Failure presents the statistical approaches to design engineering, including product
capability analysis and statistical tolerancing. Methods for measuring,
analyzing and improving product reliability are explored, as are Bayesian
networks for system diagnosis and repair.
Systems Modeling and Simulation
introduces students to cutting-edge techniques used to solve a variety of
forecasting and optimization problems. These techniques include agent-based
simulation and evolutionary computing. Students compare traditional and
non-traditional techniques and learn guidelines for when different approaches
should be used.
This course provides students with a business and technical framework for new
220 - Module 1 New Product Development and Marketing
220 - Module 2 Experience Design Management
220 - Module 3 Sustainability
New Product Development and Marketing provides exposure to
new product development processes used in many industries. Students learn what
questions to ask and actions to take at various phases of new product evolution.
Emphasis is placed on customer input in the new product development process and
cross-functional team roles and responsibilities. Elements of marketing,
including: market research tools, product positioning, branding and marketing
communications, are reviewed. The central focus of this module is the
development of a new product concept by cross-functional student teams that
integrates learning from other modules. The student teams formally present their
concepts at the end of the semester.
Experience Design Management explores the core principles
of experience design and shows how these principles
can be applied to the creation of compelling products, services, brands and
environments. Topics covered include: the role of brand in experience design;
approaches to customer understanding; the development of customer personas and
journey maps; envisioning systems; experiential modeling; and designing for
products and services. At the final session student teams present class projects
and consider the role of experience design in business strategy.
The Sustainability module introduces lifecycle thinking to product
design, as well as the business case for sustainability. Students learn about
sustainable product development, cradle-to-cradle lifecycle concepts, life-cycle
assessments, nature-inspired design and systems thinking. In addition, students
have the opportunity to develop sustainability initiatives for their own
workplace and learn how to drive sustainable thinking into product development
and the corporation.
Read an in-depth description
about the first semester experience and the
Product Development and Marketing.
This course develops students' project management ability and increases their
business acumen through exposure to finance and accounting and introduces them
to supply chain management.
230 - Module 1 Project Management and Software Methodologies
230 - Module 2 Financial and Managerial Accounting
230 - Module 3 Supply Chain Management
230 - Module 4 Operations Management
In Project Management and Software Methodologies, students learn the
fundamentals of project management consistent with best practices of the Project
Management Institute (PMI). This includes creating project charters, statements
of work, work breakdown structures and schedules. Students learn how to identify
the critical path of a project, identify risks and develop risk mitigation
plans. Software Methodology is also included in this module and is designed to
enable engineers to effectively manage programs with a significant software
component. An overview of contracting is also provided.
Financial and Managerial Accounting provides an overview of the core
principles, concepts and tools that engineering managers need to make business
decisions and gain approval for new programs and business opportunities.
Students study generally accepted accounting principles and the analysis and
creation of financial reports including the P&L, balance sheet and cash flow
statement. In addition, students will learn about the time value of money and
the economic favorability (or un-favorability) of potential investments.
In Supply Chain Management students
explore key decisions and best practices in materials management, especially as
it impacts the product management cycle. Topics include pull vs. push ordering
systems, vendor selection, contract management, outsourcing decisions and
In Operations Management students are
introduced to problems and analysis related to the design, planning, control,
and improvement of manufacturing and service operations. Topics include
materials management; production planning and scheduling; lean manufacturing;
capacity and facilities planning; and operations strategy. Consideration of best
practices in outsourcing and offshoring is also covered.
In this course students develop an understanding of the concepts
of strategic management of technology companies in a global context.
Emphasis is placed on leveraging analytical tools, critical thinking
and creativity to develop and apply economic and business models that
consider the interactions among competition, patterns of technological
and market change, and internal firm capabilities.
240 - Module 1 Business Strategy
240 - Module 2 Technology Strategy and Innovation
240 - Module 3 Fundamentals of Economics
240 - Module 4 Globalization and Multinational Strategies
Business Strategy provides the background and insights required
to develop a differentiating business strategy. The lectures and readings cover
business fundamentals, the strategic planning process, competitive strategies,
core competencies, strategic alliances, acquisitions and mergers, and
franchising. Working in teams, the students develop a complete business strategy
for a high-tech company.
The Technology Strategy and Innovation
module provides insight into many factors that drive innovation and the
successful commercialization of new technologies in established and new
businesses. The module includes best practices in new product portfolio
management, technology road mapping, and treatment of incremental, radical and
disruptive innovation. Reading assignments include selected chapters from
Geoffrey Moore's "Dealing With Darwin," Clayton Christensen's "Seeing What's
Next," and "Making Innovation Work" by Tony Davila, Marc Epstein and Robert
Fundamentals of Economics offers an overview of both macro and
microeconomics and provides students with the background required for the
Globalization and Multinational Strategies module. Students learn to analyze
current issues that impact economic growth such as trade balance, unemployment,
competiveness of innovation and manufacturing processes.
In Globalization and Multinational Strategies students develop a full
understanding of the forces behind globalization and the evolution of
multinational companies. The module examines the strategic, organizational and
operational implications of working and leading in the global environment both
in a large multinational organization and in a start up.
This course offers a
humanistic analysis of the nature of leadership and some of the moral issues
which arise in a business or organizational context. Through novels, films,
plays and short stories, students examine complexities and subtleties of
responsible leadership. The ability to lead begins with the process of
self-discovery. This module gives students the intellectual tools and depth of
understanding to assess moral issues as they arise in their personal and
250 - Module 1 Ethics of Leadership - Moral Challenges and Personal Values
250 - Module 2 Art of Leadership - Influence, Empowerment and Responsibility
In Ethics of Leadership students learn
what constitutes a situation with moral or ethical stakes, how such situations
develop and how leaders think through these challenges. Topics discussed
include: moral leadership, moral challenges, moral reasoning, moral codes and
issues of character. Students apply these concepts and insights into their own
role as engineering leaders.
In Art of Leadership notions of
influence, empowerment and responsibility are explored. The literature
challenges students to expand their understanding of leadership, the world and
their place in it as future leaders. Special attention is paid to the role of
empathy in being an effective engineering leader.
This course facilitates the development of self-awareness and
interpersonal skills, which are essential for leaders to master.
The course begins with an assessment of each student’s leadership
and management ability through a 360 degree evaluation. Based on
this feedback, students develop individual goals and receive coaching
from Tufts Gordon Institute faculty throughout their first year. The
individual work is complemented by the knowledge and skills developed
in the Engineering Leadership course modules.
260 - Module 1 Learning to Lead I
260 - Module 2 Learning to Lead II
260 - Module 3 Conflict Resolution
260 - Module 4 Business Communication
In Learning to Lead I and II,
students learn the basic concepts about leadership, management and team work.
The uniqueness of this course is within the teaching methodology, which has been
developed to accelerate the advancement of interpersonal competencies. Specific
topics covered in Learning to Lead I
include: personality types (Myers-Briggs type indicator assessment), giving and
receiving feedback, decision making, best practices in forming and maintaining
teams, communicating to inspire, and influencing without authority. Topics in
Learning to Lead II include:
interpersonal relations and needs (FIRO-B), fostering creativity and innovation
in an organization, and communication across cultures.
The Conflict Resolution module helps
students understand organizations, social dynamics and contexts shaping
organizational life. It emphasizes the key models and approaches as well as
underlying psychological theories related to topics such as: group processes and
dynamics; rational and non-rational models of problem solving; cooperation and
conflict; conflict resolution and negotiation. Students explore techniques in
negotiation and mediation. Practical skills in negotiation and conflict
management are developed through role-playing exercises and case study
In Business Communication, students learn and apply principles of
effective written and oral communication for different purposes and different
audiences in the workplace. Students reflect on their on communication
practices and explore ways to improve their tone, focus, and organization
to get better results from both day-to-day and formal communications.