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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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| | (3-0-3) (Lec-Lab-Credit Hours)
A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment. This non-credit, web based course is in place to prepare MSIS students that do not have IT experience. It (or equivalent experience) is a prerequisite for any MSIS course. No credit towards a graduate degree for departmental majors. Undergraduates are not allowed to enroll in this course.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
This course offers a broad survey of Enterprise Systems technology and IS management considerations with emphasis on the mainframe. The course takes a strategic management perspective in exploring the mainframe’s architectural capabilities and impacts. Specific topics of study include Introduction to the Mainframe Environment, Total Cost of Ownership, Cost of Downtime, Scalability, Security, Access Management, and Mainframe Careers. Enterprise Systems case studies are explored throughout the course.
Prerequisites:
MIS 501 Information Management
A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing 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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| 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)
This course deals with strategic uses of data, data structures, file organizations and hardware as determinants of planning for and implementing a enterprise-wide data management scheme. Major course topics include data as valuable enterprise resource, inherent characteristics of data, modeling the data requirements of an enterprise, data repositories and system development life cycles.
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Prerequisites:
MGT 501 Information Management
(0-0-0)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
This course will focus on the design and management of the knowledging organization organizations that generate and apply knowledge. A central theme of this course is the design of knowledge work. We concentrate on both micro- and macro-design and their interrelationships: individual, team, task, process, and organization levels. This courses comprises what is generally termed knowledge management and by extension the learning organization.
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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 will focus on Data Mining & Knowledge Discovery Algorithms and their applications in solving real world business and operation problems. We concentrate on demonstrating how discovering the hidden knowledge in corporate databases will help managers to make near-real time intelligent business and operation decisions. The course will begin with an introduction to Data Mining and Knowledge Discovery in Databases. Methodological and practical aspects of knowledge discovery algorithms including: Data Preprocessing, k-Nearest Neighborhood algorithm, Machine Learning and Decision Trees, Artificial Neural Networks, Clustering, and Algorithm Evaluation Techniques will be covered. Practical examples and case studies will be present throughout the course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course will focus on Data Mining & Knowledge Discovery Methods and Models. We concentrate on both methods and applications. The course will begin with a n introduction to probability, statistics, and sampling techniques. Methodological and practical aspects of knowledge discovery tools and techniques including: Principle Components, Linear Regression, Logistic Regression, Naive Bayes Estimations and Bayesian Networks will be covered. Practical examples and case studies will be present throughout the course.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MIS 645 CyberSecurity Principles
(0-0-3)(Lec-Lab-Credit Hours)
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 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 case reviews and team projects. Prerequisites: TM 605 and TM 500 or equivalent.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 623 Financial Management
(3-0-3)(Lec-Lab-Credit Hours)
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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| 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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| | (0-0-3) (Lec-Lab-Credit Hours)
This course will cover the many variations and complex manifestations of Relationship Management (RM) in the 21st century corporation in the context of IT outsourcing. Students will be exposed to both theoretical models and practical case studies to more fully develop a set of knowledge and skills to help them with RM related issues. Students will learn how to place outsourcing relationships within the general context of RM and identify the unique aspect of Outsourcing relative to other areas of RM. The issue of offshore outsourcing will particularly be discussed in the context of RM.
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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.
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| | (3-0-3) (Lec-Lab-Credit Hours)
Developing products for the evolving online and computer industries requires an understanding of content development, knowledge of industry trends and the ability to develop and distribute deals that successfullybring your product to market. This course examines consumer demand, industry projections, delivery platforms, source of materials, market research, the product development process (from concept to consumer support), testing, packaging and distribution marketing and copyright issues, and product protection and registry procedures. Students are required to work in teams and create a product development 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 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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| | (3-0-3) (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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| | (3-0-3) (Lec-Lab-Credit Hours)
MIS 664 is a survey course that provides a comprehensive exploration of how developments in law and policy impact management and IT. The discussion will address current events in order to see how recent legislation, judicial decisions, rulemaking, and other events have a bearing on the adoption and execution of IT business models, business decision-making at the level of IT ventures, enterprise management, and corporate governance.
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| | (3-0-3) (Lec-Lab-Credit Hours)
The growing use of websites, such as Facebook and Twitter, allows everyone to generate and share content. These social media tools have become integral to our everyday lives. Students will learn various techniques for analyzing user behavior in social media websites by applying prominent theories that influence human behavior in these environments. They will examine these websites and evaluate their positive and negative impacts on society. The skills and knowledge that students acquire in this course will allow them to make recommendations for leveraging websites and other products/services that involve social media technologies.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses on the issues surrounding supply chain design, planning, and execution for the pharmaceutical and biotech industries from drug discovery to delivery. This course will use research on information systems, optimization, e-business, and decision-support technologies and lessons learned from their effective use in global supply chain management for manufacturing and distribution in the process industries. Students will learn how to evaluate global supply chain issues from the perspectives of various stakeholders in relationship to overall organization and societal goals. They will further understand the different mechanisms for collaboration and create a process for establishing and maintaining an effective global SCM solution architecture. Topics include good manufacturing practice and regulations, advanced planning and scheduling, global competition, mergers and acquisitions, innovation, new tools and partnerships, effective global supply chain management, and qualifying for a global supply chain manager position.
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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", the selling distribution process, e-business selling strategies, marketing strategies and corporate bonding, the role of data warehousing and sales data mining, and partnership with the client.
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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 valuechain, and also learn about resources for understanding future IT-related trends in this fast-changing industry. This course is also a pre-requisite for three MIS courses that focus on specific types of HIT applications and the process changes and healthcare data needed to support them: MIS 686, MIS 687, and MIS 688
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| | (3-0-3) (Lec-Lab-Credit Hours)
The course begins with an overview of systems acquisition, implementation and support issues, including project management tools and vendor management practices. We then discuss business to business (B2B) applications, including those pertaining to group purchasing, electronic data interchange (EDI); enterprise portals and regional health information organizations (RHIOs); systems pertaining to financial management including supply chain management (SCM) and revenue cycle management (RCM); and the discipline of evidence-based medicine (EBM), including analytical tools to support operational decision-making such as data mining and predictive modeling.
Prerequisites:
MIS 685
(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 valuechain, and also learn about resources for understanding future IT-related trends in this fast-changing industry. This course is also a pre-requisite for three MIS courses that focus on specific types of HIT applications and the process changes and healthcare data needed to support them: MIS 686, MIS 687, and MIS 688
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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 industry.
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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses specifically on healthcare IT to support clinical workflows and point-of-care decision-making. Students gain an in-depth understanding of implementation, individual and group adoption, and evaluation issues for clinical systems in different types of healthcare settings. Exercises involving case analyses and workflow design are provided and ethical, social, and policy issues are examined. The course materials include readings by current thought leaders, healthcare informatics and information systems researchers, and in-depth case studies of HIT in both U.S. and non-U.S. contexts.
Prerequisites:
MIS 685
(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)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses on the effective design and usage of patient-centered information technology solutions to improve healthcare outcomes. Technology adoption frameworks are used to assess the potential capabilities of a broad range of applications, including different types of personal health records (PHRs); Internet tools for patient communications; and telehealth applications for diagnosis, monitoring, and disease management. In addition to selected course readings and Web-based tool demonstrations, invited guest experts will share their insights about the effective technical design and implementation of e-Health solutions from the perspective of one or more stakeholders in the healthcare value chain.
Prerequisites:
MIS 685
(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 valuechain, and also learn about resources for understanding future IT-related trends in this fast-changing industry. This course is also a pre-requisite for three MIS courses that focus on specific types of HIT applications and the process changes and healthcare data needed to support them: MIS 686, MIS 687, and MIS 688
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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 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 industry.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
IT organizations must be able to leverage new technologies. This course focuses on how organizations can effectively and efficiently assess trends and emerging technologies in data and knowledge management, information networks, and analyzing and developing application systems. Students will learn how to help their organizations define, select, and adopt new information technologies.
Prerequisites:
MIS 501
(3-0-3)(Lec-Lab-Credit Hours)
A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment. This non-credit, web based course is in place to prepare MSIS students that do not have IT experience. It (or equivalent experience) is a prerequisite for any MSIS course. No credit towards a graduate degree for departmental majors. Undergraduates are not allowed to enroll in this course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 679
(3-0-3)(Lec-Lab-Credit Hours)
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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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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| | (0-0-0) (Lec-Lab-Credit Hours)
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.
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Corequisites:
MIS 710 Process Innovation and Management
(0-0-3)(Lec-Lab-Credit Hours)
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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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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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 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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| | (3-0-3) (Lec-Lab-Credit Hours)
The course introduces PhD students to research areas surrounding the design, implementation, and management of knowledge organizations. The theory of organizational knowledge creation serves as a focal point for the elucidation and integration of knowledge subjects. Research topics within the area of knowledge management range from the design of knowledge processes and work to knowledge-oriented technologies and cultures. Students will discuss seminal research papers in the individual course modules and develop a research paper of their own on a topic related to knowledge management. This is a required course for PhD IM students.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MIS 620
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)
This course deals with strategic uses of data, data structures, file organizations and hardware as determinants of planning for and implementing a enterprise-wide data management scheme. Major course topics include data as valuable enterprise resource, inherent characteristics of data, modeling the data requirements of an enterprise, data repositories and system development life cycles.
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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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses on ways of designing an integrated enterprise architecture. The course explains the different forms of corporate information systems and their interaction. Mainframe systems will be the focus of the architecture. While in the past, mainframe systems were often self-contained, in current systems, it is more likely that such systems are part of an overall architecture including many smaller hardware devices and operating systems. The student will learn about the building blocks of current enterprise architectures, and then will learn how to connect them to solve the problems of large companies.
Prerequisites:
MIS 610
(0-0-3)(Lec-Lab-Credit Hours)
This course offers a broad survey of Enterprise Systems technology and IS management considerations with emphasis on the mainframe. The course takes a strategic management perspective in exploring the mainframe’s architectural capabilities and impacts. Specific topics of study include Introduction to the Mainframe Environment, Total Cost of Ownership, Cost of Downtime, Scalability, Security, Access Management, and Mainframe Careers. Enterprise Systems case studies are explored throughout the course.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
MIS 736 entails the examination of architecture and process considerations for maximizing the quality and integrity of IT services and software, including measurements, compliance testing, and audits. The course maps to the Service Transition, Service Operation, and Continual Service Improvement domains of ITIL.
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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| | (3-0-3) (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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
In this workshop lab, students will learn several skillsto help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations, and portraying the correct image.
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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.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MIS 750
(3-0-3)(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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
With permission of the instructor. Limit of six credits for the degree of Master of Science.
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| | (0-0-0) (Lec-Lab-Credit Hours)
A participating seminar on topics of current interest and importance in Management of Information Systems.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
This non-credit, self-paced, Web-based course is provided as a prerequisite to the required Finace course for MSIS student. It introduces students to four important business disciplines: 1) Accounting, 2) Microeconomics, 3) Statistics and 4) Financial statements. It is intended for students not havingthe respective background from either previous course work or work experience.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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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Students learn to perform the function of a technology manager assessing the commercial prospects of early-stage technology. Modules cover various phases of the commercialization process: technology assessment, patentability studies, competitive research, market research, technologypartitioning and investment advice for licensing or spinning out companies. This course is geared primarily for students in the Engineering School, and is also offered as an elective for students in the Howe School.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 503 Microeconomics
(0-0-3)(Lec-Lab-Credit Hours)
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.
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Accounting for Managers
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (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.
Prerequisites:
MGT 503 Microeconomics
(0-0-3)(Lec-Lab-Credit Hours)
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.
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| | (3-0-3) (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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 609 Introduction to Project Management
(3-0-3)(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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 609 Introduction to Project Management
(3-0-3)(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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| | (0-0-3) (Lec-Lab-Credit Hours)
Project success depends, largely, on the human side.Success in motivating project workers, organizing and leading project teams, communication and sharing information, and conflict resolution, are just a few areas that are critical for project success. However, being primarily technical people, many project managers tend to neglect these "soft" issues, assuming they are less important or that they should be addressed by direct functional managers. The purpose of this course is to increase awareness of project managers to the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.
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| | (0-0-3) (Lec-Lab-Credit Hours)
A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevantto specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail.
Corequisites:
MGT 611 Project Planning and Monitoring
(0-0-3)(Lec-Lab-Credit Hours)
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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Prerequisites:
MGT 614 Advanced Project Management
(0-0-3)(Lec-Lab-Credit Hours)
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 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.
Corequisites:
MGT 610 Strategic Perspectives on Project Management
(0-0-3)(Lec-Lab-Credit Hours)
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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Prerequisites:
MGT 609 Introduction to Project Management
(3-0-3)(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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| | (3-0-3) (Lec-Lab-Credit Hours)
Corporate financial management requires the ability to understand the past performance of the firm in accounting terms; while also being able to project the future economic consequences of the firm in financial terms. This course provides the requisite survey of accounting and finance methods and principles to allow technical executives to make effective decisions that maximize shareholder value.
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| | (0-0-0) (Lec-Lab-Credit Hours)
This course provides an overview of critical leadership and management applications and strategies unique to the healthcare industry, such as customer/patient analysis, criterion-based performance evaluation and TimeLine mapping. Current field dynamics of healthcare organizations are explored and instruction in essential management accountabilities directly relevant to the industry is presented comprehensively in both theory and practical application.
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| | (3-0-3) (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.
Prerequisites:
MGT 600 Accounting for Managers
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses on key leadership skills for addressing the complex challenges posed by program management, highly-matrixed environments and cross-national collaborations It’s purpose is enhance individuals’ abilities to develop others, strategically integrate efforts across groups, and drive change. The concepts presented are theory and research driven so that participants can deepen their conceptual understanding. At the same time, the course calls upon learners to address real-life challenges they face as program and or director level leaders. Each session presents effective techniques and uses experiential exercises or assignments to provide plenty of practice. The course also requires participants to further transfer learning to their workplaces through focused development planning and coaching support.
Prerequisites:
MGT 609 Introduction to Project Management
(3-0-3)(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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The Human Side of Project Leadership
(0-0-3)(Lec-Lab-Credit Hours)
Project success depends, largely, on the human side.Success in motivating project workers, organizing and leading project teams, communication and sharing information, and conflict resolution, are just a few areas that are critical for project success. However, being primarily technical people, many project managers tend to neglect these "soft" issues, assuming they are less important or that they should be addressed by direct functional managers. The purpose of this course is to increase awareness of project managers to the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600 Accounting for Managers
(3-0-3)(Lec-Lab-Credit Hours)
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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Statistical Models
(3-0-3)(Lec-Lab-Credit Hours)
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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Introduction to Accounting, Microeconomics, Statistics and Finance
This non-credit, self-paced, web-based course is provided as a prerequisite to the required finance course for MSIS students. It introduces students to four important business disciplines: Accounting, Microeconomics, Statistics, and Financial Statements. It is intended for students without the respective background from either previous course work or work experience.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600 Accounting for Managers
(3-0-3)(Lec-Lab-Credit Hours)
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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Provides a broad, multidisciplinary understanding of global business. The theoretical context for engaging in international trade is established, with attention to the current economic and political environment. Then the business-level rationale and techniques for initiating trade, as well as the functional area decisions that must be made, are discussed. Topics include: comparative advantage, culture, protectionism, financial flows, entry strategies, marketing, managing payments, material, and manufacturing.
Prerequisites:
MGT 699 Strategic Management
(3-0-3)(Lec-Lab-Credit Hours)
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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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.
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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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| | (3-0-3) (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.
Prerequisites:
MGT 600 Accounting for Managers
(3-0-3)(Lec-Lab-Credit Hours)
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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Financial Management
(3-0-3)(Lec-Lab-Credit Hours)
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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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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course provides students with an exposure to management in the international economic environment: global industries and regional markets, multinational corporations and international economic organizations. Casestudies, business games and presentations illustrate different strategies of firms considering the competitive environment, the national culture, legislation and taxation policy of local governments, and the organizational structure of the firm.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 680 Organizational Behavior and Theory
Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the organization itself. Using a systems perspective, this course focuses on the group and interpersonal factors accompanying an organization's operation. Topics covered include understanding organizations as structured systems, individual differences and performance, group dynamics and performance, learning, motivation, leadership, and principles of communication particularly as they relate to decision-making and conflict management.
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| | (3-0-3) (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.
Prerequisites:
MGT 620 Statistical Models
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (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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| | (3-0-3) (Lec-Lab-Credit Hours)
The course introduces students to the fundamental concepts and legal principles that they can expect to encounter in various roles as managers/professionals in public and private companies, consultants and/or entrepreneurs, together with the ethical criteria, moral values and social norms in the environments they will face. The course will cover the American judicial system, international law in a global economy, ethics and business decision making, and different forms of business structure, contracts, business torts, products liability, insurance, employment law, criminal law and the recent Dodd-Frank Wall Street Reform & Consumer Protection Act.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 699 Strategic Management
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (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.
Prerequisites:
MGT 671 Technology and Innovation Management
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 671 Technology and Innovation Management
(3-0-3)(Lec-Lab-Credit Hours)
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 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.
Prerequisites:
MGT 671 Technology and Innovation Management
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (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 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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| | (3-0-3) (Lec-Lab-Credit Hours)
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 organization itself. Using a systems perspective, this course focuses on the group and interpersonal factors accompanying an organization's operation. Topics covered include understanding organizations as structured systems, individual differences and performance, group dynamics and performance, learning, motivation, leadership, and principles of communication particularly as they relate to decision-making and conflict management.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course addresses the business issues, management activities and technologies pertaining to the management of the modern pharmaceutical supply chain. This includes all components of the drug development life cycle starting from the sourcing of materials needed to support pharmaceutical R&D, and ending with the distribution of drugs to retail pharmacies and physicians. The course focuses on the organizational, management and information technology issues and considerations related to the logistics-related activities of the pharmaceutical industry which are comprised of sales, marketing and supply chain management related functions.
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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. Overview of chemical and biotech process technology and equipment, dosage forms and finishing systems, facility engineering, health, safety, & environment concepts, and regulatory issues.
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| | | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
This course focuses on the issues surrounding supply chain design, planning, and execution for the pharmaceutical and biotech industries from drug discovery to delivery. This course will use research on information systems, optimization, e-business, and decision-support technologies and lessons learned from their effective use in global supply chain management for manufacturing and distribution in the process industries. Students will learn how to evaluate global supply chain issues from the perspectives of various stakeholders in relationship to overall organization and societal goals. They will further understand the different mechanisms for collaboration and create a process for establishing and maintaining an effective global SCM solution architecture. Topics include good manufacturing practice and regulations, advanced planning and scheduling, global competition, mergers and acquisitions, innovation, new tools and partnerships, effective global supply chain management, and qualifying for a global supply chain manager position.
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| | (3-0-3) (Lec-Lab-Credit Hours)
This course exposes students to the macro and micro aspects of organizational behavior and theory that are essential to technology management. The macro aspects will focus on structural contingency theory as an approach to effective organizational design. The micro aspects will focus on leadership, teams, and individual behavior (e.g., motivation, job attitudes). Specific issues and problems which are covered include: the relationship of the organization with the external environment, the influence of the organization's strategies, culture, size, and production technology on the organization's design, and strategies for managing organizational processes such as teams, conflict, power/politics and organizational change. Current topics, that are key to technology management (e.g., virtual teams), will be stressed.
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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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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600
(3-0-3)(Lec-Lab-Credit Hours)
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)
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.
Prerequisites:
MGT 503
(0-0-3)(Lec-Lab-Credit Hours)
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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
Primarily for doctoral candidates. Will concentrate on features of information systems applications, particularly their design, implementation, effectiveness, reliability, and maintainability. Aspects of emerging technologies, such as hypertext, full text, automatic indexing, imaging, simulation, neural networks, and virtual reality, will be considered as part of organizational information systems.
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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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| | (0-0-0) (Lec-Lab-Credit Hours)
Primarily for doctoral candidates; will include such topics as psychological implications of technological change, advanced concepts in modelling, and quantitative aspects of systems development.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
CS 505
(3-0-3)(Lec-Lab-Credit Hours)
Axioms of probability; discrete and continuous random vectors; functions of random variables; expectations, moments, characteristic functions, and momentgenerating functions; inequalities, convergence concepts, and limit theorems; central limit theorem; and characterization of simple stochastic processes: widesense stationality and ergodicity.
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(0-0-3)(Lec-Lab-Credit Hours)
The goal of this course is to provide students with the background in calculus necessary for the telecommunications curriculum. Topics covered include review of algebra, coordinates in the plane and functions, differentiation, series, geometric series and exponential series, elements of counting, illustrations of the material on discrete distributions, z-transform, integration of simple functions, integrals over the entire line and basic probability densities. The eleven topics listed can be expanded or contracted depending on how students react to the material. E.g. the topic of functions of two variables can be changed by emphasizing discrete functions and their relationship to joint distributions. Some topics (e.g. coordinates in the plane and functions) may require two sessions. However, it is planned to cover the entire material in 13 sessions.
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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.
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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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| | (0-0-0) (Lec-Lab-Credit Hours)
Expert systems involving various advanced features still considered research topics in artificial intelligence will be explored. Among these are systems for forecasting, planning, and design; systems involving explicit representation of belief and uncertainty; systems modeling business rules; systems used as intelligent tutoring and training devices; and/or systems making explicit use of natural language understanding.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
This course is designed to develop the doctoral students knowledge about a range of qualitative research approaches currently used to conduct management research. Methodological readings authored by social scientists and management researchers on ontological and epistemological assumptions underlying positivist, interpretive, and critical approaches will be examined. Empirical research published in leading journals using case study, action research, ethnography, grounded theory, and other methods will be assessed based on established criteria. Students will acquire skills in qualitative research design, data generation, and data analysis techniques through readings, written critiques, and seminar discussions, as well as participation in a qualitative research study.
Prerequisites:
MGT 719
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 620
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevant to specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail.
Corequisites:
MGT 611 Project Planning and Monitoring
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
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.
Corequisites:
MGT 610 Strategic Perspectives on Project Management
(0-0-3)(Lec-Lab-Credit Hours)
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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Prerequisites:
MGT 550
(0-0-0)(Lec-Lab-Credit Hours)
This course deals with the problems of managing a project, which is defined as a temporary organization of human and non-human resources, within a permanent organization, 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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| | (0-0-3) (Lec-Lab-Credit Hours)
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)
This course introduces students to the relevant management and organizational theories used in management research, including their origins, substance and significance to the effective conduct of research. In addition, students are expected to develop the capacity to identify and apply theories to the study of specific management phenomena.
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| | (0-0-0) (Lec-Lab-Credit Hours)
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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
Students will be graded on several team and individual oral presentations and written reports to demonstrate their competency in both oral and written communications. Each student will have an oral/written report card.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600
(3-0-3)(Lec-Lab-Credit Hours)
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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(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600
(3-0-3)(Lec-Lab-Credit Hours)
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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(3-0-3)(Lec-Lab-Credit Hours)
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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(3-0-3)(Lec-Lab-Credit Hours)
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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(3-0-3)(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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(3-0-3)(Lec-Lab-Credit Hours)
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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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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
A participating seminar on topics of current interest andimportance in Management.
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Starting in the fall semester 2010, all entering Howe School graduate students must participate in an online ethics workshop before they will be allowed to graduate. This requirement does not apply to students who entered a Howe School graduate program before fall 2010. The ethics requirement is part of the course work for Mgt 609 - Introduction to Project Management. Students are automatically enrolled in MGT 899 - Ethics Workshop at no cost. This workshop carries zero credit and will not appear on the student’s official transcript. Completion of all exercises associated with the Ethics Workshop is sufficient to satisfy the ethics requirement.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
Original research leading to a doctoral dissertation. Hours and credits to be arranged.
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| Master of Technology Management for Experienced Professionals |
| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (1-0-1) (Lec-Lab-Credit Hours)
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.
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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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
The course introduces students to the fundamental concepts and legal principles that they can expect to encounter in various roles as managers/professionals in public and private companies, consultants and/or entrepreneurs, together with the ethical criteria, moral values and social norms in the environments they will face. The course will cover the American judicial system, international law in a global economy, ethics and business decision making, and different forms of business structure, contracts, business torts, products liability, insurance, employment law, criminal law and the recent Dodd-Frank Wall Street Reform & Consumer Protection Act.
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| | (0-0-0) (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; licensing and litigation strategies.
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| | (0-0-0) (Lec-Lab-Credit Hours)
This course provides students with the most current theories and tools to
function effectively in the corporate environment when there is constant
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.
Prerequisites:
MGT 671 Technology and Innovation Management
(3-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | | (0-0-3) (Lec-Lab-Credit Hours)
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 teams in technology-based organizations. The course integrates theory and research on multifunctional teams with the skills necessary for effectively managing them. Topics covered include managing decision-making and conflict in multifunctional teams, managing the team’s boundary and inter-group relations, organizational designs that support working cross-functionally, and measuring and rewarding team performance. Cases are used to illustrate the problems of working cross-functionally. Individuals are given feedback on their team management skills.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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This practicum teaches the lead user methodology for identifying unarticulated (i.e., unstated customer needs) needs to develop new breakthrough products and services.
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The basic concepts and principles of how process management applies to technical and business functions will be covered. Total Quality Management (TQM) and Concurrent Engineering will be explored in detail. The Baldridge and Deming Awards will be compared to illustrate the various process management concepts. Selected TQM topics will be discussed to illustrate the concepts of TQM, CPI, and CCE.
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| | (0-0-0) (Lec-Lab-Credit Hours)
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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
In this workshop/lab, students will learn several skills to help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations, and portraying the correct image. Students will be graded on several team and individual oral presentations and written reports throughout the program to demonstrate their competency in both oral and written communications. Each student will have an oral/written report card.
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| | (0-0-6) (Lec-Lab-Credit Hours)
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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| | (0-0-0) (Lec-Lab-Credit Hours)
1 to 6 credits. Limit of 6 credits for the degree of Master of Technology Management (EMTM).
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| | (0-0-0) (Lec-Lab-Credit Hours)
A participating seminar on topics of current interest and importance in Management of Technology.
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| PhD: Technology Management |
| | (3-0-3) (Lec-Lab-Credit Hours)
This course will include the essential elements of artificial intelligence (AI) ;knowledge representation, search techniques, heuristic, typical problems and colution methodologies which constitute the less-than-precise definition of AI which exists today. Current practical uses of AI in information management and decision-support systems (such as intelligent agents, neural networks, and search engines) will be discused and their relative merits/success rates evaluated. A potential application will be proposed and presented by the students.
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| | (3-0-3) (Lec-Lab-Credit Hours)
This course is open only to doctoral students in Information Management with the permission of the instructor. Students should normally have completed all M.S. level core courses before they enroll. It will cover vital topics in Information Management that will help the student prepare to perform original research in some significant aspect of Information Management. The stress will be both on the technical and organizational aspects of the information resource and in particular how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.
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| | | (3-0-3) (Lec-Lab-Credit Hours)
This course is open only to doctoral students in Information Management with the permission of the instructor. It is generally recommended for students who have completed Principles of Management I. Students should normally have completed all M.S. level core courses before they request to enroll. The stress will be both on the technical and organizational aspects of the information resource and in particular on how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.
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| Service Management and Engineering |
| | (0-0-0) (Lec-Lab-Credit Hours)
SME 610 is a comprehensive course in service management that covers critical service science concepts for managers with emphasis on the global marketplace. Topics include concepts of service science, design and engineering of services, managing global services, human dimensions in service management, and ethical considerations. The course includes examination of service management case studies and relevant articles about emerging global service trends.
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| | (0-0-0) (Lec-Lab-Credit Hours)
This course examines customer relationship management (CRM) as a key strategic process within all organizations and serves as a foundation course in Service Management Program. CRM is defined as the overall process of building and maintaining profitable customer relationships by delivering value and satisfaction to the customer . Focusing on process, strategy and technology, this course leads students from understanding the fundamentals of CRM through the implementation of CRM systems and analysis of customer data. It discusses the CRM philosophy as well as the systems in place that incorporate and integrate information from sales, marketing and service.
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| | (3-0-3) (Lec-Lab-Credit Hours)
This is a comprehensive course in service strategy and design. A service strategy provides guidance on how to design, develop, and implement services not only within the context of organizational capability but also from a perspective of a strategic asset. The course covers the elements of a business strategy and service strategy and the alignment between the two. It covers all aspects of developing a service strategy from mission, vision, goals to assessments, marketing and financial impact. The course clearly identifies the significance of services in the global market and why they must be treated differently from products. Additionally, the design of a quality service is analyzed and techniques to visualize a service are investigated.
Prerequisites:
SME 610 Fundamentals in Service Management in the Global Market
(0-0-0)(Lec-Lab-Credit Hours)
SME 610 is a comprehensive course in service management that covers critical service science concepts for managers with emphasis on the global marketplace. Topics include concepts of service science, design and engineering of services, managing global services, human dimensions in service management, and ethical considerations. The course includes examination of service management case studies and relevant articles about emerging global service trends.
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| | | (3-0-3) (Lec-Lab-Credit Hours)
This course leads students through the identification, analysis, definition, and deployment of service opportunities within public and private organizations. Each of these phases is analyzed in detail to encompass the principal activities, methods, tools and techniques applied in the respective phase. Students will learn how to identify appropriate supporting techniques and information technologies for the different phases of the service life cycle, assess the role of technology, and gauge the organizational impact of service-focused operations. The objective of the course is to enable students to identify, implement and evaluate innovative service offerings in their organization.
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| | (0-0-0) (Lec-Lab-Credit Hours)
With permission of the instructor. Limit of six credits for the degree of Master of Science.
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| Telecommunications Management |
| | (0-0-3) (Lec-Lab-Credit Hours)
The goal of this course is to provide students with the background in calculus necessary for the telecommunications curriculum. Topics covered include review of algebra, coordinates in the plane and functions, differentiation, series, geometric series and exponential series, elements of counting, illustrations of the material on discrete distributions, z-transform, integration of simple functions, integrals over the entire line and basic probability densities. The eleven topics listed can be expanded or contracted depending on how students react to the material. E.g. the topic of functions of two variables can be changed by emphasizing discrete functions and their relationship to joint distributions. Some topics (e.g. coordinates in the plane and functions) may require two sessions. However, it is planned to cover the entire material in 13 sessions.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Wireless systems and their unique vulnerabilities to attack; system security issues in the context of wireless systems, including satellite, terrestrial microwave, military tactical communications, public safety, cellular, and wireless LAN networks; security topics: confidentiality/privacy, integrity, availability, and control of fraudulent usage of networks. Issues addressed include jamming, interception, and means to avoid them. Case studies and student projects are an important component of the course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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).
Prerequisites:
TM 601 Principles of Applied Telecommunications Technology
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
TM 601 Principles of Applied Telecommunications Technology
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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Probability for Telecommunications Managers
(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.
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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.
Prerequisites:
TM 601 Principles of Applied Telecommunications Technology
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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Probability for Telecommunications Managers
(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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
TM 601 Principles of Applied Telecommunications Technology
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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Business Information Networks
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
This course provides a broad perspective on the services, applications, requirements, architecture, standards, and impact of emerging wireless networks. The new wireless services and applications, which are driving the development and deployment of new wireless networks, are defined and differentiated. The tradeoffs between customer requirements and network performance are analyzed. The fundamentals of next generation network interfaces and resource management and the impact of multiple international standards are explored. The architecture and operational scenarios of the two major third generation standards (UMTS and cdma2000) are examined and differentiated. UMTS and cdma2000 are compared from multiple perspectives, including network evolution, services and applications, global markets, and financial perspectives. Specific topics examined include services, applications, and QoS in next generation wireless networks along with the architecture and operational scenarios of global standards (UMTS and cdma2000) in next generation wireless networks.
Prerequisites:
TM 615 Wireless Communications and Mobile Computing
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
TM 605 Probability for Telecommunications Managers
(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.
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Business Information Networks
(0-0-3)(Lec-Lab-Credit Hours)
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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Wireless Communications and Mobile Computing
(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
The course provides an understanding of electronic commerce and related architectures, protocols and technologies. The course introduces the E-commerce concept, objectives, and market drivers, and identifies its requirements, underpinning techniques, and technologies. These include Internet techniques like tunneling and Telnet and WWW techniques like Forms, and Common Gateway Interface (CGI). Other related topics such as multimedia, intelligent agents and their applications in E-commerce, the client/server model, and Commitment, Concurrency and Recovery (CCR) are also presented. Network, service, and application management, which are important aspects of E-commerce, are discussed. Quality of Service (QoS) management, Service Level Agreement (SLA) management, Application Programming Interface (APIs), and the role of Application Service Providers (ASPs) are discussed. There will be strong emphasis on the important topic of securitymanagement. Topics here include security concepts and technologies, types of security attacks, encryption techniques, public key systems, Data Encryption Standard (DES),and authentication techniques. Virtual Private Networks (VPNs), secure tunneling techniques, firewalls, Intranets, extranets, and VPN management are covered. The policy and regulatory issues in E-commerce are discussed. Finally, various E-commerce applications in the areas of finance, securities, trading, auctions, and travel are described. The course includes some E-commerce case studies and demonstrations.
Prerequisites:
CPE 678 Information Networks I
(3-0-3)(Lec-Lab-Credit Hours)
The first of a two-course sequence on modern computer networks. Focus is on the physical and data link levels of the OSI layers. Trace the evolution of client/server computing to the Internet. Topics covered include OSI layering, TCP/IP overview, the application of Shannon’s and Nyquist’s bandwidth theorems, Discrete Wave Division Multiplexing, wireless transmission, local loops, QAM, TDM, SONET/SDH, circuit switching, ATM switching, knockout switch, ISDN, STM, framing, error detection and correction, CRC, ARQ protocol, sliding window protocols, finite state machines, Universal Modeling Language, PPP, ALOHA, CSMA, LANs, fast and gigabit Ethernet, bridges and FDDI. A significant amount of time is spend on designing 802.3 LANs.
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Managing Information Networks
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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Information Networks I
(3-0-3)(Lec-Lab-Credit Hours)
CpE 678 Information Networks I is the first of two courses on modern computer networks. Its focus is the physical and data link levels of the OSI layers. It traces the evolution of client/server computing to the Internet. Topics covered include OSI layering, TCP/IP overview, the application of Shannon's and Nyquist's bandwidth theorem's, Discrete Wave Division Multiplexing, wireless transmission, local loops, QAM, TDM, SONET/SDH, circuit switching, ATM switching, knockout switch, ISDN, ATM, framing, error detection and correction, CRC, ARQ protocol, sliding window protocols, finite state machines, Universal Modeling Language, PPP, ALOHA, CSMA, LANs, fast and gigabit Ethernet, Bridges and FDDI. A significant amount of time is spent on designing 802.3 LANs.
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Business Information Networks
(0-0-3)(Lec-Lab-Credit Hours)
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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| | | (0-0-3) (Lec-Lab-Credit Hours)
This course covers the technologies of switching systems for circuit, packet, and broadband-switched networks. The focus of this courses switching systems instead of transmission systems. Topics include: telephony switching, switching fabric architectures and analysis of theircomplexity, optical and photonic switching, Asynchronous Transfer Mode (ATM) forbroadband networks. The various layers of ATM are investigated with switching fabric and architecture alternatives. Included in this course is the study of high-speed packet networks based on Label Switching (MPLS) and their applications (e.g., VPN, Traffic Engineering). Other related topics include IP telephony and its standards such as H.323, SIP, SGCP. This course also covers circuit-switched network signaling used in user-to-network and network-to-network call control. Major topics include Common Channel Signaling System (CCS7), Signaling Transfer Point (STP), ISDN User Part (ISUP), Transaction Capabilities Part (TCAP), and routing techniques. The course will cover Inter-working of SS7 and IP Session Initiated Protocol (SIP), H.323 signaling protocol series. Included in the course are discussions on existing products in the industry such as Lucent Technologies' 5ESS, Ericsson's AXE10, Juniper's M160, Tellium's Aurora System.
Prerequisites:
TM 601
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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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.
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(0-0-3)(Lec-Lab-Credit Hours)
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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| | (0-0-3) (Lec-Lab-Credit Hours)
This course presents technical management issues of network control and operations. This subject is approached with and introduction of organization issues and requirements for network systems groups within corporations, and then principally concentrates on the current technical issues of network management standards such as SNMP and SNMPv2. The course requires the students to engage in the detailed study of the evolving standards of Management Information Bases (MIB) in the industry and the messaging protocols required to implement Network Management Systems (NMS). Semester projects include the group development of computer based simulated network management systems to apply the knowledge gained in the course and detailed competitive analysis of current systems implemented in industry. Topics include network management concepts; administrative and operational management; performance management; fault management; configuration management; security management and accounting management; Remote Network Management (RMON).
Prerequisites:
TM 601
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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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.
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(0-0-3)(Lec-Lab-Credit Hours)
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 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.
Prerequisites:
TM 601
This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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(0-0-3)(Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
Broadband Service Management is a comprehensive course for those interested in deploying and operating broadband networks from a technical and managerial aspect. A broadband network’s success is based on its ability to deliver a desired service with a specific service requirement referred to as a Service Level Agreement (SLA). The Service Level Management whether it is with an operator, infrastructure vendor, Third Party Vendor (3PV) or customer all have specific Key Performance Indicators (KPI) associated with them. The ability to define, identify, and manage those Key Performance Indicators associated with a broadband network Service Level Agreement requires a thorough understanding of the entire broadband ecosystem.
The course will present key topics and criteria required to implement and sustain a network. Emphasis will be placed on the ability to define performance quantities and manage the network balancing business risks while minimizing costs to meet the objectives of the broadband network.
Prerequisites:
TM 630
(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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| | (3-0-3) (Lec-Lab-Credit Hours)
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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| | (3-0-3) (Lec-Lab-Credit Hours)
The growing use of websites, such as Facebook and Twitter, allows everyone to generate and share content. These social media tools have become integral to our everyday lives. Students will learn various techniques for analyzing user behavior in social media websites by applying prominent theories that influence human behavior in these environments. They will examine these websites and evaluate their positive and negative impacts on society. The skills and knowledge that students acquire in this course will allow them to make recommendations for leveraging websites and other products/services that involve social media technologies.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
MGT 600
(3-0-3)(Lec-Lab-Credit Hours)
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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(3-0-3)(Lec-Lab-Credit Hours)
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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This course covers required technical concepts of applied telecommunications and an overview of the industry as a regulated and competitive environment. The main issues of telecommunications systems and network transmission, signaling, and switching are covered. Attention is given to the following topics: analog and digital communications, telephony, data communications, signal types, modulation, multiplexing,; network design concepts, and relevant standards. These topics are presented with attention to the functional interrelationship of the various sectors of the industry, business, and government regulatory bodies, all of which are affected by this technology.
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(0-0-3)(Lec-Lab-Credit Hours)
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 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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| | (0-0-0) (Lec-Lab-Credit Hours)
Information assurance and security are recognized as very important issues in electronic business transactions and financial systems, from the managers, users, and providers viewpoints. This course addresses the security of e-business and cyber environments from an end-to-end perspective, including data center security and access security. Topics include: application, server, and database security, virtual local area networks (VLANs), secureaccess techniques, and secure electronic payment systems like SET (Secure Electronic Transaction). The course also reviews financial Electronic Data Interchange (EDI) and smart card security in banking applications. The course includes a project and some lab experiments related to SSL, SET, EDI, server and application security.
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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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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
Prerequisites:
TM 605
(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.
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(0-0-3)(Lec-Lab-Credit Hours)
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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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.
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With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
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A participating seminar on topics of current interest and importance in Telecommunications Management.
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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. Gregory Prastacos, Dean
Linda Pittenger, Associate Dean for the Graduate Enterprise
Ann Mooney Murphy, Interim Associate Dean for the Undergraduate Enterprise |
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