Management Skills for Software Engineers

In this module participants observe an operating process and consider the data that needs to be collected so that they are able to answer key process improvement questions. The participants explore concepts in process analysis via a series of problems sets that are paired with simulation models, allowing participants to increase their intuition and understanding of the logic behind the business process improvement.
The module explains the dimensions of quality, focusing on the distinctions between performance quality and conformance quality. Next it explores the issues connected with the cost of quality by exploring the question: How should organizations think about the cost and value of different levels of conformance quality? It concludes with the topic of problem-solving in an operations setting.

This module is based on the Harvard Business Publishing’s online simulations “Process Analytics” and “Quality Analytics” as well as the Harvard Business School Core Curriculum Readings “Process Analysis” and “Managing Quality”.

This module is based on series of highly interactive and practical online business simulation, case study discussions and role-play exercises. The underlying approach behind the module is to illustrate and practice the managerial and interpersonal competences in a complex multi-dimensional environment.

Throughout the online simulation, participants will use a series of desktop applications to receive communications from their colleagues about a problem at hand. They will receive a barrage of information through various channels – email, video and voice messages, etc. – requesting that they determine the root cause of the issue and make recommendations on how they can get ahead of this problem.

This module is based on the Harvard Business Publishing’s online simulation “Organizational Behavior Simulation: Judgment In A Crisis” and the Harvard Business School case study “Opening The Valve: From Hardware To Software”.

In this, simulation-based, module participants take on the role of a senior project manager and manage a team tasked with developing a new product for an electronics manufacturing company. The primary objectives are to execute a project plan successfully and deliver a competitive product on time and on budget.
Various scenarios will expose participants to realistic challenges that project managers often face, especially when working in a highly competitive industry.

This module is based on the Harvard Business Publishing’s online simulation “Project Management Simulation: Scope, Resources, Schedule” and the Harvard Business School Reading “Project Management Manual”.

This module, based on a highly interactive online simulation, allows participants to play the role of a business unit manager at a battery company facing the classic Innovator’s Dilemma. Participants have to manage r&d investment tradeoffs between the unit’s existing battery technology versus investing in a new, potentially disruptive battery technology. Over the course of eight simulated years, participants must address a number of challenges including the timing and level of investment across both mature and new businesses, choices regarding market opportunities and inherent product performance characteristics, requirements to meet constraining financial objectives and constant trade-offs between investment options, all in the context of uncertain market information.

This module is based on the Harvard Business Publishing’s online simulation “Strategic Innovation Simulation: Black Bay Battery” and the innovation classic book – “The Innovator’s Dilemma: When New Technologies Cause Great Firms To Fail” – both authored by Clayton M. Christensen.

Organizations today are seeking ways to improve the efficiency of their software development efforts while still meeting quality objectives. Competitive pressures and customer demands continue to reduce software product release schedules, driving organizations to seek fresh new approaches to building software. Agile software development methods are often cited as a way to accelerate software delivery and get more done with less. This module will present and practice how to avoid the common mistakes of agile adopters and address some of the common misuses.

This module is based on the Harvard Business Publishing’s case studies: “Team Wikispeed: Developing Hardware the Software Way” and “cmm versus Agile: Methodology Wars in Software Development”.

This module examines how firms can use new technology to compete successfully. It starts by distinguishing how technology strategy is different from conventional competitive strategy. It is then described how technology leaders can develop strategies to manage technology risks, identify market needs, commercialize new technologies, and compete successfully in a market.
The various factors that determine whether it is better for a firm to lead or follow when introducing a new technology to a market are identified. Such factors include whether a new technology affects only current offerings in an existing industry, or whether it creates an entirely new offering for a new industry. The module then considers how a business can position itself to exploit the next new technology.

This module is based on the Harvard Business Publishing’s online simulation “Strategy Simulation: The Balanced Scorecard” and the Harvard Business School Core Curriculum Strategy Reading “Technology Strategy”.

Management Skills for Software Engineers starts on 24 October 2016.

The program includes six modules, each module consisting of five sessions (or 30 sessions for the whole program). The training sessions are organized either during the week (from 17:30 to 20:45) or during the weekends (from 10:00 to 13:15). The total program duration is one year split in two semesters – three modules per semester. The first semester starts in October and ends in February. The second semester – starts in March and ends in June.