Teaching EMDC with a Global Perspective

Tom Mitoraj spent three decades criss-crossing the globe, first as a Civil Engineer Corps officer in the US Navy, and now as senior vice president at the global engineering firm exp Federal. He lived in Japan, Panama, South Korea, Guam, Djibouti, Greece, American Samoa, Hawaii, California, and Connecticut 

Though now based outside Chicago, Mitoraj’s globetrotting guides his teaching as an adjunct professor in Northwestern Engineering’s Master of Science in Executive Management for Design and Construction (EMDC) program.  

“Some places around the world have a substantial capacity to support construction projects, while other sites have absolutely nothing and the construction companies have to develop local processes for everything," Mitoraj said. "Perhaps the biggest benefit of my varied experience has been the reinforcement of the idea that everything is local."

What works in the US does not necessarily make sense in a different country, Mitoraj said. Cultures are different, as are histories, languages, design capabilities, construction labor expertise, materials, laws, supply chains, environments, and public attitudes. These factors can make a project done one way in one part of the world remarkably different from how it's accomplished in another location. 

"Even within regions, there can be dramatic differences that affect construction projects," he said.   

Mitoraj has spent the past decade sharing these experiences with his students as an adjunct professor, but he also makes a point of having students relate their own first-hand experiences. Many of his students grew up outside the US and bring invaluable, varied points of view. It is why Mitoraj emphasizes his students learn not just from him, but also from their classmates.   

The same holds true for understanding the variety of roles, responsibilities, project types, and clients an EMDC graduate will confront during their career.  

"From planning, funding, designing, supplying, constructing, operating, and maintaining, there are a variety of ways our graduates can apply their analytical and leadership skills to contribute to the success of major infrastructure projects,” Mitoraj said.

In Design Management, Mitoraj walks through the design process from the perspective of different stakeholders that include property owners, architects, and contractors. This allows students to see how certain attributes positively impact a project while others may pose a great risk, and to understand the balance a manager must keep.

“Most students come to the classes with education and experience in one particular field such as civil engineering, architecture, or finance,” Mitoraj said. “A significant portion of the Design Management class is spent helping them get a better understanding of the other disciplines involved in very large building projects and how the team’s efforts must be integrated.”

The goal is to enhance project vocabulary to extend beyond their specialty area and become more effective in a multidisciplinary team — perhaps the most important lesson. Understanding how the construction and design industries have changed is important, but it's even more essential to know how to learn from each other and have a deep understanding of the ways a project can succeed or fail.

“Successful designs involve much more than technical architecture and engineering knowledge," he said. "They require an understanding of how multiple entities work together to produce a design as well as how designers must collaborate with owners, other designers, regulators, and construction firms to bring the designs to life.”