36 points for degree completion On-campus instruction*
Part-time or full-time program** Fall intake only
3 terms (full-time) or up to 2 years (part-time)  
Capstone Project

* Select coursework is available online.
** International students are responsible for ensuring they have read and understand the University’s student visa application eligibility and requirements. Please note that it is not permissible to enroll while in B-1/B-2 status. In addition, if studying on a student visa, you must enroll full-time (12 credits per term) and study on campus.

Core Courses (Required for all Students)

Required or core courses provide all students, regardless of their backgrounds, with the knowledge and skills technology leaders must have to succeed in today’s fast-paced global environment. Through the study of relevant theoretical frameworks, strategies, and tools, students acquire the ability to consider technology challenges from varied perspectives. Case studies help students to apply these theories, strategies, and tools to develop solutions to challenges they face in their own industries and work environments and become highly effective technology leaders.

Elective Courses

Students select related elective courses offered at the University that may help them advance their professional and academic interests.

Many electives are available on the School’s innovative distance-learning platform. Students and faculty communicate through a unique social networking function in ways that extend and enhance the impact of traditional learning experiences. Online courses typically include a combination of live events, asynchronous community-driven activities, and self-study.

Click on one of the pathways here to see sample courses of study for successful completion of the program.

Sample Part-Time Pathway

first term: fall (6 points)
Technology in the Business Environment
Accounting and Finance for Technology
second term: spring (6 points)
Technology and the Law
Operations Management
third term: summer (6 points)
fourth term: fall (6 points)
Strategic Advocacy
Behavioral Challenges in Technology Management
fifth term: spring (6 points)
Analytics for Technology Management
Leading Disruptive Change in a Digital Economy
sixth term: summer (6 points)
Capstone Project

Core Courses

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.

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.

TMGT PS5126. Strategic Advocacy. 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.

TMGT PS5118. Behavioral Challenges in Technology Management. 3 pts.


An in-depth study of the intricacies of managing technical personnel and management teams in a fast paced and evolving business environment. Emphasis is placed on key challenges including the management of multiple technology projects, software development processes, and communications among technology managers and senior managers, developers, programmers, and customers.

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.

TMGT PS6301. Operations Management. 3 pts.


This course 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.

TMGT K5180. Leading Disruptive Change in a Digital Economy. 3 pts.


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 leaders must play in working together with the lines of business to effectuate this change.

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.

Capstone Project. 6 pts.


This course serves as the capstone project for the M.S. in Technology Management degree. The capstone project requires synthesis of program content applied to real-world challenges. Students select and critically assess a real-world challenge and opportunity and develop an integrated digital transformation plan and solution. The purpose of the course is to learn to develop and apply the technical, leadership, and communication skills required to identify, develop, and implement solutions within organizations.

Elective Courses

TMGT PS5139. Sales and Marketing. 3 pts.


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.

TMGT PS5120. IT and Operations Management. 3 pts.


This course provides an examination of the role the technology leader plays in the daily operations and performance management of an organization. The course focuses on how tech leaders 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 leader.

TMGT PS4124. Knowledge Management. 3 pts.


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, technology 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.

APAN PS5400. Modern Database Architecture. 3 pts.


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.

TMGT PS5127. Raising Capital. 3 pts.


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.

TMGT PS5140. Managing the Entertainment Technology Multiverse. 3 pts.


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.

The Experience Economy and Entertainment Technology. 3 pts.


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.

TMGT PS5136. Cybersecurity Strategy and Executive Response. 3 pts.


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.

TMGT PS5135. Enterprise Information Security: Threats and Defense. 3 pts.


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.

TMGT K5170. Re-engineering and the Systems Development Life Cycle. 3 pts.


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 de-composable 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.

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