STRATEGIC COMMUNICATIONS FOR RISK PROFES

STRATEGIC COMM FOR RISK P

Workshop-like course that addresses a variety of communication skills, including listening skills, presentation skills, leadership communications, conflict resolution, management interactions, and professional communication techniques.

• Department: Enterprise Risk Management
• W 6:10 p.m.-8 p.m.
• W 8:10 p.m.-10 p.m.
• M 6:10 p.m.-8 p.m.
• R 6:10 p.m.-8 p.m.
• R 8:10 p.m.-10 p.m.
• W 6:10 p.m.-8 p.m.
• M 6:10 p.m.-8 p.m.
• M 8:10 p.m.-10 p.m.
• R 8:10 p.m.-10 p.m.
• M 8:10 p.m.-10 p.m.
• M 6:10 p.m.-8 p.m.
• W 8:10 p.m.-10 p.m.
• R 2:10 p.m.-4 p.m.
• F 2:10 p.m.-4 p.m.
• Instructor: Neil Barman
  Info
• 3 points

CAPSTONE SEMINAR

• Department: Human Capital Management
• T 6:10 p.m.-8 p.m.
• Instructor: Solange Charas
  h-index: 4 Info
• 3 points

FOUNDATIONS FOR THE KNOWLEDGE-DRIVEN ORG

FOUND. FOR KNWLDGE-DRIVEN

Note: This course starts with a multi-day, on-campus Residency in late Aug./early Sept. and continues online thereafter. 

Knowledge-driven organizations increasingly dominate the economy. What are their attributes? What vision and strategy guides their development? How are they designed? What are the jobs necessary for this new workplace? This course has been designed to give students a grounding that will be important for their future working career. It will focus on how the global economy and all its subsequent ramifications has evolved from a predominantly industrial base to one based on knowledge.

The Foundations course will begin by giving students a historical perspective as to how the "knowledge" economy specifically came about. We will be using historical and economic data and models which offer a clear understanding as to how the global economy and organizations evolved into their current state-where value is produced by knowledge and ideas significantly more than the earlier industrial processes and operations. 

The course will then present detailed and comprehensive treatments of how societies, organizations and individual lives have been changed due to this great shift in the factors of production. The course will also focus on how networks, communities and practices work and have evolved to focus more on knowledge production and transfer than on the more industrial factors of production such as land, labor and capital. In addition, the course will examine the critical role of intangibles such as culture, trust and missions in the workings of organizations in this new era. Insights from anthropology, psychology and sociology as well as economics will be incorporated into the course curriculum.

A complex and comprehensive case study on NASA and their knowledge operations will be one of the key learning tools for this course as it proceeds.

• Department: Information & Knowledge Strat
• Instructor: Edward J Hoffman
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• 3 points

CLAIMS MANAGEMENT

IMGT5300PS

• Department: Insurance Management
• Instructor: Richard Woollams
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• 3 points

HEDGE FUNDS STRATEGIES & RISK

The hedge fund industry has continued to grow after the financial crisis, and hedge funds are increasingly important as an investable asset class for institutional investors as well as wealthy individuals. This course will cover hedge funds from the point of view of portfolio managers and investors. We will analyze a number of hedge fund trading strategies, including fixed income arbitrage, global macro, and various equities strategies, with a strong focus on quantitative strategies. We distinguish hedge fund managers from other asset managers, and discuss issues such as fees and incentives, liquidity, performance evaluation, and risk management. We also discuss career development in the hedge fund context.

• Department: Mathematics
• T 8:10 p.m.-10 p.m.
• Instructor: Eric Yeh
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• 3 points

QUALITATIVE METHODS & RESEARCH

• Department: Narrative Medicine
• R 10:10 a.m.-1 p.m.
• Instructor: Carlos Decena
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• 4 points

SOCIAL IMPACT & PERFORMANCE MEASUREMENT

SOCIAL IMPACT & MEASUREME

Nonprofit organizations compete for scarce philanthropic and government funding and are expected to account for how these resources are utilized for the greater good. However, understanding how well nonprofit programs and services produce their desired outcomes can be a challenge. This course is designed to provide a broad – yet rigorous – overview of the knowledge and tools available to evaluate the effects of nonprofit and social impact programs and policies.

• Department: Non Profit Management
• M 6:10 p.m.-8 p.m.
• W 4:10 p.m.-6 p.m.
• Instructor: Jessie H Lee
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• Instructor: Erwin Vincent S de Leon
  Info
• 3 points

SCULPTURE I

• Department: Visual Arts
• F 10 a.m.-4 p.m.
• T 10 a.m.-4 p.m.
• Instructor: Jon Kessler
  CULPA: 5 Wikipedia Info
• Instructor: Sasha E Fishman
  Info
• 3 points

POETRY WORKSHOP

• Department: Writing
• F 1:10 p.m.-4:10 p.m.
• W 4:15 p.m.-7:15 p.m.
• R 10 a.m.-1 p.m.
• R 1:10 p.m.-4:10 p.m.
• T 10 a.m.-1 p.m.
• Instructor: Mark Bibbins
  Wikipedia Info
• Instructor: Timothy B Donnelly
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• Instructor: Shane McCrae
  Wikipedia Info
• Instructor: Emily F Skillings
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• Instructor: Lynn Xu
  Info
• 6 points

INTERNATIONAL ENVIRONMENTAL LAW

INTL ENVIRONMENTAL LAW

International Environmental Law is a fascinating field that allows students to consider some of the most important questions of the 21st century – questions that have profound ramifications for the quality of life for our generation as well as future generations. Global environmental problems are real and urgent. Their resolution requires creative and responsible thought and action from many different disciplines. 

 

Sustainability practitioners must understand global environmental issues and their effects on what they are charged to do. At one level, this course will consider the massive challenge of the 21st century:  how to alleviate poverty on a global scale and maintain a high quality of life while staying within the bounds of an ecologically limited and fragile biosphere -- the essence of sustainable development.  From a more practical perspective, the course will provide students with an understanding of international environmental policy design and the resulting body of law in order to strengthen their ability to understand, interpret and react to future developments in the sustainability management arena.

 

After grounding in the history and foundational concepts of international environmental law and governance, students will explore competing policy shapers and the relevant law in the areas of stratospheric ozone protection, climate change, chemicals and waste management, and biodiversity. The course satisfies the public policy course requirement for the M.S. in Sustainability Management program.

• Department: Sustainability Management
• W 6:10 p.m.-8 p.m.
• Instructor: Richard Horsch
  CULPA: 2 Info
• 3 points

Special Topics Course: Ethical AI in Hum

Ethical AI Conflict Resol

Artificial intelligence (AI) is rapidly reshaping our society, including concepts of global affairs, social justice, and human rights. While AI technologies offer the potential to improve our institutions, lives, and decision-making, they also have myriad negative effects, including perpetuating biases, reinforcing discrimination, and creating new challenges for conflict resolution. This course explores the ways in which AI interacts with ethics, including human rights frameworks and social justice. Students will analyze how AI systems impact communities, shape policymaking, and influence the distribution of power and resources.

This intensive weekend course is designed to provide a deep dive into the ethical implications of AI in our complex world. Students will engage in reflections and simulations to assess real-world dilemmas at the intersection of AI and societal issues. Through interactive discussions, theoretical explorations, and strategic exercises, students will critically examine issues such as bias in AI decision-making, algorithmic accountability, and the role of AI in peacebuilding efforts.

• Department: Negotiation & Conflict Resolution
• SU 9 a.m.-5 p.m.
• 1.5 points

NARRATIVE ETHICS (CERT)

• Department: Narrative Medicine
• 3 points

NARRATIVE ETHICS (CERT)

• Department: Narrative Medicine
• 3 points

SQL

SQL & RELATIONAL DB

• Department: Applied Analytics
• R 6:10 p.m.-8 p.m.
• Instructor: Michael J Coakley
  Info
• 3 points

SQL

SQL & RELATIONAL DB ONLINE

• Department: Applied Analytics
• W 8:10 p.m.-10 p.m.
• Instructor: Nikolaos Machairas
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• 3 points

EMPIRICAL METHODS IN BIOETHICS

• Department: Bioethics
• M 10:10 a.m.-12:15 p.m.
• Instructor: Joanne E Mantell
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• 3 points

ETHICAL DECISION MAKING FOR COMMUNICATOR

• Department: Strategic Communication
• M 10:10 a.m.-noon
• M 2:10 p.m.-4 p.m.
• M 10:10 a.m.-noon
• Instructor: Frank J Oswald
  Info
• 3 points

Special Topics: Conflict Analysis at Int

Confl Analysis Intl Dev O

Understanding the root causes and drivers of conflict and peace are essential when designing international development interventions of any kind and at all levels. In international development organizations that operate in the fragile and conflict-affected areas of the world, the objective of conflict analysis is a dual one: 1) to improve the effectiveness of international development policy and programming in their contribution to conflict prevention, mitigation, and/or peacebuilding; and 2) to ensure principles of conflict sensitivity and “do no harm” are applied in order to prevent inadvertently worsening existing conflicts or creating new tensions. However, each organization has their own way of undertaking such analysis, which may include an initial literature and desk review, consultations in the field with relevant stakeholders, discussion with the relevant target audience including the Country Director/Resident Coordinator, and final preparation and integration into country strategies and programming. This course will introduce students to the different frameworks and approaches for conflict analysis used within various international development organizations, most significantly within multilaterals like the World Bank (WB) and the United Nations (UN) and its various agencies and entities; as well as government departments and bilateral organizations including the United Kingdom’s Foreign Commonwealth Development Office (FCDO) and the United States Department of State; and finally international non-governmental organizations like Collaborative Learning Projects (CDA). Students will learn how to conduct a conflict analysis (also sometimes called a conflict assessment) at an international organization and will get a chance to work through the issues faced by policymakers in a country-level scenario simulation where they will put the theory and methodologies they have learned to the test. The course will include assigned readings and assignments due before class begins; group and individual assignments for each of the days; and assignments after the active class session ends. During the second day, there will be a discussion with a panel of experts who have conducted conflict assessments at these institutions. Students will leave the course with practical knowledge that will lend itself to conducting conflict assessments at international development organizations and beyond.

• Department: Negotiation & Conflict Resolution
• SU 9 a.m.-5 p.m.
• 1.5 points

ECONOMIC POLICY ANALYSIS

• Department: Economics
• 3 points

STRATEGIC PHILANTHROPY

This course explores the evolving field of philanthropy by examining its historical foundations and the rationale for the continued existence of philanthropic organizations, like foundations, today. From the industrial-era legacies of figures like Rockefeller and Ford to the modern innovations driven by today's billionaires, students will analyze how generational and societal shifts have shaped the strategies and impact of philanthropy over time.

A key focus of the course is on how philanthropic organizations respond to complex societal issues such as racial justice, climate change, healthcare, and human rights. Through centering diverse perspectives and critical engagement with power structures, this course equips students with the tools to navigate, critique, and influence the philanthropic sector in impactful ways. Students will appraise both the catalytic role philanthropy can play in driving social change and instances where such efforts have backfired and reinforced systematic inequities. The course will further explore how foundations’ missions, values, and goals shape their decisions on funding, project duration, grantee expectations, and impact evaluation methods.

The course will examine different approaches to grantmaking, including social entrepreneurship, effective altruism, social justice grantmaking, and strategic philanthropy. Students will learn the differences across these conceptual frameworks and understand how they influence the ways in which foundations operate. By exploring both the conceptual and pragmatic dimensions of across these frameworks, students will understand the tensions and debates within the philanthropic sector and be well prepared to identify those foundations most likely to support their work. 

Students will also analyze the role of foundation program officers as change agents who navigate power, influence, and institutional constraints to drive change. Through case studies, guest speaker sessions, and real-world examples, participants will learn how these professionals influence funding priorities and partnerships in response to societal needs.

Students will develop and pitch a concept for a new funding initiative to a mock foundation board. This exercise will require them to demonstrate an understanding of the foundation’s mission and approach while proposing improvements to its strategic direction. The final assignment will require the student to pull together their funding concept into a Transformative Phil

• Department: Non Profit Management
• T 6:30 p.m.-8 p.m.
• Instructor: Ali Webb
  Info
• 3 points

INTRODUCTION TO PHILOSOPHICAL BIOETHICS

INTRO TO PHILOSOPHICAL BI

In contemporary bioethics, we find ourselves grappling with practically important, and at the same time, philosophically fundamental questions such as: When does someone’s life begin and how should it end? What is the proper role of physicians, nurses and other health care providers and what are the rights of their patients? What is a just and fair way to provide access to health-care services and resources? Which potential uses of new genetic and reproductive technologies would represent a legitimate advance in medicine and which would signify the beginning of a humanly degrading "brave new world"? Indeed, in a society committed to protecting a diversity of lifestyles and opinions, how can citizens resolve significant policy controversies such as whether there should be public funding of human embryonic stem cell research, or a legally protected right to physician assistance in ending one’s life?

The aims of this course are to identify the fundamental ethical questions that underlie contemporary biomedical practice; develop skill in analyzing and clarifying key concepts such as autonomy, justice, health and disease; critically assess the healthcare implications of different ethical outlooks; explore how citizens can reasonably address controversial bioethical issues in a mutually respectful and constructive way.

The course meets once a week for an hour and a half. Live-session interaction and post-session discussion forums play a key role as students explore, in a give-and-take spirit, the pros and cons of each position.

This course is designed for medical students, nursing students, and other healthcare professionals, as well as for students at the graduate or advanced undergraduate level in biology, philosophy, political science, public health, law, and related fields.

• Department: Bioethics
• R noon-2:30 p.m.
• T 8 p.m.-10 p.m.
• Instructor: Arthur Kuflik
  Info
• 3 points

STRATEGIC RISK MANAGEMENT

Review of the types of strategic risks, such as a flawed strategy, inability to execute the strategy, competitor risk, supply chain risk, governance risk, regulatory risk, M&A risk, international risk, etc. Includes case studies, research, and common mitigation techniques, such as strategic planning practices, management techniques, governance practices, supply-chain management, etc.

• Department: Enterprise Risk Management
• M 4:10 p.m.-6 p.m.
• R 6:10 p.m.-8 p.m.
• F 4:10 p.m.-6 p.m.
• W 6:10 p.m.-8 p.m.
• R 8:10 p.m.-10 p.m.
• Instructor: Yvonne Pytlik
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• Instructor: Celia Kapsomera
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• Instructor: Violet Diamant
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• Instructor: Raj Mittal
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• Instructor: Carlo Di Florio
  Info
• 3 points

SOCCER ANALYTICS

This course will examine the data collection process, application, and management practices as it applies to soccer, specifically Major League Soccer and the National Women’s Soccer League. Using soccer as a platform to explore techniques, students will develop a working knowledge of the practical applications of analysis and models used to make management decisions within an organization and a professional league. With growing global connectivity, and access to data across various international leagues, the ability to embrace in-game analytics to improve team's performance, evaluate talent, develop in-game strategies, and more efficiently manage their roster in order to create financial value for their stakeholders has become an invaluable skill.
 
In response to the sports industry turning more towards application of analytics and critical thinking skills, Soccer Analytics aims to develop students into managers who can make decisions, based on provided models, regarding both player and team valuations. Students should be able to demonstrate the capability to apply advanced critical thinking skills to sports business issues and have the ability to integrate objective analysis with subjective judgment in a way that adds value to decision processes.
 
The class will be taught through a combination of lectures, class discussion, group presentations and guest speakers.  Each class will include a review of the reading assignments noted in the syllabus, and students are expected to be fully prepared.  Students are required to read assignments from the texts as well as additional sources provided by the professor. Students must attend class prepared to engage in discussions; have, articulate and defend a point of view; and ask questions and provide comments based on their reading.

• Department: Sports Management
• M 8:10 p.m.-10 p.m.
• Instructor: Sam Goldberg
  Info
• 3 points

LAW & BIOETHICS

This course introduces students to selected legal and policy texts that have addressed issues in bioethics and shaped their development. Students will explore and contrast legal reasoning and bioethical analysis, often of the same issues. By the end of the course, students will understand the legal or regulatory status of selected issues and have begun to independently navigate major legal, regulatory, and policy texts. Individual sessions will be focused around particular issues or questions that have been addressed by (usually) American courts and/or in legislation, regulation or policy, and that have been the subject of scholarship and debate within bioethics.

The course begins with a theoretical look at the relationship between law and ethics, and includes a brief introduction to legal decision-making and policy development. We then survey a range of bioethics issues that have been addressed by the courts and/or in legislation, regulation, or significant policy documents, contrasting and comparing legal argument and reasoning with arguments utilized in the bioethics literature.

• Department: Bioethics
• R 8 p.m.-10 p.m.
• M 5:30 p.m.-7:30 p.m.
• Instructor: David N Hoffman
  h-index: 2 Info
• Instructor: Susan Regan
  Info
• 3 points

DIGITAL COMMUNICATION STRATEGY

As digital media increasingly drives the field of strategic communication, leading successful communication efforts also require a platform specific, evidence-based strategic approach. Leaders must know how to use a broad and rapidly changing mix of digital media platforms and tools to connect their message with the right audience. To that end, this course covers major topics in digital media and communication, such as content strategy, digital experience, channel planning, online reputation management, programmatic marketing, audience targeting, artificial intelligence and more. Through in-class lectures, discussion, case studies, guest speakers, group projects and individual writing assignments, students in this course will be introduced to strategic decision-making and communications planning for social media, mobile, digital advertising, search, email, digital out-of-home and interactive media (video, radio, podcasts). Students will also gain an in-depth understanding of how to integrate digital strategies and tactics with traditional communication efforts.

• Department: Strategic Communication
• W 2:10 p.m.-4 p.m.
• Instructor: Lilian Ore
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• 3 points

SPORTS ENTREPRENEURSHIP

• Department: Sports Management
• M 12:10 p.m.-2 p.m.
• Instructor: Grant J Son
  Info
• 3 points

LEADING COLLABORATION

This course is about leading boundary-spanning coalitions. An old African proverb tells us that, "If you want to go fast, go alone. If you want to go far, go together." While this advice is especially relevant in our interconnected 21st-century world, we have learned that working together is not always easy to do well.

“Collaboration at Scale: Leading Boundary-Spanning Coalitions” takes the study of collaboration into an even wider realm by examining the potential and complexity of large-scale, cross-organizational collaboration, and how to lead it.

The concept of scalability is common in the business world and this course demonstrates what it takes to make collaboration scalable and suitable for a variety of challenging contexts larger than a single organization. Inherent in the concept of scalability are the notions of "appropriate scale" and also "at scale." Both of these notions raise valid questions that we will address in this course. (Though our interpretations of scale have evolved with the advent of social media, specific technology selection is not the focus of the course.)

Students will learn the characteristics, conditions and dynamics of various large-scale collaborations, as well as how to design and lead them effectively. Course materials will be drawn from the for-profit and nonprofit worlds. Using a balance of practice and theory of networks and large system facilitation, students will demonstrate their mastery of course materials through an assignment in which they diagnose and (re)design a “collaboration at scale.” This could be in the business, scientific, religious, political, or humanitarian domains.

• Department: Information & Knowledge Strat
• T 6:10 p.m.-8 p.m.
• Instructor: Blake Dicosola
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• Instructor: Angela Finlay
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• 3 points

OPERATIONAL RISK MANAGEMENT

Review of the types of operational risks, such as technology risk (e.g., cyber-security), human resources risk, disasters, etc. Includes case studies, risk analysis frameworks and metrics, and common mitigation techniques, such as insurance, IT mitigation, business continuing planning, etc.

• Department: Enterprise Risk Management
• T 6:10 p.m.-8 p.m.
• R 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• M 6:10 p.m.-8 p.m.
• R 8:10 p.m.-10 p.m.
• W 8:10 p.m.-10 p.m.
• Instructor: Francis Tobin
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• Instructor: Kiran Bhujle
  Info
• Instructor: Rossano Rossi
  Info
• Instructor: Gemini Yadav
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• Instructor: Lisa Broomer
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• Instructor: Umesh Akki
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• 3 points

FIXED INCOME PORTFOLIO MGMT

Prerequisites: comfortable with algebra, calculus, probability, statistics, and stochastic calculus. The course covers the fundamentals of fixed income portfolio management. Its goal is to help the students develop concepts and tools for valuation and hedging of fixed income securities within a fixed set of parameters. There will be an emphasis on understanding how an investment professional manages a portfolio given a budget and a set of limits.

• Department: Mathematics
• T 10:10 a.m.-noon
• Instructor: Rosanna Pezzo
  Info
• 3 points

INTRO TO QUANTITATIVE RISK MANAGEMENT

INTRO TO QUANT RISK MGMT

Students without a strong math background will require significant additional time and effort to achieve the learning objectives and work through the course assignments. This course builds a foundation in the mathematics and statistics of risk management. Students are empowered to understand the output of quantitative analysts and to do their own analytics. Concepts are presented in Excel and students will have the opportunity to practice those concepts in Excel, R or Python. This course is a required prerequisite for registering for the following courses: Financial Risk Management, Insurance Risk Management, ERM Modeling.

• Department: Enterprise Risk Management
• T 6:10 p.m.-8 p.m.
• M 8:10 p.m.-10 p.m.
• T 8:10 p.m.-10 p.m.
• R 4:10 p.m.-6 p.m.
• W 6:10 p.m.-8 p.m.
• T 6:10 p.m.-8 p.m.
• R 8:10 p.m.-10 p.m.
• M 8:10 p.m.-10 p.m.
• Instructor: Arun B Venkatarangan
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• Instructor: Petr Chovanec
  Info
• Instructor: Fabrice Fiol
  Info
• Instructor: Oleksandra V Lyulko
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• Instructor: Marcus Eich
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• Instructor: Witold Czubala
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• 3 points

Leading with Purpose: Advocacy and Strat

In an era defined by unprecedented global challenges and opportunities, nonprofit advocacy serves as a powerful force for systemic reform and public innovation. This course immerses students in the intersection of theory and practice through an
advocacy practicum
approach—designed to equip future nonprofit leaders with the skills to influence policy, mobilize communities, and drive systemic change.

In the context of the ever evolving policy landscape of New York City and providing a global lens, this course offers an in-depth exploration of advocacy fundamentals within the nonprofit sector. Through real-world case studies, hands-on projects, and interactive fieldwork, students have the opportunity to examine how advocacy efforts in New York City—a hub of civic engagement—can expand broader policy frameworks and cross into international contexts.

Over the term, students will explore the theoretical foundations of advocacy, including social movement theory, policy influence, and public opinion formation. They will engage in stakeholder analysis, coalition-building, and the creation of advocacy strategies tailored to shifting political, economic, and social dynamics. Central to this course will be discussions on how traditional advocacy approaches are being redefined in response to growing inequalities and systemic challenges, emphasizing the need for adaptable, intersectional strategies to confront global disparities.

The framework emphasizes practical application: students will have the opportunity to develop and implement real advocacy plans, leveraging digital tools, media, and virtual organizing strategies to enhance their impact. Fieldwork, simulations, and collaborative projects will allow students to apply theoretical knowledge to tangible issues, empowering them to lead efforts that address pressing social challenges, whether locally in New York City or globally in areas such as international development and human rights.

Key topics include:


Crafting advocacy strategies that influence public policy in divided political environments;

Building and managing coalitions across stakeholders;

Engaging marginalized communities to ensure inclusive and equitable advocacy efforts;

Navigating the digital advocacy landscape to design impactful campaigns.


By the end of the course, students should be prepared to plan critically and act decisively in the fast-changing world of advocacy, with the tools, s

• Department: Non Profit Management
• R 6:10 p.m.-8 p.m.
• Instructor: Shaba Keys
  Info
• 3 points

FUNDAMENTALS OF SPORTS ANALYTICS

STATISTICS

• Department: Sports Management
• W 8:10 p.m.-10 p.m.
• Instructor: Steven Angel
  Info
• 3 points

IKNS Capstone

IKNS Capstone Project Sem

OVERVIEW: The IKNS Capstone represents the culmination of learning throughout the IKNS program in which students master business-critical concepts in data, analytics, people, networks, integration, and strategy. Working individually and in small teams, students design and deliver a project for a capstone sponsor seeking IKNS expertise to help solve a real-world problem within the sponsor’s organization. Using what they have learned from across the curriculum, students apply IKNS frameworks and use both qualitative and quantitative research to develop a written business report, oral presentation. and a final product for the sponsor including but not limited to a roadmap, strategic plan, white paper, or minimum viable product (MVP). The Capstone provides a final testing ground for students to apply their learning to real organizational needs and also become familiar with consultative approaches. During this course, students collaborate to complete an assignment specified by their Capstone project sponsor. At the conclusion of the Capstone, students provide a report and a strong integrated presentation to the sponsoring organization. Project activity begins at the end of August, with concrete individual and team assignments during the course culminating in a final report and oral presentation delivered in December. 

LOGISTICS: Open to IKNS only. Pre-requisites: Students must complete 24 credits towards their degree prior to the start of the course.

• Department: Information & Knowledge Strat
• W 6:10 p.m.-8 p.m.
• Instructor: Blake Dicosola
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• Instructor: Jamie Muskopf
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• 3 points

CODING FOR RISK MANAGEMENT

Equips students with the ability to adopt the programming culture typically present in the ERM/risk areas of most financial organizations. By studying Python, SQL, R, git, and AWS, students gain exposure to different syntaxes. Students apply these skills by coding up market risk and credit risk models. Students also gain familiarity with working in the cloud.

• Department: Enterprise Risk Management
• T 8:10 p.m.-10 p.m.
• M 6:10 p.m.-8 p.m.
• Instructor: Zaur Nurtaza
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• Instructor: David Weltz
  Info
• 3 points

FINANCIAL RISK MANAGEMENT

A survey of market, credit, liquidity, and systemic risk. Includes case studies, risk quantification methods, and common mitigation techniques using portfolio management, hedging, and derivatives. Also addresses traditional risk management practices at banking institutions.

• Department: Enterprise Risk Management
• W 8:10 p.m.-10 p.m.
• M 8:10 p.m.-10 p.m.
• Instructor: Navin Sharma
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• Instructor: Justin Hon
  Info
• 3 points

SPORT ACCOUNTING & FINANCE

SPORT ACCTG & FINANCE

• Department: Sports Management
• T 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• Instructor: Destinee Coles
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• Instructor: Michael Parker
  Info
• 3 points

ETHICAL ISSUES IN MUSEUMS

Ethical questions about museum activities are legion, yet they are usually only discussed when they become headlines in newspapers. At the same time, people working in museums make decisions with ethical and legal issues regularly and seldom give these judgments even little thought. In part, this is due to the fact that many of these decisions are based upon values that become second nature. This course will explore ethical issues that arise in all areas of a museum's operations from governance and management to collections acquisition, conservation, and deaccessioning. We will examine the issues that arise when the ownership of objects in a museum's are questioned; the ethical considerations involved in retention, restitution and repatriation; and what decolonization means for museums.

• Department: Anthropology
• F 2:10 p.m.-4 p.m.
• Instructor: Sally Yerkovich
  Info
• 3 points

FRM PRACTICES

Provides the opportunity to learn how business units operate at an investment bank. Several industry practitioners each spend one to two sessions providing a hands-on experience that recreates the operations and decision-making of front, middle, and back offices work at a bank. Students typically learn the common activities, the data inputs, the analytics, and the applications of the insights.

• Department: Enterprise Risk Management
• W 6:10 p.m.-8 p.m.
• Instructor: Qingji Yang
  Info
• 3 points

BASEBALL ANALYTICS

• Department: Sports Management
• R 6:10 p.m.-8 p.m.
• 3 points

QUANTITATIVE RISK MANAGEMENT

Quantitative Risk Management continues building your quantitative foundation in order to work with more advanced models and use mathematical and statistical intuition for building those models. At the end of this course, you will be able to use analytics algorithms for risk management; use factor models to assess the quality of investment portfolios and trader positions; hedge equity, option, and fixed-income portfolios using derivatives; estimate volatility with options models and GARCH models; and model ESG and Climate risk.

The course is highly structured and organized by topic into semester long learning threads. Each week, readings and assignments will take another step forward along these threads: regression models, classification models, time series analysis, options and volatility modeling, fixed income modeling, factor models and portfolio management, tail risk modeling. These concepts will be demonstrated in python and students are expected to be able to understand and run python code.

• Department: Enterprise Risk Management
• W 8:10 p.m.-10 p.m.
• 3 points

Disability and Illness Narratives (CERT)

Disability Illness Narrat

This course examines questions such as: What does the telling and reading of narratives do for the ill or disabled individual? How can clinicians effectively elicit, interpret, and act upon such narratives? Who owns a story, and what is the role of co-authorship, power and witnessing in story-telling and story-listening? Whose voice do we hear? What are the roles of power and hierarchy in story-telling and listening? What is the impact of familial, cultural, social, institutional, political contexts on the individual story? And finally, how can personal stories be translated to political advocacy and action? Texts assigned weekly will be broadly interdisciplinary – drawing from memoir, poetry, essays, fiction, feature and documentary films, narrative theory, and disability studies, exploring the relationship between disability/illness experience and narrative. This elective course is open to all students in the Narrative Medicine CPA program. Students should be prepared to engage with each other and with the instructor and to offer their questions, comments, insights, and analysis.

This is an essential, practically applied element of narrative medicine study and it is exemplary as a way to illustrate the impact of narrative study in shaping experience, opening awareness, and highlighting the need for change and new stories. A narrative medicine course focused on disability and illness narratives is an important aspect of narrative medicine study. Exploring narratives presented in a variety of formats by using narrative medicine methods can encourage deeper perspective-taking and promote activism for underrepresented voices.

Disability and Illness Narratives: Storytelling For Awareness and Activism
is an elective course in the Narrative Medicine CPA program. In addition, this course is open to cross-registrants in other programs who demonstrate some understanding of narrative medicine and/or participate in the online asynchronous narrative medicine orientation course before the semester begins. Narrative Medicine CPA students are required to have completed, or be simultaneously enrolled in the course,
Narrative Medicine Methods: Close Reading and Writing
, course number K5120, and have completed the required program online asynchronous orientation course. CPA courses are all 10 weeks/modules long, and they are online and asynchronous, which means there are no meeting times. Each module represents one week of the course. All modules begin on a Tuesday and end on Monday of th

• Department: Narrative Medicine
• 3 points

INSURANCE RISK MANAGEMENT

Review of types of insurance risk, such as pricing risk, underwriting risk, reserving risk, etc. Includes case studies, risk quantification methods (e.g., market-consistent economic capital models, dynamic financial analysis (DFA) models, catastrophe models, etc.), and common mitigation techniques, such as asset-liability management (ALM), reinsurance, etc. Also addresses traditional risk management at insurance companies and ERM actuarial standards of practice (ASOPs).

• Department: Enterprise Risk Management
• M 8:10 p.m.-10 p.m.
• 3 points

CREDIT RISK MANAGEMENT

Credit Risk Management requires business acumen, the monitoring of internal and external data, disciplined execution, and organizational intelligence. A solid understanding of this enables a credit risk manager to help organizations achieve their objectives. Through readings, case studies, and modeling projects, students learn how risk managers decide on credit risk management strategy applied throughout the client lifecycle.

• Department: Enterprise Risk Management
• R 8:10 p.m.-10 p.m.
• M 8:10 p.m.-10 p.m.
• Instructor: Rahmi E Aktug
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• Instructor: Weijun Weng
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• 3 points

CAPSTONE

Capstone projects afford a group of students the opportunity to undertake complex, real-world, client-based projects for nonprofit organizations, supervised by a Nonprofit Management program faculty member. Through the semester-long capstone project, students will experience the process of organizational assimilation and integration as they tackle a discrete management project of long or short-term benefit to the client organization. The larger theoretical issues that affect nonprofit managers and their relationships with other stakeholders, both internal and external, will also be discussed within the context of this project-based course.

• Department: Non Profit Management
• M 4:10 p.m.-6 p.m.
• W 6:30 p.m.-8 p.m.
• Instructor: Basil A Jr Smikle
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• Instructor: Chandani Punia
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• 3 points

Practitioners Seminar

This upcoming fall, we are going to kick off the “Practitioners Seminar” course, where successful practitioners from various industry fields (tech, finance, insurance, pharmaceutical, etc..) will have a chance to meet our students and present the projects they work on, technologies they utilize to achieve their goals, solutions they came up with etc. In addition, guest speakers will share their career development path (what kind of obstacles they faced, what pitfalls to avoid, and in general give advice on career development in their fields). We will finish up the meeting with a Q&A session with students.

• Department: Statistics
• F 3:10 p.m.-4:55 p.m.
• Instructor: Gabriel Young
  CULPA: 7 Info
• 0 points

PROFESSIONAL DEVELOPMENT

The course aims to teach MA in Statistics students how to manage their careers and develop professionally. Topics include resume and cover-letter writing, negotiation, mentoring, interviewing skills and communication across global teams. Top professionals from across the globe speak to students and help improve leadership skills.

• Department: Statistics
• R 1:10 p.m.-2:25 p.m.
• F 1:10 p.m.-2:25 p.m.
• R 1:10 p.m.-2:25 p.m.
• W 4:10 p.m.-5:25 p.m.
• Instructor: Gabriel Young
  CULPA: 7 Info
• 0 points

MA Mentored Research

MA MENTORED RESEARCH

This course is intended to provide a mechanism to MA students in Statistics who undertake on-campus project work or research. The course may be signed up with a faculty member from the Department of Statistics for academic credit. Students seeking to enroll in the course should identify an on-campus project and a congenial faculty member whose research is appealing to them, and who are able to serve as their mentor. Students should then submit an application to enroll in this course, which will be reviewed and approved by the Faculty Director of the MA in Statistics program.

• Department: Statistics
• Instructor: Demissie Alemayehu
  h-index: 14 Info
• 0-3 points

Statistical Fieldwork

Prerequisites: GR5203; GR5204 &GR5205 and at least 4 approved electives This course is an elective course for students in the M.A. in Statistics program that counts towards the degree requirements. To receive a grade and academic credits for this course, students are expected to engage in approved off-campus internships that can be counted as an elective. Statistical Fieldwork should provide students an opportunity to apply their statistical skills and gain practical knowledge on how statistics can be applied to solve real-world challenges.

• Department: Statistics
• Instructor: Demissie Alemayehu
  h-index: 14 Info
• 1 points

MANAGING DATA

• Department: Applied Analytics
• W 8:10 p.m.-10 p.m.
• S 12:10 p.m.-2 p.m.
• F 10:10 a.m.-noon
• Instructor: Javid B Huseynov
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• Instructor: Darshan Desai
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• Instructor: Amreeta Choudhury
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• 3 points