Prerequisite: Good Graduate Standing

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EMGT 510/610 ENT-1: Entrepreneurship-1

This course intends to teach the managerial, financial, legal, ethical and organizational aspects of starting and growing a high technology company. Teams of students will set up a virtual high tech company and carry it through the entrepreneurship process. Guest lectures from practicing entrepreneurs, financiers and professionals associated with the entrepreneurship process play a key role in the course. The course is non-mathematical.

Prerequisite: Good Graduate Standing

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EMGT 510/610 ENT-2: Entrepreneurship-2

This course stresses the marketing aspects of entrepreneurship. Teams of students conduct market research that is characteristic of small startup firms.

Prerequisite: Good Graduate Standing

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EMGT 510/610 ET: Emerging Technologies

Focusing on 10 specific technologies most likely to impact world economies in the next 5 years including: nano-technology for solar cells and fibers for rapid healing, meta-materials that can adapt for specific applications, personal medical monitors, digital imaging technology, optical antennas and others, the class will pursue two objectives. First we will examine processes that a technology-driven business can use to monitor the environment to detect and rapidly access new emerging and potentially disruptive technologies. Second, we will explore the 10 specific new emerging technologies through a combination of lectures based on literature "monographs" on the subjects, and supplemental presentations by relevant outside expert speakers.

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Prerequisite: Graduate Standing

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EMGT 510/610 ETH: Ethical Issues in Tech. Management

An engineering Dean at MIT once commented that “until they become a manager, the young engineer interprets their work largely as a means to ends chosen by other people. A neat separation of ends and means is basic to this view of the relation of technology and values. The rub comes, as Samuel Florman wrote in the Existential Pleasures of Engineering, because “frequently, outcomes and consequences are totally unforeseen: i.e., Henry's car liberated millions of Americans and also produced traffic jams, pollution, accidents etc
Purpose: This new course is designed to meet the needs of engineers who are or will be moving into greater responsibility for management as they advance in the profession.
The course will emphasize and bring together the theory of ethical behavior and the real world applications faced regularly in the business world today. This will not be a"cookbook" course where, if you are confronted with options A and B, then the ethical answer will invariably be X. Rather, we will deal with all kinds and shadings of gray. Ambiguity will abound.

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Prerequisite: Good Graduate Standing

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EMGT 510/610 ETI: Economics of Technological Innovation

This course focuses on the economics of technology-based innovation by examining how industries are transformed by new technologies, how new industries are formed, and what factors affect the innovation performance. The objective of the course is to develop an awareness of the range, scope, and complexity of the phenomena, issues, and problems related to economics and management of technological innovations. Because innovations are rooted both in the production structure and the institutional setup of the environment in which they take place, the course uses a systems perspective to develop insights into the conditions under which particular structural arrangements and systems are likely to facilitate technological innovation. A wide variety of factors associated with successful strategic innovation are studied. These include institutions, business and technology strategy, and industrial and organizational structures. The course is divided into two parts. The first part focuses mainly on theoretical framework of innovation process at the national and industrial level by introducing the following topics:
Technology, Productivity and Growth; Technological Change; Market Structure and Innovation; Innovation and Industrial Evolution. The second part focuses on organizational issues involved in technological innovation and its implementation. The topics include: A Typology of Innovations, Patterns of Product and Process Change; The Capability to Innovate; Patterns of Innovation; Technology Strategy; Creating Knowledge, Learning and Dynamic Capability. The course utilizes cases, lectures and readings. Students work in teams and are required to provide a written report and a presentation at the end of the course.

Prerequisite: Graduate Standing

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EMGT 510/610 FEM: Front End Management for New Product Development

The very early phases of new product development �Eideation, concept development and concept evaluation - are often referred to as the “fuzzy front end�Eof innovation because they involve ill-structured decisions under great uncertainty. Though it is widely accepted that the front end is vital for product success, many managers rely on “gut feel�Erather than analytic decision making and even doubt that the front end can be managed at all. This course takes a different viewpoint and introduces students to the various questions managers face in early product development, as well as to systematic approaches to dealing with them. Topics covered include (among others): Identification of market needs and technology potentials, detection and exploitation of idea sources, early stage assessment of ideas and product concepts, and successful management styles in the fuzzy front end.

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Prerequisite: Graduate Standing

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EMGT 510/610 GMT: Global Management of Technology

This course aims to improve understanding of technology management issues globally and provide a systematic and practical approach for a strategic analysis from the viewpoint of the technology mangers of multinational companies or high decision makers in a country. Strategic issues on technological innovations are also covered. Class periods will include lecture, discussion, guest lectures, cases and student presentations designed to reinforce the course objectives. The reading assignments will be given with particular emphasis on a thorough understanding of the weekly topic. These readings will provide specific knowledge necessary for satisfactory participation in classroom discussions. Students are expected to be prepared each week to participate in the class discussion.

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Prerequisite:

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EMGT 510/610 GOV: Role of Government in Technology Management

The course is aimed at examining the role government as a regulator of business activity, a customer for technological products and services, a source of funding for industrial development, and a facilitator of technological innovation. Special focus will be given to the changing roles of local, state and federal governments in business, with a discussion of the impact on nurturing, implementing and regulating new technology for US businesses.

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Prerequisite: Graduate Standing

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EMGT 510/610 HTM: Human Side of Technology Management

Innovation and technological progress undoubtedly depends on the creativity, motivation, problem solving abilities and social competencies of scientists and engineers. This course covers questions of human resource management that are important to technology managers and team leaders, such as: If people are born creative, how do I recognize creative people for my teams? What can I do to foster creativity? What motivates people and teams �Eand is it the same for every one? How should individuals be compensated when product success depends on team effort? What should career paths look like for people in the technology field? How should engineers and scientists be recruited? How do we retain them? How do we keep their knowledge up to date?

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Prerequisite: Graduate Standing

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EMGT 510/610 IL: International Law For Technology Management

This course is designed to expose the student to key contemporary issues in international law relevant to strategic decision making in management of technology. Globalization of the economy and market place, and the accompanying interdependence of nations, makes the study of international law crucial to anyone involved in technology management. Students will become familiar with the ways in which international economic policies, institutions, rules, procedures and agreements are evolving rapidly to respond to and manage the new economic world order. With the number of multinational corporations growing daily and their foreign presence "deepening" well beyond merely selling products, and most small and emerging businesses aiming at foreign markets, the context for business transactions, even business capital, is global. This course will help students understand the key factors of change, influence and success in this evolving context.

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Prerequisite:  

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EMGT 510/610 INN: Innovation Management

In this course, students will analyze and discuss the diverse economic, social, cultural, psychological and technical phenomena that comprise technological innovation. The course intends to provide technology managers with a toolkit that allows them to manage innovative organizations effectively. The course is non-mathematical.

Prerequisite: Good Graduate Standing

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EMGT 510/610 INT: Intrapreneurship

The development of new products and services is fundamental to sustaining a long-term competitive advantage. The efforts of the individual or team of entrepreneurs who are responsible for this activity become even more complex when the activity must be carried out inside an existing on-going business. This course explores a procedural framework that can be used, along with typical issues often encountered such as resources, timing, political conflicts, bureaucracy, and other obstacles that must be overcome to succeed in developing products within a company. Class activities include written homework based on readings from a text, and selected case studies, along with a student team project to develop a business plan proposal for a new product or service to be presented to “senior management.” Along the way, the team also learns techniques to develop a 2-3 minute “elevator pitch” to quickly and succinctly present the concept to a company senior manager.

Prerequisite: Graduate Standing

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EMGT 510/610 IOC: Implementing Organizational Change

TBA

Prerequisite: Good Graduate Standing

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EMGT 510/610 ISM: Information Security Management

This class provides a comprehensive view of the core concepts of security. The curriculum will be delivered through lectures, projects, and case studies, along with discussions of the International Information Systems Security Certification Consortium, Inc. (ISC). The ten core Common Body of Knowledge (CBK) subject areas are fundamental to the understanding of security in a given context.
This course provides an excellent foundation in security concepts and prepares CIOs, managers, and engineers for their CISA®, CISM® or CISSP® certification exam.

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Prerequisite: Good Graduate Standing

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EMGT 510/610 KM: Knowledge Management

TBA

Prerequisite: Graduate standing

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EMGT 510/610 MIC: Managing Intellectual Capital

So you want to be a technology manager? What are you going to do about generating, preserving and converting Intellectual Capital and how are you going to use it to increase your organization’s value?
In this course, you will:
• Receive an overview of Intellectual Capital, what it is, how to get it, what to do with it.
• Learn how to set up a framework to manage Intellectual Capital
• Understand the most tangible of the intangibles – intellectual property and its relationship to Intellectual Capital

Prerequisite: Good Graduate Standing

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EMGT 510/610 NPD: New Product Development

Successful Product Development has been a key to surviving in today’s competitive markets. This course was designed to address professionals who are in product development organizations or support such organizations. It has been seen that technology integration and creating innovative environments have been critical to developing profitable products in today’s technology oriented companies. The course focuses on the changing nature of new product introduction in high technology companies. The course will review cases and published articles addressing key issues in new product development. Topics such as Disruptive Technologies, Technology Integration, Concurrent Engineering, and Managing Technological Innovation will be covered. The students will team up and develop a plan for a new product. The plan will include risk assessments in areas such as manufacturing, design, test, etc. The team will make several presentations throughout the class.

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Prerequisite: Graduate Standing

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EMGT 510/610 NTI: Managing New Technology Introduction

Why Are Some High-Tech Companies More Successful Than Others? One of the major reasons is that the more successful companies manage technology better, and in particular they are more effective in rapidly introducing new technology into profitable volume manufacturing. This new project-oriented course describes the management procedures and key underlying concepts practiced by such companies for effective planning, development, and introduction into volume production of products that utilize new technology. While emphasis will be on semiconductor technology and manufacturing, most principles and methodology are generally applicable to both hardware and software technology management. As part of the course students will form small teams assigned either to develop a corporate procedure for the introduction of new products and manufacturing processes applying the concepts learned, each for a specific company situation, or to carry out a case study of a specific company’s new product and technology introduction procedures. Students choose the company they wish to study or are provided a hypothetical company by the instructor.

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Prerequisite: Graduate Standing

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EMGT 510/610 NVM: New Venture Management

TBA

Prerequisite: Graduate standing

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EMGT 510/610 OTM: Organization Transformation Management

As the society is transformed from the industrial age to the information age, digitalization of information is providing an environment of quick market and technology changes, particularly in high-tech industry. At the same time, the traditional management styles inherited from the industrial age are being widely used. This disparity has created opportunities of new wealth for those who manage their businesses leading the changes, while it has also caused many giant corporations to go through multiple reengineering processes without positive results. To meet this fast paced digital environment, we need management paradigms different from the traditional ones. For this purpose, this course introduces the Organization Transformation Management (OTM). In addition to incorporating lessons from the traditional management paradigms such as total quality management (TQM), strategic planning and reengineering, OTM introduces the virtual contract organization (VCO) concept. VCO is a concept of four key agents: (1) Effective integration of knowledge-to-money process, (2) A model for effective communication, (3) A model for safe-motivated empowerment, and (4) Global synergism for high productivity. OTM provides for future risk management practices that promote organizations to be proactively analogous to market and technology changes. Examples and case stories, mostly from high-tech industry, are included in the course.

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Prerequisite: Graduate Standing

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EMGT 510/610 PMF: Project Management Framework

Unlike traditional courses in project management that look at management of a single project, this course focuses on management of an engineering and technology organization’s pool of projects, a discipline often referred to as enterprise project management. The role of projects in the enterprise’s competitive strategy and their linkages are emphasized. Concepts and processes for building project management culture, standard methodology for management of projects, information systems, project management office, and scorecard, all on the enterprise level are reviewed. Also covered are project management competency sets, role of top management, and maturity models. Case studies, presentations, term projects, teamwork, and interactive exercises are included in the course.

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Prerequisite: Graduate Standing

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EMGT 510/610 PMT: Project Management Tools

The intent of this course is to provide the students with an integrated set of advanced techniques for solving project management problems. Work Breakdown Structure (WBS) and performance measurement baseline are studied in-depth as the framework for the integration of scope, time, and cost dimensions of projects. Project scheduling techniques will cover CPM/PERT, GERT and Critical Chain. Coupled with them will be Monte Carlo simulation, a risk management technique. Also included are techniques for cost budgeting, cost baselining (cash flow), and earned value analysis. Case studies, presentations, term projects, teamwork, and interactive exercises are included in the course.
 
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Prerequisite: Graduate Standing

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EMGT 510/610 POR: Project Portfolio Management

TBA

Prerequisite: Good Graduate Standing

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EMGT 510/610 PRO: Probability and Statistics for Technology Management

The objective of this class is to expose students to elements of probability and probability distributions, sampling, statistical inference, and hypothesis testing.

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Prerequisite: Course in differential, integral calculus, linear algebra, and matrix.

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EMGT 510/610 RDM: R&D Management

Research and Development (R&D) is a key function in today’s organizations thriving for leadership as innovators. This class will cover managerial aspects of R&D. It will explore issues in managing research at national labs, managing academic research, managing industry labs. It will review evaluation methods and multi objective analysis used for R&D project selection. Development will be analyzed across the following venues: Roadmap Development, Eco system Development, Platform Development, Product Development, Technology Development, Prototype Development, Initiative Development. The course will focus on the issues around the integration of research and development functions. It will also include project management challenges resulting from the uncertain nature of R&D, and the difficulties in measuring on-going R&D outputs.

Prerequisite: Graduate Standing

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EMGT 510/610 SCI: Supply Chain Implementation

This class will help to manage SAP software implementations thru installing mySAP components, and set up the tools and processes necessary to monitor and manage a productive SAP system. It covers how to perform a Total Cost of Ownership analysis to help refine SAP Solution Vision, and then how to leverage SAP's technology partners to work through the SAP system landscape sizing process. Staffing the project, from the SAP Steering Committee all the way down to the primary SAP basis and computer operations teams, is covered as well. It also covers building high availability and disaster recoverability into solutions, addressing critical training required by the SAP support team as well as end users, and how to use SAP-provided and a host of other 3rd party tools to manage mySAP landscape. Throughout the class, knowledge and processes are provided that will help you hit the ground running and help save financial resources. The book used in this class is written by an SAP Technical Certified Consultant with seven years of experience in SAP design and implementation who offers tried and proven approaches, scripts, and tools similar to those used by new and existing SAP customer sites.

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Prerequisite: Good Grad. standing

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EMGT 510/610 SCM: Supply Chain Management

This course will enable students to: design and implement SCM strategies, offer industry-proven solutions, define eBusiness models, discern technology drivers and communicate the overall SCM business justifications to any business stakeholder.

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Prerequisite: Graduate standing

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EMGT 510/610 SI: Strategic Intelligence

This course provides students with an understanding of strategic intelligence concepts, methods and tools, and their application in strategic management. The objectives of the course are: 1. Provide students with an understanding of the role of strategic intelligence in management of high tech companies. 2. Familiarize students with frameworks, methods and tools for gathering and analyzing internal and external information of strategic value. 3. Introduce students to data mining concepts, tools and applications using a commercial business intelligence system. 4. Introduce students to knowledge management and knowledge based systems.

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Prerequisite: Good Graduate Standing

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EMGT 510/610 SMT: Strategic Management of Technology

Strategic issues in managing technology are addressed from the General Manager's perspective. Various strategies implemented in technology-based companies are studied. The interactions between corporate strategies and corporate culture are discussed. Examples are brought from high-technology companies ranging from recent start-ups to mature organizations. Case studies and a project are included in the course.

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Prerequisite: Graduate Standing

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EMGT 510/610 TAA: Technology Assessment & Acquisition

Technology assessment and acquisition are strategic tasks to which companies in all industries are paying more attention than ever before. The course covers a wide range of topics from technologies requiring a multi dimensional analysis. The major dimensions include organizational structure, human interface, marketing structure, product development strategies, and innovation diffusion patterns. These and other dimensions of technology assessment and acquisition are addressed in the course by supplementing the lectures with class discussions, assigned readings, case studies and guest speakers from local companies.

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Prerequisite: Graduate Standing

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EMGT 510/610 TF: Technology Forecasting

Technology forecasting has a major impact on technology acquisition and development. There are many success stories as well as failures in conducting technology forecasts. Several technology forecasting methodologies are discussed, and their impacts on business strategies are discussed in this course. The emphasis is on studying how to make technology forecasting beneficial for the organization. Case studies, assigned readings and guest speakers supplement lectures and class discussions. The cases are selected from Harvard Business School Case Studies, including cases on Zenith, Phillips and America On Line. Articles selected from Technology Forecasting and Social Change and IEEE Transactions on Engineering and Technology Management, Harvard Business Review, and Journal of Product Innovation and Management are included in assigned readings. Guest speakers include management professionals from technology-based companies.

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Prerequisite: Graduate Standing

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EMGT 510/610 TMP: Technology Management Presentations

Engineering and technology managers are called on to make both internal and external presentations to clients and prospective clients, regulators, employees, professional peers, and the public. The focus of this class will be on presentation content rather than technology. While skillful use of technology is valuable, an effective presentation requires more than a set of slides or the ability to use PowerPoint. And an effective presentation is not just a reiteration of written material. Students will learn how to structure presentations for different situations, how to characterize and respond to particular audiences, how to design and organize the message and materials, how to pace and deliver the message, and how to handle external factors that affect presentation success. Students will prepare and deliver presentations for constructive class critique and also attend and critique presentations outside class.

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Prerequisite: Graduate Standing

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EMGT 510/610 TRM: Technology Roadmapping

TBA

Prerequisite: Graduate Standing

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EMGT 510/610 TT: Technology Transfer

In technology management spectrum, technologies are born as concepts and go through several phases to get integrated into new products, systems, and new cultures. This course will explore these different phases through case studies, readings and research books published recently.

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Prerequisite:

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EMGT 510/610 UCI: User Centered Innovation

This course introduces the students to the various approaches to innovation and the strengths and weaknesses of each of them. It then focuses on a customer-driven methodology. It also introduces the students to the increasingly prominent role of creating memorable experience, and emotional connection with a product and/or a company. Students will learn how to identify opportunities; the latest methods of user research (such as rapid ethnography) and how to transform these findings into product concepts that casts an optimum balance between usefulness, usability, and desirability.
The management of such projects at a company/division level and the changes it requires in processes, organization, and people skills will also be covered.
Students will actually use the learned methodology to define an innovative product concept in a team environment.
The course will be supported by case studies. Several industry guest speakers with strong credentials in developing innovative products will come share their experience.

Prerequisite:

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EMGT 520/620: Management of Engineering and Technology

Study of fundamental concepts of engineering and technology management to provide the students with an in-depth understanding of the underlying principles of this discipline. Innovation process, technological change, technological organizations, motivation and leadership theories applicable to engineers and scientists, engineering and R&D projects, resource management in current and emerging technologies, and strategic management of technological system interfaces are included in the course. Ongoing Engineering and Technology Management research is critically evaluated in classroom discussions. Case studies and a team project are included.

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Prerequisite: Graduate Standing

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EMGT 522/622: Communication and Team Building

Developing high performance teams for the engineering ­ driven companies; fundamental concepts that make an effective team; building a high­performance team; the keys to high performance; converting risks into assets; the power of commitment and discipline, and constructive communication; getting results through team dynamics, creative problem solving, and measuring team performance; case studies, presentations, term projects, teamwork, and interactive exercises.

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Prerequisite: Graduate standing.

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EMGT 525/625: Strategic Planning in Engineering Management

EMGT525/625 STRATEGIC PLANNING in ENGINEERING MANAGEMENT is a four-credit (40-hour), graduate-level course structured around 10 lectures, 12 historical case studies, and a computer strategy simulation game.

The course is aimed at managing direction and planning from a corporate, business unit or departmental orientation in today’s fast paced “hyper-velocity” markets. One of the key questions to be addressed is “How can I develop a strategy when it is nearly impossible to identify a long-term competitive advantage?” The challenge is to be able to manage today in order to position the company to compete in an essentially unknowable future.

Course activities include selected readings from “Competing on the Edge: Strategy as Structured Chaos” by Brown and Eisenhardt, supplemented by case-study monographs. There is also a team participation computer simulation designed to take the participant not only through theoretical discussions of strategic concepts, but to give a feel for the real world of strategic decisions and planning. The course is designed to emphasize planning, managing implementation and minimizing risk in a fluid environment.

Defining one’s strategy is necessary, but often insufficient to assure success. The challenge is planning for effective implementation and agile adaptation in the face of fast-changing technologies and markets.

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Prerequisite: EMGT 520/620 or equivalent

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EMGT 530/630: Decision Making in Engineering and Technology Management

Decision and value theory concepts are applied to technical and management decisions under uncertainty. Multicriteria decisions are analyzed. Subjective, judgmental decisions are quantified for expert decisions and conflict resolution in strategic decisions involving technological alternatives. Hierarchical decision modeling approach is introduced. Individual and aggregate decisions are measured. Decision discrepancies and group disagreements are evaluated. Case studies are included in the course.

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For Spring 2005: Click here for syllabus (PDF format)

Prerequisite: EMGT 520/620, Knowledge of Probability/ Statistics.

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EMGT 535/635: Engineering Economic Analysis

Economic evaluation of engineering and R&D projects is discussed from the Engineering and Technology Management viewpoint. Tune value of money, tax considerations, break­even sensitivity analyses, project evaluations under uncertainty, risk sharing, capital budgeting, and multicriteria decisions are studied. Case discussions are included in the course.

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Prerequisite: Linear algebra, probability/statistics.

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EMGT 537/637: Productivity Analysis

Productivity analysis techniques, applications, and case studies are covered from engineering and management perspectives. Topics covered include benchmarking, process analysis, production functions, parametric productivity analysis techniques, and nonparametric productivity analysis techniques.
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Prerequisite: Linear programming, Probability/statistics.

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EMGT 540/640: Operations Research in Engineering and Technology Management

The use of operations research techniques in making Engineering and Technology Management decisions; application and interpretation of linear programming and goal programming problem formulations; mathematical model building; the basic principles behind the Simplex algorithm and multiple objective linear optimization; post optimality analysis from the viewpoint of technology management; other operations research techniques such as queuing models; a term project involving an actual operational problem.

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Prerequisite: Linear algebra and probability/statistics.

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EMGT 545/645: Project Management in Engineering and Technology

Critical issues in the management of engineering and high technology projects; analysis of time, cost, performance, parameters from the organizational, people and resource perspectives; project planning, evaluation and selection, including project selection models; project and matrix organizations; project teams; scheduling with CPM/PERT algorithms; budget and schedule control; termination of projects Case discussions and a term project are included in the course.

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Prerequisite: EMGT 520/620, EMGT 530/630, or equivalents.

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EMGT 546/646: Project Scheduling and Network Analysis

This course is an in-depth study and review of the major problems and analytical techniques used in the planning and scheduling of major industrial projects. Specifically, the course focuses on two primary areas: (1) network analysis used in the planning of projects, and (2) scheduling analysis used in the scheduling of resources during the course of a project. Special focus is placed on modeling techniques such as CPM/PERT, GERT, etc. in conjunction with mathematical programming and computer simulation. Solving real-world project schedules is emphasized.

Prerequisite: Probability/statistics, linear algebra, EMGT 545/645 or equivalent.

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EMGT 550/650: Manufacturing Systems Engineering

Underlying concepts of manufacturing or production systems; product and process planning; job/flow shops; group technology, and flexible manufacturing cells.

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Prerequisite: Graduate standing or eligibility for admission to the Engineering and Technology Management Program

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EMGT 551/651: Manufacturing Systems Management

In this course, students will analyze and understand concepts and business models relevant to the management of the processes required to provide goods in the manufacturing industries. Topics will include, manufacturing product design and process selections (i.e. Process Analysis and Quality Management), Design of Manufacturing Facilities and Jobs (i.e. Capacity Planning and Just In Time Production Systems), Supply Chain Management ( i.e. Forecasting, Aggregate Planning, Inventory Control and Material Requirement Planning and Operational Scheduling) and New Emerging Technology (i.e. Net markets, Virtual Warehousing and Business Intelligence). The methodological basis for the course includes operations management science, economic theory of supply and demand, business organization structure and design and management of operations information systems.
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Prerequisite: Graduate standing or eligibility for admission to the Engineering and Technology Management Program

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EMGT 552/652: Intelligent Manufacturing System

Catalog description of the course: Introducing the student to applications of AI/expert system tools for solving manufacturing system design and management problems. First part of the course: Introduction of the basic concepts of intelligent manufacturing, knowledge­based (KB) techniques and software used in the design of products, processes, facilities, and management systems required to manufacture a product. Second part: KB techniques and software used in the design of products, processes, facilities and management­systems requires to manufacture a product. Third part: Integration of KB techniques for designing an intelligent manufacturing system; current and future research in each of the functional areas.

Prerequisite: EMGT 550/650.

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EMGT 553/653: Manufacturing System Simulation

Introduction of discrete simulation techniques for the modeling of random processes and probabilistic events in the simulation of manufacturing systems; concepts of systems modeling with emphasis on the use of an animated simulation package throughout the course.

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Prerequisite: EMGT 550, basic knowledge of probability and statistics.

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EMGT 555/655: Technology Marketing

This course is designed to introduce students to the special issues faced by managers marketing technological products in markets characterized by rapid environmental change. Topics include an examination of the marketing/engineering/manufacturing interface, product innovation strategies, value-based pricing, buyer behavior and strategic selling, competitive market analysis and positioning, and distribution strategies. Emphasis is placed on strategies for marketing technology products in industrial markets.

Click here for Dr. Balland's syllabus (PDF format)
Click here for Dr. Harmon's syllabus (PDF format)

Prerequisite:  

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EMGT 560/660: Total Quality Management

Catalog description of the course: Critical principles and procedures of quality management in a competitive global environment; contemporary definitions of quality; quality in production/services; quality economics; quality philosophies; planning, organizing and controlling for quality human resource and empowerment strategies, and QC tools. Case studies, presentations, term projects and teamwork.

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Prerequisite: Graduate standing.

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EMGT 565/665: Research Methods for Engineering and Technology Management

Research methods in Engineering and Technology Management; statistical techniques including proper selection, use, and interpretation of parametric and nonparametric tests along with factor and discriminant analysis. Design of experiments and model misspecification. The use of statistical software.

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Prerequisite: Graduate standing, probability and statistics.

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EMGT 571/671: Expert Systems Engineering

Catalog description of the course: Insights into artificial intelligence and expose students to the building of expert systems (ES) with an emphasis on solving a variety of Engineering and Technology Management problems; components of ES and design methodology, principles of heuristic and logic programming fundamental issues related to knowledge acquisition, representation, inferencing and learning; design of inference engines and their implementation. Fuzzy reasoning, neural nets, and learning mechanisms and a review of some of the more popular AI and ES shells.

Prerequisite: N/A

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EMGT 590/690: Engineering and Technology Management Synthesis

This is the capstone course in the Engineering and Technology Management Program. It synthesizes the concepts and methodologies of engineering and technology management into an individual or group project The research base for the project may come from any combination of the study areas covered in the Engineering and Technology Management Program.

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Prerequisite: Completion of the EMGT core or equivalent.

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