Professors Raymond Krizek (front row, far left) and Ahmad Hadavi (front row, far right) proudly don purple hard hats in solidarity with Master of Project Management grads.

Raymond Krizek (left) and Ahmad Hadavi oversee the university's Master of Project Management and Executive Management for Design and Construction programs.

Knowledge can be a powerful tool. When an industry professional wields it effectively, that is when knowledge becomes power—transcending into action that can positively impact the workplace.

Many people turn to higher education as a resource for growing their proficiency in a chosen vocation. However, the traditional MBA pathway is not always ideal for equipping architecture, engineering and construction (AEC) professionals with the mix of interpersonal skills, emotional intelligence and work habits necessary to take their careers to the next level.

“An MBA degree does not provide the ideal balance of technical expertise and managerial skills to optimize the capabilities of aspiring AEC leaders,” confirms Raymond Krizek, Ph.D., the Stanley F. Pepper professor of civil and environmental engineering at Northwestern University’s McCormick School of Engineering. Rather, he believes real-world business insight is a catalyst to great leadership—but conventional learning paradigms fall short in conveying these practical truths.

This rationale led Krizek to establish two innovative postgraduate programs that are tailored to foster the development of well-rounded design and construction practitioners. These educational offerings include the Master of Project Management (MPM) program, which is geared toward individuals in the early stages of their careers, and the Executive Management for Design and Construction (EMDC) program, designed for aspiring executives with at least eight years of experience.

Learners from across the globe have taken part in the flexibly designed courses, which are built to accommodate students’ busy schedules. In-person classes are offered during late afternoon and evening hours for MPM students, and all EMDC instruction is delivered in a convenient online format.

The foundation of instruction for both programs emphasizes the importance of learning from real-world experiences. All courses are taught by experienced industry specialists who possess a wealth of expertise, enabling them to impart highly useful knowledge and best practices as well as solutions to challenging obstacles. The overarching goal is to equip students with the enhanced skills, strategies and insights necessary to become high-performing leaders in their fields.

According to Krizek, this instructional approach has been crucial to the success of these master’s programs at Northwestern University, which combined have produced more than 1,000 graduates to date. “We have more than 40 adjunct faculty,” he says, referring to a world-class community of instructors consisting mainly of company founders, owners and executive-level leaders. “There are no other programs like EMDC or MPM, as far as I know, that are taught entirely by professionals in the field,” he adds.

When seasoned veterans retire from the built environment, they take their invaluable expertise with them and leave a void that must be filled by up-and-coming talent. It takes more than technical know-how to bridge this knowledge gap. This is one reason the EMDC and MPM programs focus on helping learners cultivate soft skills such as leadership, teamwork and communication, which are crucial to helping companies thrive while enhancing productivity and synergy on the job.

A Brilliant Idea…Gets Shot Down?

Krizek, a member of Northwestern University’s faculty since 1963, was instrumental in implementing the MPM and EMDC programs, which he oversees in collaboration with Deputy Director Ahmad Hadavi, Ph.D., a clinical professor.

When Krizek first conceived the MPM program in the early 1980s, he felt that newer industry professionals would benefit from studies that combined the essential concepts of civil and architectural engineering design with the functional concepts of business management and behavioral science. His idea, however, was met with skepticism from many local contractors, who said they would rather hire undergrads and mold their perceptions to align with established company practices. They failed to see any real value in university-level professional development.

MPM Takes Flight

But Krizek continued to hear about the struggles of younger, inexperienced professionals in the industry, and knew they needed a tailored graduate program to suit their career aspirations. So, he started to put his plan into motion in 1989 and used his personal discretionary funds from the university as seed money for what later became known as the MPM program in 1994, after it received approval from the university’s board of trustees.

“I am privileged to hold the endowed chair of Stanley Pepper, Founder of Pepper Construction. The discretionary funds from this endowment were used to support the MPM program in its early years, before it began to attract sufficient tuition to become self-supporting,” Krizek explains. He adds that Stanley’s son, Richard, who served in leadership at Pepper Construction from 1957 until his death in early 2021 at the ripe age of 90, was a dear friend of Northwestern University academia.

From the get-go, Krizek and Hadavi faced the monumental task of coordinating everything themselves—from recruiting instructors and students to developing the structure of the curriculum. The pair often worked long hours, pouring themselves into this endeavor they believed in so strongly. “We took it upon ourselves to make sure everything ran smoothly,” Hadavi says. “We had to make some sacrifices in our personal lives to make this program become successful.” For Hadavi, this included flying up from his previous home in Georgia to teach courses pro bono—only his airfare and accommodations were reimbursed to him, from the Pepper endowment.

It took a few years for the new venture to gain real traction. “Then, suddenly, the program started to take off,” Krizek says. He notes that enrollment grew from a single student at the program’s inception to dozens within a few years. He adds, “We could see the profession was finally ready for a program like this. The timing was right, and it grew.”

Pat Cermak, President and COO of Wight & Company, can attest to this providential timing. “The MPM program has been a source of numerous accomplished professionals who have added value to our construction team over the years,” he shared with Krizek in a personal testimonial.

Today, MPM offers 40-plus courses encompassing five specializations, including AEC business management, construction management, real estate development, sustainability and transportation management. Although full-time students can complete the program in less than a year, most require 12 to 15 months, and part-time students usually require two years.

“What I learned from the MPM program was not just a dry science,” says Sepehr Alizadehsalehi, Ph.D. The 2019 MPM grad works as a civil engineering designer and consultant for DCS Midwest Construction, where he often relies on lessons learned in MPM. He continues, “My professors shared their experiences with me and my classmates. I was amazed at how much the topics covered in the MPM program are applicable in a professional environment.”

Building Leadership with EMDC

The 12-course EMDC program, established in 2012, may be newer than MPM but it is steadily growing in popularity—especially internationally, with students hailing from places such as Colombia, Qatar, Djibouti and the United Arab Emirates. It typically takes two years to complete the online course of study, which is geared toward those aspiring to transition into senior leadership positions. The curriculum covers business, management and strategy topics and includes video lectures, interactive webinars, guest seminars and engaging group projects.

Sarah Stickney, a 2021 EMDC graduate, asserts the education she received perfectly complements the wide-ranging insights she gained while working in general contracting. Recently, she landed a desirable leadership role as vice president of project development at Command Mechanical Group, a company owned by Tim Adkins, a current EMDC student.

Stickney says her experience at Northwestern University expanded her networking connections and instilled invaluable lessons about leadership. “EMDC covers so many subjects you likely won’t come across otherwise that will add to your character and skill set,” she adds. “If you are driven to move beyond your current role and take ownership in an organization, this is the program, and it’s time to invest in yourself.”

Linda Kanoski, a Senior Project Manager at CBRE and 30-year veteran of the architectural profession, thoroughly enjoyed her higher education experience. “I loved every minute of it,” she says. “Earning my master’s in the EMDC program has already had a tangible impact on my career trajectory, and I expect the business principles I learned in the program to continue to fuel my career well into the future.”

Adjunct professor Eric Odderstol has repeatedly taught Leadership and Organization, a core course that helps learners explore the challenges of achieving demanding objectives and improving efficiencies while showcasing leadership skills that inspire employees. Like other MPM and EMDC instructors, Odderstol enjoys giving back to the profession by helping people hone their leadership abilities.

“I find it rewarding to help guide folks on a path to self-discovery, because I think, fundamentally, leadership is an exercise in self-awareness,” says Odderstol, a retired U.S. Navy Captain who currently serves as Deputy Director of Marine Corps facilities at the Pentagon. “Teaching leadership at any point [in] a career is essential to continuing success,” he adds.

A Field of Dreams

Northwestern University has received numerous other accolades from students, faculty and AEC firms attesting to the wide-ranging benefits of the Master of Project Management and Executive Management for Design and Construction programs. Across the range of anecdotes, there is a consistent theme of appreciation for the practical, eye-opening insights shared by leading industry experts who actually “walk the walk.”

These thought-provoking, compelling courses of study do more than just uphold Northwestern University’s top-tier educational reputation. For Krizek and Hadavi, bringing MPM and EMDC to fruition represents a field of dreams—a crusade, if you will, to build a pathway to real-world knowledge that supports the success of future AEC leaders.