Course Descriptions for MEM and GCEM Programs

Transcription

1 Course Descriptions for MEM and GCEM Programs Foundation Courses MEM 501 Fundamentals of Probability and Statistics for Engineers This course develops a thorough understanding of the methods of probability and statistics which are used to model engineering problems and develop the necessary skills to implement and analyze basic statistical models using computer software packages. The course covers the following topics: Fundamentals of probability, distribution theory, data analysis and statistics, interval estimation, hypothesis testing, and regression analysis. MEM 502 Fundamentals of Engineering Economy This course deals with the application of economic analysis models for decisions between alternatives. In particular we approach problem solving by considering the time value of money. In general, a dollar of revenue or expense today is not equivalent to a dollar of revenue or expense three years from now. Concepts in this class are equally applicable to engineering, business and financial systems problems. Comparisons methods based on present worth of cash flow, and simple, internal and external rates of return are studied. Core Courses MEM 601 Advanced Engineering Economics Prerequisite: MEM 502 Development of economic performance measures of interest to developers, owners, contractors and users: Sources of finance and the determinants of the cost of money. Elementary estimating; cost indices; forecasting techniques; value of money; economic comparison techniques; evaluation of projects in private and public sectors; tax regulations; inflation; life-cycle costing; risk analysis; non-economic attributes. Case studies of economic analysis of projects, single building and building components. MEM 602 Project Management Prerequisite: MEM 502 or equivalent This course provides an overview of the discipline of project management. It is done from both a technical perspective (use of CPM, PERT, work breakdown structure, advanced use of Microsoft Project) and from the perspective of the practice of project management (project planning, estimating costs and activities length, human resource planning and on site management, practical role of an effective project manager, project management vs. quantity surveying, project knowledge management, etc.). This class will also explore the different types of project organizations (IT, for innovation, for change, construction, etc.)

2 MEM 603 Statistics and Decision Analysis Prerequisite: MEM 501 or equivalent The course introduces students to statistics, the development of a basic theory of decision making under uncertainty. Other topics include rationales of decision makers, utility, and the concept of the value of perfect information, the Bayesian approach to decision making; pre-posterior analysis and optimal fixedsized analysis for random processes, decision analysis with multiple objective, structuring the problem, multi-attributed utility functions. The course also includes case studies and a course project. MEM 604 Information Technology Applications in Engineering Projects Use of computers in estimating, cost engineering, scheduling and resource analyses, materials control, report generation and operations simulation. Information systems: information-based theories of management; information technology, cost and value information; analysis, design and implementation of a network based control system. Considerations for computer usage in construction firms; hardware, software, operations, economic, human and organizational. Product and process modeling; Internet use in product delivery. A project MEM Elective Courses MEM 605 Legal Issues and Contract Administration Legal concepts and processes applicable to the development of constructed facilities and to the operation of the construction firm. Emphasis on contract law and contract administration. Case studies.. MEM 606 Planning and Control Methods of delivering construction. Contractual relationships and organizational structures. Phases of project development. Estimating resource requirements; costs and durations. Bidding strategies. Network analysis using CPM and PERT, time-cost trade-off, resource allocation. Cash flow analysis. Earned-value concept for integrated time and cost control. Quality control. Value engineering. A case study and project. MEM 607 Advanced Planning and Control Prerequisite: MEM 501 The course introduces students to principles of modeling and simulation, classification and validation of simulation models, analysis of input data and outputs, Object Oriented Simulation (OOS), simulation languages, and application of discrete event simulation in various engineering-oriented problems.

3 Simulation models of discrete, stochastic, and dynamic systems, in terms of procedural behaviors, will be studied. These include formulating and implementing simulation models, analysis of input and output data, statistical techniques for models of single systems and competing alternative systems, simulation optimization. Computer program Arena will be used extensively throughout the course. The course also includes case studies and a course project. MEM 608 Project Cost Estimating Project cost estimating covers the essentials of project estimating, progress monitoring, and cost management. Emphasis is focused on estimate accuracy and the issues surrounding cost and schedule overruns. The course is intended to provide a review of the process of estimating the cost of projects for project professionals. MEM 609 Applied Operations Research Prerequisite: MEM 501 The practice of engineering and business in modern societies is characterized by complex organization, limited resources, changing conditions, conflicting objectives, as well as a high level of uncertainty, and managers are increasingly aware that success can only be achieved if the best decisions are taken under such circumstances. This course is an introduction to management science and decision making, a field in which a scientific approach based on a set of quantitative methods is used to solve engineering and managerial problems and make better decisions. The goal of management science is to provide a methodology for modeling decision making problems, finding solutions that optimize one or several objectives, and implementing the solutions in order to solve the problem. In the course we will study problem formulation and some of the most frequently used management science methods. Topics covered include linear programming, integer programming, network flow models, nonlinear programming, multicriteria decision making, and important applications such as queuing model analysis. In addition, we will have an opportunity to use computer software for problem solving. The course will be a combination of lectures, problem solving sessions, discussion, and case studies. MEM 610 Project Acquisition and Control Study of techniques and procedures used for construction project procurement and control. Topics treated include: marketing, bidding strategies, work break-down structure and contract packages, techniques for integrated time and cost control; management information systems for control, procurement; productivity measurement, contingency and escalation analysis and control. A project. MEM 611 Fundamentals of Facility Management Systems approach to planning, organization and implementation of a facility, including space allocation,

4 leasing and marketing, operation, maintenance, and renovation over the life of the building. Forecast of budget requirements for effective operation, maintenance, and renovation. Correlation between the operation of the building and health risks, comfort, productivity, and costs. Integrated approach to the planning, analysis, evaluation, organization and optimization of physical systems of facilities. Case studies. MEM 612 Business Practices in Construction A study of business practices as they relate to the construction industry. Topics treated include: organization; marketing; bid preparation; bonding; personnel management; financing; accounting; cashflow analysis; capital budgeting. The principles are first presented and then followed by case studies. A project. MEM 613 Project Quality Management Prerequisite: MEM 501 Role of a manager in leading and enforcing quality practices, defining performance measures and criticalto-quality requirements, common continuous improvement projects schemes such as Six Sigma, Kaizan and TQM, basic quality tools such as SPC and capability studies, achievement of bottom-line financial improvement through customer satisfaction led projects, quality award models, quality audit and management systems (QMS). MEM 614 Topics in Engineering Management Prerequisite: MEM 502 This course covers a wide range of relevant topics affecting the future roles of engineering managers. Topics include basic functions of engineering management such as planning, organizing, leading and controlling; global orientated perspective of engineering management; cost accounting, financial analysis, financial management and marketing management. Business case studies will focus on engineering and technology management. MEM 615 Product Design and Development Prerequisite: MEM 502 The ability to develop new products and bring them successfully to the highly competitive and fast paced market is a critical capability of all companies nowadays. This course covers modern tools and methods for product design and development. Topics include identifying customer needs, concept generation, product architecture, industrial design, design-for-manufacturing, and intellectual property. MEM 616 Operations Management Prerequisite: MEM 501, MEM 502 Matching supply with demand is a primary challenge for any enterprise. In this course, the first focus is on modeling, analyzing and improving business processes; students see examples of a number of processes and learn how to describe a process with a flow diagram. The second focus of the course is on the effect of variability on process performance; issues include waiting times, lost demand due to poor service, and lost output due to poor quality.

5 Research Projects MEM 698 Graduate Project 1 Prerequisite: at least two semesters full time Requires completion of an approved independent project under the supervision of a faculty member over two semesters. Students are required to demonstrate the ability to integrate the information and the skills accumulated in their program courses through rigorous written and oral communications. Students must prepare a written report and present a seminar describing the work to the examination committee. MEM 699 Graduate Project 2 Prerequisite: MEM 698 Requires completion of an approved independent project under the supervision of a faculty member, over two semesters. Students are required to demonstrate the ability to integrate the information and the skills accumulated in their program courses through rigorous written and oral communications. Students must prepare a written report and present a seminar describing the work to the examination committee. MBA Electives ACT 501 Financial Accounting This course attempts to introduce students to the elements of financial accounting and reporting, considerations pertaining to the preparation of accounting records and reports, analysis of financial reports, and the limitations of financial reports. An in depth examination of the development of financial statements, and the assessment of their uses and limitations will be covered. Particular attention is given to accounting problems and practices involving merchandising, inventories, and cash. FIN 501 Financial Management This course introduces students to the role of financial management in business firms. It emphasises on the basic concepts in finance and techniques used in financial decision-making. Topics to be covered include financial analysis and planning, time value of money, interest rates and bond valuation, stock valuation, risk and return and capital budgeting. MKT 501 Marketing Management This introductory course at the MBA level examines the character and importance of the marketing process, it s essential functions, and the institutions performing them. Attention is focused on the major policies, such as distribution, product, price, and promotion, which underlie the marketing structure, and the managerial, economic, and societal implications of such policies. The lectures are supplemented by

6 case studies designed to highlight important marketing concepts as they are realized in the business world today. IBS 611 International Business This course will examine Human Resources from a strategic perspective, emphasizing the contribution of HR decisions to the development of a high performance organization. HRM will be treated as a dynamic system that enables organizations to cope more quickly and effectively with a rapidly changing environment. The course will emphasize those topics, such as reward systems, performance management and the selection and retention of high performance employees, which confront managers in a variety of organizational roles. Emphasis will be given to the identification, evaluation and solution of specific HR problems facing managers with these responsibilities. MGT 603 Strategic Management The aim of this course is to provide the analytic techniques and tools to help develop an understanding of how competitive advantage can be created and sustained. This is an integrative course that examines the firm as a whole and adopts the perspective of the general manager. It draws together and builds on ideas from courses in functional areas such as marketing, finance and operations. There is extensive use of cases. Specific topics covered include analysing industries, analysing firm resources and capabilities, understanding organization structure and management systems, developing competitive strategies and understanding competitive behaviour, determining the scope of the firm, developing corporate strategies, managing the multi-business firm, and understanding corporate governance mechanisms. MGT 611 Managing Human Resources This course will examine Human Resources from a strategic perspective, emphasizing the contribution of HR decisions to the development of a high performance organization. HRM will be treated as a dynamic system that enables organizations to cope more quickly and effectively with a rapidly changing environment. The course will emphasize those topics, such as reward systems, performance management and the selection and retention of high performance employees, which confront managers in a variety of organizational roles. Emphasis will be given to the identification, evaluation and solution of specific HR problems facing managers with these responsibilities. MGT 652 Entrepreneurship This course will focus on the entrepreneurial process for small business enterprise. In the process, the course will explore 1) the entrepreneurial start-up process 2) the analysis of the environment including internal and external environment 3) opportunity for start-up small business 4) the start-up resources and 5) the new venture organization. The course will discuss all basic needs an entrepreneur should have for starting up the new small

7 business. The course will also discuss the types of start-up business, including the franchise opportunities. The goal is to develop entrepreneurial skills, managerial skills, and creative thinking in order to become a successful entrepreneur.