Courses

Complete listing of Technology Management Residency Model courses

Core 1

TMGT K4116. Technology in the Business Environment. 3 pts.

Description

An examination of technology as a crucial aspect of the operation of most businesses. The first part of the course focuses on the structuring and planning of technology projects and investments as well as the analysis of financial returns and their impact on the productivity of the larger organization. The second part of the course focuses on the connections between technology and product development, marketing, and the positioning of an organization in its external environment.

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Core 2

TMGT K4115. Accounting and Finance for Technology. 3 pts.

Description

An exploration of the central concepts of corporate finance for those who already have some basic knowledge of finance and accounting. This case-based course considers project valuation; cost of capital; capital structure; firm valuation; the interplay between financial decisions, strategic consideration, and economic analyses; and the provision and acquisition of funds. These concepts are analyzed in relation to agency problems: market domination, risk profile, and risk resolution; and market efficiency or the lack thereof. The validity of analytic tools is tested on issues such as highly leveraged transactions, hybrid securities, volatility in initial public offerings, mergers and acquisitions, divestitures, acquisition and control premiums, corporate restructurings, and sustainable and unsustainable market inefficiencies.

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Core 3

TMGT K4125. Technology and the Law. 3 pts.

Description

An examination of the legal issues and challenges confronting today’s technology executives. The course covers copyright, patent infringement, outsourcing contracts, electronic commerce law, intellectual property, and methods of establishing and monitoring legal policies as they relate to the use and security of current and emerging technologies. Course content may be amended at any time in response to changes in legislation as well as developments in the industry.

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Core 4

TMGT K4126. Strategic Advocacy for Technology Executives. 3 pts.

Description

Strategic advocacy is defined as establishing personal and functional influence by means of cultivating alliances and defining opportunities adding value to the revenues and profits of any organization. This course focuses on the processes and competencies necessary for initiating strategically focused technology-related business conversations. Particular attention is given to the transitions in focus and mindsets necessary for moving from a technical/functional to a business model orientation. Conceptual frameworks, research, and practical applications are part of the design. Topics include: the political economy of exercising executive influence; expert and strategic mindsets; strategic learning and planning; and mapping the political territory. Students will apply theory to their own career related challenges.

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Core 5

TMGT K4118. Behavioral Challenges in Technology Management. 3 pts.

Description

An in-depth study of the intricacies of managing technical personnel and management teams in a fast paced and evolving business environment. Emphasis is placed on key challenges including the management of multiple technology projects, software development processes, and communications among technology managers and senior managers, developers, programmers, and customers.

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Core 6

TMGT K4120. IT and Operations Management.  3pts

Description

This course provides an examination of the role of the CIO plays in the daily operations and performance management of an organization.  The course focuses on how CIO’s can manage both up and down within their organizations through critical examination of current IT topics such as Outsourcing, Cloud Computing, Enterprise Architecture (as a strategy), Information Security, Risk Management, IT Governance, and determining/communicating the business value of IT. Students leave the course with a deep understanding of the dramatically different priorities, skills, and actions required to succeed as an IT executive.

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Masters Project.  12 pts.

Description

Students develop a proposal for a technology based service or product which is realized and defended over three consecutive terms through executive seminar sessions and the mentorship of a single designated technology executive assigned to each student. The executive seminars focus on product realization, strategic planning and marketing, and operations management, reflecting the three “chapters” of the project.
(12 points total)

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Seminar 1

TMGT K5101. Product Realization. 4 pts.

Description

The study of how to manage the development of new products. Emphasis is placed on technical and managerial challenges of implementing new products, from conceptualization through commercialization. Students acquire a comprehensive understanding about each phase of the product life cycle and learn how to manage the transitions from one phase to the next.

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Seminar 2

TMGT K5201. Strategic Planning and Marketing. 4 pts.

Description

An examination of how organizations invest in new technologies to gain competitive edge. Students learn how to improve core business performance through strategic planning and market analysis. Students acquire first-hand experience with formulating and implementing strategic plans.

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Seminar 3

TMGT K5301. Operations Management. 4 pts.

Description

A study of the policies and procedures germane to the internal operation of a technology-driven organization. Emphasis is placed on the principles of risk management and quality control, training and documentation requirements, standards design, and IT support systems.

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ELECTIVES

TMGT K4123. Managing Emerging Technologies. 3 pts.

Description

An examination of emerging technologies that looks at how they evolve, how to identify them, and the effect international, political, social, economic and cultural forces have on them. Through the lens of the latest technologies that will transform medicine, transportation, information, and energy infrastructures, topics covered in this class include forecasting methodologies, measuring customer trends, creating an organizational culture for sustained innovation, and viewing new technologies from a global perspective.

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TMGT K4124. Knowledge Management. 3 pts.

Description

This course explores key knowledge management and organizational learning concepts and techniques that are critical to business, individual, and organizational performance. As technology and the network economy drive businesses to compete under continuously accelerating rates of change in technology, business leaders must incorporate knowledge management and learning into their organization’s activities in ways that support and propel their business goals. They must also be proactive in recognizing and responding to the influence of technology on these goals and environment(s)in which they are accomplished. Class sessions encompass a set of topics including purpose, planning, success measurement, and implementation of knowledge management initiatives and organizational learning techniques. Through lectures and individual and collaborative work, students explore how they can use these techniques to improve business performance and strengthen their leadership and management capabilities.

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TMGT K4122. Strategic Project Management. 3 pts.

Description

This course explores the challenges, issues, concepts, and techniques that are critical for individuals and organizations when executing projects that achieve strategic business objectives. Students gain an appreciation of business and technology fusion, strategy, optimizing the business value of technology through project execution, roles and responsibilities of the project manager in an organization and how project management competencies impact the firm and facilitate the achievement of organizational strategic objectives and competitive advantage.

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TMGT K4128. Sales and Marketing . 3 pts.

Description

This course provides IT managers with insight into sales and marketing organizations in an effort to understand how transformative processes affect company performance. The course covers fundamentals of the sales and marketing mix, i.e., product, price, place (distribution), and promotion, and how these elements are affected when business processes are changed. Students learn how to analyze market strategies, write market plans and design campaigns. An understanding of the customer and the concept of customer relationship management in sales and marketing are reviewed in depth. This leads into discussions around the processing of customer data and SWOT analysis on products and services that help drive/improve campaigns. Sales practices, including projections and sales targets are covered as part of the overall understanding of the Sales life cycle.

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TMGT K4129. Relationship Management . 3 pts.

Description

This course introduces students to the multiple layers of management faced by transformation managers. Class sessions cover executive interface and the importance of an executive summary with a clear value proposition. The role of sustained executive support for business transformations is examined in depth. Key topics include team building with a focus on managing the new process, the cultural challenges associated with driving change through an organization and overall organizational awareness and its importance to a relationship manager (as a driver for interfacing with line management divisions). The role of relationship management and project management are discussed and topics such as mentoring and coaching are touched upon to provide a clearer understanding of the entire relationship management function.

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TMGT K4130. Supply Chain and Matrix Management. 3 pts.

Description

This course covers the roles and responsibilities of Supply Chain Management (SCM) and examines the six main developments in SCM: Creation, Integration, Globalization, Outsourced Manufacturing and Distribution, SCM as a Service and SCM 2.0. In addition course addresses the following two main logistical expense issues of SCM: Distribution Network Configuration, i.e., number and location, and Distribution Strategy, which includes operating control (centralized, decentralized or shared), delivery scheme (e.g. , direct store delivery), transportation mode (railroad, truckload etc.), replenishment strategy (pull, push or hybrid) and transportation control (private, common or contract carrier). The concept of matrix management and the types of matrix organizations (weak/functional, balanced, strong/project, soft boundaries) is discussed throughout the course, as are information flow and specialization within these models and the managerial constraints that come with it.

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Total 36 points