All Engineering Management Courses

Engineering Management Core Courses

Click to view core courses within the Engineering Management department (EGRMGMT).

EGRMGMT 510: Marketing

This course examines core concepts in marketing and marketing-oriented management. It develops competence in the use of modern marketing techniques and their application in the design, development, and commercialization of new products and services in rapidly changing markets. The class combines lecture and cases, many of which focus on technology-based products and services. Students learn the frameworks for analyzing market opportunities and product potential. Other topics include consumer behavior, product management, pricing strategies, direct and online selling, branding, channel management, and promotions. 3 credits. Britton. (Fall Semester)

EGRMGMT 520: Intellectual Property, Business Law, and Entrepreneurship

Intellectual Property, Business Law, and Entrepreneurship provide students with the legal & fundamentals to protect their business ventures and intellectual property. The course is divided into three modules. The first module focuses on the implication of decisions made at the formation of business ventures. The second module focuses on the patent process in which students write their own patents. The third module focuses on the strengths and weaknesses of patents, copyrights, and trade secrets. Other topics include principle-agent relations, governance of small companies, mergers and acquisitions, contract law, patents in foreign countries, and corporate take-overs. 3 credits. Sibley, Cox, Lange. (Spring Semester)

EGRMGMT 530: Finance in High-Tech Industries

Review basic concepts of financial accounting and finance, with an emphasis on accounting needed for effective financial analysis. Focus on issues of finance in high tech industries. Emphases will include project financing, notions of options as applied to internal financial analysis, allocation of costs and revenues for new high tech projects, valuing projects and valuing firms when intellectual assets are a significant portion of total level value; corporate control in high tech firms. Finance issues in mergers, acquisitions, and alliances. 3 credits. Skender. (Fall Semester)

EGRMGMT 540: Management of High-Tech Industries

Management of High Tech Industries is a case-based course that focuses on managerial decision making and organization building. With emphasis on professional service firms and high tech companies, students learn the skills to coordinate and leverage human capital.Tactical, operational, and strategic leadership is explored. Other topics include entrepreneurial decision making, performance measures, managerial control, product strategies, management of strategic change, and competitive analysis. 3 credits. Ryan. (Spring Semester)

Engineering Management Electives

Click to view technical elective options within the Engineering Management department (EGRMGMT).

EGRMGMT 532: Advanced Finance for Technology-Based Companies

The focus of this course will be on major financial decisions of established technology corporations as well as entrepreneurial ventures. Analytical models and theories will be covered via problems and cases. Specific areas will include asset management, short-term and long-term borrowing, advanced capital budgeting strategies, determination of capital structure, dividend policy, international issues, and mergers and other forms of restructuring. Prerequisites: enrollment in the Master of Engineering Management Program. 3 credits. Skender. (Spring Semester)

EGRMGMT 556: Industrial Practicum

The Engineering Management Practicum provides a "real life" view of various challenges faced by organizations.Projects at the intersection of engineering and business will be chosen for this practicum.Students will work in teams and will conduct a mentored, semester-long project for an organization. The learning objectives of this course include: (i) learn how engineering and technology impact organizations and how they are integrated into an organization to achieve desired results; (ii) understand, through an experiential environment, how organizations function and the difference between theory and implementation in an organizational setting; and (iii) develop team based skills in an applied environment and learn how to communicate technical issues to a variety of personnel in an organization. Practicum topics will be announced during the first week of classes and students must apply to be in the courses, with multiple sections covering various projects each semester. 3 credits. Holmes. (Fall and Spring Semesters)

EGRMGMT 560: Project Management

Projects are one of the key mechanisms for achieving organizational goals and implementing change, whether it is the design and launch of a new product, the construction of a new building, or the development of a new information system. This course will focus on defining project scope, developing project plans, managing project execution, validating project performance and ensuring project control. Additional topics covered include decision making, project finance, project portfolio selection and risk management. 3 credits. Barnes. (Fall and Spring Semesters)

EGRMGMT 562: Operations Management

Operations management involves planning and controlling the processes used to produce the goods and services provided by an organization. In essence, it is the management of all activities related to doing the actual work of the organization. Managing these processes can be quite challenging -- they are often very complex, and can involve large numbers of people and facilities, huge volumes of materials and great distances. Objectives of the course are to: 1) introduce students to the functional area of operations and to increase their awareness of how a firm's operations interface with the other functional areas of the organization, 2) familiarize students with the various issues and problems that traditionally arise in the management of operations within both manufacturing and service organizations, 3) acquaint students with some of the terminology, modeling, and methodologies that often arise in the handling and resolution of operations issues and problems. 3 credits. Warsing. (Fall Semester)

EGRMGMT 563: Supply Chain Management

A firm's supply chain encompasses all of those processes involving the design, manufacturing, and delivery of a product to the end-customers. In the last 20 years, a combination of industry innovation, new technologies, and academic research has led to substantial growth in our knowledge and in our ability to manage supply chains. Companies in many sectors have realized both the synergies and the efficiencies that can be gained from solving supply chain problems, and have realized the competitive edge that effective supply chain management provides.

The objectives of this course are two-fold: (1) To develop conceptual and modeling skills, and to provide practical problem-solving tools, applicable to the design and analysis of supply chains, and (2) Identify how the existence of multiple (distinct) decision makers in the supply chain can create misaligned incentives that harm supply chain performance, and then to understand alternative contract structures and other responses that can help mitigate this effect. 3 credits. Chen. (Spring Semester)

EGRMGMT 574: Commercializing Technology Innovations: Turning Visions into Value

This course is designed to demystify and unify the journey from idea creation to value extraction through the use of concrete tools and real-world exercises. Innovations have many sources (e.g., individuals, companies, universities, governments) and many vehicles for commercialization (e.g., licensing, new products, enhanced products, and new ventures). Through this course, students will learn to think more broadly about innovation and commercialization options and strategies. 3 credits. Holmes . (Fall Semester)

EGRMGMT 580: Decision Models

Successful management requires the ability to recognize a decision situation, understand its essential features, and make a choice. However, many of these situations - particularly those involving uncertainty and/or complex interactions - may be too difficult to grasp intuitively, and the stakes may be too high to learn by experience. This course introduces spreadsheet modeling, simulation, decision analysis and optimization to represent and analyze such complex problems. The skills learned in this course are applicable in almost all aspects of business and should be helpful in future courses. 3 credits. Staff. (Fall and Spring Semesters)

EGRMGMT 584: Advanced Engineering Systems Optimization and Simulation

Introduction and advanced discussions of mathematical optimization and simulation to design and evaluate engineering systems. Application of linear and nonlinear programming, dynamic programming, expert systems, simulation and heuristic approaches to a range of engineering systems problems. Examples addressed to be suggested and developed by the students including but not limited to: production plant scheduling, water resources planning, vehicle routing, resource allocation, repair and rehabilitation scheduling, and comparison of engineering design alternatives. Corequisite: Differential Equations or Permission of Instructor. 3 credits. Peirce. (Spring Semester)

EGRMGMT 590.XX: Data Visualization

This course teaches how to use data visualizations to improve communication. We will learn best practices for presenting the kind of discoveries and “calls to action” that are the primary aims of business data analysis. Everyone who completes the course will be able to make beautiful and effective data visualizations.  

We will begin by learning about human visual perception, in particular the science of how choice of color, form, and other design elements can assist pre-attentive information processing.We will consider the origins of modern data-visualization in the pre-computer age, starting with the use of overlay maps, and Galton’s Quincunx and Correlation Diagram.  

We will learn to recognize the 60 or so most commonly-utilized types of data-visualization metaphor, as well as rules of thumb for which are the most appropriate and effective to apply to different types of data analysis.

Students will learn to create their own visualizations using publicly-available data and free software tools. Students are not required, or expected, to have any prior software experience. The course has no pre-requisites. 3 credits. Egger. (Spring Semester)

EGRMGMT 590.XX: Competitive Strategies

Why do some ideas succeed in the marketplace, and others fail? The answer often boils down to strategy. This course is designed to teach the elements of competitive strategy with a focus on the special considerations of technology-based companies, with particular emphasis on innovation and entrepreneurial activities in ventures of all sizes. Students will gain an appreciation for the strategic considerations that affect the success of technology-based products in the marketplace through a systematic exposure to key concepts in analysis, formulation and execution of strategic options. The course is structured along the lines that a company or organization would likely follow in the development of a competitive strategy. 3 credits. Hopper. (Fall and Spring Semesters)

EGRMGMT 590.XX: Computational Finance

A beginner's introduction to the most important concepts used in quantitative finance. Students will learn to build practical financial models using MS Excel spreadsheets, and no prior knowledge of finance or of MS Excel is assumed. Investment banks, hedge funds, and money managers make buy and sell decisions based on computational models. Computers can and do execute buy and sell orders in a completely automated fashion based on pre-programmed parameters. This course starts with the most basic, and most important, portfolio and investment models used to evaluate risk and identify profit opportunities. Using Excel, students will learn how to build these models themselves, and to understand the decision-making inputs used by professional investors. The course has a practical focus - how to analyze prices of stocks, bonds, options and other financial instruments using the types of computationally sophisticated tools in wide use today. 3 credits. Egger. (Fall Semester)

EGRMGMT 590.XX: Data Mining

Students practice a critical business skill: analyzing real-world data and communicating actionable findings in compelling form. This is a small group, project-based class. Students can design their own project (with approval of the instructor) or join one of a number of exciting projects already underway. Available project areas include: 1)financial fraud detection, 2) earthquake risk modeling, 3) analysis of eye-tracking data for medical diagnosis, 4) the latest methods for machine translation and speech recognition. 3 credits. Egger.(Fall Semester)

EGRMGMT 590.XX: Designing Customer Experiences

In a competitive global market, businesses must address complex cross-discipline questions such as "how do I successfully distinguish my business from competitors?" to remain relevant and competitive. Increasingly, the quality of a businesses' "user experience" provides the key to building loyal customer relationships and sustainable market differentiation. Companies such as Apple Computer and Starbucks understand that their compelling customer experience are formed not only in the products they deliver but also in a system of complementary interactions and services. Effective customer experiences are not created by chance; they require systematic planning, design, iteration, and evaluation to be successful. In this course, students use case study discussions, readings, and hands-on projects to form a framework for designing compelling customer experiences. In addition, students flesh out this framework through project-based assignments and presentations applying the principles of human factors, design for usability, and interaction design to analyze, create and present customer experience solutions. 3 credits. Staff. (Fall Semester)

EGRMGMT 590.XX: Engineering Entrepreneurship

This highly interactive, team-based course (students, instructor, and guest lecturers) is centered on learning how to identify and analyze technology with credible commercial potential, develop the elements of a start-up business around the technology, understand the market opportunity, and explore the financial aspects of launching such a venture. “Real” ideas are sourced from university technology transfer offices, from existing companies, imported by a student or groups of students, or other sources. Past projects have included ones in IT, medical (drugs, drug delivery, devices, services), chemistry, consumer products, environmental, and needs in under-developed countries. A set (2 to 4) of potential technologies will be accessed by each Team (usually 3-4 students) and a process undertaken to decide which opportunity is the strongest. That opportunity will then be developed during the semester, ending with an investor-quality presentation, a concise business plan, and top-level financials. In short, the course will take you through the key, common steps of forming a technology-based business as well as the uncommon steps that may be unique to each opportunity. A strong emphasis is placed on real-world experiential teaching, involving people who have “been there/done that”, and student participation from class Q&A, formal presentations, and cross-team critiques. 3 credits. Price. (Spring Semester)

EGRMGMT 590.XX: Innovation Management

This course takes students through a variety of issues related to managing innovation in the context of a technology-based organization. This includes managing know-how and innovation processes as well as creating an organizational culture that fosters and supports innovation. Students study best practices and benchmarks but must develop their own approach to managing innovation given each unique situation, including the organizational strategy, the competitive landscape, the strengths/weaknesses of the employees involved, etc. Nonetheless, there are accepted practices and concepts that will help guide students in developing a deeper understanding of this area. Learning objectives include: i) understanding the different processes related to innovation in a technology-based firm, ii) how to create a culture of innovation in an organization, iii) the critical role of champions, and iv) key concepts of innovation strategy. 3 credits. Glass. (Spring Semester)

EGRMGMT 590.XX: Intellectual Asset Management

All major corporations, mid-sized firms, and small or start-up ventures including University efforts involved in any technology field have basic needs that include considering all forms of intangible assets. The field of intellectual property and the associated need to value that intellectual property has evolved to the point that all Merger and Acquisition (M&A), venture capital, and R&D activities should include a thorough understanding and review of patents, copyrights, trademarks, trade secrets, etc. to strategically determine how to proceed with these activities. A complete review of the US and international patent processes including writing and obtaining a patent, licensing and licensing negotiations, technology transfer, as well as a full understanding of valuation and valuation techniques to manage the intellectual property (IAM - Intellectual Asset Management) are the primary focal activities of this course. Students normally work in teams with existing technologies to develop an IP portfolio, which is valued and presented at the end of the semester. 3 credits. Staff. (Spring Semester)

EGRMGMT 590.XX: Systems Engineering

Introduction to the theory, principles, and methods used to conceive, design and analyze systems. Focus areas include problem identification, description, modeling and simulation, design, test and evaluation issues, as well as more broad lifecycle concerns. Two 1.25-hour classes weekly. 3 credits. Staff. (Fall Semester)

EGRMGMT 590.XX: Managing Product Development

How do companies ensure innovative ideas are transformed into a product or service? Irrespective of their size, location, number of employees, revenue margin, or industry segment, all companies transform their innovative strategies into real world products/services. Some companies have well defined transformation steps that they call product/service development process; others simply just do whatever it takes without organized planning. But in general, they all go through major iterative phases such as: discovery, definition, development, demonstration, qualification, deployment, and life cycle management. Furthermore, there are factors that impact all these phases such as: source of funding, people relations, supply chain, design/development tools, time constraints, internal/external regulations, etc. Adequate management of these factors enables the development process to be executed on time and on budget in order to meet customer needs and stakeholders' expectations. This course intends to provide an understanding of the product/ service/development process elements and the factors influencing the execution of the process. 3 credits. Requena. (Fall Semester)

EGRMGMT 590.XX: New Opportunities in Big Data

This course is intended for students who have a strong interest in the IT infrastructure of Big Data. Topics covered include: (1) Advanced data-mining methods now possible in business and research. (2) Introduction to software for data-visualization and pattern recognition in Big Data. (3) Information Architecture of the Big Data Cloud: introduction to the latest technologies for distributed data storage, indexing, search, retrieval, and analysis. Prerequisites: The course is open to students who have taken Data Mining (EGMGMT 590), or with prior approval of the instructor. Limited to maximum of 20 students. 3 credits. Egger. (Spring Semester)

EGRMGMT 590.XX: Product Management in High Tech Companies

In today's international high tech business environment, the Product Manager is considered the CEO of their company's particular product or service. Central to creating customer value are a firm's product innovations and its portfolio of products and services. It is essential that the Product Manager understand the need to identify and develop strategies that capitalize on the firm's unique capabilities and provide value to the customer.

In this course we will explore the entire product management challenge in a way that goes beyond the typical MBA product marketing and brand management course with emphasis on managing products & services in a high tech environment. We believe that it is essential that our graduates understand all elements of product management including problem identification, market opportunity analysis, customer needs analysis, product strategy development, technology & product road mapping, product development, competitive analysis, product sales & marketing, brand management, financial management, and product life cycle management. The course places emphasis on developing specific strategies to support new and existing products and to help develop and manage a portfolio of products and services. This engineering management elective will provide an in-depth exposure to the analyses, decisions, and implementation issues relevant to a typical product manager in a high tech company and help prepare you for your first industry product management opportunity. A successful product manager needs a broad set of skills and this course is the first step in helping you develop those skills. Your new skills will be developed using a mix of individual and team based assignments, case analysis and presentations, computer simulations and projects.

By the end of this course, you should be able to:

  • Perform a wide range of analyses involved in managing product and services.
  • Understand the essential elements of product management in a high tech environment.
  • Develop product plans, product strategies, and supporting tactical plans.
  • Propose and justify marketing plans for a specific product or service.
  • Understand the interface challenges between the marketing, sales, engineering, operations and management teams.
  • Develop a strong understanding of the issues central to product management.
  • Present coherent, concise analysis of business cases.

3 credits. George. (Fall Semester)

EGRMGMT 590.XX: Pragmatic, Strategic Inovation

This class is different from any other existing class that you can take in Strategy or Innovation.  Steve Jobs commented that "creativity is connecting things" and "Innovation is in the intersection".  This course is about "Pragmatic, Strategic Innovation"

  • Innovation : Unique initiatives that conceive and deliver significant / differentiated value from your customers’ perspectives.
  • Strategy: The processes around determining where you are today, where you want to be in the future and how to overcome the challenges in the middle.
  • Pragmatic : Practical and realistic approaches to achieve desirable results.

This class is about how to operate at the intersection of strategy and innovation using practical principles and frameworks to help you accomplish your objectives.  This class is applicable whether you have or have not taken a strategy and/or innovation class in the past as we will cover the basics you need to get started.  

We will use a combination of books and selected articles from thought leaders in strategy and innovation. The course will use a combination of group and individual work to give you both an understand of some key principles and the opportunity to apply those principles in applications of strategy and innovation.  3 credits. Wright. (Spring Semester)

EGRMGMT 590.XX: Uncertainty, Design, and Optimization

Principles of design as a creative and iterative process involving problem statements, incomplete information, conservative assumptions, constraining regulations, and uncertain operating environments. Parameterization of costs and constraints and formulation of constrained optimization problems. Analytical and numerical solutions to constrained optimization problems. Evaluation of design solutions via sensitivity and risk analysis. Application to design problems in civil and environmental engineering. 3 credits. Scruggs. (Spring Semester)

EGRMGMT 591: Independent Study

Students may set up an independent study for a topic of their choosing. It is the responsibility of the student to find a professor that is willing to lead the independent study. Some popular independent studies in the past have included Global Engineering Education, the Duke Smart Home, the Duke Virtual Reality Cave, and Technology Assessment with the Research Triangle Institute. 3 credits. Staff. (Fall and Spring Semesters)

Duke's official schedule of courses to be offered in summer, fall, and spring terms is available online.