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  • OPIM 221: Operations Strategy and Process Management

    3.00 Credits
    University of Pennsylvania

    Staff. Cross listed with ESE 522. This course examines how organizations can develop and leverage excellence in process management. The first module focuses on operations strategy. In these classes, we examine what constitutes an operations strategy and how organizations can create value by managing complexity, uncertainty, and product development. In the second half of the course, we discuss recent developments in both manufacturing and service industries. Specifically, we examine initiatives in quality, lean manufacturing and enterprise-wide planning systems. The course is recommended for those interested in consulting or operations careers, as well as students with an engineering background who wish to develop a better understanding of managing production processes.
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  • OPIM 223: Service Operations Management

    3.00 Credits
    University of Pennsylvania

    Staff. This course covers a mix of simple quantitative and qualitative models that should help you to better understand both the underlying economics and the difficulty of managing various service operations. The course covers the following topics: the design of service delivery systems, service quality and customer retention, capacity management, and demand management. The course uses a mix of lectures and case discussions. Example industries include airlines, fast food, hospitality, hospitals, retailing, retail financial services, and travel agencies.
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  • OPIM 261: Risk Analysis and Environmental Management

    3.00 Credits
    University of Pennsylvania

    Staff. Crosslisted with OPIM 761, BPUB 261, 761, 961, and ESE 567. See description under OPIM 761.
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  • OPIM 290: Decision Processes

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): STAT 101 or equivalent strongly recommended. This course is an intensive introduction to various scientific perspectives on the processes through which people make decisions. Perspectives covered include cognitive psychology of human problem-solving, judgment and choice, theories of rational judgment and decision, and the mathematical theory of games. Much of the material is technically rigorous. Prior or current enrollment in STAT 101 or the equivalent, although not required, is strongly recommended.
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  • OPIM 291: Negotiations

    3.00 Credits
    University of Pennsylvania

    Staff. Negotiation is the art and the science of creating good agreements. This course develops managerial negotiation skills by mixing lectures and practice, using cases and exercises in which students negotiate with each other. The cases cover a wide range of problems and settings: one-shot deals between individuals, repeated negotiations, negotiations over several issues, negotiations among several parties (both within and between organizations), and cross-cultural issues. Performance in the cases accounts for nearly half the course grade. Students must also describe their experience and thoughts in a journal, and write a term paper.
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  • OPIM 311: Business Computer Languages

    3.00 Credits
    University of Pennsylvania

    Staff. The purpose of this course is to introduce students to the management and technical issues associated with developing computer programs for business and to provide students with a marketable skill. Although you will be using C++, Visual Studio.NET, and Microsoft's.NET Framework to develop computer programs and Web applications, this course is not so much a C++/.NET course as it is a course in the management issues attendant to realizing the potential of object-oriented programming languages and the promise of code reuse.
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  • OPIM 314: Enabling Technologies

    3.00 Credits
    University of Pennsylvania

    Staff. This course is about understanding emerging technology enablers with a goal of stimulating thinking on new applications for commerce. No prerequisite or technical background is assumed. The class is self-contained (mainly lecture-based) and will culminate in a class-driven identification of novel businesses that exploit these enablers. The course will take a layered approach (from network infrastructure) to data infrastructure to applications infrastructure, or direct enablers of commerce) to first, understanding and then, thinking about technology enablers. Network infrastructure layers include fundamentals of wired and wireless infrastructure technologies such as protocols for networking, broadband technologies -for last (DSL, Cable etc) and other miles (advances in optical networking) and digital cellular communications. Data infrastructure layers include usage tracking technologies, search technologies and data mining. Direct application layers include personalization technologies (CRM), design technologies for content and exchanges, software renting enablers, application service provision, agents and security mechanisms. Finally some emberging technology enablers (such as bluetooth, biometrics and virtual reality) are identified and discussed.
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  • OPIM 315: Data Base Management Systems

    3.00 Credits
    University of Pennsylvania

    Staff. Organizations continue to increase their reliance on computerized database management and information retrieval systems. Whether purchasing airplane tickets, managing retail merchandise, processing financial trades or simply sending email, data management defines the modern firm. This course aimes to provide students with both a practical and theoretical introduction to the design, implementation, and use of such systems. Students are introduced to the fundamental concepts and principals of data management and gain practical experience by designing and deploying a working system. Throughout the course, case studies are used to illustrate theoretical concepts while acquainting students with innovative commercial uses of these systems.
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  • OPIM 316: Systems Analysis,Design,and Implementation

    3.00 Credits
    University of Pennsylvania

    Staff. At its surface this course introduces students to the management and technical issues associated with planning and designing large-scale computer systems. It does so in part as an elaboration of Fred Brooks's observation that "The technology, the surrounding organization, and the traditions of the craft conspire to define certain items of paperwork." But if that were our only goal, we would soon find ourselves mired in (and probably arguing about) the minutiae of how such paper items ought to be constructed - not a very helpful pedagogical exercise. So then, at a deeper level we seek to understand why the conspiracy endures, and why in spite of it, systems still take too long and cost too much to build as a systems project's team members struggle to understand one another across disparate discourse communities and world views, differences in experience and training, and over long periods of time. More than anything else, within the context of working with the main tools and techniques of systems analysis and design, this course treats communication, corroboration, and thinking within the boundaries of a technology-oriented project as its primary subjects.
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