MIT Subject Listing & Schedule
IAP/Spring 2021 Search Results

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30 subjects found.

1.125 Architecting and Engineering Software Systems

Software architecting and design of cloud-based software-intensive systems. Targeted at future engineering managers who must understand both the business and technical issues involved in architecting enterprise-scale systems. Student teams confront technically challenging problems. Introduces modern dev-ops concepts and cloud-computing, including cloud orchestration for machine learning. Also discusses cyber-security issues of key management and use of encrypted messaging for distributed ledgers, e.g., blockchain. Students face problem solving in an active learning lab setting, completing in-class exercises and weekly assignments leading to a group project. Some programming experience preferred. Enrollment limited.

2.008 Design and Manufacturing II

Integration of design, engineering, and management disciplines and practices for analysis and design of manufacturing enterprises. Emphasis is on the physics and stochastic nature of manufacturing processes and systems, and their effects on quality, rate, cost, and flexibility. Topics include process physics and control, design for manufacturing, and manufacturing systems. Group project requires design and fabrication of parts using mass-production and assembly methods to produce a product in quantity. Six units may be applied to the General Institute Lab Requirement. Satisfies 6 units of Institute Laboratory credit. In person not required. Enrollment may be limited due to laboratory capacity; preference to Course 2 majors and minors.

6.803 The Human Intelligence Enterprise

Analyzes seminal work directed at the development of a computational understanding of human intelligence, such as work on learning, language, vision, event representation, commonsense reasoning, self reflection, story understanding, and analogy. Reviews visionary ideas of Turing, Minsky, and other influential thinkers. Examines the implications of work on brain scanning, developmental psychology, and cognitive psychology. Emphasis on discussion and analysis of original papers. Students taking graduate version complete additional assignments. Enrollment limited.

6.833 The Human Intelligence Enterprise

Analyzes seminal work directed at the development of a computational understanding of human intelligence, such as work on learning, language, vision, event representation, commonsense reasoning, self reflection, story understanding, and analogy. Reviews visionary ideas of Turing, Minsky, and other influential thinkers. Examines the implications of work on brain scanning, developmental psychology, and cognitive psychology. Emphasis on discussion and analysis of original papers. Requires the completion of additional exercises and a substantial term project. Enrollment limited.

11.521 Spatial Database Management and Advanced Geographic Information Systems

Extends the computing and geographic information systems (GIS) skills developed in 11.520 to include spatial data management in client/server environments and advanced GIS techniques. First half covers the content of 11.523, introducing database management concepts, SQL (Structured Query Language), and enterprise-class database management software. Second half explores advanced features and the customization features of GIS software that perform analyses for decision support that go beyond basic thematic mapping. Includes the half-term GIS project of 11.524 that studies a real-world planning issue.

11.523 Fundamentals of Spatial Database Management

The fundamentals of database management systems as applied to spatial analysis. Includes extensive hands-on exercises using real-world planning data. Introduces database management concepts, SQL (Structured Query Language), and enterprise-class database software. Same content as first half of 11.521.

15.221 Global Strategy and Organization

Focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Topics include the globalization of industries, the continuing role of country factors in competition, organization of multinational enterprises, building global networks, and the changing managerial tasks under conditions of globalization. Restricted to Sloan Fellows in Innovation and Global Leadership.

15.232 Breakthrough Ventures: Effective Business Models in Frontier Markets

Examines how new approaches to operations, revenue, marketing, finance, and strategy enable improved social outcomes in resource-limited settings across Africa, Latin America, and Asia. Draws on system dynamics, design thinking, and strategic analysis. Explores success and failure in attempts to innovate and scale in product and service delivery. Analysis of novel business models draws on case studies, videos, industry reports, research, and guest speakers. Students present their assessments of innovative base-of-the-pyramid enterprises that aim to do more with less. Students who have not taken at least three management or business classes must apply to the instructor for permission to enroll before the first day of class.

15.233 Global Health Lab

Pairs faculty-mentored student teams with enterprises on the front lines of health care delivery in sub-Saharan Africa and South Asia. Custom-designed projects in strategy, business model innovation, operations, marketing, and technology designed to tackle specific barriers identified by each partnering organization. Interactive cases, practical exercises, and conversations with experts, all designed to support project work before, during, and after an intensive two-week onsite collaboration with entrepreneurs, leaders, staff, and stakeholders. Assignments include a portfolio of host deliverables, a foundational toolkit designed to support each project, and a distillation of learning from the field. Enrolled students must be available to work on site in Africa or South Asia for the entire weeks of SIP and Spring Break. Preference to students who have taken 15.232. Admission by application and interview in the prior November and December. Graduate students only.

15.269 Leadership Stories: Literature, Ethics, and Authority

Explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work/life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H.D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.

15.358 Platform Strategy and Entrepreneurship

Considers key strategic concepts and ideas useful for managers and entrepreneurs, especially the distinction between a product versus a platform strategy as well as product versus a service strategy. Takes a relatively deep dive into various hardware and software technologies that have stimulated new platforms and business models as well as applications and startup companies in a variety of fields. Topics may include enterprise Software as a Service, blockchain, Gig/sharing economy ventures, AI/ML in self-driving technology and other enterprise applications, cybersecurity, Industrial Internet of Things, and Quantum Computing. Classes consist of lectures, case studies, guest lectures, videos, and weekly student team presentations as well as final papers.

15.360 Introduction to Technological Entrepreneurship

Provides an overview of entrepreneurial knowledge for founding, developing and growing new enterprises, primarily focused on companies with a technological base. Aimed at students who are enthusiastic about possible careers as entrepreneurs or "joiners" in early-stage firms. Weekly lectures and discussions by academic and practitioner faculty in the MIT Entrepreneurship Program and by leaders of related MIT entrepreneurship activities, e.g., Trust Center for MIT Entrepreneurship, Deshpande Center, and Venture Mentoring Service, as well as by successful entrepreneurs and venture capitalists. Includes student Open Mic presentations and discussion of new business ideas, as well as project study of existing young companies. Enrollment in Silicon Valley Study Tour for the following spring term is required. No listeners; restricted to students in Sloan Entrepreneurship and Innovation (E&I) MBA track.

15.385 Innovating for Impact

Provides a structured approach to innovation and entrepreneurship that creates business value while solving social and environmental problems. Covers physical domains of sustainability, e.g., waste, water, food, energy, and mobility, as well as social and human capital domains, such as health and education. Students explore case studies of critical decisions made in the early stages of an enterprise that help determine its impact. Considers perspective and tools applicable to the startup context or to new lines of business in existing enterprises.

15.386 Leading in Ambiguity: Steering Through Strategic Inflection Points

Develops the skills required to think and lead at the senior, enterprise level of an organization. CEOs and senior leaders from a wide variety of organizations, both public and private, profit and non-profit, large and small, present complex real-life situations. Students are asked to take a position about how they might approach each situation, perhaps using management frameworks they have studied previously. Executives then discuss what they did, or are doing, and reflect on their own journeys as enterprise-level leaders. No listeners.

15.389 Global Entrepreneurship Lab

Experiential study of the climate for innovation and determinants of entrepreneurial success. Students work in teams of four with the top management of a company to address a real world business challenge, gaining insight as to how companies build, run, and scale a new enterprise. Focuses primarily on start-ups operating in emerging markets. Restricted to graduate students.

15.390 New Enterprises

Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.3901 when offered concurrently.

15.3901 New Enterprises

Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers, and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.390 when offered concurrently. Students taking graduate version complete additional assignments.

15.571 Enterprise Transformations in the Digital Economy

Designed to help students understand how the digital economy forces companies to rethink their business strategies - and architect their processes, products, and information. Explores how firms use technology to create new value propositions and new organizational designs. Includes case studies about large enterprises using IT to transform how they do business; guest executives from those enterprises respond to student discussions. Student teams present to company executives the results of their debates on the options available for applying technology in ways that cut costs, enhance products, and engage customers.

15.704 IDEA Lab

Opportunity to work with interested organizations - or on a startup - to explore and leverage innovation ecosystems, build greater strength in innovation-driven entrepreneurial advantage, and build a stronger culture of corporate innovation. Faculty and students co-create projects along one of two tracks: the innovation track, focused on organizations wishing to become more innovative and/or engage the ecosystem; or the entrepreneurship track, principally for students with startup enterprises/ventures. Further explores themes of innovation ecosystems, stakeholders, and the innovation loop of experimentation and evaluation. Innovation projects are team-based and can be Boston-based. Entrepreneurship projects can be a solo enterprise, but teams are also encouraged. Restricted to second year Executive MBA students.

15.785 Digital Product Management

Introduction to product management with an emphasis on its role within technology-driven enterprises. Topics include opportunity discovery, product-technology roadmapping, product development processes, go-to-market strategies, product launch, lifecycle management, and the central role of the product manager in each activity. Exercises and assignments utilize common digital tools, such as storyboarding, wireframe mock-ups, and A/B testing. Intended for students seeking a role in a product management team or to contribute to product management in a new enterprise.

15.815 Applied Behavioral Economics

Introduction to behavioral economics for future managers, analysts, consultants or advisors to private and public enterprises. Presents basic principles of behavioral economics, and selected applications to marketing, management, finance, and public policy. Focuses on hidden influences, habits, and irrationalities in our behavior. Treats departures from 'rational behavior' as opportunities - for individuals to improve themselves, for companies to solve consumers' problems, for society to create new institutions and policies.

15.830 Enterprise Management Lab

Lays the foundation for the Enterprise Management (EM) Track by developing students' ability to apply integrated management perspectives and practices through action-learning. Small teams of students deliver quality deliverables by working on projects for large organizations and emergent innovators that integrate marketing, operations, and/or strategy. Students engage with faculty mentors and guest faculty speakers from marketing, strategy, and operations. Promotes a holistic cross-functional approach to addressing business issues. Significant class time allocated to team collaboration on projects. Students must register for both the fall term and IAP. Restricted to MBA students in EM Track.

15.903 Managing the Modern Organization: Organizational Economics and Corporate Strategy

Focuses on how managers build and manage complex organizations to achieve strategic goals. Develops theoretical frameworks that build on 15.010 and 15.311. Applies these frameworks to corporate strategy (i.e., the design and management of the multi-business firm) and extended enterprises (i.e., the design and management of multi-firm structures such as supply chains, alliances, joint ventures, and networks).

16.855J Systems Architecting Applied to Enterprises

See description under subject IDS.336J.

EC.075 Starting Up New Technology-Based Business Enterprises at MIT

Seminar participants define and study the development stages of new enterprises at MIT, from the exciting moment a new idea for a tech product or service is realized, through to selling, customer support, and the next new idea. Follows the history of successful MIT spin-off companies with attention to the people (and their ideas) behind the start-up. Students attend MIT technology and science start-up case presentations given by individuals and teams working from zero-stage, and by partners in going concerns of historical relevance to the Institute and the economy. Second in a two-part series (seminars do not have to be taken sequentially; see EC.074 in fall term).

21A.303J The Anthropology of Biology

Applies the tools of anthropology to examine biology in the age of genomics, biotechnological enterprise, biodiversity conservation, pharmaceutical bioprospecting, and synthetic biology. Examines such social concerns such as bioterrorism, genetic modification, and cloning. Offers an anthropological inquiry into how the substances and explanations of biology — ecological, organismic, cellular, molecular, genetic, informatic — are changing. Examines such artifacts as cell lines, biodiversity databases, and artificial life models, and using primary sources in biology, social studies of the life sciences, and literary and cinematic materials, asks how we might answer Erwin Schrodinger's 1944 question, "What Is Life?", today.

21G.120 Business Chinese

Aimed at advanced-level students to enhance language skills and cultural knowledge specific to conducting business in Chinese societies. Topics include the specialization of materials used in commercial, economic, and business contexts; Greater China's economic development, business culture, and etiquette; and case studies from successful international enterprises in China. Students develop project reports based on their own interests. Taught in Chinese. Limited to 16.

HST.211 Biomedical Inventions: Clinical Introduction

Provides students with an understanding of modern biomedicine. Explores the clinical areas where medical practice and biomedical enterprise intersect. Hear and interact with academic physicians engaged in care and treatment of patients, in the wards, ICUs, ORs and outpatient areas, and develop the knowledge base needed to obtain elective clinical experiences. Learn to interact with patients and clinicians. Focus is on the various needs of medical specialties, both device, IT and pharma to better treat common medical diseases.

HST.212 Biomedical Inventions: Clinical Experience and Selected Success Analysis

Provides students with a survey of key biomedical research needs by lecture-discussions and facilitating interaction with academic-clinicians and scientists active in medical care/research. Both drug and technology development in the various medical and surgical specialties are examined. Students develop the knowledge base needed to obtain elective clinical experiences. Unsolved clinical problems are sought by each student in a biomedical area of their interest and presented to the class. Interactions with academic physicians who have successfully developed technologies and drugs that are approved by the FDA and in widespread clinical use. How, where, when and why biomedical enterprise and medical practice can successfully intersect is explored. Students can interact with academic physicians engaged in the development of novel technology and drugs, analyze successes and autopsy failed biomedical enterprises.

IDS.336J Systems Architecting Applied to Enterprises

Focuses on principles and practices for architecting new and evolving sociotechnical enterprises. Includes reading and discussions of enterprise theory, contemporary challenges, and case studies of evolving enterprises. Covers frameworks and methods for ecosystem analysis, stakeholder analysis, architecture design and evaluation, and implementation strategies. Students work in small teams on projects to design a future architecture for a selected real-world enterprise.