|FINANCE AND MANAGEMENT|
|Course Description *Click course title for syllabus link||Admin Info||Next Session Details||Fall 2018||Winter 2019||Summer 2018 (*Tentative Schedule)|
|APS502H1: Financial Engineering||WINTER 2018: January 8 to April 6, Thursdays 5pm-8pm (Location TBD)||x||x|
|APS1001H: Project Management||SUMMER 2018: ONLINE, July 2nd - August 16 |
Deadline to add: July-02
Deadline to drop: July-23
|APS1004H: Human Resources Management: An Engineering Perspective||WINTER 2019:|
Jan 8 t0 April 2, Mondays 2pm-5pm in GB244
SUMMER 2018: August 20 to August 31, Daily from 3pm-6pm in BA 1170
Deadline to add: Aug-18
Deadline to drop: Aug-24
|APS1005H: Operations Research for Engineering Management||Exclusion: MIE262||SUMMER 2018: ONLINE August 7 - August 17. Daily Tutorial from 4-5pm in RS208|
Deadline to add: Aug-08
Deadline to drop: Aug-10
|APS1009: Natural Resources Management||FALL 2017: September 11 to December 8, Wednesdays from 6pm-9pm in SF3201 |
Note: Wednesday Sept 13th & Wednesday Oct 11th classes will be held in BA1170
|APS1016H: Financial Management for Engineers||FALL 2018: Sept 10 - Dec 07, Wednesdays from 3pm-6pm in GB119||x||x|
|APS1017H: Supply Chain Management and Logistics||SUMMER 2018: May 22nd to June 1st, class every day, 1pm-430pm, RS211 |
Deadline to add: May-23
Deadline to drop: May-25
|APS1020H: International Business for Engineers||SUMMER 2018: May 14 to May 25, Daily from 9:30am - 12:30pm, BA1210. Final Exam on May 26 |
Deadline to add: May-15
Deadline to drop: May-17
|APS1022H: Financial Engineering II||SUMMER 2018: May 7 to May 18, Daily from 1pm to 4pm, RS310|
Deadline to add: May-08
Deadline to drop: May-14
|APS1028H: Operations and Production Management for Manufacturing and Services||SUMMER 2018: week 1 June 4-8 Daily from 9am-12pm in SF2202|
week 2 June 18 -22 Daily from 9am-12pm in SF2202
|APS1032: Introduction to Energy Project Management||FALL 2018: Sept 10 - Dec 07, Mondays 5pm-8pm in MS2173||x|
|APS1038H: Strategic Sustainability Management for Businesses and Products||WINTER 2018: January 8 to April 6,|
Tuesdays 5pm-7pm (In-class) in UC 144 and Thursdays 3-4pm (Webinar) in BA 3008 (Thurs' room subject to change)
|APS1039H: Enterprise Risk Management|
|APS1040H: Quality Control for Engineering Management||Exclusion: MIE364 or MIE304 or MIE1727||SUMMER 2018: ONLINE course with videos posted daily. May 1 - May 11. Daily tutorials with access for remote students, held at BA1190, 4-5pm|
Deadline to add: May-02
Deadline to drop: May-04
|APS1049H: Management Consulting For Engineers||SUMMER 2018: week 1 May 28-June 1st, Daily from 9am-12pm in SF3201|
week 2 June 11-15 Daily from 9am-12pm in SF3201
APS502H1: Financial Engineering
This course will focus on capital budgeting, financial optimization, and project evaluation models and their solution techniques. In particular, linear, non-linear, and integer programming models and their solutions techniques will be studied. The course will give engineering students a background in modern capital budgeting and financial techniques that are relevant in practical engineering and commercial settings.
APS1001H: Project Management
Course intro here. Project management has evolved from being an accidental job title into being a chosen profession with career paths and a body of knowledge. This course covers most of the knowledge areas of the Project Management Institute: integration, scope, cost, time, risk, human resources, procurement and communications management. We take a practical, applied approach, with the “PMBOK Guide” textbook, in-class exercises, and a team paper on “lessons learned” from an actual project. This a completely asynchronous online course.
APS1004H: Human Resources Management: An Engineering Perspective
This course analyzes the relationship between management and workers in an engineering (including construction and manufacturing) environment. The course takes a holistic and strategic view of how industrial relations affect the business environment. Students will study industrial relations from the context of engineering-related industries, economics, sociology, and psychology. Students will develop an historical appreciation and perspective of the evolution and development of labour relations through concepts presented by figures such as Adam Smith, Fredrick Taylor, Charles Deming, and J.M. Juran. The goal of the course is to provide a general manager with a thorough understanding of how they can develop a competitive advantage for their organization through effective and thoughtful human resource management practices. In the context of how they relate to engineering and industrial relations, the course topics include: organizational behaviour including methods of motivation, scientific management, quality control, employment and economics, employment as a social relation, unions and other forms of employee representation, internal labour markets, strategic planning and the formulation of human resource strategy, practices and policies.
APS1005H: Operations Research for Engineering Management
This course introduces optimization techniques applicable in solving various engineering programs. These techniques are widely used in engineering design, optimal control, production planning, reliability engineering, and operations management. The contents of this course can be classified into two major categories: modeling techniques and optimization algorithms. Topics include linear programming, sensitivity analysis, nonlinear programming, dynamic programming, decision making under uncertainty, new developments in optimization techniques. The course will also examine several case studies to gain understanding of real applications of optimization techniques.
APS1009: Natural Resources Management
This course aims to offer graduate engineering students a unique view of issues related to the management of natural resource enterprises, and the required knowledge to identify and develop sustainable solutions to the interdisciplinary challenges related to the management of natural resources. The course also considers the management of public enterprises that are in charge of planning and developing national resources, not only in Canada, but also internationally. This course will help students develop the necessary capabilities required of engineers working in natural resources management and natural resources enterprises, whether public or private, in Canada and internationally. The course utilizes lectures and real case analyses, and requires students to write and present a final project report.
APS1016H: Financial Management for Engineers
The students will be exposed to classical equity valuation methods; such as discounted cash flow analysis, net asset value, fundamental analysis and relative value analysis, using measures such as P/E multiples and P/Cash flow multiples. The students will be introduced to the principles of bond and stock valuations with a special emphasis on its relation to the cost of capital. The course will take an in depth view of capital budgeting, capital investment decisions and project analysis and evaluations. It will introduce students to the concept risk and return in equity markets. The students will get hands on experience in calculating cost of capital and hence the appropriate discount rate to use in valuations. Theory of optimal capital structure and financial leverage will be discussed in addition to economic value added principles. The relevance of dividends and dividend policy will be debated in class. The concept of “does dividend policy matter” will be subject of a vigorous debate. Finally the topic of mergers and acquisitions will be covered in depth, with particular reference to recent mergers of Canadian companies.
APS1017H: Supply Chain Management and Logistics
This course is to provide students with a framework to design and control supply chain systems. To achieve the goal, the course will cover key modules in supply chain. The students will be exposed to topics such as: inventory theories, transportation, postponement strategies, supply chain dynamics, value of information, supply chain flexibility, and environmental issues. We will focus on the analytical decision support tools (both models and applications), as well as on the organizational models that successfully allow companies to develop, implement and sustain supplier management and collaborative strategies.
APS1020H: International Business for Engineers
Students will learn the basic concepts to be considered when growing businesses via entering into foreign markets, and internationalizing entrepreneurial companies. The course is an introduction to global entrepreneurship; managing global strategy; diversifying, acquiring, and restructuring across borders; governing the corporation around the globe; making alliances and acquisitions work; understanding how institutions and resources affect the liability of foreigners; and managing corporate social responsibility within a global content. There will be example cases of how companies throughout the world, including Brazil, China and India have expanded globally. For a better understanding of the international arena while internationalizing entrepreneurial companies, there will also be a brief review of some recent global developments, including the current impact of the 2009 global economic crisis.
APS1022H: Financial Engineering II
Roy H. Kwon, C.G. Lee
The course presents two important topics in financial engineering: portfolio optimization and derivative pricing. These two topics are explored by the application of a number of mathematical tools, including linear programming, nonlinear programming, statistical analysis, and the theory of stochastic calculus.
APS1028H: Operations and Production Management for Manufacturing and Services
Stephen C Armstrong
Operations Management is the systematic approach and control of the processes that transform inputs (e.g. human resources, facilities, materials, processes, enterprise management information systems, etc.) into finished goods and services. The operations function consists of the core wealth creation processes of a business and helps an organization to efficiently achieve its mission while constantly increasing productivity and quality. This course focuses on the role of operations management as a strategic element of the total organization. We will cover classic and up-to-date tools and concepts used to support operational managerial decisions in variety of industry sectors both in manufacturing and the service sector. The course covers areas such as strategy, product design, process design, plant location and plant layout, inventory management, role of technology in OM, HRM, Socio-Tech Systems, Group Technology, ERP / CIM, Quality Management, Maintenance Management. The course is tailored for engineers that aspire to senior management positions starting as departmental / functional managers of operations or engineering, and then progressing to directors, VP Operations, VP Manufacturing and eventually becoming a Chief Operations Officer (COO) or C-Level Certified Management Consultants in small to large scale enterprises. This course will incorporate academic scholarly readings to provide the broad theory of OM but most of the readings and discussions will be based on the instructors many years of hands on practical experience in OM in a variety of industry sectors.
APS1032: Introduction to Energy Project Management
Project management is important for any business organization, but particularly so for the energy industry. Sufficient controls are needed during initiation, study, implementation, and closeout of any energy project, and project managers within the energy environment (such as oil, gas, nuclear, …) face unique challenges and important risk management considerations. This course will expose students to best project management practices within the context of the energy industry. The course will introduce the particular characteristics of managing energy projects from the planning phase to closeout. Environmental assessments, geopolitical considerations, the political landscape, risk management and the roles of different players will be discussed. Tools to monitor the health and progress of a project will be introduced. Examples of different types of energy projects in the fields of nuclear, bio-mass, oil, gas, wind and solar will be used to illustrate concepts.
APS1038H: Strategic Sustainability Management for Businesses and Products
This cross-disciplinary graduate course provides a holistic overview of the environmental, social, economic and governance (ESEG) aspects of strategic sustainability management for businesses and products. You will have the opportunity to learn about a variety of industry sector, business and product sustainability challenges along with collaborative solutions applied and results achieved. You will gain a broad, cross-functional, cross-disciplinary perspective that will prepare you to facilitate sustainability management programs.
The importance of integrating strategic sustainability management into the interconnected network of systems that make up the business-to-business value chain will be discussed. The value of managing sustainability impacts throughout the full life cycle of products will also be addressed. Internationally recognized frameworks, best practices, methodologies and tools based on ISO international standards will be introduced as vehicles for practical application of solutions that support leadership in sustainability performance improvement.
This course is for graduate engineering students who wish to gain a broader and deeper understanding of business and product strategic sustainability management from multiple stakeholder perspectives that make up the business-to-business value chain. This course is for you— if you aspire to be a sustainability change agent within industry, who believes that businesses can and should be a thriving force for good in the world. You seek to understand, facilitate and influence how stakeholders can collaborate to lead the development and implementation of transformative sustainability management systems and programs.
Students will have the opportunity to select and research an existing cross-sector sustainability challenge along with the solutions applied and results achieved. You will present a summary of your work to the class to enhance peer-to-peer learning.
APS1039H: Enterprise Risk Management
Risk Management is a highly valued discipline and eagerly sought after by organizations that are heavily regulated, requiring high resiliency, that deal with environmental, health and safety issues, involved in project management, insurance, financial services and also within the public sector.
Enterprise Risk Management (ERM) is a decision support system that helps such organizations understand risk and assure the achievement of their goals. Engineers often play an integral role in an organization’s ERM effort, from identifying risk and assisting in the design and implementation of risk response solutions. This course is intended to provide to a high level understanding of what is risk and what does an ERM process look like for organizations including some common challenges and pitfalls of institutionalizing an ERM culture.
APS1040H: Quality Control for Engineering Management
This course introduces quality control techniques applicable in various engineering settings. These techniques are widely used in monitoring and improving the quality of both products and services. Topics include process quality inferences, statistical process control, various control charts, system capability analysis, design of experiments, and acceptance sampling. Various simulation models will be used to represent and generate data sets in various settings, for analysis and charting with widely available software.
APS1049H: Management Consulting For Engineers
Stephen C Armstrong
Management Consulting will continue to be a significant career option for many graduate students, regardless of whether a student’s academic foundation is in business, engineering, or the basic sciences. Careers in Management Consulting often provide individuals an opportunity for challenging work, continued self-development, access to important social and professional networks, and, over time, significant financial rewards. This course is designed to enable graduate engineers explore, and prepare for a career in management consulting. The course is taught by Fellow Certified Management Consultant (FCMC), licensed professional engineer, and as an entrepreneur built and sustained a management consulting business over a period of 25 years. The Global Management Consulting Industry has grown in size and complexity particularly since the early 1990’s. Although there are many small niche firms, the industry is dominated by a relatively few very large global organizations that practice in a variety of business settings and business disciplines. In addition many businesses have developed internal consulting organizations to provide consulting related services within the organization and often in conjunction with external consulting services offered by third party firms. In this course we explore what it means to be a Management Consultant, and will introduce students to consulting frameworks and methods; simulate consulting project activities and situations using business cases; and network students with practicing consulting professionals from a variety of global and local firms. Within the context of this course, consulting is viewed broadly and is inclusive of a number of practice areas including Strategy , IT and Systems Integration, Marketing, Human Resource Management, Operational / Process / Supply Chain, Organizational Development, and the very specialized area of Engineering and Product Development Management. Consulting also cuts across a wide variety of industry sectors from public sector (government, health care, infrastructure, defense etc), to private sector (manufacturing, oil gas, natural resources), Course participants will be organized into teams and will have the opportunity to identify and complete a project on the practice of management consulting that is aligned to the emerging needs of the profession (collaborating with external partner firms). In addition students will wear an entrepreneurial hat, and will be required to develop an individual blue print, and business plan of their future management consulting business which might be in an emerging field of consulting such as life sciences, data analytics, cyber security, crowdsourcing and digital strategy.