Classes
Course # |
Course Title |
Core (C) or Elective (E) |
Schedule |
Credits |
Prerequisite(s) |
Course Description |
Course Web Site |
INSC 60020 |
Managing Operations & Processes |
C |
Fall semester (7W3) |
1.5 |
INSC 60010 or 60013 |
Link |
Login |
INSC 71003 |
Project Management |
E |
Spring semester |
3 |
INSC 60020 or 60023 |
Link |
Login |
INSC 71020 |
Six Sigma Green Belt for Managers |
E |
Spring semester (8W1) |
1.5 |
INSC 60020 or 60023 |
Link |
Login |
INSC 71030 |
Managing Risk and Uncertainty |
E |
not currently offered |
1.5 |
INSC 60020 or 60023 |
Link |
Login |

I
offer several executive training courses, tutorials, workshops, and seminars.
These are offered on demand at your site. Content and
duration are customizable. For further information, please submit your
request by
e-mail.
Course Title |
Duration Options (Days) |
Course Description |
Design Structure Matrix Methods and Applications |
½, 1, or 2 |
Link |
Product Development Process Modeling |
1 or 2 |
Link |
Planning and Tracking Progress, Quality, Risk, and Value in
Complex Projects |
½ or 1 |
Link |
Introduction to Process Improvement (including Lean and Six Sigma) |
1 or 2 |
|
Process Improvement 201: Advanced Concepts |
1 |
|
Introduction to Project and Program
Management |
1, 2, 3, 4, or 5 |
|
Strategic Project Management |
2 |
Link (Next offering, Oct. 27-28, 2021) |
Project Management 201: Advanced Concepts |
1 or 2 |
|
Project Risk Management |
½, 1, or 2 |
|
Project Scheduling |
1 or 2 |
|
Developing Operational Excellence |
1 or 2 |
This course provides critical knowledge about how to plan
and manage the work done in an organization, and how to make sure it’s
the right work. The curriculum covers aligning strategy, product and
service design, marketing, and operations, as well as how to identify
and design processes that are measurable, effective, efficient,
consistent, and value-adding to your organization. Participants learn how
metrics, analysis, and tools such as Quality Function Deployment (QFD),
Lean, and Six Sigma can improve processes—and distinguish real improvements
from temporary “mirages.” We discuss differences between production
processes and service processes, and recognize the characteristics of a
well-designed service system. Participants leave with new insights on best
practices to boost their organization’s performance. |
Information-Driven Project
Management |
½ or 1 |
Information is the life blood of projects. Given a
value-adding activity, it is the information on which it bases its
work that makes the difference between a good result and a poor one.
In most projects, work is done based on poor assumptions or other
bad inputs, which causes rework, delays, and wasted resources.
Since information enables job performance, it is essential to
understand the information flow patterns in projects from a system
perspective. However, most project management methods and
tools fail to shed light on these. Information-Driven Project
Management (IDPM) allows managers to unlock the information flow
structure of a project and to visualize, organize, and exploit
information relationships between activities. The focus shifts
from managing activities to managing results, which form the basis
for agreements, commitments, and accountabilities in projects.
Managers will learn about new tools, such as the Design Structure
Matrix (DSM), to manage information flows and reduce project cost
and schedule risks. |
Project Portfolio and Program Management for
Executives |
½ or 1 |
Contemporary organizations are casting more and
more of their work as projects. Yet many projects fail or are
significantly challenged to meet their cost, schedule, and
quality goals. This course is designed for executives who oversee
multiple projects, a project portfolio, or a large program in their
organization. The course provides methods and tools to support
decisions about project selection and appropriate levels of support.
It addresses the skills to look for when selecting project managers.
It highlights the latest ways to estimate project uncertainties,
risks, and opportunities. And it presents how to determine
appropriate metrics and leading indicators of success for projects.
The goal of the course is to increase an executive’s
confidence in the way his or her projects are managed, and to arm the
executive with the right questions to ask to uncover problems sooner
rather than later. |
Enterprise Process
Integration and Communication |
1 |
Many organizations are orienting their operations
around enterprise or business processes. However, this transition is
challenging. It requires a new way of thinking about work, and it
creates a new set of problems—chief among these being getting the right
information to the right place at the right time in the organization.
Enterprise Process Integration shows executives and managers how to
unlock the information flow structure of their organization. Tools are
presented for uncovering, analyzing, and improving communications and
results throughout the organization while avoiding information
overload. The techniques enable tighter integration and synchronization
of enterprise processes, through the establishment of commitment
networks and laser-sharp accountabilities. An executive using these
techniques will be able to enact policies and directives that enable
workers to self-organize and make better local decisions. The course
includes a role-playing game, where participants enact the roles of
process leaders in a large organization and actively negotiate process interactions. |
Business Process Analysis
and Improvement |
1 |
This course covers the basics of analyzing and
improving any repetitive business process, where the goals are
efficiency, effectiveness, consistency, and high customer or stakeholder
satisfaction. We clarify the fundamental metrics and their
meaning, tying everything to the strategic goals of the organization.
The course includes an interactive case analysis and discussion, where
participants consider the production and service process of a
start-up company as a building block for the operations of large
organization. |
Inventory Management Models
and Techniques |
½ or 1 |
This course presents a basic set of decision
support models for managers who must determine order quantities and
frequencies in their organizations. The models provide the most
economical order quantity given carrying costs, demand uncertainty,
stock-out penalties, profit potential, variable service levels, and
other considerations. The presented models address both one-time and
recurring orders. We will also consider the role of inventory from a
strategic perspective and discuss cost-saving opportunities such as
inventory pooling. |
|