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| 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.
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| 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. No credit for departmental majors.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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, technology partitioning 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. (Howe School students concentrating in Technology Commercialization should not enroll in this course but MGT 678 instead).
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| 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.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| 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.
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| Project success depends, to a great extent, 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 project managers’ awareness of the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.
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| (0-0-3) (Lec-Lab-Credit Hours)
Compares and contrasts different Program Office organization structures and program portfolio techniques. Topics include: Using the program office to achieve better business results, concepts and techniques supporting program portfolio strategies. (Prerequisite: Mgt 614)
Prerequisites:
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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| This course covers the discipline of engineering economics and how this discipline influences management policy and decision-making. The major emphasis is on the selection process for capital investments, both tangible and intangible,
and how this process is structured and constrained by the time value of money, the source of funds, market demand, and competitive position. The first part of the course covers the basics of the engineering economics on which the selection process rests. The remaining parts cover the selection process itself, beginning with deterministic analyses based on single-valued estimates, continuing on, where significant, to risk analyses based on multivalued estimates, and concluding with multiattribute analyses in which both the monetary and non-monetary factors involved in investment decisions are combined into single figures of merit. In passing through the process, capital budgeting, cost estimation, probability analysis, uncertainty analysis, and Monte Carlo simulation are introduced and applied. Case studies are used where appropriate.
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| 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.
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| 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.
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| 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.
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| This is an introductory course in capital markets with an emphasis on the management of investments. Topics include: discounting, net present value, risk, the capital asset pricing model, diversification, the term structure of interest rates, financial markets, the efficient markets hypothesis, technical and fundamental analysis, options pricing, and portfolio management.
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| This course presents advanced techniques and analysis designed to permit managers to estimate and use cost information in decision-making. Topics include: historical overview of the management accounting process, statistical cost estimation, cost allocation and uses of cost information in evaluating decisions about pricing, quality, manufacturing processes (such as, JIT, CIM), investments in new technologies, and investment centers.
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| This course will endeavor to equip the student with tools to visually analyze data and to elicit questions suggested by the data. Modern technology provides tools for graphical display and simulation heretofore unavailable. This course of study introduces the student to such technological innovations and will include such topics as stemleaf plots, histograms, hanging rootograms, hanging chi-grams, box plots, contingency tables and related chi-square tests, typical values, measures of spread, regression models, Q-Q plots and nonparametric tests such as the sign test, the Wilcoxon signed rank test, Mann-Whitney tests, and Kendall's tau. The emphasis will be on exploratory data analysis in contrast to confirmatory analyses, and will utilize real data extracted from the web and elsewhere. Offered online only.
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| 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 are
a decisions that must be made, are disc
ussed. Topics include: comparative advantage, culture, protectionism, financial flows, entry strategies, marketing, managing payments, material, and manufacturing.
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| This course will focus on the relationship and impact that international relations, international business, and foreign policy have on world trade, commerce, and finance. The course will provide the student with a better understanding of how the complexity of international differences affects political, economic, and cultural behaviors. Among the topics for discussion: the content and scope of international politics, the international struggle for power, the role and impact of non-governmental organizations, foreign policy as a tool for promoting international commerce, the role of international law and world public opinion, the rise of regionalism, and the political economy of international trade. NOTE: Undergraduates (even with a master's study plan) are not permitted to take this course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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 top
ics 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.
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| 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.
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| Job analysis is the fundamental building block for virtually all human resources practices. This course first introduces students to the theory, practices, and techniques for analyzing and describing the nature of work and individual jobs in organizations. It then focuses on how this information is applied to develop other human resources systems, such as selection, job design, training, and compensation. A particular emphasis is placed upon the development and implementation of performance appraisal systems. Research and practices regarding various approaches to performance appraisal are discussed, as are the implications of performance appraisal for motivation, development, and organizational effectiveness.
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| This course reviews the key laws and legal principles impacting human resources practices and employer and employee relationships. Through a review of actual cases, federal and state laws impacting civil rights and equal opportunity, wages and hours, privacy, safety and health, employee benefits and insurance, worker's compensation, and labor relations and arbitration are covered. The constitutional, social, and economic implications of human resources law are also discussed. This is a dynamic field of study with changes occurring literally on a weekly basis. Students will be expected to participate actively in classroom discussions and role-play exercises.
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| 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. From decision-making, to negotiation and communication, the behavioral aspect of management is more complex and varied in a cross-cultural context. Managerial processes, such as planning, structuring, and implementing offer special challenges when extended beyond home country borders. What constitutes effective leadership and what motivates workers are key questions in the international context. Students explore these topics in light of cultural difference through cases, discussion, reading, and exercises.
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| This course is designed to enable students at course end to navigate the web effectively, to explore Ask-an-Expert Sites, to develop and assess collaborative projects, and to utilize subject guides and search engines. Students will be taught how to introduce website materials into traditional courses, how to locate resources for social sciences or language arts, how to create a Web site, and how to use FTP. Students will make final presentations. Students will acquire the range of requisite skills to enable and foster the seamless introduction of Internet materials into science or mathematics courses. Emphasis will be on the acquisition of real-time data from the Internet. Offered online only.
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| 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.
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| Principles and techniques of total quality management (TQM) with emphasis on their application to technical organizations. Topics include management philosophy, concepts, and critique of quality "Gurus," TQM model, and strategy; TQM tools and techniques; Deptartment of Defense 5000.51-G TQM guides; review and critique of the Deming and Baldrige Awards; concurrent engineering; and quality function, deployment, and design for cost. Students will form teams to analyze a case study involving TQM concepts and techniques.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| The principal issues involved in new business formation and development will be presented in this overview course. This will include both the initiation of new ventures within existing firms and the entrepreneurial startup situation. Particular topics addressed include: business opportunity identification, the startup process, management team development, business plans, valuation, raising capital, budgeting, deal structures, intellectual property, management of growth, compensation, securities law and public offerings, tax considerations, issues of business maturity, and business failure.
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| (0-0-3) (Lec-Lab-Credit Hours)
Developing products requires an understanding of content development, knowledge of industry trends, and the ability to develop deals that bring your product to market. This course examines consumer demand, consumer behavior, industry projections, delivery platforms, distribution channels, market research, and the product development process (from concept to consumer support). Both general marketing practices and those particular to the online environment are addressed. Students are required to work in teams and create a marketing plan. There are no prerequisites.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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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.
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| 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.
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| | 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.
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| Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the org
anization 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.
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| 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.
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| This course focuses on the organizational, management, and technology issues related to the sales and marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use extensive research and current literature on pharmaceutical sales and marketing business approaches and technologies that drive or support sales and marketing plans, as well as information and knowledge management considerations that drive competitive distinctiveness. This course will also explore the real and potential information and knowledge linkages between the sales and marketing function and the discovery, product development, and supply chain functions of the pharmaceutical industry. This course also focuses on the issues surrounding supply chain design, planning, and execution for the pharmaceutical and biotech industries from drug discovery to delivery.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Pharmaceutical manufacturing is vital to the success of the technical operations of a pharmaceutical company. This course is approached from the need to balance company economic considerations with the regulatory compliance requirements of safety, effectiveness, identity, strength, quality, and purity of the products manufactured for distribution and sale by the company. Quality assurance and regulatory issues in pharmaceutical manufacturing. Overview of chemical and biotech process technology and equipment, dosage forms and finishing systems, facility engineering and health, safety, and environment concepts. Regulatory and legal overview.
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| This course explores the U.S. and international regulatory environments that govern the pharmaceutical and biotechnology industries with particular focus on the U.S. Food and Drug Administration, the European Agency for the Evaluation of Medical Products, and the Japanese Ministry of Health, Labor, and Welfare. The essential components of Good Laboratory Practices, Good Clinical Practices, and Good Manufacturing Practices regulations will be covered. Students will develop an understanding of the formulation and execution of regulatory strategy and key ethical issues in medical research. Where appropriate, case studies will be used to illustrate the challenges and issues associated with compliance, as well as the consequences of non-compliance. Ethical issues and the potential consequences of ethical lapses will also be explored. Current events will be used to illustrate key ethical principles and serve as a basis for discussion.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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 value chain
, and also learn about resources for understanding future IT-related trends in this fast-changing industry.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| The students will be divided into small groups and supplied with a simulated history of a firm. It will be the responsibility of each group to structure itself to be able to make decisions about the goals of its company and to make operational decisions aimed at implementing these goals. A computer model simulates the performance of the firm that would result from these decisions. Both quantitative analysis and group decision-making are emphasized. It is recommended that this course be taken in the last term.
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| A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with several years of 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.
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| 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.
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| 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)
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| 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 for risk assessment, and several real-world case studies. The course is designed for all students of the School of Technology Management.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| Specialized topics at the leading edges of research and theory in information management/technology management will be intensively explored. Each research seminar will focus on a different set of topics.
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| 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.
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| 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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 719
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.
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| 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.
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| Specialized topics at the leading edges of research and theory in information management/technology management will be intensively explored. Each research seminar will focus on a different set of topics.
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| 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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MIS 501
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 them. 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.
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| Specialized topics at the leading edges of research and theory in information management/technology management will be intensively explored. Each research seminar will focus on a different set of topics.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Management researchers require mastery of several important mathematical tools that are used to represent and model management and business phenomena. Mathematical representations are common in theoretical treatises, and a working knowledge of linear algebra is indispensable to doctoral students pursuing a rigorous understanding of statistics and other quantitative methods. This course is designed to provide a grounding in selected areas of mathematics that are central to these aspects of management research, including set theory, logic, matrix algebra, number theory, optimization and graph theory. The course approaches these areas from an applied perspective. It is assumed that the student will have completed the equivalent of a one-year undergraduate sequence in the calculus as a prerequisite to this course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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 res
earch. In addition, students are expected to develop the capacity to identify and apply theories to the study of specific management phenomena.
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| 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.
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| This course deals with strategic frameworks for, and uses of, data, information, and knowledge within business and organizational contexts. Major course topics include data quality, data and information modeling, data warehouses, strategic information systems planning, information continuum and knowledge work.
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| 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.
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| 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. This course 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 course will stress both 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.
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| 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 MGT 778 Principles of Information Management I. Students should normally have completed all M.S.-level core courses before they enroll. The course will stress both 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
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| This course includes the study of the various types of computer-based instructional (CBI) approaches: tutorials, drills, simulations, instructional games, and tests; and the process of producing such materials: preparation, design, storyboarding, programming, and evaluation. It offers instruction in the use of authoring systems with which CBT materials may be readily produced. Assignments include the critique of an existing CBI program and the creation of a short tutorial. Offered online only.
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| 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.
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| 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.
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| With permission of the instructor. Limit of six credits for the degree of Master of Science.
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| With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
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| 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.
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| 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.
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| For the degree of Master of Science. Six to 12 credits with departmental approval.
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| Original research leading to a doctoral dissertation. Hours and credits to be arranged.
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| Technology Management for Experienced Professionals |
| 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.
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| 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; and inventory and fixed assets.
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| 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.
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| 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. (1.0 credit)
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| This ramp course is designed to introduce students to the Capstone simulation as it relates to marketing. Covered topics will include the fundamentals of the Marketing Mix, including pricing, advertising, distribution, and product-related issues. A final exam will determine competency. Students with graduate educ
ation in marketing may just take the exam.
(1.0 credit)
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| 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.
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| | | (0-0-3) (Lec-Lab-Credit Hours)
This course focuses on understanding the interplay of group, inter-group, and organizational
factors on the performance of multifunctional te
ams 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.
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| This course focuses on how to take a product or service from concept to market quickly and successfully. It covers the conventional stage-gate process and explores when it works and when it does not, and offers alternative innovation strategies that are appropriate for different innovation environments, including breakthrough new products and services. The main emphasis of this course is on developing and commercializing technically-sophisticated products and services.
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| Students participate throughout the program in business simulations to demonstrate a working knowledge of the principles presented in individual courses. The practicum also includes activities designed to enhance team and leadership skills which are assessed throughout the course. (4.0 credits)
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Operations excellence is a key competitive advantage for global companies. Eliminating waste, removing defects from development and delivery services, and improving processes are the underlying elements of success. This course provides students with the skills and tools for management and improvement of business processes to improve productivity, increase customer satisfaction and sustain competitive advantage. We start with a discussion of underlying principles of Quality and Process Management, and application of these principles to entire business. This is followed with a working knowledge of process mapping, principles of process improvement and Six Sigma problem solving methodology-DMAIC. Students will learn the key tools and techniques for process management, statistical process control (SPC) and Six Sigma. Students individually and in teams apply the class learning to business problems in real corporate environment. Prerequisites: Business Experience.
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| Students are exposed to 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 are subsequently graded on several te
am and individual oral presentations and written reports throughout the EMTM program, which are designed to determine the level of competency in both oral and written communications. Each student will have an oral/written report card. (2.0 credits)
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| 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)
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| 1 to 6 credits. Limit of 6 credits for the degree of Master of Technology Management (EMTM).
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| 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.
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| This course comprises the topics of technology assessment, valuation, transfer, and strategic alliances. Despite the prodigious output of American invention, much early stage technology remains poorly selected, protected, managed, and financed. Firms waste billions of dollars on the wrong technological bets. Students will learn methods for sourcing, screening, and selecting promising technologies for commercial exploitation. The second half of this course studies ways firms can leverage external R&D through license agreements, strategic alliances, and acquisitions. Outsourcing technology makes a firm more nimble and gives it more options to act. Regardless of the student’s current job function, technology mangers need to understand their options to assess, license, and acquire technology.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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)
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| 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.
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| 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 Environm
ent, Total Cost of Ownership, Cost of Downtime, Scalability, Security, Access Management, and Mainframe Careers. Enterprise Systems case studies are explored throughout the course.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
The course deals with operational and strategic concerns for data, information and knowledge within business and organizational contexts. Principal topics include: software and data quality; relational and ER models, database integrity and normalization, distributed database systems, data warehouses, IT alignment contexts, dimensions of knowledge, information continuum, knowledge binding, data management and services in SOA and ITIL environments. Noncredit Prerequisite: MGT 501 if required.
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Prerequisites:
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.
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This course focuses 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.” The course is organized around the following general themes: Knowledge, Valuation, and the Organization, The Architecture and Design of K-Work, Information Technology and Knowledge Management Systems, The Theory of Organizational Knowledge Creation, Organizational Learning and Culture, and Knowledge Applications. Practical examples and case studies are presented throughout the course.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course focuses on Data Mining and Knowledge Discovery Methods and Models. We concentrate on both methods and applications. The course begins with an introduction to probability, statistics, and sampling techniques. Methodological and practical aspects of knowledge discovery tools and techniques are covered, including Principle Components, Linear Regression, Logistic Regression, Naïve Bayes Estimation, and Bayesian Networks. Practical examples and case studies are presented throughout the course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course focuses on Data Mining and Knowledge Discovery Algorithms and their appli
cations in solvi
ng real world business and operations problems. We concentrate on demonstrating how discovering the hidden knowledge in corporate databases will help managers make near real-time intelligent business and operations decisions. The course begins with an introduction to Data Mining and Knowledge Discovery. Methodological and practical aspects of knowledge discovery algorithms are covered, including Data Preprocessing, k-Nearest Neighborhood Algorithm, Machine Learning and Decision Trees, Artificial Neural Networks, Clustering, Association Rules, and Algorithm Evaluation Techniques. Practical examples and case studies are presented throughout the course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| This comprehensive course will cover the key security concepts for managers. In the first phase, security fundamentals will be covered with emphasis on levels of security (network, system software, middleware, applications, business processes), authentication, authorization, access, and integrity. In the second phase, the key security technologies, such as cryptographic algorithms (symmetric and asymmetric encryption), PKI, digital certificates, and corporate security will be discussed. The last phase of this course will discuss the management issues of security policies and security administration, and describe how various security technologies and approaches can be applied to cybersecurity. Topics will include an overview of Internet security, web security, web application security, wireless and mobile web security, and other emerging cyber information issues. Students will conduct a security audit of web sites and web-based corporate applications.
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| This course focuses on the analysis and management of information security architectures. Information security architectures consist of organizational, process, and technology (e.g., data, applications, network, systems) domains. The integration and effective management of such architectures is essential to effectively responding to technical risk dynamics. The course will focus on evaluating the architectural domains and their integration. The course will rely on management research on information security, risk, IT strategic planning, and distributed computing. The student will learn the relationships between business requirements, technical requirements and technical risk, and make appropriate choices for risk mitigation. The course will provide insights on the continuous management of the information security function in organizations.
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| This course examines every major aspect of the relationship between information security and the law, at a level suitable for information security specialists and senior managers who supervise information security operations. In the first phase, the course explores substantive legal principles relating to information security, with regard to both private and government interests. The second phase of the course explores information security operations as the repository of information that may be at issue in legal proceedings. Finally, the course concludes with a discussion of the balancing process required to promote information security in a system of ordered liberties, that is, with due respect for civil rights.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course provides a working knowledge of risk analysis and management for enterprise security. The emphasis is on modeling, analysis and economic evaluation of technology risks. The students learn about business continuity and disaster recovery planning, security risks, tangible and intangible consequences of security failures, risk mitigation options and economic trade offs. The first part of the course covers the basics of risk identification, assessment, control and mitigation using a system framework. The second part covers application of decision theory and engineering economics to security options based on models that consider risk profile and uncertainty in enterprise security problems. The learning is reinforced through c
ase reviews and team projects.
Prerequisites: TM 605 and TM 500 or equivalent.
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| 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.
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| 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.
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| 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 RM will also be discussed in this context.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Increasing use of computers and networks in business, government, recreation, and almost all aspects of daily life has led to a proliferation of online sensitive data, i.e., data that, if used improperly, can harm the data subjects. As a result, concern about the ownership, control, privacy, and accuracy of these data has become a top priority. This course focuses on both the technical challenges of handling sensitive data and the policy and legal issues facing data subjects, data owners, and data users. This course is suitable for advanced undergraduate computer science majors, graduate students in computer science, and students in technology management or other majors with some computer science background. Course readings draw on a variety of sources, including both technical materials and the popular press. The course includes a privacy-related project.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Developing products requires an understanding of content development, knowledge of industry trends, and the ability to develop deals that bring your product to market. This course examines consumer demand, consumer behavior, industry projections, delivery platforms, distribution channels, market research, and the product development process (from concept to consumer support). Both general marketing practices and those particular to the online environment are addressed. Students are required to work in teams and create a marketing plan.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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
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vide 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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Security forensics involves the identification, preservation, and analysis of evidence of security attacks to identify the attackers and document their activity with sufficient reliability to justify appropriate technological, business, and legal responses. This topic has technological and legal components, both of which are covered in this course. The technical aspect addresses analysis of intruder types and the intrusion process, review of logs and profiles and their types, identifying attack signatures and fingerprints, exploring the applications of data mining techniques, study of various traceback methods, and the preservation of the information and evidence acquired through the use of forensic tools and techniques. The legal aspect addresses the impacts of forensics on the legislative, judicial, and regulatory proceedings that collectively articulate and promote public policy goals, determine civil and criminal liability, and define and assess regulatory compliance. The course draws on pertinent concepts of law and legal procedure, at a level accessible by non-lawyers, to explore the broader significance of forensics in the private and public sectors.
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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.
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| This course is designed to provide the student with an in-depth understanding of the pharmaceutical research and development 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 process will be described in detail, including key regulatory imperatives and the role of project management. The current contributions of IT to each phase will be reviewed; the global perspectives on international harmonization and worldwide submissions will be discussed; the economics of IT in drug R&D will be highlighted; illustrative case studies will be presented; and a view of the future of IT in R&D will be put forth. Topics include organizational models in R&D and IT, a comprehensive view of the main components of the R&D process, current contributions of IT to each of the main components of the R&D process, the global perspective, and the economics of IT in drug development.
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| 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
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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.
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| This course focuses on the organizational, management, and technology issues and considerations related to the sales and marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use extensive research and current literature on pharmaceutical sales and marketing business approaches and information technologies that drive or support sales and marketing plans, as well as information and knowledge management considerations that drive competitive distinctiveness. This course will also explore the real and potential information and knowledge linkages between the sales and marketing function and the discovery, product development, and supply chain functions of the pharmaceutical industry. Topics include linkage of the R&D/marketing and sales cost spiral, the industry focus on enhancing marketing and sales effectiveness, the relationship between information delivery mechanisms and physician prescribing habits, information technology’s growth in marketing and sales, pharmaceutical sales and marketing and its relationship to the information value chain, the impact of new trends in discovery on sales and marketing approaches, and the growing role of the healthcare consumer.
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| | 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.
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| 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 markets.
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| 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.
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| 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", th
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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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
The interrelated roles of various stakeholders in the delivery of healthcare The role of IT in enabling improved healthcare outcomes HIT industry trends for make, buy and “rent” application solutions Healthcare information exchange initiatives (local, regional, national)
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| | (0-0-3) (Lec-Lab-Credit Hours)
IT solutions for procurement, revenue management, and information exchange Enterprise systems for inpatient and ambulatory contexts B2B applications with group purchasers, other suppliers, insurers, and payers Analytical tools to support operational decision-making “Best practices” in IT vendor management. (Prerequisite or co-requisite: MIS 685 or permission of the instructor)
Corequisites:
MIS 686 Administrative Systems in Healthcare
(0-0-3)(Lec-Lab-Credit Hours)
IT solutions for procurement, revenue management, and information exchange Enterprise systems for inpatient and ambulatory contexts B2B applications with group purchasers, other suppliers, insurers, and payers Analytical tools to support operational decision-making “Best practices” in IT vendor management. (Prerequisite or co-requisite: MIS 685 or permission of the instructor)
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Prerequisites:
MIS 689
(0-0-3)(Lec-Lab-Credit Hours)
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.
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HIT to support clinical workflow and decision support Trends in electronic health records and computerized physician order entry systems Integrating digital imaging, laboratory, and pharmacy systems for different contexts. “Best practices” for reducing barriers to clinical system adoption Trends in evidence-based systems, including those that bridge clinicians & scientists. Patient privacy, system security, and ethical issues. (Prerequisite or co-requisite: MIS 685 or permission of the instructor)
Corequisites:
MIS 689 IT Management for the Healthcare Professional
(0-0-3)(Lec-Lab-Credit Hours)
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.
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The impacts of widespread Internet use and Web 2.0 applications. Hospital-sponsored patient portals and 3rd-party personal health records (PHRs). Tele-health applications for diagnoses, disease monitoring, and behavior modification. Emerging trends in multimedia and AI tools for patient-centered programs. “Best practices” for online patient communications and home health monitoring. (Prerequisite or co-requisite: MIS 685 or permission of the instructor)
Corequisites:
MIS 689 IT Management for the Healthcare Professional
(0-0-3)(Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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 indust
ry.
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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.
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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.
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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.
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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.
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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. Prerequisite: MIS 620; Co-requisite: MIS 710
Download Flier
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| | (0-0-3) (Lec-Lab-Credit Hours)
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)
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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.
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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.
Prerequisites:
MIS 501
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 them. 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
MIS 736 entails the examination of architecture and p
rocess 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.
Prerequisites:
MIS 735
(0-0-3)(Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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. This course must be taken towards the end of the Information Systems degree program.
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| 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. (0.7 credit).
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s)
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 credit).
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| 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.
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With permission of the instructor. Limit of six credits for the degree of Master of Science.
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| 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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
For the degree of Master of Science. Six to 12 credits with departmental approval.
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| Telecommunications Management |
| 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, plane coordinates and functions, differentiation, series, geometric series and exponential series, the elements of counting, illustrations of the material on discrete distributions, z-transforms, integration of simple functions, integrals over the entire line, and basic probability densities. This course may not be taken for credit towards a degree at Stevens.
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| 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. This course may not be taken for credit towards a degree at Stevens.
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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, int
erception, and means to avoid them. Case studies and student projects are an important component of the course.
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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.
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Information assurance and security are recognized as very important areas 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. The information security phases of inspection, protection, detection, reaction, and reflection are emphasized. Topics also include: application, server, and database security, virtual local area networks (VLANs), secure access techniques, and secure electronic payment systems. 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.
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| 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 concept
s, 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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. (Also counts for credit for the NIS program).
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| 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).
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| 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.
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| 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.
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| 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.
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| 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.
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| 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.
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| 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.
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| | 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 sce
nar
ios of global standards (UMTS and cdma2000) in next generation wireless networks.
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| 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.
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| The course provides an understanding of electronic commerce and related architectures, protocols, and technologies. It describes the e-commerce concept, objectives, and market drivers, as well as requirements and underpinning techniques and technologies, including the Internet, WWW, multimedia, intelligent agents, client-server relations, and data mining. Security in e-commerce is addressed, including types of security attacks, security mechanisms, Virtual Private Networks (VPNs), firewalls, intranets, and extranets. Implementation issues in e-commerce, including the design and management of its infrastructure and applications (ERP, CRM, SCM), are discussed. M-commerce is addressed, electronic payment systems with their associated protocols are described, and various B2C and B2B applications are presented. Also, policy and regulatory issues in e-commerce are discussed.
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This course covers the technologies of switching systems for circuit, packet, and broadband-switched networks. The focus of this course is switching systems instead of transmission systems. Topics include: telephony switching, switching fabric architectures and analysis of their complexity, optical and photonic switching, and Asynchronous Transfer Mode (ATM) for broadband networks. Included in this course is the study of high-speed packet networks based on Label Switching (MPLS) and their applications (VPN, Traffic Engineering). Other related topics include IP telephony and its standards, such as H.323, SIP, and SGCP. Major topics include Common Channel Signaling System 7 (CCS7), Signaling Transfer Point (STP), Transaction Capabilities Part (TCAP), and routing techniques. The course will cover Inter-working of SS7 and IP Session Initiated Protocol (SIP) and H.323 signaling protocol series. Included in the course are discussions on existing products in the industry.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course presents technical management issues of network control and operations. This subject is approached with the 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 students to engage in the detailed study of the evolving standards of Management Information Bases and the messaging protocols required to implement Network Management Systems. 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, and remote network management.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Security forensics involves the identification, preservation, and analysis of evidence of security attacks to identify the attackers and document their activity with sufficient reliability to justify appropriate technological, business, and legal responses. This topic has technological and legal components, both of which are covered in this course. The technical aspect addresses analysis of intruder types and the intrusion process, review of logs and profiles and their types, identifying attack signatures and fingerprints, exploring the applications of data mining techniques, study of various traceback methods, and the preservation of the information and evidence acquired through the use of forensic tools and techniques. The legal aspect addresses the impacts of forensics on the legislative, judicial, and regulatory proceedings that collectively articulate and promote public policy goals, determine civil and criminal liability, and define and assess regulatory compliance. The course draws on pertinent concepts of law and legal procedure, at a level accessible by non-lawyers, to explore the broader significance of forensics in the private and public sectors.
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| 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.
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This course provides a working knowledge of risk analysis and management for enterprise security. The emphasis is on modeling, analysis and economic evaluation of technology risks. The students learn about business continuity and disaster recovery planning, security risks, tangible and intangible consequences of security failures, risk mitigation options and economic trade offs. The first part of the course covers the basics of risk identification, assessment, control and mitigation using a system framework. The second part covers application of decision theory and engineering economics to security options based on models that consider risk profile and uncertainty in enterprise security problems. The learning is reinforced through case reviews and team projects. Prerequisites: TM 605 and TM 500 or equivalent.
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| A participating seminar on topics of current interest and importance in the field of applied telecommunications technology and networking.
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| 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. It is an essential reference for students who are focusing on the performance, analysis, and design of networks, regulation and policy in telecommunications, economics of information goods, and risk management. The course targets advanced master’s students and Ph.D. students across all schools (Management, Engineering, Sciences), who are interested in the ec
onomic aspects of communication networks.
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| 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. Earned credits range from one to five credits to be applied to the M.S. in Telecommunications Management degree.
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| With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
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| For the degree of Master of Science. Six to 12 credits with departmental approval.
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Wesley J. Howe School of Technology Management
Dr. Lex McCusker, Dean
Dr. C. Timothy Koeller, Associate Dean for Research & Academics
Louis F. Laucirica, Associate Dean & Director of Undergraduate Studies |
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