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Course details

MSc in Engineering Management (Online)

Mode: 100% online (with optional events)
Length two years (part-time)
Total course fees:  £8,250 (instalments and funding options available)
Start dates:  January, May and September
Next welcome week:  20 May 2024
Next start date:  27 May 2024
Application deadline:  May 2024 (date TBC)

Upcoming event: Join our live showcase on 8 March at 13:00 to find out more about this course from academics and graduates: Book your place

Additional costs: due to the nature of the subject, and copyright restrictions placed on institutional libraries by some publishers, students will need to purchase some core texts.

Support with your application: Contact our course adviser team today for application advice.



CMI Accreditation

This programme is accredited by the Chartered Management Institution (CMI), the only Chartered professional organisation for managers and leaders. Accreditation ensures the MSc meets an international benchmark for excellence in content, teaching quality, and resources.

Throughout your studies, you’ll receive complementary CMI membership.

Successful completion of the MSc means you’ll earn a postgraduate degree as well as a Level 7 qualification, equivalent to the CMI Certificate in Strategic Management and Leadership Practice.

Why this MSc?

We recognise that to succeed in a competitive engineering environment, managers and aspiring leaders require practical knowledge of emerging management concepts, commercial awareness, and the management tools necessary to deliver impressive, high-quality results.

By studying our MSc in Engineering Management, you will develop an advanced understanding of the management principles and practices needed to progress in an engineering organisation.

Our online learning model allows you to apply your new knowledge of best practices and techniques such as; Lean thinking, quality enhancement, project management, pricing and purchasing directly to your current profession.

Discover the practical benefits and positive impact an MSc in Engineering Management can have on your career today.

What you learn

Today’s consumer-led market is entirely dependent on the ability to manufacture interchangeable components at high volumes. As a result, the engineering sector requires leaders and strategic thinkers with an advanced understanding of management principles and the ability to oversee and analyse management processes and enterprise systems as a whole. 

  • develop the ability to strategically identify and implement management principles and best practices to the operation of a forward-thinking engineering organisation

  • apply techniques such as Lean to improve efficiencies, eliminate waste and improve your organisation’s competitiveness and business efficiency as a result

  • understand how measures, philosophies, and cultures impact company performance and develop quality improvements from a technical and financial perspective

  • build awareness of relationships and logistical challenges within the supply chain and deal with the implications of pricing and purchasing policies

  • learn proven project management techniques and strategies such as Agile, Prince2, and ITIL to develop new production processes

  • gain the skills and knowledge you need to be a successful Engineering Manager.

Course modules

You study the following compulsory modules.

Engineering for Quality and Business Improvement (30 credits) Grey

Principles such as Lean or agile thinking have their origins in the manufacturing world and have proven invaluable in reversing the fortunes of countless businesses. In this module, you will gain an understanding of the fundamental principles which underpin the need for benchmarking along with the tools, techniques, and strategies to ensure successful implementation. This module connects engineering and management and is critical to the success of all businesses.

Project and Financial Management (30 credits) Grey

Learn how to apply financial theories and frameworks with an international perspective. Discover how to measure business performance using financial statements and develop an understanding of corresponding aspects such as risk and return, asset valuation capital valuation, investment appraisal and the management of working capital.

Management of People and Organisations (30 credits) Grey

Explore the complexities of managing people and organisations. This module covers topics such as organizational structure, analysis of the boundaries of organisation, the role of technology and what practices constitute the process of organisation. Managerial challenges such as motivation, leadership and decision-making processes are discussed. You will also learn specific techniques developed to manage change within an organisation.

Principles of Logistics and Supply Chain Management (30 credits) Grey

Learn how to manage logistics and supply chains to ensure successful customer service levels and operating cost compressions are met. Study best and worse practices which have been employed within manufacturing and service organisations. Gain a comprehensive understanding of demand management principles, sourcing and procurement strategies, transportation, distribution, and technology solutions.

Individual Project (60 credits) Grey

This module provides students with the experience of conducting an independent advanced research project in the field of Engineering Management. Studying a topic of strategic importance to your organisation and related to your academic background, you will have an opportunity to identify and apply learned management techniques to make significant improvements within a commercial environment.

Got a question?

Our course advisers are happy to help.


Watch our masterclass

Course Leader Angeliki Papasava and graduate Mike Bartlett discuss sustainability and innovation in the industry.

Watch our masterclass

Course Leader Angeliki Papasava and graduate Mike Bartlett discuss sustainability and innovation in the industry.

How you're assessed

All assessments for the course are based on coursework and submitted online. Your performance on the course will be assessed through a range of methods including

  • ongoing tutor and peer feedback

  • challenge activities and group discussion forums

  • written work, including case studies, reports and essays


Simon Bromyard

"It's just a joy to be taught by people who enjoy teaching. The lecturers are all very responsive to any questions."

Simon Bromyard, Project Director


What are the entry requirements?

A minimum 2:2 BEng degree in an engineering discipline or related subject (for example Science, Technology, Engineering and Mathematics (STEM) disciplines, Manufacturing etc.) or international equivalent. Applicants who do not meet this requirement may still be considered but will need to present:

  • Evidence of highest qualification achieved
  • Evidence of any relevant professional qualifications or memberships
  • Your current CV, highlighting relevant experience in detail (including managerial responsibilities within the context of an engineering organisation)

You may also be required to complete an admissions test and online interview.

If you're unsure whether you're eligible to apply, please get in touch with our friendly course adviser team for advice:


Claudia Rusenenescu

"I wanted to develop the leadership abilities that are vital in the global economic environment."

Claudia Rusenescu, Research Assistant

Teaching team

Our staff hold a rich array of both academic and industry experience to support your learning goals. With their expertise, you’ll be able to explore a range of topics within the field with a new level of depth and insight. 
Angeliki Papasava

Angeliki Papasava

Programme Director

Dr. Angeliki Papasava SFHEA, is an academic and entrepreneur with over 15 years of experience in teaching Management related courses at various university levels both face-to-face and online, at a number of European, Asian, African and American institutions. She has completed a PhD at the International School of Management, started her own companies and worked for ICT multinationals. Her teaching and managerial roles include dissertation supervision, responsibility for curriculum development and partnership initiatives with a number of universities.


Xavier Pierron

Dr Xavier Pierron

Online Tutor
Dr Pierron specialises in sustainability for the business environment, applying his knowledge to procurement, operations, logistics, supply chain and business strategy. His research focuses on transforming current business practices to design out waste and pollution and achieve a circular economy.
Kieran Mervyn

Dr Kieran Patrick Mervyn

Online Tutor
Dr Mervyn is a research and management consultant and Co-Director of Finncara Consulting.  He's Visiting Professor at London South Bank University where he undertakes clinical programme evaluation work. His projects include innovation-based research for the Innovation and Knowledge Centre's Regenerative Therapies and Devices (IKCRTD). This has led to a successful bid for funding, cumulating in plans for an innovation programme for senior leaders.
Antonis Grigoropoulos

Antonis Grigoropoulos

Online Tutor
Antonis is a Mechanical Engineer with over 15 years' experience in various roles related to Design Project and Engineering Management, as well as teaching at undergraduate and postgraduate level. He has a MEng Diploma in Mechanical Engineering, an MSc in Materials Science, an MBA in Industrial Management and a Diploma Supplement in Technical Training of Adults. His experience is focused on structuring, developing and leading multidisciplinary engineering teams in multinational environments.

Dr Konstantinos Samiotis

Online Tutor
Dr Samiotis is known for his knowledge, commitment and enthusiasm for online business and management education and learning. During his academic career he has managed programmes, led and taught modules and supervised students’ work spanning several business disciplines, including Oganisational Development, Project Management, Strategic Human Resources Management, Information Systems and Strategic Management of IT (MIS), Innovation and Change, Entrepreneurship, Knowledge Management and E-Business.
Grigoris Grigoropoulos

Grigoris Grigoropoulos

Online Tutor
Grigoris is an Electrical Engineer with over 18 years' experience in roles related to Zero Defect, Design Project and Engineering Management, as well as teaching undergraduates and postgraduates. He has an MEng Diploma in Electrical Engineering, an MSc in Project Management from the HOU-GR focusing on Total Quality Management, Zero Defect and Lean Applications in Engineering Ecosystems and a Diploma Supplement in Technical Training of Adults. His current research interests focus on Lean Tools and Methods in Industry 4.0.
barbara wilczek-stronczek

Dr Barbara Wilczek-Stronczek

Online Tutor
Dr Wilczek-Stronczek is an expert in online Higher Education with extensive experience gained at numerous universities. Her primary research and teaching interest lies in HRM and OB, with a particular interest in employment relations of migrant workers, diversity, leadership, ethics, and performance management. She is also interested in ethnographic research and studies around online learning and teaching experiences.

Career prospects

This distance learning degree aims to prepare graduates from technical disciplines such as Engineering and Technology and other numerate degrees with advanced skills in Engineering Management and an emphasis on industrial applications.

Throughout the programme, there is a focus on team-based approaches, written and oral communication skills, management of technology and continuous improvement. You will gain the global mindset needed to succeed within the engineering industry.

Roles open to MSc Engineering Management graduates could include

  • systems engineer

  • production engineer

  • R&D engineer

  • project engineer

  • quality engineer

  • business development executive

Eleftherios Mentes

"This MSc will give me the opportunity to understand the functions of engineering management."

Eleftherios Mentes, Production Planner

MSc Engineering Management videos

Celebrating Women in Engineering with Hull Online Grey
Student panel with our support team Grey


Webinar with Programme Director Dr Papasava Grey


Q&A with Dr Papasava Grey


Course overview Grey


Nikos Thermos

"It's not only the dissertation or the assignments that help, it's talking to each other. You get to engage with so many different people at the same time."

Nikos Thermos, Senior Instrument Engineer

Video transcripts

MSc Engineering Management: Masterclass Grey

Angeliki Papasava: Next question for you, Mike, is about innovation, a very dear topic to me. I'm a true believer in innovation, changing the world, to the better. And how do you think that innovation can be fostered within engineering management practices? And what role do you think it plays in staying competitive in the field?

Mike Bartlett: It's a good question. So option there, a mindset, and it is a mindset of kind of our engineers, our managers, but also our government policies, society, in general, as well, of the mindsets there. And speaking from my industry and my profession as a as a project manager, where I used to kind of define deliverables, define measurable criteria. So kind of almost box ourselves off from innovation or that would it would seem that way. But really, to be competitive is to look at these small efficiencies, productivity, changing the way you work, looking at your your your supply chains. Again, I'll mention that because it's quite a big one.

I've got, you know, an example has just come to mind at Jacobs as well. So, obviously, not my area, Jacob's, but in over in America where we are, quite large and prominent. One of the larger tequila manufacturers. It's actually the the largest tequila manufacturer. I'm not sure if you're a tequila drinker Angeliki or not. I am. I am. Oh you are? So Jacob's was actually hired to do a feasibility on their processes and, how can them up optimize during the pandemic, and just kind of in a nutshell just to kind of shorten it slightly is that they identified the supply chain was really, really weak. And in fact how they supplied cardboard, in fact, or a type of cardboard.

And what they found was the byproduct of of of making a tequila was that the sugar element. I'm not quite sure on the on the facts. And basically, what the found was kind of closing that circle was the sugar can actually be processed again to make cardboard. So what that in turn made its own, economic circle, but then they kind of had their own cardboard production within on-site, and it had its own kind of micro economy even, and kind of just kinda looking at the the kind of a holistic view of that is just looking at you looking at your processes, your inputs and your outputs, what is your waste, and that's innovation, that is innovation looking at how they did that.

Angeliki: I absolutely agree with you, Mike. And when I'm teaching strategy, actually, this is what I'm explaining, to, to my students that, many times when we think of innovation, it's all about bringing new products out in the world, new services and that, of course, gives a competitive advantage. But this competitive advantage cannot be sustainable for long because at the end of the day, competitors will be able to copy the product at some point and now we have this giant China that came into the game so strongly and they're so great at copying.

So I'm not only copying today, but elaborating on it and make it a hundred times better and a hundred times cheaper than the initial innovation. So but when it comes to processes and process innovation, so internal innovations within the organization, this is where things can really work out for for a company. So whatever is happening inside, you mentioned the the supply chain or project management technique managerial techniques, these can be very difficult to copy, and this is what gives an advantage to any organization.

And I'm glad that you mentioned that because I totally agree with you. And whenever I discuss about strategy, either at professional level or at an academic level, I always stress out the importance of processes. And there are so many textbooks, textbook examples there. Amazon, the the biggest one, where did they achieve their competitive advantage? But through innovation, in their processes. They started selling books anyway, so they didn't do anything different than many other book sellers online but they had the processes in place, and they still have the processes in place. Plus data, as you mentioned, IoT, big data, all these very important factors.

Next question for you, Mike. How can engineering management professionals incorporate ESG initiatives to their projects and what impact can this have on overall project success? And I have to say that that's my favorite favorite question. And I'm so excited to be discussing about this today with you.

Mike: Okay. So this is widening widening the lay the delivery lenses I call it a little bit a little bit more for an ESG, and Jacobs are extremely good at that now when, many other organizations are at the forefront of this now. And, you know, the current climate looking at kind of cop twenty nine, looking at the, the global pandemic initiatives, etcetera, the increase in the population, the increase in the requirement of utilities nowadays is is is is extremely important. So how we measure ESG is is quite unique as well now. It's new to to management it's new to kind of the industry intellectual measure.

So we we talk about government, society, initiatives, and it's all talk and no action, but with governments, sometimes, you know, people have this perception of it. So it's how you how we measure that to a project How does your engineers, your managers, etcetera, pick that up your ESG and involve it. So, but by ESG, we made obviously environmental social governance. And then this can mean many different impacts on to to a to a project, whether that be your sustainability, carbon reduction, your waste of your supply chain, then from a government's point of view is how do you govern your delivery of a project to make sure you're sustainable. So it's having these right people involved, the right frameworks and processes to ensure you're capturing everything.

When we when we look at delivering a project, we're very kind of, you know, we have that kind of very straight mindset there. It's wide in that lens of what is the net value of the project. What is the net gain of the project? So let's let's talk about building a a project plan that we talked about. So it's what is the social impact and environmental impact of that plan. So that, again, that's from the design stage again implementing that from kind of the concept through to the decommissioning. I mentioned decommissioning because, Jacob's with with decommission a lot of nuclear power plants. That wasn't considered very much hundred year or sixty, seventy years ago when they was implemented.

Now we have to have a a sustainable plan of how that's decommissioned. We also talk server talk about supply chain wasting then we talk about, local areas. How do we have the impact on the local areas? Do we leave a legacy in that area so it can be an economic legacy? It can be apprentices, training, I don't know, what what net impact does that have, and you need to measure those in order to to kind of understand has it been a positive net impact? And nowadays with with projects we're seeing now, very much. So not only the government, initiatives, you know, the there's there's funding now for if if you can prove your ESG, it's very important to measure your metrics.

When we're doing tenders now, a lot of the tenders now, the scoring mechanism, you can just see that sustainability, that ASG, that is, you know, that is getting higher now while you're getting scored again, improving what you do. So making sure you have these frameworks in place, how do you deliver your sustainability plan as well?

Angeliki: I think it's a hottest topic today. Everybody's talking about it. Everybody is trying to do something about it.

I'll give an example, a personal one. I took my children to the planetarium, this weekend, and, we were watching a wonderful documentary at the dome about the earth. And when where the earth is going. And the documentary ended with the prompt that if we continue things the way we are doing them today, unfortunately, in a very short period of time, we won't have a planet to to talk about. So there are some industries that that are really affecting this, like, and especially engineering, the engineering industry, oil and gas is the easiest example.

Things are changing there we see the impact of the oil and gas industry. But talking to many of our engineers in this industry, they're all thinking of our alternatives and moving forward. But is not just the environment, is what do organize these organizations do for society around them the impact, as you said, Mike, that they have on the people socially.

Apart from the government that has to do things, I think that CSR corporate social responsibility and ESG initiatives should become a top priority for any organization out there, but a especially for engineering companies because they are the ones fortunately or unfortunately with the highest impact on the environment. I think that this industry can really drive, the change, in the world. And I'm glad that you're to hear that you're working in an organization that is really trying to come up with ways and initiatives, to to help with this change, movement that is happening today.

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