PROGRAM MANUAL FOR GRADUATE STUDY IN ENGINEERING MANAGEMENT

A PROGRAM OFFERED THROUGH THE DEPARTMENT OF MECHANICAL ENGINEERING

Updated: September 1, 2009

Program Overview: Engineering Management

Welcome to the University of Alberta Engineering Management program. Many engineers find that their career path takes them into areas of management responsibility. The Engineering Management program at the University of Alberta offers a flexible program that allows a graduate engineer to broaden their knowledge of management related topics. The program can be individually adapted to include a significant number of technical courses as well. The emphasis in the program is on a core course offering and flexible selection of additional courses to meet the needs of each individual in the program. The Engineering Management (EM) program is open to students from all engineering disciplines. It is housed for administrative purposes in the Department of Mechanical Engineering, but is not limited to students with a mechanical engineering background. It is available as three degree programs: M.Eng, M.Sc., and PhD. Degrees for this program are worded Master of Engineering (or Science) in Engineering Management in the Faculty of Engineering. The Department of Mechanical Engineering recommends admissions to the Faculty of Graduate Studies and Research, coordinates ongoing students, and grants degrees on behalf of the entire Faculty of Engineering, regardless of the undergraduate specialization of the candidates. While the Graduate Coordinator of the Mechanical Engineering Department is the ultimate authority for the program, a separate Assistant Graduate Coordinator for the EM program provides assistance and advice, and is the first point of contact for students seeking admission to the program. Where this manual mentions the Graduate Coordinator, it is intended that an Assistant Graduate Coordinator for the EM program is involved in decision making. From time to time, the Graduate Coordinator may delegate responsibility for administration of the EM program admission and course approvals to the Assistant Graduate Coordinator (EM). Admission Requirements Persons receiving the M.Eng., M.Sc., or PhD Degree in Engineering Management must have a Bachelors Degree in an Engineering discipline from a recognized university. Work experience is recognized as a significant component of admission requirements. For students with engineering work experience after their undergraduate degree, the grade requirement for unqualified admission to the EM program is a grade point average of 3.0 in the last two years of undergraduate work (or graduate work) at the University of Alberta, or an equivalent qualification from a recognized institution, and a TOEFL score of 580 or higher where applicable. Students (including those with a lower grade point average) may be admitted on a qualifying or probationary basis based on the recommendation of the Graduate Coordinator and approval by the Faculty of Graduate Studies and Research (FGSR).

Qualifying admission is offered to students who have acceptable past academic performance but require some additional courses to fill in missing background. Probationary admission is offered to students who demonstrate that despite a lower than standard past academic performance, they have the potential to perform at an acceptable level in the future. Normally, successful work experience is a required component of a probationary admission. The Graduate Coordinator will define the terms of qualifying or probationary admission for each student. Note that probationary students may not normally take Master of Business Administration (MBA) courses until the conditions of the probationary admission are met and their status is changed to a regular graduate student. In cases of doubt whether a students undergraduate program qualifies as an engineering degree, the relevant Department will be asked to make the judgment. In such cases, the relevant Department may specify additional technical courses at the undergraduate level that are required as part of a qualifying admission.

M.Eng. Degree Requirements Students must complete a minimum of nine three-credit courses or equivalent, i.e. 27 credits of course work, plus ENGG 600, plus a capstone project equivalent to three credits. No more than four 500-level Mechanical Engineering courses can be credited towards the course requirements of the M.Eng. in Engineering Management. No courses at or below the 400-level will be recognized towards the 27 credit minimum in the M.Eng. in EM Degree. A minimum of four of the nine courses must be from the Faculty of Engineering. The Graduate Coordinator can, upon review of the students transcripts, experience and performance, require additional courses in excess of the twentyseven credit minimum. These additional requirements can include courses at the undergraduate or graduate level. Courses must include the one course from each of the core areas, unless an exception is approved in writing by the Graduate Coordinator. Core areas and courses that are pre-approved to meet these core requirements are identified below; other courses can be approved to meet a core requirement if approved. A students course program must contain eight approved courses or 24 credits; a list of pre-approved courses by the EM Committee is attached as Appendix 1, and the Graduate Coordinator can approve other courses. The ninth course may be selected at the students discretion. Note, however, that EM students may substitute up to two graduate technical courses from the Faculty of Engineering for the approved eight courses, and can take a third technical course as their ninth course. Hence an M.Eng. in EM student can develop a program that includes 2/3 management related courses and 1/3 technical related courses should they choose to do so. Note that any other course substitution (i.e. getting credit towards the above requirements from a course other than one on the list pre-approved by the EM

Committee or a technical course in the Faculty of Engineering, or getting approval for a variation in degree requirements) requires the written approval of the Graduate Coordinator. Responsibility for initiating a request for a course substitution or variation in degree requirements lies with the student. Any such request should be made and processed prior to enrolling in a course. It is the responsibility of the student to ensure that they fulfill their program requirements. Students wishing to enroll in any course that is part of the MBA program offered through the School of Business must apply to do so through the Graduate Coordinator, not directly to the School of Business. The Coordinator will work with the School of Business to determine availability. Note that no spaces in daytime MBA courses are available to any registrants in the Faculty of Engineering; limited spaces are available in evening courses that are part of the part time MBA program. A capstone project approximately equivalent to one three-credit courses is required for the M.Eng. Degree in Engineering Management. The topic and supervisor of the capstone project requires the approval of the Graduate Coordinator. A two-person faculty committee (i.e. the capstone project supervisor and one other staff member) will review the capstone project report, and must sign the completed report. One copy of the signed report must be submitted to the Departmental Graduate Secretary to confirm completion of the project; it will be retained in the students file. The capstone project normally is developed on a topic of interest to the student, and is often based on some issue that arose in their previous work. Students should develop a one page summary of their proposed capstone project topic and submit it to the Graduate Coordinator, who will then identify an appropriate primary and secondary reader. If students have a particular recommendation for either reader, they can so advise when they submit their capstone project outline. Note that one reader must be from the Department of Mechanical Engineering EM program, but the second reader can be from any department on campus.

M.Sc. Degree Requirements Students must complete a minimum of 6 (six) three-credit courses or equivalent, i.e. 18 (eighteen) credits of course work, including ENGG 600, plus a thesis acceptable to the Department of Mechanical Engineering and the Faculty of Graduate Studies and Research. No more than three 500-level Mechanical Engineering course can be credited towards the minimum course requirement of the M.Sc. in Engineering Management. No courses at or below the 400-level will be recognized towards the eighteen-credit minimum in the M.Sc. in EM Degree. A minimum of three of the six courses must be from the Faculty of Engineering. The Graduate Coordinator and Graduate Coordinator in consultation with the Thesis Supervisory Committee can, upon review of the students transcripts, experience and performance, require additional courses in excess of the eighteencredit minimum. These additional requirements can include courses at the undergraduate or graduate level. Courses must include the one course from three of the core areas, unless an

exception is approved in writing by the Graduate Coordinator. Core areas and courses that are pre-approved to meet these core requirements are identified below; other courses can be approved to meet a core requirement if approved by the Graduate Coordinator. A students course program must contain five courses from the list approved by the EM Committee, except that students may substitute up to one graduate technical course from the Faculty of Engineering. The sixth course may be selected at the students discretion. Hence an M.Sc. in EM student can develop a program that includes 2/3 management related courses and 1/3 technical related courses should they choose to do so. Note that any other course substitution (i.e. getting credit towards the above requirements from a course other than one on the list approved by the EM Committee or a technical course in the Faculty of Engineering, or getting approval for a variation in degree requirements) requires the written approval of the Graduate Coordinator. Responsibility for initiating a request for a course substitution or variation in degree requirements lies with the student. Any such request should be made and processed prior to enrolling in a course. It is the responsibility of the student to ensure that they fulfill their program requirements. Students wishing to enroll in any course that is part of the MBA program offered through the School of Business must apply to do so through the Graduate Coordinator, not directly to the School of Business. The Coordinator will work with the School of Business to determine availability. Note that no spaces in daytime MBA courses are available to any registrants in the Faculty of Engineering; limited spaces are available in evening courses that are part of the part time MBA program. M.Sc. students must complete a thesis meeting the requirements of the Faculty of Graduate Studies and Research.

PhD Degree Requirements The normal requirements for course work after a Bachelor's degree are *30 credits (ten graduate courses). The normal requirements after a Master of Science degree are *18 credits (six graduate courses). Courses require the approval of the supervisor and the Department Graduate Coordinator. Additional courses may be required by the Supervisor, Graduate Coordinator or the Thesis Supervisory Committee. In addition candidates must prepare and defend a thesis of high calibre on an approved topic. It is the responsibility of the student to ensure that they fulfill their program requirements. The minimum period of residence is one academic year of full-time attendance at the University of Alberta. Core Courses in Engineering Management Four core areas in Engineering Management are:

Financial management People management Operations or Project Management Simulation / optimization / operations research. Others may be

Courses that satisfy these core requirements are listed below. admissible.

Core Area
Financial Management

Engineering Management Courses

ENG M 620 (Note 1)

Alternate Courses
ACCTG 501 Other advanced ACCTG or FIN course SMO 500 Other advanced SMO courses CIV E 601 MGTSC 626 MGTSC 655 MGTSC 661

People Management

ENG M 655 ENG M 657 ENG M 501 ENG M 508 ENG M 510 ENG M 514 ENG M 516 ENG M 530 ENG M 612 ENG M 630 ENG M 607 ENG M 540 ENG M 541 ENG M 643 ENG M 611 ENG M 646 (Note 2)

Operations or Project Management

Systems / Simulation / Optimization / Operations Research

CH E 555 CH E 654 CIV E 603 CIV E 606 CIV E 607 MGTSC 531/41 MIN E 640

Area Financial Management

Engineering Management Courses ENG M 620

Alternate Courses ACCTG 501 Other Advance ACCTG or FIN course, with approval ORGA 503/4 ORG A 633 ORG A 634 ORG A 652

People Management

ENG M 650 ENG M 655 ENG M 657

Core Area Operations or Project Management

Simulation / Optimization / Operations Research

Engineering Management Courses ENG M 501 ENG M 516 ENG M 530 ENG M 630 ENG M 632 ENG M 540 ENG M 646 (Note 1) ENG M 541

Alternate Courses CIV E 601 MGTSC 626 MGTSC 655 MGTSC 661 CH E 555 CH E 654 CIV E 603 CIV E 606 CIV E 607 MGTSC 531/41 MIN E 640

Note 1: ENG M 646 is normally intended for M.Sc. candidates only; M.Eng. students wanting to take ENG M 646 require the consent of the instructor. Additional Student Responsibilities Each student enrolled in the EM program is expected to consult once per year with the Graduate Coordinator. MEng students will likely consult with a designate. Note that in light of the geographical range of part time students, this consultation can be by phone, e-mail, mail/fax, or in person. Responsibility for initiating this consultation lies with the student. Under normal circumstances, this consultation should take place in August or early September of each academic year. The purpose of the annual consultation is to review: The students current proposed curriculum. Each student is specifically expected to review his/her proposed program against the degree requirements identified above, to discuss any discrepancies with the Graduate Coordinator, and to obtain written approval for any discrepancy. As noted above, responsibility for initiating a request for a course substitution or variation in degree requirements lies with the student; such requests should be made and processed prior to enrolling in a course. The students proposed capstone project or thesis topic and supervisor. The students planned completion date. Any other issues of concern or interest to the student.

Specific Regulations
1. INTRODUCTION The purpose of this manual is to provide students with a statement of the rules and policy for graduate study in Engineering Management, a program offered through the Department of Mechanical Engineering. This information is meant to supplement the University Calendar, which is the primary document describing course and program requirements. This manual is concerned with program, course, and examination requirements that are specific to this program For other information students can consult the following: Graduate Program Manual of the Faculty of Graduate Studies and Research (FGSR) Program Manual for Graduate Studies in Mechanical Engineering International Center Thesis Guidelines, FGSR website University Teaching Services) Regulations Governing Graduate Assistantships (FGSR) The Engineering Management Program is open to candidates who have an undergraduate degree in any engineering discipline. Engineers frequently follow a career path that sees them moving from technical work to technical management, and often into business management and senior executive positions. The purpose of the Engineering Management Graduate Program is to provide additional training to engineering graduates to help them perform more effectively in management roles. Because of the wide diversity of management roles open to engineers, the Engineering Management program places an emphasis on diversity in course offerings. Students may focus on areas of study that are of particular interest and use to them. For an outline of the Engineering Management Program, see the Program Overview, which covers course requirements, core courses, and the administrative functioning of the program. Appendix 1 summarizes the courses that are automatically recognized within the Engineering Management Program; additional courses may be recognized with the approval of the Assistant Graduate Coordinator for the EM Program. Students in the M.Sc. Program in Engineering Management will have a supervisor for their thesis who will, in addition, provide supervision of the overall academic program of the student. Given that the graduate student/supervisor relationship is special, some guidelines for the conduct of supervisors and graduate students are outlined below. Graduate students experiencing difficulty in the administration of their program are encouraged to consult with the Assistant Graduate Coordinator of the EM Program, the Graduate Coordinator of the Department of Mechanical Engineering, or the Chair of Mechanical Engineering. Early resolution of conflicts or misunderstandings is clearly beneficial to all involved.
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Students in the M.Eng. Program in Engineering Management will have a supervisor for their capstone project. However, the supervisor of the capstone project does not serve as a supervisor of the overall academic program for the student. This role is filled by the Assistant Graduate Coordinator of the EM Program. Some but not all students in the EM Program may have duties as teaching assistants. Those students asked to serve as teaching assistants should request a copy of the Program Manual for Graduate Study in Mechanical Engineering, which has additional information on duties and expectations for this role.

2.

ADMISSION, PROMOTION, PROBATION AND LENGTH OF PROGRAM Admission

2.1

Work experience is recognized as a significant component of admission requirements. The minimum Grade Point Average (GPA) required for admission to the Engineering Management Program is 3.0/4.0 Applicants whose entrance GPA does not meet this minimum but with strong supporting documentation (e.g. letters of reference, industrial experience) could be admitted on a probationary basis. Students not admissible on a probationary basis have the option of taking selected courses as a special student to demonstrate their capability and competence for graduate work in Engineering Management. However, a student taking courses as special student will not have been admitted to the Faculty of Graduate Studies and Research, and hence will not be enrolled within the Engineering Management Program, until such time as admission is granted based on academic performance. 2.2 Promotion

To continue in the Engineering Management Program, the minimum required cumulative GPA is 2.7 for students registered in the M.Eng. Program, 3.0 for students registered in the M.Sc. Program, and 3.3 for students registered in the Ph.D. Program. The cumulative GPA is evaluated at the end of each term. Students falling below the minimum level will be placed on academic probation for one term, during which they must raise their cumulative GPA above the appropriate minimum level. Regardless of the student's category, while registered in the Faculty of Graduate Studies and Research the passing grade in any course taken is a grade of C+. 2.3 Academic Probation

A student who has been placed on academic probation must, by the end of the probationary term, obtain the required GPA in order to clear probation. If a satisfactory GPA is not achieved, the Graduate Coordinator and Chair of the

Department of Mechanical Engineering may recommend to FGSR whether the students program should be changed (e.g. M.Sc. to M.Eng.) or the student should be required to withdraw from the program. 2.4 Length of Program

The Faculty of Graduate Studies and Research sets a time limit on the overall length of a thesis-based Master's program of four years, measured from when the student is first admitted to the program. The time limit for an M.Eng. program is six years in order to accommodate the high number of part-time students in this program. The time required to complete the PhD will vary with the individual candidate; however, a minimum of 30 months is normally required. The maximum time permitted is six years. 3. REGISTRATION PROCEDURES

All new graduate students must take part in a counselling session with the Assistant Graduate Coordinator of the EM Program (and/or the student's supervisor, if one has been previously arranged) to establish a suitable program of courses and answer other questions the student may have. This session can be done by e mail, phone or personal meeting; prior to the meeting the student should prepare a proposed list of courses he/she is interested in taking, and a potential topic for a capstone project if pursuing the M.Eng. degree. The Graduate Coordinator can also help identify individuals in the Faculty of Engineering or Faculty of Business that the student can contact as a possible project or thesis supervisor. Not all graduate courses listed in the Calendar are given every year. If a course identified with the Graduate Coordinator or thesis supervisor is not available, the student should contact this person and discuss program changes. Please note that it is the responsibility of each student to ensure that their program satisfies the requirements set out by FGSR and the Mechanical Engineering Department. Students who are having difficulty in a course are encouraged to discuss the situation with the instructor and/or the Graduate Coordinator or thesis supervisor. Any course withdrawal form must be reviewed and approved by the Graduate Coordinator prior to being reviewed by the Graduate Coordinator and by FGSR.

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4.

APPOINTMENT OF SUPERVISOR

All full time M.Sc. students should be associated with a faculty member by the end of the first term (4 months) of starting course work. Part-time students, particularly those in the M.Eng. program, need only identify a project/thesis supervisor when they are about to commence this portion of their program. It is the supervisor's responsibility to notify the office staff when a supervisory arrangement has been made so that the appropriate FGSR forms may be completed. It is a good idea for each student to confirm that the supervisor has complied with this requirement. For full time students, if a supervisor has not been officially appointed by the appropriate time, students will be informed in writing and will be required to meet with the Graduate Coordinator to discuss the situation. If a supervisor cannot be found within the Department, the Coordinator may recommend a change in the degree program and/or withdrawal of any funding arrangements.

5. 5.1

DEGREE REQUIREMENTS Course Requirements

All degree course requirements are outlined in the Program Overview. 5.2 Project Requirements for M.Eng. in Engineering Management

M.Eng. students register in MEC E 910 Directed Research Project in the term when they will submit their M.Eng. project. (MEC E 910 has a course weight of three, making it equivalent to one normal course in terms of fees and course weight.) There is no final oral associated with the M.Eng. Capstone project, but the project report must be read and approved by two readers, one of whom must be a department member. Students should register in Mec E 910 only when they are sure the final project will be submitted in the same term. Otherwise, additional fees may be assessed. 5.3 Thesis Requirements for M.Sc. in Mechanical Engineering

Thesis requirements for the M.Sc. degree are laid out in the Calendar and in the Thesis Manual of FGSR. An oral defence of the M.Sc. thesis is required. The structure of the final oral exam is discussed in Appendix 3. 5.4 Full Time vs. Part Time Enrolment

The University defines Full Time as enrolment with a total weight of 9. A typical course has a weight of 3. Any total number of units less than 9 per term defines the student as Part Time. Note that course weights are not the same as fee index units.

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See Section 2.11 THES 90x Courses for information on using THES 90x courses to maintain full time enrolment. M.Sc. Students who have completed their course work and are working on their thesis research the majority of the time and meeting regularly with their supervisor should be registered full time. In addition, full time registration is usually required if you hold a scholarship or are a visa student. For M.Sc. Students who have met their course requirements, part time registration is usually reserved for those who cannot spend the majority of their time on thesis research due to job commitments or some other exceptional circumstances. It is generally not department policy to provide funding for part time M.Sc. students. In addition, Revenue Canada will not allow you to claim the monthly education deduction if you are not registered full time. 5.5 Residency Requirement

The M.Eng. In Engineering Management has no residency requirement. The M.Sc. in Engineering Management has a residency requirement of two terms of full time registration; exceptions require the approval of the Graduate Coordinator and Chair of the Department of Mechanical Engineering. The minimum period of residence for PhD students is one academic year of full-time attendance at the University of Alberta. 5.6 Continuous Enrolment

All students are required to register at least once in any September - August period; this includes part-time course based programs. Students in thesis-based programs must register in something each term, whether part-time or full-time. Failure to register in any academic year will be interpreted by FGSR as a withdrawal and the student will have to apply for re-admission and pay an FGSR readmission fee. FGSR has a Continuous Registration fee that will allow registered students to maintain their student privileges when not taking any other courses. 5.7 THES 90x Courses

Some students in the M.Sc. thesis-based program will take fewer than three courses per term but wish to be categorized as Full Time (for example, for immigration, student loan or scholarship purposes). Students can register in a course called THES 90x where x = 3, 4, 5 ... 9 and is the weighting unit. FGSR also requires a minimum amount of THES registration. Students must be registered in THES 9xx for the term in which they submit their thesis. Also, all Masters programs require a minimum of 24 in course and THES 90x weight. Hence, an M.Sc. student taking 6 courses (18) would require 6 of THES 90x registration. Students in course-based programs, (M.Eng. students), cannot register in THES 90x. Any student in a course-based program taking fewer than 3 courses is therefore

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classified as part time. Note that this can have ramifications on visa status or student loans. 5.7.1 THES 919

FGSR has created a special full-time status "course" called THES 919, which will be assessed the Reduced Thesis-Only Fee. This fee is substantially lower than the Instructional Fee per term, assessed for THES 909. Details can be found on the FGSR website http://www.gradstudies.ualberta.ca/regfees/fees/thesis919.htm. In order to be eligible for the Reduced Thesis-Only Fee, the students must meet the following criteria: the student must be a PhD or MSc student the student must have been registered full-time (minimum of 9 course/thesis weights per term) in their graduate program in a minimum of four Fall or Winter terms for PhD students and two Fall or Winter terms for MSc students and have been assessed at least 18 units of fee index in each of those terms (equal to 9 course units). 5.8 Transfer and Advanced Credit

Requests for transfer and/or advanced credit must be approved by FGSR. For thesisbased programs, a maximum of two courses (weighting of 6) can be applied to a program. For course-based programs, the maximum number of transfer/advanced credit courses is effectively 3 courses, unless the Graduate Coordinator has required the student to take more than the minimum 9 courses. 6 6.1 EXAMINATION REQUIREMENTS Master of Engineering in Engineering Management

A minimum of two readers, one of whom is the project supervisor, must approve the M.Eng. project report. The Project Supervisor may require an additional reader. There is no oral defence. One copy of the project report signed by the two readers must be provided to the graduate secretary of the department prior to graduation for retention in the Department of Mechanical Engineering. 6.2 Master of Science in Engineering Management

An oral defence of the thesis is a program requirement. The purpose is to ensure that the thesis research is of high quality, that the student carried out the work, the student understands and can interpret the results, and the thesis is written in a clear and concise manner. The procedure followed for the M.Sc. oral examination is outlined in Appendix 3.

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6.3

PhD in Engineering Management

Students are admitted to the doctoral program based on the assumption that they hold a Master's degree, or equivalent, from an approved University. In addition to the required course work described above, all doctoral students must pass an oral candidacy examination and a final thesis defence. Full details of the procedures followed in each of the above examinations are given in Appendices 3 and 4, respectively. Briefly, the main features of these exams are as follows: (a) The candidacy exam will normally be scheduled between eighteen (18) and twenty-four (24) months after the student enters the doctoral program. It should occur after completion of the bulk of the student's course work and some progress has been made on the topic of research. This oral exam is intended to ensure that the student has adequate preparation to proceed with the thesis research. For further details on this exam, see Appendix 3. Once the candidacy exam is passed, the department will send a notice to the FGSR indicating successful completion of the candidacy. This comment will be reflected on the student's transcript. The candidacy exam is an important milestone in a student's program. Failure to hold the exam within the time frame given above will result in action by the Graduate Coordinator and/or Department Chair.

(b)

The oral defence of a PhD thesis is according to the procedure outlined in the Faculty of Graduate Studies and Research Calendar, sections 203.12 and 204.2. Further details are given in Appendix 4. OTHER REQUIREMENTS Academic Integrity and Ethics Training

7 7.1

Ethics and academic integrity training is mandatory for all newly-admitted U of A graduate students who started their program on or after September 1, 2004. Each student is normally expected to complete the equivalent of at least eight (8) hours of structured academic activity to meet this requirement. Masters students must obtain this minimum of 8 credit hours before submitting thesis or report for examination and PhD students before taking the candidacy exam. The training includes two sessions: Session 1 below is offered by the University and can be taken anytime through WebCT. Session 2 is registration in ENGG 600. University-wide WebCT course, to be available in Sept. 2004 The course covers the following topics: conflict of interest, graduate studentfaculty relationships, intellectual property and credit, conflict resolution, and integrity and scholarship. Students will receive certification of 5 credit hours upon completion

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of the entire session. Registration in ENGG 600 Engineering Ethics and Integrity This course will be scheduled for January terms. Graduate students should register for this on Bear Tracks. In exceptional circumstances such as full-time employment far from campus, special arrangements may be made, but must be approved in advance. 7.2 Wall Poster

It is a department requirement for M.Sc. and Ph.D. students to prepare and present a wall poster on their thesis research before their oral defence. The format of the wall poster will be specified by the Department. Instructions on the steps to be followed in creating a research poster in the desired format can be found on the department web site under the link to Graduate Studies in Mechanical Engineering and Engineering Management. A copy of this wall poster will remain in the Department of Mechanical Engineering for display. Students must provide the Graduate Coordinator with an electronic copy of their poster. It is the students responsibility to provide the supervisor with the hard copy of the poster for display. 7.3 TA Orientation Classes

Effective September 2006, all students accepting a teaching assistantship from the Department of Mechanical Engineering must have completed at least five Teaching Assistantship Orientation classes offered by University Teaching Services. These classes are offered in a few days prior to the start of each term. The classes are typically 1.5 hours in duration and details of the potential topics are found at http://www.ualberta.ca/UTS/Programs/GTA_Orientation/gta.htm. These classes can be highlighted as part of your educational experiences, especially for those planning an academic career. Failure to take the orientation classes may result in the teaching assistantship being given to another student.

8 8.1

GUIDELINES FOR THESIS SUPERVISORS AND M.Sc. STUDENTS Supervisors

A supervisors primary task is to provide an environment for the student that is conducive to research and in which the student can grow intellectually. This includes the following: (a) Provide appropriate guidance to the student on the nature of research and the standard expected, and be accessible to give advice and constructive criticism. At the beginning of the supervisory relationship, the student

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should be made aware of the normal expectations held by the supervisor and the department. (b) With the student establish a realistic timetable for completion of various phases of the program. (c) Consider a graduate student as a "junior colleague in research". (d) Ensure that there are sufficient material and supervisory resources for each graduate student under supervision. (e) For doctoral students, work with the student to establish the supervisory committee within one year after the start of the program and ensure that it maintains contact and formally meets with the student at least once a year. Inform the supervisor regularly about progress. PhD students must provide the supervisor with semi-annual reports for distribution to the supervisory committee (one of these should be just before the committee meeting arranged by the supervisor). (f) When going on leave or an extended period of absence, ensure that the student is adequately supervised by the provision of an acting supervisor (who should be a member of the supervisory committee). (g) Ensure that the student is aware of his/her guidelines (as listed below) and, when necessary, assist the student in meeting these. (h) Set up committee meetings and examinations after consultation and with full knowledge of the student. Students must be given sufficient advance knowledge of oral examinations (minimum 4 weeks). 8.2 Graduate Students

All graduate students should make themselves aware of the contents of the graduate portions of the University Calendar. Graduate students take full responsibility for their own programs (course and program requirements, meeting program milestones, etc.). In addition, graduate students should: (a) Maintain open communication with their supervisor and the Assistant Graduate Coordinator concerning any problem either real or perceived. (b) Inform the supervisor regularly about progress. (c) Make research results accessible (beyond their appearance in a thesis) to an appropriate audience.

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(d) Be aware of deadlines for possible scholarship applications, and to seek advice and assistance from the department in making applications, etc. 8.3 Thesis Requirements (a) Arrangements and expenses for thesis preparation, including typing, production of photographs and tables, and duplicating are the responsibility of the student. Instructions regarding thesis format and methods of thesis reproduction are available on the FGSR website . It is the responsibility of the student to present three copies of the thesis to the Faculty of Graduate Studies and Research for approval before the copies are bound. b) All department keys must be returned upon completion of the degree.

FINANCIAL SUPPORT

9.1 Eligibility and Sources The Engineering Management Program and the Department of Mechanical Engineering do not provide financial assistance to M.Eng. students except in exceptional circumstances. They endeavour to provide financial support to as many M.Sc. graduate students as possible. Sources of funding available to the department include: (a) (b) (c) Graduate Teaching Assistantships; Graduate Research Assistantships from University sources (normally during the summer months); and Graduate Research Assistantships from research grants and contracts held by individual faculty members.

The department has a limited number of Teaching and Research Assistantships. All full-time M.Sc. students in the graduate program are automatically considered for support by the department. Assistantships from grants and contracts held by individual faculty members are obtained through application to the faculty member. Most faculty members support students who they are supervising through their research funds. Other sources of funding include: (d) (e) Research Travel Support (contact FGSR); and Scholarships (Administered by the office of Student Awards and the Faculty of Engineering).

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The scholarships and assistance available to graduate students are listed in the Awards section of the Calendar. Also consult the FGSR application for general awards (available from the Graduate Coordinator or Assistant Graduate Coordinator). Students are responsible for preparing applications for funding from these sources. Note that there are usually separate departmental and FGSR deadlines for receipt of applications.

9.2 Time Limits for Funding and Length of Program For M.Sc. students the department limits the total time over which a student can expect to receive financial support from sources (a), (b), and (c) mentioned above to 20 months following entry to the program. This time may be extended by up to 4 months upon application to the Department Chair. Note that the time is measured from when the student begins the Master's program, not from when they begin to receive any financial support.

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APPENDIX 1 List of Pre-approved Courses

University of Alberta Faculty of Engineering Graduate Program in Engineering Management List of Courses Related to Engineering Management

Notes: 1. Courses on this list are pre-approved for inclusion in the Engineering Management Program. Courses not on this list may be included in the EM program with the approval of the Graduate Coordinator, which may include written consent from a designate. 2. Core courses for the M.Eng. and M.Sc. in Engineering Management are identified in the Engineering Management Program Outline. Exemptions from core course requirements demands the written approval of the Graduate Coordinator or designate. Student should ensure that a copy of the consent is included in the student file. 3. Note that this list includes some undergraduate courses, which may be included in an EM program but which will not count towards the minimum number of required courses as identified in the Engineering Management Program Outline. 4. Courses in Italics are offered outside the Faculty of Engineering, and consent of the Instructor and/or the offering Faculty is normally required. Certain restrictions may apply for these courses, and space is usually on an as available basis. EM Students enrolling in Faculty of Business courses require an Add form to be signed by the Business Faculty. 5. MGTSC 521 is indicated as a prerequisite for some courses. MGTSC 521 is a six week course in statistical models, and other statistics courses may be substituted with the consent of the instructor. 6. Graduate level MATH and STAT courses are available in addition to the MATH and STAT courses listed below. 7. For course availability and timing check the current calendar, department website and Bear Tracks.

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No. ACCTG 501

Title Introduction to Financial Reporting and Analysis

Comments (3-0-0) Accounting informations role in recording and reporting on economic and business events including the primary financial statements: balance sheet, income statement, and cash flow. Concepts and purposes underlying financial reporting. The course begins to develop students abilities to evaluate and interpret financial information through basic financial analysis. NOTE: ACCTG 501 and ENG M 620 each cover financial analysis. Credit in the EM program would only be given for one of these. (1.5-0-0) Accounting concepts used by management in planning and decision making. The role and importance of budgeting as a tool in planning and controlling operations, and relates budgeting to the financial statements introduced in ACCTG 501. Relevant costs for decision making are introduced, with emphasis on the relationships o f cost, volume, and profit. Basic concepts underlying the design of accounting systems for measuring performance. Cases provide the context within which accounting information is generated and decision are made. Prerequisite: ACCTG 501. (1.5-0-0) New material in financial reporting and managerial accounting aids the integration of material covered in ACCTG 501 and 511. Topics that integrate with marketing, finance, and economics. Factors affecting the selection of accounting policies and their informational effects for external users. Similar issues are approached from an internal management perspective including an analysis of factors that influence the design of accounting systems. Prerequisite: ACCTG 511. (1.5-0-0) An introduction to the economic theory of renewable and non-renewable resources. Topics include resource supply and competitive market equilibrium, taxation of natural resource rents, and natural resource pricing. The role of resources and macroeconomy is explored using simple competitive models that consider varying resource grade, uncertainty, and technological change. (1.5-0-0) The economic theory of externalities and how alternative policy instruments such as taxes, tradable permits and regulatory standards are used to deal with externalities. Topics include current environmental issues such as competing in land uses, toxic emissions, water pollutions, Sulphur Dioxide and climate change. Environmental policies and policy debates are also discussed.

ACCTG 511

Accounting Information and Decision Making

ACCTG 521

Accounting and Business Management

BUEC 561

Natural Resource Economics

BUEC 562

Environmental Economics

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No. Title CH E 555 Introduction to Engineering Optimization

Comments (3-0-0) Single and multivariable search techniques; linear programming; dynamic programming; EVOP; nonlinear programming. Prerequisites: CH E 314 and MATH 201 or consent of instructor. This course will alternate annually with CH E 654. The focus of this course is more hands on and application oriented than CH E 654. CH E 555, ENG M 640, and MEC E 612 all cover optimization techniques. Credit in the EM program would only be given for one of these courses. (3-0-0) Applications of optimization techniques to process design and operation. Multivariable search techniques; linear programming; distribution and critical path networks; nonlinear programming; dynamic programming; integer and mixed programming. Optimization in CAPD programs. This course will alternate annually with CH E 555. The focus of this course is the theoretical basis behind the applications presented in CH E 555 and emerging techniques. (3-0-0) Introduction to basic concepts of systems analysis, operations research, and decision-making as applied to civil engineering problems. Prerequisite: CIV E 290. (3-0-0) Administration of construction projects: financial control, advanced estimating, ratio analysis, cost control structures, cost planning and control, data collection and reporting, integrated project management, bid evaluation and risk analysis. (3-0-3) Application of computers to the planning, organization, and control of construction projects. Computer-aided process control. Strategies for software and hardware organization. Computer-aided information management in construction. (3-0-0). Advanced techniques used for project planning and control, applications of operations research to construction management, case studies, and applications. ENG M 630 and CIV E 605 each cover advanced project management. Credit in the EM program would only be given for one of these courses.

CH E 654 Optimization of Process Systems

CIV E 592

CIV E 602

Civil Engineering Applications of Operations Research Construction Administration

CIV E 603

CIV E 605

Computer Applications and Information Management in Construction Advanced Project Planning and Control

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No. CIV E 606

Title Design and Analysis of Construction Operations

Comments Note: Course will be renamed Systems Simulation. (3-0-0) Application of discrete event process simulation to the design and analysis of construction systems. Introduction to CYCLONE and SLAM II simulation languages. Emphasis on modeling construction technologies including heavy and highway construction technologies, building construction, underground tunneling, and trenchless excavation. (3-0-0) Planning for productivity improvement, work measurement technique, data analysis and evaluation, human behavior as a factor in construction productivity, safety in productivity improvement, computer and other tools for productivity improvement. This course will alternate annually with CIV E 654. (3-0-0) Prototyping techniques applied to the design and development of systems based on artificial intelligence techniques for use in construction. This course will alternate annually with CIV E 607.

CIV E 607

Work Improvement Studies

CIV E 654

ENG M 530

Artificial Intelligence and Automation in Construction Project Management

This course is a double numbered course and is identical to MGTSC 686 (b). This is a proposed course and has not yet been approved. (0-1s-0) Presentations by graduate students, staff, and visitors of issues and topics in Engineering Management. (3-0-0) Current theory and practice of quality management systems. Modeling of systems and supporting technologies for performance management and improvement. ISO 9000 standards, business excellence models and performance measurement. Application of quality assurance schemes in manufacturing, service and non-profit organizations. Design, implementation and improvement of assurance system using auditing and self-assessment models. Auditing standards and self-assessment guidelines. Integration of quality, health and safety, environmental, financial, and other assurance systems and supporting technologies. This course will be given as ENG M 670 in 2001/2002 only.

ENG M 601 ENG M 510

Engineering Management Seminar Quality Assurance and Assessment Systems

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No. ENG M 620

Title Engineering Economic Analysis

Comments (3-0-0) Advanced topics in engineering economics including operating and capital budgets, financial statement use by managers, replacement analysis, cost of capital and leasing. Prerequisite ENGG 310 or 401 or equivalent. Initially this course will have common lectures with ENGG 401, plus extra seminars and a special assignment. The course will cover analysis of financial statements with an emphasis on implications for management action, engineering economics (investment analysis), and marketing. Initially credit will not be given for ENG M 620 to students who have taken ENGG 401 or an equivalent course. These courses are the compressed format of ENG M 620. There is no plan to offer the compressed format of ENG M 620 at this time. (3-0-0) This course involves study of the management techniques that are particularly relevant to the design, development and control of engineering projects. Special attention will be given to network (CPM, PERT) systems and the use of computers for time and cost control. This course will alternate annually with MEC E 650. ENG M 630 and CIV E 605 each cover advanced project management. Credit in the EM program would only be given for one of these courses. (3-0-0) The applications of optimization methods in solving engineering management problems. Both modeling techniques and algorithms will be covered. Linear programming, non-linear programming, dynamic programming, integer programming, stochastic programming, genetic algorithms, heuristic methods, queuing theory and other new optimization methods. Credit may not be obtained in both Eng M 640 and MEC E 612. Prerequisite: MP E 497, MGTSC 352 or equivalent. CH E 555, ENG M 640, and MEC E 612 all cover optimization techniques. Credit in the EM program would only be given for one of these courses. (3-0-0) Design concepts for management systems, philosophy of engineering management, the management function, matrix management, management by objectives. This course will alternate annually with MEC E 630.

ENG M 621 and ENG M 622 ENG M 630

Engineering Economic Analysis

Project Management

ENG M 540

Optimization Models and Algorithms

ENG M 650

Managing in a Technical Environment

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No. ENG M 655

Title Personality and Management

Comments (3-0-0) Note: this is a proposed course and is not yet approved at the Departmental level or higher. This course explores seven theoretical approaches to human personality and explores the implications of each theory for the management of people within an organization. Theories of management style and a brief history management style are also covered.

ENG M 660

Special Topics in Technology Commercialization

This course is a double numbered course and is identical to ORG A 686 (b). This is a proposed course and has not yet been approved.

ENG M 665

Introduction to Intellectual Property and New Technology Commercialization

This course is a double numbered course and is identical to ORG A 686 (a). This is a proposed course and has not yet been approved. (3-0-0)

ENG M 666 ENG M 670 ENG M 680 FIN 521

FIN 531

Knowledge Management Advanced Topics in (3-0-0) Engineering Management I Advanced Topics in (3-0-0) Engineering Management II Financial Valuation This course introduces the valuation of financial assets such as bonds and stocks. Similar techniques are used to value capital investments. Both private and public sector applications are considered. Fundamental concepts in asset valuation, such as diversification strategies, are discussed within the context of simple asset pricing models and efficient financial markets. This course contains computer assignments and requires the use of spreadsheets. Pre or co-requisites: BUEC 501, MGTSC 521. Financial Financial market efficiency is reviewed in the context of a firms Management cost of capital. Further topics include the issuing of financial securities, leverage, and dividend policy. Methods of risk management, including the use of derivative securities, are discussed. This course contains some computer assignments. Prerequisite: FIN 521.

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No. MARK 501 and 511

Title Principles of Marketing and Marketing Management

Comments 501: (1.5-0-0) This course covers basic concepts in marketing, including marketing orientation, relationship marketing, the marketing research process, consumer vs industrial marketing, uncontrollable vs controllable variables, market segmentation, and development of a marketing plan. The course also introduces marketing in special contexts such as not-for-profit, international services, and environmental. 511: (1.5-0-0) This course addresses in detail the concept of the marketing mix: product, price, place, and promotion. While each of these elements is covered separately, the need to synchronize them is emphasized. The course focuses on implementing the marketing mix. Prerequisites: MARK 501, MANEC 501. These two courses are each 1.5 credits, and to qualify for the EM program the pair must be taken. (3-0-0) Development, management and pricing of interrelated goods and services. New product development, pricing strategies for new products, managing a product portfolio, bundling of goods and services and pricing the bundles, and tailoring price and product to different segments. Prerequisites: MARK 502,511, MANEC 511. (3-0-0) Introduction to optimization. Problem formulation. Linear programming. The simplex method and its variants (revised Simplex method, dual simplex method). Extreme points of polyhedral sets. Theory of linear inequalities (Farkas Lemma). Complementary slackness and duality. Post-optimality analysis. Interior point methods. Applications (elementary games, transportation problems, networks, etc. Pre or corequisites: MATH 120 or 125 or equivalent; any 200 level MATH course. Maximizing and minimizing functions of several variables (with or without constraints). Optimality conditions (necessary, sufficient, Karush-Kuhn-Tucker conditions). Iterative methods for unconstrained optimization. Penalty methods for constrained optimization. Trust region methods. Convex sets, convex functions, convex programming, and dual convex programs. Dynamic programming. Applications. Prerequisites: MATH 215 or 217 and MATH 373. (3-0-0) Discrete time price processes. Pricing and hedging. The binomial model. Elements of continuous time stochastic calculus. Log-normal price processes. The Black-Scholes formula. Hedging in continuous time. Martingale representation. American Options. Optimal stopping results. Term structure of interest rates. Applications of filtering, etc. Prerequisite: MATH 417 or STAT 571 or consent of department.

MARK 664

Product Management and Pricing

MATH 373

Mathematical Programming and Optimization I

MATH 374

Mathematical Programming and Optimization II

MATH 515

Introduction to Mathematical Finance

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No. MEC E 513

Title Production and Operations Management

MEC E 514

Reliability and Maintainability

MEC E 612

Engineering Optimization

Comments (3-0-0) Production and operations management, analysis, and design of work, forecasting, inventory management including MRP, JIT, and Kanban, maintenance management, facility layout, operations scheduling, and project planning and management. Prerequisites: MEC E 310 and STAT 235 or equivalent. (3-0-0) The study of reliability in engineering design, definitions of reliability, maintainability, hazard functions, failure rates, frequently used probability distributions, the economics of reliability and maintenance, single and multiple component systems. Prerequisites: STAT 235. (3-0-0) The applications of optimization techniques in solving engineering problems. Linear programming, non-linear programming, dynamic programming, integer programming, stochastic programming, genetic algorithms, heuristic methods, queuing theory, and new optimization methods. Credit may not be obtained in both ENG M 640 and MEC E 612. Prerequisite: MP E 497, MGTSC 352 or equivalent. CH E 555, ENG M 640, and MEC E 612 all cover optimization techniques. Credit in the EM program would only be given for one of these courses. (1.5-0-0) This course provides an overview of probability theory. A survey of decision theory, computer simulation and central management science concepts and techniques is included. The student is introduced to concepts using a variety of cases and assignments. Formulation of problems and interpretation of results are stressed. Computer spreadsheet software is used throughout. Not open to students who have completed MGTSC 501. Prerequisite: MGTSC 521. (1.5-0-0) This course focuses on the creation and delivery of goods and services. The emphasis is on the analytical solution methods for strategic and tactical decisions. Specific modules may include forecasting, project management, facility location, aggregate planning, scheduling, inventory management, distribution, and transportation. A number of cases will be introduced and models of realistic problems will be implemented on microcomputers. Prerequisite: MGTSC 531 (3-0-0) This course is a blend of both experiential learning and theory with the objective of making the student more effective in all types of bargaining. A study of positive theories on how to improve negotiation skills will be combined with analytical models of the game theoretic structure of bargaining. Through this mix of theories and several case studies and bargaining exercises, students will see both the opportunities for joint gain (win-win) and the constraints which can lead to inferior outcomes. Prerequisite: MGTSC 531 and BUEC 501.
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MGTSC 531

Decision Analysis

MGTSC 541

Production and Operations Management

MGTSC 604

Bargaining and Negotiation

No. MGTSC 626

Title Service Operations Management

MGTSC 632

Simulation and Computer Modelling Techniques in Management

MGTSC 661

Distribution Management

MGTSC 665

Management of New Technology

MGTSC 667

Analytical Techniques for Management Consulting: A Problem Solving Approach

Comments (3-0-0) This course introduces tools that managers can use to increase profits from operating decisions in service businesses and other service organizations. These decisions range from strategic (where to locate, what to sell) to tactical (how to schedule employees for the coming week). The course will emphasize realistic business projects and the use of easily available software tools. Examples of topics are models to describe and reduce congestion, workforce scheduling heuristics, and selected marketing models. Prerequisite: MGTSC 541 (3-0-0) This course will discuss computer modelling of management systems in such functional areas as accounting, finance, marketing, and production. Basic concepts of deterministic and probabilistic (Monte Carlo) simulation and their applications will also be covered. Micro computer implementations of case studies using spreadsheets will be particularly emphasized. A term project will be required. Prerequisite: MGTSC 541 (3-0-0) This course will deal with the economically efficient distribution of goods and services from their points of creation to the customers. Topics will include strategic decisions, such as aggregate distribution plans and warehouse location, as well as operational decisions, such as selection of delivery routes and dispatching. This course has a significant microcomputer component. The potential of geographic-information-systems as a profit tool will be demonstrated. Prerequisite: MGTSC 541 (3-0-0) In many firms, new technology has the potential to increase competitive advantage. This course looks at the development of products and services which embody new scientific and technical information, and the incorporation of upto-date technical information in manufacturing and distribution systems. The main thrust of the course will be decisions on the profitable development and adoption of new technology, but there will also be some consideration of policies for governmentbusiness cooperation in stimulating and using new inventions and discoveries. The course will include a mix of cases and lectures designed to focus on the significant ways in which new technology can increase profit potential. Prerequisite: MGTSC 541 (3-0-0) This case based course covers the most popular analytical problem-solving techniques used in management consulting, such as regression, simulation and optimization. The goal is to train the students to become better problem solvers. Prerequisite: MGTSC 541 or permission of instructor.

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No. MGTSC 668

Title Management Consulting Project

MGTSC 686 (b)

Selected Topics in Management Science: Decision Support Systems Introduction to Management Information Systems

Comments (3-0-0) This project course covers quantitative approaches to operational problems. The end product may be a study addressing a strategic question, or a computational tool designed to solve a tactical problem. Prerequisite: MGTSC 667 or permission of instructor. (3-0-0) Topics in this seminary may vary from year to year and are chosen at the discretion of the Instructor. Note that MGTSC 686 (a) is a double numbered course and identical to ENG M 530: Project Management. (1.5-0-0) This course is designed to equip students with a basic knowledge and understanding of the management of information systems in modern organizations and to prepare them to function as knowledge workers in the information age. The course has three modules: the strategic importance of information technology, the development and implementation of an information technology plan and the basic components of the information technology infrastructure. Each module concludes with a case discussing the main points with which managers must be concerned. (3-0-0) The seminar will consider a wide range of topics concerned with information systems. These will include technology and file systems, data modeling, databases, expert systems, systems analysis and system development life cycle, as well as the organizational and behavioral issues connected with the structure and efficiency of organizations. The seminar will also help students to develop analytical skills which can be brought to bear on MIIS problems. Prerequisite: MGTSC 521. (1.5-0-0) This course looks at options relevant to staffing, performance management, reward systems, and labour relations in relation to organizational strategy. It addresses current issues such as workforce diversity, worker empowerment, incentive schemes, and labour-management partnerships, and how they affect organizational functions. (1.5-0-0) This course examines research on human behavior in organizations as it applies to individual motivation and to organization effectiveness. It provides a framework for senior executives and supervisors alike for designing and implementing an organizations human resource management systems. Topics include job design, team management, delegation, decision making, goal setting, performance measurement, performance appraisal, communication, and conflict management. (1.5-0-0) This course examines the nature of technological innovation within different industrial settings. Early sessions focus upon theories of technological discontinuities and patterns of industry transformation. Later sessions examine the different stages of technology commercialization in selected industries.
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MIS 541

MIS 611

Seminar in Information Systems

ORG A 503

Strategic Human Resource Management

ORG A 504

Elements of Organizations

ORG A 515

Fundamentals of Technological Innovation and Commercialization

No. ORG A 616

Title Performance Management and Rewards

SMO 631

New Venture Creation and Organization

SMO 632

Managing for Quality

SMO 633

Managing Organizational Change

ORG A 634

Managing Professional Service Firms

ORG A 635

Managing International Business Management and the Natural Environment

ORG A 636

Comments This Human Resource Management course focuses on how organizations design and manage a performance management system. It presents an overview of current issues in the field, such as performance evaluation, compensation planning, internal consistency, external competitiveness, individual equity and benefits. (3-0-0) This course concentrates on the development of a new enterprise and the management of an existing small business. Casework and projects enable students to assess the opportunities, risks, and capabilities necessary for entrepreneurial success. The course emphasizes managerial and strategic problems during the early years of business formation and growth, including business planning. The course emphasizes the interface between theory and practice. (3-0-0) This course examines what quality management is, how it is used to improve performance, and how an organization can transform itself to a quality management orientation. In addition, the history of management thought related to quality management including that of prominent figures such as Taylor, Deming, and Juran is explored. (3-0-0) This course examines organizational change, e.g. how organizations make transitions from one state to another. There is also a focus on understanding how management goes about changing corporate culture, organization structure and management systems. (3-0-0) This course examines the managerial practices of professional service firms, with particular reference to accounting, law, engineering and management consultancy firms. The course explores the distinctive tasks and governance structures of professional service firms and how these influence the strategic and functional (e.g. marketing, human resource management, quality control) areas of management behavior. Particular attention is given to the problem of innovation and creativity of management practice. (3-0-0) This course examines selected topics in managing an international business. It provides an overview of the primary issues. Additional selected topics will be chosen in consultations with the students. (3-0-0) This course is an introduction to the global environment crisis and its impact on managers and organizations. It explores the key issues of the day, including atmospheric issues, biodiversity, hazardous waste, and energy consumption. It also explores solution spaces including the concept of sustainable development, economic instruments, regulatory systems, full cost accounting, and international governance.

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No. ORG A 652

Title Leadership Skills

ORG A 653

ORG A 657

Leadership Concepts in Organizational Settings Interpersonal Communication and Team Management

ORG A 686 (a) and (b)

PET E 684

PET E 685

STAT 221

Introduction to Intellectual Property and New Technology Commercialization, and Special Topics in Technology Commercialization Oil and Gas (3-0-0) Economic structure of the petroleum industry; oil and Property Evaluation gas land tenure; factors influencing oil economics; time value of money; taxation of oil and gas properties and income; engineering analysis; application of data in the analysis; estimation of costs; evaluation of processing facilities; analysis of profitability; risk and decision analysis in evaluations; the evaluation report. Note: Not open to students with credit in PET E 484. Advanced (3-0-0) Decision analysis and project profitability criteria; Economic technical, cost, and venture feasibility studies; current economic Evaluation of evaluation methods; risk and uncertainty analysis; advanced Mineral Resources economic evaluation methods; case studies in mineral economic evaluations. Applied Probability (3-0-2) Probability models; distribution of one and two random variables; moment generating functions; specific distributions; uniform, binomial, geometric, Poisson, exponential, normal etc. Markov chains and simple queues. Various applications are considered with emphasis on the analysis of computer systems; simulation techniques are used and the algorithmic approach is used throughout the course. Pascal is used in laboratory periods. Note that enrollment in this course is restricted, and consent of the instructor will be required.
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Comments (3-0-0) The purpose of this course is to increase the student's understanding of leadership roles and skill in exercising these roles. These include team building, mentoring, managing conflict, delegating, managing participative decision making, creative problem solving, and time and stress management. (3-0-0) This seminar provides an in-depth understanding of issues and practices related to leaderships in organizations. Classes will be a mix of small group discussion, group activities, large group discussion, and lecture. (3-0-0) This course provides the understanding of interpersonal (or face-to-face) communication process and presents opportunities for personal skill development. Students should expect to engage in role plays and to receive feedback on their personal style of communication. Topics include team communication supervisory-subordinate relationships, influence and persuasion, conflict management, and performance appraisal. These courses are double numbered and identical to ENG M 665 and ENG M 670. EM students interested in these courses should register for the ENG M course.

No. STAT 222

Title Applied Statistics

STAT 368

Introduction to Design and Analysis of Experiments

STAT 378

Applied Regression Analysis

Comments (3-0-2) Sampling distributions; estimation; hypothesis testing; linear regression. Poisson process; simple queues; models and applications which are primarily of interest to computing scientists. Prerequisite: STAT 221. (3-0-0) Basic principles of experimental design, completely randomized design- one way ANOVA and ANCOVA, randomized block design, Latin square design, Multiple comparisons. Nested designs. Factorial experiments. Prerequisites: A course in Linear Algebra and STAT 265 or equivalent and one other statistics course. (3-0-0) Simple linear regression analysis, inference on regression parameters, residual analysis, prediction intervals, weighted least squares. Multiple regression analysis, inference about regression parameters, multicollinearity and its effects, indicator variables, selection of independent variables. Nonlinear regression. Prerequisites: A course in Linear Algebra and STAT 265 or equivalent and one other statistics course.

Please note these courses are subject to change. Please check with the teaching department for details on course scheduling. In addition, registration in Business courses cannot be done on Bear Tracks but requests must be submitted by the Mec E department. Please contact Gail Anderson for details.

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APPENDIX 2 - Oral Examination Procedures (M.Sc.)

Note: Refer to the Faculty of Graduate Studies and Research Calendar, Sections 193.12 [Oral Examination] and 194.1.2 [Master's Degree - Thesis programs] for Faculty requirements on the make-up of committees and the lead time required for examination notices. For M.Sc. students, the thesis supervisor(s) and chair of the oral examination committee are NOT the same person. TIME ACTION BY EXAMINATION COMMITTEE CHAIR Go over the candidate's academic record and ensure that the degree requirements have been met. (a) Check that the room is booked. (b) See the supervisor(s) and ask him/her to prepare a summary of the candidate's academic record for the oral. Make sure the supervisor has the file. Arrange to see the candidate and explain the procedures to be followed. The candidate is expected to present a summary of their work (maximum 25 minutes, preferably shorter). The summary should outline the problem investigated, the methods used and the results obtained. Remember that the committee has read the thesis and that the purpose of the summary is for the committee to hear the student's interpretation of his/her achievements and to give the student a chance to talk and become more at ease in the room. (a) Introduce everyone, if necessary, and welcome them. State purpose of meeting. (b) Summarize these procedures for the benefit of everyone. (c) Ask candidate to leave. (d) Ask the supervisor(s) to summarize the student's academic record
32

When the supervisor requests the oral examination

Immediately after publication of the Notice of Oral (at least 3 weeks for M.Sc.)

About 1 week before the exam

In the oral examination room (first 5 minutes)

Next 5-10 minutes

pertaining to the degree being sought so that the committee members are assured that the course requirements have been met. (e) Ask candidate to return.

30 minutes maximum

Ask the candidate to give a talk of about 25 minutes on his work. Tell him/her you will give 5 minutes warning at 20 minutes, if necessary. Allow short questions only, for clarity, at this stage. Question time - normally 2 rounds of questions. Round one: (Explain to members of the committee that they must await their turn - the candidate and the questioner should not be disturbed by interruptions), approx. 10 minutes each. Start with external examiners, then go to departmental examiners, then supervisor(s) last. (Chair prompts, if necessary, if an area hasn't been covered.) Round two: if necessary, same order.

Time variable

5 minutes

Ask the candidate if he/she wishes to say anything else.

DECISION 1. Ask the candidate to leave. In the candidate's absence, ask each member of the committee:

(a) Is the candidate's general knowledge in the field of the thesis sufficient for the awarding of the degree? If reservations are expressed, determine a suitable procedure for the candidate to meet this requirement. (b) Is the thesis: (i) Acceptable as is? (ii) Acceptable with minor revisions? (iii) Requiring major revisions? If so, the committee must decide whether a re-examination is necessary,
33

or if approval can be vested in the supervisor. (iv) Not acceptable? Which will necessitate a rewrite using better information on the topic, or a new topic. "Normally, if all but one member of the committee agrees on a decision, the decision shall be that of the majority. If two or more dissenting votes are recorded, the department will refer the matter to the Associate Dean, FGSR, who will determine an appropriate course of action. - FGSR Graduate Program Manual, June 1998, p. 82. If it is known that the candidate may be interested in pursuing a doctoral degree, the committee should discuss the student's potential and make a written recommendation to the graduate coordinator via the student's supervisor. 2. Readmit candidate and explain the decision of the committee regarding the thesis.

Normally, the supervisor should locate the student waiting outside the examination room and quickly tell them the verdict. In the event of an unsatisfactory outcome, some tact will be required here. The chair of the examining committee can briefly outline the committee's decision. Further details and amplification should probably be left to the supervisor. Modifications to the thesis which are typographical in nature should be given to the candidate for incorporation into the thesis. In the event of a pass or a pass with minor modifications required, six copies of the acceptance/declaration sheet (on bond paper only) should be made available to the committee for their signature. Supervisor(s) normally withhold their signature(s) pending completion of minor corrections at the discretion of the committee. Thank everybody and close the exam. Immediately afterwards: Compile a Report of Examining Committee (which contains the examination result and recommendations). Obtain this from the department secretary. Return to secretary for typing and signing by the chair of the examination committee and the department.

COMMENTS: 1. 2. 3. Ask everybody to read section 194.1 of the University Calendar and the relevant sections of the FGSR Graduate Program Manual. Most orals take at least two hours. Make sure room booking time is adequate. Make sure the candidate knows that the supervisor(s) probably would not have called the oral if the candidate was not ready.
34

4. 5. 6.

Let the candidate use what audio-visual aids are necessary to him/her. The candidate probably knows best because it is his/her work (or should be!). Try to foster an atmosphere of relaxed confidence. Let the student answer the questions!

35

Appendix 3 - Candidacy Examination (PhD students only)

The Candidacy examination should be taken as early as possible in the student's program. At this time, most course work should be completed and the student should have spent several months performing literature search, defining the research topic, etc. The exam should be between 18 and 24 months after the student first starts the program. FGSR requires that the exam be held not less than six months prior to taking the final oral examination. Once the candidacy exam is passed, the department sends a notice to the FGSR indicating successful completion of the candidacy. The date will be reflected on the student's transcript.

Note: Refer to the Faculty of Graduate Studies and Research Calendar, Section 203.12 [Oral Examination] and 204.2.1 [The Degree of PhD (5) Candidacy Examination] for Faculty requirements on the nature of the examination, when in the students program it should be held, the make-up of the committee, and the lead time required for examination notices. See also FGSR Graduate Program Manual, (June 1998, pp 86-87), some of which is repeated below. The purpose of the candidacy examination is to assess the student's knowledge "of the discipline and of the subject matter relevant to the thesis" and the student's "ability to pursue and complete original research at an advanced level" (FGSR Manual, Section 8: Supervision, Oral Examinations, and Program Completion). The department has historically taken a broad view as to what constitutes the "discipline." Students can be expected to answer questions on a broad range of topics within the scope of mechanical engineering. Students should discuss this with their supervisor and/or a graduate coordinator well before the exam is to be taken in order to be well prepared. During the candidacy examination, only minimal attention should be given to the work done on the thesis. However, the student is required to give a 20 - 25 minute presentation on the proposed research topic. This presentation will be open to the university community. In addition, the student must prepare a one-page typed summary of his/her research topic to be given to all committee members at least one week before the examination. The student should also inquire as to the general nature of the questions to be expected from the committee members. The first round of questions will be concerned with general topics and will test the student's general knowledge of the discipline. The second and subsequent rounds of questioning will be concerned with topics related to the candidate's area of research and his/her ability to carry the research through to completion. At this stage the supervisory committee should ask questions that test the viability of the thesis proposal. Examining Committee Structure The examining committee consists of the supervisory committee, a chair, and at least two other full-time faculty members who are not on the supervisory committee. (This makes a minimum of five (5) examiners plus the Chair). The two "other" members must be independent, i.e. not involved with the candidate's research, and at least one (the "external") shall be from a department other than that in which the research is
36

being carried out. The Chair shall be a faculty member who is a member of the Department but is not on the supervisory committee. The Chair may participate in the questioning, but does NOT vote on the final decision. The Chair is responsible for the conduct of the exam and moderating the presentation and the discussion. See the FGSR Graduate Program Manual Section 8: Supervision, Oral Examinations, and Program Completion.

TIME

ACTION BY EXAMINATION COMMITTEE CHAIR When the supervisor requests the oral Go over the student's academic record examination and ensure that they have completed most, if not all, of the formal course requirements.

Immediately after publication of the (a) Check that the room is booked and Notice of Oral exam (at least 3 weeks that appropriate notices have been prior to the examination) distributed to announce the (open) seminar component of the examination to the university community. (b) See the supervisor(s) and ask him/her to prepare a summary of the candidate's academic record for the oral. Make sure the supervisor(s) has the file.

About 1 week before the exam

Arrange to see the candidate and explain the procedures to be followed. The candidate is expected to present a summary of his/her work (20 - 25 minutes), completed and proposed. This will give the student a chance to become accustomed to addressing the committee and provide a starting point for questioning. Make sure the candidate is well-prepared

On the day of the examination, in the Chair acts as moderator. Begin the examination room presentation promptly (you may wish to post a notice: 'exam in progress - do not enter' on the closed door once the presentation begins. This will avoid interruption).

37

Welcome the audience, introduce the candidate and ask the candidate to go ahead with a 20 - 25 minute presentation. Do not allow questions from the audience during the presentation. However, members of the examination committee may be permitted to ask short questions only, for clarity, during the presentation. Once the presentation is complete, invite questions from the audience (5 - 10 minutes). Following this question and answer session, adjourn the presentation and ask the non-committee members to leave.

Following the presentation, in the (a) Introduce everyone, if necessary, and examination room (committee members welcome them. State purpose of meeting. only) (first 5 minutes) (b) Summarize these procedures for the benefit of everyone. (c) Ask student to leave. (d) Ask the supervisor(s) to summarize the student's academic record pertaining to the degree being sought so that the committee members are assured that the course and other examination requirements have been met. (e) Ask student to return. Round one: (Explain to members of the committee that they must await their turn - the candidate and the questioner should not be disturbed by interruptions), approx. 10 min. each. Start with external examiners, then go to departmental examiners, then supervisor(s) last. The Chair may prompt, if necessary, if an area hasn't been covered. Round two: repeat same order. Round three: if necessary, same order. Ask student if he/she wishes to say anything else.

Next 5-10 minutes

Oral Questioning

5 minutes

38

DECISION 1. 2. Ask the student to leave. 2.1 Ask the examining committee: If the student possesses and adequate knowledge of the discipline and of the subject matter relevant to the thesis. (b) If the student has the ability to pursue and complete the original research at an advanced level. "Normally, if all but one member of the committee agrees on a decision, the decision shall be that of the majority. If two or more dissenting votes are recorded, the department will refer the matter to the Associate Dean, FGSR, who will determine an appropriate course of action." -FGSR Graduate Program Manual, June 1998, p 82. 2.2 Outline any deficiencies and determine whether they are: (a) None or Minor. (Decision: Pass) (b) Significant. (Decision: Conditional Pass) Note the deficiencies and plan for a written description of the course of action required for the student to clear the deficiencies with the supervisory committee's guidance. If the candidacy examination committee agrees to a conditional pass for the candidate, the Chair of the examination committee shall provide in writing to the Associate Dean FGSR and the student. The reasons for this recommendation Details of the conditions Time frame for the student to meet the conditions The approval mechanism for meeting the conditions, i.e., approval of the committee Chair, or approval of the entire committee, or select members of the committee The supervision and assistance the student can be expected to receive from committee members. Cause for failure (Decision: Fail) Note the deficiencies and discuss the Department's recommendation for the student's program. The following options are to be considered: Repeat the Candidacy i (a)

(c)

i)
I

If the recommendation of a repeat candidacy is formulated by the Examining Committee and approved by the Faculty of Graduate Studies and Research, the student is to be notified in writing of his/her exam deficiencies by the Chair of the Examining Committee. The second candidacy exam is to be scheduled between three and six months 39

If the student's candidacy exam performance was inadequate but the student's performance and work completed to date indicate that the student has the potential to perform at the doctoral level, the Examining Committee should consider the possibility of recommending that the student be given an opportunity to repeat the candidacy exam. ii) Change of Category to a Master's Program

If the student's candidacy exam performance was inadequate and the student's performance and work completed to date indicates that the student has the potential to complete a Master's program, the Examining Committee should consider the possibility of recommending a Change of Category to a Master's Program (or a postgraduate diploma, where offered). iii) Termination of the Doctoral Program

If the student's performance was inadequate and the work completed during the program is considered inadequate, the Examining Committee should recommend termination of the student's program.

3.

The supervisor should re-admit the student and quickly explain the decision of the committee (pass or fail). In the event of an unfavorable decision, some tact will be required. The supervisor may wish to quickly outline the decision before the student is readmitted to the examination room. 4.1 In the event of a pass decision:

4.

Discuss the possible avenues of research to pursue. Outline possible deficiencies and the recommended action to clear those deficiencies. Further courses and/or reading matter may be suggested. If the deficiencies are judged significant, ensure that the supervisory committee and student agree on the mechanism for determining that the student clears the deficiencies. 4.2 In the event of a fail decision:

Discuss the Departmental recommendation for the student's program. If the recommendation is to repeat the candidacy, explain the procedure discussed previously in the footnote to that option. Further courses and/or reading matter may be suggested. This latter task might be left to the supervisor and/or supervisory committee. Thank everyone and close the exam.
from the date of the first candidacy. In the event that the student fails the second candidacy, the Examining committee shall recommend option (ii) or (iii) above.

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Immediately afterwards compile a Report of Examining Committee (which contains the decision). Obtain this from the department secretary. Return to secretary for typing and signing by the Chairs of the examining committee and the department. If the candidate was successful in the examination, the Department will forward to FGSR a notice indicating successful completion of the candidacy. The date will be reflected on the student's transcript. If there were significant deficiencies send a memo to FGSR (copy to the student) outlining the steps to be taken, (per 4.1 above); the Department will hold the form until the supervisory committee/Graduate Coordinator notifies FGSR that the candidate has over come the deficiencies. If the student is not successful in the examination, the department will inform FGSR in writing (copy to the student) of the outcome and the recommendations for the student's program.

COMMENTS: 1. Ask everyone to read section 204.2.1(5) of the University of Alberta Calendar and the relevant sections of the FGSR Graduate Program Manual. Most orals take at least two hours. Make sure room booking time is adequate. Make sure the student knows that the supervisor probably would not have called the oral if he/she does not think the student is ready. Let the student use what audio-visual aids are necessary to him/her. The student probably knows best because it is his/her work (or should be!). Have fun. Try to foster an atmosphere of relaxed confidence. Let the student answer the questions!

2. 3.

4.

5. 6.

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Appendix 4 - Final Examination (PhD)

Note: Refer to the Faculty of Graduate Studies and Research Calendar, Section 203.12 [Oral Examination] and 204.2.1 [The Degree of PhD (7) Final Examining Committee and (8) Final Oral Examination] for Faculty requirements leading up to the final oral defence. Notes: 1. The 'presentation component' of the oral examination is open to the university community. The examination committee chair is the moderator. 2. For PhD students, the thesis supervisor(s) and chair of the oral examination committee are NOT the same person. It is the responsibility of the Department Chair or Graduate Coordinator to nominate an external examiner and submit the name to FGSR for approval. The external examiner should not be contacting the supervisor or student directly regarding the thesis or making arrangements related to the examination. The external examiner shall receive the thesis from the department at least four weeks before the examination. TIME ACTION BY EXAMINATION COMMITTEE CHAIR When the supervisor requests the (a) Go over the candidate's academic record and oral examination notice ensure that the course requirements have been met (b) Check that the supervisor(s) has received approval for the External Examiner from the Faculty of Graduate Studies and Research Immediately after publication of (a) Check that the room is booked and that the Notice of Oral exam (at least 3 appropriate notices have been distributed to announce the (open) seminar component of the weeks prior to the PhD Exam) examination to the university community (b) See the supervisor(s) and ask him/her to prepare a summary of the candidate's academic record for the oral. Make sure the supervisor has the file About 1 week before the exam Arrange to see the candidate and explain the procedures to be followed. The student should meet with committee members (but NOT the external examiner) before the defence to see if there are any particular areas of concern
42

The candidate should be prepared to present a summary of his/her work (maximum 30 minutes). The presentation should outline the problem investigated, the methods used and the results obtained. Remember that the committee has read the thesis and that the purpose of the summary is for the general audience and the committee to hear the student's interpretation of his/her achievements and also to give the student a chance to talk and become more at ease in the room On the day of the examination, in Chair acts as moderator. Begin the presentation the examination room promptly (you may wish to post a notice: 'exam in progress - do not enter' on the closed door once the presentation begins. This will avoid interruption) Welcome the audience, introduce the candidate and ask the candidate to go ahead with a 25 - 30 minute presentation. Provide a 5 minute warning at 25 minutes, if necessary. Do not allow questions from the audience during the presentation. However, members of the examination committee may be permitted to ask short questions only, for clarity, during the presentation. Once the presentation is complete, invite questions from the audience (5 - 10 minutes). Following this question and answer session, adjourn the presentation and ask the non-committee members to leave Following the presentation, in the (a) Introduce everyone, if necessary, and examination room (committee welcome them. State purpose of meeting members only) (first 5 minutes) (b) Summarize these procedures for the benefit of everyone (c) Ask candidate to leave Next 5-10 minutes (d) Ask the supervisor(s) to summarize the candidate's academic record pertaining to the degree being sought so that the committee members are assured that the course and other examination requirements have been met (e) Ask student to return Time variable Question time - 2 or 3 rounds of questions Round One Explain to members of the committee that they must await their turn - the candidate and the questioner should not be disturbed by
43

interruptions. Examiners have approximately 15 minutes each. Start with external examiners, then go to departmental examiners, then supervisor(s) last. The Chair may prompt, if necessary, if an area has not been covered. Round two: repeat same order Round three: if necessary, same order Ask candidate if he/she wishes to say anything else

5 minutes

DECISION 1. Ask the candidate to leave. Ask each member of the committee:

(a) Is the candidate's general knowledge in field of his/her thesis sufficient for the awarding of the degree? If reservations are expressed, determine a suitable procedure for the candidate to meet this requirement. (b) Is the thesis: (i) Acceptable as is? (ii) Acceptable with (minor) revisions? Final approval is normally vested in the supervisor. (iii) Requiring major revisions? If so, the committee must adjourn after deciding upon a date to reconvene (no later than 6 months following). It should be made clear to the student (in writing) what is required before the examination is reconvened. FGSR must be advised in writing of the adjournment and the conditions specified to the student. Note that there is no category "accepted with major revisions". (iv) Not acceptable. Which will necessitate a rewrite using better information on the topic, or a new topic. The Dean of FGSR must be informed in writing the reasons for the rejection. A recommendation can also be made as to the suitability of the candidate continuing in the program. A favorable decision is either of (i) or (ii) above. "Normally, if all but one member of the committee agrees on a decision, the decision shall be that of the majority, except when the one dissenting vote is that of the external examiner. If this happens, it must be reported to the Associate Dean, FGSR, who will determine an appropriate course of action. If two or more dissenting votes
44

are recorded, the department will refer the matter to the Associate Dean, FGSR, who will determine an appropriate course of action." -FGSR Program Manual, June, 1998, p. 92. In the case of a decision (iii) or (iv), the Graduate Coordinator should be notified immediately. 2. Re-admit candidate and explain the decision of the committee. In the event of an unfavorable decision, some tact will be required. The supervisor may wish to quickly outline the decision before the student is readmitted to the examination room. Modifications to the thesis which are typographical in nature should be given to the candidate for incorporation into the thesis. Six copies of the acceptance/declaration sheet should be made available to the committee for their signature (on bond paper only). Supervisor(s) normally withhold their signature(s) pending completion of minor corrections at the discretion of the committee. Thank everybody and close the exam. Immediately afterwards compile a Report of Examining Committee (which contains the decision). Obtain this from the department secretary. Return to secretary for typing and signing by Chairman of the examination committee and the Chairman of the Department. COMMENTS: 1. Ask everybody to read section 204.2.1 (7,8) of the University Calendar and the relevant sections (in particular, Section 8) of the FGSR Graduate Program Manual. Most oral examinations take at least two hours. Make sure room booking time is adequate. Make sure the candidate knows that the supervisor(s) probably would not have called the oral if he/she does not think the candidate is ready. Let the candidate use what audio-visual aids are necessary to him/her. The candidate probably knows best because it is his/her work (or should be!). Try to foster an atmosphere of relaxed confidence. Let the student answer the questions!

2.

3.

4.

5. 6.

45