Intensive Study Model Courses

All students, regardless of their area of focus, complete a core group of courses that contain elements common to technology leaders.

Areas of Focus

Over the summer, students will pursue a designated set of two electives related to the management of the Master’s Project. In addition, students will attend a series of seminars related to the professional challenges associated their area of focus, and will be assigned a specialized mentor who understands the specific business and technology challenges associated with your project area.

C-Level Management

Data Management and Analytics

New Business Ventures


Digital and Business Transformation

Additional Electives

Core 1

TMGT PS5116. Technology in the Business Environment. 3 pts.


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.

Core 2

TMGT PS5115. Accounting and Finance for Technology. 3 pts.


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.

Core 3

TMGT PS5125. Technology and the Law. 3 pts.


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.

Core 4

TMGT PS5126. Strategic Advocacy for Technology Executives. 3 pts.


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.

Core 5

TMGT PS5200. Analytics for Technology Management. 3 pts.


This course provides a broad overview of applied analytics frameworks and methods to help organizations turn data into informative insights. The chain of inferences leading from data collection to utilization for decision-making represents a comprehensive and coherent validation framework for the use of data to inform real-life problems. The course covers tools for addressing a set of claims about a problem based on data: exploratory data analysis, multivariate regression, causal inference, network analysis, and predictive analytics. It also introduces computational methods in natural language processing and machine learning and how these methods are integrated and deployed within modern database frameworks to turn organizations in data-savvy organizations.

AAM helps students to recognize which applied analytic frameworks and methods to use to make smarter and better decisions and producing better results for their organizations. Students learn how different analytic methods are used to address critical data issues facing an organization and how best to apply those methods. Students learn how to conduct in-depth strategic analytic analysis of business problems and communicate those results to all levels of an organization — both technical and non-technical audiences. Students will have the opportunity to apply these analytic methods to real problems in specific industries associated with their area of interest.

Core 6

TMGT PS5120. IT and Operations Management.  3pts


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.

Seminar 1

TMGT PS6101. Executive Seminar I. 4 pts.


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.

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

Seminar 2

TMGT PS6201. Executive Seminar II. 4 pts.


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.

The second seminar is 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.

Seminar 3

TMGT PS6301. Executive Seminar III. 4 pts.


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.

The third seminar is 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.


Knowledge Management


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.

Behavioral Challenges in Technology Management


Learning to progress in management is more than simply understanding the various functions, roles, and technologies to be managed. There are several aspects to consider, specifically:

  • Leading teams,
  • Working effectively with people of diverse skills and attributes,
  • Managing people in a variety of models - local and remote, and
  • Communicating efficiently with co-workers and management.

This Behavioral Challenges in Technology Management course examines the intricacies of managing technology personnel, and building relationships and influence with the business in a fast-paced and evolving global economy.

Program Management for Technology Executives


This course focuses on the duties, responsibilities, and challenges of managing IT project managers in complex organizations. It offers a holistic presentation of the key issues a program manager – and their respective project managers – will need to consider when planning, implementing, and reporting on a suite of projects (i.e., a program). It introduces executive students to the multifaceted realities that supervisors of project managers deal with in the context of technology systems. It pays especially close attention to crisis management in the context of programs, and provides students with best practices for addressing corollary concerns. The course will introduce students to multiple frameworks for managing programs – offering students perspectives from global project managers.

Some assignments in this class mimic the kinds of deliverables a program manager will be expected to produce throughout the course of managing a suite of projects. Students must therefore develop an approach to program management based on actual projects within their company or industry. Other assignments in this class will have to do with case studies, allowing students the ability to reflect on how they will respond in a number of common situations, such as interpersonal issues, calendaring failures, and legal risk.

Modern Database Architecture


This course provides coverage of modern database architecture and how organizations extract, transform, and load data to set the foundation for deep analytics within their organization. Students will develop a broad understanding of cloud-based computing environments such as Amazon’s AWS and Microsoft’s Azure, MapReduce and data parallel applications using Hadoop, noSQL databases such as MongoDB. Students will learn how to develop a strong working knowledge of relational and non-relational databases, structured and unstructured data, as well as scalability and performance issues as they relate to modern applied analytics. Students will cover different types and scales of data and how to apply the best database framework for their organization’s analytic needs. The course will provide case studies from industry and students will apply their knowledge to architect real business solutions, not only the optimal architectural framework but the total costs, including hardware, software and human costs, to implement such a solution. Senior-level information technology executives will assess students’ progress and ensure their solutions can be implemented within organizations.

Sales and Marketing


This course examines how to develop realistic market plans, forecast schedules, and build effective sales teams for new and ongoing business operations, covering the basic rules of pricing, the positioning of technology products and services for market, how to determine life cycles of new products, and the sales management of complex technology-based teams.

Raising Capital


An in-depth understanding of how to market a business plan and raise capital to launch new ventures. Topics include capital alternatives, confidentiality, meeting analysis, finalizing agreements, and shareholder alternatives. The course requires the design of a venture that contains multiple approaches for investment. Workshop exercises cover methods of negotiating initial investment, management control, and forecasted return-on-investment.

Cybersecurity Strategy and Executive Response


With high profile cybersecurity breaches and incidents occurring on an almost daily basis, cybersecurity strategy is a board level topic. From Target Corporation to Sony Corporation, Chief Executive Officers (CEOs) and other c-suite executives are being held accountable for breaches of data, which has in turn driven interest at the board level in cybersecurity strategy, incident response, and technology risk management. Under the working assumption that a corporation’s risk appetite, of which cybersecurity is one pillar, must drive its cybersecurity strategy and associated incident response, this course seeks to provide students with the tools needed to build, deliver and implement a cybersecurity strategy, obtain Executive and Board-level consensus around the proposed strategy, and develop an associated “cyber playbook” to respond to security incidents.

Enterprise Information Security: Threats and Defense


Competition, espionage, theft, sabotage, and warfare, traditionally carried out “in the field” have erupted online. State-sponsored cyber-attacks target critical infrastructure, financial systems, government agencies, political adversaries, retail, and consumer databases, and the intellectual property of technology firms. This course covers the defensive techniques that address perimeter and data security. Business model relationships to security architecture are examined, in particular managing vulnerability introduced through mergers and acquisitions, and Active Directory migrations. Service and Administrative account management and other aspects of network design will be analyzed. Students will investigate recent newsworthy cases and devise countermeasures aimed at both incident prevention and effective CIRT (Cyber Incident Response) management.

Re-engineering and the Systems Development Life Cycle


This course provides students with the knowledge and techniques needed to lead major re-engineering projects, including reassessment of legacy systems and changing existing business processes. Understanding the differences between reengineering and continuous improvements and benchmarking is covered up front together with common obstacles to business reengineering success (e.g., resistance to change, etc.) in an effort to drive towards a specific reengineering model. Legacy architectures from decomposable to non-decomposable are covered, and the role of gateways as well. The principles of distributed computing, i.e., object orientation, standards and the enterprise information architecture are covered as well as distributed systems designs and the level of performance testing needed to support them. Case studies are used to reinforce topics.

Leading Disruptive Change in a Digital Economy


This course enables students to understand the impact of IT on an organization’s transformative objectives. Students learn how to integrate IT as the key driver for business process change and for continuous improvement in incremental gains and for selective reengineering to effectuate substantial breakthroughs in process performance. Students will develop an in-depth understanding of how technology can have a push effect on an organization’s processes and of the factors that must be in synch to facilitate such an effect, e.g., organizational desire for change, corporate culture, and the strategic role that IT executives must play in working together with the lines of business to effectuate this change.

Managing the Entertainment Technology Multiverse


The idea of a “multiverse” is derived from Big Bang and Black Hole cosmology. It posits an infinite set of alternative universes in the space/time continuum — in other words, what we identify as reality. Scientific theory aside, this is precisely what has occurred in the entertainment sphere as a result of advances in entertainment technology. We see how technology has obfuscated the demarcation and delineation lines between entertainment media. Rather than perceiving this as a problem or challenge, this course approaches such an evolution from the point-of-view of infinite possibilities. The breadth of content covered in this course ranges from Creative Commons licenses to the various interactive entertainment development technology platforms used to create games, virtual worlds, social media arenas, and cross-disciplinary initiatives as diverse as online gaming, media, branding, enterprise, government, military, and educational solutions.

Creating Value in the Experience Economy


One of the most fundamental changes wrought by the advent of interactive digital media has been creation of a partnership between the entertainment provider and the consumer. This evolution is marked by the democratization of creativity, acting, and the capturing and conveyance of human experience by the consumer. All of this is driven by the need and desire of the consumer to evoke and capture meaningful experiences. The merging of “work” and “play,” where every business is viewed as a theatrical experience, transcends the long-held belief that high-quality goods at competitive prices alone is the mark of success. Customization of service leads to transformative experiences, the kind we capture, convey, remember, and talk about long after they have occurred. Such is the aspiration of businesses seeking to reach the 21st century digital citizen marketplace. This course looks at myriad examples of successful – and unsuccessful – applications of these principles.

The University reserves the right to withdraw or modify the courses of instruction or to change the instructors as may become necessary.