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 Electives

Click to view elective options available via distance 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. Prerequisite: enrollment in the Master of Engineering Management Program. 3 credits. Skender. (Spring Semester)

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

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. (Spring Semester)

EGRMGMT 590.XX: Advanced Topics in Financial Engineering

This advanced seminar is intended for students who have already mastered basic computational finance methods and concepts. Students will learn and apply practical computational methods used for pricing complex options and other derivatives. Working with large historical data-bases of asset market prices, students will study and evaluate active portfolio management and trading techniques, and learn how to run Monte Carlo simulations and how to back-test hypotheses. The core deliverable for the course is an original exploratory data-analysis research paper. Prerequisites: Students should have completed EGRMGMT 590.XX: Computational Finance or the equivalent. 3 credits. Egger. (Spring Semester)

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: 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: 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)

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