Get the “Engineer’s MBA”
Grow your career opportunities as a proven engineering leader and manager with the Master of Engineering: Engineering Management degree, the high-impact alternative to a traditional MBA for engineers. You’ll understand how the practice of engineering aligns with the business of engineering. Get ready to drive change and innovation at work while managing engineering team and projects. If you are already working as a project engineer, the “Engineer’s MBA” will help you transition to a management role. If you’re already a manager, you’ll get the skills to be a successful technical leader. Grow your career potential as you grow your understanding of best practices for managing personnel, functions, and teams.
Connect with Master of Engineering Management Peers
Learn from other engineers in the industry, and share the experiences and challenges you face on the job with them. You’ll complete the degree in a supportive cohort and work on group projects. Network and collaborate with your peers and instructors face-to-face during a three-day, optional residency each summer at UW–Madison. The Master of Engineering: Engineering Management degree is a top-ranked, collaborative, online program where you immediately apply what you learn to your real projects.
Impacting Your Career
Start viewing this video at 12:45 to get to the heart of how this degree and its projects propel your career within a positive cohort environment. In addition, hear from our students about how our online degrees affect their lives.
Olivia Dietzel is an engine and cooling design engineer at John Deere in Iowa, and recently completed the Master of Engineering: Engineering Management program.
UW-Madison has been in the distance education business for over 20 years. With hundreds of…
Program Directors Christine Nicometo and Susan Ottmann attended WE Local Baltimore and Tampa this month…
Why the Engineer’s MBA?
The Master of Engineering Management will help you become a visionary. You’ll work more strategically, and confidently manage technical teams and projects. You’ll be the one leadership wants to promote, and the “go-to” person on your technical team.
Whether you’ve just started thinking about getting a graduate degree, or you’ve been searching programs for some time, one thing is certain: There are a LOT of options out there. And we know how tough it can be to choose a school. But we can make your decision easy: If you’re someone who’s considering an MBA and wants to be a leader without losing the engineering focus, UW–Madison’s Master of Engineering Management can help.
Here are six reasons why this degree is the real deal:
- More than half of our grads receive a major promotion or raise before they graduate.
- Our instructors have all worked in the “real world,” which means they have actually been in your shoes (instead of just a classroom).
- You’ll be on a first-name basis with your instructors, and they will never be too busy to answer your call or respond to an e-mail. You’ll have live weekly discussions with your instructors and classmates to help you stay on track. In recent focus groups, students told us that they know we care about them and their success.
- UW-Madison has some serious street cred. It’s ranked 25th worldwide by the Center for World University Rankings, and our online engineering degree programs are consistently in the top six by U.S. News and World Report.
- Your “Engineer’s MBA” holds just as much weight—if not more—than traditional MBA programs, or MOOCs, which aren’t nearly as credible as a degree. You’ll be driving real change at your organization almost immediately, earning props from your peers and your boss.
- You have the opportunity to meet and work with your instructors and fellow students through an optional, on-campus residency. Program alumni consistently rank residency as a high-value experience.
U.S. News & World Report
Ranked in the Top 10 Online Engineering Graduate Programs for the eighth year in a row in 2019.
University Continuing Education Association
Most Outstanding Online Teaching and Learning Program Award
UCEA Distance Learning Community of Practice
UCEA Outstanding Program Award (Credit Category)
U.S. News & World Report—Veterans Ranking
Program of Excellence Award
US Distance Learning Association
Ranked No.5 Online Engineering Graduate Programs for Veterans
American Distance Education Consortium Honorable Mention for National Excellence in Distance Education Award
USDLA’s 21st Century Best Practice Award for Distance Learning
Our Learning Experience
Static content is a thing of the past. In our 100% online degree format, what you study can be directly applied to your job. Instead of canned homework assignments, you’ll use your work projects for course credit. The insight and feedback you’ll receive from your instructors and peers is invaluable–and your employer will notice an immediate improvement in your work. Instead of lectures that drone on and endless busy work, you’ll use your time in the most productive ways. Access your learning platforms anytime, anywhere you have an Internet connection–which means you can study and learn on the go.
Typical Weekly Schedule
Each semester you will take two courses that complement each other in terms of content and activities.
In a typical week, you’ll have assignments from both courses– including readings, problems for individual and group analysis, online discussion, project work, and a live web conference.
The only course activity with a specific real-time obligation to participate is the weekly web conference, which you can attend on Wednesday morning or Thursday evening. This gives you the flexibility to decide when to complete your coursework, while the weekly deadlines serve as checkpoints to keep you on-track.
Courses will engage you in extensive, meaningful interaction with other experienced engineers. You will remain connected with expert instructors who proactively monitor your progress in the course and actively contribute to online discussions.
This highly collaborative learning space will increase your understanding of course concepts and keep you motivated to learn new skills and improving their workplace performance.
The online Master of Engineering in Engineering degree program with an emphasis in Engineering Management requires 12 courses for a total of 30 graduate credits. You will typically take two courses each semester.
Course web conferences are the only time-constrained course activities; all other weekly assignments can be accomplished on days and times of your choice. You can expect to spend about 20 hours a week on coursework and participating in team project activities.
The Engineering Management Curriculum includes 24 credits of the required courses and 6 credits from the electives listed below. Other appropriate electives may be selected upon approval by program director.
Foundations of Engineering Leadership
Engineering Economic Analysis and Management
Build the foundations for developing, refining and strengthening your effectiveness as a leader of engineering teams, projects, and organizations. Enhance your understanding of how to match your leadership style to a team’s focus, organization and culture. Grow your understanding of your strengths and weaknesses as a leader using proven assessment tools. Develop your plan for growing your leadership competency through the rest of the Master of Engineering Management program and beyond.
- Making the transition from individual contributor to people manager
- Foundational behaviors of leaders
- Advocacy, inquiry, and influence
- Situational leadership
- Leader as organizational designer
- Purposeful leadership
- Charting your leadership development path
Wayne P. Pferdehirt
Technical Project Management
Deepen your understanding of corporate financial performance and how your proposals, decisions, and projects contribute to that performance. This management accounting course for technical professionals helps engineers understand the principles, language and organizational performance goals of financial managers and accountants. You will learn how your daily decisions affect bottom-lime performance of your organization. You will gain greater effectiveness in addressing the financial goals and metrics of your organization in proposals and project reports, thereby growing your ability to gain approval and financial support for your projects and initiatives.
- Financial principles
- Interpretation of financial data and accounting summaries
- Costing Systems and management control
- Pricing strategies
- Budgeting and risk analysis
- Investment analysis
- Financial models and forecasts
Communicating Technical Information
This advanced, practice-focused course enables engineering project managers at all levels, from first-time rookies to highly seasoned pros, improve their strategies, methods, and results. Learn latest proven methods to successfully plan, schedule, budget, and complete projects. Using a real project from your own work, you and several team members will apply methods and tools to improve the organization and management of your selected project. The course examines how traditional project management methods can be improved through incorporation of lean principles and agile methods.
- Foundational project management principles
- Project selection and portfolio management
- Project initiation, scope, and structure
- Proposals and contracts
- Team leadership and management
- Project strategy and planning
- Project scheduling
- Risk assessment and management
- Managing project value, budget, and costs
- Allocating and managing constrained resources
- Project monitoring and control
- Project closure
- Growing your organization’s project management maturity
Jeffrey S. Russell
Wayne P. Pferdehirt
International Engineering Strategies and Operations
Develop and practice effective communication strategies that enable you to meaningfully connect with each audience and achieve your related goals. This course is consistently rated as a game-changer by MEM graduates, enabling them to break through as effective communicators, advancing their projects and careers. The course addresses effective communication strategies, audience analysis, and techniques that contribute to successful gathering, synthesizing, writing, and presenting technical information. Along with assignments that support an on-the-job written project, the course incorporates weekly web conferences, discussion forums, readings, and research technique training workshops supported by UW’s library specialists.
- Audience analysis
- Persuasion strategies
- Professional electronic and written communication practices
- Major proposals and reports
- Technical presentations that engage audience and get results
- Modern, efficient web-based research practices
Quality Engineering and Quality Management
Gain new understanding of how to work with colleagues and clients from other cultures, whether abroad or in the U.S. Learn to work better globally through a comparative examination and analysis of global trends and regional variations of engineering concepts, standards, and practices. Using organizational (public and private sector) case studies, you will study multi-national and national engineering operations, summarizing best practices and caveats. Comparative regional and national engineering professional practice procedures and methods are explored from Africa, Asia, Europe, Latin America, the Middle East, and the Pacific Basin.
You will prepare yourself and your organization for new opportunities through your class project, in which you select a country of interest, then develop a plan for introducing a new product or service to that country.
- The meaning and implications of culture
- The global engineering community
- Cultural norms and variations
- Strategic planning for international operations
- In-depth study of the culture in a country of your choice
- Your case study for introducing a new product or service to the country of your choice
Applied Leadership and Management of Engineering Organizations
This is one of two courses that form your MEM capstone semester, typically your last semester before graduation. You will learn best practices for leading quality improvement as you lead a team at your workplace in improving an actual product or process. In addition to the quality improvement tools you learn, you will learn how to constructively engage individual and organizational resistance to change. The course also addresses issues in change management and how to successfully implement change in an organization. As part of the course you will explore and apply modern quality concepts, tools, and techniques. Your ability to successfully lead a team through a quality improvement project at your workplace will demonstrate to your supervisors and peers your leadership abilities. Many MEM graduates have found that their capstone project and its associated impacts and visibility to executives, provide a highly valuable ramp to new opportunities for MEM graduates.
- Quality improvement concepts and principles
- Assessing and improving an organization’s readiness for a proposed change
- Quality management tools
- Leading successful organizational change
- Statistical methods for process improvement
- Your leadership of a process improvement project and team at your workplace
Terry M. Mann
Connected Learning Essentials
In this second course of your capstone semester you will explore strategies, models, and practices for leading and managing engineering organizations in a context directly relevant to you. You and fellow students will assess your styles, beliefs, and past experiences with leadership and management, and will emerge with an insightful, guiding understanding of your personal approach as a leader of engineering teams.
A course project of direct relevance to you and your organization will help you integrate theory, models, case studies, and real-time experiences from your workplace. You will leave the course with broad exposure to diverse approaches to leadership and management, and a deeper understanding of principle and practices you can continue to use to lead with competence and confidence.
- Traditional and contemporary models of leadership and management
- Organizational culture and qualities of successful engineering organizations
- Motivation and the meaning of work
- Employee engagement and development
- Group dynamics and leading teams
- Emotional intelligence
- Organizational change and overcoming obstacles
- Building systems and practices that sustain excellence within engineering organizations
Learn how to get the most out of your online learning and collaborative networks. This course teaches strategic skills that are critical to digitally literate professionals. EPD 700
Your decisions and actions every day can expose you and your employer to legal responsibilities and liabilities. As you grow in your management responsibilities, your need to help your team act in a legally informed and compliant manner grows. This course will help you understand legal issues that all engineers need to understand to avoid legal problems that can have serious personal, professional, and organizational consequences.
- Intellectual property management
- Product liability
- Professional liability
- Employer-employee legal responsibilities
- Working effectively with legal representation
- Serving as an expert witness
Engineering Problem Solving with Computers
Engineering Applications of Statistics
Expand your ability to use computer-based methods to conduct engineering analyses. You select a work-related project that allows you and your employer to realize the impact of advanced computer-enhanced practices.
You will learn underlying principles and will master techniques to utilize a number of tools with powerful capabilities. A case study approach ensures the practicality and applicability of the techniques covered.
In attacking these case studies, you will learn techniques for solving linear and nonlinear systems, optimization techniques, and approaches to solving systems of differential equations that govern many engineering problems. Tools used during the course include MATLAB and Excel.
As part of this course you will select and complete a project in which you apply course tools and concepts to a workplace need.
- Solution techniques for various engineering problems
- Selection of appropriate computational tools
- Creating graphical interfaces and using macros
- Regression analysis
- Monte Carlo techniques
Effective Negotiation Strategies
Make better, data-driven decisions using statistical analysis. Students say this is the course that finally helps them understand statistics. In your course project, you’ll design and execute a physical experiment, and present the results.
- Tracking Down Variation, Descriptive Statistics, and a Start with Statistical Software
- Probability Distributions, Sample Size Effects, and Confidence Intervals
- Design of Experiments
- Measurement Capability, Variance Components, and Gage R&R
- Regression Analysis
- Other Types of Data: Skewness, Proportions, and Counts
- Process Capability Metrics, Data Transformation, and Response Surface Methodology
Fostering and Leading Innovations
This course provides a theoretical framework to understand sources of effective and ineffective approaches to negotiations. EPD/GB 785
Marketing for Technical Professionals
Companies and organizations prosper or die based on their ability to creatively innovate to capture opportunities and avoid obsolescence. Leaders of technical organizations need to develop vision, culture, and practices that value and drive innovation. Learn how you can help build an enterprise that values, pursues, and delivers innovative services and products.
- Roots of innovation
- Customer-driven innovation
- Infusing innovation throughout the organization
- Organizing for innovation
- Incubation and assessment
- Developing the creativity of personnel
- Case studies
Most technical professionals are involved in some direct or indirect aspect of marketing of services or products to external or internal customers. Learn how to negotiate with clients or managers, and market to customers and clients.
Distance Learning that is Anything but Distant
The University of Wisconsin’s Engineering Management program is designed to encourage participation through insightful discussions, collaboration on team projects, and learning from your peers.
You will be able to talk shop in each course with your fellow engineers, creating a far richer experience than on-campus courses where other students have limited professional experience.
This unique model also provides students exposure to best practices in virtual teamwork and collaboration – crucial skills in an increasingly global economy. In this program, you will use the Internet, live webconferencing, and software applications to complete assignments and participate in team projects.
Learning is Year-Round
You will visit the University of Wisconsin campus during the optional summer residency in August.
The weeklong session will correspond with coursework from your summer semester course and lead you into your fall courses with face-to-face group collaboration and expert speakers.
While you choose when to do most of your work each week, the fixed curriculum and semester schedule help you maintain focus and consistent progress. This flexible but structured approach produces graduates with valuable new skills.
Blanchard is the Executive Associate Dean of the College of Engineering and the Duane H. and Dorothy M. Bluemke Professor of Engineering Physics. He has a bachelor’s degree in mechanical engineering, a master’s degree in engineering, and a PhD in nuclear engineering, all from UCLA. He has published more than 75 articles in referenced journals in several engineering fields, including fusion technology, solid mechanics, materials, and applied physics. Blanchard received the prestigious UW Distinguished Teaching Award in 2002.
Dr. Dakes is a faculty associate in the College of Engineering at UW–Madison and the Director of Educational Innovations and Learning Design for the Wisconsin School of Business. He has worked as the director of organizational development for an architectural engineering firm and as an organizational consultant for engineering and biotechnology firms. Dr. Dakes has a PhD in socio-technical systems engineering from UW– Madison and an MS in mechanical engineering from Penn State University. email@example.com
Dr. Fung is a UW-Madison adjunct assistant professor, and a statistician in private practice. For over 25 years, he has consulted in a wide variety of industries. Previously, Fung worked as a statistician at the DuPont Company, implementing modern quality control at manufacturing plants in Europe and the United States. Fung previously chaired the Statistics Division the American Society for Quality. Dr. Gung earned his PhD in statistics at UW–Madison. firstname.lastname@example.org
Steve King is the Executive Director of the Center for Professional and Executive Development for the Wisconsin School of Business at the University of Wisconsin–Madison. Steve formerly held leadership positions with Harris Bank, Caremark, Baxter International, Hewitt Associates, and the Bank of Montreal’s Institute for Learning. Steve earned his M.A. in economics from UW–Madison. email@example.com
Chuck Krueger is an emeritus professor of management for the Wisconsin School of Business Executive Education at UW–Madison. Chuck continues to teach courses in accounting, finance business management, and related fields with a focus on helping engineering managers use financial information for effective decision making. Chuck serves on the local board of the Institute of Management Accountants and is an active member of the Wisconsin and the American Institute of Certified Public Accountants, the Society of Insurance Trainers and Educators, and the Institute of Internal Auditors. firstname.lastname@example.org
Terry Mann is a faculty associate of the College of Engineering, and has an active consulting practice assisting companies in the implementation of ISO quality and environmental management system requirements. Terry is a QMS Provisional Auditor and ASQ Certified Quality Auditor. Terry teaches courses on quality engineering topics, including ISO Standards, Six Sigma, operations management, statistical process control, design of experiments, cellular manufacturing, and facilities layout. Terry earned his MS degree in manufacturing systems engineering from the UW–Madison. email@example.com
Mark Millard is Director of Learning Design and Technologies for the Department of Engineering Professional Development at UW–Madison. Mark has published extensively on online education and educational innovation, and leads courses at UW-Madison to teach faculty effective practices for online instruction. Previously, Millard was Assistant Director of the Office of Instructional Consulting in the School of Education at Indiana University. Millard holds an MS in information science from Indiana University. firstname.lastname@example.org
John Nelson is adjunct professor of civil and environmental engineering at UW–Madison, and is Managing Director for Global Infrastructure Asset Management LLC, an asset management firm specializing in sustainable infrastructure investments. Previously, Nelson was CEO of Affiliated Engineers. Nelson has an MS in mechanical engineering from UW–Madison. email@example.com
Christine Nicometo is nationally known and respected for her ability to teach effective communication and presentation skills to technical professionals. She has taught at Michigan Technological University, University of Minnesota (Iron Range Engineering), and Finlandia University. Nicometo’s book on technical presentations was published in 2014 by IEEE-Wiley. An active member of ASEE and IEEE, she also worked on a multi-year National Science Foundation study about how people learn engineering. Nicometo received her MS in Rhetoric and Technical Communication from Michigan Technological University. firstname.lastname@example.org
Jeff Russell is an adjunct faculty member for the College of Engineering. He also is co-director of Russell Consulting, Inc., specializing in helping organizations achieve great performance while successfully responding to the challenges of continuous change. Russell received his MA in Industrial Relations from UW-Madison. email@example.com
Dean of Continuing Studies
Dr. Russell is Vice Provost for Lifelong Learning, Dean of Continuing Studies, Professor of Civil and Environmental Engineering, and co-founder of the Construction Engineering and Management program at UW–Madison. Over the last 25 years he has earned a reputation as a leader in lifelong learning, adult education, continuing education, engineering education, construction engineering and management, and civil engineering. Dr, Russell earned his PhD in civil engineering from Purdue University. firstname.lastname@example.org
Don Schramm is a faculty associate in the Department of Engineering Professional Development at UW–Madison. Don also directs the UW-Disaster Management Center, which has offered international distance learning programs for 30 years. Don has worked in professional education for four decades throughout the United States and has lived and worked in some 50 countries worldwide, including one year teaching as a Fulbright professor at universities in Bogotá and Cali, Colombia. Schramm holds a Bachelor of Architecture from the University of Illinois and an MS in landscape architecture from UW–Madison. email@example.com
Dr. Steudel is an emeritus professor and former chair of the Department of Industrial and Systems Engineering (ISyE) at UW–Madison. Steudel teaches graduate courses in quality management, drawing from his 35+ years of experience in designing and implementing cutting-edge techniques to improve quality control, environmental, and manufacturing systems. Steudel has also served as a certified quality system lead auditor under the Registrar Accreditation Board. Steudel earned his PhD in mechanical engineering from UW-Madison. firstname.lastname@example.org
Wayne Pferdehirt has directed the Master of Engineering Management program since its founding in 1998. Prior to joining UW–Madison, Pferdehirt directed the Midwest solid waste consulting services of an international environmental consulting firm, led energy conservation research projects for Argonne National Laboratory, and conducted floodplain management studies for the Army Corps of Engineers. Wayne has an MS in civil engineering and regional planning from Northwestern University and a BS in civil engineering from Carnegie-Mellon University. email@example.com
Graduate Programs Coordinator
Greene is the Graduate Programs Coordinator for Engineering Professional Development at the University of Wisconsin-Madison. One of her main roles is to provide admission assistance to all prospective students and aid each current student through their program. Previously, she has been in higher education roles that consisted of registrar's assistance, admission counseling, and strategic planning for graduate programs. With this experience, she prides herself on advising students and addressing any issues that arise. She also chairs the admission committees for Engineering Professional Development programs. With a bachelor's degree from the University of Wisconsin-Madison, she is a proud alum that practices the mission of the University of Wisconsin-Madison and is excited to aid each fellow Badger on their path to success within their program
Admission requirements for the Master of Engineering: Engineering Management program are listed below.
Exceptions to standard admission requirements are considered by the admissions committee on an individual basis.
- A BS degree from a program accredited by the ABET or the equivalent.*
- A minimum of two years’ post baccalaureate engineering experience. Engineering co-op or intern experience may be applied to the experience requirement.
- A minimum undergraduate grade-point average (GPA) of 3.00 on the equivalent of the last 60 semester hours (approximately two years of work) or a master’s degree with a minimum cumulative GPA of 3.00. Applicants from an international institution must have a strong academic performance comparable to a 3.00 for an undergraduate or master’s degree. All GPAs are based on a 4.00 scale. We use your institution’s grading scale; do not convert your grades to a 4.00 scale.
- Applicants whose native language is not English must provide scores from the Test of English as a Foreign Language (TOEFL). The minimum acceptable score on the TOEFL is 580 on the written version, 243 on the computer version, or 92 on the Internet version.
- International applicants must have a degree comparable to an approved U.S. bachelor’s degree.
GRE is not required. Applicants who have taken the test are encouraged to submit their scores.
*Equivalency to an ABET accredited program: Applicants who do not hold a bachelor’s degree from an ABET accredited program may also qualify for admission to the program. Such applicants must have a BS in science, technology, or a related field with sufficient coursework and professional experience to demonstrate proficiency in engineering practice OR at least 16 credits of math and science coursework. Registration as a professional engineer by examination, if achieved, should be documented to support your application.
All applicants are advised to determine whether this program meets requirements for licensure in the state where they live. See the National Society of Professional Engineers website for contact information for state licensing boards.
The admissions process has been designed to conduct a holistic review of your likelihood of success in the program. Decisions are based on your academic and professional background.
To start the process, please read the admission requirements to determine your eligibility. If you have questions about your eligibility, please request an eligibility review by e-mailing Shainah Greene at firstname.lastname@example.org. This e-mail should include a copy of your current resume and informal transcripts.
Applications are accepted for admission during the Summer and Fall terms. Applications are reviewed in the order received on a rolling basis until the May 1 or July 15 deadlines. Admission is competitive and selective. Therefore, applicants are encouraged to submit application materials prior to the deadline.
Steps to Apply Now
Step 1: Submit the Online Application
In the application be sure to:
- Upload a pdf version of your current resume/CV.
- Upload a pdf version of your “Reasons for Graduate Study” essay.
- Upload a pdf version of your transcripts.
- Enter contact information for at least three professional recommendations, including at least one from a direct supervisor.
- Important: Complete the application by submitting the application fee. Applications submitted without paying the fee cannot be reviewed and will not be acted on.
Step 2: Complete a Phone Interview
After all of your application materials have been received, the admissions committee chair will schedule a phone interview with you. Once completed, your application will be presented to the Admissions Committee for evaluation at the next scheduled meeting.
Step 3: Application Evaluation
Admission decisions are made on applications in the order received. The Admissions committee will make one of the following decisions:
- Recommend admission to the UW–Madison Graduate School
- Request additional information before evaluating further
- Decline further consideration of your application
After a decision has been made on your application, the admissions committee chair will contact you by email to inform you of the decision and to schedule a time to discuss the decision and your next steps.
The admissions committee provides admission recommendations to the Graduate School. The Graduate School is the formal admitting office for graduate students and retains ultimate authority on all admissions decisions.
Step 4: Request Transcripts
If accepted into the program, arrange to have one copy of your undergraduate final official transcripts sent directly from your previous educational institution to the University of Wisconsin-Madison. International applicant’s academic records must include an official English translation done by the bachelor’s degree granting institution OR an official translator. See graduate school requirements for country specific information.
If your transcript does not have a degree and conferral date posted, the Graduate School will need a final official transcript before you begin your studies.
Directions to send official transcripts to the University of Wisconsin–Madison Graduate School:
- Order your transcript through your institution.
- We prefer electronic transcripts if your institution offers that option.
- If not, please send paper copies to the address below. Please do not send both a paper and electronic copy of the same transcript.
The Graduate School Admissions Office
University of Wisconsin–Madison
232 Bascom Hall
500 Lincoln Drive
Madison, WI 53706
(University of Wisconsin–Madison students do not need to send official transcripts, since we have access to them.)
Tuition and Financial Aid
Tuition Costs |
$1,600 per credit payable at the beginning of each semester. Students are billed for courses in which they are enrolled each term. There is no lump sum payment plan.
Tuition Includes |
- Technology costs for Internet course delivery
- Live webconferencing
- Toll-free telephone line for the audio portion of conference calls
- Library use
- Use of the webconferencing software for group project work for program courses
Total Tuition |
Total tuition for this program is $48,000*. (This tuition is based on 30 total credits, the cost will increase if for some reason a student needs more than 30 credits.)
* This total does not include travel and living expenses for summer residencies, textbooks, or course software. Software required for courses is typically available in educational versions at substantial discounts.
Students who are U.S. citizens or permanent residents are eligible to receive some level of funding through the federal direct loan program. These loans are available to qualified graduate students who are taking at least four credits during the Fall and Spring semesters, and two credits during Summer. Private loans are also available. Learn more about financial aid.
Many students receive some financial support from their employers. Often, students find it beneficial to sit down with their employer and discuss how this program applies to their current and future responsibilities. Other key points to discuss include how participation will not interrupt your work schedule.
High Return on Investment
Your investment immediately begins paying back as your employee becomes a more effective contributor and leader of engineering projects. They understand at a whole new level how the decisions they make every day affect bottom-line performance of your organization. The highly interactive, practical, and proactively supported nature of the program’s courses keep students engaged and on-track for on-time graduation. The 96 percent graduation rate translates to high return on your investment rather than stalled, incomplete degrees.
No Interruption to Employee’s Availability
All students are full-time, working engineers, and most travel extensively for their jobs. The online Engineering Management format enables your employee to pursue world-class graduate engineering studies without interruption to his/her work schedule and availability to travel. This internet-based program allows students to continue their studies from anywhere in the world.
Proven Program from a Top-Ranked University
The UW–Madison degree your employee will earn via distance learning has the same high-quality standards and academic status as a degree earned on-campus. The only difference is that UW’s online Engineering Management program is conveniently delivered online for working professionals.
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