Academic Program Review

Engineering Management
Graduate Program Self-Study Report

Academic Years 2015-2020

Table of Contents

Preface and History

A. History of the University of Tennessee at Chattanooga 1
B. Background of the Graduate Engineering Program 1
Part I. Learning Outcomes
1.1 Learning Outcomes 4
1.2 Program Evaluation 4
A. Capstone Projects 4
B. Assessment and follow up actions 6
1.3 Use of Evaluation Information 7
1.4 Institution’s Mission 7
Part II. Curriculum
2.1 Curriculum Review 8
2.2 Course Scheduling and Offerings 12
2.3 Comparison with Similar Undergraduate Courses 15
2.4 Alignment with Learning Outcomes 15
2.5 Curricula Structure 16
A. Engineering Management Program Curricula Samples 16
B. Certificate Programs 19
2.6 Professional Practice 22
2.7 Online and In-Class Parity 22
2.8 Pedagogical Methods 23
Part III. Student Experience
3.1 MS Engineering Program Enrollment and Peer Identification 23
A. Admission Requirements 24
B. Recruitment 25
C. Enrollment 25
D. Degrees Awarded 26
3.2 Quality Evaluation 26
3.3 Professional Development Opportunities 26
3.4 Enrichment Opportunities 27
3.5 Diverse Perspectives 29
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3.6 Academic Support 29
Part IV. Faculty
4.1 Engineering Management Graduate Coordinator 29
4.2 Faculty Teaching Load 29
4.3 Faculty Diversity 31
4.4 Faculty Professional Development 31
4.5 Improvement Processes 34
4.6 Faculty Evaluation 34
Part V. Learning Resources
5.1 Equipment Evaluation 35
5.2 Learning and Information Resources 35
A. UTC Library General Information 35
B. Library Collections and Services 2018-2019 36
C. Services 37
5.3 Materials and Support Staff 40
Part VI. Support
6.1 Operating Budget 41
6.2 Enrolment and Effectiveness 42
6.3 Program Responsiveness 42
6.4 Graduate Student Data Collection and Placement Evaluation 42
6.5 Procedure Review 42
Appendix
A. Expenditures 43
B. Diversity 44
C. Student Ratings 45
D. Library Information 47
E. Journals 48
F. Example Curriculum Vitae 51
A. Resume of Seong Dae Kim, Ph.D. 51
B. Resume of Aldo McLean, Ph.D. 67
G. Undergraduate Syllabi Examples 78
H. Graduate Syllabi Examples 90
I. Oral and Written Communication Rubrics 99

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Preface and History
A. History of the University of Tennessee at Chattanooga
The University of Tennessee at Chattanooga is a metropolitan university located in the
southeastern corner of the state of Tennessee. Chattanooga’s metro area has a population of
approximately 500,000 people that includes not only Chattanooga, but also portions of North
Georgia and Northeastern Alabama.
The University of Tennessee at Chattanooga (UTC) became part of the University of Tennessee
System in 1969. The System consists of four major campuses located in Chattanooga,
Knoxville, Martin, and Memphis. Governance is provided through a UT System President,
Chancellors on each campus, and a UT Board of Trustees. The Governor of the State appoints
Board members and serves as Chairman of the Board.
Prior to becoming a part of the UT System (in 1969), the university was a private university
known as the University of Chattanooga (UC). UC was founded in 1886. It later merged with
East Tennessee Wesleyan University of Athens and became Grant University. In 1907 the name
was changed to Uiversity of Chattanooga. Other institutions in the Chattanooga area, including
Chattanooga City College (CCC), a predominately African-American University, became a part
of the UT System merger in 1969.
At the time of the merger in 1969, UC’s student population was slightly more than 2,200. Now,
UTC, as a public institution, serves more than 11,000 students. Approximately 11 percent of
UTC’s students are enrolled in graduate programs. Overall, UTC’s students represent not only
Tennessee (coming from 70 Tennessee counties), but they also come from more than 40 states
and 60 foreign countries.

B. Background of the Engineering Management Graduate Program

The graduate program in Engineering Management is housed in the College of Engineering and
Computer Science at the University of Tennessee at Chattanooga. The program of study leads to
a Master of Science degree in Engineering Management.
Chattanooga has a rich history that is deeply rooted in manufacturing, transportation, and electric
power production. In the mid-1900s, Chattanooga was often mentioned as being the “dynamo of
Dixie,” the “most diversified industrial center of the south,” and the “Pittsburgh of the south.”
Although, the manufacturing base of the city has shifted over the years, the city continues to
have a diversity of manufacturing activity – from cookies and snack cakes (McKee Baking) to
heavy, industrial products (Astec Industries and VW). Chattanooga is also home for the Power
Systems Operations Division of the Tennessee Valley Authority (TVA).
As the engineering programs within the college grew and diversified at UTC, it was recognized
that many students and practicing engineering professionals were becoming involved in business
and management-related activities. There were emerging requirements for training and
educational experiences not only in engineering, but also in economics, marketing, product
development, human relations, finance, and strategy assessment. This led to the development of
the MS Engineering Management (MSEM) degree in the 1980s.
This degree program is intended primarily for people having either engineering or scientific
backgrounds and for those people who have moved, or expect to move, into positions having

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broad managerial responsibility. The program requires core courses that address concepts and
issues associated with globalization, economics, economic decision-making, statistics,
marketing, product development, financial analysis, entrepreneurship, quality control and
reliability, project management, leadership, value management, and comprehensive strategic
management.
The core courses include six, three-semester-hour courses (18 semester hours of credit) that
culminate with a capstone course (three semester hours of credit). The capstone course involves
an assessment of an approved topic that relates to an important management issue. The goal is to
allow the student to analyze a subject and to express, in writing, a clear understanding of the
issues along with suggested recommendations for action. A 20/30 - minute oral presentation of
the capstone study is also required.
In addition to the core course, there are 15 semester hours of elective courses required to
complete the degree. These elective courses are selected from one of three concentrations. The
three concentrations include either: (1) Engineering Management, (2) Construction Management,
or (3) Power Systems Management.
Currently, the MSEM degree may be completed either in class or through online study (100
percent). This online alternative enables a student to have the flexibility to pursue the graduate
degree while continuing to work full-time or engage in activities totally remote from the UTC
campus. Courses are offered in a manner that allows students to watch lectures as they are
presented (“live”) in class, or to watch the archived lectures at any time of their choosing.
In addition to the MS degree program, there are four Graduate Certificate Programs that provide
advanced training and education for busy professionals. These programs include: (1)
Construction Management, (2) Logistics and Supply Chain Management, (3) Project and
Technology Management, and (4) Quality Management. Each certificate program requires four
courses or a total of 12 semester credit hours. These courses, too, may be taken online.
The online program of courses, which includes all courses in the Graduate Engineering
Management Program, are delivered using a combination of Blackboard (now Canvas) and
Mediasite. This method of delivery allows for a “live” broadcast as well as the storage
(archiving) of each lecture for later use on an “as required” basis. This method of delivery has
been well-received by both students and faculty.
A significant strength of the program has been the extensive and diverse education and
experience of faculty members who teach the courses. Not only is there a major body of
knowledge possessed by virtue of academic accomplishment of the faculty, but there is
significant managerial experience, also. For example, there are faculty members teaching in the
program who have years of senior level executive experience and experience on boards of
directors of major companies. Also, there is experience with start-up companies, operations of
national-level, federal programs, and overall corporate development issues associated with
acquisitions and divestitures. Such experience is not common with many faculties of universities
in the United States.
Since the previous visit, the program has sustained its enrollment in Engineering Management,
although the enrollment in Construction Management has decreased significantly. We have taken
some initiative to address the enrollment issue. A task force made up of Chattanooga area
construction industry leaders has been formed and assigned two tasks for AY 2019-2010. The

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two tasks are investigating the reasons for the decreased enrollment in the graduate construction
management program and trying to devise a plan to promote the program to help with the
enrollment. The taskforce will meet as frequent and as long as needed to address these issues.
The taskforce was formed with members suggested by the current president and CEO of the
AGC of East Tennessee. The group will meet in the third week of February 2020.
One of the main suggestions from the previous visit was ‘to develop an exhaustive plan for the
growth of the online program and a justification for requesting additional resources … The
College of Engineering and Computer Science has made significant commitment and efforts
towards this objective.
In May 2019, The University of Tennessee at Chattanooga (UTC), on behalf of the College of
Engineering and Computer Science, entered a three-year agreement with Focus
EduVation. Focus EduVation is in the business of providing educational institutions certain
bundled services, including: marketing; enrollment, online course design and development;
student retention services; and development of industry partnerships. UTC is a leading public
university and desires to expand its online distance learning programs, which are expected to be
national in scope and appeal, open to both in-state and out-of-state students, and allow
international student enrollments where applicable.
In September 2019, the College of Engineering and Computer Science hired Teresa Phillips as
the Online Program Coordinator. Her role is to support the online MS programs in engineering,
computer science and engineering management. Her duties include marketing the programs,
responding to inquiries, reaching out to applicants, onboarding new students, coordinating
courses with faculty and working with the partners at Focus EduVation.
To date, new online courses are being developed, we’ve seen a dramatic increase in inquiries,
and the greater coordination of communication between prospects, applicants, administration and
faculty has been implemented. Processes are being documented and procedures are being
streamlined. We plan to increase the applicant population in the next year as well as develop
online courses that are currently offered face-to-face only. Current online courses will also be
reviewed to include enhancements and Quality Matters attributes so eventually all online courses
can be Quality Matters certified.
Focus EduVation
FocusEduVation has combined expertly crafted content with innovative media to deliver e-
Learning solutions that allow the users to stay on task in memorable and unique way. Their
services and learning solutions are personalized and customized to help improve learner
outcomes on all levels. With their new processes and techniques, they bring high levels of
knowledge, freshness, and talent to the ever evolving of e-Learning.
Teresa Phillips
A graduate of the University of Colorado at Colorado Springs, Teresa joined UTC from the
University of Texas at Austin. There she was the senior program coordinator for the McCombs
School of Business executive MBA program, managing day-to-day operations, admissions and
student support. During her time at University of Texas at Austin, the executive MBA program
grew to be recognized as a Top 10 program. In supporting the program, Teresa coordinated
graduation events for over 1,200 executive MBA students and led cross-functional planning

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teams for all six MBA programs. She also planned conferences and seminars, including seminars
in Beijing and London.

Part I. Learning Outcomes

1.1. Learning Outcomes
The desired learning outcomes of the MS Engineering Management program graduates are as
follows:
• Application of Engineering Management Principles: Ability to apply knowledge,
techniques, skills, and modern tools of technology and management to solve a broadly-defined
engineering and project management problems
• Effective and Professional Communication: An ability to apply written, oral, and
graphical communication in technical and non-technical environments; and an ability to identify
and use appropriate technical literature.

1.2. Program Evaluation

The outcomes of the MS Engineering Management program are regularly evaluated using rubrics
developed by the department (see Appendix I) to measure students’ mastery of engineering
management principles along with communication and technical writing skills.
Workshops focused on writing and presenting projects are provided each semester to enhance
students’ preparation for these assessments. Additionally, students who pursue a master's degree
in engineering management without an undergraduate technical degree are required to take
additional undergraduate courses prior to beginning graduate-level engineering courses to ensure
they acquire vital foundational skills.
Building on the goal to enhance student achievement, the department offers a one-hour Research
Methodology course to inform graduate students of the research expectations for this degree and
to teach the fundamental skills needed to conduct a research project.

A. Capstone Projects
The Capstone Project is the application of engineering management science and theory to real
world projects. Rigorous literature review of topics related to the project, data collection,
analysis of data, and conclusions, culminating in the submission of the final project
documentation of professional quality and oral defense are required.
In order to maintain the high quality and to assist the students in preparation of their projects an
organization has been set up in Canvas. Information on the course description, project steps, a
report template, resources, such as the library and writing center, previous reports, previous
presentations, and online lectures. The last item refers to a recording of the three meetings each
semester to aid the students in preparation of their capstone project. These meetings are held live
and recorded for online students.
Below are the steps that the graduate student uses toward his/her capstone project:

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• Identify potential project areas of interest and discuss with faculty
• Write your project proposal
• Develop a project schedule
• Select your committee members
• Conduct the literature review
• Collect data
• Analyze data
• Write your conclusions and recommendations
• Write the project report and present it
In the last academic year, the Engineering Management graduate students have been involved in
a wide variety of capstone projects in various local and regional industries. Table 1 shows a
selected list of these capstone projects.

Table 1. Projects Completed by Engineering Management Students (2018-19)

Student Project Advisor Project Title

Sherrod Munday Dr. Aldo McLean Evaluating the FCC’s IBFS Database: A
Quantitative and Qualitative Analysis of Satellite
Dish Downlink Locations Registered in the IBFS

Ben Cooksey Dr. Wolday Abrha A Bamboo Start-up Business

Khanh Nguyen Dr. Alexandr Sokolov A Methodology of Increasing Operational Tempo

in Asphalt Plant Field Service Repair

Robert Matthews Dr. Ahad Nasab The Effect of Scope Creep on Company Indigo’s
Mechanical Engineering Department Performance
Through Utilization of an Engineering Change
Notice Process
Brian Taylor Dr. Alexandr Sokolov Method for Improving the Competitive
Advantage of the In-House Maintenance Team
for a Large Manufacturing Facility

Sarah Aseltine Dr. Alexandr Sokolov Integration of Supply Chain Management

Principles in to the Department of Defense
Acquisition, Technology, and Logistics Process
Thomas Minwell Dr. Alexandr Sokolov The Effects of Solar Generation on Power System
Balancing

Abdulaziz Dr. Aldo McLean Assessing the use of Blockchain in Supply

Ghazzawi Management

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 Larry Mendizabal Dr. Wolday Abrha Closed-Loop System Between Tier- 1 Supplier
and OEM for Quality and Cycle Time
Improvement
Tyler Hall Dr. Wolday Abrha Reducing Non-Conformances in Air Purifying
Respirators

Ramon Williams Dr. Seong Dae Kim Minimizing the Impact of Juveniles in Juvenile
Detention

B. Assessment and Follow up actions

The performance of graduate students is assessed using student evaluations given during each
semester. These evaluation results are reviewed at the departmental level to make corrective
actions, if necessary. In addition, each course has a folder, either electronic or hard copy, where
faculty keeps their materials, graded work, student artifacts, etc.
Student learning performance is assessed based on the two learning outcomes, from section 1.1,
as follows:
Application of Engineering Management Principles: The latest assessment was conducted in
Spring 2019. The course ENGM 5540 - Technical Project Management is used as the critical
performance indicator for this outcome. Students are graded on their effective application of
engineering and management skills to solve a given problem regarding a simulated industry
project. Average grade of students in these categories will be at least 80%. The latest assessment
data score was greater than 80%. Even though the average grades were above the minimum
requirement, a follow up action was deemed necessary for students who did not score well in this
course.

Effective and Professional Communication: The most relevant courses for this outcome are
ENGM 5540, ENGM 5560, and ENGM 5960. Of these three courses, ENGM 5960 - Capstone
Project is the one used for assessment purposes since the writing and oral communication aspect
of this course is cumulative. Students are graded on their effective written and oral presentation
of technical and non-technical issues. Average grade of students in these categories is 80%. The
assessment data for Spring 2019 indicates that all students enrolled in this course received grades
greater than 80% in both written and oral sections of the course.
The College of Engineering and Computer Science provides project and thesis workshops
throughout the semester to prepare students for their final capstone/thesis presentations. The oral
communication assessment rubric for graduate students evaluates organization, content,
presentation length, visual aids, attention to audience and speaking skills. The written
communication assessment rubric for graduate students evaluates drafting, editing, revision, final
draft, and timing. These rubrics are shown in Appendix I.

1.3. Use of Evaluation Information

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The Engineering Management has a Graduate Curriculum Committee which reviews and makes
necessary changes in the graduate curriculum every year based on student evaluations and
assessment results.

Figure 1. Engineering Management Assessment Cycle

The process shown in Figure starts in August of every year when the commit meets to modify or
‘establish new learning goals’ for the upcoming academic year based on the ‘gathered evidence’
from the courses designated as performance indicators as previously identified. The decisions of
the committee are then condensed into curriculum modification actions by the committee.
Currently each department has until November 15th to propose curriculum changes to the College
and the University curriculum committees.
After implementing the new action items, all courses including the affected courses are
monitored to see if the modified curriculum had the intended effect. Data is gathered in May of
each year and analyzed to identify any red flags or issues that need special attention. The faculty
and the department administrative assistant are responsible for gathering and organizing the
course data. The graduate committee along with the department Head participate in analysis of
the data.

1.4. Institution’s Mission

The MS Engineering Management program is designed to align directly with the UTC and
College of Engineering and Computer Science’s mission, vision, and values, as shown in Table
2.

Table 2. Alignment of Mission, Vision, and Values

UTC College of Engineering and Engineering Management

Computer Science

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Mission The University of Tennessee at 1. Educate and train future The mission of the Engineering
Chattanooga is a driving force technical & engineering Technology Management (ETM)
for achieving excellence by management workforce for program at UTC is to provide
actively engaging students, Tennessee, the nation, and accessible education in the principles
faculty and staff; embracing beyond. and application of technology
diversity and inclusion, inspiring management, while preparing
2. Discover new knowledge in
positive change and enriching students to understand and be
engineering, management,
and sustaining our community. productive in the work environment
technology, and computer
At UTC we develop a
science.
community on campus, enable
students to go into the global 3. Engage communities
community and we provide a through scholarship, service
nurturing environment that and economic development.
connects students, community
and opportunity.

Vision We Engage Students, Inspire To be a preeminent college of To provide one of the best quality
Change and Enrich Community. engineering, engineering educations in Engineering
We nurture students through management, technology, and Management and Construction
community connections tied to computer science in education Management to students nationally
our values and our region and applied research. and internationally.
grounded in Chattanooga, a
great drawing card and we value
our place.

Core • Students are the primary • Enrich Student In support of the mission,
reason we exist as an Experience graduates of the ETM program
Values/
institution. • Cultivate excellence in will be able to:
Goals • We live integrity, civility teaching and learning • Demonstrate the necessary
and honesty. • Enhance applied understanding of planning,
• We relentlessly pursue research capabilities of organizing, and problem-
excellence. the college for broader solving skills to provide
• We embrace diversity and impact to the society value-added services in
inclusion. • Engage community technical or management
• Creativity, inquiry and through scholarship and positions;
scholarship are our culture. service with leadership • Demonstrate good
and distinction communication skills and be
We teach, we learn, we interact, able to function well in
• Enhance
we nurture, we grow citizens for multi-disciplinary teams as
national/international
tomorrow, and we do the basics leaders; and
reputation and
and more. • Appreciate the need for, and
recognition
to pursue, self-directed
professional development
opportunities, such as
graduate work, trainings, and
participation in professional
organizations.

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Part II. Curriculum
2.1 Curriculum Review
The curriculum of the MSEM currently has two concentrations; engineering management and
construction management. The number of elective course offerings have recently been modified
to facilitate graduation in a timely manner. As stated earlier, curriculum review and proposals
take place in August through November of each year. So far, every year, the program has
authored many curriculum proposals in an effort to continuously improve the graduate program.
The curriculum modification suggestions are initiated by students, faculty, and the Industry
Advisory Board. The departmental graduate committee collects all the suggestions and forms
them into curriculum proposals. The proposals are then discussed in this committee and action to
table or proceed with the proposals is taken.
All graduate core courses are offered at least once a year. All elective courses are offered at least
once every other year regardless of enrollment levels. The changes represent a major revision in
our curriculum as well as a strong commitment of resources to improve learning opportunities.
This new course offering schedule is also very popular within students, employers, and
collaborators in the Chattanooga areas and surrounding states.
In the current structure, the requirement of 18 hours core courses and 15 hours elective course
stays the same for all concentrations. However, for the construction management concentration,
there is a minimum requirement for 9 hours of elective courses to be exclusively from
construction elective courses. The additional 6 hours could come from other elective courses
available in the curriculum.
Even though the master’s level offering in construction disciplines have had a positive impact on
private firms, the enrollment in this program has recently dropped significantly. After consulting
with our industry partners, we presume that the decrease in enrollment is due to the booming
construction activities in the Chattanooga area where there is a significant shortage of
commercial and residential buildings.
The certification programs are a response to the increasing need for engineers to have portable
knowledge and skill set responsive to different challenges and environments. Therefore, the new
curriculum is designed to provide knowledge and skills needed to function effectively as
managers on technical and non-technical processes. The certificate programs accommodates the
need of the engineer to focus on particular areas of knowledge through the selection of electives.
This focus is important for increased effectiveness within the business as well as for longer-term
career development.
Increasingly the students need additional knowledge in areas which cannot be addressed through
the former program structure. Additionally, with the varying roles of engineers in industry; i.e.,
consulting, manufacturing, managerial, etc., the certificate programs allow the student flexibility
in a course of study not available with the former structure.
The core courses provide the students a strong foundation in the following areas of engineering
management: human resources, engineering economics, project management, leadership and
entrepreneurship, and strategic management of technology. A comparison of the old and new

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curriculum including courses for the Construction Management concentration is shown in Table
3.

Table 3. Comparison of Engineering Management Graduate Program’s New and Old

Curriculum
Old Curriculum (2013-14) New Curriculum (2019-20)

Core Courses (18 hrs.): Core Courses (18 hrs.):

ENGM 5500 - Concepts in Engineering Management (3 ENGM 5040 - Decision Making and Optimization
Hrs.) Techniques (3 Hrs.)
ENGM 5540 - Technical Project Management (3 Hrs.) ENGM 5500 - Concepts in Engineering
Management (3 Hrs.)
ENGM 5550 - Technical Entrepreneurship and
Leadership (3 Hrs.) ENGM 5540 - Technical Project Management (3
Hrs.)
ENGM 5580 - Advanced Engineering Economy (3 Hrs.)
ENGM 5580 - Advanced Engineering Economy (3
ENGM 5830 - Strategic Management and Technology (3
Hrs.)
Hrs.)
ENGM 5830 - Strategic Management and
ENGM 5960 - Capstone Project (3 Hrs.)
Technology (3 Hrs.)
ENGM 5960r - Capstone Project (3 Hrs.)
Elective Courses* (15 hrs.):
ENGM 5040 - Decision Making and Optimization
Elective Courses* (15 hrs.):
Techniques (3 Hrs.)
ENGM 5510 - Legal and Ethical Perspectives in
ENGM 5510 - Legal and Ethical Perspectives in
Engineering (3 Hrs.)
Engineering (3 Hrs.)
ENGM 5520 - Reliability Engineering (3 Hrs.)
ENGM 5520 - Reliability Engineering (3 Hrs.)
ENGM 5550 - Technical Entrepreneurship and
ENGM 5560 - Quality Management Systems (3 Hrs.)
Leadership (3 Hrs.)
ENGM 5570 - Advanced Quality Control (3 Hrs.)
ENGM 5560 - Quality Management Systems (3
ENGM 5800 - Product Development (3 Hrs.) Hrs.)
ENGM 5820 - Value Management (3 Hrs.) ENGM 5570 - Advanced Quality Control (3 Hrs.)
ENGM 5910 - Special Topics in Engineering ENGM 5800 - Product Development (3 Hrs.)
Management (3 Hrs.)
ENGM 5820 - Value Management (3 Hrs.)
ENGM 5950 - Research Methods Lab (3 Hrs.)
ENGM 5910r - Special Topics in Engineering
ENGR 5920 - Graduate Internship in Engineering (3 Hrs.) Management (3 Hrs.)
ENGM 5950 - Research Methods Lab (3 Hrs.)
Construction Electives (9 hours) ENCE 5920r - Graduate Internship in Engineering (3
Hrs.)
ENGM 5600 - Sustainability and LEED (3 Hrs.)
Construction Electives (9 hours)
ENGM 5610 - Construction Law: Contracts and Claims
(3 Hrs.) ENGM 5600 - Sustainability and LEED (3 Hrs.)
ENGM 5620 - Strategic Bidding and Estimating (3 Hrs.) ENGM 5610 - Construction Law: Contracts and
Claims (3 Hrs.)
ENGM 5630 - Advanced Operations and Constructability
(3 Hrs.)

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 ENGM 5640 - Design and Construction of Tall Buildings ENGM 5620 - Strategic Bidding and Estimating (3
(3 Hrs.) Hrs.)
ENGM 5630 - Advanced Operations and
Constructability (3 Hrs.)
Power Systems Management Electives (15 hours)
ENEE 5160 - Introduction to the Smart Grid
ENEE 5520 - Power System Operations
ENEE 5610 - Power Electronics and Drives
ENEE 5620 - Power System Protection
ENEE 5650 - Sustainable Electric Energy Systems
TOTAL: 33 hrs.
ENEE 5720 - Power System Analysis and Design

*Please Note: Electives can be taken in areas

TOTAL: 33 hrs.
outside of engineering management, such as other
engineering disciplines or science or business.

*Please Note: Electives can be taken in areas outside of

engineering management, such as other engineering
disciplines or science or business.

Graduate Certificate programs are now offered in four distinctive areas of engineering
management, each consisting of 4 graduate level courses for a total of 12 hours. Graduate
students, who are actively pursuing a master’s degree in the department, can also pursue a
graduate certificate by adding a total of 6 graduate hours in the related discipline. The Graduate
Certificate programs available in the curriculum are detailed as follow:

a. Project and Technology Management

b. Quality Management
c. Logistics and Supply Management
d. Construction Management

a. Certificate Program in Project and Technology Management

ENGM 5540 Technical Project Management (3 Hrs.)
ENGM 5550 Technical Entrepreneurship and Leadership (3 Hrs.)
ENGM 5580 Advanced Engineering Economy (3 Hrs.)
ENGM 5820 Value Management (3 Hrs.)

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b. Certificate Program in Quality Management
Core Courses
ENGM 5580 Advance Engineering Economy (3 hrs.)
ENGM 5830 Strategic Management and Technology (3 hrs.)

Choice of two Quality-related courses from the below list:

ENGM 5520 Reliability Engineering (3hrs.)
ENGM 5560 Quality Management Systems (3hrs.)
ENGM 5570 Advanced Quality Control (3 hrs.)

c. Certificate Program in Logistics and Supply Chain Management

ENGM 5580 Advanced Engineering Economy (3hrs.)
ENGM 5830 Strategic Management and Technology (3 hrs.)
ENGM 5870 Supply Chain Management (3 hrs.)
ENGM 5880 Global Logistics (3 hrs.)

d. Certificate Program in Construction Management

Core Requirements
ENGM 5540 Technical Project Management (3 hrs.)
ENGM 5580 Advance Engineering Economy (3 hrs.)
Choice of two Construction-related courses from the below list:
ENGM 5600 Sustainability and LEED (3hrs.)
ENGM 5610 Construction Law: Contract and Claims (3hrs.)
ENGM 5620 Strategic Bidding and Estimating (3 hrs.)
ENGM 5630 Advanced Operations and Constructability (3 hrs.)
ENGM 5650 Lean Construction (3 hrs.)

Individuals will be admitted to the Certificate in Engineering Management program if, either:
a. They have a bachelor's degree and significant related professional experience and are
approved by the Engineering Management Graduate Committee, or
b. They meet the admission requirements of the Graduate School as stated in the Graduate
Catalog, are admitted to the Engineering or Engineering Management M.S. program, and
have satisfied all prerequisite courses assigned by the respective Graduate Committee.

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2.2. Course Scheduling and Offerings
The curriculum has been designed so students can finish their master’s program in two years,
which recommends taking two courses per semester including summers. The department offers
at least two core courses and two elective courses per semester in addition to the “Special Topics
in Engineering Management” and “Capstone Project” courses, which give adequate options and
variety to choose from for Engineering Management graduate students. Table 4 shows the
courses that have been offered in the past two years.

Table 4. Engineering Management Courses Offered in the Last Two Years

ACADEMIC YR 2017- ACADEMIC YR
COURSE INFORMATION 18 2018-19

ENGM
TITLE (CREDIT HOURS) FALL SPR SUM FALL SPR SUM
NO.
Decision Making and
5040 X X
Optimization techniques (3)
Concepts in Engineering Management (3)
5500 X X

Legal & Ethical Perspectives in

5510 X
Engineering (3)
5520 Reliability Engineering (3) X X

5530 Advanced Ergonomics (3) X X

5540 Technical Project Management (3) X X X

Technology Entrepreneurship &

5550 X X
Leadership (3)

5560 Quality Management Systems (3) X X

5570 Advanced Quality Control (3) X

Advanced Engineering Economy

5580 X X
(3)
5600 Sustainability and LEED (3) X X
Strategic Bidding and Estimating
5620 X X
(3)
Advanced Operations & Constructability
5630 X
(3)

5800 Product Development (3) X

Strategic Management and Technology

5830 (3) X

5870 Supply Chain Management (3) X

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 5910 Special Topics in ENGM (3) X X X X
5910 Transportation Management (3) X

5920 Graduate Internship in Engineering (1) X X X

5960 Capstone Project (1-3) X X X X X X

All courses for the Master of Science in Engineering Management, including Construction
Management and Power Systems Management courses, are offered in two sections: The C
section for in-class students and the D section for distance learners or online students. Students
enrolled in the in-class section have the extra benefit of a face-to-face interaction with faculty
and peer students during class meetings. These students are generally (1) able to commute to
campus at scheduled class meetings, or (2) students residing in on-campus or near-campus
housing. Students enrolled in the distance section have the value of going over lecture topics
live or on-demand recordings at their own time and schedule. These students are generally (1)
students who cannot commute to campus due to constraints of the places they reside including
distance, transportation modes, and others, or (2) be local students but are not able to attend the
class as scheduled (e.g. work schedules, others), or (3) students often traveling due to their job
responsibilities, or (4) their job positions have been transferred away from the Chattanooga area.
Table 5 shows the enrollment in the courses that are offered in the last two years.

Table 5. Enrollment in the Engineering Management Graduate Courses Offered in the

Last Two Years
ACADEMIC YR ACADEMIC YR
COURSE INFORMATION 2017-18 2018-19

ENGM
TITLE (CREDIT HOURS) FALL SPR SUM FALL SPR SUM
NO.
Decision Making and Optimization techniques
5040 15 18
(3)

5500 Concepts in Engineering Management (3) 35 15

5510 Legal/Ethical Perspectives in Engineering (3) 14

5520 Reliability Engineering (3) 17 19

5530 Advanced Ergonomics (3) 9 15

5540 Technical Project Management (3) 33 5 28

5550 Technical Entrepreneurship & Leadership (3) 29 28

5560 Quality Management Systems (3) 16 12

5570 Advanced Quality Control (3) 20

14
 5580 Advanced Engineering Economy (3) 26 36

5600 Sustainability and LEED (3) 14 23

5620 Strategic Bidding and Estimating (3) 9 5

5630 Advanced Operations & Constructability (3) 9

5800 Product Development (3) 22

5830 Strategic Management and Tech. (3) 23

5870 Supply Chain Management (3) 4

5910 Special Topics in ENGM (3) 5 1 1 1

5910 Transportation Management 13

5920 Graduate Internship in Engineering (1) 1 0 3

5960 Capstone Project (1-3) 16 11 2 12 15 11

2.3 Comparison with Similar Undergraduate Courses

The MS Engineering Management course content builds on the principles of engineering
management covered at the undergraduate level for both the engineering management and the
construction management. In such cases, graduate coursework delves deeper into the conceptual
points of the field. Students are encouraged to spend time on key derivations rather than focusing
solely on outcomes as a way of illustrating methods they will find useful. The syllabi for two
graduate courses (Advanced Engineering Economy and Advanced Quality Control) and their
respective undergraduate courses (Engineering Economy and Quality Control and System
Reliability) are provided in Appendices H and G, respectively, as examples.

2.4 Alignment with Learning Outcomes

The MS Engineering Management program has clear learning outcomes related to application of
engineering management principles and effective and professional communication that graduate
students must master to successfully complete the program. The outcomes are aligned with the
MS Engineering Management curriculum as shown in Table 6.

Table 6. MS Engineering Curriculum Alignment with Program Outcomes

Outcome Outcome
1 2
ENGM 5040 Decision Making and Optimization Techniques x
ENGM 5500 Concepts in Engineering Management x
ENGM 5510 Legal and Ethical Perspectives in Engineering x
ENGM 5520 Reliability Engineering x

15
 ENGM 5540 Technical Project Management x x
ENGM 5550 Technical Entrepreneurship and Leadership x
ENGM 5560 Quality Management Systems x x
ENGM 5570 Advanced Quality Control x
ENGM 5580 Advanced Engineering Economy x
ENGM 5600 Sustainability and LEED x
ENGM 5610 Construction Law: Contracts and Claims x
ENGM 5620 Strategic Bidding and Estimating x
ENGM 5630 Advanced Operations and Constructability x
ENGM 5800 Product Development x x
ENGM 5820 Value Management x
ENGM 5830 Strategic Management and Technology x
ENGM 5950 Research Methods Lab x
ENGM 5920R Graduate Internship in Engineering x
ENGM 5960R Capstone Project x x

Outcome 1: Application of Engineering Management Principles

Outcome 2: Effective and Professional Communication

2.5 Curriculum Structure

A. Engineering Management Program Curriculum Samples
• Sample curricula, requirements, and course descriptions for the program can be found in
the Graduate Catalog at
http://catalog.utc.edu/preview_entity.php?catoid=17&ent_oid=745&returnto=567. The MS
Engineering Management program aims to ensure that course offerings and their contents
specifically address the student and industry needs and that appropriate level of rigor and skill
mastery is incorporated in its curriculum, as can be seen from course syllabi, shown in Appendix
H.

16
Engineering Management, M.S.
Program Requirements

Students are required to complete a minimum of 33 semester hours of prescribed courses for a
major in engineering management. The student’s program is planned in consultation between
the student and adviser. Each program will be designed to meet the needs of the student, taking
into consideration background and experience. In some instances, prerequisite courses may be
required. The program requires courses in the core and electives.
Core Courses (18 hours)

• ENGM 5040 - Decision Making and Optimization Techniques

• ENGM 5500 - Concepts in Engineering Management
• ENGM 5540 - Technical Project Management
• ENGM 5580 - Advanced Engineering Economy
• ENGM 5830 - Strategic Management and Technology
• ENGM 5960r - Capstone Project

Electives (15 hours)

• ENGM 5510 - Legal and Ethical Perspectives in Engineering

• ENGM 5520 - Reliability Engineering
• ENGM 5550 - Technical Entrepreneurship and Leadership
• ENGM 5560 - Quality Management Systems
• ENGM 5570 - Advanced Quality Control
• ENGM 5800 - Product Development
• ENGM 5820 - Value Management
• ENGM 5910r - Special Topics in Engineering Management
• ENGM 5950 - Research Methods Lab
• ENCE 5920r - Graduate Internship in Engineering
Total (Core and Elective hours): 33 hours

17
Engineering Management: Construction Management, M.S.
Program Requirements
Students are required to complete a minimum of 33 semester hours of prescribed courses for a
major in engineering management. The student’s program is planned in consultation between
the student and adviser. Each program will be designed to meet the needs of the student, taking
into consideration background and experience. In some instances, prerequisite courses may be
required. The program requires courses in the core and electives.

Core Courses (18 hours)

• ENGM 5040 - Decision Making and Optimization Techniques
• ENGM 5500 - Concepts in Engineering Management
• ENGM 5540 - Technical Project Management
• ENGM 5580 - Advanced Engineering Economy
• ENGM 5830 - Strategic Management and Technology
• ENGM 5960r - Capstone Project

Construction Electives (9 hours)

• Take a minimum 3 construction courses.
• ENGM 5600 - Sustainability and LEED
• ENGM 5610 - Construction Law: Contracts and Claims
• ENGM 5620 - Strategic Bidding and Estimating
• ENGM 5630 - Advanced Operations and Constructability

Other Electives (6 hours)

ENGM 5510 - Legal and Ethical Perspectives in Engineering
• ENGM 5520 - Reliability Engineering
• ENGM 5560 - Quality Management Systems
• ENGM 5570 - Advanced Quality Control
• ENGM 5800 - Product Development
• ENGM 5820 - Value Management
• ENGM 5910r - Special Topics in Engineering Management
• ENGM 5950 - Research Methods Lab
• ETEM 5920r - Graduate Internship in Engineering Management

18
Total (Core and Elective hours): 33 hours

B. Certificate Programs
The department offers the following four Post-Baccalaureate Certificate programs:
a. Project and Technology Management
b. Quality Management
c. Logistics and Supply Management
d. Construction Management

An example of the admission and course requirements for two of the certificate programs is
shown below. The requirements for other certificates can be found at
http://catalog.utc.edu/content.php?catoid=17&navoid=567.

19
Engineering Management Project and Technology Management Post-Baccalaureate
Certificate
Admission Requirements
Knowledge of engineering economy is required as demonstrated by the satisfactory completion
of ENGR 3520, Engineering Economy, or equivalent. Individuals will be admitted to the
Certificate in Project and Value Management program if either:
Have a bachelor’s degree and significant related professional experience such as project
management, cost accounting, and economic evaluation of projects and are approved by the
Engineering Management Graduate Committee.
OR
a. Meet the admission requirements of the Graduate School as stated in the Graduate
Catalog, are admitted to the Engineering or Engineering Management graduate program and
have satisfied all prerequisite courses assigned by the respective Graduate Committee.
Course Requirements* (12 hours)
• ENGM 5540 - Technical Project Management
• ENGM 5550 - Technical Entrepreneurship and Leadership
• ENGM 5580 - Advanced Engineering Economy
• ENGM 5820 - Value Management
•
Additional Information and Notes
*With approval of the graduate program coordinator, students may take a graduate-level course
in a similar area of topics to substitute one of the courses in the certificate program if the course
is not offered during the study period.

20
Engineering Management Construction Management Post-Baccalaureate Certificate

Admission Requirements
Knowledge of engineering economy is required as demonstrated by the satisfactory completion
of ENGR 3520, Engineering Economy, or equivalent. Individuals will be admitted to the
Construction Management Certificate if either:

A. Have a bachelor’s degree and significant related professional experience and are approved by
the Engineering Management Graduate Committee.
OR
B. Meet the admission requirement of the Graduate School as stated in the Graduate Catalog, are
admitted to the Engineering Management graduate program, and have satisfied all prerequisite
courses assigned by the respective Graduate Committee.

Additional Information and Notes:

*With approval of the graduate program coordinator, students may take a graduate-level course
in a similar area of topics to substitute one of the courses in the certificate program if the course
is not offered during the study period.
• Course Requirements
• ENGM 5540 - Technical Project Management
• ENGM 5580 - Advanced Engineering Economy
• Choose two courses from the list below:
• ENGM 5600 - Sustainability and LEED
• ENGM 5610 - Construction Law: Contracts and Claims
• ENGM 5620 - Strategic Bidding and Estimating
• ENGM 5630 - Advanced Operations and Constructability
• ENGM 5650 - Lean Construction
• Total: 12 Hours

2.6. Professional Practice

The MS Engineering Management program engages students in professional practices and
training experiences by offering a variety of seminars, local internship opportunities, and job
fairs throughout the year. Students are informed of these via email, bulletin boards, and e-boards.
In addition, capstone projects also act as professional practice resources. Examples of these can

21
be seen in Table 1, Section 1.2. A partial list of companies who offered internship opportunities
to our students in academic year 2018-2019 is given below;
VW Group of America
Industrial Fabrication Inc.
WAUPACA Foundry Inc.
Woodbridge Inoac Technical Inc.
Marketing Alliance Group
Civil Constructors
Tennessee Department of Transportation (TDOT)
J C Curtis Construction
Heffernin+Kronenberg Architects

2.7. Online and In-Class Parity

In 2001, we began delivering Engineering Management Graduate Program courses by alternative
delivery methods. A variety of online techniques were developed and implemented by various
faculty members. One method was to produce MS PowerPoint slides with voice over, while
another was to post the PowerPoint slides, reading assignments, and homework in Blackboard,
by using the online course management system used by the University of Tennessee at
Chattanooga, and communicate by phone and e-mail. In 2006, the Engineering Management
graduate program was chosen as the pioneer program by the University of Tennessee (UT)
System to offer a fully online program by using shared resources among UT campuses that offer
similar courses and/or programs.
Blackboard provides a framework for delivering courses online, as well as in class. All course
documents, course information, and assignments are available online to both in class and online
students. Another important feature of Blackboard is the discussion board. This feature enables
students to have online discussions with the instructor and other students in class on assigned
topics.
Mediasite has been used to upgrade two of the classrooms (EMCS 231 and EMCS 202) in the
College of Engineering, Mathematics, and Computer Science in order to deliver online courses
by using this method, which provides both video and audio delivery for online courses.
Mediasite is a lecture capture technology, developed by Sonic Foundry, that records video and
audio of the instructor and syncs it with the integrated software used in the class. The
presentation is archived and made available to watch at any time streamed from a secure server.
This program allows students to take classes from a distance or allows the instructor to pre-
record a lecture that they know they will miss and aides in maintaining the class’s semester
schedule. Mediasite also allows live-streaming of video and is used for broadcasting lectures
which allows online students to feel like they are sitting face to face with the instructor.
Online Distance fees are used to support faculty and graduate students to upgrade and deliver all
Engineering Management online courses.

22
The University of Tennessee at Chattanooga (UTC) Walker Center for Teaching and Learning
assists in discovering best practices in distance learning and preparing teaching materials for the
increasing online environment. It also assists faculty in organizing and designing courses in
Blackboard to maximize student learning success. The Walker Center administers course and
support service evaluations each semester to allow for the continuous improvement of UTC’s
online and hybrid courses, as well as the support services which are funded by Online Distance
Fees. These fees fund the additional costs to deliver online and distance courses, including
faculty and student support for online programming, training, and resources that are not covered
by the student technology and online fees.
UTC Learn, which is powered by Canvas, is UTC's Learning Management System that faculty
can use to deliver course content, communicate with students, enable student interaction, and
provide online assignments and assessments. The Walker Center also provides training for
faculty to utilize UTC Learn in their courses and organizations. Currently, UTC is using Canvas
in place of the Blackboard system for course learning management system. UTC is also in
process of evaluating a few alternative systems to Mediasite in order to upgrade its lecture
capture system. Dr. Dawn Ford of the Walker Center for Teaching and Learning leads these
efforts.
In April 2017, our M.S. Engineering Management degree was ranked #12 among the top 50
colleges in the U.S. by SuperScholar.org’s Smart Choice for online Engineering Management
degrees. Of the top colleges for online Engineering Management, schools were evaluated and
ranked based on academic reputation, special accreditation, student satisfaction, and cost.
MS Engineering Management program was ranked #7 of the 50 Best Master’s in Engineering
Management Programs Online for 2018 by BestCollegeReviews.org.
The University of Tennessee - Chattanooga was ranked at #16 for 2019 Most Affordable Online
Colleges for Master’s Degrees in Engineering Management.

2.8. Pedagogical Methods

Graduate courses are usually offered in the evenings or late afternoons to accommodate working
students. Each course uses Canvas software to display class materials, create discussion boards,
and post assignments. This system helps students keep up with coursework if they are unable to
attend class due to work or illness.
Online offerings are supported by Mediasite to record lectures both synchronously and
asynchronously. The College of Engineering and Computer Science has internal technical
support personnel and one staff member who is fully responsible for maintaining Mediasite. In
addition, Graduate Assistants are trained to assist faculty in administrating online graduate-level
courses.

Part III. Student Experience

3.1. MS Engineering Management Program Enrollment and Peer Identification

23
The Engineering Management graduate program provides a focus on human resources,
engineering economics, quality management, project management, leadership and
entrepreneurship, strategy and other management issues. The program also emphasizes decision-
making, integration of management and engineering sciences, and communications.
A. Admission Requirements
All applicants for admission to the Engineering Management master’s program at UTC must first
be admitted to the graduate program at the University. The Office of the Graduate School is
responsible for the administration of the University graduate admission policy. The decision to
admit an applicant to pursue graduate study at UTC is based upon evaluations of both qualitative
and quantitative information. To ensure adequate consideration, the applicant should submit the
completed application and supporting credentials to The Graduate School office by the
application dates noted in the Graduate Catalog.
An applicant for admission must furnish the following materials to The Graduate School office:
• A completed online application form
• A Statement of Purpose/Intent
• Payment of the $30 nonrefundable application fee for domestic applicants or $35 for
international applicants
• An official transcript from each college or university previously attended
• An official report of the applicant’s score on the prescribed test(s) for admission, such as
the GRE or GMAT. Students whose native language is not English are required to
provide scores for the Test of English as a Foreign Language (TOEFL) or the
International English Language Testing System (IELTS). A minimum of 550 paper-
based, or 213 computer-based or 79 internet-based TOEFL score or 6.0 on the IELTS are
required from international students.
To be eligible for Degree Regular Admission, an applicant must have a baccalaureate degree
from a regionally accredited college or university or foreign equivalent and be in good academic
standing at the last institution attended. In addition to the previous two requirements, an
applicant for regular admission must meet one of the following requirements from a regionally
accredited institution or foreign equivalent. All GPAs are based on a 4.0-point scale and the last
two years of undergraduate coursework are equivalent to approximately 60-70 semester hours or
90-100 quarter hours. (Updated GPA requirements approved by Graduate Council spring 2011)
· 2.70 minimum GPA for all undergraduate work taken for the baccalaureate degree or
· 3.00 GPA for the last two years of undergraduate academic coursework or
· 3.00 GPA for 30 or more semester hours undergraduate credit after earning the first bachelor’s
degree or
· 2.70 GPA for the last two years of undergraduate academic coursework and a 3.00
· GPA on fewer than 24 hours graduate coursework or
· 3.00 GPA for 24 or more graduate hours or
· An earned master’s degree or higher-level degree with at least a 3.00 GPA.

24
An applicant who graduated from an unaccredited institution may be considered for admission
with a 3.0 cumulative average.
In addition to meeting the above requirements, all applicants for admission to the Engineering
Management master’s program must also supply results from the GRE or GMAT taken within
the past five years and minimum of two letters of reference from employer(s) or university
instructor(s).
B. Recruitment
The recruitment of students into the Engineering Management master’s program is primarily
done through marketing efforts directed toward local and regional companies. Faculty members
visit companies to inform them about the Engineering Management master’s program at UTC.
Alumni of the MS Engineering Management program come also to these recruitment meetings to
answer questions asked by prospective students.
The College and Engineering Management websites are always updated, and publications related
to the MS Engineering Management program, such as brochures, flyers, posters, etc. are
available for prospective students to gain more information about the program, its purpose and
availabilities. Local magazines and papers are also used to inform the public about our program
and recruit students locally and regionally.
There has been a relative decline in the international recruitment effort due to the decrease in the
international recruitment budget. . Alumni of the MS Engineering Management play a crucial
role in the recruitment efforts by informing their colleagues, friends, and family members about
the Engineering Management graduate program at UTC, its availability and flexibility as a 100%
online program. This includes local as well as on-line and international graduates.
C. Enrollment
Enrollment in MSEM has decreased since 2014 mostly due to the decrease in the enrollment in
the Construction Management concentration. We are currently forming a task force made of
active members of the commercial construction industry representatives to address this issue and
suggest ways to promote the program. Since there are many courses common to both the
Engineering Management and the Construction Management concentrations, there is only a
small number of construction management related courses that may have a low enrollment in the
course, otherwise, students enjoy the interaction with large enough group of peers in their
classes. Figure 3 shows the enrollment data between Fall 2013 and Fall 2019.

25
 80
77
74

62 64

54
ENROLLMENT

52

2013 2014 2015 2016 2017 2018 2019

Fall Semesters/Academic Year

Figure 3. Engineering Management Graduate Program Enrollment Data*

*Source: Office of Planning, Evaluation, and Institutional Research.

D. Degrees Awarded
The number of degrees awarded in the Engineering Management graduate program over the
years has also stayed constant over the last six years. Figure 4 shows the number of degrees
awarded between 2013-14 and 2018-19.

26
 31
28
25
24
23
Degrees Awarded

19

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19

Academic Year

Figure 4. Master of Science in Engineering Management Degrees Awarded*

*Source: Office of Planning, Evaluation, and Institutional Research.

3.2. Quality Evaluation

Students have the opportunity to provide feedback on the program and evaluate faculty’s
teaching effectiveness through surveys conducted online prior to final exams each semester.
Students are routinely notified through e-mail and by the instructors in class to login and
complete the survey. As an example, Course Learning Evaluation for Fall 2018 is provided in
Appendix C.

3.3. Professional Development Opportunities

The MS Engineering Management program provides professional development opportunities
through membership in professional associations such as Tau Beta Pi, Associated General
Contractors (AGC), Graduate Student Association (GSA), National Society for Black Engineers
(NSBE), the Society of Woman Engineers (SWE), etc. These organizations encourage students
to attend conferences and workshops, help students network and find jobs, and provide students
with opportunities for publication.
The Center for Career and Leadership Development provides free resources to assist students in
finding employment opportunities in line with their qualifications. Its mission is to provide
students with tools to be successful in their job search and to be prepared with the right
documents for an interview. For more information visit https://www.utc.edu/career-student-
employment. The College of Engineering and Computer Science also organizes College-level
job fairs twice a year, one in the fall and one in the spring, to assist students in finding jobs

27
(http://www.utc.edu/collegeengineering-computer-science/student-employment/day-of-
networking.php).
3.4. Enrichment Opportunities
To provide adequate enrichment opportunities, the MS Engineering Management program hosts
a variety of seminars conducted by local professional speakers from the Tennessee Valley
Authority (TVA), Volkswagen (VW), Coca Cola, etc. These seminars are offered at no cost to
students and are held in room EMCS 426 for student convenience. These seminars are also
videotaped and made available to students who cannot be present in person. This is a valuable
service for online students. These seminars create an environment that facilitates student
engagement with local industries and enriches students’ education. The list below outlines a
partial list of distinguished speakers for the last two years. (9/2017 – 11/2019)

Topic: "The Future of Deep Space Human Exploration"

Dr. Paul McConnaughey, Associate Director, Technical, Office of the Center Director NASA
Marshall Space Flight Center, September 22nd, UTC SimCenter Auditorium, 11 a.m.

Topic: "For Engineers, Does Career Advancement come from Hard Skills or Soft Skills?"
Dr. Ryan M. Brewer, Associate Professor of Finance, Indiana University, October 2nd, 5:30
p.m., Card Auditorium

Topic: "From Classroom to Corporation: Adventures of a Tech CEO"

John P. McNeely, President/CEO, Principal & Co-Founder of Sword & Shield Enterprise
Security, Inc., and Principal & Co-Founder – Affenix, LLC, October 30th, 5:30 p.m., Card
Auditorium, EMCS 201*

Topic: "Indoor Positioning Advances Exploiting GPS and WLAN Infrastructures"

Dr. David Akopian, Professor in the Electrical and Computer Engineering, Department of the
University of Texas at San Antonio (UTSA), San Antonio, TX, November 17th, SimCenter
Auditorium, 10 a.m.

Topic: "Crypto-currency Status and Future Perspectives"

Dr. Richard Brooks, Professor of Electrical and Computer Engineering, Clemson University
December 1st, 10 a.m., UTC SimCenter Auditorium

Topic: "Energy, Water, and Climate: Challenges and Opportunities in Africa"

Vahid Alavian, Former Water and Hydropower Advisor, Africa Region at The World Bank
January 19th, 10:00 a.m., UTC SimCenter Auditorium

Topic: "Security Challenges for the Internet of Things: A Semantics-Based View"

Csilla Farkas, Professor, Department of Computer Science and Engineering, University of South
Carolina, Columbia, February 2nd, 10:00 a.m., UTC SimCenter Auditorium

Topic: "Information Security Careers: Pathfinding on the Digital Battlefield"

Shayne Champion, Cyber Security Professional, February 5th, 2:00 p.m., Maytag Conference
Room, EMCS 426

Topic: "Security of Additive Manufacturing: Threats and Research Opportunities"

Mark Yampolskiy, Assistant Professor, School of Computing University of South Alabama

28
February 22nd, 2:00 p.m., UTC SimCenter Auditorium

Topic: "The Science of Additive Manufacturing and What the Future Holds"
Amy M. Elliott, Associate Research Staff, Oak Ridge National Lab’s (ORNL) Manufacturing
Demonstration Facility (MDF) , February 23rd, 10:00 a.m., UTC SimCenter Auditorium

Topic: "Oak Ridge National Lab Capabilities"

Dr. Jeffrey B. Cornett, Manager, Industrial and Economic Development, Oak Ridge National Lab
(ORNL)
March 9th, 10:00 a.m., UTC SimCenter Auditorium

Topic: "Petal: Rejuvenation of MPI Applications / Ariadne: Static Analysis Meets Model
Checking"
Dr. Peter Pirkelbauer, Assistant Professor, Department of Computer Science at the University of
Alabama at Birmingham, March 19th, 2:00 p.m., UTC SimCenter Auditorium

Topic: "Why do some people advance in their career faster than others?"
Scott C. Pierce, Executive Vice President and COO, BlueCross BlueShield of Tennessee
April 12th, 3:00 p.m., Benwood Auditorium EMCS 230*

Topic: "The implicit bias and microaggressions that are often targeted at women in the STEM
fields and what we can do about it" , Dr. Christopher Kilmartin, Emeritus Professor of
Psychology at The University of Mary Washington in Fredericksburg, VA, March 20th, 3:15
p.m., Benwood Auditorium EMCS 230*

Topic: “Robots that Need to Mislead: Biologically-inspired Machine Deception”

Dr. Ronald Arkin is the Regents' Professor and is the Director of the Mobile Robot Laboratory at
the Georgia Institute of Technology., September 7th, - 10:00 a.m., – Maytag Room, EMCS 426

Topic: “After the Engineering Degree: Core Non-Technical Traits that Accelerate Career
Success”
Julian Bell is the Executive Vice President of Signal Energy Constructors, one of the top utility
scale renewable energy engineering, procurement and construction firms in the United States.,
October 11th, - 12:15 p.m., – Maytag Room

Topic: The Future of Energy

Hash Hashemian, President & CEO, AMS Corporation and adjunct professor of nuclear
engineering at UTK
November 2nd, - 10am, Maytag Room, EMCS 426

Topic: “Product Safety Management and The Human Side of Engineering: Forensics &
Manufacturing a Reasonably Safe Product", Tyler Kress, President & Principal Consultant, BEST
Engineering Inc and adjunct professor at Virginia Tech, November 16th, - 10:00am; Maytag
Room, EMCS 426

Topic: “Maximize Your Value with Diverse Experiences and Views"

John Loudermilk, COO Birla Carbon, February 19th, - 2:00pm; Maytag Room, EMCS 426

Topic: “Engineering Pathways: A Real-World Mix of Engineering and Business”

Tim Barnes, Managing Partner, ByteBackers, April 16th, - 3:00pm; Maytag Room, EMCS 426

29
 Jobs Lost, Jobs Gained: Preparing for the workforce in a time of automation
Rodney Woods is vice president and chief clinical engineer for medical management at
BlueCross BlueShield of Tennessee, October 3rd, - 1:45pm; Maytag Room, EMCS 426

Topic: "Oak Ridge National Lab Capabilities"

Dr. Jeffrey B. Cornett, Manager, Industrial and Economic Development, Oak Ridge National Lab
(ORNL)
Oct. 17th, - 1:45 pm; Maytag Room, EMCS 426

Topic: “Your Drop Matters: Building a Community of Freshwater Advocates"

Anna George, Tennessee Aquarium Vice President of Conservation Science and Education
Nov. 5th, - 12:30pm; Maytag Room, EMCS 426

Topic: “Problem Solving: A Career Foundation"

Tim Reagan, Chief Operations Officer - Ken Smith Auto Parts Inc., Nov. 12th, - 3:30pm; Maytag
Room, EMCS 426

3.5. Diverse Perspectives

The MS Engineering Management program aims to expose students to various perspectives and
experiences throughout the program. Field trips to TVA, VW, Electric Power Board (EPB),
Amazon, Miller Industries, McKee Foods Corp. and others are held regularly to introduce
students to various work environments. Guest speakers from these companies and many others
are brought into classrooms by professors every semester to impart practical knowledge and
provide opportunities for discussion regarding the diversity of workforce and approaches to
technical solutions.
3.6. Academic Support
The availability of instructional resources has improved with the opening of the new library
building in January 2015. The program’s instructional equipment and facilities within the
College of Engineering are adequate. Most of the classrooms have state-of-the-art technology.
Graduate students also have a study room on the second floor, EMCS 241, which provides a
quiet study environment. Technical support is provided by technical personnel staffed by the
College of Engineering and Computer Science, along with graduate assistants.

Part IV. Faculty

4.1 Engineering Management Graduate Coordinator
The Engineering Management department has six tenured and tenure-track faculty and one
lecturer. All faculty members are qualified to teach graduate level courses and advise graduate
students.
The department has a graduate coordinator who is appointed in that position for a two-year
renewable term. The main responsibilities of the graduate coordinator is to advise graduate
students, review all prospective graduate students’ applications, recruit graduate students to the
program, write and propose all graduate curriculum changes, and teach graduate level courses.
Additionally, the graduate coordinator represents the graduate engineering management program
at the Graduate Council. All graduate coordinators for the College meet at least once per

30
semester to discuss the curriculum, assistantships, recruitment, resources, and other related
issues.
4.2. Faculty Teaching Load
Most graduate level courses, on-campus and online, are taught by full-time graduate faculty in
the department. For the MS Engineering Management program, faculty teaching loads are
aligned with the highly individualized nature of graduate instruction. In the case of capstone
projects, professors with certain specialties are assigned to guide the students on an individual
basis.

Student Credit Hour Production per Total Faculty

1200
1158 1194
1050
1017 936
900 906
SCH / FTE Faculty

750 702
602 592 580
600
456 437
450 394 386 395
295
300 246
126
150
0 0 0
0
2013-14 2014-15 2015-16 2016-17 2017-18

Academic Year

T/TT NTT Adjunct

Figure 5. SCH per Total Faculty FTE per Academic Year

Figure 5 shows the Student Credit Hour production per Full-Time and Adjunct Faculty within
the Engineering Management & Technology department for the last 5 years. Table 7 shows the
SCH/FTE Faculty in comparison to the College and the University.

Table 7. SCH/FTE Faculty/Academic Year

UTC College Department
Adjunct 3071 186 N/A
NTT 3927 507 456
2013-14
T/TT 18230 1973 702
Total 25228 2666 1158
2014-15 Adjunct 1918 137 N/A

31
 NTT 4472 725 592
T/TT 18777 2071 602
Total 25167 2933 1194
Adjunct 2424 159 N/A
NTT 4166 617 580
2015-16
T/TT 18968 1584 437
Total 25558 2360 1017
Adjunct 1624 228 126
NTT 4100 386 386
2016-17
T/TT 21334 1590 394
Total 27058 2204 906
Adjunct 3211 539 395
NTT 3928 262 246
2017-18
T/TT 21559 1732 295
Total 28698 2533 936
Key: TT = FT Tenured/Tenured-Track Faculty; NTT = FT Non Tenure Track Faculty

4.3. Faculty Diversity

Students enrolled in the MS Engineering Management Program are increasingly diverse. Studies
have shown the importance of faculty diversity to enrolling and retaining students from diverse
backgrounds. College faculty members have demonstrated a positive impact in shaping campus
culture and encouraging students from multiple groups of minorities and genders as well as
academic background and training to enroll and persist through graduation. The diversity of
faculty and graduate major enrollment are presented in Appendix B.
4.4. Faculty Professional Development
The MS Engineering Management faculty strive for continuous professional development, which
can advance teaching methods, scholarship and practice. Ongoing and past research projects led
by faculty members draw external funds such as grants and awards. Annual conferences,
workshops, expos, meetings, and a multitude of organizational gatherings are regularly attended
by faculty. An example Curriculum Vitae of MS Engineering Management Faculty is shown in
Appendix F. Other CVs can be viewed online at http://www.utc.edu/college-engineering-
computer-science/profiles/
The following shows examples of the faculty professional development for a few of the
department faculty for the last two years.

Publications – 2017 to current

32
 Dr. Endong Wang:
o Yuan J, Li L, Wang E, Skibniewski M (2019). Examining Sustainability
Indicators of Space Management in Elderly Facilities---A Case Study in China.
Journal of Cleaner Production 208:144-59.
o Wang E, Neslihan Alp, Jonathan Shi, Chao Wang, Xiaodong Zhang, Hong Chen
(2017). Multi-criteria Building Energy Performance Benchmarking Through
Variable Clustering Based Compromise TOPSIS With Objective Entropy
Weighting. Energy 125: 197-210
o Wang E, Mao P, Chen M, Zhang X, Li L (2017). Climate effects in data
envelopment analysis for residential energy performance benchmarking---An
empirical case validation. 2018 ASCE Conference, New Orleans, Louisiana,
USA, April 2-5, 2018.
o Wang E, Jared Forst, Neslihan Alp and Xiaoni Wang (2018). Optimizing
Business Operation Strategies---A Simulation Approach. Advances in Intelligent
Systems Research (CJ) 151:34-37.
o Cash M, Wang E, Wang X (2018). Building Information Modeling for
Nonresidential Construction---An Industry Perspective, 2018 2nd International
Conference on Applied Mathematics, Modeling and Simulation, Aug 26-27,
2018.

 Dr. Aldo McLean

o Ericson, L. M, Abrha, W, and McLean, A. A., (2018) Design of a Visual Board
for a Manufacturing Cell, Proceedings of the American Society for Engineering
Management, ASEM 2018. Accepted for presentation and publication.
o Fortunatus, M, Onyango, M, Fomunung I, McLean A, and Owino J, (2018) Use
of a Smart Phone based Application to Measure Roughness of Polyurethane
Stabilized Concrete Pavement, Civil Engineering Research Journal, Vol. 4, Issue
4.

 Professor Wolday Abrha

o Abrha, W., Alp, N., and Teklu, T. (2018). Reducing steering gear handling
damages – the six sigma way. Proceedings of the American Society for
Engineering Management 2018 International Annual Conference (accepted).
o Abrha, W., Sawhney, R., Macias de Anda, E. (2018). Application of lean to
reduce inter-plant logistics: the marine industry perspective Proceedings of the
American Society for Engineering Management 2018 International Annual
Conference (accepted).
o Erickson, L., McLean, A., and Abrha, W. (2018). Design of a visual board for a
manufacturing cell. Proceedings of the American Society for Engineering
Management 2018 International Annual Conference (accepted).

33
Conference Presentations – 2017 to current
o Wolday Abrha, Reducing steering gear handling damages – the six sigma way
and Application of Lean to Reduce Inter-Plant Logistics: The Marine
Industry Perspective and Design of a visual board for a manufacturing
cell, ASEM international annual conference, Coeur d’Alene, ID, 10/2018

o Ahad Nasab, An Experimental Adaptive Teaching Practice, ASEM

international annual conference, Coeur d’Alene, ID, 10/2018
o
Seong Dae Kim, Developing a Manufacturing Process for Home-Based
Business, IBII 2019 International Conference – Management, Leadership, and
Business Intelligence, Houston, TX, 3/2019

o Seong Dae Kim, Effects of Major League Baseball Manager Attributes on

Team Performance, INFORMS Annual Meeting 2018, Phoenix,
AZ, 11/2018

o Endong Wang, Climate effects in data envelopment analysis for residential

energy performance benchmarking-An empirical case validation,
2018 ASCE Conference, New Orleans, Louisiana, 4/2018

Applied Research Presentations – 2017 to current

 Dr. Seong Dae Kim
o Luncheon speech for PMI Chattanooga Chapter “How do we know in what
directions a technology-based product will evolve?” scheduled for May 16, 2019.
Awards/Recognition Received by Department – 2017 to current
 Departmental Awards:
o Outstanding Research: Dr. Endong Wang
o Outstanding Service: Professor Paul Baggett
o Outstanding Service: Professor Wolday Abrha
o Outstanding Teaching: Dr. Alexandr Sokolov
o Outstanding Teaching: Professor Alexandr Sokolov
o Dr. Ron B. Cox Outstanding Graduate Engineering Management Student Award
– Hana Karrar
o Dr. Ronald B. Cox Outstanding Graduate Engineering Management Student
Award – Aaron Rubel

34
 o Carissa Luck
• Mr. and Mrs. Paul J. Kinser Scholarship
• Mr. Thomas J. Kline Scholarship
o Barbara Musgrave
• Outstanding Graduate Student
• Deans Student Advisory Council

o Outstanding Graduate Student Award – Hind Ahmed

o Outstanding Seniors Award
• BS ETM: Constr. Mgmt. – Barbara Musgrave
• BS ETM: Engr. Mgmt. – Anna Kate Tenpenny
 Dr. Endong Wang
o Outstanding Reviewer, Journal of Cleaner Production (Journal: Impact
Factor:5.651), 2018
o Service Award, University of Tennessee, Chattanooga, 2018
o First Place in Reusable Abstractions of Manufacturing Process National
Competition, 2017, Jointly-Awarded by NIST, NSF, ASTM, ASME (Led by Dr.
Chris Yuan at Case Western Reserve University)
o National Awards:
• First Place in Reusable Abstractions of Manufacturing Process (RAMP)
National Competition Led by Chris Yuan at Case Western Reserve
University, Jointly-Awarded by The National Institute of Standards and
Technology, National Science Foundation, ASTM International E60
Committee on Sustainability, and ASME Manufacturing Science and
Engineering Conference 2017 Organizers

 Dr. Wolday Abrha

o Students’ projects recognized at CECS Tech Symposium 2019

o 1st place: Overall design in Engineering Management
o 3rd place: Senior Design at college level

4.5. Improvement Processes

The faculty actively engages in regular planning, evaluation, and improvement activities that
measure and advance student success. To enrich and improve the curriculum, which is

35
maintained at the department level, faculty members may propose changes including curriculum,
program goals, and an overall assessment process based on feedback from students and inputs
during departmental meetings. The department reviews the proposal and, if approved, submits it
to the graduate committee. The committee then reviews and approves the proposed changes.
Once approved, the university implements the changes in the following academic year.
Another activity that contributes to the program improvement and student success is providing
internship opportunities for the students. Our extensive database of companies providing
internship positions is professionally maintained and continually updated. The Student Success
Center maintains the Handshake database where students and employers have access to its
resources. This resource is provided free of charge to students and employers.

4.6. Faculty evaluation

The program uses an appropriate process to incorporate the faculty evaluation system explained
in detail in Chapter 3 of the Faculty Handbook
(http://www.utc.edu/faculty-senate/handbook.php). Generally, supervisors score their faculty
based on overall performance. The annual Evaluation and Development by Objectives (EDO)
process is the main tool used to assess faculty at UTC. The process measures quality of teaching,
research, and service. The annual EDO evaluation consists of objectives, reports and evaluation.
The department head’s EDO sample format can be found at http://www.utc.edu/academic-
affairs/pdfs/1-provost-pageforms/dept-head-evaluation-rev6-2015.pdf. Please refer to Section 3.2
for course learning evaluations, as they are another assessment used for evaluation. In the EDO
document, faculty are required to articulate specific measurable goals for each section. For
example under Research and Scholarly Activities, the faculty may specify the number of
conference participation, the number of journal publication, the number of research proposals
submitted as a PI or co-PI, etc. This requirement for specificity helps both faculty and the
supervisors track the progress of the faculty towards achievement of the specified goals.
Examples of EDOs will be provided during the site visit, if requested.

Part V. Learning Resources

5.1. Equipment and Facilities Evaluation
The College of Engineering and Computer Science regularly evaluates its facilities and
equipment and makes improvements where necessary. The College is committed to creating an
environment that places personal safety and health of the students and faculty first by regularly
evaluating laboratories. Room EMCS 334 has been designated as a ‘study’ room for engineering
management students. Students can plan group studies, work on their capstone projects, or use
the computer facilities which have engineering management related software loaded on them.
The department has also recently spent close to $30,000 to remodel EMCS 213 so that it can be
used for projects related to logistics and order processing. A Flexible Manufacturing System
(FMS) worth $350,000 is purchased to help with studies in process optimization, queuing, order
processing, time studies, etc. This laboratory space will be equipped with more facilities which
can be used for both on-campus and online students.

36
 The College’s safety manual describes policies and procedures that govern access to labs,
including handling of hazardous materials, inspection, and inventory control. Anyone accessing
the labs to use equipment or handle materials within the college must follow accepted procedures
and adhere to the published policies, which are easily accessible by students and faculty. The
Laboratory Safety Manual can be viewed at https://www.utc.edu/college-engineering-
computerscience/pdfs/laboratorysafetymanual.pdf.
5.2. Learning and Information Resources
Students and faculty have access to information resources to support teaching and learning
primarily through the newly constructed UTC L ibrary. Additionally, The Walker Center for
Teaching and Learning supports faculty by offering development sessions and other teaching
resources. Section 5.3 provides more information on the Walker Center, and the following
subsections provide information on the new UTC Library.

A. UTC Library General Information

Mission
The mission of the UTC Library is to support the teaching and research of faculty and students of
the University of Tennessee at Chattanooga through the development of collections and services
to promote and enhance the university’s curriculum and research endeavors. Information about
the UTC Library is available at http://www.utc.edu/library

Personnel, Budget, and General Overview

The UTC Library has 21 faculty librarians, 14 staff specialists, and over 700 hours of student
help to support the UTC community. The total library budget for 2018 was approximately $4.1
million.

UTC opened a new library facility in January 2015. This new 184,725 square foot facility is open
125 hours per week during the academic semester and provides students, faculty, and staff with
access to state-of-the-art technology, spaces, and services. The Library boasts access to 37 group
study rooms, 2 practice presentation rooms, 8 conference rooms, a theater classroom, and 3
computer classrooms. Furthermore, both group and individual instruction and consultation are
provided to students, faculty, and staff at service points throughout the Library including, Library
Instruction, Information Commons, Studio, Special Collections, and the Writing and
Communication Center. Finally, co-located in the Library are important student and faculty
service points including The Center for Academic Support and Advisement that offers advising,
supplemental instruction, and tutoring and the Walker Center for Teaching and Learning
providing UTC Faculty with instruction and consultation in the areas of teaching, learning, and
technology integration.

B. UTC Library Collections

Databases, Serials, and Ongoing Expenditures
The Library makes available 103,530 serial titles, including open access titles, through
subscriptions to full-text resources, databases, journal packages, and individual journals. The

37
Library has identified 3,265 print and electronic journals that support the research and
curriculum associated with Computer Science and Computer Engineering. Of these journal titles
and databases, the College of Engineering and Computer Science is currently responsible for
$196,161.00 of the total $1,212,145.00 spent toward ongoing serial and database subscriptions.

The majority of journal content is current and online via journal packages from publishers
including Springer/Nature, Elsevier, Wiley, Taylor and Francis, Sage, Ovid, and Oxford
University Press. These packages provide access to online journal content across the many
disciplines associated with Computer Science and Computer Engineering. Titles available online
with full text coverage include, but are not limited to: Journal of the ACM, IEEE Transactions on
Information Theory, Journal of Cryptology, IEEE Sensors Journal, ACM Transactions on
Graphics, Information Sciences, Logical Methods in Computer Science, ACM Transactions on
Software Engineering, Information and Software Technology, IEEE Transactions on Fuzzy
Systems, Journal of Artificial Intelligence Research, ACM Computing Surveys, The Computer
Journal, Journal of Computer and System Sciences, Information and Software Technology,
Algorithmica, Theoretical Computer Science, Journal of Functional Programming, Journal of
Machine Learning Research, IEEE Transactions on Computers, Software and Systems Modeling,
International Journal of Computer Vision, IBM Journal of Research and Development . See the
supplemental list of full-text journals for the entire listing of applicable titles.

A review of current UTC Library database subscriptions finds the following that support
disciplines within Computer Science and Computer Engineering: Association for Computing
Machinery Digital Library, IEEE/IET Electronic Library, Safari Tech Books Online,
ScienceDirect, Proquest SciTech Premium Collection, Materials Science & Engineering
Database, Advanced Technologies & Aerospace Database, ABI Inform Complete, and Business
Source Premier. In addition, the Library makes available numerous multidisciplinary databases
such as ProQuest Central, Web of Science, and, Academic OneFile, to complement
subjectspecific resources.

Monographs, Audio-Visuals, and One-Time Expenditures

The Library’s print and electronic book collection consists of 727,541 unique titles. 34,316 fall
within the subject classifications HE, QA, T-TP, TS, UG, which are applicable to the study of
Computer Science and Computer Engineering. The Library’s collection of physical A/V consists
of 23,012 items of which, 128 are appropriate to the study of Computer Science and Computer
Engineering. Additionally, the library provides access to over 150,000 streaming music and
video files through various service providers like Alexander Street Press, Henry Stewart Talks,
Kanopy, and Naxos Music. Each year, a portion of the Library’s materials budget is allocated to
purchase books, audio-visual materials, and other one-time resources. In 2017-2018, the Library
expended $17,269 out of a total amount of $169,000 towards the acquisition of monographs and
A/V materials in support of the College of Engineering and Computer Science.

38
C. UTC Library Services
Interlibrary Loan and Course Reserves
The Library offers interlibrary loan (ILL) and Document Delivery services at no cost to students
and faculty who need to acquire materials that are not owned or accessible by the Library.
Patrons can submit and track progress of requests, receive email notification of materials that
have arrived, and obtain articles electronically through the electronic ILL management system,
ILLiad. The Library also participates in a nationwide program, Rapid ILL that expedites article
delivery to the patron. In 2017-2018, 6,284 ILL borrowing and document delivery requests were
filled for the UTC community; of those, 413 were filled for faculty and students in the College of
Engineering and Computer Science.

The Library offers a well-utilized Course Reserve service for faculty and students allowing
faculty to place high-demand materials on reserve to ensure they are available to students. In
2017-2018, no materials were placed on reserve for courses in Computer Science or Computer
Engineering. In addition to course reserves, the Library also offers a scanning service for
faculty--ensuring access to high-quality and accessible scans of materials related to research and
courses.

Circulation of Physical Materials

The Library has generous circulation policies and allows semester-long borrowing of
monographs for students and year-long borrowing for faculty members. In 2017-2018,
monographs and audio-visual materials circulated 19,955 times. In addition, the Library
circulates laptop computers, other tech equipment (cameras, calculators, digital recorders,
external hard drives, and more), and group study rooms to patrons. Last year, these items
circulated 78,626 times.

Research and Instructional Services

The Library boasts a busy, well-respected, and growing instruction program that combines
traditional information literacy and research skills instruction sessions with skills-based
workshops on topics ranging from preparing powerful presentations to improving skills with
Microsoft Office, Adobe, and statistical software. Course-specific instruction sessions are
tailored specifically to the curriculum and include information literacy and research skills tied to
assignment objectives. Workshops are open to any UTC student, faculty, or staff member and
are developed and taught by skilled librarians and technology trainers.

Instruction
The Library Instruction Team develops and teaches both general and course-specific
instructional sessions tailored to specific research needs or library resources. Partnering with
UTC Faculty, the Instruction Team teaches students information seeking and evaluation skills
necessary to be effective 21st Century researchers. In 2017-2018, Instruction Librarians taught
365 instruction sessions and workshops that reached 5751 participants across all academic

39
disciplines. Of those 365 instruction sessions and workshops, two were conducted for the
College of Engineering and Computer Science with 41 students participating. Instruction
Librarians also dedicate time to providing one-on-one individualized attention to students,
faculty, and staff seeking research assistance in a particular area. Over the past year, Instruction
Librarians participated in 299 individual research consultations.

Studio
The UTC Library Studio provides a creative space for the campus community to learn innovative
technology and media creation. Located on the 3rd floor, the space provides access to 24 work
stations with specialized software including the Adobe Creative Suite, the AutoDesk Suite,
Camtasia, and other digital design programs. In addition, the space circulates cameras and other
production equipment for students to use as they put their projects together. Last year, these
items circulated 9,212 times.

The Studio is staffed by expert Librarians and Staff who provide one-on-one consultations, small
group and course-specific instruction, curriculum development, as well as a fully-staffed service
point to answer point-of-need questions. In addition to the instructional sessions mentioned
below, the Studio taught 25 workshops covering everything from 3D Modeling and Photography
to Brainstorming for Creative Assignments and Audio Editing. These workshops were attended
by 200 participants.

In 2017-2018, the Studio taught 205 classes across campus that reached 3537 students. While
none of these classes were for the College of Engineering and Computer Science in particular,
Studio faculty and staff answer questions about the Autodesk Suite and Solidworks as they come
up.

Writing and Communication Center

The Writing & Communication Center (WCC) is a free service that supports writers of all
backgrounds and proficiency levels with any kind of writing or communication project at any
stage in the process. The WCC’s goals are for writers to leave with improved confidence and a
plan for revising their work. Peer consultants help writers brainstorm, organize ideas, develop or
revise arguments, practice speeches, learn citation styles, become better self-editors, and more.
In addition to in-person and online consultations, they also offer workshops, a library of writers’
resources, and a supportive environment for working independently. In 2017-2018, the WCC
conducted a total of 2,737 individual consultations and 99 workshops and presentations. Four of
these presentations were for Engineering and Computer Science classes. The WCC also
conducted 165 consultations with 82 Engineering and Computer Science majors for courses
outside of their department, and 92 consultations for Engineering and Computer Science courses
(87 of these appointments were with majors).

40
Information Commons
The Information Commons provides students, faculty, staff, and community users with the tools
and services needed to complete assignments and research. The Information Commons is open
92 hours per week and fields over 12,000 research questions by phone, chat, e-mail, and in-
person each year. Within the Information Commons patrons can get individualized research help
at the Information Desk, complete research and assignments by utilizing one of 142 Windows
and 36 Macintosh computers loaded with tons of software, scan important documents, or simply
print out an assignment. Comfortable open seating at tables and loungers also makes the
Information Commons a popular spot to complete work within the Library.

Special Collections
The Special Collections unit of the Library at the University of Tennessee at Chattanooga is the
repository for university’s collections of manuscripts, university records and publications, rare
books and maps, theses and dissertations, and other archival material. The repository supports a
wide range of researchers including undergraduate and graduate students, faculty, members of
the community, and other scholars whose work relies on primary source materials.

Although no specific instructional sessions were requested by the College of Engineering and
Computer Science in 2017-2018, Special Collections’ staff conducted 18 instruction sessions that
reached 311 students across many departments. Most of these sessions focus on the use of
specific collections or primary-source materials available in Special Collections.

Departmental Liaisons
A Library Liaison program is in place where a librarian is assigned to each academic department
to enhance communication, collection development, and general support. Librarians are matched
with departments based on educational background, work experience, and subject expertise.
Typical library liaison activities involve attending departmental meetings, distributing
information about new services or resources, organizing one-time purchase requests, teaching
classes, maintaining the Engineering and Computer Science Subject Guides, creating course
guides, meeting with students and faculty, and more. The current Library liaison for the College
of Engineering and Computer Science is Bo Baker.
Library Technology and Spaces
Classrooms, Meeting Spaces, and Instructional/Learning Technologies
As previously mentioned, the UTC Library maintains a state of the art facility that provides
students, faculty, and staff with access to 37 group study rooms, two practice presentation rooms,
either conference rooms, a theater classroom, and three computer classrooms. Each room is
equipped slightly differently, but all have access to overhead projection, podiums with Windows
computers and HDMI cables for use with laptops, and white boards. All study rooms contain
LCD monitors (HDMI and other cables are available for check out) and whiteboards to aid in
group assignments and quiet study. Classrooms contain desktop or laptop computers,
presentation podiums, and built in speakers. Conference rooms are set up for hosting and

41
attending online events. Outside of these reservable spaces, students, faculty, and staff have
access to a computer lounge with 142 Windows and 36 Macintosh computers and the Studio
where high-spec PC’s and Macs are available. Printers, b&w and color, as well as scanners and
micro format readers are available at various points throughout the Library. Additionally,
students, faculty, and staff can check out Windows laptops, Chromebooks, high-end A/V
equipment, scientific calculators, and an assortment of cables, chargers, and computer
accessories at either the main check-out desk or the Studio.
5.3. Materials and Support Staff
The MS Engineering Management program provides adequate materials and support staff to
encourage research and publication. The Walker Center for Teaching and Learning promotes
excellence in teaching, learning and the use of technology through dialogue, inquiry, and
research. To fulfill these goals, the Center maintains a trustworthy environment to those it serves.
The Center also offers faculty feedback and opportunities for reflection on their teaching. Please
visit https://www.utc.edu/walkercenter-teaching-learning/ for more information.
Administrative Assistance staff are a dependable resource for departments to rely on. Graduate
Research Assistants are also hired every academic year to collaborate with the faculty. The
Library (section 5.2) provides enough material for almost all areas of research interest.

Part VI. Support

6.1. Operating Budget
The MS Engineering Management program’s internal and external support are consistent with
the budget needs of the program. Figure 6 show the internal and external grants received by the
faculty in the department. Appendix A shows the operating budget for the department.

Engineering Management & Technology Awards

Received
FY 2014-2019 YTD
1,200,000 1,194,417*
1,000,000
800,000
600,000 403,600
400,000
200,000 91,000
21,849
0 0
0
2014 2015 2016 2017 2018 2019 YTD

*Includes awards as Co-PI with other CECS Departments.

42
 Engineering Management & Technology
Total Dollars Requested
FY 2014-2019 YTD
3,500,000 3,054,865*
3,000,000
2,500,000 2,205,689

2,000,000
1,500,000
900,000
1,000,000
500,000 154,000
0 0
0
2014 2015 2016 2017 2018 2019 YTD

*Includes proposals submitted as Co-PI with other CECS Departments.

Figure 6. Grants (Funded Proposals, FY 2014 through FY 2019)

5-year history of dollars requested/proposed and awards received

6.2. Enrollment and Effectiveness

Enrollment and graduation rates are key components of accountability at UTC. A high-quality
experience has been integrated throughout the graduate program in order to maintain high
enrollment rates. Faculty builds strong relationships with students through smaller classes and
one-on-one meetings and serves as primary mentors of students. The faculty also encourages
local industries to hire MS program students, enabling the maintenance of a high student
enrollment and retention rates. Even though the enrollment has declined in the past few years,
the number of students in the program is still sufficient to sustain a high quality and cost-
effective program. Please see Section 3.1 for recruitment details and enrollment numbers.
6.3. Program Responsiveness
The MS Engineering Management program is responsive to changing local, state, regional and
national needs. As mentioned in Section 2.1, the curriculum contents are reviewed regularly,
partly to respond to changing regional needs.
Since the last program review, a strategic plan for the College of Engineering and Computer
Science has been under development to further propel the responsiveness of programs it
contains, including the MS Engineering Management Program. This strategic can be seen at
http://www.utc.edu/collegeengineering-computer-science/pdfs/cecs-strategic-plan-approved-
09082016.pdf.
6.4. Graduate Student Data Collection and Placement Evaluation

43
Graduate students are connected to the College’s LinkedIn page
(https://www.linkedin.com/groups/6715787) upon graduation. The LinkedIn page helps the
College stay connected with alumni and where they currently work. Since 2015, the College has
also completed an Annual Review, which is distributed to all alumni in addition to the local and
regional businesses. The latest review can be found at http://www.utc.edu/college-engineering-
computer-science/about-us/annual-review.php.

6.5. Procedure Review

The MS Engineering Management program’s procedures are regularly reviewed to ensure
alignment to institutional policies and mission. This is done every year to comply with and
maintain the standards contained in the guidelines of the Southern Association of Colleges and
Schools Commission on Colleges (SACSCOC), the recognized regional accrediting body in the
eleven U.S. southern states.

44
Appendix A. Expenditures

Expenditures
2014-151 2015-161 2016-171 2017-181 2018-191

Actual Expenditures 2,3 $674,823 $763,219 $650,860 $760,946 $716,654

Fall Adjunct Salaries 2 $84,000 $62,000 $66,000 $72,000 $69,900
Spring Adjunct Salaries2 $80,500 $75,250 $84,750 $85,157 $86,700
FT Faculty FTE2 6.0 5.5 4.5 5.1 6.0
Total Major Enrollment 77 72 60 59 49
Fall SCH 533 476 404 427 426
Spring SCH 547 408 381 418 390
Expenditures per FT Faculty FTE $139,887 $163,722 $178,136 $178,967 $145,542
Expenditures per Student Major $10,900 $12,507 $13,360 $15,561 $17,822
Expenditures per SCH $777 $1,019 $1,021 $1,087 $1,070

1
FY data is July 1 - June 30
2
data contains total department (graduate
and undergraduate) results from both
Engineering (due to some paid from this
account) and Engineering Management
Technology accounts
3
Actual Expenditures just reflects
expenditures in account E041301006.
Expenditures from other accounts are not
reflected in this amount.

45
Appendix B. Diversity

Diversity of Faculty and Graduate Major Enrollment Fall 2018-19

Gender and Ethnicity

(Graduate Major Enrollment)
Undergraduate Major Enrollment Graduate Major Enrollment
Multiple Races 6 Multiple Races 3
Unknown 5 Unknown 3
American Indian Non – Resident Alien 6
Asian 3 Asian
Hispanic 5 Hispanic 3
African American 11 African American 6
White 139 White 31
Female Male Female Male

Total* 20 149 Total* 10 42

Faculty
Multiple Races 6
Unknown
American Indian
Asian 2
Hispanic 1
African American 1
White 2
Female Male
Total (FT) 0 7
Total (FT & Adjunct) 3 9

46
Appendix C. Student Ratings

Engineering (ENGM) Fall 2018

Neither Somewhat Strongly

Strongly Agree Somewhat Disagree
Agree nor Disagree Disagree
Agree (%) (%) Agree (%) (%)
Disagree (%) (%)

I am aware of the learning

outcomes of this course,
75 21 3 1 0 0 1
as stated in the syllabus
The course content addresses the
learning outcomes
76 18 5 1 0 0 1
of this course.
The course structure assists me in
achieving the
67 22 5 2 1 1 2
learning outcomes of this course.

I am achieving the learning

66 22 8 3 0 0 0
outcomes of this course.

I keep up with all course readings

65 28 7 0 0 0 0
and assigned work.
The course encourages my use of
critical thinking
64 26 8 1 0 1 1
skills.
The way this course is delivered
encourages me to be
62 24 8 1 2 1 2
actively engaged.
The instructor is willing to assist
me with achieving
73 19 3 3 0 0 1
the course learning outcomes.
The instructor provides
constructive feedback on my
65 21 6 6 0 1 1
coursework.

The instructor responds to my

7 15 5 3 1 2 2
questions and emails within the
time-frame indicated in the
syllabus.

47
College of Engineering & Computer Science

Neither Strongly
Strongly Somewhat Agree nor Somewhat Disagree Disagree
Agree (%) Agree (%) Agree (%) Disagree (%) Disagree (%) (%) (%)
I am aware of the learning outcomes of this
course, as stated in the syllabus 64 23 7 2 2 1 1
The course content addresses the learning
outcomes of this course. 62 24 8 2 2 1 1
The course structure assists me in achieving the
learning outcomes of this course. 56 22 9 4 4 3 4
I am achieving the learning outcomes of this
course. 53 23 12 4 3 2 3
I keep up with all course readings and assigned
work. 57 26 11 2 2 1 1
The course encourages my use of critical thinking
skills. 58 23 10 2 2 1 3
The way this course is delivered encourages me to
be actively engaged. 52 20 11 5 4 4 4
The instructor is willing to assist me with achieving
the course learning outcomes. 62 20 7 4 2 2 2
The instructor provides constructive feedback on
my coursework. 53 20 10 6 4 3 4

The instructor responds to my questions and emails

within the time-frame indicated in the syllabus. 60 20 6 7 2 2 4

Total University

Neither Strongly
Strongly Somewhat Agree nor Somewhat Disagree Disagree
Agree (%) Agree (%) Agree (%) Disagree (%) Disagree (%) (%) (%)
I am aware of the learning outcomes of this
course, as stated in the syllabus 70 20 6 2 1 1 1
The course content addresses the learning
outcomes of this course. 68 21 6 2 1 1 1
The course structure assists me in achieving the
learning outcomes of this course. 63 19 8 3 3 2 2
I am achieving the learning outcomes of this
course. 60 21 9 3 2 2 2
I keep up with all course readings and assigned
work. 59 24 11 2 2 1 1
The course encourages my use of critical thinking
skills. 60 22 10 3 2 2 1
The way this course is delivered encourages me to
be actively engaged. 58 19 10 4 4 3 3
The instructor is willing to assist me with achieving
the course learning outcomes. 67 18 6 4 2 1 2
The instructor provides constructive feedback on
my coursework. 60 17 8 6 3 3 3

The instructor responds to my questions and emails

within the time-frame indicated in the syllabus. 65 18 5 8 2 1 2

48
Appendix D. Library Information
New University Library Facts:
• 180,000 square feet
• 5 floors
• Opened January 2015

The new LEED-certified library is chock full of new strategic campus partnerships and is the
premier location for student academic needs outside the classroom. New and expanded
partnerships represented in the new building include: Art Department, Center for Advisement
and Student Success, Copy Services, Information Technology Division, Disability Resources
Center, Southern Writers, Walker Center for Teaching and Learning, and Writing and
Communication Center. Designed with a robust technological infrastructure and themes of
transparency, collaboration, and flexibility, student access and success was at the center of
building planning processes.
• 37 study rooms (29 small, 7 medium, 1 large)
• 2 practice presentation rooms
• 24 hour student study space, opened Sunday to Thursday
• 4 lounges (2 quiet, computer and graduate student)
• Starbucks
• Information Commons (research assistance and 175+ computers)
• Studio 305: advanced media studio and creator space
• Seating for over 2,100
• 7 classrooms
• 8 seminar and conference rooms
• 29 faculty and graduate student carrels
• 2 visiting scholar rooms
• Grand reading room
• Moveable compact stacks with storage for ~600,000 volumes
• New material browsing area (think more Barnes and Noble)
• Media viewing room
• Expanded special collections storage with unique climate controls
• New auditorium housing 2 lecture halls of ~225 seats each adjacent to the new library.

49
Appendix E. Journals
Most journals are available online and can be accessed through the UTC Library Journals
Search feature. A sample of the full-text journals (online and print) at UTC Library that include
engineering and engineering management-related content are presented below.

Full-text Journals
Advanced Cement Based Materials ACBM
Advanced Composites Bulletin
Advanced Engineering Materials
Advanced Functional Materials
Advanced Imaging
Advanced Materials
Advanced Materials and Composites News
Advanced Materials and Processes
Advanced Materials for Optics and Electronics
Building Products
Bulletin of Earthquake Engineering
Bulletin of Engineering Geology and the Environment
Bulletin of Materials Science
Cement and Concrete Composites
Cement and Concrete Research
Chemical Vapor Deposition
Civil Engineering and Environmental Systems
Design Engineering
Designing for User Experiences
Diesel Progress North American
Dynamics and Control
Earthquake Engineering and Engineering Vibration
Earthquake Engineering and Structural Dynamics
Geomechanics and Geoengineering: An International Journal

50
Geomechanics for Energy and the Environment
Geosystem Engineering
Granular Matter
Home Energy
Hydraulic and Mechanical MRO
IBM Journal of Research and Development
Industrial Distribution
Machine Design
Machining Science and Technology
Mainframe Computing
Manufacturing Engineering
Materials and Design
Materials and Structures
Materials at High Temperatures
Materials Letters
Materials Research Innovations
Materials Science
Materials Science and Engineering A Review Journal
Materials Science and Engineering B Solid State Materials for Advanced Technology
Materials Science and Technology MST: A Publication of the Institute of Metals
Materials Science in Semiconductor Processing
Materials Technology
Materials Today Proceedings
Polymer Science
Polymer Testing
Polymers and Polymer Composites
Powder Technology
Power Engineering
Power Quality Assurance
Residential Systems

51
Robotics and Autonomous Systems
Rock Mechanics and Rock Engineering
Soil Dynamics and Earthquake Engineering
Soil Mechanics and Foundation Engineering
Soils and Foundations
Steel Construction Design and Research
Strength of Materials
Structural and Multidisciplinary Optimization
Structural Concrete Journal of the FIB
Structural Safety
Structural Survey
Structure and Infrastructure Engineering Maintenance Management Life Cycle
Design and Performance
Structures
Super Street bike
Surface Engineering
Survey Review
Surveying and Land Information Systems
Sustainable Energy Grids and Networks
Sustainable Energy Technologies and Assessments
Sustainable Materials and Technologies
Systems Engineering Theory and Practice
Wind Energy
Wind power Monthly Newsmagazine
Wood Material Science and Engineering
Wood Science and Technology

52
Appendix F. Example Curriculum Vitae
A. Resume of Seong Dae Kim

Seong Dae Kim, Ph.D., PMP, aCAP

Phone: 1-423-
425-5786
Email:
seongdae-
[email protected]

EDUCATION

2009 Texas A&M University, College Station, Texas

Ph.D. in Industrial Engineering (degree conferred 2009)
Dissertation title: “The Tradeoff between Investments in Infrastructure and Forecasting
in the face of Natural Disaster
Risk”
Advisor: Prof. J. Eric Bickel

2002 SungKyunKwan University, Korea (South)

M.S. in Industrial Engineering (degree conferred 2002)
Thesis title: “A Study on the Application of TRIZ to the Areas of Management Science
- With Regard to Inventory Control and Queuing Models”

1999 SungKyunKwan University, Korea (South)

B.S. in Industrial Engineering (degree conferred 1999)

EMPLOYMENT HISTORY

08/01/2018-present Associate Professor of Engineering Management & Technology Department, College

of Engineering and Computer Science, University of Tennessee at Chattanooga,
Chattanooga, TN.
05/28/2015- Program Chair of Engineering & Science Management (ESM)
06/30/2018
07/2015-06/30/2018 Associate Professor of Engineering, Science, and Project Management (ESPM)
Department, College of Engineering, University of Alaska Anchorage (UAA),
Anchorage, AK.
12/2009-06/2015 Assistant Professor of ESPM Department, College of Engineering, UAA, Anchorage,
AK.

53
 PUBLICATIONS

• Jonathan Sinclair and Seong Dae Kim (2019), “Economic Feasibility of the Residential
Applications of Photovoltaics in Alaska”, Proceedings of ASEM International Annual
Conference 2019, Philadelphia, Pennsylvania.
• Tom Riley and Seong Dae Kim (2019), “Developing a Manufacturing Process for
Home-Based Business”, The 2019 IBII International Conferences Proceedings, Houston,
Texas.
• Sowmini Sengupta, Jisun Kim, and Seong Dae Kim (2018), Forecasting new features
and market adoption of wearable devices using TRIZ and growth curves: Case of Fitness
Tracking Products, International Journal of Innovation and Technology Management,
Vol. 15, No. 1.
• Seong Dae Kim (2017), Understanding hidden risks from disasters: Cases of hurricane
Katrina and Fukushima nuclear meltdown, ASCE’s Journal of Management in
Engineering, DOI: http://dx.doi.org/10.1061/(ASCE)ME.19435479.0000539, published
online 4/13/2017.
• Seong Dae Kim (2017), Characterization of unknown unknowns using separation
principles in case study on Deepwater Horizon oil spill, Journal of Risk Research, Vol.
20, No. 1, pp. 151-168, DOI: 10.1080/13669877.2014.983949.
• Seong Dae Kim and Chong M. Kim (2016), Survey of road design and maintenance in
cold region metropolitan areas, Proceedings of the 11th International Symposium on Cold
Regions Development, Inchon, Republic of Korea, May 18-20, 2016.
• Seong Dae Kim (2016), Decision analysis on wind energy technologies in Alaska,
Proceedings of the 11th International Green Energy Conference, Anchorage, Alaska,
May 8-11, 2016.
• Sowmini Sengupta, Jisun Kim, and Seong Dae Kim (2015), Applying TRIZ and Bass
model to forecast fitness tracking devices technology, Proceedings of PICMET 2015,
Portland, Oregon, August 2-6, pp. 2177-2186.
• Seong Dae Kim (2014), Book Review: “Cox, Jr., Louis Anthony. 2012. Improving Risk
Analysis. Springer. 412 pp.”, Interfaces, Vol. 44, Issue 6, November-December,
Accepted for publication.
• J. Eric Bickel and Seong Dae Kim (2014), Reexamining the efficiency of the Major
League Baseball over-under betting market, Applied Financial Economics, Vol. 24, No.
18, pp. 1229-1234, DOI: 10.1080/09603107.2014.925052.
• Seong Dae Kim, Robert K. Hammond, and J. Eric Bickel (2014), Improved mean and
variance estimating formulas for PERT analyses, IEEE Transactions on Engineering
Management, Vol. 61, No. 2, May 2014.
• Seong Dae Kim (2012), Characterizing unknown unknowns, Proceedings of PMI Global
Congress 2012-North America.
• J. Eric Bickel, Eric Floehr, and Seong Dae Kim (2011), “Comparing NWS Pop forecasts
to Third-Party Providers,” Monthly Weather Review, Vol. 139, No.10, October 2011.

54
• Seong Dae Kim, Teresa Brewer, Gary Kretchik, Donghwoon Kwon, Harrison Yeo, and
Kelly Brown (2011), Prioritization
of Future Freight Infrastructure Projects within the Anchorage Metropolitan Area
Transportation solutions (AMATS), Proceedings of 13th TRB National Transportation
Planning Applications Conference, Reno, Nevada, May 8-12, 2011, Available at
http://trb-appcon.org/program.html#s8.
• Seong Dae Kim and J. Eric Bickel (2010), “Roads or Radar: The Tradeoff Between
Investments in Infrastructure and Forecasting When Facing Hurricane Risk,” IEEE
Systems Journal, Vol. 4, Issue 3, pp. 363-375.
• J. Eric Bickel, Eric Floehr, and Seong Dae Kim (2010), “Comparing NWS POP
Forecasts to Third-Party Providers,” Proceedings of 20th Conference on Probability and
Statistics in the Atmospheric Sciences, The 90th American Meteorological Society
Annual Meeting, Atlanta, GA, January 18, 2010.
(http://ams.confex.com/ams/90annual/techprogram/session_23848.htm)
• J. Eric Bickel and Seong Dae Kim (2008), “Verification of The Weather Channel
Probability of Precipitation Forecasts”,
Monthly Weather Review, Vol. 136, Issue 12, December 2008. Featured in New Scientist
(http://www.newscientist.com/blogs/shortsharpscience/2009/02/how-good-are-the-
weather-chann.html).
• Seong Dae Kim and J. Eric Bickel (2008), “Roads or Radar: Investing in Infrastructure
or Improved Forecasting in the Face of Tropical Cyclone Risk,” Proceedings of the 28th
Conference on Hurricanes and Tropical Meteorology, AMS Annual Meeting, Orlando,
FL, April 30, 2008.
• J. Eric Bickel and Seong Dae Kim (2008), “Verification of The Weather Channel
Probability of Precipitation Forecasts,” Proceedings of the 19th Conference on
Probability and Statistics, 88th AMS Annual Meeting, New Orleans, LA, January 23,
2008.
• Seong Dae Kim and J. Eric Bickel (2007), “Roads or Radar: Investing in Infrastructure
or Improved Forecasting in the Face of Hurricane Risk,” Proceedings of the 44th Annual
Technical Meeting of the Society of Engineering Science, College Station, TX, October
23, 2007.

MANUSCRIPTS IN PREPARATION

• J.C. Kim and Seong Dae Kim, “Experienced Veteran or Promising Rookie: The Effects
of MLB Managers’ Salary and Experience on Team Success”, target journal to be
determined.
• Seong Dae Kim and J.C. Kim, “Inquisitive view on the fairness of 2015 World Baseball
Softball Confederation (WBSC) Premier 12 Schedule”, to be submitted to Journal of
Applied Sports Management.

55
 CONFERENCE PRESENTATION

• Jonathan Sinclair and Seong Dae Kim*, “Economic Feasibility of the Residential
Applications of Photovoltaics in Alaska”, presented at ASEM International Annual
Conference 2019, Philadelphia, Pennsylvania, October 25, 2019.
• Tom Riley and Seong Dae Kim* (2019), “Developing a Manufacturing Process for
Home-Based Business”, presented at IBII 2019 International Conference on
Management, Leadership and Business Intelligence, Houston, Texas, March 1, 2019.
• Seong Dae Kim and J.C. Kim (2018), “Effects of Major League Baseball Manager
Attributes on Team Performance”, presented at INFORMS Annual Meeting 2018,
Phoenix, Arizona, November 4, 2018.
• J.C. Kim and Seong Dae Kim (2017), “Experienced Veteran or Promising Rookie: The
Effects of MLB Managers’ Salary and Experience on Team Success”, presented at New
England Symposium on Statistics in Sports (NESSIS), Cambridge, Massachusetts,
September 23, 2017.
• Seong Dae Kim and J. C. Kim (2016), “Analysis of World Baseball Softball
Confederation Premier 12 Schedule”, INFORMS Annual Meeting 2016, Nashville,
Tennessee, November 16, 2016.
• Seong Dae Kim and Chong M. Kim (2016), “Survey of Road Design and maintenance in
Cold Region Metropolitan Areas”, 11th International Symposium on Cold Regions
Development (ISCORD 2016), Inchon, Republic of Korea, May 18-20, 2016.
• Seong Dae Kim (2016), “Decision analysis on wind energy technologies in Alaska”, 11th
International Green Energy Conference (IGEC 2016), Anchorage, Alaska, May 8-11,
2016.
• Sowmini Sengupta, Jisun Kim, Seong Dae Kim (2015) “Applying TRIZ and Bass model
to forecast fitness tracking devices technology” PICMET 2015, Portland, Oregon,
August 2-6, 2015.
• Seong Dae Kim (2014) “Characterizing Hidden Risks using Knowledge Gap and
Separation Principles,” INFORMS Annual Meeting San Francisco 2014, November 12,
2014.
• Seong Dae Kim (2012) “TRIZ as a Problem Solving Method for Stalled Projects,”
Alaska Quality Conference, Anchorage, AK, October 31, 2012.
• Seong Dae Kim (2012) “Characterizing Unknown Unknowns,” PMI Global Congress
2012-North America, Vancouver, British Columbia, Canada, October 22, 2012.
• Seong Dae Kim (2012) “Characterizing Unknown Unknowns When Facing Natural
Disasters,” INFORMS Annual Meeting Phoenix 2012, October 16, 2012.
• Seong Dae Kim (2011) “Sustainable Risk Management for Arctic Offshore Oil & Gas
Development”, INFORMS Annual Meeting 2011, Charlotte, North Carolina, November
16, 2011.

56
• Seong Dae Kim and Teresa M. Brewer (2011), “Prioritizing Future Freight Infrastructure
Projects within the AMATS Area,” 13th TRB National Transportation Planning
Applications Conference, Reno, Nevada, May 9, 2011.
• Seong Dae Kim (2010), “Hurricane Risk Analysis,” A University of Alaska North by
2020 Forum / International Arctic Research Center Seminar Series, Anchorage, AK,
November 11, 2010, Slides available at http://www.iarc.uaf.edu/NX2020/seminar-
defining-risk-in-arctic.
• Seong Dae Kim (2010), “Curriculum Development for the Innovation Management
Program for Sustainability,” INFORMS Annual Meeting 2010, Austin, TX, November
10, 2010.
• Seong Dae Kim and J. Eric Bickel (2010), “Investments in Infrastructure and Forecasting
When Facing Hurricane Risk,” INFORMS Annual Meeting 2010, Austin, TX,
November 9, 2010.
• Seong Dae Kim (2008), “Investments in Infrastructure and Forecasting in the face of
Hurricane Risk,” INFORMS TAMU Student Chapter Seminar, College Station, TX,
October 24, 2008.
• Seong Dae Kim and J. Eric Bickel (2008), “The Tradeoff between Investments in
Infrastructure and Forecasting in the face of Hurricane Risk,” INFORMS Annual
Meeting 2008, Washington D.C., October 15, 2008.
• J. Eric Bickel and Seong Dae Kim (2008), “Baseball Betting Markets and Player
Valuation,” INFORMS Southwest Regional Conference 2008, College Station, TX,
April 18, 2008.
• Seong Dae Kim and J. Eric Bickel (2008), “Roads or Radar: Investing in Evacuation
Infrastructure or Improved
Forecasting in the face of Hurricane Risk,” INFORMS Southwest Regional Conference
2008, College Station, TX, April 18, 2008.
• Seong Dae Kim, Farnaz Akhavi, and Ben Zoghi (2005), “Industry Trend of Evolution
Analysis Tool”, Proceedings of Industrial Distribution Educators Association (IDEA)
Second Annual Meeting, 32nd Annual Meeting of Federation of Business Disciplines,
Dallas, Texas, March 2 - March 5, 2005.
• Seong Dae Kim, Farnaz Akhavi, and Ben Zoghi (2005), “How to Design New Services
using TRIZ”, Proceedings of Industrial Distribution Educators Association (IDEA)
Second Annual Meeting, 32nd Annual Meeting of Federation of Business Disciplines,
Dallas, Texas, March 2 - March 5, 2005.

SEMINARS AND LECTURES

• Invited lecture for UTC ETEM 1000 (Engineering Management Seminar) “Evolution
Patterns of a Technology/Business”, September 27, 2019.
• Invited luncheon speech for PMI Chattanooga Chapter “In what directions will a
product/service evolve?”, Chattanooga, May 16, 2019.

57
• Invited lecture for UTC ENCH 4300 (Chemical System Design) “Project management
challenges in engineering projects”, April 4, 2019.
• Invited lecture for UTC ETEM 1000 (Engineering Management Seminar) “Possibilities
in Engineering Management”, September 14, 2018.
• Internet broadcasting “I am PM”, Seoul, Korea, June 28, 2016. Advertised at
http://talkit.tv/Event/1373.
• Graduate seminar: Forecasting Fitness Tracking Devices Technology Using TRIZ and
Bass model, Pohang University of Science and Technology (POSTECH), Pohang,
Korea, June 22, 2016.
• Monthly seminar: Creativity in Project Risk Management, PMI (Project Management
Institute) Korea Chapter monthly seminar, Seoul, Korea, June 15, 2016.
• Graduate seminar: Forecasting Fitness Tracking Devices Technology Using TRIZ and
Bass model, Sungkyunkwan University, Suwon, Korea, June 11, 2016.
• Undergraduate seminar: What Engineers Can Do about Incubators in Developing
Countries, WBSC Premier 12, and Fitness Tracking Devices, Sungkyunkwan University,
Suwon, Korea, June 8, 2016.
• Graduate seminar: Forecasting Fitness Tracking Devices Technology Using TRIZ and
Bass model, Pusan National University, Pusan, Korea, June 2, 2016.
• Lecture 17: TRIZ-based Creative Problem Solving Method, Engineering Project
Management Program, Seoul National University, May 27, 2016.
• Lecture 16: Creativity in Project Risk Management, Engineering Project Management
Program, Seoul National University, May 27, 2016.
• Seong Dae Kim (2015), “TRIZ Patterns of Technological Systems Evolution”, special
seminar for Bonneville Power Administration (BPA), Portland, OR, August 4, 2015.
• Seong Dae Kim (2010), “PM, TRIZ, and Beyond,” Korea PM Forum, Seoul, Korea,
December 21, 2010.
• Seong Dae Kim (2010), “Why Project Management?” Special seminar presented to
POSCO, Seoul, Korea, December 21, 2010.

AWARDS AND HONORS

• 2018 UTC Faculty Grant, $1,500 for presenting a sports analytics research at INFORMS
Conference at Phoenix, AZ, on Nov. 4-7, 2018.
• 2017 UNAC Travel Award, $974.20 for travel expenses and registration expenses for
travel on Nov. 13-16, 2016 to Nashville, Tennessee for INFORMS 2016 Conference.
• 2015 UNAC Release time Faculty Development Award I, $900 for salary and benefits
between May 10th and May 16th, 2015 to prepare for workshop on TRIZ for BPA and
Technology Innovation Office, Portland, OR.
• Research Travel Grant, Round 1, FY16, UAA, $615.00 for travel on August 2-6, 2015 to
Portland, OR for PICMET conference and special workshop on TRIZ for BPA.

58
 • 2014 UAA Faculty and Staff Longevity Award: 5 years, April 20, 2014.
• Research Travel Grant, Round 2, FY14, UAA, $541.34 for presentation at INFORMS
Conference 2014, San Francisco, CA.
• Fall 2013/Spring 2014 United Academics Travel Grant, UAA, October 8, 2013, $360 for
IIE Best Practices in Lean & Six Sigma Applied to Healthcare (Online Virtual
Conference) on Oct. 23, 2013 & IIE Best Practices in Managing Continuous
Improvement(Online Virtual Conference) on Nov. 20, 2013.
• INFORMS Decision Analysis Society (DAS) Student Travel Award, 2008.
• Invited to 2008 INFORMS Future Academician Colloquium in Washington, D.C.
• Department Scholarship, Texas A&M University, 2002 - 2008.
• Toegye Scholarship (four years, 100% tuition and fee), SungKyunKwan University,
1992, 1996 - 1998.

SPONSORED RESEARCH

11/2013- PI, “Professional Training for Oil and Gas Process Lifecycle Planning, Risk Reduction,
06/2014 Optimization and Safety”, Alaska Oil and Gas Occupations Training Grant by State of Alaska
Department of Labor and Workforce Development, award amount: $40,000.
01/2010- PI, “Prioritization of future Freight Infrastructure Projects within the Anchorage Metropolitan
05/2010 Area Transportation Solutions (AMATS),” research project sponsored by Municipality of
Anchorage.
06/2008- Student Technician II, Decision & risk analysis on investment decision associated with
05/2009 hurricane evacuation, supervised by Dr. J. Eric Bickel.
09/2006- Student Technician II, Probability assessment and verification on sports gambling, supervised
08/2007 by Dr. J. Eric Bickel.
09/2005- Research Assistant, “Value of information from 4D seismic technology for oil/gas
08/2006 exploration” sponsored by
Schlumberger, supervised by Dr. J. Eric Bickel, Develop economic module to estimate the
value of information.
01/2005- Student Technician II, Probability assessment and verification on weather forecast, supervised
08/2005 by Dr. J. Eric Bickel.
06/2004- Research Assistant, “Fee-Based Service for National Association of Wholesaler-Distributors
12/2004 (NAW)” supervised by Dr. Ben Zoghi in the Department of Engineering Technology &
Industrial Distribution, Texas A&M University, Develop a model for developing and pricing
new services for NAW members.
06/2004- Research Assistant, “Elk Customer Service Survey” supervised by Dr. Ben Zoghi in the
12/2004 Department of
Engineering Technology & Industrial Distribution, Texas A&M University, Documentation
and analysis of the survey to Elk's distributors nation-wide.

59
01/2000- Research Assistant, “Reconstruction of Demand Forecasting and Inventory Control System
05/2000 for Automobile
Spare Parts” sponsored by HyunDai MOBIS (former HyunDai Precision Industry Company),
Korea (South), Generate ideas for various alternative inventory control systems, conduct
simulation of the alternatives, and analyze the result.

PROPOSALS

• Center of Excellence in Applied Computational Science & Engineering (CEACSE) Grant proposal
“Measuring the Impact of Smart City Technologies to the Performance of Road System Using
Agent-Based Simulation” requesting $93,531. Submitted as PI on October 14, 2019.
• Research proposal “Rapid Emergency Evacuation Planning/Assessment for Tourist Attractions
and Isolated Communities” submitted to TDOT as PI in April 2019. Not funded.
• Research proposal “Understanding Freight Impacts on Tennessee Communities” submitted to
TDOT as Co-PI in April 2019. Not funded.
• Grant proposal “UT-Chattanooga Workforce Development for Smart Factories” submitted to NSF
S-STEM as Co-PI in March 2019. Under review.
• Research proposal “Investigation on wrong-way prevention technologies and systems” requesting
$180,394,
submitted to Tennessee Department of Transportation (TDOT) as PI on September 4, 2018. Not funded.

TEACHING

Spring 2019 Decision Making and Optimization Techniques (ENGM 5040)

Spring 2019 Technical Project Management (ENGM 5540)
Fall 2018, 2019 Project Management and Practice (ETEM 3550)
Spring 2018 Engineering Economy (ESM 605)
Spring 2017 Economic Analysis and Operations (ESM 450)
Fall 2016, Spring 2017 Engineering Practices II (ENGR 161): MATLAB course for engineering students
Fall 2015 Introduction to Engineering (ENGR 151)
Springs 2015 – 2016 Total Quality Management (ESM 623), with emphasis on Lean Six Sigma and
TRIZ
Falls 2013 – 2016 Operations Research (ESM 621)
Springs 2013 – 2018 Project Management Application Tools (PM 653), developed and taught this
course
Falls 2012 – 2017 Project Definition and Research Methods (PM 652), developed and taught this
course
Fall 2011 – 2015 Capstone Project: Initiating and Planning (PM 686A)
Spring 2012 – 2015 Capstone Project: Executing, Controlling and Closing (PM 686B)
Fall 2012 – Summer Final Project/Thesis (ESM 684/699)
2018
Falls 2010, 2011 Project Risk Management (PM 624)

60
Springs 2010 – 2012 Project Quality Management (PM 616)
Spring 2010 – Spring Case Study and Research (PM 685)
2012
Springs 2008, 2009 Instructor for Economic Analysis of Engineering Projects (ISEN302) (TAMU).
Fall 2007 Teaching Assistant for Prof. J. Eric Bickel’s Engineering Analysis for Decision
Making “Decision Analysis I” (ISEN627). Assist the instructor during the class,
grade homework, quizzes, and tests, make test problems, teach problem sessions
(TAMU).
2007 Teaching Assistant Training and Evaluation Program (TATEP), August 22 -
August 23 (TAMU).

ACADEMIC SERVICE

• Chair, Construction Management Faculty Search Committee, UTC, September 27, 2019
– present.
• Chair, Department of Engineering Management & Technology (EMT) Curriculum
Committee, September 24, 2019 – present.
• Member, EMT Scholarship and Awards Committee, September 24, 2019 – present.
• Member, EMT Distance and Online Education Committee, September 24, 2019 –
present.
• Member, College of Engineering and Computer Science (CECS) Graduate Curriculum
Committee, October 8, 2019 – present.
• Chair, Engineering Management Faculty Search Committee, UTC, September 9, 2019 –
present.
• Technical program committee for IEEE TEMS International Conference TEMSCON
2020.
• Graduate Program Coordinator for EMT, UTC, August 23, 2019 – present.
• Journal paper reviewer, Energies, July 2019.
• Journal paper reviewer, IEEE Transactions on Engineering Management, June 2019.
• Conference paper reviewer, ASEM 2019 International Annual Conference, June 2019.
• Journal paper reviewer, IEEE Transactions on Engineering Management, May 2019.
• Journal paper reviewer, IEEE Transactions on Engineering Management, January 2019.
• Journal paper reviewer, Risks, December 2018.
• Journal paper reviewer, IEEE Transactions on Engineering Management, November
2018.
• Technical program committee for IEEE TEMS International Conference TEMSCON
2019.
• Journal paper reviewer, IET Software, September 2018.
• Conference paper reviewer, IEEE International Conference on Technology Management,
Operations and Decisions (IEEE ICTMOD) to be held November 21-23, 2018.
September 2018.

61
• Journal paper reviewer, IET Software, April 2018.
• Journal paper reviewer, International Journal of Environmental Research and Public
Health, April 2018.
• Journal paper reviewer, Sustainability, April 2018.
• Journal paper reviewer, Symmetry, December 2017.
• Journal paper reviewer, Journal of the Operational Research Society, November 2017.
• Technical program committee for IEEE TEMS International Conference TEMSCON
2018.
• Journal paper reviewer, Sustainability, November 2017.
• Journal paper reviewer, IEEE Transactions on Engineering Management, August 2017.
• Journal paper reviewer, Sustainability, August 2017.
• Journal paper reviewer, Computers & Industrial Engineering, July 2017.
• Journal paper reviewer, IEEE Software, June 2017.
• Journal paper reviewer, The Journal of Engineering, April 2017.
• Journal paper reviewer, International Journal of Environmental Research and Public
Health, March 2017.
• Journal paper reviewer, Applied Economics, October 2016.
• Journal paper reviewer, Sustainability, August-September 2016.
• Chair, local organizing committee of 11th International Green Energy Conference (IGEC
2016), Anchorage, AK, May 8-11, 2016. Served September 2015 – May 2016. Took lead
in weekly committee meeting, fund raising, finding invited speakers, recruiting
volunteers, soliciting papers, finding support from the university and the municipality,
technical support during the conference, master of ceremony, advertising the conference,
scheduling all the sessions, updating conference website, creating conference mobile
app, editing and producing conference proceedings, producing conference program and
other materials, etc.
• Journal paper reviewer, Journal of Management in Engineering, June 2016. •
Journal paper reviewer, Journal of Management in Engineering, May 2016.
• Journal paper reviewer, Computer & Industrial Engineering, May 2016.
• Journal paper reviewer, International Journal of Technoentrepreneurship, November
2015.
• Journal paper reviewer, Applied Economics, April 2015.
• Journal paper reviewer, Computers & Industrial Engineering, December 2014.
• Journal paper reviewer, Science World Journal, August 2014.
• Member, College of Engineering Assessment Committee, UAA, Spring 2014.
• Member, Faculty Senate Committee on Research & Creativity Activity, UAA, Fall 2013
– present.
• Chair, Engineering, Science, and Project Management (ESPM) Bylaws project
committee, UAA, Spring, 2013.
• Member, Faculty Senate Ad-Hoc Committee on Research & Creativity Activity, UAA,
Fall 2012 – Spring 2013.

62
• Member, College of Engineering Peer Review Committee, UAA, Fall 2015 – present.
• Member, College of Engineering Curriculum Committee, UAA, Fall 2011 – present.
• Member, Faculty Grants & Leaves Committee, UAA, Fall 2011 – Spring 2012.
• Journal paper reviewer, Risk Analysis: An International Journal, October 2010.
• Journal paper reviewer, Computer and Industrial Engineering, October 2010.
• Session Chair, Session: Decision Analysis of Major Capital Investments, Cluster:
Decision Analysis, INFORMS Southwest Regional Conference 2008, College Station,
TX, April 18, 2008.
• Supervisory experience, Supervised a master student. Assisted in his master project on
probability verification of hurricane forecasts from National Hurricane Center (Sep.
2007 - Aug. 2008)
• Supervisory experience, Supervised a master student. Assisted in his master project on
probability assessment and
verification in baseball betting market (Sep. 2006 - Aug. 2007)

STUDENT ADVISING (as primary advisor)

• 2019
- Adam Needham, MS Engineering Management student
- Brad Grubb, MS Engineering Management student
- Mohammad Aman Ullah Al Amin, MS Engineering Management student
- Jose Martinez, MS Engineering Management student
- Ramon Williams, MS Engineering Management student
• 2018
- Fabiha Durrani, MS Science Management: “Decision to buy or rent in Municipality
of Anchorage Alaska”
- Marko Lemtukei, MS Science Management: “The enabling technologies in fifth
generation cellular networks and their application in the Internet of Things”
- Katie Johnson, MS Engineering Management: “Lessons learned mechanism for
Coffman Engineers”
- Jon Sinclair, MS Engineering Management: “A look at photovoltaics and the
economics of residential applications in Alaska”
- Forest Walker, MS Engineering Management: “Replacement option for foundations
of structures on melting permafrost and erosion in rural Alaska”
- Andrew Tarnas-Raskin, MS Science Management: “Technical talent retention
strategies and the cost of turnover in an Alaskan science and engineering firm”
- Stefanie Armstrong, MS Engineering Management: “Analysis of multi-use drone
capabilities in Alaska”
- Josh Craft, MS Engineering Management: “An Investigation of, and Guide to,
Holistic Energy Project Planning in Rural Alaskan Communities”

63
 - Dustin Campbell-Hutchinson, MS Engineering Management: “Biomass system
feasibility study using reclaimed wood waste products”
- Tom Riley, MS Engineering Management: “Developing home-based business
manufacturing processes”
- Jennifer Sanders, MS Engineering Management: “A single case demonstration of the
implementation of marginal analysis on the project planning structure process”
- Kean Finnegan, MS Science Management: “Port of Alaska TRIZ analysis: a
technical study of the Port of Alaska with an emphasis on a stable and reliable
seismic design”
- Michael Ulroan, MS Engineering Management: “Redefining college readiness:
acceleration model Alaska Native Science & Engineering Program (ANSEP)”
- Patrick Horst, MS Engineering Management: “Comparison between physical and
cloud infrastructure for a small business technology upgrade”
- William Dale Hardcastle, MS Engineering Management: “The seismic risks
associated with burying electric lines in Anchorage, Alaska”
• 2017
- Saara Altervo, MS Science Management: “Massive Multiplayer Online Roleplaying
Game (MMORPG) Final Fantasy
XIV: User assessment & intent towards real money transfers (RMT)”
• 2016
- Susan Giedt, MS Project Management: “Internal audit of Juland incorporated’s ISO
9001 quality management system”
- Jasen Kintner, MS Engineering Management: “Economic optimization of fiber optic
network design in Anchorage”
• 2015
- Elliot Jae Yi, MS Project Management: “Anchorage therapeutic court drug testing
policy & procedure training manual project”
- Scott You, MS Project Management: “Differentiation strategy for marketing of Sung
Sim Dang bakery & latte art espresso coffee shop plan”
- Yolima Florez, MS Engineering Management: “Analysis of the journal voucher
process in the budget department at the University of Alaska Anchorage”
• 2013
- Andrew Ray, MS Project Management: “Emergency preparedness and response plan
for community groups”
- Charles Wagner, MS Project Management: “A synthesis of traffic signal timing
practices”
- Tristen Kim, MS Project Management: “Wells Fargo Home Mortgage (WFHM)
Alaska Servicing Center microfilm conversion project”
• 2012
- Robert O’Neal, MS Project Management: “Will standardizing training impact
worker performance on a drilling rig?”

64
 - Owen Rose, MS Project Management: “A project management approach to
improving the issues generation and submittals process of the Army Family Action
Plan (AFAP)”
- Nicholas Ricketts, MS Project Management: “Implementing project management at
Alaska Glazing Inc., and similar small business construction subcontractors in
Alaska”
• 2011
- Alicia Marie Belardi, MS Project Management: “Conflict management in project
management: Do project managers use dispute resolution techniques?”
- Mandy Kämpf, MS Project Management: “Risk complexity: The Arctic offshore as a
case study”
- Frederick “Rick” Williams, MS Engineering Management: “A risk assessment of
delivering cutting edge communications technology to rural Alaskan communities”
• 2010
- Donghwoon Kwon, MS Project Management: “How to apply project management in
research and development”
- Hyeon Ki Lee, MS Project Management: “Implementing PMIS for reorganizing
project team”
- Hyuk Chun Kwon, MS Project Management: “Calculating the optimal contingency
and management reserves for project budget”
- Mi Young Shin, MS Project Management: “Approach for maximizing the use of
timesheet benefits”
- William Thompson, MS Project Management: “A course titled “project management
with an emphasis on capital
projects and Alaska’s petroleum industry”

RESEARCH INTERESTS

• Characterizing and identifying hidden risks

• Decision & Risk Analysis for energy technologies
• Emergency management modeling regarding natural disasters
• Value of Information and Response Speed in multi-stage setting
• Efficiency of sports betting market
• Sports analytics for baseball teams and managers
• Data analytics for decision making
• Technology forecast using TRIZ method
• Forecast verification for weather information
• Creative problem solving methods for system improvement

65
 TEACHING INTERESTS

• Project risk management

• Lean Six Sigma process improvement
• IT project management (Agile focused)
• Decision analysis
• Operations research / management science
• Operations management
• Computer simulation of systems (discrete/continuous event, agent-based, and system
dynamics) • Business intelligence and analytics
• Creative problem solving methods including TRIZ
• Human-centered innovation (design thinking)
• Research methods
• Project management application tools

ACTIVITIES

• Co-Guest Editor of Special Issue of International Green Energy Conference (IGEC)

2016 for International Journal of Green Energy (IJGE), appointed in May 2016.
• Member, American Society for Engineering Management (ASEM), October 2016-
present.
• Member, Korean Community of Anchorage Scholarship Committee, Spring 2012-2015.
• Member, Alaska Chapter of National Unification Advisory Council (NUAC) of South
Korea, July 2011 – June 2015.
• Member, Project Management Institute (PMI), September 2009-present.
• Member, INFORMS, November 2006-present.
• Member, Society of Petroleum Engineers (SPE), U.S.A., August 2005-2006. •
Member, Council of Logistics Management (CLM), U.S.A., February 2004-2005.

PROFESSIONAL DEVELOPMENT

• Attended Supply Chain Lunch and Learn “Managing Risk in the Supply Chain” by Dr. Thomas J.
Goldsby on August 9, 2019.
• Online course: Introduction to IE in Healthcare, March-July, 2019.
• Online course: Principles I Patient Flow and Throughput, March-July, 2019.
• Online course: Healthcare Labor Management, March-August, 2019.
• Attended CECS Research Workshop by Office of Research Compliance (ORI) on January 11,
2019.
• Took online training “My Mocs Degree Learning Module” by UTC on January 3-4, 2019.
• Attended open house / plant tour by Colonial Chemical Inc. on December 14, 2018.
• Took pedagogy course for new faculty by UTC Teaching and Learning Institute on September 5 –
December 7, 2018.

66
• Observed and participated in PEAK Program by City of Chattanooga on November 26 – December
5, 2018.
• Took online training “Title IX” by UTC on November 11, 2018.
• Attended and presented at conference INFORMS Annual Meeting 2018 at Phoenix, AZ on
November 4-7, 2018.
• Attended UTC CECS Distinguished Speaker Series by Dr. Hashemian on November 2, 2018.
• Attended seminar in UTC Department of Chemistry and Physics on October 26, 2018.
• Attended StartUp Week CHA: UTC Entrepreneurship Breakfast 2018 by College of Business on
October 24, 2018.
• Attended ASEM International Annual Conference in Coeur d’Alene, Idaho on October 18-20,
2018.
• Attended Lunch & Learn workshop by Center for Innovation and Entrepreneurship “Building an
Exceptional Startup Team” by UTC College of Business on October 17, 2018.
• Attended EPB Green Business Expo on October 12, 2018.
• Attended seminar and lunch “Manufacturing as a Service” by UTC College of Business on October
8, 2018.
• Attended Chattanooga Regional Manufacturers Association (CRMA) Annual Meeting Luncheon
on October 5, 2018.
• Attended UTC CUIP Information Session on October 5, 2018.
• Attended Search Committee Training by UTC Office of Equity and Inclusion on October 5, 2018.
• Attended Community Engagement Panel by UTC on October 2, 2018.
• Attended IRB Basics 101 training by UTC on September 27, 2018.
• Attended workshop “Research & Funding for New Faculty” by UTC CECS on September 28,
2018.
• Attended Tenure Information Session by UTC CECS on September 13, 2018.
• Attended CECS Faculty Forum on September 7, 2018.
• Attended Supply Chain Lunch and Learn seminar by UTC Center for Professional Education on
September 7, 2018.
• Attended CEACSE workshop on September 7, 2018.
• Took IT Security Awareness Training online on August 28, 2018.
• Attended CECS new faculty orientation on August 17, 2018.
• Attended Teaching and Learning Orientation by UTC on August 10, 2018.
• Attended HR onboarding session by UTC on August 9, 2018. • Took Self-Service Banner (SSB)
training (Records Training) online on August 7, 2018.

CREDENTIALS

• Associate Certified Analytics Professional (aCAP), June 2017 -

present.
• Lean Six Sigma Green Belt, January 2016 - present. •
Project Management Professional (PMP), December 2010
- present.

67
 SOFTWARE SKILLS

• AnyLogic
• Palisade DecisionTools (PrecisionTree, @Risk, TopRank)
• MS Office (especially, Excel)
• MS Project
• SPSS
• MATLAB
• Tableau • R
• Hadoop

68
 B. Resume of Aldo McLean

ALDO A. McLEAN, Ph.D., P.E.

Tenured Assistant Professor
University of Tennessee at Chattanooga Office 326E, CECS Building
College of Engineering and Computer Science Voice: (423) 425-5328
615 McCallie Avenue E-mail: [email protected]
Chattanooga, TN 37403 Faculty Website: Aldo McLeanPhD
EDUCATION
Doctor of Philosophy (PhD) in Industrial Engineering, 2008
University of Louisville, Louisville, KY
Dissertation: “Discrete-event Simulation Approach for the Analysis of Liner Shipping
Services of Containerized Cargo.” Advisor: Dr. William E. Biles
Master of Engineering in Engineering Management, 2000
University of Louisville, Panama City, Panama
Bachelors of Science in Electronic Engineering, Concentration in Telecommunication, 1996
Universidad Santa Maria la Antigua, Panama City, Panama
Thesis: “Establecimiento de una Estación Terrena para la Recepción de Señales
Provenientes de Satélites de Baja Orbita / Design and Operation an Earth Station for Low
Earth Orbiting (LEO) Satellite Communications.”

PROFESSIONAL LICENSURE
Professional Engineer (PE), License No. 31132, Commonwealth of Kentucky

REFERRED PUBLICATIONS
1. Munday, S., McLean, A., and Reising, D. “Analysis of Satellite Dish Downlink Locations
Registered in the IBFS”. (manuscript in draft)
2. McLean, A., and Abrha, W. “Process Improvement to Creeling Process during Tufting
Operations in Carpet Manufacturing.” (Manuscript in draft)
3. Swalen, M., McLean, A., and Helms, M. “Can Clusters Survive: A Case Study of the
Flooring Industry’s Evolution”, (submitted for review and publication to the Journal of
Competitiveness Studies, [email protected] to Abbas Ali at Indiana University of
Pennsylvania)
4. Erickson, L. M., Abrha, W., and McLean, A. “Design Of A Visual Board For A
Manufacturing Cell.” Proceedings of the International Annual Conference of the American
Society for Engineering Management (ASEM). 2018. ProQuest. Web. 30 Sep. 2019.
5. Fortunatus M, Onyango M, Fomunung I, McLean A, Owino J. “Use of a Smart Phone based
Application to Measure Roughness of Polyurethane Stabilized Concrete Pavement.” Civil
Eng. Res J. 2018; 4(4): 555645. DOI: 10.19080/CERJ.2018.04.555645.
6. Rodriguez-Garcia, M., McLean-Carranza, A., Prado-Prado, C. and Dominguez-Camaño, P.
“Managing Waiting Times to Predict No-Shows and cancelations at a Children’s Hospital.”
Journal of Industrial Engineering and Management, vol. 9, no. 5, 2016, pp. 1107-1118.

69
7. Wiltshire, A., and McLean, A. “Parts Kitting Process for Material Flow Efficiency in
Engines Pre-assembly Operations.” In the proceedings of The American Society for
Engineering Management International Annual Conference (ASEM), October 26-29,
Charlotte, NC, 2016.
8. Ryon, R., McLean, A. A., and McMahon, E. “Small Construction Firm Practice to
Minimize Risk to Fixed Price and Reimbursable Contracts.” In the Proceedings of the
Institute of Industrial and Systems Engineering (IISE) Annual Conference, May 21-24,
Anaheim, CA, 2016.
9. McLean, A. A., Yates, W., and Landaeta, R. Material Flow Improvement for Change
Management is a Manufacturing Plant. In the Proceeding of the American Society of
Engineering Management (ASEM) Annual Conference, October 15-18, Virginia Beach, VA,
2016.
10. McLean, A. A., Rorex, C., and Smith, G. Assessment of Design-Build vs Design-Bid-
Build Construction Delivery Methods. In the Proceedings of the American Society of
Engineering Management (ASEM) Annual Conference, October 2-4, 2013, Minneapolis,
Minnesota.
11. Gomez, A., and McLean, A.A. Process and Documentation in Maxxpro MRV Production.
American Society of Engineering Management (ASEM) Annual Meeting, October 19-21,
2011, Lubbock, Texas.
12. McLean, A.A., and Biles, W. E. A Simulation Approach to the Evaluation of Operational
Cost and Performance in Liner Shipping Operations. Proceedings of the 2008 Winter
Simulation Conference, December 9-11, 2008, Miami, FL.
13. McLean, A. A., and Biles, W. E. Evaluation of Operation Cost in Liner Shipping: A
Discrete-Event Simulation Approach. Proceedings of the 11th International Workshop on
Harbor, Maritime & Multimodal Logistics Modeling & Simulation, September 17-19, 2008,
Campora S. Giovanni, Italy, 129-133.

PRESENTATIONS & INVITED MEETINGS

1. McLean, A. “Risk Management Approach for Assessing Production Performance in Towing
and Recovery Products Assembly.” American Society for Engineering Management
(ASEM) Annual Conference 2016.
2. McLean, A. “Outsourcing Linen and Laundry Services in Level 1 Trauma Hospital.”
ISERC 2016.
3. Sasso, D., and McLean, A. Integration of Real-Time Vessel Location Data with a
Geographic Information System for the Simulation of an Inland Waterway. Alabama
Simulation Conference (ALASIM), May 2016.
4. McLean, A. Sasso. D., and Villar, S. “Exploring Potential Impacts of the Northern Shipping
Route (NSR) on Spanish Ports.” Alabama Simulation Conference (ALASIM), May 2016.
5. McLean, A. A., and Smith, G., “Construction Details of the New Library Building”, New
Library Grand Opening Event, University of Tennessee at Chattanooga, January 2015.
Presentation
6. Crowe, R., and McLean, A. A. Performance Assessment of Cost-Plus Contracts. American
Society of Engineering Management (ASEM) Annual Meeting 2012, Virginia Beach, VA.
Presentation

70
7. Green, L., and Mc Lean, A. A. Analyzing the Ambessa City Bus Enterprise of Addis
Ababa, Ethiopia. Engineering Exposition 2008, University of Louisville, Louisville, KY.
Poster Presentation
8. McLean, A. A. An Analysis of Container Carriers Networks through Simulation. Presented
at the Institute for Operation Research and Management Science (INFORMS) Annual
Meeting, November 5-8, 2006, Pittsburgh, Pennsylvania.
9. McLean, A. A. Fuel Consumption Equation for a Container Carrier. Engineering
Exposition 2006, University of Louisville, Louisville, KY. Poster presentation
10. McLean, A. A., and Mora, R. (2005). Fundamental of Ocean Transportation. Engineering
Exposition, University of Louisville, Louisville, KY. Poster presentation

ACADEMIC EXPERIENCE
Tenured Assistant Professor, Fall 2016 – Present
Department of Engineering Management & Technology, University of Tennessee
Chattanooga, TN
Program Coordinator, M.S. in Engineering Management, May 2017 – August 2019
UT Chattanooga Graduate School and Department of Engineering Management & Tech.
Tenure-Track Assistant Professor, Fall 2010 – Spring 2016
Department of Engineering Management and Technology, University of Tennessee
Chattanooga, TN
Researcher - Collaborator, Cranston Pearce Center for Applied Engineering Technology,
University of Tennessee Chattanooga, 2011 – 2016
Faculty Advisor, Engineering Management Club, University of Tennessee at Chattanooga, 2014
- present.
Faculty Advisor, UTC-AGC Student Chapter, University of Tennessee at Chattanooga, 2011 –
2013, 2015
Adjunct Assistant Professor, Summer 2008 – Summer 2010
Department of Industrial Engineering, University of Louisville
Louisville, KY
Teaching topics: Engineering Management, Quality Control, Project Management,
transportation management, Engineering Financial management. Also IE 541
Methods for Simulation Analysis (undergraduate), IE 525 Project Management
(undergraduate), IE 360 Probabilities and Statistics for Engineers (undergraduate).
Guest lecturer for EM 57, Engineering Statistics I (graduate), IE 550 Fundamental of
Logistics Systems (undergraduate)
President, Toastmaster Club, University of Louisville, 2009 - 2010
Vice-president of Public Relations, Toastmaster Club, University of Louisville, 2008-2009
Advisor for Membership, Institute of Industrial Engineering (IIE), University of Louisville,
2008 - 2010
Faculty Co-Advisor, INFORMS Student Chapter, University of Louisville, 2008 - 2010
Future Faculty Program, August 2006
College of Education & Human Development, University of Louisville, Louisville, KY
− Program designed to train Ph.D. candidates to learn teaching techniques and
methodologies, research, service, mentoring skills, and faculty life.
Graduate Teaching Assistant, Summer 2005 – Spring 2008

71
 Department of Industrial Engineering, University of Louisville, Louisville, KY
President, INFORMS Chapter of the University of Louisville, 2006 – 2007
Vice-president, 2005 -2006
Graduate Research Assistant, Fall 2003 – Spring 2005
Department of Industrial Engineering, University of Louisville, Louisville, KY
− GRA responsibilities included: assisting in preparation of reports and conferences;
designing and analyzing discrete-event and continuous simulation models in logistics
and production systems; processing research data.
Internship in Micro-satellite Technology, January – March 1995
Universidad Tecnológica de Madrid, Madrid, Spain.

GRANTS AND OUTREACH ACTIVITIES

M. Chan, A. McLean (Honor Project Advisor), “From Industry to Education: Training K-12
Teachers and Administrators in Process Improvement Principles”, $700, agency: SEARCH
Award, UTC. 2019, Funded.
A. McLean (PI), I. Fomunung (Co-PI), L. Brown, G. Stark, C. Ward, C. Mix, R. Johnson,
“Understanding Freight Impacts on Tennessee Communities,” $149,232, agency: Tennessee
Department of Transportation (TDOT), 2019. Not Funded
I. Fomunung (PI), A. McLean (Co-PI), “Improvement of Park-and-Ride Facilities and Service
in Metropolitan Areas in Tennessee,” $147,811, agency: Tennessee Department of
Transportation (TDOT), 2018. Not Funded
W. Abrha (PI), A. McLean (Co-PI), C. Mix, “Investigating the Service of App-based Rideshare
and Transportation Network Companies in Tennessee,” $84,298, agency: Tennessee
Department of Transportation (TDOT), 2018. Not Funded
A. McLean (PI), I. Fomunung (Co-PI), C. Mix, A. Sokolov, “Truck Parking Needs in
Tennessee,” $134, 215, agency: Tennessee Department of Transportation (TDOT), 2018.
Not Funded
A. McLean (PI), M. Onyango (Co-PI), W. Abrha, “Autonomous Truck Mounted Attenuator
(TMA) Pilot,” $109,146, agency: Tennessee Department of Transportation (TDOT), 2018.
Not Funded
M. Onyango (PI), A. McLean, J. Owino, E.Wang, W. Wu, “Friction Course Pavements,”
$99,997, agency: Tennessee Department of Transportation (TDOT), 2018. Funded
N. Alp (PI), A. McLean (Co-PI), “2+2 MET: Developing an Industry Responsive Mechatronics
AAS to BAS Pipeline for Engineering Technicians,” $586,997, agency: National Science
Foundation (NSF), 2017. Not Funded
D. Loveless (PI), D. Reising (Co-PI), A. McLean, N. Sisworahardjo, R. Ahmed, L. Elliott, A,
“REU Site: An Interdisciplinary CubeSat Research and STEM Education Platform at the
University of Tennessee at Chattanooga (UTChattSat),” $359,783, agency: National Science
Foundation (NSF), 2017. Funded (2018-20121)
I. Fomunung (PI), M. Onyango, J. Owino, A. McLean, M. Sartipi. “Effectiveness of HOV
Lanes as a Congestion Relief and Air Quality Reduction Tool”, $199,939, agency:
Tennessee Department of Transportation (TDOT), 2017. Not Funded.
L. Elliot (PI), A. Rollins (Co-PI), D. Loveless (Co-PI), A. McLean, D. Wu, “PT Ribbon Rail
Applied Research Proposal,” $259,877, agency: PT Solution, LLC. Private Grant. Not
Funded

72
D. Loveless (PI), D. Reising (Co-PI), A. McLean, N. Sisworahardjo, R. Ahmed, L. Elliott, A,
“REU Site: An Interdisciplinary CubeSat Research and STEM Education Platform at the
University of Tennessee at Chattanooga (UTChattSat),” $322,155, agency: National Science
Foundation (NSF), 2016. Not Funded
I. Fomunung (PI), J. Ellis, N, Alp, R. Ahmed, A. McLean, B. Harris, T. Elliot, “UTC Academic
Scholarship to Inspire and Recruit Engineers (UTC ASPIRE)”, $998,489, agency: National
Science Foundation (NSF), 2016. Not Funded
M. Onyango (PI), J. Owino (CO-PI), I. Fomunung (Co-PI), L. Elliot (Co-PI), A. McLean (Co-
PI) “Improving Rigid Pavement Smoothness Using Polylevel,” 2015, $154,457, agency:
Tennessee Department of Transportation (TDOT). Funded.
I. Fomunung (PI), R. Ahmed (Co-PI), J. Ellis (CO-PI), T. Elliot (Co-PI), B. Harris (Co-PI), A.
McLean (Co-PI), “UTC ASPIRE: Academic Scholarship Program to Inspire and Recruit
Engineers,” $991,725, agency: National Science Foundation (NSF), Engineering S-STEM,
2015. Not Funded
D. Loveless (PI), D. Reising (Co-PI), R. Ahmed, A. McLean, A. Ofoli, N. Sisworahardjo, “REU
Site: An Interdiciplinary CubeSat Research and STEM Education Platform at the University
of Tennessee at Chattanooga (UTSTEMSat)”, $354,044, agency: National Science
Foundation (NSF). 2015. Not Funded
M. Onyango (PI), J. Ellis (Co-PI), J, Owino (Co-PI), I. Fomunung (Co-PI), N. Sisworahardjo
(Co-PI), W. Wu (Co-PI), A. McLean (C-PI), ‘Securing the Pipeline for Undergraduate
Engineering Education (SPUE) Using Data Analytics”, $249,936, agency: National Science
Foundation, 2014. Not Funded
M. Onyango (PI), J. Kizza (Co-PI), J. Ellis, J. Owino, I. Fomunung, W. Wu, A. Rollins, A.
McLean, “Southeastern Region Surface Transportation Workforce Center at the University
of Tennessee at Chattanooga,” $987,766, agency: Federal Highway Administration (DOT-
FHWA), 2014. Not Funded
Ben Taylor (PI), A. McLean (Senior Personnel), “Safe Routes to School Program – Woodmore
Elementary,” $250,000. agency: Tennessee Department of Transportation (TDOT) and The
City of Chattanooga, 2014. Funded
Ben Taylor (PI), A. McLean (Senior Personnel), “Safe Route to Schools Program – Lakeside
Academy,” $243,222, agency: Tennessee Department of Transportation (TDOT) and The
City of Chattanooga, 2014. Funded
W. Sutton (PI), P. Dhamshala (Co-PI), A. McLean (Co-PI), “Determining and Analyzing
Carbon Footprint During Manufacturing and Operations at Playcore Inc.”, $25,000, Private
Grant, 2013. Completed
A. McLean (PI), “Efficiency of Pharmacy Flow and Inventory Analysis,” Erlanger Hospital
System, 2016, Outreach program.
A. McLean (PI), “Food Court Process and Flow Improvement at Medical Mall,” Erlanger
Hospital System, 2016, Outreach program.
A. McLean (PI), “Wheel Chairs Retention Project,” Erlanger Hospital System, 2015, Outreach
program.
A. McLean (PI), “Linen Distribution and Inventory Management,” Erlanger Hospital System,
2014, Outreach program.
A. McLean (Program Leader), “Improve your Construction Projects with ArchiCAD BIM
applications: Sixteen hours of professional seminar,” 2013, Outreach program

73
A. McLean (PI), “Columbus McKinnon, Material Flow & Inventory Analysis at Columbus
McKinnon,” 2013, Outreach program.

PROFESSIONAL LEADERSHIP
Certifications
o Professional Engineer (PE), License No. 31132, Commonwealth of Kentucky
o Certified Professional Engineer Management (CPEM), American Society for
Engineering Management (ASEM), 2019 – present
o Certified Six Sigma Green Belt (CSSGB), American Society for Quality (ASQ), 2019 -
present
o Certified Manager of Quality/Organizational Excellence (CMQ-OE), Cert. No.
14826, American Society for Quality (ASQ), 2011 - present
o OSHA-10 General Industry Safety and Health, 2017
o OSHA-10 Construction Safety and Health, 2013
Societies Affiliation
o Institute of Industrial and Systems Engineering (IISE), 2006 – present
o American Society Engineering Management (ASEM), 2010 – present
o American Society for Quality (ASQ), Senior Member, 2010 – present
o American Production and Inventory Control Society (APICS), 2012 - present
o Institute for Operation Research and Management Science (INFORMS), 2005 – 2015
o Toastmaster International, 2007 – 2011
Community
o President, American Society for Quality (ASQ) Chattanooga Section 1101 (2018 -
present)
o Senior Member, East TN Freight Advisory Committee (FAC), Tennessee DOT 2017 –
present)
o Faculty Mentor, The Company Lab (CoLab), 2017 - 2018
o Leader and Coordinator, UTC’s Process Improvement at Erlanger and Children’s
Hospital at Erlanger, 2013 – present
o Volunteer, Erlanger Hospital and Children’s Hospital at Erlanger, 2013 – present.
o Enterprise Center – UTC Committee, City of Chattanooga (2013-2015)
o Coordinator Education Committee, American Society for Quality (ASQ) Section 1101
(2014-present)
o UTC Faculty committee member, Enterprise Center - City of Chattanooga (2013-2016)
o Technology Chair, Tri-State APICS (American Production and Inventory Control
Society) (2014-2016)
o Director, “Student Award” program for Middle Schools, Ricardo Miro Elementary
School, Panama City, Panama, 2006 – 2012.
o Lead faculty, Secured $500/year student scholarship fund from APICS from 2016 to
2018

ACADEMIC SERVICE ACTIVITIES

o ASEM Translation Committee, EMBOK translation Project: Translating the EMBOK
into Spanish, 2019 – present.

74
o Lead Coordinator, Performance Evaluation Criteria 2 – performance metrics and Criteria
4 – performance evaluations, ABET-ETAC, 2016-2018.
o Committee member, Faculty Search for Engineering Management & Tech., Construction
Management faculty, 2019-2020
o Search Committee member, Faculty Search for Engineering Management & Tech.,
Engineering Management faculty, 2019-2020
o Faculty Member/Main Contact Global Zone, Center of Goal Education 2018 – present
o Search Committee Chair, 2 faculty for the BAS Mechatronics Engineering Technology,
Engineering Management & Tech., 2018-2019
o Search Committee member, Department Head search for Engineering Management &
Tech., 2017-2018
o Search Committee member, 2 faculty search for Engineering Management & Tech.,
2017-2018
o Main Faculty Contact in Engineering Management & Tech, for Rank & Tenure
Committee 2017-2018
o Search Committee member, 2 faculty in Engineering Management & Technology, 2016-
2017.
o Faculty Coordinator, E-week participation for Engineering Management & Tech., 2017-
2018
o Faculty member, College Level Undergraduate Curriculum Committee, 2017-2018
o Represented the Dept. of Engineering Management & Tech in college level meetings and
requirement, 2016-2018
o Faculty Member, THEC New Program External Review Visit - BAS Mechatronics
Engineering Technology, 2018
o Faculty Member, Graduate Counsel 2018-2019
o Faculty member, Search Committee for Director of Student Success, 2016-2017
o Faculty member, Search Committee for Accounting Assistant III, 2016-2017
o Member, UTC Parking Task Force, UT Chattanooga (2015-present)
o Rank and Tenure Committee, Civil Engineering Dept. (2017 – 2019)
o Committee Member, ABET Task Force, College of Engineering and Computer Science
(2014-present)
o Undergraduate Curriculum Committee, College of Engineering and Computer Science
(2014-present)
o Faculty Adviser, Engineering Management Club (EMClub), EM&T (2015-present)
o Enterprise Center – UTC Committee, City of Chattanooga (2013-2016)
o Education Committee Officer, American Society for Quality (ASQ) Section 1101 (2013-
present)
o Education Committee Officer (2016-present), Technology Chair (2014-2016), Tri-State
APICS (American Production and Inventory Control Society)
o Committee Member, Strategic Planning Steering Committee, UT Chattanooga (2014-
2015)
o Committee Member, Accessible Technology Committee, UT Chattanooga (2014-2015)
o Planning Committee Member, Library Grand Opening Committee, UT Chattanooga
(2014-2015)
o Senator, Faculty Senate. UT Chattanooga (2012-2014)

75
 o Committee Member, Department Honor (DHON), Adrienne Welch, Economics
Department (2014-2015)
o Committee Member, Graduate Council, UT Chattanooga (2011-2013)
o Faculty Advisor, UTC-AGC Student Chapter, UT Chattanooga (2011-2013)
o Faculty Advisor, ASC Construction Student Competition (2012-2013)
o Committee Member, Faculty Research Committee, UT Chattanooga (2012-2014)
o Committee Member, International Studies Committee, UT Chattanooga (2012-2015)
o Committee Member, Faculty Rating of Administration, UT Chattanooga (2011-2012)
o Track Chair, ASEM Annual Meeting (2012, 2014)
o Track Chair, WinterSim Annual Meeting (2009)
o Editorial Review Board, Engineering Management Journal (EMJ) (2011-present)
o Editorial Review Board, Journal of Simulation Modelling Practice and Theory (2011-
present)
o Editorial Review Board, Journal of Service Operations and Informatics (IJSOI) (2011-
present)

HONORS AND AWARDS

Outstanding Teacher of the Year, April 2017
University of Tennessee at Chattanooga, Dept. of Engineering Management & Tech.
Outstanding Faculty Teacher of the Year, April 2013
University of Tennessee at Chattanooga, Dept. of Engineering Management & Tech.
Award Recipient, Access and Diversity Professional Development Grant. April 2015 ($1,279)
University of Tennessee at Chattanooga.
Award Recipient, Faculty Development Grant. October 2014 ($650)
University of Tennessee at Chattanooga.
Outstanding Coach Award, April 2012
University of Tennessee at Chattanooga, Dept. of Engineering Management & Technology
Award Recipient, Faculty Development Grant. October 2011 ($600)
University of Tennessee at Chattanooga.
Faculty Recipient-Adviser, Opportunity Graduate Assistantship (OGA). 2013. Corey Rorex.
Faculty Recipient-Adviser, Opportunity Graduate Assistantship (OGA). 2011. Caleb Ilesanmi.
Outstanding Faculty Teacher of the Year, April 2011
University of Tennessee at Chattanooga, Department of Engineering Management
American Society for Quality Scholarship Award, April 2009
American Society for Quality (ASQ), Louisville - section 912
Industrial Engineering Graduate Student Award, April 2008
University of Louisville, Department of Industrial Engineering
Scholarship, Institute of Logistic and Distribution (LoDi), July 2005 – July 2007
University of Louisville, Speed School of Engineering
Scholarship, Edward R. Clark Scholarship in Computer Simulation, August 2003 – July 2005
University of Louisville, Department of Industrial Engineering

INTERNATIONAL STUDENTS DIRECTED

Miguel Rodríguez-Garcia, Universidad de Vigo, (2014-2015)

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 Project Title: Impact of Appointment Cancellations and No-Shows on Patients Waiting
Time at a Children’s Hospital.
Sofia Villar Alvarado, Universidad de Vigo, (2013-2014)
Project Title: Evaluating the Potential Development of Container Shipping Services Thought
the Northern Sea Route and its Impact on Spanish Ports.
Martin Villar, Universidad Católica del Uruguay ‘Dámaso Antonio Larranaga’, (2012-2013)
Project Title: Programing the Pairwise Method for Facility Improvement at a Midsize
Manufacturing Plant.

MASTER CAPSTONE STUDENTS DIRECTED

Eric Meadows UTC (2019)
Abdulaziz Ghazzawi UTC (2018)
Avery Sanderfer UTC (2018)
Sherrod Munday UTC (2018)
Maryam Gorashi UTC (2017)
Aaron Rubel UTC (2017)
Stephen Brook UTC (2017)
Valentine Mbamalu UTC (2016)
Samrat Kandukuri UTC (2016)
Dale Mobley UTC (2015)
Jason Brotherton UTC (2015)
Jonathan Howard UTC (2015)
Corey Rorex UTC (2014)
Markisha Williams UTC (2014)
Caleb Ilesanmi UTC (2013)
Andrew Wiltshire UTC (2013)
Garrett McBryde UTC (2013)
Justin Stephens UTC (2013)
Lionel Locke UTC (2013)
Tina Ottey UTC (2013)
Calandra Jones UTC (2012)
Charlene Jameson UTC (2012)
Clinton Hendren UTC (2012)
Dominique Batson UTC (2012)
J. D. Elder UTC (2012)
Jody Dunnigan UTC (2012)
John Haren UTC (2012)
LaToya Frierson UTC (2012)
Mehad Ismail UTC (2012)
Michael Henkel UTC (2012)
Tim Jackson UTC (2012)
Tony A. Knight UTC (2012)
Alex Gomez UTC (2011)

77
Candice Jackson UTC (2011)
Rebecca Crowe UTC (2011)

INDUSTRY EXPERIENCE
Consultant – Transportation and Inventory Management, 2015-present
Consultant – Project Manager, Operations and Inventory, 2013 – present.
Erlanger Hospital. Ongoing outreach projects.
Consultant – Project Manager, Operations and Process Improvement, 2013 – present.
Childrens’ Hospital at Erlanger. Ongoing outreach projects.
Consultant - Project Manager, Material Flow and Inventory Analysis, , 2013 – 2014.
Columbus McKinnon. Outreach projects.
Communication Systems and Sales Engineer, September 2001 – July 2003
Panasonic Latin America, Panama - Department of Communication Systems and Sales
Engineering
− Developed business strategies targeting $7 million a year
− Designed two standard tests procedures for E1 and ISDN communication systems
certifications
− Conducted engineering and telecommunication training in Ecuador, Central America and
the Caribbean
Communication Systems Product Manager, September 2000 – September 2001
SIEMENS Panama, Panama - Department of Telecommunication Systems
− Managed 10 distributors/customers’ accounts and projects (private and government)
− Sold $1.1 million in fiber optic cables, cabling products, and passive devices to private
and government bids
− Managed prequalification process for $2.2 million (customer: Grupo Union Fenosa,
Spain)
Project Engineer, September 1998 – September 2000
TRT Technologies Inc., Panama - Nippon Electric Corporation (NEC) products
− Managed a successful “product launching program” for NEC (Nippon Electric
Corporation) telecommunication products
− Managed a network of 12 commercial sales and engineering accounts
− Configured and sold first private branch exchange (PBX) using ISDN digital service in
Panama City
Quality Control Engineer, September 1996 – September 1998
LG Electronics Latin America, Panama - Quality Control Center
− Managed standard quality control, inspection, and prevention programs for LG
Electronics Home Appliance Division
− Designed emergency reworks and warranty claims procedures for $36.750 million in
products
− Developed product specification and maintenance programs for the Latin America market
Appliance Product Manager, August 1996 – September 1998
LG Electronics Latin America, Panama - Home appliances and Air Conditioning Systems
− Conducted certification training for distributors, engineers and service technicians

78
− Developed users and service manuals for A/C systems, washing machines and microwave
products
− Analyzed distribution and supply-chain patterns for products sold in Costa Rica, Cuba,
Ecuador, Venezuela and Panama

79
Appendix G. Undergraduate Syllabi Examples

Project Management and Practice

Fall 2019

Department of Engineering Management & Technology

ETEM 3550, CRN 40827, Face-to-Face, 3 credit hours

Instructor: Dr. Seong Dae Kim

Email and Phone Number: [email protected]; 423-425-5786
Office Hours and Location: M, 10:00 am - 3:00 pm or by Appointment. Office: EMCS 326B
Course Meeting Days, Times, and Location: MW, 3:25-4:40 pm, EMCS 231
Course Catalog Description: Introduction to the identification, selection, and planning of
projects. Specific topics include: definition of project and program, project leader selection,
project goals, team selection, organizational structure, work breakdown structures (WBS),
scheduling, PERT/Gantt charts, critical path method (CPM), budgeting, decision analysis, risk
management, and the monitoring and control of projects. MS Project software is applied. Fall
semester. Lecture 3 hours.
Course Pre/Co Requisites: Prerequisite: MGT 2110, MATH 2100, or ENGR 2220 with a
minimum grade of C or department head approval. Prerequisite or corequisite: ENCE 3520 or
department head approval. Differential course fee will be assessed.
Course Student Learning Outcomes: Upon successful completion of this course, learners will
be able to
1. Demonstrate understanding of the definition of a project;
2. Demonstrate understanding of project maturity;
3. Explain the role of a project manager;
3. Identify a project life cycle;
4. Demonstrate knowledge of projects in different organization;
5. Create work breakdown structure of a project;
6. Explain how to estimate project budgets;
7. Explain how to schedule tasks in a project;
8. Explain how to allocate resources;
9. Demonstrate understanding of project control and auditing;
10. Explain how to terminate a project.
ABET – ETAC Student Outcomes:
J. RUBRIC: KNOWLEDGE OF CONTEMPORARY ISSUES
A. Define Contemporary Issues
B. Identify Strategies
C. Evaluate Potential Solutions
Course Fees: Differential course fee will be assessed.

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Required Course Materials: Project Management A Strategic Managerial Approach 10th
Edition. Jack R. Meredith; Scott M. Shafer; Samuel J. Mantel, Jr.
Supplemental/Optional Course Materials: Project Management Body of Knowledge
(PMBOK) 6th Edition.
Technology Requirements for Course: Web Browser: Internet Explorer or FireFox
Hardware/Software Requirements: Participants need access to a personal computer (Mac or
Windows) and the Internet for major amounts of time for this course. Plug-ins Necessary: You
should have an updated version of Adobe Acrobat Reader (for pdf documents). Additional
software plug ins may be needed. Check the Technical Requirements for the UTC Learn system.
Microsoft Word and PowerPoint version 2010 or later.
Technology Skills Required for Course: You are expected to have working knowledge and
capability with your computer hardware, networking and a variety of software applications
before entering this class. Class participants must know how to and check their e-mail on a daily
basis. You will need to know the appropriate user name and password to access the UTC Learn
online password-protected system. If you do NOT know your user name and password, please
contact the Call Center at (423) 425-4000. You must be able to save word processing files in a
.doc/.docx (Microsoft Word) or .pdf (Adobe Acrobat).

Communication: Class announcements are made through UTC Learn and UTC email. UTC
email is the official means of communication between instructor and student at UTC. Please
check your UTC email and UTC Learn on a regular basis. The instructor will respond to a
student's UTC email within 2 days unless there is an emergent situation.

Technology Support: If you have problems with your UTC email account or with UTC Learn,
contact IT Solutions Center at 423-425-4000 or email [email protected].

Course Assessments and Requirements:

A. Quiz: There are six online quizzes. Each quiz will be linked on the pre-determined day
in the schedule at 9:00 a.m. and must be completed by 11:59 p.m. on the same day. Quiz
questions will include multiple-choice, true-false, filling in the blank, and/or essay
questions. The length of each quiz will be 30 min. There will be no make-up quizzes. If
you have any technical problems during the quiz, you need to contact the instructor
ASAP.
B. Mid-term Exam: Each student will be given an exam that will be conducted
individually. Details of the exam will be given later in class.
C. Final Exam: Students will be given an exam that will be conducted individually. Details
of the exam will be given later in class.
D. Discussion Board Participation: Students are required to participate on the Discussion
Board through Blackboard on a regular basis. Minimum requirement for Discussion
Board participation is at least one posting and one comment to other person’s posting for
every chapter.

Course Grading

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 Course Grading Policy: 90-100 points = A; 80-89 points = B; 70-79 points = C, 60-69
points = D; < 60 points = F. Final grades will be rounded precisely. If you have an 89.4 points
final average, this is a B. if you have a 69.5 points, this is a C.
Quizzes 25 points
Mid-term Exam 25 points
Final Exam 30 points
Discussion Board Participation 20 points
Total 100 points
Instructor Grading and Feedback Response Time: The results of quizzes and exams
will be posted electronically within a week of the due date. Discussion Board Participation grade
will be posted at the end of the last week of class.

Course and Institutional Policies

Late/Missing Work Policy: All assigned work should be submitted by the due date. No
late or partial work will be accepted without discussion with the class instructor.
Student Conduct Policy: UTC’s Academic Integrity Policy is stated in the Student
Handbook.
Honor Code Pledge: I pledge that I will neither give nor receive unauthorized aid on any test
or assignment. I understand that plagiarism constitutes a serious instance of unauthorized aid. I
further pledge that I exert every effort to ensure that the Honor Code is upheld by others and that
I will actively support the establishment and continuance of a campus-wide climate of honor and
integrity.
Course Attendance Policy: Online students do not have to attend class but are required
to participate online.
Course Participation/Contribution: Active participation in class and responding to questions
on discussion boards on Blackboard counts towards 20% credit as part of your final grade.
Attendance is not enough to receive full credit for participation.
Course Learning Evaluation: Course evaluations are an important part of our efforts to
continuously improve the learning experience at UTC. Toward the end of the semester, you will
receive a link to evaluations and are expected to complete them. We value your feedback and
appreciate you taking time to complete the anonymous evaluations.

Course Calendar/Schedule:
Date Lecture Assignment
8/19 Introduction No Assignment
8/21, 8/26 Chapter 1 – Projects in Contemporary Read Chapter 1
Organizations
8/28 Chapter 2 – Strategic Management and Read Chapter 2
Project Selection
9/2 NO CLASS (Labor Day)
9/4 Chapter 2 – Strategic Management and Read Chapter 2
Project Selection
9/9 Chapter 3 – The Project Manager Quiz 1 - Chapter 1 & 2
Read Chapter 3

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9/11 Chapter 4 – Managing Conflict and the Art Read Chapter 4
of Negotiation
9/16, 9/18 Chapter 5 – The Project in the Organization Read Chapter 5
Structure
9/23, 9/25 Chapter 6 – Project Activity and Risk Read Chapter 6
Planning
9/30 Chapter 6 – Project Activity and Risk Quiz 2 - Chapters 3, 4, 5
Planning Read Chapter 6
10/2, 10/7 Chapter 6 – Project Activity and Risk Read Chapter 6
Planning
10/9 Mid-term Mid-term Exam
10/14 NO CLASS (Fall Break)
10/16, 10/21 Chapter 7 – Budgeting: Estimating Costs Read Chapter 7
and Risks
10/23 Chapter 7 – Budgeting: Estimating Costs Read Chapter 8
and Risks
Chapter 8 - Scheduling
10/28 Chapter 8 - Scheduling Quiz 3 - Chapters 6 & 7
Read Chapter 8
10/30 Chapter 8 - Scheduling Read Chapter 9
Chapter 9 – Resource Allocation
11/4 Chapter 9 – Resource Allocation Quiz 4 - Chapter 8
Read Chapter 9
11/6 Chapter 9 – Resource Allocation Read Chapter 9
11/11 Chapter 10 – Monitoring and Information Read Chapter 10
Systems
11/13 Chapter 11 – Project Control Quiz 5 - Chapter 9
Read Chapter 11
11/18 Chapter 11 – Project Control Read Chapter 11
11/20 NO CLASS (Thanksgiving Holiday Travel Day)
11/25, 11/27 Chapter 12 – Project Auditing Read Chapters 12, 13
Chapter 13 – Project Termination
12/2 (last day of fall Review Quiz 6 - Chapters 10, 11, 12 & 13
semester)
12/9 (3:30-5:30 pm) Final Exam Final Exam
Schedule subject to change

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 Quality Improvement

Fall 2019

ETEM 4560, CRN 46351, In-class, 3 credit hours

Instructor: Dr. Aldo McLean, PE, CMQ-OE, CPEM

Email and Phone Number: [email protected] (423) 425-4121

Office Hours and Location: Office: EMCS 326D. Hours: Monday: 3:15 pm to 4:15 pm,
Tuesdays and Thursdays from 10:00 am to 1:00pm, Wednesdays 8:30 am to 10:30 pm. By
appointment; please contact the administrative assistant (Shanae Anderson:
[email protected]) to schedule an appointment, a call or online meeting during these
hours.
Course Meeting Days, Times, and Location: Mondays and Wednesdays for 2:00 to 3:15 pm at
EMCS 231.
Course Catalog Description: Introduction to quality control concepts, control charts, product
specifications, process control, acceptance sampling systems, and total quality control
management (TQM), which is widely used in industry to improve product and service quality,
and reduce costs. Lecture 2 hours and laboratory 1 hour.
Course Pre/Co Requisites: MGT 2110 with a minimum grade of C or department head
approval.
Course Student Learning Outcomes: Upon successful completion of this course, students
should be able to:
1. Define quality and other concepts for process improvement
2. Design control charts to track the performance of productive systems
3. Apply the concepts of process control and process capability
4. Describe the concept of six-sigma and other quality systems currently in use
5. Explain acceptance sampling and other methods for controlling quality
6. Explain the work and contribution of quality gurus in the field
7. Describe the different of quality assurance, quality control and quality management
8. Apply Root Cause analysis techniques

Required Course Materials: Summers, Donna. C.S, (2016). Quality, 6th ed. Pearson. ISBN-13:
978-013441327-3.
Supplemental/Optional Course Materials: will be provided by the instructor for ETEM 4560.
Sources include on-line resources, reference books, textbook or magazines, additional materials,
or software.
Technology Requirements for Course: Students need access to a dependable computer with
reliable internet connection to conduct this course. This course requires of the use of Excel,
Minitab or SPSS (statistical software), MSWords, Adobe Acrobat software to address most
assignments and labs. Video lectures are recorded in Mediasite or Canvas Studio by faculty and
students might require speakers or headphones to follow along. Student should have access to
UTC Learn, Canvas to complete and submit their work. Test your computer set up and browser
for compatibility with UTC Learn at http://www.utc.edu/learn/getting-

84
help/systemrequirements.php. Video conferencing applications as Zoom and Skype might be
required for long distance meeting with faculty.
Technology Skills Required for Course: Students should be able to access the learning
management system (UTC Learn), Canvas, use their MocsNet email effectively and to access the course
information. Student will be instructed on the basic of using Minitab and/or SPSS and they are required
to extend their knowledge of the software independently. Scanning, formatting, coping and pasting,
upload/downloading files and installing software are required skills. Students should be able to use
Adobe Acrobat to create, format and submit PDF files. Students should also be able to use general
purpose software/applications including MSExcell, MSPowerPoint, MSWords to create files effectively
as well as submit files, and communicating with the instructor. Producing and sharing short videos might
be required for labs and assignments as well.

Technology Support: If you have problems with your UTC email account or with UTC Learn,
contact IT Solutions Center at 423-425-4000 or email [email protected].
Communication: Class announcements will be made through UTC Learn and Canvas to your
Mocs email address. UTC Mocs email is the official means of communication between instructor
and student at UTC. Please check your UTC Mocs email and UTC Learn/Canvas on a regular
basis. Email the instructor only from your UTC Mocs email to make sure your email reach the
instructor for a reply. Add “ETEM4650FA19” to make subject of your email to make sure the
instructor can see your email on time.
Video conferencing is available through Zoom if an online appointment is needed outside of
office hours. You can also use Zoom to meet with your classmates virtually. You can learn more
about Zoom at http://www.utc.edu/walker-center-teaching-
learning/classroomtechnology/zoom.php.
For communicating via UTC Mocs email with the instructor the student should use the
following protocol or format regardless of the device:
“Hi/Hello/Dear Dr. McLean:

--- “Your message here” ---

Regards/Thanks/Sincerely,
Senders Name, Last name, Course No., Senders MocsID”
Course Assessments and Requirements: We are scheduled to 16 weeks of class for Fall 2019.
Although your attendance is not factored in your grade your attendance to at least 75% of
lectures is required for a grade.

• Assignments: are required for most modules to allow students to practice the subject
fundamentals and methods. Most calculation in assignments are required to be completed
“by hand” (students own handwriting). PDF in the only acceptable file format for
assignments submitted by hand. Submitting MSExcel or MSWords files for calculations
are not allowed unless required in a specific assignment.
• Quizzes: are administered at the end of most chapters and can’t be taken at a later time.
The “Not for Grading” option allow student to tell the instructor not to use that quiz for a

85
 grade. This option can only be used 2 times in the semester. Review the policies
regarding quizzes listed on UTC Learn under the “Course Policies” tab for details.
• Exams: are available at the end of a module. Students can take the exam once all
requirements of the module are satisfied or on the last day of the module as a designated
test date. In case of missing an exam period, students can make an appointment to take a
makeup test up-to one week after the exam date at the ETM office (EMCS 326). The
exception is the exam for Module 4 that must be taken on the designated date, and will be
offered on-line only.
• Labs: Most labs in the course are a combination of videos and experimental assignment
in or outside the classroom. At least one lab will be conducted in class and attendance
required (Lego Game). Student attendance and participation is required on this particular
lab.
• Participation Forum/Discussion Board: are available at the end of most chapter to
allow students to participation in the class topic while demonstrating their knowledge on
the class subjects. Participation Forums are available in UTC Learn for the required
chapters in the course. Review the policies regarding Participation Forums listed on UTC
Learn under the “Course Policies” tab for details.
• Video Lectures: All lectures are recorded to allow students to review lectures at a later
time. An hybrid course give students the benefit of not been required for their physical
presence for daily lectures in-class but only 4 class meetings in the semester. However, a
virtual presence is required by review lectures on-line and on-demand over the Mediasite,
UTC Learn, Blackboard, and completing assignments, quizzes, exams, labs and project
on time.

Conflict resolution policy regarding team work: If your current group is not
performing you expect act fast and change to a different group. Don’t wait until the last few
weeks before due date to try getting a new partner or group. Individual complains on the
performance of your team or individuals in your team close to the due date will not change the
outcome of project or grade.
Any policy that is not discussed in this Syllabus the University of Tennessee -
Chattanooga’s Policy will apply.
Course Grading

Course Grading Policy: Participation 15% (Participation Forums/Discussion Boards),

Quizzes 10%, Assignment 10%, Labs 10%, Exam 1 10%, Exam 2 15%, Exam 3 15%, and Exam 4 15%.

The grading scale is the standard scale used in other courses in the school of Engineering
Management:
A: 90-100% (Excellent, very professional)
B: 80-89.9% (Expected professional performance)
C: 70-79.9% (Require rework to be acceptable)
D: 60-69.9% (Unacceptable)
F: < 60 (Undesirable).

86
 Instructor Grading and Feedback Response Time: I will try my best to grade all
assignments within one week of the due date and provide written feedback when necessary.
Course and Institutional Policies

Tobacco use statement: UTC is a smoke-free campus. However, the use of tobacco,
tobacco products, chewing tobacco, electronic cigarettes, vapors, aerosols, and e-liquids is not
allowed in the classroom (before or between classes) or faculty office including second hand
smoking.
Late/Missing Work Policy: Late assignment, labs and/or projects would be penalized 15
before grading and 40%-100% after grading unless an official excuse is provided and approved
by the instructor. Students are advised to keep a copy of all their work until the end of the
semester. Missing work should be submitted to the instructor for a grade.
Student Conduct Policy: UTC’s Academic Integrity Policy is stated in the Student
Handbook.
Honor Code Pledge: I pledge that I will neither give nor receive unauthorized aid on any test
or assignment. I understand that plagiarism constitutes a serious instance of unauthorized aid. I
further pledge that I exert every effort to ensure that the Honor Code is upheld by others and that
I will actively support the establishment and continuance of a campus-wide climate of honor and
integrity. (from the Student Handbook)

Course Attendance Policy: In-class student attendance to class is required for lecture.
Student should notify the instructor in advance if not able to attend to one of these
meeting times. In that case, students should complete the attendance at another recording
time during the same month. Student on-line attendance will be tracked by their on-time
completion of assignments, quizzes, exams and their active participation in the
Participation Forum/Discussion Boards. Canvas also tracks your review of on-line video
lectures and content every time you log in.
Course Participation/Contribution: Student’s participation is evaluated by the number and
strength of your contributions in class and to the course topics. “Participation Forum”,
“Discussion Board”, and “Collaboration” features on the UTC Learn site for the course are
mostly available for on-line student unless specified by the instructor. It is the student’s
responsibility to review each and all on-line video lectures available, participate actively and
proactively in forums, and attend to activities that requires attendance.
Course Learning Evaluation: Course evaluations are an important part of our efforts to
continuously improve the learning experience at UTC. Toward the end of the semester, you will
receive a link to evaluations and you are expected to complete them. We value your feedback
and appreciate you taking time to complete the anonymous evaluations.
Course Calendar/Schedule:
Week 1 Aug 19/21 Faculty introduction/Syllabus/Class policies
Module 1Starts
Week 2 Aug 26/28 Module 1
Week 3 Sep 2/4 Holiday / Module 1
Week 4 Sept 9/11 Module 1Ends

87
Week 5 Sep 16/18 Module 2 Starts
Week 6 Sep 23/25 Module 2
Week 7 Sep 30/Oct 2 Module 2
Week 8 Oct 7/9 Module 2 Ends
Week 9 Oct 14/16 Fall Break / Module 3 Starts
Week 10 Oct 21/23 Module 3
Week 11 Oct 28/30 Module 3 Ends
Week 12 Nov 4/6 Module 3 Ends / Module 4 Starts
Week 13 Nov 11/13 Module 4
Week 14 Nov 18/20 Module 4
Week 15 Nov 25/27 Module 4 / Thanksgiving
Week 16 Dec 2 Module 4 Ends
Week 17 Dec 9 Final Exam schedule (Monday from 1:00 - 3:00 pm)
Accessibility and Accommodation Statement: Accessibility and any type of accommodations
are managed by the Disability Resource Center (DRC). The DRC is accessible at
https://www.utc.edu/disability-resource-center/, by phone at 425-4006, or come by the office,
102 Frist Hall. For exams accommodations visit https://www.utc.edu/disability-
resourcecenter/guidelinesprocedures/examaccommodations.php#li02.
Counseling Center Statement: If you find that personal problems, career indecision, student
and time management difficulties, etc., are adversely impacting your successful progress at UTC,
please contact the Counseling and Career Planning Center at 425-4438 or visit
https://www.utc.edu/counseling-center/index.php for information.
Veterans Services Statement: The office of Veteran Student Services is committed to serving
all the needs of our veterans and assisting them during their transition from military life to that of
a student. If you are a student veteran or veteran dependent and need any assistance please refer
to https://www.utc.edu/dean-students/veteran-student-services/. This site can direct you the
necessary resources for academics, educational benefits, adjustment issues, veteran allies,
veteran organizations, and all other campus resources serving our veterans. You may also contact
the coordinator of Veteran Student Programs and Services directly at 423.425.2277. THANK
YOU FOR YOUR SERVICE.

88
 Engineering Economy

Spring 2018

Department of Civil Engineering

ENCE 3520, CRN: 28589, In-Class, 3 credit hours

Instructor: Alexandr M. Sokolov

Email and Phone Number: [email protected] 423-425-4121
Office Hours and Location: Monday & Tuesday from 9:30 am – 12:30 pm, Thursday from
9:00 am -1:00 pm in EMCS 345
Course Meeting Days, Times, and Location: MWF, 1:00 pm -1:50 pm, EMCS 301
Course Catalog Description: Economic decision making for engineering systems. Choice of
alternatives by equivalent annual cost, rate-of-return, present worth, and benefit-cost methods.
Tax influences, statistical decision making, replacement policy. Fall, spring and summer
semesters. Lecture 3 hours.
Course Pre/Co Requisites: Prerequisite: ENCE 2220 with a minimum grade of C or MGT
2110 and MATH 1910 or MATH 1950 with minimum grades of C or department head approval.
Course Student Learning Outcomes: TBD
Course Fees: Differential Course Fee will be assessed.
Required Course Materials: Engineering Economy Sixteenth Edition. William G. Sullivan;
Elin M. Wicks; C. Patrick Koelling.
Technology Requirements for Course: Web Browser: Internet Explorer or FireFox
Hardware/Software Requirements: Participants need access to a personal computer (Mac or
Windows) and the Internet for major amounts of time for this course. Plug-ins Necessary: You
should have an updated version of Adobe Acrobat Reader (for pdf documents). Additional
software plug ins may be needed. Check the Technical Requirements for the UTC Learn system.
Microsoft Word and PowerPoint version 2010
Technology Skills Required for Course: You are expected to have working knowledge and
capability with your computer hardware, networking and a variety of software applications
before entering this class. Class participants must know how to and check their e-mail on a daily
basis. You will need to know the appropriate user name and password to access the UTC Learn
online password-protected system. If you do NOT know your user name and password, please
contact the Call Center at (423) 425-4000. You must be able to save word processing files in a
.doc/.docx (Microsoft Word) or .pdf (Adobe Acrobat).
Technology Support: If you have problems with your UTC email account or with UTC Learn,
contact IT Solutions Center at 423-425-4000 or email [email protected].
Course Assessments and Requirements: A. Quiz: There are six quizzes. The lowest quiz
grade will not be counted. Each quiz will be taken in class on Friday or Wednesday of the pre-
determined week according to the schedule. Quizzes will have multiple-choice and/or true-false
and/or filling in the blank, and short answer. You will have the entire class to take the quiz.
There will be no make-up quizzes. B. Mid-term Exam: Each student will be given an exam

89
that will be conducted individually in class. Details of the exam will be given later in class. C.
Final Exam: Students will be given an exam that will be conducted individually in class. Details
of the exam will be given later in class. D. Participation: Students are required to participate in
class and attend all lectures.
Course Grading
Course Grading Policy: The grade for this course will be determined by work submitted
in the form of: Quizzes 25%, Mid-term Exam 25%, Final Exam 30%, & Participation 20%. The
UTC 10 Point Grading scale will be used. 90-100% A, 80-89% B, 70-79% C, 60-69% D, 0-59%
F
Instructor Grading and Feedback Response Time: The results of quizzes and exams
will be posted electronically within a week of the due date. Participation grade will be posted at
the end of the last week of class.
Course and Institutional Policies
Late/Missing Work Policy: All assigned work should be submitted by the due date. No
late or partial work will be accepted without discussion from the class instructor. No makeup
exams or quizzes will be given without discussion from the class instructor.
Student Conduct Policy: UTC’s Academic Integrity Policy is stated in the Student
Handbook.
Honor Code Pledge: I pledge that I will neither give nor receive unauthorized aid on any
test or assignment. I understand that plagiarism constitutes a serious instance of
unauthorized aid. I further pledge that I exert every effort to ensure that the Honor Code
is upheld by others and that I will actively support the establishment and continuance of a
campus-wide climate of honor and integrity.
Course Attendance Policy: Class attendance is mandatory, and attendance will be taken
during random lectures.
Course Participation/Contribution: Active participation in class and responding to questions,
carrying on in discussions will count towards the 20% participation grade. Attendance is not
enough to receive full credit for participation.
Course Learning Evaluation: Course evaluations are an important part of our efforts to
continuously improve the learning experience at UTC. Toward the end of the semester, you will
receive a link to evaluations and are expected to complete them. We value your feedback and
appreciate you taking time to complete the anonymous evaluations.
Course Calendar/Schedule:
We Assignmen
Date Lecture Quiz
ek t
Week of Chapter 1 Introduction to Engineering Read
1
January 8th Economy Chapter 1
Week of Chapter 2 Cost Concepts and Design Read
2
January 15th Economics Chapter 2
Week of Read Chapter 1
3 Chapter 3 Cost-Estimation Techniques
January 22nd Chapter 3 &2
Week of Read
4 Chapter 4 The Time Value of Money
January 29th Chapter 4

90
 Week of Read Chapter 3
5 Chapter 5 Evaluating a Single Project
February 5th Chapter 5 &4
Week of Chapter 6 Comparison and Selection Read
6
February 12th among Alternatives Chapter 6
Week of
7 Midterms
February 19th
Week of Chapter 7 Depreciation and Income Read Chapter 5
8
February 26th Taxes Chapter 7 &6
Week of March Chapter 8 Price Changes and Exchange Read
9
5th Rates Chapter 8
Week of March
10 SPRING BREAK
12th
Week of March Read Chapter 7
11 Chapter 9 Replacement Analysis
19th Chapter 9 &8
Week of March Chapter 10 Evaluating projects with the Read
12
26th Benefit CRM Chapter 10
Week of April Chapter 11 Breakeven and Sensitivity Read Chapter 10
13
2nd Analysis Chapter 11 & 11
Week of April Read
14 Chapter 12 Probabilistic Risk Analysis
9th Chapter 12
Week of April Chapter 13 The Capital Budgeting Read Chapter 12
15
16th Process Chapter 13 & 13
Week of April Chapter 14 Decision making Read
16
23rd Considering Multiattributes Chapter 14
Week of April
17 Final Exams
30th

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Appendix H. Graduate Syllabi Examples

Technical Project Management

Spring 2019

Department of Engineering Management & Technology

ENGM 5540, CRN 22308, Online, 3 credit hours

Instructor: Seong Dae Kim, Ph.D., PMP, aCAP

Email and Phone Number: [email protected]; 423-425-5786

Office Hours and Location: M, 11:00 am - 2:00 pm, W, 11:00 am – 2:00 pm, or by
Appointment. Office: EMCS 326B
Course Meeting Days, Times, and Location: W, 2:00-4:30 pm, EMCS 231

Course Catalog Description: All aspects of project management are covered with emphasis on
human and institutional interactions that occur during management of technical projects.
Methods of resource identification and allocation, integration of scheduling and cost factors,
development of project plans and control are addressed. Project control methods such as PERT
and CPM are introduced. A project case study is carried through the semester to illustrate
decisions and problems encountered in technical project management. Individual presentations
required. Lecture 3 hours.
Course Pre/Co Requisites: Prerequisite: N/A. May be registered as ENGR 5540. Credit not
allowed in both ENGM 5540 and ENGR 5540.
Course Student Learning Outcomes: Upon successful completion of this course, learners will
be able to
1. Demonstrate understanding of the definition of a project;
2. Demonstrate understanding of key project management concepts;
3. Estimate project budgets;
4. Demonstrate understanding of work breakdown structure;
5. Demonstrate understanding of technical tools and techniques in project management;
6. Apply project management tools and techniques in a small-scale project setting;
7. Use project management software effectively;
8. Communicate effectively as a project manager.

ABET – ETAC Student Outcomes:

J. RUBRIC: KNOWLEDGE OF CONTEMPORARY ISSUES

A. Define Contemporary Issues

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 B. Identify Strategies

C. Evaluate Potential Solutions

Course Fees: Differential course fee will be assessed.

Required Course Materials: A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) 6th Edition. Project Management Institute
Supplemental/Optional Course Materials: N/A

Technology Requirements for Course: Web Browser: Internet Explorer or FireFox

Hardware/Software Requirements: Participants need access to a personal computer (Mac or PC)
and the Internet for major amounts of time for this course. Plug-ins Necessary: You should have
an updated version of Adobe Acrobat Reader (for pdf documents). Additional software plug ins
may be needed. Check the Technical Requirements for the UTC Learn system. Microsoft Word
and PowerPoint version 2010 or later.
Technology Skills Required for Course: You are expected to have working knowledge and
capability with your computer hardware, networking and a variety of software applications
before entering this class. Class participants must know how to and check their e-mail on a daily
basis. You will need to know the appropriate user name and password to access the UTC Learn
online password-protected system. If you do NOT know your user name and password, please
contact the Call Center at (423) 425-4000. You must be able to save word processing files in a
.doc/.docx (Microsoft Word) or .pdf (Adobe Acrobat). You should be able to use a computer
during the class to in-class exercise.
Technology Support: If you have problems with your UTC email account or with UTC Learn,
contact IT Solutions Center at 423-425-4000 or email [email protected].

Course Assessments and Requirements:

A. Quizzes: There are five online quizzes. Each quiz will be linked on the pre-determined
day in the schedule at 9:00 a.m. and must be completed by 11:59 p.m. on the same day.
Quiz questions will include multiple-choice, true-false, filling in the blank, and/or essay
questions. The length of each quiz will be 30 min. There will be no make-up quizzes. If
you have any technical problems during the quiz, you need to contact the instructor
ASAP.
B. Mid-term Exam: Each student will be given an exam that will be conducted
individually. Details of the exam will be given later in class.
C. Term Project: Teams of two or three students will apply as many tools and techniques
as possible from this course to prepare the project management plan for a project of
student’s choice. Details of the term project will be given later in class.

D. Participation: Students are required to participate on the Discussion Board through

Blackboard on a regular basis. Minimum requirement for Discussion Board participation
is at least one posting and one comment to another person’s posting for every chapter.
Students are also required to evaluate other teams’ term project presentations.

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 Course Grading

Course Grading Policy: 90.0-100.0% = A; 80.0-89.9% = B; 70.0-79.9% = C, 60.0-

69.9% = D; <60.0% = F.
Quizzes 30%
Mid-term Exam 30%
Term Project 30%
Participation 10%
Total 100%
Instructor Grading and Feedback Response Time: The results of homework and
exams will be posted electronically within a week of the due date.

Course and Institutional Policies

Late/Missing Work Policy: All assigned work should be submitted by the due date. No
late or partial work will be accepted without discussion with the class instructor.
Student Conduct Policy: UTC’s Academic Integrity Policy is stated in the Student
Handbook.
Honor Code Pledge: I pledge that I will neither give nor receive unauthorized aid on any test
or assignment. I understand that plagiarism constitutes a serious instance of unauthorized aid. I
further pledge that I exert every effort to ensure that the Honor Code is upheld by others and that
I will actively support the establishment and continuance of a campus-wide climate of honor and
integrity.

Course Attendance Policy: Online students do not have to attend class but are required
to participate online.
Course Participation/Contribution: Active participation in class, commenting to other
students’ posting on Blackboard, and evaluation of term project presentation count towards 10%
credit as part of your final grade. Attendance is not enough to receive full credit for participation.
Course Learning Evaluation: Course evaluations are an important part of our efforts to
continuously improve the learning experience at UTC. Toward the end of the semester, you will
receive a link to evaluations and are expected to complete them. We value your feedback and
appreciate you taking time to complete the anonymous evaluations.
Course Calendar/Schedule:
Date Lecture Assignment
1/9 Syllabus review; Introduction to project management Chapters 1, 2, 3
1/16 Project scope management; project schedule management Chapters 5 and 6
1/23 Scheduling using MS Project MS Project tutorials
1/30 Project cost management Quiz 1
Chapter 7
2/6 Monte Carlo simulation using Crystal Ball® for budgeting

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2/13 Project resource management Quiz 2
Chapter 9
2/20 Project risk management Chapter 11
2/27 Qualitative/quantitative risk analysis Quiz 3
Chapter 11
3/6 Midterm Exam
3/13 NO CLASS (Spring Break)
3/20 Project procurement management; project stakeholder Chapters 12 and 13
management
3/27 Introduction to agile Quiz 4
Agile chapters 1 and 2
4/3 Implementing agile Agile chapters 4 and 5
4/10 Special topics in project management Quiz 5
4/17 Term project presentations
Course schedule subject to change

Term Project presentation evaluation rubric:

Presenting team: ______________________

Please rate the ENGM 5540 term project presentation on the following dimensions:
1 very 2 poor 3 4 good 5 very
Dimension (multiplier) poor (low) neutral (high) good
(very low) (medium) (very high)
Explanation of the problem of focus (1)
Explanation of how the problem is linked to
the technique(s) used (1)
Clearly stated research question(s) (1)
Level of technique(s) used (1)
Number of technique(s) used (.5)
Professional look of presentation slides (.5)
Visualization of the results (.5)
Quality of time allocation (.5)
Total score = _______________________
(add multiplier*score from the above rows. Total possible points = 30)

95
 Advanced Quality Control

Fall 2018

Department of Engineering Management and Technology

Course number: ENGM 5570, CRN: 49999, Modality: In Class, Credit hours: 3

Instructor: Wolday D. Abrha

Email and Phone Number: [email protected]; 423-425-5678

Office Hours and Location: W 12:15 – 2:15 PM or by appointment. Office: EMCS 328

Course Meeting Days, Times, and Location: Tuesday/Thursday 03:05 – 4:20 PM, EMCS 231

Course Catalog Description: The design and analysis of quality systems. Fundamental coverage
of statistical process control, quality control concepts, control charts, product specifications,
process control, acceptance sampling systems, and other means of assurance widely used in many
industries to improve product and service quality and to reduce costs. Background in
undergraduate statistics or equivalent. Knowledge of probability and statistical methods, numerical
analysis, design of experiments, and hypothesis testing.

Course Pre/Co Requisites: Department head approval. May be registered in ENGR 5570.
Credit not allowed in both ENGM 5570 and ENGR 5570.

Course Student Learning Outcomes: Upon completion of this course, the successful student
will be able to:
1) Describe the specific characteristics, techniques, and insights that are necessary to apply
and interpret different types of control charts appropriately.
2) Clarify how to diagnose and analyze problems that cause variation in manufacturing and
service industries.
3) Develop, utilize, and interpret a variety of control charts for effective process machine
and product control.
4) Explain the concept of process capability as it relates to statistical process control.
5) Apply selected problem-solving tools and techniques to resolve quality assurance issues
of various case studies.
6) Illustrate how to present information clearly and unambiguously, validate decisions based
on the information, and clearly communicate conclusions.
7) Recognize the basic philosophies surrounding quality management.

Required Course Materials: Introduction to Statistical Quality Control, 7th Edition.

Montgomery, D. C. Wiley, ISBN-13: 978-1118146811; ISBN-10: 1118146816
Supplemental/Optional Course Materials:

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 1) Foster, S. T. (2016). Managing quality: Integrating the supply chain. Pearson.
2) Westcott, R. T. (Ed.). (2013). The certified manager of quality/organizational excellence
handbook. ASQ Quality Press.
3) Pyzdek, T. (2001). The Six Sigma handbook: a complete guide for greenbelts, blackbelts,
and managers at all levels. New York: McGraw-Hill. Use latest edition, if possible.
4) Additional materials such as case studies, journal articles, and notes will be posted in
blackboard as needed.

Technology Requirements for Course: Your electronic device should be compatible to allow
access to UTC Learn (also known as Blackboard), to read announcements and course materials,
and to submit assignments and examinations. Grades will also be posted on Blackboard. If you
are unfamiliar with Blackboard, you may use the Center for Student Success, enroll in an on-line
training, or contact the Walker Center for Teaching and Learning to register for a classroom
course. Minimum requirements: Microsoft – Excel, Word, and PowerPoint (versions 2010 or
latest), and Adobe Acrobat Pro.

Technology Skills Required for Course: Blackboard will serve as a key platform in the
conduction of this class. Student are expected to be skilled enough to access Blackboard and be
familiar to Microsoft office products (Excel, Word, and PowerPoint), Adobe Acrobat, and
Adobe Connect. The Solver add-on Excel, JMP, and/or Minitab software may be used.

Technology Support: If you have problems with your UTC email account or with UTC Learn,
contact IT Solutions Center at 423-425-4000 or email [email protected].

Course Assessments and Requirements: Course assessments will be based on total points
earned from quizzes, exams, project, and participation.

1) All assessments, individual and team project reports, and PowerPoint presentation
should be typed and uploaded to UTC Learn. Instructor may provide report writing
and presentation guidelines as needed and can ask a hardcopy of any of these
submissions.
2) The electronic file naming convention for any of your submissions is:
LastName_FirstInitial_CourseNumber_Assignment#_due date_dot file extension.
Example 1: John_A_ENGM5570_Assignment #1_August 15.doc. Also use this file
naming in the header of your report.
3) Only pdf or word documents are the acceptable file formats.
4) All sources other than textbook and lecture materials should be properly cited (APA
is a preferred format). Any form of plagiarism will not be tolerated and will result in a
zero grade for the specific work, and it can be reported for violating honor code.
5) While some justifiable circumstances may be considered at the discretion of instructor
(on case by case bases), late submissions will be penalized (see late/missing work
policy for details).
6) The general evaluation criteria for written works is based on:

97
 a. Instructions (refers to the ability to follow instructions correctly and submit by
due date),
b. Mastery of concepts (refers to learning/student outcomes),
c. Flow (refers to the logical flow of written report which includes correct
grammar and spelling),
d. Source (this refers to citation of information taken from books, journal
articles, websites, etc.), and
e. Rubrics assigned for each assessment and question.
7) As a graduate student, all your works are expected to be submitted only after a
thorough analysis of a problem. Hence, discussions using real-life case studies, work
experiences, scenario analysis, etc. are expected.

Course Grading

Course Grading Policy:

1) Quizzes (25%): There will be at least two quizzes. You may be asked to attach
worksheets. Details will be announced by instructor.
2) Midterm Exam (15%): The midterm exam will be available on October 4. You may
be asked to attach worksheets. Details will be announced by instructor.
3) Final Exam (20%): The final exam is currently scheduled to be available on
December 11, 3:30 – 5:30 PM. The final exam may be required to be proctored.
Details will be announced by instructor. You may be asked to attach worksheets.
4) Project/Research Paper (30%): There will be a team of two students per project.
Each team will cover an application of principles learned. A typical project is one that
is applicable to your workplace or an organization you are affiliated with. Evaluation
will be based on a written report and oral presentation. Project progress may be
submitted in phases. Details will be announced on Blackboard.
5) Participation (10%): Active participation in responding to questions and topics in
class counts towards your final grade. Additional discussions may be available on
Blackboard.

Instructor Grading and Feedback Response Time:

• The results of quizzes, exams, and other submitted works will be posted
electronically within a week of the due date. Participation grade will be posted at
the end of the last week of class.
• Instructor will respond to all other inquiries within 24 hours. Any communication
received on weekends will have to be responded by the next Monday.

• You are expected to adhere to a formal e-mail writing style, when sending emails.
Remember, e-mail is not a text message! Example: include course code and CRN
in the subject, start your message with greetings, and close it professionally.

98
 Letter grading:
90 – 100 A
80 - 89 B
70 - 79 C
60 - 69 D
Below 60 F

Course and Institutional Policies

Late/Missing Work Policy: All assigned works should be submitted by the due date to
UTC Learn. Late works are strongly discouraged and will be penalized. There will be a
10% penalty for each day a work is submitted late. If you know you are going to submit
late, you should let me know in advance. No work will be accepted after solutions are
provided.

Student Conduct Policy: UTC’s Academic Integrity Policy is stated in the Student
Handbook.

Honor Code Pledge: I pledge that I will neither give nor receive unauthorized aid on any
test or assignment. I understand that plagiarism constitutes a serious instance of
unauthorized aid. I further pledge that I exert every effort to ensure that the Honor Code
is upheld by others and that I will actively support the establishment and continuance of a
campus-wide climate of honor and integrity.

Course Attendance Policy: While attendance will not be taken during every lecture,
everyone is assumed to be an adult and will attend class if possible. If you are not present
or do not utilize the discussion boards on Blackboard, you will not get credit for
participation. It is the student’s responsibility to keep up with coursework, materials,
review any missed work, and assignments.

Course Participation/Contribution: Active participation by responding to questions on

discussion boards on Blackboard and in class counts towards 10% credit as part of your final
grade.
Course Learning Evaluation: Course evaluations are an important part of our efforts to
continuously improve the learning experience at UTC. Toward the end of the semester, you will
receive a link to evaluations and are expected to complete them. We value your feedback and
appreciate you taking time to complete the anonymous evaluations.

Course Calendar/Schedule: This is a tentative course calendar/schedule. Additional

information, updates, and announcements will be provided via UTC Learn, as needed.
Week # Chapter & Topic Assessments Due Additional Notice

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1 Introduction & Overview Learning assessment (August
Ch 1: Quality Improvement in 21 – 23)
Modern Business Env’t
Ch 2: The DMAIC Process
2 Ch 3: Modeling Process Quality Introductory profile, group
preference (August 28)
3 Ch 4: Inferences About Process Labor Day (September 3)
Quality
4 Ch 4 (cont’d) Quiz 1, phase 1 of project Chapters for quiz: TBD
Ch 5: Methods/Philosophy of SPC (September 13)
5 Ch 6: Control Charts for Variables
Ch 7: Control Charts for Attributes
6 Ch 8: Process/Measurement Midterm exam (October 4)
Capability Analysis
7 Ch 9: CUMSUM & EWMA Phase 2 of project (October Midterm grade
Ch 10: Univariate SPC techniques 11) announcement, if needed
8 Ch 10 (cont’d)
Ch 11: Multivariate SPC
9 Ch 12: Engineering Process Control Quiz 2 (October 18) Chapters for quiz: TBD Fall
& SPC Break (October 16)
10 Ch 13: DOE

11 Ch 13 (cont’d) Phase 3 of project

Ch 14: Optimization with DOE (November 8)
12 Ch 15: Acceptance Sampling for
Attributes
13 Ch 16: Acceptance Sampling – Quiz 3 (November 20)
others
14 Review Phase 4 of project Last day of Class
(November 29) (November 29)
15 No Class (Study day & final exam week)

16 Final Exam Final Exam (December 11) Exam time: 3:30 – 5:30 pm

100
Appendix I. Oral and Written Communication Rubrics

101
102
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