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• What is an MBA Capstone Project?

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An MBA capstone project is the final step in many MBA programs. It’s here that MBA students put all that they’ve learned into practice by analyzing a meaningful and strategic business question. Often, this involves hands-on work within an existing company, but not always: MBA capstone projects can take the form of startup business plans and business simulations, too.

No matter their format or focus, each capstone project will likely be the most intensive and rewarding feature of an MBA candidate’s journey.

A capstone project is not the same as a thesis project, although they do share some qualities. Thesis projects are focused on theory and research and are based on the situations one would face in academia. Often taking the form of a large research paper, thesis projects can last the entire final year of an academic program, and some students may even begin before that, with the ultimate goal of contributing new knowledge to the canon of business research.

MBA capstone projects, by contrast, are more practical and similar to situations one would face in the business world. Here, students work in teams to answer strategic business questions. MBA capstones are hands-on immersions with real-world consequences, and they can have a major impact on an MBA graduate’s program experience and career.

Read on to see some examples of MBA capstone projects and get a walkthrough of the general process.

Stages of an MBA Capstone Project

Most MBA capstone projects occur during a program’s final year and can last anywhere from four weeks to a full semester. They often include some form of instruction (whether through prerequisite courses or scheduled advising) and practical application.

While MBA capstone programs will vary in format from program to program, they generally include the following stages:

• Topic Selection
• Preliminary Research
• Project Execution
• Written Report
• Final Presentation

It’s not necessarily over after the final presentation, either: some capstone projects carry over beyond the MBA program, leading to successful startup businesses, offers of employment, or investment opportunities.

Choosing a Capstone Topic

Many MBA programs provide some structured options for choosing a capstone topic. This can mean students are allowed to select from a list of possible partnership opportunities; it can also mean that faculty advisors will work with students to find a topic that meets the student’s strengths, weaknesses, and goals. But in other programs, MBA students are more free to choose their topic and their partner organization.

In their capstone project, MBA students should select a topic where they can answer a meaningful and strategic business question: one that’s complex enough to warrant significant time and energy, but also realistic enough to be achievable. These are not theoretical questions; each is tailored to a specific real-world business.

Some examples of MBA capstone topics include:

• What are the short-term outcomes of a mutual fund’s impact-investing initiative?
• How do multinational companies’ diversity and inclusion efforts adapt to non-Western office environments?
• What is the market feasibility of a startup’s application in target demographics?
• How can a recently downsized organization recover employee morale while balancing the budget?

The capstone topic must be specifically relevant to the partner company or organization. To this end, MBA students should heavily research the company’s strengths, weaknesses, and objectives before selecting their topic.

Similarly, MBA students should also turn that lens on themselves: what problems do they want to explore in their business careers, what causes do they find interesting, and how can their unique skill set be best put to use?

How an MBA Capstone is Graded

Some programs provide MBA candidates with a rubric for how their capstone will be graded, while others do not. Most capstones are graded through their ability to demonstrate key business skills (theoretical, practical, applied, and reflective) across functional areas (finance, human resources, marketing, and operations).

The final presentation is also a factor, as this is where the candidate demonstrates what they learned, or didn’t, through the course of the capstone.

An MBA candidate will rarely fail their capstone project. After all, they’ve made it through practically an entire MBA program up until then. Even if the project is a failure from a business point of view, an MBA candidate will likely still be able to effectively analyze where and why the project failed, and what lessons can be learned from that failure going forward.

Examples of MBA Capstone Projects

Ucla anderson school of management capstone project.

The MBA program at UCLA Anderson School of Management offers three capstone options: the Global Access Program (GAP), the Business Creation Project (BCP), and Anderson Student Asset Management (ASAM).

In the GAP, students partner with high-growth global companies in a market-entry consulting project. Working in five- to six-person teams, students bid on partnership opportunities, perform five to six months of research, then travel internationally to the partner organization. Combining interviews, meetings, and research, the students develop effective strategic business plans to advance the organization’s growth and present it to the organization’s executives, potential investors, and industry professionals.

Along the way, students are advised by faculty members who have directed, invested in, and provided consulting services to leading companies worldwide. In the last 20 years, over 3,000 students have completed the GAP, impacting 738 companies across 23 countries.

For students with an entrepreneurship focus, the BCP offers them the chance to launch a company. Students will work in teams across two academic quarters after taking two prerequisite courses to prepare their business plans. Through extensive research, development, and implementation, students will put strategies for every aspect of their business into practice. In three years, the BCO has had 47 teams and launched 24 companies.

The ASAM program is for current and aspiring quants who want experience as successful long-term portfolio managers. Guided by a faculty advisor and oversight committee, students in the ASAM program will select an optimal mix of equity, fixed income, and cash investments. Each four-member team manages approximately $200,000. Students will rotate work roles between that of an executive board member, strategy lead, risk manager, and programmer.

Carnegie Mellon University Tepper School of Business Capstone Project

The MBA program at Carnegie Mellon University Tepper School of Business offers students two different forms of capstone program: Strategic Management of the Enterprise and Management Game.

The Strategic Management of the Enterprise capstone is an experiential learning course where students are matched with one of several consulting projects to solve business problems partner companies face. This is a more traditional capstone program, focused on the practical application of business skills learned through the MBA curriculum. Past clients have included Walmart, P&G, and Ameriprise.

Tepper’s Management Game capstone is an applied management experience. Student teams run a computer-simulated multinational manufacturing company for three years, acting as its executive committee. Taking place at the end of the MBA program’s curriculum, the Management Game capstone focuses on the unstructured nature of business problems and prods students to use all the functional skills they’ve learned so far. External-facing exercises include interaction with industry partners and are related to each student’s career choices.

Uniquely, the Management Game capstone is graded by external professionals on the merit of the results students deliver; students can receive direct feedback from corporate partners throughout the process.

University of Dallas Satish & Yasmin Gupta College of Business Capstone Consulting Experience

The capstone consulting experience in the MBA program at the University of Dallas allows students to solve a strategic problem an organization faces. Since it was launched in 1973 as one of the first student consulting and research programs in the U.S., this capstone consulting experience has prepared graduates to consult with business leaders. MBA students in this capstone consulting experience have completed over 900 projects for over 500 companies including Fortune 1000 firms, entrepreneurial ventures, and nonprofit organizations.

Under the guidance of faculty members, students participate on a team assigned to work with a real organization on a 12-week comprehensive project. Every team will work together to provide actionable recommendations, including a proposal, industry/market research, a presentation, and recommendations in the form of a report.

Matt Zbrog is a writer and researcher from Southern California. Since 2018, he’s written extensively about how new and aspiring business school students can best plan their education and careers. In the Two Views series, he conducts detailed interviews with recent business school alumni, with a particular focus on the choice between in-person, online, and hybrid learning models. His Femme-BA series highlights business schools that not only excel academically but also take unique and robust steps to support a diverse and inclusive learning environment for women.

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Students work with an international tech company looking to access new markets, and deliver investment-quality business plans after six months of research

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An investment fund managed by student portfolio managers dedicated to the pursuit of favorable risk-adjusted returns

Global Access Program

Real World Challenges

• Form five-person team made of students from diverse professional backgrounds
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$ 940,000,000

In value added through capital-raising and mergers & acquisition activity

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If you are an organization interested in participating in the Global Access Program

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"The team identified a cultural divide with the organization. We immediately implemented the recommendation and saw a cultural shift, which boosted morale. It was as though we had a different company."

SIMON OXENHAM Managing Director of Convic (Australia)

Access a world of information

19 years advising GAP

Phone: (310) 206-8086 / (310) 825-2505

Dr. Forman is the founder and director of the Management Communication Program at the Anderson School of Management at UCLA. In this capacity, she teaches communication strategy and practices in the full-time and executive MBA programs and trains a staff who teach communications across the curriculum. She has taught corporate communication for the last decade as a faculty advisor for more than a hundred MBA "Living Cases," which are extended international strategic studies for multi-national companies, such as Microsoft, Hughes, Nestle, Coca-Cola, and Disney, and for start-up firms in Austria, Australia, Chile, Finland, France, Ireland, Italy, Mexico, Spain, New Zealand, and the United States. The Fully-Employed MBA Program and the Global Access Program (GAP) in which she teaches business planning and investor communications were ranked first in the United States by Business Week in 2008. She was a founding faculty member of the GAP program.

She was named the outstanding researcher in 1995 by the Association for Business Communication. The award is based on her entire publication record and its pivotal role in extending research in her discipline and in educating managers. She is the recipient of numerous awards for research, including fellowships from the Fulbright Foundation, the Center for International Business Education and Research, the Council of Public Relations Firms, and the National Endowment for the Humanities.

Her book, The Power of Corporate Communication, written with Professor Paul Argenti of the Tuck School, won the Distinguished Publication Award for 2003 from the Association for Business Communication. Dr. Forman has published three other books, including The Random House Guide to Business Writing, and numerous articles in publications such as The Journal of Business Communication, Technical Communication Quarterly, The Journal of Business and Technical Communication, Corporate Reputation Review, and Strategy & Business. She is a frequent presenter at international research and business forums and in on the editorial board of Business Communication Quarterly.

Dr. Forman is under contract with Stanford University Press for a book on storytelling and organizations, a project partially funded by the Harold and Pauline Price Center for Entrepreneurial Studies at UCLA's Anderson School of Management. Her current research focuses on storytelling ("When Stories Create an Organization's Future," Strategy & Business ; "Leaders as Storytellers: Finding Waldo," Business Communication Quarterly) as well as on the related subjects of the role of communication in the implementation of organizational strategy ("The Communication Advantage" in Hatch et al., The Expressive Organization, Oxford University Press, and featured as one of the outstanding articles in management in The Financial Times Book of Management) and the role of storytelling and translation in producing effective strategic communications ("More than Survival: The Discipline of Business Communication and the Uses of Translation," The Journal of Business Communication).

She is the faculty director for the Executive Education Program on Advanced Strategic Management for European-based corporate communication professionals and has consulted to a wide variety of organizations, including Cap Gemini/Ernst & Young, Invesco, Knapp Communications, Colony Capital, the MTA, and BBDO. She has been a visiting professor at Dartmouth's Tuck School of Business, the Hong Kong University of Science and Technology, the University of California at San Diego's Rady School of Business, and the University of Lugano.

Ph.D. 1980, Rutgers College

Communications

Published Papers

Janis Forman. (Second Quarter 1999). When Stories Create an Organization's Future. Strategy & Business, Issue 15.

Janis Forman and Patricia Katsky. (Fall 1986). The Group Report: A Problem in Small Group or Writing Processes. The Journal of Business Communication

14 years advising GAP

Phone: (310) 825-3564 / Fax: (310) 267-2193

Since 1995, Eric has been a lecturer in accounting and real estate at the UCLA Anderson Graduate School of Management, where he has been voted Teacher of the Year thirteen times by Anderson�s MBA students, and has been awarded the Citibank Teaching Award (1998) and the Neidorf Decade Teaching Award (2008), both voted upon by a committee of faculty members. He has also received recognition by Businessweek as one of the Top Ten Most Popular Business School Professors in the country.

He teaches in the areas of cost/managerial accounting, financial accounting (beginning through advanced), financial statement analysis, equity valuation, corporate financial reporting, and real estate investment and finance to undergraduate, graduate, and Executive Education students. He created Insight FSA, an analytical software tool to automatically and critically measure, evaluate, and report upon the financial accounting and corporate reporting risk for all public companies via Edgar On-line.

In addition, he has advised numerous Full-time and Fully Employed MBA field study teams and consulted for large and small firms, nationally and globally, and is a frequent lecturer on varied financial, accounting, and corporate reporting topics. He has led student travel groups to Brazil, China, Dubai, Saudi Arabia, and Abu Dhabi. He has served as an expert witness and consultant for commercial litigation, involving matters of corporate financial reporting and disclosure, audit effectiveness, valuation, real estate due diligence and related practices, and overall damage analyses.

Outside of campus, Mr. Sussman is president of Amber Capital, Inc., Manager of Fountain Management, LLC and Clear Capital, LLC, and Managing Partner of Sequoia Real Estate Partners, and the Pacific Value Opportunities Funds, which have acquired, rehabilitated, developed, and managed over two million square feet of residential and commercial real estate in the past 20 years. The firms' portfolio presently consists of industrial, multi-family residential, single-family residential, and retail properties (approximately 2,200 residential units and some 500,000 square feet of commercial space).

He is Chairman of the Board of Trustees of Causeway Capital�s group of funds (International Value, Emerging Markets, Global Value, and Global Absolute Return Funds, which collectively have in excess of $5.0 billion in assets), sits on the Board of Directors of Pacific Charter School Development, Inc. and Bentley-Forbes, LLC; and was former Chairman of the Presidio Fund and former Audit Committee Chair of Atlantic Inertial Systems, Inc., a producer and manufacturer of electromagnetic sensors. He received his MBA from Stanford, with honors, in 1993, after graduating Summa cum Laude from UCLA in 1987. He is a licensed CPA in the State of California.

Teaching Focus

Issues in Corporate Financial Reporting, Financial Statement Analysis and Valuation, Complex Deals, Cost Measurement and Evaluation, Real Estate Investment and Finance

MBA 1993, Stanford University B.A. Business and Economics, 1987, UCLA

Auditing, Financial Statement Analysis, Fraud Detection, Personal Finance, Real Estate, Asset Valuation, Shareholder Litigation, Cost Evaluation and Measurement

Recognition

Neidorf �Decade� Award

11 years advising GAP

Jonathan G. Lasch, Ph.D., is the Executive Director for the Alfred E. Mann Institute for Biomedical Engineering at the University of Southern California (AMI-USC), where he brings more than 25 years of experience in science and technology development and evaluation in the fields of biomedical instruments and systems, biotechnology, chemistry, and materials science. He is a Research Professor of Biomedical Engineering in the Viterbi School of Engineering and holds a courtesy appointment as a Professor of Clinical Entrepreneurship in the Greif Center of the Marshall School of Business at USC.

Prior to joining AMI-USC he served as a Managing Director of Convergent Ventures (CV), an early stage life sciences venture investment and development company. He has served as chairman or member of the boards of directors and CEO of several CV portfolio companies. From 2002-2007, he was on the board of directors of Precision Dynamics Corporation, a privately held healthcare products company, and he currently serves on the board of directors of the Southern California Biomedical Council. Dr. Lasch has held leadership positions at Materia, a materials science company spun out of Caltech, where he served as founding President and CEO, and Cyrano Sciences, a Caltech spin- out based on chemical sensor technology. Previously, he served as vice president, technology development for The Scripps Research Institute, the largest not-for-profit biomedical research institute in the United States and was director of research, biotechnology, for PPG Industries.

He is entering his sixth year as a UCLA Anderson FEMBA GAP faculty advisor, and he served two years as the Director of the EMBA Field Study Program.

B.S. Biological Sciences, University of Texas at El Paso Ph.D. Chemistry, University of Texas at Austin

9 years advising GAP

[email protected]

UCLA Anderson School of Management in 1985, Peter Cowen has been a technology serial entrepreneur, angel investor, advisor to startups and an investment banker. Today, he is Managing Director at Sutton Capital Partners a middle market technology advisory firm. The focus is on enterprise and Saas software, digital technology and tech- enabled outsourced services. He is currently on the board of 4 venture-backed companies.

Previously, Mr. Cowen co-founded three companies that were sold to strategic investors—one in computer networks (DataVoice Solutions Inc.), another in biometric security (Biometric ID Inc) and the other in logistic fleet optimization (TransDecisions Inc.). After selling his first company he traveled around the world for a year, primarily in Southeast Asia and the Middle East, and has visited over 40 countries.

Mr. Cowen has been an angel investor in over 50 early stage companies and VC funds, primarily in digital technology, including Cognition(sold to Nuance NSDQ: NUAN), StyleHaul (sold to Bertelsmann) , Mind Body, Inc. (NSDQ: MB), Pulse (NSDQ: PLSE) and ESalon. He is a foundingmember of Tech Coast Angels, Los Angeles, part of the largest angel network in the country. Before that, he worked in marketing at Unilever and Hewlett Packard, and then worked with the Israeli Export Institute to help Israeli technology companies into the U.S. Mr. Cowen also served on the board of directors of the UCLA Anderson Alumni for over 10 years, and created the “Recurring Revenue Conference” which is the largest conference in Southern California focused on the subscription economy. He has been a GAP advisor for 9 years.

MBA, Finance, UCLA Anderson School of Management

B.A., Psychology, University of Pennsylvania

6 years advising GAP

[email protected]

Daniel Nathanson has over 25 years of experience as an entrepreneur, executive, investor, consultant and educator, with accom- plishments in building businesses, creating financial value, and helping fellow entrepreneurs achieve success. He is a professor of Business Plan Development and New Venture Initiation at the UCLA Anderson School of Management, a position he has held since 2008. In addition to teaching, Dr. Nathanson serves as a faculty advisor to student teams conducting capstone field study projects. In 2010, he became Managing Director of SJ Investment Company (SJIC), an investment fund providing capital, oversight, and direction to high potential, early stage companies that have demonstrated “proof of concept.” SJIC also finances proven operating companies to facilitate strategic growth opportunities.

Dr. Nathanson began his executive career as the EVP and Chief Corporate Planner in charge of Mergers and Acquisitions at Ver- nitron Corporation, a publicly traded medical equipment and diversified electronics firm. As the Executive Vice President, he was responsible for the overall direction and financial performance of the company. He founded and served as CEO of CRS, a nation- wide turnkey point-of-sale computer company. Developing this state-of-the-art technology company from its inception, he guided CRS to become the leading company in its field.

After selling CRS in 1993, Dr. Nathanson accepted a position as Clinical Assistant Professor at NYU’s Stern School of Business, where he taught entrepreneurship and business strategy. While at NYU, he founded S.M.A.R.T. Management Consulting, specializing in helping small to mid-size entrepreneurs successfully grow their businesses. He also served as Chairman of two groups of CEOs for Vistage, an international organization of CEOs with over 14,000 members.

Shortly after founding the Washington Square Capital Fund (WSCF), a formalized angel group that invests in early-stage compa- nies, Dr. Nathanson left the Stern School to focus on investing activities and to take active leadership roles in a number of early stage ventures, including the CEO at Tickmark Solutions. In less than 18 months under his leadership, revenues of this software company rose from $500,000 to almost $4 million. In 2002, he engineered the successful sale of Tickmark.

Dr. Nathanson served as CEO and President of a promotional products firm, followed by an asset management venture. He worked with company founders to develop strategies, build infrastructures, raise capital and establish important strategic relationships in order to achieve successful growth and build sustainable value.

Dr. Nathanson is the co-author of Strategy Implementation: The Role of Structure and Process and author of a number of published articles in the area of strategy implementation. He is also a member of the Tech Coast Angels investment organization. He has been a GAP advisor for 7 years.

Ph.D., Wharton School of the University of Pennsylvania, MBA, NYU’s Graduate School of Business

B.A., Washington University in St. Louis, MO

5 years advising GAP

Terry Kramer has a 30 year career in telecommunications and technology. For 18 of those 25 years, Mr. Kramer worked for Vodafone Group Plc/ AirTouch Communications in a variety of roles domestically and internationally, including Group Strategy and Business Improvement Officer, Regional President, Vodafone Americas which included oversight of Vodafone's 45% interest in Verizon Wireless and Vodafone's venture capital activities, Group Human Resources Officer & Chief of Staff, President AirTouch Paging and Vice President/GM AirTouch Cellular-Southwest Market. In June 2012, Mr. Kramer received an appointment by President Obama to serve as Ambassador, Head of U.S. Delegation for the World Conference on International Telecommunications which was held in December 2012 in Dubai. In this role, he led a 100+ person delegation of U.S. government, industry, and civil society representatives negotiating a treaty on international telecommunications policy. This delegation formulated and communicated the U.S. policy regarding the criticality of a free and open internet, the criticality of inclusive, multi stakeholder governance, the need to proactively address cybersecurity threats and the need for liberalized, open markets which encourage accelerated broadband access in markets worldwide.

Mr. Kramer is currently a full time Adjunct Professor at UCLA's Anderson School of Management, teaching two courses--the foundational technology management course and a course on the evolution and innovation in the mobile communications industry. He is also a Faculty Advisor in the Global Access Program (GAP) and the Strategic Management Research Program (SMR), advising students working on client assignments involved in new market entry, product development and business strategy. Furthermore, he currently serves as Chair to Thiota. In 2017, he was awarded UCLA Anderson's teaching award from the Fully Employed Executive MBA's. From 2011 to 2013, he was an Entrepreneur in Residence at the Harvard Business School. Mr. Kramer currently sits on the Boards/Advisory Boards of TeleSign, TangoCard, RapidSOS, Textpert, the Harvard Business School California Research Center, UCLA Economics Department Board of Visitors and is the Chairman of Larkin Street Youth Services in San Francisco.

MBA, Harvard University

3 years advising GAP

Jeffrey Lapin is the immediate past President of Tech Coast Angels in Los Angeles. He has made over 20 startup investments in the past five years, and serves on many company boards and advises several companies.

Mr. Lapin began his career as an attorney with Mitchell, Silberberg and Knupp in Los Angeles. He then served in various executive capacities with Starwood Hotels & Resorts and its predecessors (NYSE: HOT), from January 1995 to June 1996 as President and Chief Operating Officer, and from May 1991 to January 1995 as President and Chief Executive Officer.

In 1996, Mr. Lapin served as President of House of Blues Hospitality, Inc. and Executive Vice President of House of Blues Entertain-ment, Inc.

Two years later, he began serving as Vice Chairman of THQ Inc. (NASDAQ: THQI), a developer and publisher of interactive soft- ware. During his time with THQ, Mr. Lapin also served as Chief Operating Officer and Director of the company.

Mr. Lapin was the Director and Chief Executive Officer of Take-Two Interactive Software, Inc. (NASDAQ: TTWO), a developer and publisher of interactive entertainment software (sales of $1.2 billion).

From 2009 to 2010, Mr. Lapin served as the Chief Executive Officer of Atari, S.A., a French public company that develops and pub- lishes online and boxed video games and related applications. Prior, Mr. Lapin served as a Director and Chief Executive Officer and President of RazorGator Interactive Group, an ecommerce company which sells secondary event tickets and related services.

Mr. Lapin has served as a private consultant to several companies, including In-Fusio Group, Riverdeep, Ubisoft, Capcom, and Four Queens. He has served and continues to serve as Director of several for profit and nonprofit entities. He has been a GAP advisor for 4 years.

J.D., Loyola Law School B.A., Economics, University of California, Los Angeles

Todd Senturia is a partner based in Bain & Company’s Los Angeles office. Prior to moving to California, Mr. Senturia spent the first part of his Bain career in the Boston office, and three years working in the Asian and Australian practices. He has led projects ranging from corporate and business-unit strategy to the detailed design and implementation of large-scale transformational restructuring and turnaround programs. He has also supported buyer or seller in several merger & acquisition negotiations.

As one of the global leaders of Bain’s Results Delivery/Change Management capability area, Mr. Senturia has personally supported more than 18 large-scale, multi-year client change and transformation programs. He is also a core member of Bain’s performance improvement, organization, tech/telecom and industrial practices. Since 2010, he has also taken on responsibility for co-leading the firm’s internal Professional Development and Training Environment.

Over his career, Mr. Senturia has worked for Bain clients in North America, Asia, Australia, and Europe. He has significant depth of experience in the technology and telecom practices, including semiconductors and computers, wireline and wireless telecommunications, and cable television. Mr. Senturia has also served multiple aerospace and defense, industrial, and automotive clients on issues ranging from growth to cost reduction. His consumer products/retail clients have included branded packaged goods, consumer electronics, consumer imaging, and a wide variety of food categories.

Prior to joining Bain, Mr. Senturia spent almost nine years on the senior management team of a small high technology sensor and instrumentation company, where he served most recently as Vice President of Marketing and Sales, as well as Treasurer. He was also a founding board member of Polychromix, a VC-backed startup in the optical sensing sector that was recently purchased by Thermo-Electron.

Mr. Senturia joined UCLA Anderson as an Executive in Residence for Management Consulting in 2011, and became a GAP faculty advisor in 2012.

His Master’s thesis, “Globalizing the Emerging High Technology Company”, was subsequently published in Industrial Marketing Management. Todd Senturia has been a GAP advisor for 4 years.

M.S., Management, MIT Sloan School of Management B.A., East Asian Studies, Harvard College

Gary Hutchinson has over 30+ years of experience in business and entrepreneurship. He served as a panel judge for the Global Access Program (GAP) at The UCLA Anderson School of Management from 2003-2013. In 2014, he accepted a position as faculty advisor to the program.

Mr. Hutchinson currently serves as the President and CEO of Biothelium, a startup focused on the cardiology market with tech- nology developed in conjunction with the Alfred E. Mann Institute at the University of Southern California (AMI) and U.C. San Francisco. He also serves as Entrepreneur in Residence at AMI, which is a non-profit organization that supports research, develop- ment and commercialization of biomedical devices and other technologies. In addition, Mr. Hutchinson is Executive Chairman of Nelson-Miller Inc, a leading company in electronic human interface solutions serving the healthcare, defense and consumer industry markets.

Mr. Hutchinson began his career as the Chairman, President and CEO of Zymed, a privately held company focused on the research, development, production and marketing, and sales of Holter EKG Ambulatory Monitoring Systems, Event Monitoring, In Patient Telemetry Monitoring Systems and Trans-telephonic Systems. Through extensive technology development and strategic alliances, the company became the industry leader in Ambulatory Monitoring and Arrhythmia Detection Algorithms. The company grew to $25M in sales and $5M in EBITDA.

Following the acquisition of Zymed by Philips Medical Systems, Mr. Hutchinson assumed the VP/GM position of the Cardiology Division. The $200M business unit was responsible for manufacturing, research and development, sales and marketing world-wide for non-invasive cardiology products focused on EKG Carts, Holter / Event Monitoring, EKG Data Storage & Analysis Systems and Transtelephonic EKG monitoring. Offices were also maintained in Shanghai, China.

From 2002 to 2010, Mr. Hutchinson served as President and CEO of Precision Dynamics Corporation (PDC), a privately held company is the leading manufacturer of healthcare and patron management identification solutions. In late 2010 he assumed a directorship and executive advisory role through the sale of the company to Brady Corporation in December 2012. The company grew from $43M to $170M in sales, and from $2M to $30M in EBITDA. It established European headquarters in Brussels, Belgium, developed manufacturing operations in Tijuana, Mexico, and partnered with Water Street Healthcare Partners, a Chicago private equity firm. Furthermore, the company acquired the wristband product line from Hollister, Inc., (Libertyville, IL) and TimeMed Labeling Systems, Inc. (Burr Ridge, IL).

Mr. Hutchinson has served on ten boards of directors, and contributed as advisor and consultant to twelve assignments.

B.A. in History from Ohio State University, 1971

2 years advising GAP

Molly Schmid has specific expertise in guiding early stage companies and technology commercialization, stemming from her roles in scientific management, project leadership, and business development in four biotechnology companies. Her career has been about equally split between academia and industry. Currently, she serves primarily as an Entrepreneur-in-Residence at the Alfred Mann Institute for Biomedical Engineering at USC and as a Senior Counselor for TriTechSBDC.

Dr. Schmid has held senior leadership positions in the biotech industry, where she served as Group Vice President, Life Science at ieCrowd (Riverside, CA), Senior Vice President of Preclinical Programs at Affinium Pharmaceuticals (Toronto, ON), Director of Genomics and Bioinformatics at Genencor International (Palo Alto CA), and Vice President of Research Alliances at Microcide Pharmaceuticals (Mountain View, CA).

In these companies, she was part of executive teams that raised over $200MM in funding through venture capital, corporate partnerships, public markets, and US and Canadian federal research grants. Her experiences with these companies included two IPO’s, two compounds that entered human clinical trials, international, multi-year, multi-million dollar corporate partnerships with a number of companies, including Pfizer, Johnson & Johnson, and Daiichi Pharmaceuticals, and building and managing first-rate scientific teams, while satisfying the business needs of the organizations. She has nine issued U.S. patents, and several others pending.

She began her career in academia, where she has had a distinguished career. Most recently, she was Professor and Entrepreneur- in-Residence at Keck Graduate Institute of Applied Life Sciences in Claremont, CA and formerly an Assistant Professor of Molecular Biology at Princeton University. In addition, she has held adjunct professor positions at the University of Southern California (Marshall School of Business), San Diego State University (Biology), and Claremont Graduate University (Drucker School of Management). Dr. Schmid has served on numerous NSF and NIH grant review panels, and served as chair of an NIH SBIR/STTR grant review panel for several years. She is a Fellow of the American Institute for Medical and Biological Engineering, a Fellow of the American Academy of Microbiology, a Searle Scholar, and a Damon-Runyon Fellow.

She has embedded herself in the Southern California entrepreneurial community since moving here in 2005. She is a member and past president of the Inland SoCal Tech Coast Angels, a member of the TCA Board of Governors (2011-2014), and a Senior Counselor for TriTech Small Business Development Center. Molly Schmid has been a GAP advisor for 3 years.

Ph.D., Biology University of Utah B.S., Biology, University at Albany - SUNY

Business Creation Project

BCP Success Story: Bellanove (Class of 2017)

BellaNove offers a monthly rental service for modern, sophisticated, professional maternity clothing items, aiming to help all women stay sharp and stylish from boardrooms to doctor check-ups with less hassle and fuss.

BellaNove Founder and Wolfen Fellow, Jenny Leung (’17) launched the company October 2017.

BCP Mentors

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Investor Upfront Ventures

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Subject to minimum liquidity requirements, the Fund may hold the stock of any publicly traded U.S. firm on an approved list of stocks. A portion of the long-term profits of the fund will be donated to the UCLA Anderson School of Management for support in student scholarships and for support of research in finance.

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55+ Creative Capstone Project Topics For Students In 2023

As a student, one of the most important tasks you’ll face is choosing a capstone project topic. A capstone project is a comprehensive assignment that requires you to demonstrate the knowledge and skills you’ve gained throughout your academic program.

It is a crucial aspect of your academic career as it can help you stand out in the job market, demonstrate your readiness for your profession, and showcase your ability to work independently. In this blog, we’ll explore everything you need to know about capstone projects and provide you with 55+ capstone project topics to help get you started.

What is a Capstone Project?

Table of Contents

A capstone project is a culmination of your academic program. It requires you to integrate and apply the knowledge and skills you’ve gained throughout your academic journey. Capstone projects come in different forms and formats, including research papers, presentations, case studies, and hands-on projects.

Explain Significance of a Capstone Project

A Capstone project is a culminating academic project that is typically required of students nearing the end of their studies. The significance of a Capstone project lies in the fact that it provides an opportunity for students to integrate and apply the knowledge and skills they have acquired throughout their studies to solve a real-world problem or address a specific issue.

Here are some reasons why Capstone projects are significant:

1. Integration of Knowledge

Capstone projects require students to integrate and apply knowledge gained across multiple courses in their program. This integration of knowledge allows students to see the connections between different subject areas and to apply a holistic approach to problem-solving.

2. Real-world Experience

Capstone projects often involve working on a project for a real client or addressing a real-world issue. This provides students with valuable experience in working with real clients and stakeholders, conducting research, and applying theoretical concepts to practical problems.

3. Demonstration of Skills

Capstone projects provide an opportunity for students to demonstrate the skills they have acquired over the course of their studies. This includes critical thinking, problem-solving, research, and communication skills.

Career Preparation

Capstone projects can help students prepare for their future careers by providing them with practical experience, networking opportunities, and a portfolio of work to showcase to potential employers.

In summary, Capstone projects are significant because they provide students with an opportunity to integrate and apply their knowledge, gain real-world experience, demonstrate their skills, and prepare for their future careers.

Elements of Capstone Project

Capstone projects can vary depending on the academic discipline, institution, and level of study. However, there are several common elements that are typically included in a Capstone project:

The Capstone project begins with the selection of a topic, which is often related to the student’s area of study or research interest. The topic should be significant, relevant, and feasible to research and complete within the given timeframe.

2. Proposal

The student is required to submit a proposal that outlines the problem or issue they aim to address, the research questions, methodology, and expected outcomes. The proposal is typically reviewed and approved by a faculty advisor or a Capstone committee.

3. Literature Review

Students are required to conduct a comprehensive literature review of existing research related to the chosen topic. This helps to provide a theoretical foundation for the project and identify gaps in existing research that the Capstone project aims to address.

4. Research Methodology

Students need to identify and apply appropriate research methods and techniques to collect data and analyze it. This could involve conducting surveys, interviews, experiments, or analyzing existing data sources.

5. Results And Analysis

Students need to present the results of their research in a clear and organized manner, including data analysis, graphs, and charts, which are used to support their findings.

6. Conclusion And Recommendations

Students need to provide a conclusion that summarizes the findings and recommendations for future research and practice. This is typically presented in a written report or a presentation to a Capstone committee.

7. Reflection

Finally, students are often required to reflect on the Capstone project experience, including the challenges and successes encountered during the project. This reflection allows students to critically evaluate their work and identify areas for improvement.

Here in this section we mentioned more than 55+ capstone project topics for students:

1. An Analysis Of The Impact Of Social Media On Mental Health

This Capstone project could explore how social media use affects mental health, such as depression and anxiety, and investigate possible solutions or interventions to minimize negative outcomes.

2. Investigating The Impact Of Climate Change On The Tourism Industry

This Capstone project could analyze the effects of climate change on the tourism industry, such as the impact on tourist destinations, transportation, and local economies, and propose potential solutions to mitigate the negative impacts.

3. Developing A Business Plan For A Start-Up Company In The Healthcare Industry

This Capstone project could involve developing a comprehensive business plan for a healthcare start-up, including market research, financial projections, and strategic planning.

4. An Analysis Of The Effectiveness Of Online Learning In Higher Education

This Capstone project could investigate the effectiveness of online learning in higher education, such as student engagement, retention, and learning outcomes, and propose strategies to improve online learning experiences.

5. Designing A Sustainable Housing Project For Low-Income Families

This Capstone project could involve designing a sustainable housing project that meets the needs of low-income families while promoting environmental sustainability, such as incorporating renewable energy sources, green roofs, and water conservation features.

6. Developing A Mental Health Intervention Program For High School Students

This Capstone project could involve developing a mental health intervention program for high school students that addresses common mental health issues and promotes positive coping strategies.

7. An Analysis Of The Impact Of Artificial Intelligence On Job Displacement

This Capstone project could explore how the use of artificial intelligence is affecting job displacement and propose solutions to minimize the negative impact on workers and the economy.

8. Investigating The Impact Of E-Commerce On Traditional Brick-And-Mortar Retail Stores

This Capstone project could analyze the effects of e-commerce on traditional retail stores, such as the impact on sales, employment, and consumer behavior, and propose potential solutions to mitigate the negative impacts.

9. Developing A Marketing Plan For A Non-Profit Organization

This Capstone project could involve developing a marketing plan for a non-profit organization, including market research, target audience identification, and promotional strategies.

10. An Analysis Of The Impact Of Immigration Policies On The Us Economy

This Capstone project could explore how changes in immigration policies are affecting the US economy, such as the impact on GDP, employment, and labor force participation, and propose potential solutions to address any negative impacts.

11. Develop A Website To Promote A Local Cultural Event

This Capstone project could involve designing and developing a website to promote a local cultural event, including information about the event, ticket sales, and promotional materials.

12. Investigating The Impact Of Technology On Sleep Patterns

This Capstone project could analyze the effects of technology on sleep patterns, such as the impact on sleep quality, duration, and sleep disorders, and propose potential solutions to promote healthy sleep habits.

13. Developing A Nutrition And Wellness Program For A Local School District

This Capstone project could involve developing a nutrition and wellness program for a local school district that promotes healthy eating habits, physical activity, and mental health.

14. An Analysis Of The Impact Of Cultural Diversity On Workplace Productivity

This Capstone project could explore how cultural diversity in the workplace affects productivity, teamwork, and innovation, and propose strategies to promote a diverse and inclusive work environment.

15. Investigating The Impact Of Ride-Sharing Services On Public Transportation

This Capstone project could analyze the effects of ride-sharing services on public transportation, such as the impact on ridership, revenues, and sustainability, and propose potential solutions to address any negative impacts.

16. Developing A Mobile Application For A Local Business

This Capstone project could involve designing and developing a mobile application for a local business that enhances the customer experience, such as online ordering, loyalty programs, and promotions.

17. An Analysis Of The Impact Of Social Media On Political Participation

This Capstone project could explore how social media use affects political participation, such as voter turnout, political engagement, and political polarization, and propose potential solutions to promote healthy political discourse.

18. Investigating The Impact Of Automation On The Manufacturing Industry

This Capstone project could analyze the effects of automation on the manufacturing industry, such as the impact on employment, productivity, and safety, and propose potential solutions to address any negative impacts.

19. Developing A Disaster Preparedness Plan For A Community

This Capstone project could involve developing a comprehensive disaster preparedness plan for a community that addresses natural disasters, such as hurricanes, floods, and wildfires.

20. An Analysis Of The Impact Of Gender Diversity On Corporate Performance

This Capstone project could explore how gender diversity in corporate leadership affects performance, such as profitability, innovation, and corporate social responsibility, and propose strategies to promote gender diversity in the workplace.

21. Investigating The Impact Of Renewable Energy On The Power Grid

This Capstone project could analyze the effects of renewable energy sources, such as solar and wind power, on the power grid, such as the impact on grid stability, reliability, and cost, and propose potential solutions to address any challenges.

22. Developing A Cybersecurity Plan For A Small Business

This Capstone project could involve developing a cybersecurity plan for a small business that identifies potential threats and vulnerabilities, and proposes solutions to prevent cyberattacks and data breaches.

23. An Analysis Of The Impact Of Automation On The Service Industry

This Capstone project could explore how automation is affecting the service industry, such as the impact on customer service, employment, and job satisfaction, and propose potential solutions to address any negative impacts.

24. Investigating The Impact Of Music Therapy On Mental Health

This Capstone project could analyze the effects of music therapy on mental health, such as the impact on anxiety, depression, and cognitive function, and propose potential solutions to promote the integration of music therapy in mental healthcare.

25. Developing A Community-Based Recycling Program

This Capstone project could involve developing a community-based recycling program that promotes sustainable waste management and environmental stewardship.

26. An Analysis Of The Impact Of Artificial Intelligence On Healthcare

This Capstone project could explore how the use of artificial intelligence is affecting healthcare, such as the impact on patient outcomes, costs, and medical ethics, and propose potential solutions to optimize AI integration in healthcare.

27. Investigating The Impact Of Globalization On The Labor Market

This Capstone project could analyze the effects of globalization on the labor market, such as the impact on employment, wages, and labor rights, and propose potential solutions to address any negative impacts.

28. Developing A Disaster Response Plan For A Healthcare Facility

This Capstone project could involve developing a comprehensive disaster response plan for a healthcare facility that addresses natural disasters, pandemics, and other emergencies.

29. An Analysis Of The Impact Of Mindfulness Practices On Workplace Productivity

This Capstone project could explore how mindfulness practices, such as meditation and yoga, affect workplace productivity, employee engagement, and stress management, and propose strategies to promote healthy workplace practices.

30. Investigating The Impact Of Social Media On Political Polarization

This Capstone project could analyze how social media is affecting political polarization, such as the impact on political discourse, fake news, and political extremism, and propose potential solutions to promote healthy political dialogue.

31. Developing A Waste Reduction Plan For A Local Government

This Capstone project could involve developing a waste reduction plan for a local government that promotes sustainable waste management practices and reduces landfill waste.

32. An Analysis Of The Impact Of Automation On The Transportation Industry

This Capstone project could explore how automation is affecting the transportation industry, such as the impact on employment, safety, and efficiency, and propose potential solutions to address any negative impacts.

33. Investigating The Impact Of Social Media On Mental Health

This Capstone project could analyze the effects of social media on mental health, such as the impact on self-esteem, body image, and social anxiety, and propose potential solutions to promote healthy social media use.

34. Developing A Marketing Plan For A Non-Profit Organization

This Capstone project could involve developing a marketing plan for a non-profit organization that aims to raise awareness and support for a social cause.

35. An Analysis Of The Impact Of Climate Change On Agriculture

This Capstone project could explore how climate change is affecting agriculture, such as the impact on crop yields, food security, and farm income, and propose potential solutions to address any negative impacts.

36. Investigating The Impact Of Virtual Reality On Education

This Capstone project could analyze how virtual reality is affecting education, such as the impact on student engagement, learning outcomes, and accessibility, and propose potential solutions to optimize VR integration in education.

37. Developing A Workplace Diversity And Inclusion Plan

This Capstone project could involve developing a workplace diversity and inclusion plan that promotes a culture of respect, equity, and inclusion, and addresses any systemic barriers to diversity.

38. An Analysis Of The Impact Of Telemedicine On Healthcare Access

This Capstone project could explore how telemedicine is affecting healthcare access, such as the impact on patient outcomes, cost savings, and healthcare disparities, and propose potential solutions to optimize telemedicine integration in healthcare.

39. Investigating The Impact Of Globalization On The Environment

This Capstone project could analyze the effects of globalization on the environment, such as the impact on climate change, biodiversity loss, and natural resource depletion, and propose potential solutions to address any negative impacts.

40. Developing A Mental Health Awareness Campaign For A College Campus

This Capstone project could involve developing a mental health awareness campaign for a college campus that promotes mental health resources and support, and reduces stigma surrounding mental health issues.

Some Other Capstone Project Topics Ideas For Students In 2023

Here are some other capstone project topics ideas for students in 2023 :

41. Sustainable Energy Solutions for Rural Communities

42. Enhancing Cybersecurity Measures in Small Businesses

43. Analyzing the Impact of Social Media on Mental Health

44. Designing an Automated Irrigation System for Agricultural Efficiency

45. Investigating the Effects of Virtual Reality in Education

46. Developing a Mobile App for Personal Finance Management

47. Exploring Machine Learning Algorithms for Predictive Maintenance in Manufacturing

48. Assessing the Effectiveness of E-Learning Platforms in Higher Education

49. Creating a Smart Home Automation System for Energy Conservation

50. Investigating the Use of Blockchain Technology in Supply Chain Management

51. Analyzing the Impact of Social Media Influencers on Consumer Behavior

52. Designing a Medical Diagnosis Support System using Artificial Intelligence

53. Exploring the Applications of Augmented Reality in Retail Shopping

54. Developing a Smart Traffic Management System for Urban Areas

55. Evaluating the Efficiency of Renewable Energy Sources in Power Generation

56. Investigating the Effects of Gamification in Employee Training and Engagement

• Capstone Project Ideas for Civil Engineering
• Mini Project Ideas for ECE Students

How to find Capstone project topics?

Finding a Capstone project topic can be a challenging task. Here are some tips on how to find Capstone project topics:

1. Identify Your Interests

Start by identifying your interests and passions. Consider the courses that you have enjoyed in your program, the topics that have sparked your curiosity, and the issues that you are passionate about. This can help you narrow down your focus to a specific area of research.

2. Consult With Faculty

Talk to your faculty advisors or professors in your area of study. They can provide guidance on potential Capstone project topics, identify gaps in existing research, and suggest resources for your research.

3. Browse Academic Journals

Browse academic journals in your field to identify current research topics and areas that have not been fully explored. Look for research articles, case studies, and review articles related to your area of interest.

4. Attend Conferences And Seminars

Attend conferences and seminars in your field to learn about current research, trends, and challenges. You can network with other professionals, identify research gaps, and get feedback on potential Capstone project topics.

5. Look For Real-World Problems

Consider real-world problems or issues that you could address through your Capstone project. This could include issues in your local community, industry, or a global problem that you are passionate about.

6. Brainstorm With Peers

Brainstorm potential Capstone project topics with your peers or classmates. You can bounce ideas off each other and provide feedback on potential research questions, methodology, and expected outcomes.

Finding a Capstone project topic requires identifying your interests, consulting with faculty, browsing academic journals, attending conferences, looking for real-world problems, and brainstorming with peers.

Tips To Choose the Best Capstone Project Topics For Students In 2023

Here are some tips to choose the best capstone project topics for students in 2023 :

1. Choose A Topic According To Your Interest

This will make the project more enjoyable and less daunting. If you are not interested in the topic, you will be less likely to put in the hard work required to complete the project successfully.

2. Choose A Topic That Is Relevant To Your Subject

This will help you to develop your skills and knowledge in your chosen area. Your capstone project should be an opportunity for you to showcase your skills and knowledge in your field of study.

3. Choose A Topic That Is Challenging But Achievable

You should not choose a topic that is too difficult or too easy. A challenging topic will allow you to learn and grow, but it should not be so difficult that you become discouraged.

4. Talk To Your Professors And Advisors

They can help you to identify topics that are relevant to your field of study and that are within your skill level. Your professors and advisors can also provide guidance and support throughout the project.

5. Look At Previous Capstone Projects Completed By Students In Your Program

This can give you some ideas for your own project. You can also get a sense of the scope and complexity of previous projects.

6. Do Some Research Online

There are many websites that list capstone project ideas. You can also find information about specific topics and how to approach them.

7. Develop A Detailed Project Plan

This project plan will help you stay on track and make sure your project is completed on time. A project plan should include a timeline, a budget, and a list of tasks.

Significance Of Choosing The Right Capstone Project Topics

Choosing the right Capstone project topic is crucial for several reasons. Firstly, it allows students to demonstrate their understanding and application of the knowledge and skills they have acquired throughout their program of study. 

Choosing a topic that is relevant to their field of study and interests can also motivate students to produce their best work and achieve their academic goals.

Secondly, a well-chosen Capstone project topic can provide students with valuable professional experience and skills. Many Capstone projects involve working with real-world clients, collaborating with professionals in their field, and conducting independent research. 

This can provide students with the opportunity to develop important skills such as project management , critical thinking, communication, and problem-solving, which are highly valued by employers.

Finally, a well-designed Capstone project can make a meaningful contribution to the student’s field of study or community. Choosing a topic that addresses a real-world problem or gap in knowledge can result in a project that has a positive impact beyond the academic setting. 

This can increase the student’s sense of purpose and contribute to their personal and professional development.

Overall, choosing the right Capstone project topic is important because it can motivate students to produce their best work, provide them with valuable professional experience and skills, and make a meaningful contribution to their field of study or community.

In conclusion, a Capstone project is a culminating academic experience that provides students with the opportunity to demonstrate their mastery of knowledge and skills in their field of study. Choosing the right Capstone project topic is crucial for students to achieve their academic and professional goals, as well as contribute to their community. 

With the right capstone project  topic, students can develop valuable skills and experience, create a positive impact in their field of study, and make a meaningful contribution to their community. As such, it is important for students to carefully consider their Capstone project topic and select one that aligns with their interests and program learning outcomes.

Q1. What are some trending capstone project topics in the field of computer science?

Some trending capstone project topics in computer science include artificial intelligence in healthcare, blockchain technology applications, and cybersecurity advancements.

Q2. How can a capstone project in business management contribute to real-world success?

A capstone project in business management allows students to apply theoretical knowledge to practical scenarios, develop problem-solving skills, and gain hands-on experience, thus contributing to real-world success by preparing them for the challenges of the business environment.

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Capstone Project

Program directory.

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The Capstone Project usually takes the form of a corporate strategy, a venture feasibility study, or a product entry strategy.

Ultimately, the Capstone Project is a value-laden learning experience that will give a student:

• opportunities not only to interface with real-world problems, issues, and concerns but also with industry leaders and business executives;
• opportunities to demonstrate the ability to integrate key learning from all functional areas; and
• an avenue to enhance communication and engagement skills.

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Moscow major projects

Since launching modern Russia’s largest construction program in 2011, Moscow has more than doubled its territory. To catalyze the full potential of this rapidly-growing metropolitan area of 19.5 million people, the City of Moscow’s government pays significant attention to infrastructure as one of the key pillars of urban development—with a current focus on projects that create livable and comfortable urban spaces for both citizens and tourists.

Following its first five years of projects, Moscow was given special recognition for “demonstrating outstanding strategic commitment and ambition” by the International Association of Public Transport (UITP). That period saw 50 million square meters of real estate developed, 370 social infrastructure objects built, and the metro expanded by 30 percent—including 101 kilometers of metro lines and 55 new stations. Innovative finance solutions, necessitated by the city government’s debt-free approach to development, enabled all this whilst maintaining a budget surplus and remaining a net donor region within Russia.

On 30-31 May 2018, the City of Moscow and Mosinzhproekt—a large Russian engineering, construction and project management company—hosted an Innovation Site Visit to showcase Moscow’s major projects to the Global Infrastructure Initiative (GII) community. Through roundtable discussions and site visits with project executives, participants explored where innovation and technology have enabled the step-changes that have allowed Moscow to deliver major projects on a short timeline—and how to apply these lessons to other cities and major projects.

The following insights emerged during GII’s Innovation Site Visit in Moscow:

• Establish a structure for citizen involvement. Major urban infrastructure projects are an extremely visible expenditure of taxpayer funds while also often being large disruptors of daily life. A foundation of citizen support is essential for success and requires a thoughtful engagement program. In Moscow, citizens are encouraged to participate in the planning process by steering major initiatives through the “Active Citizen” application—a portal for online referendums on topics appropriate for democratic decision-making. To date, almost 2 million citizens have cast more than 90 million votes on over 3,000 issues through the platform. The purpose of this structure is to increase the opportunity for citizen engagement and involvement with their city’s major investments.
• Manage the disruption ‘cost’. Major urban projects cannot be delivered without disrupting daily life. While citizens can be enrolled to accept the disruption as a necessary investment for a better outcome, equal attention needs to be given to managing the disruption ‘cost’ as to managing real expenditures. For example, MyStreets, a project to upgrade and enhance Moscow’s urban environment through reconstruction of streets and building façades, was disruptive to many citizens and commuters. However, through staging and swift execution, the disruption was minimized and the intended lifestyle improvements were quickly delivered to Muscovites and tourists who traverse newly styled pedestrian streets every day.
• Invest in technology to optimize sequencing. Moscow’s cohesive vision for urban transformation has allowed early investments in technology to assist future delivery. One of the first projects completed was the centrally-controlled traffic management system which can monitor traffic conditions and urban movement through more than 2,000 traffic cameras and 160,000 CCTV cameras installed across the city. Data collected on current conditions, and knowledge of planned activities, allows real-time rerouting of traffic through the city’s dynamic signage. It also allowed identification and analysis of permanent traffic flow changes that could further ease disruptions like those created by the major construction projects.

Moscow traffic speed increased over 13% in 201.

• Maximize utility of brownfield sites. A key reason the Moscow Central Circle (MCC), a new light-rail system integrated into the Moscow Metro, was completed in a record four-year period was the repurposing of existing brownfield networks which allowed the installation of modern technology on existing rail transport routes. The MCC’s 31 new stations will revitalize formerly abandoned industrial areas when its next stage of development builds an expected 300,000+ square meters of hotels, 250,000+ square meters of retail, and 200,000+ square meters of offices. This will give districts with historically poor infrastructure access a chance to develop at the same pace as the rest of the city.
• Leverage PPPs to enhance basic services. To manage public cost and investment while delivering world-class infrastructure, municipalities need access to additional financing tools. Based on a structure that took an act of federal legislation, the MCC is an example of enhancing publicly developed foundations with private services. The tracks and land are owned by the Moscow Metro, with the rolling stock subcontracted to Russian Railways under a life cycle contract with a guaranteed buyback. The innovation is that Moscow Metro is licensing the development rights of its individual stations to private investors. Though all stations will exist under the same covenants, individual investors will assume their station’s construction cost and operational risk and rewards.
• Create citizen-centric spaces. In addition to serving as open spaces, today’s city residents expect their parks to provide for entertainment and consumer services too. Many modern parks offer architectural features, charismatic vistas, and social, educational, and artistic spaces for all ages. When Zaryadye Park, an area of prime real estate next to the Kremlin was converted to parkland, an international contest resulted in 10 hectares being densely designed for this multi-function purpose. The outcome was two concert venues, restaurants, a parking garage, an entertainment complex, and a biological education center, all neatly camouflaged into a natural landscape that represents Russia’s ecological diversity.
• Innovate where needed but not excessively. Moscow’s planners and builders did not shy away from technological innovation. The MCC used weldless joint rails to create a smoother and quieter system that is easier on riders and less disruptive to residents living near the railway tracks. The retrofit designs for Luzhniki Stadium were fully modeled in building information management (BIM)—a step which identified more than 100,000 conflict points before they could escalate into project delays. However, the project teams were also careful not to force innovation where it could create unnecessary risk and complications. Instead, they delivered the massive project portfolio by tactically melding innovations with highly-proficient execution of well-known and proven methods.

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Birmingham’s Capstone Building Co. begins work on Pensacola apartment complex

• Published: Apr. 15, 2024, 10:48 a.m.

Capstone Building Co. is building an apartment complex in Pensacola, Fla., scheduled to be completed in 2025. Capstone Building Co.

• William Thornton | [email protected]

Birmingham’s Capstone Building Corp. has begun construction on a boutique residential apartment complex in Pensacola, Fla.

Working with developer Interlude Residential, the project will be located at 6225 Mobile Hwy., Pensacola.

It is expected to be completed in 2025.

The complex’s two apartment buildings will have 86 residential units on 106,749 square feet. Rentals will include one-, two- and three-bedroom options, with stainless steel appliances, quartz countertops and tiled backsplashes and showers.

There will also be a clubroom, fitness center, co-working space, pool and pool house.

“Capstone Building Corp. is excited to begin its latest project in collaboration with Interlude Residential,” Josh Barnett, Vice President of Project Management at Capstone Building Corp said. “This partnership is redefining the standard residential development by offering a boutique living experience. The apartment community will feature luxurious amenities comparable to those of large-scale complexes, all within a smaller community.”

Stories by William Thornton

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Moscow International Business Centre (MIBC)

The Moscow International Business Centre (MIBC) is an ambitious engineering project in the centre of Moscow. The site is

Estimated Investment

$12 billion

Construction Started

Moscow, Russia

Project Type

Business complex (city within a city)

CITY JSC, Moscow City Government

The Moscow International Business Centre (MIBC) is an ambitious engineering project in the centre of Moscow. The site is on an old urban area near the river embankment. The goal of the project is to create a new business district within the city.

The whole complex is to be built on a 100ha site (divided into 30 plots) designated for new development on the Krasnopresnenskaya embankment. The management company for the project is CITY Joint Stock Company (CITY JSC), a company first set up in 1992 as a collaboration between the Russian government and private investors.

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The project was first launched in the early 1990s but has been stalled for much of the last 10 years due to a lack of investment. In 2003 the project started to attract investment again and has been gaining momentum ever since.

PLOT 1: BAGRATION BRIDGE AND TOWER 2000 OFFICE COMPLEX

The first major building constructed in the MIBC project on Plot 1 was the Bagration Bridge (pedestrian bridge) and mall, completed in 1999. The second project was the Tower 2000 office complex, a multi-use business complex begun in 1996 and completed in 2001. The building is 106m high and has 30 storeys above ground and four storeys below. The total floor area of the complex is 60,000m².

The underground area contains parking garages, restaurants, retail areas and a fitness centre. Floors 3–15 and 17–26 are business offices while floors 8 and 27 have a media centre, large exhibition hall and piano bar.

The business areas are served by structured cable network, fibre optic cable, satellite broadcasting, Wi Fi and ADSL Internet access, automatic digital telephone exchange with integration of services, local broadcasting system, municipal broadcasting network, electric timing system, data collection and processing system, audio and video systems, simultaneous interpreting system, conference system, video projection system and security systems including biometric access control and a monitoring system.

The tower also has a central air conditioning system, auxiliary exhaust ventilation system, cooler and heat supply systems, Uninterruptible Power Supply system (UPS), automatic fire security system, automatic volumetric fire-fighting system, sprinkler system and automatic smoke removal system.

The general contractor for the tower was Promstroytechnologia-M Company Ltd. The facade of the tower, which is made of glass and structured concrete, was constructed by Transwall Technology. The tower is equipped with 17 computerised rapid elevators, supplied and installed by Schindler Aufzuege AG, and an outer panoramic elevator, supplied and installed by Kone Lifts. The exterior lighting equipment was supplied and installed by Thorn.

PLOTS 2 AND 3: MOSCOW WEDDING PALACE AND CITY SQUARE

The sites designated by plots 2 and 3 are now to be developed as the Moscow Wedding Palace and City Square. This will include a city square, an underground retail complex and a 14 storey multipurpose complex, which will include the Wedding Palace, banquet halls, restaurants, shops and a hotel.

The developer is Capital City Developments. The architect is Mosproject – 2. The construction started in 2005 and is scheduled to be complete by the end of 2007.

PLOT 4: AQUAPARK

The Aquapark leisure complex was started in 2002 and was completed in 2005. The site occupies a 1.74ha area adjacent to Krasnopresnenskaya embankment. It includes:

• Complex of swimming pools, water mountains and leisure attractions, restaurants and cafes and retail areas (24,352m²)
• Five-star, 30-storey hotel complex (54,640m²) built on a six-storey podium containing retail areas, restaurants and nightclubs
• Parking to accommodate 425 vehicles (13,050m²)
• The aqua park will be connected with a mooring on the Moscva River

The developer of the complex was Aqua-City Palas Company Ltd. The project required an estimated investment of $230 million. The general contractor was Liard Stroy Ltd and the designers were Mosproekt-2 of Russia and Tkhomesto Engineering of Finland.

PLOTS 6, 7 AND 8: UNDERGROUND MALL AND METRO STATIONS

A large underground complex containing the central core of the MIBC, an underground mall and two metro stations is located on these plots. Construction started in late 2001 on the 5.1ha site and was completed in mid-2004. The complex has a total floor area of 150,000m² and includes:

• 35,000m² shopping mall
• 20,000m² multi-purpose performance complex
• 10,000m² dancing complex
• 15,500m² sports and leisure complex
• 30,000m² ‘Wonderful World of Entertainment’ theme park
• 7,000m² restaurant complex
• 30,000m² hotel

The complex developer was CITY JSC and the designers were Mosproekt-2. The construction engineers were Bovis Europe and Jones Lang Lassale of the UK.

PLOT 9: CAPITAL CITY PROJECT

This project involves the construction of two connected tower blocks and a dome. The towers will be of 73 and 62 storeys high, with a 16-storey domed building containing an atrium. Connecting the buildings will be a podium building with three storeys above ground and 4–6 below ground.

The lower levels of each tower will be for office space (200,000m²), while the upper levels (above 80m) will be residential and the dome will be used as a retail area. The investment for the project is $250 million.

The developer is Capital Group; the construction engineers are Bouygues Construction and the architects are Erick van Egeraat Associated Architects of Holland. Construction has been underway since 2005 and the project is scheduled for completion in mid-2007.

PLOT 10: NABEREZHNAYA TOWER

This project involves the construction of a new office and apartment complex consisting of three A-Class buildings 16 (86m), 27 (135m) and 52 (250m) storeys high, with a total floor area of 220,000m². The construction began in mid-2003 on the 2.55ha site with the smallest of the three buildings.

The first building was completed in autumn 2004. Enka, a Turkish construction company , is carrying out the development and construction. Enka has invested a total of $150 million so far. Work is continuing on the other two buildings with completion expected in 2007.

PLOTS 11 AND 12: MIXED-USE TOWER BLOCK

The major project on these plots will be a 300m, 75-storey, mixed-use tower block with over 204,000m² of floor space. The facilities will include commercial and government offices, residential areas, retail space, leisure and health centres and a four-star hotel.

Offices will occupy the floors 4–45, while apartments are on floors 48–66. The building was designed as a two-tier skyscraper, 30 floors in the first tier and 37 in the second one. The second floor of the building will be occupied by a casino. The 47th floor will be occupied by a gymnasium.

The designers for the project are Swanke Hayden Connell Architects and the investors are Techinvest, who are investing $270 million. The contractors for the construction are Summa, a Turkish development company. Groundwork was carried out by Kaskatas. Construction on the building started in the third quarter of 2004 with completion scheduled for late 2006.

PLOT 13: FEDERATION OFFICE COMPLEX

The Federatsiya (Federation) office complex is to consist of two towers, one 57 storeys high and the other 87 storeys (345m), and a podium. The 87-storey tower will hold offices and the 57-storey tower will include residential apartments and a hotel. The total floor area of the complex will be 240,000m².

The podium will have three to five levels and 30,000m² of floor space and will contain retail areas, banking facilities, cafes, restaurants and leisure facilities. The complex will have 14 lifts built between the two towers, including four ‘Shuttle’ round-observation lifts.

Stroimontage and NIKoil Financial Group will invest more than $500 million in the project. The architects for the project are P Schweger, S Tchoban and A Asadov of Germany. Stroimontage is the general contractor for the project. Construction started in April 2004 and the complex is scheduled for completion by 2008.

PLOT 15: CITY HALL AND DUMAS

Plots 2 and 3 are owned by the Moscow City Government and original plans were for the new City Hall and Dumas (Parliament) buildings to be located there. However, these buildings will now occupy Plot 15.

The construction on Plot 15 consists of four 70-storey interconnected 308.4m buildings. The project started in November 2005 and will be finished by the end of 2007.

It is expected that all government administration will be accumulated in the new complex to provide better organisation, allowing the buildings currently in use to be sold.

The four skyscrapers will be connected by several two storey bridges between towers and eight storey bridges at the top. The highest bridges will be built in shape of letter ‘M’ for ‘Moscow’.

PLOT 16: RUSSIA TOWER

Plans for a 600m-tall tower to be built in Moscow to designs by British architect Sir Norman Foster were released in March 2006. ST Towers is the developer behind the project and is part of the ST Group.

The Russia Tower will be more than 50% higher than the Empire State Building and is to be built within the Moskva-City development on Plot 16 near the site’s border with the Third Ring Road. It will overshadow the 430m Federation Tower under construction at Moskva-City, which developers say will be the tallest building in Europe when it is completed in 2008.

The 420,000m² tower is a striking design comprising three blade-like structures arranged in a trefoil-like plan around a central core and tapering sharply toward the top, with part of the steel structure exposed on the outside like an exoskeleton.

Described by the architect as a vertical city, the tower is to house parking and retail space on nine underground levels, a public ice rink on the first floor under a spacious, pyramidal atrium, a hotel with serviced apartments above, 24 floors of office, high-end apartments on the top levels and a public observation deck at the very top. The resident population of the tower could be 25,000.

The Russia Tower is billed as an environmentally friendly project, maximizing natural ventilation and lighting, with solar cells, the collection of rainwater and snow to reduce water demand and the recycling of energy between areas with varying levels of demand. In addition, atria several floors high are to be spaced throughout the building’s central core and decorated with plants, providing the luxury apartments on the upper floors with private gardens in the sky.

The construction of the tower is expected to cost about $1.5 billion; of this about $150 million to $200 million would be supplied by ST Towers. Plans for the tower have been approved and it should be finished by about 2010. Construction has not yet started.

PLOT 17 AND 18: MULTI-PURPOSE OFFICE-HOTEL COMPLEX

The multipurpose complex will include two towers (80 and 78 floors), with a common underground space for parking. The high tower will contain office premises and the second tower will be a hotel.

The complex will also contain a roof-top restaurant with a panoramic view, cafes and bars, conference halls and billiard club. The architect is Skidmore, Owinds, and Merrill LLP. No dates have yet been announced.

PLOT 19: NORTHERN TOWERS

An office complex is being developed on this plot by ZAO Severnaya Bashnya. The Northern Towers will consist of three buildings – two 12-storey and one 29-storey. These will contain 135,000m² of floor space.

The architect is Project Institute 2 and the construction engineer is Bau Holding Strabag AG (Austria). Interior design in the building will be carried out by ABD Limited, and legal services with regard to lease documents are provided by PricewaterhouseCoopers.

The first phase of Northern Tower is scheduled for shell and core delivery by the fourth quarter of 2006. The marketing and leasing campaign has already started. Raiffeisenbank has agreed to become the first tenant of the complex.

Northern Tower will feature spectacular atriums, prime office premises and a multi-level parking for 688 cars. There will also be a multi-functional conference hall for up to 200 people, banking premises, restaurants and cafes, a fitness centre with a swimming pool operated by Reebok, a professional dental clinic and a beauty parlour.

POWER PLANT CONSTRUCTION

The power supply for the new MIBC has been a subject of much contention among foreign investors. The complex requires an efficient power distribution system operating at 20kV rather than the more typical 10kV.

CITY JSC and power supplier Mosenergo JSC put forward a proposal in 1999 to the Moscow City Government to develop a new power network for the MIBC, mini-metro, metro junction core, Eurostation and Sheremetyevo-Moscow Rapid Transit System.

The power and heat supply for the MIBC will be provided from three sources: the Mosenergo power station ‘SS-CITY-1’; the district heat and power station ‘Krasnya Prsnya’; and the MIBC power plant on Plot 7A, which entered its first phase of construction in 2002–2003 and is now well into its second phase with completion expected in 2006.

Having established the power supply sources, the next part of the project was the bulk power and distribution network to support the MIBC. Phase 1 of the MIBC power plant has seen the construction of a Gas Turbine Unit (GTU) and Heat and Power Plant (HPP) with a capacity of 50MW and a substation with two transformers for 110V from 20kV and 110V from 10kV and two 63MVA distribution units. The next phase will see an increase of capacity up to 100MW.

The developers of the power plant are CITY JSC and CITY-ENERGO Company Ltd. The contractors for the project are Liard-Stroy Ltd and the designers of the plant were Mosproekt-2 and VNIPI Energoprom.

TRANSPORTATION CONSTRUCTION

The Moscow–Sheremetyevo line is the first phase of the RTS to connect the three satellite airports to the centre of Moscow. This first line, 34.3km in length, will provide interconnectivity between the airport, regional centres and urban junctions and also interconnect with the existing municipal transport system. The project was started in 2001 and eight stations were planned. This stage is now complete.

The developer for the RTS is CITY JSC in collaboration with the City of Moscow; the designer is SNC Lavalin of Canada. The Phase 2 section of the project to extend the line to cover Vnukovo Airport was started in 2004 and is now nearing completion (scheduled to open in 2007).

The RTS development not only concerns rail links to the new commerical centre of Moscow but it is also a development in its own right. The Plot 11 development will include the construction of the new Moscow transport terminal uniting the RTS, three lines of the underground and the intercity bus terminal.

The complex will include transport stations with waiting rooms, boarding areas for VIPs, a hall of customs inspection, left-luggage offices, a 342 room hotel and ticket offices.

For this section of the development Citer Invest B.V. of the Netherlands is the developer, Behnish and Behnish Architekten of Germany are the architects. The investment is $200 million and construction is underway with an expected completion in 2007.

MINI-METRO LINE

A mini-metro line was also constructed to provide transportation within the MIBC and to connect with the historical centre of Moscow. There are three stations, one constructed in Phase 1 of the project and two in Phase 2. The three stations are Dorogomilovskaya, International and Moscow – City.

The length of the line is 5.85km. The engineering and transport contractors were Metrogiprotrans JSC. The line along with the International and Moscow – City stations came into operation in September 2005.

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Events See all →

Investigating homelessness.

Kelly Writers House, 3805 Locust Walk

Earth Week 2024

This is a campuswide week of events, lectures, and volunteer opportunities designed to educate and inspire action related to environmental justice, climate, and nature-based solutions. This year’s theme is Restore & Regenerate.

Various locations

Take Our Children to Work Day

Excellence in Graduate Teaching Reception

5:00 p.m. - 6:30 p.m.

Penn Graduate Student Center, 3615 Locust Walk

Campus & Community

Class of 2024 President’s Engagement, Innovation Prize winners announced

Three prize-winning teams will design and undertake post-graduation projects that make a positive, lasting difference in the world..

University of Pennsylvania Interim President J. Larry Jameson today announced the recipients of the 2024 President’s Engagement and Innovation Prizes. Awarded annually, the Prizes empower Penn undergraduate students to design and undertake post-graduation projects that make a positive, lasting difference in the world. Each Prize-winning project will receive $100,000, as well as a $50,000 living stipend per team member. The Prizes are the largest of their kind in higher education. All Prize recipients collaborate with a Penn faculty mentor.

Five fourth-year students were named recipients of the 2024 President’s Engagement Prize. They are Simran Rajpal and Gauthami Moorkanat for Educate to Empower and Anooshey Ikhlas, Brianna Aguilar, and Catherine Hood for Presby Addiction Care Program. Fourth-year students Yash Dhir and Rahul Nambiar have received the President’s Innovation Prize for their project, Jochi .

“The 2024 recipients of the President’s Engagement and Innovation Prize all combine the highest levels of academic excellence with strong service-minded missions,” said Jameson. “Educate to Empower, Presby Addiction Care Program, and Jochi exemplify Penn’s founding ethos: to pursue knowledge for knowledge’s sake and to use it to do good in the world. I congratulate each of our Prize winners and look forward to seeing their ventures thrive.”

The 2024 prize recipients—selected from an applicant pool of 68—will spend the next year implementing the following projects:

• Simran Rajpal and Gauthami Moorkanat for Educate to Empower: Rajpal, a biology and health and societies double major in the   College of Arts and Sciences from Chester Springs, Pennsylvania, and Moorkanat, a biochemistry major in the College from Stirling, New Jersey, will work to identify and dismantle barriers to breast cancer screenings in marginalized communities through education and resources at community centers in Philadelphia. They are mentored by Leisha Elmore , an assistant professor of surgery at the University of Pennsylvania Perelman School of Medicine and chief of breast surgery at Penn Presbyterian Medical Center .    
• Anooshey Ikhlas, Brianna Aguilar, and Catherine Hood for Presby Addiction Care Program: Ikhlas, a neuroscience major in the College of Art and Sciences from Raynham, Massachusetts; Aguilar, a medical sociology major in the College from West Haven, Connecticut; and Hood, a health and societies major in the College from West Greenwich, Rhode Island, will focus on implementing a volunteer program at Penn Presbyterian Medical Center aimed at addressing challenges encountered by individuals with substance use disorders during hospitalization. The Presby Addiction Care Program team is mentored by Jeanmarie Perrone, professor of emergency medicine in Penn’s Perelman School of Medicine and founding director of the Penn Medicine Center for Addiction Medicine and Policy.   
• Yash Dhir and Rahul Nambiar for Jochi: Dhir, a systems science and engineering major in the School of Engineering and Applied Science from London, and Nambiar, an applied science in computer science major in Penn Engineering from Dubai, will grow an online ed-tech management platform that improves the educational experience of students with learning differences, such as ADHD, dyslexia, and executive functioning deficits, and that helps foster greater efficiency and engagement by teachers and administrators in supporting these students. They are mentored by Amanda Antico, capstone director of the Education Entrepreneurship Program in the Graduate School of Education .

This year’s finalists also included fourth-years Sindhuja Uppuluri for Project StreetGuard; Himanshi Verma and Nikita Patel for Refugee Health Empowerment Initiative; Kiln Chen, Caroline Li, and Angela Shen for The Jendela Project; Julianna Cimillo, Turner Halle, Melissa Nong, and Ethan Markwalter for Panbo; and Chiadika Eleh, Liam Pharr, Joey Wei, Isaac Kim, and Venkatesh Shenoy for See-Rynge.

“These prize-winning projects exemplify the enterprising spirit of our Penn students,” said Provost John L. Jackson Jr. “They are all addressing critical challenges in inventive new ways, from ensuring equity and access in health care to improving treatments for substance use disorders to expanding educational resources for those with learning differences. We are indebted to their outstanding faculty advisors and to the staff of the Center for Undergraduate Research and Fellowships , who worked closely with them to develop their ideas into these inspiring initiatives.”

The Prizes are supported by Trustee Emerita Judith Bollinger and William G. Bollinger, in honor of Ed Resovsky; Trustee Emerita Lee Spelman Doty and George E. Doty Jr.; Trustee Emeritus James S. Riepe and Gail Petty Riepe; Trustee David Ertel and Beth Seidenberg Ertel; Wallis Annenberg and the Annenberg Foundation; and an anonymous donor.

Picturing artistic pursuits

Penn celebrates operation and benefits of largest solar power project in Pennsylvania

Solar production has begun at the Great Cove I and II facilities in central Pennsylvania, the equivalent of powering 70% of the electricity demand from Penn’s academic campus and health system in the Philadelphia area.

Education, Business, & Law

Investing in future teachers and educational leaders

The Empowerment Through Education Scholarship Program at Penn’s Graduate School of Education is helping to prepare and retain teachers and educational leaders.

Arts, Humanities, & Social Sciences

‘The Illuminated Body’ fuses color, light, and sound

A new Arthur Ross Gallery exhibition of work by artist Barbara Earl Thomas features cut-paper portraits reminiscent of stained glass and an immersive installation constructed with intricately cut material lit from behind.

25 years of ‘LOVE’

The iconic sculpture by pop artist Robert Indiana arrived on campus in 1999 and soon became a natural place to come together.

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About the Business

As industry-leading apartment brokers, we wanted to fix a critical and common pain-point for our clients: Property Management. After years of hearing about poor management and lack of supply from the current market players, we founded Capstone with the mission of maximizing our clients’ investments and providing first-class service. Our team approaches every property with a sense of responsibility – to be treated as if it were our own investment, ensuring the “pride of management” in every aspect of our work. Our goal is to maximize the profitability of each client’s property by leveraging cutting edge technology, in-depth knowledge of the local market and legislation, and a strong emphasis on customer service. Through these strategies, we strive to deliver exceptional value and provide top-tier property management services to our clients. …

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