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|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|BIA 310||Digital Imaging I|
This course will serve as an introduction to video production using current video technologies. Students will learn basic production skills and they will be introduced to the history of experimental film and video. There will also be a discussion of visual structure. In this course students will develop and shoot footage that may be used for Video II.
|BIA 650||Proc Analytics & Optimization||3||0||3||0|
|BIA 652||Multivariate Data Analysis I||3||0||3||0|
|BIA 654||Experimental Design II||3||0||3||0|
|BIA 656||Statistical Learning & Analytics||3||0||3||0|
|BIA 658||Social Network Analysis||3||0||3||0|
|BIA 660||Web Analytics||3||0||3||0|
|BIA 670||Risk Management Methods and Applications|
Theoretical and practical aspects of risk assessment and management will be covered. Major topics include: Importance of innovation and technological changes in current competitive environment, risk and uncertainty, decision trees, binomial methods and derivation of Black-Scholes option pricing formula, extension of option methodology to non-financial (real) options, VAR (value at risk), a framework of risk assessment, and several real-world case studies. The course is designed for all students in the School of Technology Management.
|BIA 672||Marketing Analytics|
In this course, students will learn about marketing analytics techniques such as segmentation, positioning, and forecasting, which form the cornerstone of marketing strategy in the industry. Students will work on cases and data from real companies, analyze the data, and learn to present their conclusions and make strategic recommendations.
|BIA 674||Supply Chain Analytics|
Supply chain analytics is one of the fastest growing business intelligence application areas. Important element in Supply Chain Management is to have timely access to trends and metrics across key performance indicators, while recent advances in information and communication technologies have contributed to the rapid increase of data-driven decision making. The topics covered will be divided into strategic and supply chain design and operations, including -among others- supplier analytics, capacity planning, demand-supply matching, sales and operations planning, location analysis and network management, inventory management and sourcing. The primary goal of the course is to familiarize the students with tactical and strategic issues surrounding the design and operation of supply chains, to develop supply chain analytical skills for solving real life problems, and to teach students a wide range of methods and tools -in the areas of predictive, descriptive and prescriptive analytics- to efficiently manage demand and supply networks.
|BIA 676||Data Streams Analytics: Internet of Things|
In recent years, the progress in sensor technologies, RFID (Radio Frequency Identification) tags, smart phones and other smart devices has made it possible to measure, record, and report large streams of transactional data in real time. Such data sets, which continuously and rapidly grow over time, are referred to as Big Data Streams. Analysis of streaming data poses a number of unique challenges which are not easily solved through direct applications of well-known data mining methods and algorithms developed for traditional static data. This course will serve as a first course on the emerging field of “Data Streams Analytics”. It will provide an introduction to IoT, sensors & devices, the architecture and environment in which these devices generate data streams, the data quality & data cleaning, data acquisition, and emerging methodologies and algorithms for knowledge discovery from data streams. Topics include: synopsis & sampling techniques, sliding windows, computing the entropy in streams, data streams correlations, change detection, outliers & anomaly detection.
|BIA 678||Big Data Seminar|
The field of Big Data is emerging as one of the transformative business processes of recent times. It utilizes classic techniques from business intelligence & analysis (BI&A), along with a new tools and processes to deal with the volume, velocity, and variety associate with big data. As they enter the workforce, a significant percentage of BIA students will be directly involved with big data as technologists, managers, or users. This course will build on their understanding of the basic concepts of BI&A to provide them with the background to succeed in the evolving data-centric world, not only from the point of view of the technologies required, but also in terms of management, governance, and organization.
|BIA 680||Applied Analytics/Life Sciences||3||0||3||0|
|BIA 686||Applied Analytics in a World of Big Data|
Business intelligence and analytics is key to enabling successful competition in today’s world of “big data”. This course focuses on helping students to not only understand how best to leverage business intelligence and analytics to become more effective decision makers, making smarter decisions and generating better results for their organizations. Students have an opportunity to apply the concepts, principles, and methods associated with four areas of analytics (text, descriptive, predictive, and prescriptive) to real problems in an application domain associated with their area of interest. Prerequisites: Students should complete at least 5 courses in the BI&A curriculum before taking this course.Syllabus
|BIA 702||Curricular Practical Training|
This course involves an educationally relevant practical assignment that
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|BT 100||Principles of Management|
This course designed to provide a foundation of knowledge on the subject of management, while moving you closer to being an effective manager yourself. We discuss the functions, tasks, and responsibilities of managers in modern organizations. And we will focus on how managers engage their resources to achieve their goals. As this in an introductory course, we will survey a broad range of topics relevant to management scholars and managers.
|BT 101||Business Plan I: Introduction to Business Planning and Field Study |
Business Plan I: Introduction to Business Planning and Field Study During this 1st year course, students will gain a fundamental understanding of how businesses are organized, key functions within a company, and how companies operate, based upon using a Business Plan model as the teaching tool. Students start their exposure to a group of companies to assist them in determine what company, product, or service they choose for their business plan. Where appropriate, the latest E-Business techniques will be taught and used.Syllabus
|BT 102||Business Plan II: Diagnosing the Internal Capabilities of a Company|
During this 1st year course, students will develop skills in conducting in-depth internal analysis of a company, to include the type of questions and information needed for a situational diagnosis of a company's product or service, R&D efforts, organization and management, and financial strategies, Students are required to do more in-depth analysis on three selected companies, using the research and analysis techniques learned in this and last semester's course.Syllabus
|BT 115||Financial Accounting|
This course deals with the methods and principles of financial accounting. It is concerned with the measurement of the results of business activities and with the preparation and use of financial reports such as the balance sheet and income statement. Topics include: the accounting cycle, principles of accrual accounting, the measurement and reporting of detailed balance sheet items and the analysis of financial reports. Ethical issues in accounting will be addressed.Syllabus
|BT 121||IT & Communications: Introduction to E-Business |
The recent developements in information technology (IT) and e-business have brought dramatic changes in the way companies operate, compete and conduct business. During theis course, students are introduced to the organization structure of e-business and are provided with a solid theoretical foundation for understanding applications from a managerial orientation. The focus is how new technology is conducted and managed, in addition to what are its opportunities, limitations, issues and risks. The goals for the course encourage student to develop skills in two areas: Information Technology Fundamentals and Business Applications. Specific topics include: Architecture of IT; e-business and the Internet; future trends in IT; and understanding business applications as they relate to IT.Syllabus
|BT 131||Technogenesis: Introduction to Innovation and Creativity |
This course will introduce students to innovation and creativity. Included will be techniques to stimulate creativity in groups and individuals. The course utilizes individual and team projects to develop an intrinsic understanding of the environment, human's interaction with it and innovations to improve that interaction. Students will report the results of their innovation efforts through written and oral presentations. Included will be guest lectures and laboratory visits to introduce the student to the innovation processes. This course is open only to Business and Technology majors.Syllabus
|BT 181||Seminar in Business|
This course will broadly address the issue of how management decisions are made in a corporate business environment.The focus will be on understanding the tools, people and processes that are used in large public companies to make major decisions. We will explore this in the context of the major decisions made by senior management, as opposed to day-to-day decision-making. As a survey course we will only highlight the theory and detailed mechanics of complex decision-making. Our focus will be to discuss the issues faced by executives in solving complex problems that require their attention and review the methods used by business executives to handle uncertainty, mitigate risk and create outcomes that address the needs of the business. Throughout the course we will examine the decision-making process from the perspective of different departments; marketing, sales, corporate planning, production, financing, etc.While many of the planning, financial and analytical tools are common, their application within different departments can and will vary. The course will consist of two components: 1. Lectures and reading on decision-making tools, methods and procedures. 2. Business case discussion on the application of decision-making tools to timely issues faced by leading corporations.Syllabus
|BT 200||Financial Accounting||3||0||3||6|
|BT 201||Business Plan III: Diagnosing and Measuring Customer Satisfaction|
During this 2nd year course that focuses on measuring customer satisfaction and expectations, students will gain an understanding and appreciation of the issues that must be addressed to initiate a CSM program, the issues that go into the development implementation and managerial considerations involved in CSM. Topics include: customer satisfaction; "Customer Value Model;" and collecting and analyzing demographic and psychographic data.Syllabus
|BT 202||Business Plan IV: Diagnosing the External Environment|
BT201 Students continue to build upon the market research and situational analysis techniques from prior courses by evaluating the external factors that can significantly impact a company's performance. Topics include: identifying key market-related forces and their impact on the company's marketing strategy; the impact of technological and social-economic developments; analyzing the impact of economic development on a company's financial strategy; and understanding the impact of legislative and regulatory actions. Students will complete an externally focused analysis of a company's operations and use the results of the analysis to identify threats and opportunities related to that company's performance.Syllabus
|BT 215||Managerial Accounting|
This course focuses on the managerial uses of accounting
This course provides students with an understanding of the use of statistical methods as applied to business problems, in general, and to marketing research applications in particular. Topics include: descriptive statistics; probability theory, discrete and continuous probability distributions; sampling theory and sampling distributions; interval estimation; hypothesis testing; statistical inference about means, proportions, and variances; tests of goodness-of-fit and independence; analysis of variance and experimental design; simple and multiple regression; correlation analysis. This course has been developed with particular attention to the specific statistical foundation required by students enrolling in BT214 Marketing Research the next term. A statistical package (SPSS) will be used throughout the term.Syllabus
|BT 223||Applied Models and Simulation|
This course covers contemporary decision support models of forecasting, optimization and simulation for business activity. Students learn how to identify the problem situation, choose the appropriate methods, collect the data and find the solution. Handling the information and generating of alternative decisions based on operations research optimization, statistical simulation and system dynamic forecasting. Computer simulations will be performed on PCs equipped by user-friendly graphical interface with multimedia reports generation for visualization and animation. Students will also be trained in business game simulations for group decision support.Syllabus
|BT 230||Marketing Analytics|
The course will examine how firms achieve improved performance through the use of quantitative tools and techniques to inform marketing decision making----with particular emphasis on decisions involving response advertising and customer relationships. Each module of the course will begin with a review of a quantitative tool to which the students have already been exposed (e.g., net present value, statistical sampling theory, simulation, and regression analysis) and then illustrate the application of that tool in a marketing context. The course will rely heavily on problem sets, web-based exercises, and case studies as opposed to lectures and will require that students prepare for, attend, and contribute to class discussions. Examples of the kinds of decisions the course will examine range from the very tactical (how many names should be used to test the responsiveness of a direct mail list) to the strategic (how does one use the value of a firm’s customer relationships to estimate the value of the company). Companies that will be examined through the use of case studies include Capital One™ and their information-based credit-card strategy, Progressive® and their MyRate(SM) pay-as-you-drive auto insurance, and Netflix®.
The forces which govern the overall performance of the national economy are covered. Areas discussed include the essence of the economic problem, supply and demand analysis, national income theory, the monetary system, alternative approaches to economic policy, current macroeconomic problems, and international economics.Syllabus
The focus of this course is on the behavior of and interactions between individual participants in the economic system. In addition to providing a theoretical basis for the analysis of these economic questions, the course also develops applications of these theories to a number of current problems. Topics include: the nature of economic decisions, the theory of market processes, models of imperfect competition, public policy towards competition, the allocation of factors of production, discrimination, poverty and earnings, and energy.Syllabus
Students learn how to set preliminary goals, objectives, and strategies. They begin to develop the specific aspects of their business plan, including an actual sales/revenue plan. Topics covered also include preparing an research and development plan and the use of historical information to prepare sales, revenues, and marketing expense estimates. Students work independently and in class, individually and in teams.Syllabus
|BT 302||The Business Model|
This course covers the basic managerial components of planning, organizing, influencing, and controlling with selected study and discussion of important and sometimes controversial topics including global management, social and ethical responsibility, human resources, change, leadership, and communication. By term-end, students are expected to complete the ‘Managerial’ portion of their Business Plan.
|BT 321||Corporate Finance|
This course will focus on the appropriate capital structure for a corporation. Topics covered include financial statement analysis, time value of money, valuation of financial instruments, risk and reward, capital structures, the capital asset pricing model and cash management.Syllabus
|BT 322||Capital Markets|
This is a survey course that addresses the major financial markets, including the debt, equity, government securities and commodity exchanges. I have designed the course to provide a basic appreciation of why these markets exist, who are the players; how they work; what are the rules and how they are evolving. We will spend considerable time in discussing in detail the nature of the principal financial instruments or securities that are being bought and sold in these markets. Within this context we will also discuss how money is being made and lost in these exchanges; although we will not spend a lot of time on the financial theories of how these securities are pricing.Syllabus
|BT 325||Financial Reporting and Analysis|
This course will review how firms communicate through financial statements. It discusses how accounting regulations and managerial discretion influence financial statements. The course will cover how to use financial statement analysis as an integral part of the strategic analysis of firms. The course will focus on how to interpret financial statements, analyze cash flows and make judgments about earnings quality.Syllabus
|BT 326||Key Accounting Policy Issues in a Modern Global Corporation|
Course exposes students to experts from a myriad of backgrounds to discuss current, relevant topics relating to accounting issues in the modern, global corporation and to give students a greater understanding of the accountant's role. Guests will speak for one-hour and the remainder of the time will be a question-and-answer session, which will be intended to encourage a lively exchange of ideas.Syllabus
|BT 330||Social Psychology and Organizational Behavior||3||0||3||6|
|BT 333||Relational Databases for IT|
The course addresses the application of relational databases to solve business problems. It focuses on relational database model, multi-table query languages, file and index organization and integrity. Advanced topics include calculations in creating professional and useful reports, pivot tables and charts for data mining, database maintenance and the customization of a database with programming languages. Upon completion of this course students will be able to design, implement and maintain a relational database.Syllabus
|BT 334||Science and Technology IV: Introduction to Chemistry and Materials|
The course is the fourth in a four-course sequence for business and technology program students. The sequence of courses is designed to provide the student with an overview of modern sciences and technologies, as well as scientific and engineering methodologies. This course covers energy, thermodynamics, as well as environmental science and the impact of man's activity on the environment. The unifying theme of the course is power generation systems including fossil fuels, hydroelectric, geothermal and photovoltaic. A three-hour laboratory is an integral part of the course and includes experimentation, demonstrations and group projects.Syllabus
The purpose of this course is to provide the conceptual frameworks and decision tools required for the success in both technology-based and non-technology-based markets: the student learns to define and select specific customer segments; to monitor the business environment for both opportunities and threats, with particular attention to the ever changing technological and global context; and to develop marketing strategies for serving each targeted customer segment profitably. Although this course introduces the student to the basic theory and analytical methods characterizing modern marketing practice, there is an emphasis on both the marketing of technology products/services as well as the impact of technology on the general practice of marketing. Students are required to present both detailed marketing plans and several rigorous case analyses.Syllabus
|BT 352||Managing Innovation and Technology|
This course will introduce the student to the basic principles of managing technology and innovation in the corporate environment and the critical role technology plays as a strategic resource to achieve an organization's business objectives. Topics will include the evolution of technology and the technology lifecycle, understanding technological innovation in industry and organizational contexts, intellectual property, and the new product/service development process.Syllabus
|BT 353||Project Management|
This course will describe the problems of managing a project within a permanent organization for the purpose of achieving a specific objective. It will broadly cover the operational and conceptual issues faced by modern project managers. At the end of this course, students should be able to develop, execute, and control a basic project plan capable of supporting business objectives linked to measures of success for a single project
|BT 360||International Business|
The International Business course focuses on the impact of variation in the economic, political, legal, social, and cultural contexts of nations on the competitive business strategies of local and multinational firms.Course objectives include:Developing concepts and tools useful in evaluating and formulating the competitive business strategies of firms on the changing global environment.Develop a general framework for the country analysis useful in identifying the opportunities, challenges, and risks various countries present both to firms headquartered in them, and to multinational firms currently or contemplating competing in them.Apply the international business concepts and tools, and the framework for the country analysis to a number of different firms in a number of different industries in a number of different countries.Develop communication skills, including the ability to present effectively and communicate in writing effectively.
|BT 372||Discovery and Commercialization of Technical Business Opportunities|
Students are confronted with the challenges, problems and issues faced by inventors who seek to transform their inventions into economic viable innovations. This integrative course develops the fundamental business skills necessary to identify, evaluate, develop and exploit business opportunities.Syllabus
|BT 401||Capital Structure & Strategy Audit|
Students learn how to use their business plan, deal with problems encountered, update, and get funding. They are exposed to the issues of law, ethics, and negotiation as applied to business implementation. Students are required to make their first full-plan presentation to peers and faculty. Topics include type of capital and alternative sources, venture capital, and building the organizational infrastructure for plan support.Syllabus
|BT 402||Business Plan VIII: Plan Perfection and Presentation|
Students see the culmination of their efforts in this final semester. They make their presentation; it is evaluated by industry and venture leaders.Syllabus
|BT 403||Marketing Strategy and Decision Making|
This elective course provides students the opportunity to draw together and build upon the marketing and business knowledge acquired in prior courses. Students are challenged to apply and extend this knowledge in a variety of marketing opportunities, forecasting, test market interpretation, product management, pricing decisions, development of the marketing communication mix, and sales force management. Cases are extensively used.Syllabus
|BT 411||Business Consulting in Engineering Design I|
Students are required to join senior engineering project teams and contribute to the project in terms of helping the group develop a business plan for its design product.Syllabus
|BT 412||Business Consulting in Engineering Design II||3||6||0||6|
|BT 413||Business Law, Ethics and Negotiations||3||0||3||6|
|BT 414||E-Commerce Infrastructure|
This course introduces students to the managerial analysis and application of network and software applications necessary to develop, maintain, and enhance a business presence in the electronic marketplace. This course builds upon previous courses in Information Technology, including network and software applications from a management and implementation perspective, and introduces advanced concepts in these areas. This course requires in-class use of a laptop computer in the current Stevens configuration with Stevens wireless and TCP/IP access.Syllabus
This course covers differentiated and contrasted aspects of an entrepreneurial organization. In addition, students are exposed to the latest e-business tools used to expand a business and facilitate entrepreneurial start-up firms. Included are differences in funding techniques, hiring and practice, and leveraging of supplier resources.Syllabus
|BT 416||Business Process Management|
The course addresses the methods and techniques required to analyze, design, implement, automate, and evaluate business processes. Structured along the phases of the Business Process Management (BPM) life cycle, students learn to analyze organizational performance from a process perspective, redesign processes using value-focused techniques, design workflows and implement them in BPM systems, simulate new process designs, and create process analytics applications using dashboards. The course leads students from process discovery through conceptual and technical process design through the implementation and management of workflows to the structure of process-aware information systems. Upon completion of this course students will be able to assess the efficiency and effectiveness of an organization from a process perspective, conduct process improvement projects, and determine the role of technology in supporting corporate processes.Syllabus
|BT 418||Investment Strategies|
BT321 The investment strategies course will focus on the different fundamental approaches and tactics used by leading investors to achieve their financial goals by: 1) Targeted readings and class room discussions of investment styles, including momentum, growth, income, distressed, asset allocation, and vulture investing, to name just a few; 2) Participating in a real-time market simulation game in which each student (or teams of students) will learn how to create viable portfolios of stocks, bonds and other investments; while tracking their performance against the overall market and the class on a weekly basis throughout the course. This course will teach the practical side of investing how to set investment objectives; determining which investment styles will help meet these objectives; as well as the tactical side of how to buy and sell individual securities and protect gains or hedge risks. Students will be required to sign-up for the STOCKTRAC simulation program that allows virtual buying and selling securities just like professional investors without the expense and/or risk of actual trading. No prior trading experience or finance courses will be required. Students will develop portfolios and report during the semester on their progress. A final portfolio analysis report will be required at the end of the semester.Syllabus
|BT 419||Entrepreneurship Practicum|
This capstone course within the Entrepreneurship minor is designed to develop the content and presentation of the technical and business elements of students’ entrepreneurial business plans. Starting with the technical aspects of the design project, students are led through the components of a complete business plan, with instruction and practice in the writing and presentation of the plan. As a capstone exercise, students complete the course by presenting their business plans in an ‘Elevator Pitch’ event at which venture capitalists and other investors rate the quality of student presentations and entrepreneurial business ideas.Syllabus
|BT 420||Independent Company Project||0||0||0||0|
|BT 421||Systems Analysis and Design|
This course focuses on the analysis and development of systems to meet the increasing need for information within organizations. It presents and analyzes various topics such as systems development life cycle, analysis and design techniques, information systems planning and project identification and selection, requirements collection and structuring, process modeling, data modeling, design of interface and data management, system implementation and operation, system maintenance, and change management implications of systems.Syllabus
|BT 423||Intellectual Property and International Business Law|
This course takes an in-depth look at intellectual property rights, with a focus on key management issues and how one secures, manages, and enforces these rights. There is a major focus on the international and Internet aspects of intellectual property, but also on other areas of concern to business and technology managers, such as unique contexts in which intellectual property issues arise, events normally viewed under other areas of law but which impact intellectual property, and how to protect the firm as well as its intellectual property rights. The student will examine the current state of the law in these areas as well as gain insight into the possible future direction of the law, helping the student become better prepared for today's and tomorrow's work and business environment.
|BT 425||Investment Management |
An introduction to the investment management process emphasizing measuring and managing investment risk and return. Topics will include investment objectives and constraints, modern portfolio theory, CAPM, efficient markets, stock and bond valuation models, performance evaluation, futures and options.Syllabus
|BT 426||Securities Valuation|
This is an advanced course that is designed to provide you with a comprehensive perspective of how financial theory is applied to valuation problems. The tools and techniques that will form the foundation of the course can be applied to a broad range of valuation topics that extend beyond securities (or public equities) and will encompass pricing for: private enterprise valuation and term sheets; intellectual property rights and patents; marketing and distribution agreements; commercial real estate leases; licensing agreements; options and insurance contracts. The course will center on intrinsic enterprise or project evaluation and will build upon the concepts introduced in the basic Corporate Finance course.Syllabus
|BT 430||Introduction to Derivatives|
This is a course on the fundamentals of financial derivatives, covering the basic properties and the pricing fundamentals of futures, options and swaps. It also explores trading and hedging strategies involving financial derivatives. Finally, time permitting special topics such as exotic options and credit derivatives are explored. The course provides the foundation of financial derivatives and lays the ground for a rigorous risk management course and other advanced quantitative courses, such as stochastic finance.
|BT 435||Social Networks: A Marketing Perspective||3||0||3||0|
|BT 440||Introduction to Banking and Credit||3||0||3||6|
|BT 450||Global Management Seminar|
This seminar will examine the processes of globalization for multi-national companies and why they seek markets in other countries. US and foreign countries cultural, labor and management issues will be compared. How management practices transfer across cultures will also be examined. Includes visits to overseas companies as part of a field study experience.
|BT 465||Public Relations|
This course will give students an insightful overview of the practice and power of public relations, and its role in the marketing mix. No longer an industry relegated to sending out press releases as a means to communicate, this course will help students understand the power of communication across all genres, and appreciate the role of communication/reputation management in all aspects of business. From corporate earnings announcements to employee relations and philanthropic endeavors, this course will relay the basic elements for this effective tool. This course, taught by a practicing professional, will give an overview of outside PR counsel; internal PR departments; and how to manage the specialty function.Syllabus
|BT 475||Digital Entrepreneurship||0||0||0||0|
|BT 499||Independent Study||0||0||0||0|
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|MIS 201||Fundamentals of Information Systems |
This course provides an introduction to systems and development concepts, information technology and application software. It explains how information is used in organizations and the effects IT has on the organization’s structure, processes, employees, customers, and suppliers. In addition, the course describes how IT enables improvement in quality, timeliness, and competitive advantage. Structure and functions of computers and telecommunications systems are also examined.Syllabus
|MIS 410||Designing Information Systems|
This course covers information systems design and implementation. Students will demonstrate their mastery of the design process acquired in earlier courses by engaging in the physical design and implementation process for an information system of a limited scope.
|MIS 430||Integrating Information Systems|
This course focuses on the relationships and the interdependencies among networks, hardware, data, and applications. The students will learn how to design in the large, make appropriate choices about architecture in relationship to overall organization goals, understand the different mechanisms for coordination available, and create a process for establishing and maintaining an ongoing enterprise architecture.
|MIS 440||Information Networks|
This course provides an in-depth knowledge of data communications and networking requirements including networking and telecommunications technologies, hardware, and software. Emphasis is upon the analysis and design of networking applications in organizations. Management of telecommunications networks, cost-benefit analysis, and evaluation of connectivity options are covered. Students learn to evaluate, select, and implement different communication options within an organization.
|MIS 460||IT Strategy: Strategic Issues in IT Management|
This course introduces students to the use of computerized information systems to satisfy strategic business needs. It outlines the concepts of information systems for competitive advantage, data as a resource and IS and IT planning and implementation. It concentrates on developing the students’ competency in current/emerging issues in creating and coordinating the key activities necessary to manage the day-to-day IT functions of a company.Syllabus
|MIS 500||Practicum Oral and Written Communication Competency|
Students will be graded on several team and individual oral presentations and written reports which demonstrate their competency in both oral and written communications. Each student will have an oral/written report card. (0.6 credits)
|MIS 501||Information Management|
A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment. This non-credit, web based course is in place to prepare MSIS students that do not have IT experience. It (or equivalent experience) is a prerequisite for any MSIS course. No credit towards a graduate degree for departmental majors. Undergraduates are not allowed to enroll in this course.
|MIS 502||Introduction to Accounting, Microeconomics, Statistics and Finance|
This non-credit, self-paced, web-based course is provided as a prerequisite to the required finance course for MSIS students. It introduces students to four important business disciplines: Accounting, Microeconomics, Statistics, and Financial Statements. It is intended for students without the respective background from either previous course work or work experience.Syllabus
|MIS 610||Managing Enterprise Systems|
This course offers a broad survey of Enterprise Systems technology and IS management considerations with emphasis on the mainframe. The course takes a strategic management perspective in exploring the mainframe’s architectural capabilities and impacts. Specific topics of study include Introduction to the Mainframe Environment, Total Cost of Ownership, Cost of Downtime, Scalability, Security, Access Management, and Mainframe Careers. Enterprise Systems case studies are explored throughout the course.Syllabus
|MIS 620||Analysis and Development of Information Systems|
This course presents and analyzes various approaches to information analysis and development of organizational information systems within a system development life-cycle (SDLC), e.g. the waterfall, concentric, and prototyping approaches. Topics include strategic planning for SDLC, front-end and back-end phases of SDLC, project management, CASE methodologies, and balancing user, organizational, and technical considerations.Syllabus
|MIS 630||Data and Knowledge Management|
This course deals with strategic uses of data, data structures, file organizations and hardware as determinants of planning for and implementing a enterprise-wide data management scheme. Major course topics include data as valuable enterprise resource, inherent characteristics of data, modeling the data requirements of an enterprise, data repositories and system development life cycles.Syllabus
|MIS 635||Designing the Knowledge Organization|
This course will focus on the design and management of the knowledging organization organizations that generate and apply knowledge. A central theme of this course is the design of knowledge work. We concentrate on both micro- and macro-design and their interrelationships: individual, team, task, process, and organization levels. This courses comprises what is generally termed knowledge management and by extension the learning organization.Syllabus
|MIS 636||Data Warehousing and Business Intelligence|
This course focuses on the design and management of data warehouse (DW) and business intelligence (BI) systems. The course is organized around the following general themes: Knowledge Discovery in Databases, Planning and Business Requirements, Architecture, Data Design, Implementation, Business Intelligence, Deployment, Maintenance and Growth, and Emerging Issues. Practical examples and case studies are presented throughout the course.Syllabus
|MIS 637||Knowledge Discovery in Databases 1|
This course will focus on Data Mining & Knowledge Discovery Algorithms and their applications in solving real world business and operation problems. We concentrate on demonstrating how discovering the hidden knowledge in corporate databases will help managers to make near-real time intelligent business and operation decisions. The course will begin with an introduction to Data Mining and Knowledge Discovery in Databases. Methodological and practical aspects of knowledge discovery algorithms including: Data Preprocessing, k-Nearest Neighborhood algorithm, Machine Learning and Decision Trees, Artificial Neural Networks, Clustering, and Algorithm Evaluation Techniques will be covered. Practical examples and case studies will be present throughout the course.Syllabus
|MIS 638||Knowledge Discovery in Databases II|
This course will focus on Data Mining & Knowledge Discovery Methods and Models. We concentrate on both methods and applications. The course will begin with a n introduction to probability, statistics, and sampling techniques. Methodological and practical aspects of knowledge discovery tools and techniques including: Principle Components, Linear Regression, Logistic Regression, Naive Bayes Estimations and Bayesian Networks will be covered. Practical examples and case studies will be present throughout the course.Syllabus
|MIS 640|| Network Management|
This course introduces the technical, as well as managerial, aspects of distributed information systems. The emphasis is on synthesizing the underlying technologies (networks, databases, and applications) with management approaches (planning, staffing, and organizing). Topics include: opportunities and challenges of distributed information systems, review of network technologies (LANs, WANs, MANs, high-speed networks), network architectures, client/server computing, distributed databases, distributed applications, open systems standards, and the management of distributed information systems. Case studies are introduced to illustrate different challenges and approaches to solutions.Syllabus
|MIS 650||IT Outsourcing Governance|
The purpose of this course is to describe the important governance considerations necessary to manage IT outsourcing. The material in this course will be valuable to students/companies who are undertaking IT outsourcing activities and to students/companies who serve as the outsourcing vendors. Topics will include strategic decision making, feasibility considerations, day-to-day management functions (such as managing Service Level Management using dashboards effectively, measuring and assessing value, project prioritization, resource allocation), and the “sunset” decision to close out an outsourcing agreement and reintegrate the functions and processes within the firm. Students can combine the knowledge and skills gained in this course with the more specialized knowledge in the other three IT outsourcing courses to create a valuable skill set for today’s marketplace for all organizations: foreign and domestic, corporate, non-profit, and government.Syllabus
|MIS 651||Legal Issues in IT Outsourcing|
The purpose of this course is to acquaint students with the specialized legal aspects of IT outsourcing needed to manage contract negotiation and for ongoing relationship management and measurement, regulation, off-shoring, and termination of IT outsourcing. Successful completion of the course allows the student to achieve a useful level of specialized management knowledge.Syllabus
|MIS 652||Relationship Management and IT Outsourcing|
This course will cover the many variations and complex manifestations of Relationship Management (RM) in the 21st century corporation in the context of IT outsourcing. Students will be exposed to both theoretical models and practical case studies to more fully develop a set of knowledge and skills to help them with RM related issues. Students will learn how to place outsourcing relationships within the general context of RM and identify the unique aspect of Outsourcing relative to other areas of RM. The issue of offshore outsourcing will particularly be discussed in the context of RM.Syllabus
|MIS 661||Marketing Online|
This course provides a basic understanding of social network theories and the way they are applied in online marketing. Students will develop this understanding from three aspects: (1) social network theories and marketing theories, (2) the techniques and best practices of online marketing, and (3) social network analysis. The specific topics include the representation of networks and basic concepts of network theories, such as strength of weak ties, centrality, clustering coefficient, small world network. These topics also include online marketing techniques: such as email marketing, search engine optimization, social media marketing, etc. Also students will be expected to conduct quantitative analysis of marketing data, such as MDS, cluster analysis and opinion mining.Syllabus
|MIS 662||Legal Issues for the IT Professional|
The course is a study of every major area of law that has an impact on the IT professional. The focus is on issues pertaining to electronic commerce and other technology-intensive business practices. The course discusses basic commercial law, jurisdictional issues and the contracting environment for online activity, including UCITA, intellectual property law, domain names, the protection of databases, privacy and publicity rights, and government regulation, including content-based restrictions, criminal law, and the prospective taxation of e-commerce. The goal of the course is to provide basic background in these issues for non-lawyers, and to promote sensitivity to the technological and business scenarios in which legal issues arise, enabling better management of their technological resources and commercial opportunities.
|MIS 663||Discovering and Exploiting Entrepreneurial Opportunities|
In this course, students will evaluate and create their own prospective business strategies. They will develop an understanding of entrepreneurship and innovation in starting and growing a business venture. Students will be given an opportunity to actually start their own business or create a business in their company by learning how to take advantage of the new order of business opportunities of the information age. This course’s main objective is to show students how to identify these opportunities, be able to formulate and evaluate both qualitatively and quantitatively whether the opportunity is worth pursuing, and, of course, how it may be pursued. Actual case studies and experiences will be intertwined with the course content.Syllabus
|MIS 664||Issues and Trends in Information Technology Law and Enterprise Management|
MIS 664 is a survey course that provides a comprehensive exploration of how developments in law and policy impact management and IT. The discussion will address current events in order to see how recent legislation, judicial decisions, rulemaking, and other events have a bearing on the adoption and execution of IT business models, business decision-making at the level of IT ventures, enterprise management, and corporate governance.
|MIS 669||Analyzing and Leveraging Social Media Websites|
The growing use of websites, such as Facebook and Twitter, allows everyone to generate and share content. These social media tools have become integral to our everyday lives. Students will learn various techniques for analyzing user behavior in social media websites by applying prominent theories that influence human behavior in these environments. They will examine these websites and evaluate their positive and negative impacts on society. The skills and knowledge that students acquire in this course will allow them to make recommendations for leveraging websites and other products/services that involve social media technologies.
|MIS 681||Financial Service Industry Trends and Issues|
This course concentrates on IT trends and issues in the financial services industry. Due to the diversity of this industry (banking, brokerage, and insurance), along with the assortment of customer characteristics (i.e. retail vs. institutional), we will modularize the lectures by industry and customer partitions. This segregation will provide for a better understanding of this ever-changing industry. Upon successful completion of this course, students will have a solid understanding of the industry, market dynamics, and how their roles in technology have an immense impact in the industry. This course will cover the structure and functioning of financial services, from the perspective of banking, insurance, capital markets, and brokerage. Topics include industry consolidation and globalization, investment banking, fixed-income markets, the equity markets, the regulatory environment, and financial analysis approaches. Trends in IT and its effect on each of these areas will be discussed.Syllabus
|MIS 683||Financial Services Industry Back Office|
This course is designed to provide the student with an in-depth understanding of the back-office trade process and the role of information technology (IT) in this process, with the goal of helping the student to be an effective provider of information system development and operations in this arena. The various phases of the trade process will be described, including key regulatory requirements. The current contributions of IT to the process will be reviewed, including straight-through processing, T+1 and foreign exchange trades. Topics include the structure and vocabulary of a trade and trade processing, the street-side view of a process flow, global processing, regulatory and compliance, back-office best practices, improving efficiencies and real-time processing.Syllabus
|MIS 684||Financial Services Industry Marketing and Sales|
This course concentrates on effective selling and marketing IT strategies in the financial services industry. Due to the diversity of this industry (banking, brokerage, and insurance), along with the multiplicity of customer characteristic (retail vs. institutional), we will modularize the lectures by industry and customer partitions. This segregation will provide for a better understanding of this ever-changing industry. Upon successful completion of this program, students will identify client constituent’s product needs and the ability for financial services companies to deliver this product (service) in a timely, cost-effective fashion. Corporate branding and marketing strategies will be reviewed and challenged by the student. Topics include the "sell-side", the "buy-side", the selling distribution process, e-business selling strategies, marketing strategies and corporate bonding, the role of data warehousing and sales data mining, and partnership with the client.Syllabus
|MIS 685||The Healthcare Value Chain|
This course has been designed to provide foundational knowledge about the healthcare industry for information technology (IT) professionals working in (or aspiring to work in) the healthcare industry. After an introduction to the U.S. healthcare system from a stakeholder perspective, students learn about the information and communication needs of key interdependent stakeholders: healthcare providers (hospitals, physicians), suppliers of surgical and non-surgical equipment and drugs, third-party insurers and payers (including government), and the healthcare consumer (patients). The course materials include readings by current thought leaders, in-depth case studies, background summaries prepared by the instructor, and public Web-based resources. Students gain up-to-date knowledge about current healthcare IT solutions used by key players in the healthcare valuechain, and also learn about resources for understanding future IT-related trends in this fast-changing industry. This course is also a pre-requisite for three MIS courses that focus on specific types of HIT applications and the process changes and healthcare data needed to support them: MIS 686, MIS 687, and MIS 688Syllabus
|MIS 686||Administrative Systems in Healthcare|
The course begins with an overview of systems acquisition, implementation and support issues, including project management tools and vendor management practices. We then discuss business to business (B2B) applications, including those pertaining to group purchasing, electronic data interchange (EDI); enterprise portals and regional health information organizations (RHIOs); systems pertaining to financial management including supply chain management (SCM) and revenue cycle management (RCM); and the discipline of evidence-based medicine (EBM), including analytical tools to support operational decision-making such as data mining and predictive modeling.Syllabus
|MIS 687||Clinical Systems in Healthcare|
This course focuses specifically on healthcare IT to support clinical workflows and point-of-care decision-making. Students gain an in-depth understanding of implementation, individual and group adoption, and evaluation issues for clinical systems in different types of healthcare settings. Exercises involving case analyses and workflow design are provided and ethical, social, and policy issues are examined. The course materials include readings by current thought leaders, healthcare informatics and information systems researchers, and in-depth case studies of HIT in both U.S. and non-U.S. contexts.Syllabus
|MIS 688||Patient-centered e-Health Systems|
This course focuses on the effective design and usage of patient-centered information technology solutions to improve healthcare outcomes. Technology adoption frameworks are used to assess the potential capabilities of a broad range of applications, including different types of personal health records (PHRs); Internet tools for patient communications; and telehealth applications for diagnosis, monitoring, and disease management. In addition to selected course readings and Web-based tool demonstrations, invited guest experts will share their insights about the effective technical design and implementation of e-Health solutions from the perspective of one or more stakeholders in the healthcare value chain.
|MIS 689||IT Management for the Healthcare Professional|
This course has been designed to provide the healthcare professional (physicians, nurses, allied health, and other healthcare professionals) with a foundation in information management. The adoption of clinical systems (electronic medical records, computerized physician ordering, e-prescribing) by healthcare providers, and the growth of evidence-based decision support systems within healthcare providers, suppliers, insurers, and payers in the healthcare value chain, is expected to significantly increase. For the effective utilization of these investments, healthcare professionals who have a mastery of IT management fundamentals are needed to participate in the design, development, and support of all of these types of IT investments. Students will gain an up-to-date knowledge about managing healthcare IT (HIT), and also become familiar with resources for keeping up-to-date with IT terminology and trends in this fast-changing industry.Syllabus
|MIS 690||Supply Chain Management and Strategy|
This course serves as the foundation course for studying strategic supply chain management within the Howe School. The course explores the major elements of the supply chain, and exposes students to leading edge thinking on supply chain strategy as well as practical tools and methods for its implementation. Topics covered include: Supply Chain Management Principles and the Customer; Supply Chain Networks and Organizations; Product Lifecycle Implications to Supply Chains; Forecasting and Inventory Management; Supply Chain Processes; Supply Chain Information Systems; Supply Chain Performance and Metrics; Lean Supply Chains; Risk Management; and Legal and Ethical Issues.
|MIS 691||Procurement and Supplier Management|
The Procurement and Supplier Management course explores the strategic issues in procurement and supply management, including the purchasing process, procurement cycle, purchasing research, relationships with suppliers, negotiation, commodity planning, as well as price and value analysis. The course covers the organizational, strategic, and operational aspects of procurement and supply management, along with an integrated view of how product/service supply networks are being designed and deployed to meet the needs of a highly differentiated customer base.
|MIS 692||Distribution and Logistics Management|
The Distribution and Logistics Management course explores the strategic issues in order, transportation, and distribution management, including the provisioning of finished goods and services to meet planned or actual demand. The course covers in-depth Distribution and Logistics Principles; Customer Fulfillment; Product Lifecycle Management; Distribution and Logistics Processes; Information Systems; Future Trends; as well as, Regulatory and Import/Export Issues.
|MIS 699||Managing Emerging Information Technology|
IT organizations must be able to leverage new technologies. This course focuses on how organizations can effectively and efficiently assess trends and emerging technologies in data and knowledge management, information networks, and analyzing and developing application systems. Students will learn how to help their organizations define, select, and adopt new information technologies.Syllabus
|MIS 710||Process Innovation and Management|
This course focuses on the role of Information Technology (IT) in reengineering and enhancing key business processes. The implications for organizational structures and processes, as the result of increased opportunities to deploy information and streamline business systems, are covered.Syllabus
|MIS 712||Advanced Business Process Management|
The course addresses the techniques and concepts required to map, implement, automate, and evaluate business processes. Focusing on the technical and implementation aspects of Business Process Management, the course leads students from technical process design through the implementation and management of workflows to the structure of process-aware information systems. It discusses the distinction between business processes and business rules and outlines how they can be supported by technology. It details the technical structure of process-aware applications and provides an overview of technology standards that affect BPM systems. Modules on the run-time monitoring of processes and post-execution evaluation techniques complete this course.Syllabus
|MIS 714||Service Innovation|
This course leads students through the identification, analysis, definition, and deployment of service opportunities within public and private organizations. Each of these phases is analyzed in detail to encompass the principal activities, methods, tools and techniques applied in the respective phase. Students will learn how to identify appropriate supporting techniques and information technologies for the different phases of the service life cycle, assess the role of technology, and gauge the organizational impact of service-focused operations. The objective of the course is to enable students to identify, implement and evaluate innovative service offerings in their organization.
|MIS 722||Research Seminar: Process Management & Innovation|
The course introduces PhD students to research areas surrounding the design, implementation, and improvement of organizational processes. The process-oriented analysis of organizations serves as a focal point for the integration of business requirements (in form of business processes) with technology capabilities (in form of process support systems). Research topics within the area of process innovation range from organization theory and workplace design to control theory and the formal representation of processes. Students will discuss seminal research papers in the individual course modules and develop a research paper of their own on a topic related to process innovation (Prerequisite: MIS 710 or permission of the instructor)Syllabus
|MIS 723||Research Seminar: Knowledge Management|
The course introduces PhD students to research areas surrounding the design, implementation, and management of knowledge organizations. The theory of organizational knowledge creation serves as a focal point for the elucidation and integration of knowledge subjects. Research topics within the area of knowledge management range from the design of knowledge processes and work to knowledge-oriented technologies and cultures. Students will discuss seminal research papers in the individual course modules and develop a research paper of their own on a topic related to knowledge management. This is a required course for PhD IM students.
|MIS 730||Integrating Information System Technologies|
This course focuses on the issues surrounding the design of an overall Information Technology architecture. The traditional approach in organizations is to segment the problem into four areas - network, hardware, data, and applications. Instead, this course concentrates on the interdependencies among these architectures. In addition, this course will utilize management research on organizational integration and coordination. The student will learn how to design in the large, make appropriate choices about architecture in relationship to overall organization goals, understand the different mechanisms for coordination available, and create a process for establishing and maintaining an ongoing enterprise architecture.Syllabus
|MIS 731||Integrating Information Technologies for Large-Scale Computing|
This course focuses on ways of designing an integrated enterprise architecture. The course explains the different forms of corporate information systems and their interaction. Mainframe systems will be the focus of the architecture. While in the past, mainframe systems were often self-contained, in current systems, it is more likely that such systems are part of an overall architecture including many smaller hardware devices and operating systems. The student will learn about the building blocks of current enterprise architectures, and then will learn how to connect them to solve the problems of large companies.
|MIS 735||Managing IT Service Processes|
MIS 735 entails the examination of architecture and process considerations for maximizing the quality and integrity of IT services and software, including measurements, compliance testing, and audits. The course maps to the Service Strategy and Service Design domains of ITIL.
|MIS 736||Managing IT Service Operations|
MIS 736 entails the examination of architecture and process considerations for maximizing the quality and integrity of IT services and software, including measurements, compliance testing, and audits. The course maps to the Service Transition, Service Operation, and Continual Service Improvement domains of ITIL.
|MIS 750||Managing IT Resources|
The objective of this course is to investigate and understand the organizational infrastructure and governance considerations for Information Technology (IT). It concentrates on developing the students’ competency in current/emerging issues in creating and coordinating the key activities necessary to manage the day-to-day IT functions of a company. Topics include: IT’s key business processes, IT governance, IT organizational structure, value of IT, role of the CIO, outsourcing, systems integration, managing emerging technologies, change management, and human resource considerations.Syllabus
|MIS 757||Practicum-Effective Communication for Managers|
In this workshop lab, students will learn several skillsto help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations, and portraying the correct image.
|MIS 758||Practicum - Oral and Written Communication Comptency|
Students will be graded on several team and individual oral presentations and written reports which demonstrate their competency in both oral and written communications. Each student will have an oral/written report card.
|MIS 760||Information Technology Strategy|
The objective of this course is to address the important question, "How does one improve the alignment of business and Information Technology strategies?" The course is designed for advanced graduate students. It provides the student with the most current approaches to deriving business and Information Technology strategies, while ensuring harmony among the organizations. Topics include business strategy, business infrastructure, IT strategy, strategic alignment, methods/metrics for building strategies, and achieving alignment.Syllabus
|MIS 800||Special Problems in MIS (MS)|
With permission of the instructor. Limit of six credits for the degree of Master of Science.
|MIS 810||Special Topics in Management of Information Systems|
A participating seminar on topics of current interest and importance in Management of Information Systems.
|MIS 850||Research in Managing IT Strategic, Tactical and Operational Issues|
This course provides the student with the opportunity to research current and emerging seminal trends in the responsibilities of the lead IT executive. It addresses IT topics such as alignment, strategy, governance, value, processes, outsourcing, organization and human resources, and managing emerging technologies. Students will be required to seek out and review current seminal research that defines the job of the CIO and the IT organization as it strives to align with the business. In particular, because this course is for doctoral students only, there is an emphasis on investigating these topics, becoming familiar with leading researchers and publications in the area, and presenting the results of individual assessments.Syllabus
|MIS 900||Thesis in MIS (MS)|
For the degree of Master of Science. Six to 12 credits with departmental approval.
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|MGT 103||Introduction to Entrepreneurial Thinking |
The overall objective of this course is to create an entrepreneurial mindset in freshman undergraduate students and to provide them enough basic material in a highly interactive format so they have enough basic material to become an entrepreneur. The course will create passion and excitement for becoming an entrepreneur. This will be done through inspiring seminars from local entrepreneurs. Live interactive video lectures from world recognized entrepreneurs will also be included. Enough basic material in the areas of teaming and leadership, strategy and management, market and market research, finance, production, oral presentations and funding so that the students understand what entrepreneurship is all about. The course will be taught in a highly interactive format. Only one formal lecture – the first introductory – is part of the course. The remaining formal material is taught using carefully choreographed and integrated self-teaching modules. In-class time is focused on active discussions, team activities and running a computer simulation which emulates a start-up company.
|MGT 111||Social Psychology and Organizational Behaviour|
Using an applied and experiential format, this course exposes students to theory, methods and research in organizational behavior and social psychology. Topics relating to individual differences and group dynamics in organizational settings are stressed. Learning occurs through discussion, group activities, and the completion of assessment instruments. Emphasis is on helping students understand and improve their skills in key areas, including decision-making, leadership, negotiation, and conflict resolution.Syllabus
|MGT 197||Online Writing Tutorial|
Students who do not pass the written assessment in MGT198 will be required to take MGT197: Online Writing Tutorial for no cost and zero credit. Completion of all the online quizzes in the tutorial is sufficient to obtain a passing grade.
|MGT 198||Writing Assessment|
Written and oral communications training and assessment are conduction in conjunction with a required course in the BS in Business program. Students in this course are automatically enrolled in MGT198: Writing and Assessment Program. This online workshop carries zero credits and will not appear on the student's official transcript.
|MGT 199||Ethics Quiz|
The ethics requirement is incorporated into the course work for a required course in the BS in Business program. Students are automatically enrolled into MGT199 – Ethics Workshop at no cost. This workshop carries zero credit and will not appear on the student’s official transcript. Completion of all exercises and the survey associated with the Ethics Workshop is sufficient to satisfy the ethics requirement.
|MGT 372||Discovery and Commercialization of Technical Business Opportunities|
This course is offered for students who are pursuing the entrepreneurship minor. Students are confronted with the challenges, problems and issues faced by inventors who seek to transform their inventions into economic viable innovations. This integrative course develops the fundamental business skills necessary to identify, evaluate, develop and exploit business opportunities.
This sequence develops the use of industry-standard personal productivity packages to develop reports and information in support ofthe key decision-making responsibilities of management. Advanced uses of the spreadsheet are developed, including the creation of aneffective business system using the spreadsheet's macro language. More complicated problems are approached using an industry-standard database management system. A course segment presents the integrated systems approach, including the use of local area networks ( such as the campus-wide network) to solve complex business problems.Syllabus
|MGT 414||Entrepreneurship Practicum|
This capstone course within the Entrepreneurship minor is designed to develop the content and presentation of the technical and business elements of students entrepreneurial business plans. Starting with the technical aspects of the design project, students are led through the components of a complete business plan, with instruction and practice in the writing and presentation of the plan. As a capstone exercise, students complete the course by presenting their business plans in an Elevator Pitch event at which venture capitalists and other investors rate the quality of student presentations and entrepreneurial business ideas.Syllabus
|MGT 458||Principles of Management|
Managerial decision-making and its impact on society are the central theme; emphasis is on the selection and implementation of corporate goals, measures of corporate performance and concepts of industrial regulations.
|MGT 472||Assessment and Financing of Technical Business Opportunities|
You will be a member of a small learning group in which the dynamics of human behavior are learned through supervised experience. As the group develops. the basic principles of group interaction become apparent to you, as do your own contributions, emotions and motivations. With faculty guidance, and at the group's own initiative, group dynamics and interpersonal interaction on many levels are investigated.Syllabus
|MGT 501||Information Management|
A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment. This non-credit, self-paced, web based course is in place to prepare MSIS students that do not have IT experience. It (or equivalent experience) is a prerequisite for any MSIS course.
|MGT 502||Introduction to Accounting, Microeconomics, Statistics and Finance|
This non-credit, self-paced, Web-based course is provided as a prerequisite to the required Finace course for MSIS student. It introduces students to four important business disciplines: 1) Accounting, 2) Microeconomics, 3) Statistics and 4) Financial statements. It is intended for students not havingthe respective background from either previous course work or work experience.
This is a concentrated course in basic economics with particular emphasis on price theory; it is a prerequisite for candidates for the master’s degree. Topics include: the nature of economic decisions, the theory of market processes, models of imperfect competition, public policy towards competition, the allocation of factors of production, and current economic problems.
|MGT 600||Financial and Managerial Accounting|
This course will develop accounting analysis useful for managerial decision-making purposes. Topics will include an introduction to elements of financial accounting, cost-profit-volume analysis, manufacturing costs and elements of cost accounting, special decision analysis, budgeting, variances, and controllability and responsibility accounting.Syllabus
|MGT 605||Commercializing Early-Stage Technology & Entrepreneurship|
Students learn to perform the function of a technology manager assessing the commercial prospects of early-stage technology. Modules cover various phases of the commercialization process: technology assessment, patentability studies, competitive research, market research, technologypartitioning and investment advice for licensing or spinning out companies. This course is geared primarily for students in the Engineering School, and is also offered as an elective for students in the Howe School.Syllabus
|MGT 606||Economics for Managers|
This course introduces managers to the essence of business economics – the theories, concepts and ideas that form the economist’s tool kit encompassing both the microeconomic and macroeconomic environments. Microeconomic topics include demand and supply, elasticity, consumer choice, production, cost, profit maximization, market structure, and game theory while the Macroeconomic topics will be GDP, inflation, unemployment, aggregate demand, aggregate supply, fiscal and monetary policies. In addition the basic concepts in international trade and finance will be discussed.
|MGT 607||Managerial Economics|
This course examines the use of economic information and analysis in making business decisions. Topics include modeling concepts, demand analysis and forecasting, production and cost analysis, pricing, capital budgeting, and uncertainty.Syllabus
|MGT 608||Macroeconomics Analysis|
The objective of this course is to develop competency in the analysis of macroeconomic phenomena as they shape the state of the American economy. Topics include: recent macroeconomic history, the monetary system, models of macroeconomic markets, unemployment, inflation, international trade and finance, macroeconomic policies, and the use of macroeconomic data in management decision-making.
|MGT 609||Project Management Fundamentals|
This course deals with the basic problems of managing a project, defined as a temporary organization built for the purpose of achieving a specific objective. Both operational and conceptual issues will be considered. Operational issues include definition, planning, implementation, control, and evaluation of the project. Conceptual issues include project management vs. hierarchical management, matrix organization, project authority, motivation, and morale. Cases will be used to illustrate problems in project management and how to resolve them.Syllabus
|MGT 610||Strategic Perspectives on Project Management|
This course provides a theoretical perspective on project management for a better understanding of project implementation in modern organizations. The course is based on the premise that success in project leadership depends on a proper managerial style and attitude, and not on specific tools for planning and controlling. The course focuses on developing the manager’s conceptual thinking and on building "the project manager’s mind." The course helps managers see the entire project landscape and the long-term issues that are critical to project success. It will also address the organizational aspects of initiating and running the program.Syllabus
|MGT 611||Project Analytics|
Formalized procedures, tools, and techniques used in conceptual and detailed planning of the project. Development of work breakdown structure as the foundation for project cost and project duration. Application of project data in monitoring the project progress and in formulating remedial actions in response to unexpected occurrences.Syllabus
|MGT 612||Leading People and Projects|
Project success depends, largely, on the human side.Success in motivating project workers, organizing and leading project teams, communication and sharing information, and conflict resolution, are just a few areas that are critical for project success. However, being primarily technical people, many project managers tend to neglect these "soft" issues, assuming they are less important or that they should be addressed by direct functional managers. The purpose of this course is to increase awareness of project managers to the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.Syllabus
|MGT 613||Program Office and Portfolio Management|
A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevantto specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail.Syllabus
|MGT 614||Advanced Project Management|
This course deals with advanced problems in project management that were not addressed in previous courses. It also expands on several previously mentioned topics. The course addresses the critical points in project management for the experienced project manager and looks at projects in their broad sense, as seen by top management and from an organizational global perspective.Syllabus
|MGT 615||Financial Decision Making|
Corporate financial management requires the ability to understand the past performance of the firm in accounting terms; while also being able to project the future economic consequences of the firm in financial terms. This course provides the requisite survey of accounting and finance methods and principles to allow technical executives to make effective decisions that maximize shareholder value.Syllabus
|MGT 616||Healthcare Leadership and Management|
This course provides an overview of critical leadership and management applications and strategies unique to the healthcare industry, such as customer/patient analysis, criterion-based performance evaluation and TimeLine mapping. Current field dynamics of healthcare organizations are explored and instruction in essential management accountabilities directly relevant to the industry is presented comprehensively in both theory and practical application.Syllabus
|MGT 617||Project Quality Management|
This course provides project managers with the framework, tools and approaches to meet the quality requirements of their projects and their customers, ensuring project success.Syllabus
|MGT 619||Leading Across Projects|
This course focuses on key leadership skills for addressing the complex challenges posed by program management, highly-matrixed environments and cross-national collaborations It’s purpose is enhance individuals’ abilities to develop others, strategically integrate efforts across groups, and drive change. The concepts presented are theory and research driven so that participants can deepen their conceptual understanding. At the same time, the course calls upon learners to address real-life challenges they face as program and or director level leaders. Each session presents effective techniques and uses experiential exercises or assignments to provide plenty of practice. The course also requires participants to further transfer learning to their workplaces through focused development planning and coaching support.Syllabus
|MGT 620||Statistical Models|
The major portion of the course covers an introduction to the probabilistic and statistical concepts and models used in day-to-day business decision-making. Topics include data analysis, correlational techniques, regression, statistical inference, and forecasting.Syllabus
|MGT 621||Management Models|
This course covers mathematical and computer-based models which assist managers in decision-making, including resource allocation, transportation, inventory management, congestion phenomena, service processes, and shortest routes and maximum flow of goods. Emphasis is on model formulation from real-world situations, development of alternative solutions using computer models, and post-optimality analysis.Syllabus
|MGT 623||Financial Management|
This course covers the fundamental principles of finance. The primary concepts covered include the time value of money, principles of valuation and risk. Specific applications include the valuation of debt and equity securities as well as capital budgeting analysis, financial manager’s functions, liquidity vs. profitability, financial planning, capital budgeting, management of long term funds, money and capital markets, debt and equity, management of assets, cash and accounts receivable, inventory and fixed assets. Additional topics include derivative markets.Syllabus
|MGT 625||Capital Markets|
This course is designed to familiarize the student with the current workings of the capital markets. This course describes fundamental analytical techniques and state-of-the-art financial instruments. It begins with the time value of money and progresses to bond mathematics, portfolio management, and derivatives. The role of information technology is emphasized in both the development and delivery of financial instruments. Students will learn to structure IT applications to meet the needs of a trader or broker. Topics include the time value of money, bond math, the yield curve, analytical tools, trading and investment strategies, money market instruments and repurchase agreements, corporate bonds, macroeconomic dynamics, derivatives, securitization, equities, and the role of IT in capital marketsSyllabus
|MGT 626||Venture Capital|
This course addresses the fundamentals of venture capital, which includes the venture capital industry, the structure of venture capital firms and venture capital investments. It addresses in some detail the relationship between venture risk and return, the cost of venture capital and the valuation of high growth companies. The course covers a variety of valuation methods as well as analysis of company capital structure or “cap tables”. Students use software tools to determine the value of stocks, options and special features of preferred stock. Subjects related to the finance of innovation and the relationship between strategy and venture finance are also covered. Lessons learned are reinforced through case analyses and real examples from the industry.
|MGT 627||Investment Management|
This course takes a practical approach to managing investments. It covers a wide variety of investment vehicles ranging from pure equity and debt offerings to complex derivatives and options. Various investment strategies are presented which are focused on the different fundamental approaches and tactics used by leading investors to achieve their financial goals. The course also focuses on investment styles, including momentum, growth, income, distressed, asset allocation, and vulture investing, to name just a few. Students participate in real time simulation experiences to create viable portfolios of stocks, bonds and other investments; while tracking their performance against the overall market and the class on a weekly basis throughout the course.
This course covers the fundamentals of financial derivatives, including the basic properties and the pricing of futures, options and swaps. It also explores trading and hedging strategies involving financial derivatives. Special topics, such as exotic options and credit derivatives, are explored. The course provides the foundation of financial derivatives and lays the ground for a rigorous risk management course and other advanced quantitative courses, such as stochastic finance.
|MGT 629||Banking & Credit|
This is an intermediate/advanced level course that addresses money flows and the cost of credit for major money market institutions, including banks, bank holding companies and the “shadow banking” system. It entails a broad survey of the structure and financial condition of the banking industry. The course provides a theoretical and practical understanding of why these markets exist, who the key players are; how the markets work, the rules governing their operation and how they are evolving. We will spend considerable time in discussing regulation of the financial markets and financial services industry.The course also covers associated economic issues involving the macro aspects of monetary supply and demand pertaining to the domestic and international banking industry. It reviews the risks and returns that can be expected over the longer term in these markets, as well as how the participants create new products to manage risk and how regulators will need to oversee this industry.
|MGT 630||Global Business and Markets|
Provides a broad, multidisciplinary understanding of global business. The theoretical context for engaging in international trade is established, with attention to the current economic and political environment. Then the business-level rationale and techniques for initiating trade, as well as the functional area decisions that must be made, are discussed. Topics include: comparative advantage, culture, protectionism, financial flows, entry strategies, marketing, managing payments, material, and manufacturing.Syllabus
|MGT 635||Managerial Judgment and Decision-Making|
Executives make decisions every day in the face of uncertainty. The objective of this course is to help students understand how decisions are made, why they are often less than optimal, and how decision-making can be improved. This course will contrast how managers do make decisions with how they should make decisions, by thinking about how “rational” decision makers should act, by conducting in-class exercises and examining empirical evidence of how individuals do act (often erroneously) in managerial situations. The course will include statistical tools for decision-making, as well as treatment of the psychological factors involved in making decisions.
|MGT 638||Corporate Finance|
This course serves as a second semester sequence in corporate finance. Students enrolling should have a mastery of the topics of covered in Managerial Finance I (EMT 623), including time value of money, capital budgeting, risk adjusted hurdle rates, managerial accounting, and ratio analysis. Among the topics covered in EMT 723 are: leverage on the balance sheet and weighted average cost of capital; bankruptcy, turnarounds, and recapitalizations; international currency hedging; stock options; private equity valuation; mergers and acquisitions; and the issuance of public and private securities.Syllabus
|MGT 641||Marketing Management|
The study of marketing principles from the conceptual, analytical, and managerial points of view. Topics include: strategic planning, market segmentation, product life-cycle, new product development, advertising and selling, pricing, distribution, governmental, and other environmental influences as these factors relate to markets and the business structure.Syllabus
|MGT 646||Marketing Strategy|
Every firm needs to devise and execute marketing strategies for their offerings to translate into customer value and profits based on an understanding of the consumer and the marketplace. This course is designed to give students an intensive and application-oriented look at how marketing strategy works in the real world. It will include examples and exercises of the role quantitative analysis plays in marketing strategy decisions. The emphasis of this course will be on cases, analysis, real life examples, and presentations.
|MGT 648||Consumer Behavior|
Marketing begins and ends with the consumer. The purpose of this course is to introduce students to the study of consumer behavior. This is an interdisciplinary course that integrates perspectives from marketing, psychology, sociology, anthropology, and economics in order to examine the elements of the consumer decision-making process and to enable formulation of marketing strategies. Students will take the perspective of a marketing manager who needs knowledge of consumer behavior in order to develop, evaluate and implement effective marketing strategies. The course integrates lectures, case analysis, and discussions to focus on the implications of social science concepts for marketing strategy.
|MGT 650||International Business Management|
This course provides students with an exposure to management in the international economic environment: global industries and regional markets, multinational corporations and international economic organizations. Casestudies, business games and presentations illustrate different strategies of firms considering the competitive environment, the national culture, legislation and taxation policy of local governments, and the organizational structure of the firm.Syllabus
|MGT 654||Organizational Change and Development|
This course introduces students to the social science techniques and change interventions used to improve organizational effectiveness and enhance the personal development of individuals. Special emphasis is given to the application of systems theory for diagnosing and planning change efforts at the organizational, group, and individual levels. Relationships between organization development and broader issues such as strategic planning and environmental contingencies are also stressed. The efficacy of organization development initiatives is also critically considered, as are the challenges posed in trying to simultaneously improve an organization’s performance while also helping it to be more responsive to the interests and needs of its members.Syllabus
|MGT 657||Operations Management|
Covers the general area of management of operations, both manufacturing and non-manufacturing. The focus of the course is on productivity and total quality management. Topics include quality control and quality management, systems of inventory control, work and materials scheduling, and process management.Syllabus
|MGT 663||Discovering and Exploiting Entrepreneurial Opportunities||3||0||3||0|
|MGT 664||Business Law|
The course introduces students to the fundamental concepts and legal principles that they can expect to encounter in various roles as managers/professionals in public and private companies, consultants and/or entrepreneurs, together with the ethical criteria, moral values and social norms in the environments they will face. The course will cover the American judicial system, international law in a global economy, ethics and business decision making, and different forms of business structure, contracts, business torts, products liability, insurance, employment law, criminal law and the recent Dodd-Frank Wall Street Reform & Consumer Protection Act.
|MGT 671||Technology and Innovation Management|
This course introduces the student to topics in the management of technology and examines the critical role of technology as a strategic resource to enable management to achieve organizational objectives. Topics include entrepreneurship, developing and managing new ventures, managing innovation, the technology life-cycle and technology forecasting, management of research and development (R&D) personnel and projects, evaluation of R&D projects ,and integrating technology strategy with the organization’s overall business strategy.Syllabus
|MGT 672||Realizing Value from Intellectual Property|
This course examines the valuation, patenting, and licensing of early-stage technology as a means to exploit innovation. By understanding technology to be a negotiable asset for the firm, we take a fundamentally different approach than venture capital models, which focus on the enterprise, rather than the commercialization of technology itself. Accordingly, we study the economics and theory of intellectual property; valuation of intangible assets; IP agreements and protection regimes; negotiations and trading techniques; and licensing and litigation strategies.Syllabus
|MGT 673||Global Innovation Mangement|
This course is focused on the globalization paradigm and its effects on the management of innovation. It is an interdisciplinary course, which analyzes the different managerial areas of strategy, organization, technology, and market as integrated with the innovation process in a global context. The underlying theories and models are explored to understand how the innovation process is affected by local, national, and global influences; what cultural and organizational drivers are at work; and how to manage commercialization of new products on a life-cycle basis, in a diverse and ever-changing global market. Case studies will be used to support the theoretical constructs and reinforce learning.
|MGT 675||New Product and Service Innovation|
This course provides students with the most current theories of innovation when organizations create new tangible products and intangible services. From team and organizational processes, to the evolving portfolio, the innovating enterprise competes on the basis of change. By building upon material covered in Technology Innovation Management (MGT 671), this course will deepen students’ knowledge of the innovation process in the enterprise and will pay special attention to service industries. The course will be taught with lectures and real-world cases. Upon completion, students will have enhanced their knowledge of the innovative enterprise and increased their practical skills for careers in technology management.Syllabus
|MGT 677||Emerging Technologies|
This course discusses emerging technologies, how they evolve, how to identify them, and the effect of international, political, social, economic, and cultural factors on them. Topics covered in the course include accuracy of past technology forecasts, how to improve them, international perspectives on emerging technologies, future customer trends, and forecasting methodologies such as monitoring, expert opinion, trend analysis, and scenario construction. Emerging technologies will be examined through student company examples, invited speakers, and videos.Syllabus
|MGT 679||Management Informations Systems|
Management’s need for information has greatly increased in importance and complexity. This course introduces students to the use of computerized information systems to satisfy strategic business needs. Subjects include types of information systems, use of the computer to leverage information in support of key decision-making responsibilities, computer technology from a manager’s viewpoint, prioritization of information system needs, and systems development methodology. The student will analyze an organization’s information needs and prepare an information systems plan.Syllabus
|MGT 680||Organizational Behavior and Theory|
Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the organization itself. Using a systems perspective, this course focuses on the group and interpersonal factors accompanying an organization's operation. Topics covered include understanding organizations as structured systems, individual differences and performance, group dynamics and performance, learning, motivation, leadership, and principles of communication particularly as they relate to decision-making and conflict management.
|MGT 681||Pharmaceutical Industry New Drug Development|
This course provides an overview of the drug and biologics development process from discovery through regulatory approval. Special attention is given to the roles, functions, and importance of the various disciplines involved in the R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D, as well as trends in licensing, outsourcing, and partnerships will be covered. The student will gain an understanding of R&D strategy and the relationship between R&D and sales, marketing, and manufacturing.Syllabus
|MGT 682||Pharmaceutical Industry Marketing and Sales|
This course addresses the business issues, management activities and technologies pertaining to the management of the modern pharmaceutical supply chain. This includes all components of the drug development life cycle starting from the sourcing of materials needed to support pharmaceutical R&D, and ending with the distribution of drugs to retail pharmacies and physicians. The course focuses on the organizational, management and information technology issues and considerations related to the logistics-related activities of the pharmaceutical industry which are comprised of sales, marketing and supply chain management related functions.
|MGT 685||Corporate Strategy Analysis||3||0||3||0|
|MGT 686||Pharmaceutical Industry Trends and Issues|
The course will provide an overall look at IT in the pharmaceutical industry, its structure, and trends and issues which have driven it, are affecting it now, and are likely to change it in the future. This course will focus on the business forces shaping the pharmaceutical industry. In addition, this course will use management research on the integration of IT with the business. The student will learn how to evaluate important business trends and how IT can be used to support business success. Topics include a pharmaceutical industry overview, regulatory compliance, new drug development, manufacturing and logistics, product marketing, the role of IT in the pharmaceutical industry, company strategies, e-pharma, and 21st century pharmaceutical-market future trends.Syllabus
|MGT 687||Pharmaceutical Industry Supply Chain|
This course focuses on the issues surrounding supply chain design, planning, and execution for the pharmaceutical and biotech industries from drug discovery to delivery. This course will use research on information systems, optimization, e-business, and decision-support technologies and lessons learned from their effective use in global supply chain management for manufacturing and distribution in the process industries. Students will learn how to evaluate global supply chain issues from the perspectives of various stakeholders in relationship to overall organization and societal goals. They will further understand the different mechanisms for collaboration and create a process for establishing and maintaining an effective global SCM solution architecture. Topics include good manufacturing practice and regulations, advanced planning and scheduling, global competition, mergers and acquisitions, innovation, new tools and partnerships, effective global supply chain management, and qualifying for a global supply chain manager position.Syllabus
|MGT 689||Organizational Behavior and Design|
This course exposes students to the macro and micro aspects of organizational behavior and theory that are essential to technology management. The macro aspects will focus on structural contingency theory as an approach to effective organizational design. The micro aspects will focus on leadership, teams, and individual behavior (e.g., motivation, job attitudes). Specific issues and problems which are covered include: the relationship of the organization with the external environment, the influence of the organization's strategies, culture, size, and production technology on the organization's design, and strategies for managing organizational processes such as teams, conflict, power/politics and organizational change. Current topics, that are key to technology management (e.g., virtual teams), will be stressed.Syllabus
|MGT 690||Designing Complex Organizations|
Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the organization itself. This course focuses on the problems and challenges managers face in dealing with the organization as a whole and the interrelationships between organization groups. Specific issues and problems which are covered include: the relationship of the organization with the external environment; the influence of the organization’s strategies, size, and production technology on the organization’s design; and strategies for managing organizational processes such as conflict, culture, and change.Syllabus
|MGT 695||Leading Creative Collaboration|
Innovative organizations are led by people who relentlessly nurture creative collaborations. These leaders stimulate imagination, teach others how to turn imagination into creativity, and build group structures and processes to enable people to turn creative ideas into innovations that drive business results. This course builds individual awareness of creativity and collaboration skills while increasing the student’s capacity for both. It teaches the science behind techniques, tools, interpersonal skills, leadership skills, organizational strategies, and environmental designs that increase group effectiveness. The overall goal is to strengthen the student’s ability to lead others to address meaningful problems and possibilities wherever they may be found.
|MGT 696||Human-Centered Design Thinking|
This course deals with the theory and methods associated with design thinking, a problem-solving protocol that spurs innovation and solves complex problems. Design thinking involves a unique form of inquiry which goes well beyond product and service design. Students will develop an appreciation for design and develop skills for studying design systems. These concepts and methods have wide applicability as they can be used to design organizations of people, information structures, compensation systems as well as the entire consumer experience. Applying these approaches can often create entirely new systems that are more useful and usable. The logic of this approach can sometimes solve "wicked problems" which have defied previous solutions.
|MGT 699||Strategic Management|
An interdisciplinary course which examines the elements of, and the framework for, developing and implementing organizational strategy and policy in competitive environments. The course analyzes management problems both from a technical-economic perspective and from a behavioral perspective. Topics treated include: assessment of organizational strengths and weaknesses, threats, and opportunities; sources of competitive advantage; organizational structure and strategic planning; and leadership, organizational development, and total quality management. The case method of instruction is used extensively in this course.Syllabus
An introduction to the science of designing statistical models of economic processes. Students will be required to build and estimate a number of models during the term. Topics include: regression theory, statistical difficulties in regression analysis, advanced topics in single-equation regression, models of qualitative choice (such as, probit, logit), and simultaneous equation estimation.
|MGT 701||MGT Co-Op Education Project||0||0||0||0|
|MGT 702||Curricular Practical Training||3||0||0||0|
|MGT 703||Research Seminar: Information Management Applications|
Primarily for doctoral candidates. Will concentrate on features of information systems applications, particularly their design, implementation, effectiveness, reliability, and maintainability. Aspects of emerging technologies, such as hypertext, full text, automatic indexing, imaging, simulation, neural networks, and virtual reality, will be considered as part of organizational information systems.
|MGT 704-705||Information Management & Organizational Structure & Design I, II|
Primarily for doctoral candidates. Will concentrate on the features that information and computer-based communication systems need to support the goals and responsibilities of various components of the organization, as well as the effect that the introduction and use of information and computer-based communications systems have on the organization’s performance. Will include measures of effectiveness, organization characteristics, job enrichment, and distribution of responsibility for information systems and computer-supported group work. (Research Seminar)
|MGT 706||Research Seminar: Human Performance|
Primarily for doctoral candidates; will include such topics as psychological implications of technological change, advanced concepts in modelling, and quantitative aspects of systems development.
|MGT 711||PhD Seminar in Entrepreneurship Theory|
This course is a Ph.D. seminar course in entrepreneurship. Research on the performance of entrepreneurial new ventures will be analyzed from a theoretical perspective. Relevant studies will be drawn from the economics, management science, and strategic management literatures dealing with entrepreneurship. Emphasis will be placed on the strategic management and competitive environments of new ventures in their early development stages, and topics will be discussed in relation to theoretical concepts in technology and innovation management.
|MGT 713||Advanced Expert Systems|
Expert systems involving various advanced features still considered research topics in artificial intelligence will be explored. Among these are systems for forecasting, planning, and design; systems involving explicit representation of belief and uncertainty; systems modeling business rules; systems used as intelligent tutoring and training devices; and/or systems making explicit use of natural language understanding.
|MGT 716||Seminars: Advanced Topics in Information, Technology and Telecommunications Management||3||0||0||0|
|MGT 718||Multivariate Analysis|
Experimental design, statistical estimation, and hypothesis testing from multivariate distributions. Topics covered will include regression models, multivariate analysis of variance, canonical correlations, classification procedures, and factor analysis. Computer applications of these techniques will be examined.Syllabus
|MGT 719||Research Methods|
Research philosophy, ethics, and methodology will be discussed. Each student will, under the guidance of the instructor, formulate a problem, search the literature, and develop a research design. In addition, the student will examine and criticize research reports with special emphasis on the statement of the problem, the sampling and measuring techniques that are used, and the analyses and interpretation of the data. Emphasis is on applying research methodology to real-world organizational problems.
|MGT 721||Qualitative Research Methods|
This course is designed to develop the doctoral student’s knowledge about a range of qualitative research approaches currently used to conduct management research. Methodological readings authored by social scientists and management researchers on ontological and epistemological assumptions underlying positivist, interpretive, and critical approaches will be examined. Empirical research published in leading journals using case study, action research, ethnography, grounded theory, and other methods will be assessed based on established criteria with the goal of preparing students to conduct and evaluate qualitative research. Students will acquire skills in qualitative research design, data generation, and data analysis techniques through readings, written critiques, and seminar discussions, as well as participation in a qualitative research study.Syllabus
|MGT 726||Seminars: Advanced Topics in Information, Technology and Telecommunications Management||3||0||0||0|
|MGT 727||Qualitative Research Methods|
This course is designed to develop the doctoral students knowledge about a range of qualitative research approaches currently used to conduct management research. Methodological readings authored by social scientists and management researchers on ontological and epistemological assumptions underlying positivist, interpretive, and critical approaches will be examined. Empirical research published in leading journals using case study, action research, ethnography, grounded theory, and other methods will be assessed based on established criteria. Students will acquire skills in qualitative research design, data generation, and data analysis techniques through readings, written critiques, and seminar discussions, as well as participation in a qualitative research study.
|MGT 730||Design and Analysis of Experiments|
This course starts with the design and analysis of one factor analysis of variance. Methods of testing specific questions using planned comparisons are stressed. Models with two or more factors are considered with detailed instruction on the analysis of interactions. Repeated-measures designs are also covered, as well as designs with random and fixed factors.Syllabus
|MGT 733||Applied Regression Analysis|
A substantial portion of the models developed to describe phenomena in both the physical and social sciences utilizes regression analysis from simple linear regression to multiple regression; non-linear coefficient estimators are derived, their properties discussed, and numerous examples are used to demonstrate various aspects of interpretation. Tests of significance are also covered for most of the techniques presented.
|MGT 734||Design Science Research Seminar|
In this graduate Ph.D. seminar, we will actively explore design science. We will read the existing literature and write our own papers. As part of this, we will run simulations and design new mechanisms and interfaces. The end result of the course will be the production of models: simulations that represent social and technical phenomena – and a paper, authored individually or jointly, suitable for publication.
|MGT 735||Economic Foundations of Management Research|
This course focuses on developing theoretical knowledge and understanding of economic concepts related to decision-making, consumer behavior, and competitive strategy. It introduces the methods and techniques for analyzing economic activities. It aims to improve the understanding of managerial decision-making processes by presenting analytic tools by examining the principal theories of decision-making and strategic behavior.Prerequisites: Only for accepted Ph.D. students
|MGT 736||Seminars: Advanced Topics in Information, Technology and Telecommunications Management||3||0||0||0|
|MGT 737||The Project Management Office|
A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevant to specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail.
|MGT 738||Advanced Project Management||0||0||0||0|
|MGT 744||Analytic Methods of Forecasting|
Emphasis is on the practical aspects of the Box-Jenkins methodology for fitting and forecasting linear stochastic models of industrial time series; model identification, model estimation, model diagnostic checking, and model forecasting of seasonal and nonseasonal series; contrasts with exponential smoothing;and laboratory analysis of selected time series.
|MGT 753||Theory in Management Research|
This course introduces students to the relevant management and organizational theories used in management research, including their origins, substance and significance to the effective conduct of research. In addition, students are expected to develop the capacity to identify and apply theories to the study of specific management phenomena.Syllabus
|MGT 757||Effective Communication for Managers - Practicum|
In this workshop lab, students will learn several skills to help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations, and portraying the correct image.
|MGT 758||Oral and Written Communication Competency|
Students will be graded on several team and individual oral presentations and written reports to demonstrate their competency in both oral and written communications. Each student will have an oral/written report card.
|MGT 769||Colloquia Series Research Seminar|
This course is designed to provide doctoral students with an in-depth knowledge about the research process in technology management and related disciplines. The course content includes assigned readings about conducting academic research in general, as well as assigned readings related to public Howe School research colloquium presentations by different guest speakers during the course of the semester. Students will prepare for the presentation by reading the assigned papers and writing up a set of questions to be posed during the discussion with the presenter, which will take place after the presentation. Each semester there will be six or seven guest speakers who will formally present their research during the first hour of the seminar. After the talk, guest speakers will discuss issues related to conducting research with doctoral students. In the weeks without guest speakers, students discuss assigned readings related to conducting academic research with other class members.Only for accepted Ph.D. students
|MGT 786||Social Network Analysis Research Seminar|
This course addresses concepts and theories of social networks and social network analysis. Core concepts include representations and models of networks, basic descriptive statistics at the individual and network level, and standard models of network formation. The course also covers more advanced topics in network theory, including community detection, processes over networks such as contagion and influence, and models of dynamic networks. Prerequisites: Only for accepted Ph.D. students
|MGT 787||Statistical Learning and Analytics Research Seminar|
The significant amount of corporate information available requires a systematic and analytical approach to select the most important information and anticipate major events. Statistical learning algorithms facilitate this process understanding, modeling and forecasting the behavior of major corporate variables.
|MGT 790||Innovation Management and Technogenesis|
This course will survey current research and theory in seven different areas related to the management of innovation. These areas include: creativity, the front-end of innovation, innovation management, leadership and teamwork, project management, the economics of innovation, and CSCW and groupware: brainstorming and creativity. Students will read leading-edge papers in each area and lead discussions with a faculty member who is expert in each area facilitating the discussion. Each student will write a research proposal on one of the topics covered in the course.
|MGT 794||Decision Analysis for Corporate Networks|
This course is designed to integrate the student’s knowledge of accounting, engineering economics, and multi-attribute decision-making techniques for evaluating and selecting complex systems, such as telecommunications networks for corporate communications. A review of accounting, financial, and engineering economic concepts will be followed by the study of utility analysis and simple and multi-attribute decision analysis. Case studies involving telecommunications facilities will be used and issues of equipment acquisition, financing, accounting, cost estimation, and system performance will be discussed.
|MGT 798||Integration and Application of Technology Management|
This is the capstone course for the program. It is designed to integrate the knowledge developed in the other courses via a business simulation in which teams of students compete in running their companies in a complex simulated environment. The course includes lectures and workshops that demonstrate theory and techniques of cross-functional decision making in the management of technology. Individuals and teams will be observed and assessment feedback will be given.
|MGT 800||Special Problems in Management (MS)|
With permission of the instructor. Limit of six credits for the degree of Master of Science.
|MGT 801||Special Problems in Mangement (PhD)|
With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
|MGT 802||Project Management Examination|
This will test the project management knowledge of students who have completed approved training programs in project management. Upon successful completion, (graded pass/fail) students will be awarded 12 credits toward the Master of Science in management with a Project Management concentration. The credits cannot be used toward the Project Management Graduate Certificate of Special Study and are not transferable to other institutions.
|MGT 803||Project Management Examination|
This will test the project management knowledge of students from AT&T, Lucent Technologies and Verizon who have completed company-sponsored project management courses. Upon successful completion, (graded pass/fail) students will be awarded three credits towards a Master of Science degree. The examination is normally given twice each year.
|MGT 810||Special Topics in Management|
A participating seminar on topics of current interest andimportance in Management.Syllabus
|MGT 898||Written Communications||0||0||0||0|
|MGT 899||Ethics Quiz|
Starting in the fall semester 2010, all entering Howe School graduate students must participate in an online ethics workshop before they will be allowed to graduate. This requirement does not apply to students who entered a Howe School graduate program before fall 2010. The ethics requirement is part of the course work for Mgt 609 - Introduction to Project Management. Students are automatically enrolled in MGT 899 - Ethics Workshop at no cost. This workshop carries zero credit and will not appear on the student’s official transcript. Completion of all exercises associated with the Ethics Workshop is sufficient to satisfy the ethics requirement.Syllabus
|MGT 900||Thesis in Management (MS)|
For the degree of Master of Science. Six to 12 credits with departmental approval.
|MGT 960||Research in Management (PhD)|
Original research leading to a doctoral dissertation. Hours and credits to be arranged.
|MIS 702||Curricular Practical Training||3||0||0||0|
|MIS 735||Managing IT Services Processes||3||0||0||0|
|TM 702||Curricular Practical Training||3||0||0||0|
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|EMT 606||Economics for Managers||3||0||3||0|
|EMT 607||Managerial Economics|
This course examines the use of economic information and analysis in making business decisions. The goal of the course is to provide an understanding of the economic principles that enable managers to direct scarce resources most efficiently. A secondary goal is to provide students with a familiarity with the economic environment in which business operates.
|EMT 623||Financial Management||3||0||0||0|
|EMT 624||Financial Analysis for Technical Organizations|
This course presents concepts regarding the collection, processing, and reporting of financial information in a technology-based business. Managerial accounting and cost accounting, and their uses and limitations will be discussed. Use of financial statements, budgets, and cost estimates in management decision-making will be emphasized. The impact of the risk and uncertainty associated with financial decisions will be illustrated via case studies.Syllabus
|EMT 628||Accounting Lab|
This ramp course is designed to provide students with an understanding of the basic tools and procedures of accounting in order to assure a common level of understanding for the class. The course consists of a web-based, self-administered tutorial with quizzes and problems, a three-hour lecture and Q&A class prior to the first class meeting of EMT 624, and a post-test. The class and tutorial can be waived if a student has sufficient background in accounting. The post-test is mandatory.
|EMT 630||Global Business and Markets|
This is a comprehensive course in global business and markets providing a broad, multidisciplinary understanding of global business. The theoretical context for engaging in international trade is established, with attention to the current economic and political environment. Then the business level rationale and techniques for initiating trade, as well as the functional area decisions that must be made, are discussed. Topics include: cultural differences; international trade; regional economic integration; international monetary system; entry strategies; strategic alliances; exporting and importing; global production and logistics; global marketing.Post cold war political and economic changes have opened up previously closed borders and have reduced barriers to trade. Concurrently, technological developments in communication, information and transportation technologies have enabled faster and better channels for doing business.This change to an outward looking orientation has resulted in an era of increased globalization. The impact of increasing international trade has provided access to new markets, greater interdependence and foreign competition on domestic turf.More firms, large and small, have become adept at selling across borders. Understanding the fundamentals of international trade prepares managers to grasp more aspects of a firm’s business initiatives.Many of the issues that a business encounters in the global context present difficult choices from and economic and profit point of view and also from a human and cultural point of view. The resolution of these issues rarely has a single right answer. The course material will evoke several of these ill-structured problems so students will have a chance to grapple with the complexities the problems present.
|EMT 635||Managerial Judgment and Decision-Making||3||0||0||0|
|EMT 638||Corporate Finance||3||0||0||0|
|EMT 642||Marketing Strategy|
This course focuses on the methodology involved in developing and writing an effective marketing plan. It covers how to obtain the information that is needed and how to write a rigorous marketing plan for a product or service. The course details the steps needed to perform a market opportunity analysis (MOA) and explores how to develop market-based strategies and tactics to capitalize on the identified opportunities.Syllabus
|EMT 664||Business Law||3||0||3||0|
|EMT 672||Realizing Value from Intellectual Property|
This course examines the valuation, patenting and licensing of early-stage technology as a means to exploit innovation. By understanding technology to be a negotiable asset for the firm, we take a fundamentally different approach than venture capital models, which focus on the enterprise, rather than the commercialization of technology itself. Accordingly, we study the economics and theory of intellectual property; valuation of intangible assets; IP agreements and protection regimes; negotiations and trading techniques; licensing and litigation strategies.
|EMT 675||New Product and Service Innovation|
This course provides students with the most current theories and tools to
|EMT 677||Emerging Technologies|
This course discusses emerging technologies, how they evolve, how to identify them, and the effect of international, political, social, economic, and cultural factors on them. Topics covered in the course include accuracy of past technology forecasts, how to improve them, international perspective on emerging technologies, future customer trends, and forecasting methodologies such as monitoring, expert opinion, trend analysis, and scenario construction. Emerging technologies will be examined through student company examples, invited speakers, and videos.Syllabus
|EMT 695||Leading Creative Collaboration||3||0||3||0|
|EMT 696||Human-Centered Design Thinking||3||0||3||0|
|EMT 714||Technology Strategy|
This course discusses the technology strategy process and develops skills, methodologies, and critical thinking in order to achieve technological competitive advantage. Subjects covered include technology life-cycles, type and characteristics of RD&E project portfolio selection, and an overview of successful development strategies. Case studies will be used to build competence and confidence in the concepts.Syllabus
|EMT 715||Strategic Business Management|
This course focuses on the major elements of the strategic management model, including mission, external and global environment, company profile, strategic analysis and choice, long- and short-term objectives; action plans/tactics, policies, restructuring, reengineering, strategic control, and continuous process improvement (CPI). Student teams analyze and formulate strategies for companies they select.Syllabus
|EMT 740||Team Leadership Development in Technical Organizations|
This course focuses on understanding the interplay of group, inter-group, and organizational factors on the performance of multifunctional teams in technology-based organizations. The course integrates theory and research on multifunctional teams with the skills necessary for effectively managing them. Topics covered include managing decision-making and conflict in multifunctional teams, managing the team’s boundary and inter-group relations, organizational designs that support working cross-functionally, and measuring and rewarding team performance. Cases are used to illustrate the problems of working cross-functionally. Individuals are given feedback on their team management skills.Syllabus
|EMT 751||Project Management and Leadership|
This course provides a theoretical and practical perspective on modern project management and leadership in technology-based organizations and forms the conceptual basis to develop "a project leader mindset." The course will focus on strategic project success, as well as project cultures, project organization, and project processes as they are employed in different project types and for different levels of project uncertainty, complexity, and pace. The leadership part of the course is based on the premise that people are the real engine behind project results, and they must be led and motivated in a very unique way. Different leadership styles will be discussed, together with motivation and career issues, in different project and organizational settings.Syllabus
|EMT 752||Corporate Entrepreneuring|
This course focuses on corporate venturing and entrepreneurship. Business and financial issues associated with starting and buying an entrepreneurial, high-technology business are addressed. Subjects covered include a discussion of previous corporate ventures, critical success factors, and an international perspective on corporate venturing. Lessons learned from new technology start-ups will be discussed, along with an evaluation of the decision processes used by venture capitalists. The final project is the development of a venture plan for the student’s company. Over half of the business plans receive funding. Startup funding on previous projects has ranged from $50,000 to $1,000,000,000.Syllabus
|EMT 758||Practicum - Oral & Written Communication Competency|
In this workshop/lab, students will learn several skills to help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations, and portraying the correct image. Students will be graded on several team and individual oral presentations and written reports throughout the program to demonstrate their competency in both oral and written communications. Each student will have an oral/written report card.
|EMT 798||Integration and Application of Technology Management|
This is the capstone course for the program. It is designed to integrate the knowledge developed in the other courses via a business simulation in which teams of students compete in running their companies in a complex simulated environment. The course includes lectures and workshops that demonstrate theory and techniques of cross-functional decision-making in the management of technology. Individuals and teams will be observed and assessment feedback will be given. (5.0 credits)Syllabus
|EMT 800||Special Problem: EMTM|
1 to 6 credits. Limit of 6 credits for the degree of Master of Technology Management (EMTM).
|EMT 810||Special Topics in Management of Technology|
A participating seminar on topics of current interest and importance in Management of Technology.Syllabus
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|MGT 777||Introduction to Expert Systems|
This course will include the essential elements of artificial intelligence (AI) ;knowledge representation, search techniques, heuristic, typical problems and colution methodologies which constitute the less-than-precise definition of AI which exists today. Current practical uses of AI in information management and decision-support systems (such as intelligent agents, neural networks, and search engines) will be discused and their relative merits/success rates evaluated. A potential application will be proposed and presented by the students.
|MGT 778||Principles of Information Management I|
This course is open only to doctoral students in Information Management with the permission of the instructor. Students should normally have completed all M.S. level core courses before they enroll. It will cover vital topics in Information Management that will help the student prepare to perform original research in some significant aspect of Information Management. The stress will be both on the technical and organizational aspects of the information resource and in particular how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.
|MGT 779||Principles of Information Management II|
This course is open only to doctoral students in Information Management with the permission of the instructor. It is generally recommended for students who have completed Principles of Management I. Students should normally have completed all M.S. level core courses before they request to enroll. The stress will be both on the technical and organizational aspects of the information resource and in particular on how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|QF 101||Quantitative Finance|
This is the 1st Spine Course in the Quantitative Finance program. The course objective is to introduce students to the basics of business, finance, and the capital markets as a foundation for subsequent Spine Courses. There is no pre-requisite, and no prior knowledge of business or finance topics is assumed.
|QF 102||Introduction to Portfolio Investing|
This is the 2nd Spine Course in the Quantitative Finance program. The course objective is to familiarize students with the methods of creating and managing investment portfolios. This involves understanding basic concepts of portfolio construction, integrating investment decisions across multiple positions and asset categories. A Secondary objective is to expand the student's familiarity with the sources and formats of the standard financial reports prepared by public companies in the United States, and to allow students to gain experience in accessing and using publicly available financial information. In addition, students will continue to gain experience with the use of real-time market information on traded securities and the application of simple valuation metrics. Third, students will examine the more prominent types of business models in the financial industry, including commercial banks, investment banks, asset managers and other financial service companies.
|QF 103||Introduction to Financial Tools and Technology|
The course will introduce students to the Bloomberg terminal, from technical analysis to fundamental analysis. Students will also learn how to retrieve historical data from Bloomberg and analyze that data in the SAS statistical program. The course arms the students with skill-sets typically learned on the job.
|QF 197||Online Writing Tutorial|
Students who do not pass the written assessment in QF198 will be required to take QF197: Online Writing Tutorial for no cost and zero credit. Completion of all the online quizzes in the tutorial is sufficient to obtain a passing grade.
|QF 198||Writing Assessment|
Written and oral communications training and assessment are conduction in conjunction with a required course in the BS in Business program. Students in this course are automatically enrolled in QF198: Writing and Assessment Program. This online workshop carries zero credits and will not appear on the student's official transcript.
|QF 199||Ethics Quiz|
The ethics requirement is incorporated into the course work for a required course in the BS in Business program. Students are automatically enrolled into QF199 – Ethics Workshop at no cost. This workshop carries zero credit and will not appear on the student’s official transcript. Completion of all exercises and the survey associated with the Ethics Workshop is sufficient to satisfy the ethics requirement.
|QF 202||Principles of Quantitative Finance II|
Students will study the application of quantitative methods to the field of finance, including investment theory and risk management. Among topics covered will be regression analysis, building asset/business cash flow models of a business, sensitivity analysis, value at risk (VAR) models, probability transition matrices and stochastic difference equations(SDE’s)Syllabus
|QF 301||Financial Time Series|
This course will cover the main topics of the analysis of time series to evaluate risk and return of the main products of capital markets (equity, fixed income, and derivatives). Students will work with historical databases, conduct their own analysis, and test trading strategies based on the techniques reviewed during the class.Syllabus
|QF 302||Financial Market Microstructure|
This course will offer students an understanding of the main micro-structural features of financial markets, and the opportunity to test and practice different trading strategies. The course concentrates on the operations of exchanges, trading systems and broker/dealer intermediaries. Students will have a high level view of the trading decision process, market structure design, and market structure regulation. The course is based on computer simulations that recreate a trading environment and the typical challenges faced by professional traders.
|QF 365||Data Structure and Algorithms with Financial Applications|
The course will introduce students to the C++ programming language, and the specification, design, implementation, use of the basic data types and review data structures and algorithms. The course takes a unique approach by following each lecture by a session of hands-on lab exercises; enabling students to learn by doing.
|QF 430||Introduction to Derivatives|
This is a course on the fundamentals of financial derivatives, covering the basic properties and the pricing fundamentals of futures, options and swaps. It also explores trading and hedging strategies involving financial derivatives. Finally, time permitting special topics such as exotic options and credit derivatives are explored. The course provides the foundation of financial derivatives and lays the ground for a rigorous risk management course and other advanced quantitative courses, such as stochastic finance. It also provides students with some of the knowledge required for the CME competition and the CFA examination.
|Course #||Course Name||Credit||Lab||Lecture||Study Hours|
|TM 500||Calculus for Telecommunications Managers|
The goal of this course is to provide students with the background in calculus necessary for the telecommunications curriculum. Topics covered include review of algebra, coordinates in the plane and functions, differentiation, series, geometric series and exponential series, elements of counting, illustrations of the material on discrete distributions, z-transform, integration of simple functions, integrals over the entire line and basic probability densities. The eleven topics listed can be expanded or contracted depending on how students react to the material. E.g. the topic of functions of two variables can be changed by emphasizing discrete functions and their relationship to joint distributions. Some topics (e.g. coordinates in the plane and functions) may require two sessions. However, it is planned to cover the entire material in 13 sessions.Syllabus
|TM 550||Introduction to Telecommunications Concepts|
This course sets the foundation for courses that are to follow, covering concepts and major technologies of the telecommunications industry. Telecommunications regulations, end-to-end service, and historical events are stressed. This course is open to Telecommunications majors only and is intended for students with a minimal telecommunications background.
|TM 584||Wireless Systems Security|
Wireless systems and their unique vulnerabilities to attack; system security issues in the context of wireless systems, including satellite, terrestrial microwave, military tactical communications, public safety, cellular, and wireless LAN networks; security topics: confidentiality/privacy, integrity, availability, and control of fraudulent usage of networks. Issues addressed include jamming, interception, and means to avoid them. Case studies and student projects are an important component of the course.Syllabus
|TM 586||Wireless Networking: Architecture, Protocols and Standards|
This course addresses the fundamentals of wireless networking, including architectures, protocols, and standards. It describes concepts, technology, and applications of wireless networking as used in current and next-generation wireless networks. It explains the engineering aspects of network functions and designs. Issues such as mobility management, wireless enterprise networks, GSM, network signaling, WAP, mobile IP, and 3G systems are covered.
|TM 601||Principles of Applied Telecommunications Technology|
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.Syllabus
|TM 605||Probability for Telecommunications Managers|
This course provides a background in probability and stochastic processes necessary for the analysis of telecommunications systems. Topics include: axioms of probability, combinatorial methods, discrete and continuous random variables, expectation, Poisson processes, birth-death processes, and Markov processes.Syllabus
|TM 610||Business Information Networks|
Concentrated study of data and computer communications, information network architectures, and standards. Topics include: IP networking, information characteristics and requirements for voice, video, image, and data; protocol definitions and performance analyses for distributed networks; network topologies; local area networks (LAN) functional characteristics, performance, and analysis studies for Ethernet and token ring as primary technologies; internetworking; metropolitan area networks (MAN) including FDDI and DQDB; and wide area networking (WAN) technologies including frame relay and asynchronous transfer mode (ATM).Syllabus
|TM 611||Emerging Telecommunication Technologies|
This course covers a wide range of emerging state-of-the-art transmission and switching technologies, evolving communication protocols, and their applications. This course is a super-loaded look at the key technologies that are about to enter the mainstream. The course studies technologies that impact both the service provider industry, as well as the corporate enterprise IT environment. Topics included in this course are: VoIP protocols (H.323, SIP, SGCP, MGCP, IPDC, etc.) and soft switches; Multiprotocol Label Switching (MPLS) and their applications such as VPN and Traffic Engineering; Wavelength Division Multiplexing (WDM) and optical switching; Gigabit/10 Gigabit Ethernet and Storage Area Networks (SAN); Wireless LANs (IEEE 802.11a/b/g, 802.15, 802.16, etc.); management and performance modeling tools.
|TM 612||Regulation and Policy in the Telecommunication Industry|
Historical perspective of telecommunications as a regulated industry; effects of regulation on industry growth in pre- and post-divestiture environments; special case of divestiture of AT&T; government regulatory agencies and processes; management issues related to business between regulated and non-regulated corporations; and tariff structures, rules, and rate-making in the regulated environment. Issues of privatization and deregulation in international telecommunications and their effects on global companies are also studied.Syllabus
|TM 613||Knowledge Discovery and Data Mining for Telecommunications Managers|
This course covers topics in intelligent extraction of data and information from data stores and data warehouses. The course complements several theoretical techniques such as neural networks, data-driven decision, rule-based systems, machine learning, and decision trees with case studies from several telecommunications companies, such as Bell Atlantic, U.S. West, etc.Syllabus
|TM 614||Principles of Traffic Engineering and Performance Analysis|
Introduction to the principles of traffic engineering and performance analysis which play a crucial role in the design, provisioning, measurement, management, and control of modern telecommunications systems. Topics include models for traffic arrival and service processes, superposition and decomposition, traffic burstiness, grade of service (GOS), quality of service (QOS) issues, efficiency, trunk reservation priority, peakedness, interactive systems, throughput/delay tradeoffs, bottleneck analysis, overload performance, and control and buffer management principles. Open, closed, and mixed queuing network flow control models are studied, as well as throughput and delay analysis for controlled and random access LAN.
|TM 615||Wireless Communications and Mobile Computing|
This course provides a broad overview of the important field of wireless and personal communications. Topics to be examined include the mobile wireless standards of AMPS, North American TDMA (IS-138), GSM, and CDMA (IS-95). Security and privacy, network management, and interworking in wireless systems (IS-41) will also be examined. An overview of RF propagation factors and selected cellular design approaches is presented. Wireless data are introduced by examining cellular digital packet data. Selected goals and challenges of the field of mobile computing are examined, along with the resulting network architectures and applications.Syllabus
|TM 616||The Global Wireless Industry|
This course is focused on the global wireless industry and mobile wireless systems. The course will analyze the various complexities facing management when deploying or operating a wireless mobility system. The four main areas of the management of mobile wireless systems that will be covered in the course are the global wireless mobility market, regulatory requirements, management challenges, and decision methods. The course will utilize a combination of traditional instructor-led material in addition to homework assignments that will be geared toward reinforcing the lecture material. A team-based class project will also be assigned. Specific topics covered include the global wireless industry (service providers, handset and infrastructure vendors, and standards and trade organizations), international regulation, wireless operators’ organization and metrics, and the initial planning, deployment decisions, forecasting, and budget considerations in wireless system deployment.Syllabus
|TM 617||Next Generation Wireless Systems|
This course provides a broad perspective on the services, applications, requirements, architecture, standards, and impact of emerging wireless networks. The new wireless services and applications, which are driving the development and deployment of new wireless networks, are defined and differentiated. The tradeoffs between customer requirements and network performance are analyzed. The fundamentals of next generation network interfaces and resource management and the impact of multiple international standards are explored. The architecture and operational scenarios of the two major third generation standards (UMTS and cdma2000) are examined and differentiated. UMTS and cdma2000 are compared from multiple perspectives, including network evolution, services and applications, global markets, and financial perspectives. Specific topics examined include services, applications, and QoS in next generation wireless networks along with the architecture and operational scenarios of global standards (UMTS and cdma2000) in next generation wireless networks.Syllabus
|TM 618||Wireless Network Performance Management|
This course develops a fundamental understanding of the performance, management, and life-cycle analysis of emerging mobile wireless networks. The major components of a mobile wireless network, the Radio Access Network (RAN), and the core Back-Bone Network (BBN), are described in terms of their major functional elements. The impact of these functional elements upon the ability of the system to achieve established performance metrics is examined. This course will also examine the trade-offs in system performance and management that each of the elements has on system complexity, planning, and ability to meet the required performance objectives. Life-cycle analysis and, in particular, the migration of mobile wireless systems to third generation networks is discussed with emphasis on the impact of migration on system architecture and cost. The topics of system performance, management, and life-cycle analysis are crucial to wireless managers and professionals in the planning and migration of mobile wireless networks. The course includes a team project where the students will apply the knowledge covered by the course to a practical case study.Syllabus
|TM 619||E-Commerce Technologies|
The course provides an understanding of electronic commerce and related architectures, protocols and technologies. The course introduces the E-commerce concept, objectives, and market drivers, and identifies its requirements, underpinning techniques, and technologies. These include Internet techniques like tunneling and Telnet and WWW techniques like Forms, and Common Gateway Interface (CGI). Other related topics such as multimedia, intelligent agents and their applications in E-commerce, the client/server model, and Commitment, Concurrency and Recovery (CCR) are also presented. Network, service, and application management, which are important aspects of E-commerce, are discussed. Quality of Service (QoS) management, Service Level Agreement (SLA) management, Application Programming Interface (APIs), and the role of Application Service Providers (ASPs) are discussed. There will be strong emphasis on the important topic of securitymanagement. Topics here include security concepts and technologies, types of security attacks, encryption techniques, public key systems, Data Encryption Standard (DES),and authentication techniques. Virtual Private Networks (VPNs), secure tunneling techniques, firewalls, Intranets, extranets, and VPN management are covered. The policy and regulatory issues in E-commerce are discussed. Finally, various E-commerce applications in the areas of finance, securities, trading, auctions, and travel are described. The course includes some E-commerce case studies and demonstrations.Syllabus
|TM 621||Telecommunications Signaling and Switching |
This course covers the technologies of switching systems for circuit, packet, and broadband-switched networks. The focus of this courses switching systems instead of transmission systems. Topics include: telephony switching, switching fabric architectures and analysis of theircomplexity, optical and photonic switching, Asynchronous Transfer Mode (ATM) forbroadband networks. The various layers of ATM are investigated with switching fabric and architecture alternatives. Included in this course is the study of high-speed packet networks based on Label Switching (MPLS) and their applications (e.g., VPN, Traffic Engineering). Other related topics include IP telephony and its standards such as H.323, SIP, SGCP. This course also covers circuit-switched network signaling used in user-to-network and network-to-network call control. Major topics include Common Channel Signaling System (CCS7), Signaling Transfer Point (STP), ISDN User Part (ISUP), Transaction Capabilities Part (TCAP), and routing techniques. The course will cover Inter-working of SS7 and IP Session Initiated Protocol (SIP), H.323 signaling protocol series. Included in the course are discussions on existing products in the industry such as Lucent Technologies' 5ESS, Ericsson's AXE10, Juniper's M160, Tellium's Aurora System.
|TM 624||Network Management|
This course presents technical management issues of network control and operations. This subject is approached with and introduction of organization issues and requirements for network systems groups within corporations, and then principally concentrates on the current technical issues of network management standards such as SNMP and SNMPv2. The course requires the students to engage in the detailed study of the evolving standards of Management Information Bases (MIB) in the industry and the messaging protocols required to implement Network Management Systems (NMS). Semester projects include the group development of computer based simulated network management systems to apply the knowledge gained in the course and detailed competitive analysis of current systems implemented in industry. Topics include network management concepts; administrative and operational management; performance management; fault management; configuration management; security management and accounting management; Remote Network Management (RMON).
|TM 630||Broadband Networking Services and Technology|
This course provides a broad and comprehensive study of the technologies enabling broadband services and networking. High-speed network access technologies, core-network architectures, and the broadband service environment are the focus of this course. The broadband access technologies of Digital Subscriber Line (DSL), cable modem service, optical fiber-based access, and the high-speed wireless technologies of WiFi and WiMAX are examined and differentiated. The core-network technologies of DWDM, MetroEthernet, MPLS, RSVP, as well as the services-converging IP Multimedia Sub-system (IMS) are discussed and studied as enabling technologies for broadband services. An overview is provided of key broadband services: VoIP, IPTV, streaming video and Video on Demand. Security standards and regulatory issues are addressed. The course concludes with a discussion of the opportunities and threats posed to service providers and the communications industry by the emerging disruptive technologies of broadband networking.Syllabus
|TM 631||Broadband Service Management |
Broadband Service Management is a comprehensive course for those interested in deploying and operating broadband networks from a technical and managerial aspect. A broadband network’s success is based on its ability to deliver a desired service with a specific service requirement referred to as a Service Level Agreement (SLA). The Service Level Management whether it is with an operator, infrastructure vendor, Third Party Vendor (3PV) or customer all have specific Key Performance Indicators (KPI) associated with them. The ability to define, identify, and manage those Key Performance Indicators associated with a broadband network Service Level Agreement requires a thorough understanding of the entire broadband ecosystem.
|TM 669||Analyzing and Leveraging Social Media Websites||3||0||3||0|
|TM 670||Decision Analysis for Corporate Network Systems|
This course surveys sector implementation of corporate telecommunication networks and the business issues involved in their selection. Issues of equipment acquisition, financing, and accounting will be studied in depth. Additionally, the equipment/system selection process will use the techniques of probabilistic outcomes, simulation, sensitivity analysis, and multi-attribute analysis to better define the risks and opportunities of these investments. Also studied are telecommunications systems’ effects on the balance sheet of the corporation as financial assets or liabilities: strategic assets, active revenue-producing tools, or passive service provision in the corporation’s realization of a business plan.Syllabus
|TM 694||E-business Security and Information Assurance|
Information assurance and security are recognized as very important issues in electronic business transactions and financial systems, from the managers, users, and providers viewpoints. This course addresses the security of e-business and cyber environments from an end-to-end perspective, including data center security and access security. Topics include: application, server, and database security, virtual local area networks (VLANs), secureaccess techniques, and secure electronic payment systems like SET (Secure Electronic Transaction). The course also reviews financial Electronic Data Interchange (EDI) and smart card security in banking applications. The course includes a project and some lab experiments related to SSL, SET, EDI, server and application security.Syllabus
|TM 701||TM Co-Op Education Project||0||0||0||0|
|TM 765||Selected Topics in Telecommunications Management|
A participating seminar on topics of current interest and importance in the field of applied telecommunications technology and networking.
|TM 770||Economics of Networks: Pricing, Auctions and Trading|
Network industries play a crucial role in modern life and the economy would be very much diminished without communications and information networks. This course analyzes the economics of networks and communications services. Theoretical and practical aspects of the subject will be covered based on three pillars: technologies, pricing, and special topics (auctions, trading bandwidth, and regulation). Communications technologies are reviewed, traditional as well as new, such as the Internet, ATM, and wireless. The course then provides in-depth analysis of the economics of monopoly, oligopoly, and perfectly competitive markets, as applied to the telecom markets. Pricing alternatives are formalized using simple mathematical models. Students learn how network control and performance of networks tie with the economic analysis of consumer behavior. Special topics related to game theory, risk management of telecom operations, trading of bandwidth, as well as auctions of bandwidth and spectrum, are covered towards the end of the course.
|TM 800||Special Problems in Telecommunications Management (MS)|
An investigation of a current research topic under the direction of a faculty member. A written report is required which should have the substance of a publishable article.
|TM 801||Special Problems in Telecommunications Management (PhD)|
With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
|TM 810||Special Topics in Telecommunications Management|
A participating seminar on topics of current interest and importance in Telecommunications Management.
|TM 900||Thesis in Telecommunications Management (MS)|
For the degree of Master of Science. Six to 12 credits with departmental approval.