Contact Us

Program Adviser

Denise Engebrecht
Phone: (208) 364-6123
Fax: (208) 364-3160
Email: denisee@uidaho.edu

Idaho Water Center
322 E. Front Street
Boise, ID 83702

Distance Education

Engineering Outreach
Phone: (208) 885-6373
Toll-free: (800) 824-2889
Fax: (208) 885-9249
E-mail: outreach@uidaho.edu

eo.uidaho.edu

Student Projects

A student may elect to conduct a three-credit master’s project (EM 599) as part of the 30 credit minimum degree requirement.

The Master's Project is conducted one-on-one with faculty members via email and telephone.

See below for examples of past student projects:

  • Merging Engineering Management Techniques with Flight Testing» View the abstract
    More efficient, streamlined, effective flight test techniques and procedures are needed by flight test professionals and experienced experimental test pilots. This project will discuss methods and benefits of merging Six Sigma, Lean, Theory of Constraints, and Design of Experiment techniques into Flight Test.
  • Creating A Pavement Management Plan» View the abstract
    Create an implementation plan to institute a pavement maintenance and inspection plan for Grand Forks Air Force Base.

    This will be accomplished through a review of the existing processes, previous base inspections and conducting a review for potential management options as well as potential design criteria for future pavements. Before comparing options, a set of evaluation criteria will be developed based on engineering management principles.
     
    Mircopaver will be looked at as closely since it is currently a DoD standard product, but is not the only option available for this project.
  • Comparing Project Management Methods For Construction By The US Airforce» View the abstract
    This report is a case study of the ground breaking processes and organizational structure used by the U.S. Air Force to execute the Rhein-Main Transition Program construction program.
     
    There are several innovative and unique methods used to manage this intricate construction schedule. The most obvious change was the centralized management by a single cross-functional office. This differs from the standard process used by the U.S. Air Force, so a comparative analysis of these methods was conducted. The centralized project management organization used to execute this massive construction program was the most effective structure.

    The report outlines why this organizational structure was chosen, and why the resulting synergies created through its cross-functional matrix configuration were more successful than the traditional organization.