All Distance Courses
Engineering Management Core Courses
Click to view core courses available via distance 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 Focus Area Electives
Innovation and Commercialization
EGRMGMT 574: Commercializing Technology Innovations: Turning Visions into Value
3 credits. Holmes. (Fall Semester)
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.
EGRMGMT 590: Designing Customer Experiences
3 credits. Staff. (Fall Semester)
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 experiences 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.
EGRMGMT 532: Advanced Finance for Technology-Based Companies
3 credits. Skender. (Spring Semester)
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. Prerequisite: enrollment in the Master of Engineering Management Program.
EGRMGMT 590: Computational Finance
3 credits. Egger. (Fall Semester)
This course will cover the central normative concepts of quantitative finance, including the efficient market hypothesis and its variants, portfolio theory, the Capital Asset Pricing Model (CAPM), Black-Scholes-Merton theory, and the Black-Scholes option pricing formula. We will critically assess these concepts in light of the challenges to them raised by such leading non-normative scholars of quantitative finance as Benoit Mandelbrot, Robert Shiller, and Nassim Taleb.
The course will begin with an overview of the current global marketplace for financial derivatives, and an introduction to the terminology used to describe the specialized features of derivative instruments based on underlying stocks and bonds, commodities, currency exchange rates, mortgage-backed securities, etc. Particular attention will be paid to understanding the products - and the regulatory and risk-management environment in which they were traded - that triggered the failure of numerous financial institutions worldwide in the Fall of 2008.
Operations and Supply Chain Management
EGRMGMT 562: Operations Management
3 credits. Warsing. (Fall Semester)
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.
EGRMGMT 563: Supply Chain Management
3 credits. Li. (Spring Semester)
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.
Click to view elective options available via distance within the Engineering Management department (EGRMGMT).
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 Semester)
EGRMGMT 562: Operations Management*
*Students cannot use this course as a technical elective if used as a Focus Area requirement.
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 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. (Spring 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: 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: 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: 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: Product Management in High Tech Companies
Central to optimizing shareholder value and revenue are a firm’s product innovations and its portfolio of products and services. The Product Manager defines product vision and leads the cross-functional team that takes a product or service from initial concept to a market viable offering.
The course places emphasis on “Thinking like a Product Manager” in developing specific strategies to support new and existing high tech products. This MEM elective provides in-depth knowledge of the analyses, decisions, and implementation issues relevant to a typical product manager in a high tech company. The course is applicable whether you are a product manager in a start-up firm, develop B2C or B2B products or are responsible for high-tech services. The objective is to 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 a project. Class participation and demonstration of critical thinking in written and verbal form are crucial to success in this class.
The course has three modules:
- Module 1: Foundations of Product Management – The foundational knowledge and leadership skills for successful product management.
- Module 2: Product Management in Action – Understanding the holistic 5 step “Product Management Process”:
- Module 3: Product Management Post-Launch – Preparing to manage the entire “Product Lifecycle”. This is your plan for success beyond the new product launch.
By the end of this course, you should be able to:
- Identify the essential elements of successful product management in a high tech environment.
- Explain the Product Management Process and perform a wide range of analyses for products at all stages of the product lifecycle.
- Develop, propose and justify product plans, product strategies, and supporting tactical plans.
- Know development approaches and best practices the product manager employs when working with development, testing, engineering and other partners in making the product come to life.
- Understand the best practices to build collaborative relationships between the development, engineering, marketing, sales, operations and management teams.
- Present coherent, concise analysis of business cases.
3 credits. George. (Fall Semester)
Duke's official schedule of courses to be offered in summer, fall, and spring terms is available online.