What better way to spend part of IAP than developing a climate control system for an electric vehicle. The challenge for students taking GEL’s Engineering Design & Rapid Prototyping course was to design a system that quickly heated/cooled the cabin and filtered air more cleanly than traditional vehicles, while not using too much electricity. Teams proved their concepts by building and testing multiple prototypes, then presented their solutions to an “automaker” panel.
GEL’s highly innovative weekly Engineering Leadership Lab (ELL) provides a “playing field” that serves as the core of our students’ engineering leadership development.
Students participate in immersive, team-based activities designed to challenge their assumptions and hone their leadership, teamwork, and communications skills. Each ELL focuses on one or more of the Capabilities of Effective Engineering Leaders, with active participation by engineering industry leaders, who also share their real-world experiences. These activities provide opportunities for students to lead their peers and serve on teams, while fostering growth and learning individually and within their team.
These images are from the Structured Communications ELL.
One of the defining components of the GEL2 experience has been the four‑day, off‑site Project Engineering course. Now officially offered as 6.9140 – Fundamentals of Engineering Project Management. The course introduces students to the essentials of engineering project management: project charters, stakeholder analysis, scope estimation, resource allocation, schedule forecasting, and risk mitigation. Students apply these tools to one of over a dozen real world engineering projects ranging from AI‑enabled sorting systems to humanitarian and disaster response.
But the technical content is only half the story.
The course’s signature IAP format – affectionately known as “GEL Camp” – immerses students in a four‑day, off‑campus environment where teamwork, deadlines, and project uncertainty set the conditions for real engineering leadership to emerge.
This year marked several important milestones for the course. First, MIT approved the expansion of both the IAP and H3 versions from 4 to 6-units, which allowed us to further strengthen the academic rigor including additional team-project work and consistent stakeholder engagement (provided by our Industry Assistants) during each team’s project evolution. Second, following last year’s successful pilot, we again offered the H3 on‑campus version to undergraduates across the Institute while preserving priority access for GEL students during IAP.
We also moved the IAP offering from Camp Cody to a more modern facility just across the street at Camp Calumet. Calumet preserves the close‑quarters living and working environment that makes “GEL Camp” so impactful, while providing the updated amenities and space needed to run the course effectively.
What hasn’t changed is the role and importance of the alumni who support both courses. Each year GEL Program alums volunteer as Industry Assistants to serve as project stakeholders/mentors, industry panelists, and lecturers. Their presence transforms the course into something truly unique: a living demonstration of the “GELumni” tradition of paying forward the lessons that shaped their own careers.