Distance Focus Area Electives

d-MEMP students choose one Focus Area in which to focus their study and build their expertise. Each Focus Areas's curriculum consists of two electives required for conferment of the d-MEMP degree. By demonstrating a proficiency in one specialty, students are positioned to take leadership roles in their field of interest. Focus Area electives are listed below; expand for more information.

Data and Decisions

Choose 2 of 3 options

EGRMGMT 580: Decision Models

3 credits. Staff. (Spring Semester)

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.

EGRMGMT 590: Data Visualization

3 credits. Egger. (Spring Semester)

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.

EGRMGMT 590: Fundamentals of Data Science

3 credits. Egger. (Fall Semester)

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. Prior to Fall 2017, this course was listed as "Data Mining".

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.

Financial Engineering

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. Bozarth. (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. Staff. (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.

Note: If none of the tracks are appropriate for a student, a customized program of 12 credits chosen from track and elective courses may be designed with permission of the student’s advisor.

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