Leadership and Team Dynamics

This course introduces students to the core principles of effective leadership and collaborative team performance in organizational settings. Through a practical, evidence-based approach, the course examines how leaders influence outcomes, foster engagement, and navigate challenges in dynamic, multidisciplinary environments. Students will explore leadership qualifications, strategic decision-making, ethical considerations, and performance development frameworks. Emphasis is placed on understanding the dynamics of team formation, multicultural collaboration, communication, conflict management, and high-performance team practices.

As a central component of the Project Management curriculum, this course supports the program’s larger goal of preparing graduates to lead effectively in diverse and evolving organizational contexts. By grounding students in evidence-based leadership concepts and team effectiveness frameworks, the course advances the discipline’s primary principles of organizational performance, collaboration, and responsible decision-making. The course aligns closely with other program requirements by complementing technical project management competencies with the interpersonal and strategic skills necessary for successful project execution. In doing so, it bridges technical expertise with leadership acumen, equipping students with a holistic foundation for professional growth.

This is a required core course for all Project Management students and is delivered in person on campus in a full-semester format. Space permitting, the course may also be open to cross-registrants from other Columbia University graduate programs where leadership, management, and teamwork skills are relevant, such as programs in management, public administration, and engineering. There are no formal prerequisites, though prior exposure to management or organizational behavior may be helpful in engaging with course materials. Students will participate in selected readings, interactive discussions, and team-based exercises, as well as hear from guest lecturers with extensive leadership experience. By the end of the course, students will have strengthened their ability to lead ethically, communicate clearly, manage team dynamics, and contribute meaningfully to organizational goals.

• Department: Project Management
• T 4:10 p.m.-6 p.m.
• T 6:10 p.m.-8 p.m.
• Instructor: Howard N Apsan
  CULPA: 1 Info
• Instructor: Evangelia Ieronymaki
  Info
• 3 points

English for International and Public Aff

English for Int'l & Publi

• Department: International and Public Affairs
• MW 10 a.m.-11:50 a.m.
• TR 10 a.m.-11:50 a.m.
• Instructor: Brittany Ober
  Info
• Instructor: Carolyn Dunn
  Info
• 3 points

PAINTING I

• Department: Visual Arts
• M 10 a.m.-4 p.m.
• F 10 a.m.-4 p.m.
• Instructor: Dana J Lok
  Info
• Instructor: Kenny Rivero
  Info
• 3 points

THE WEALTH MANAGEMENT LANDSCAPE

This course will provide an overview of the wealth management profession,
including various business models and the role of the advisor within each. Guest
speakers from across the wealth management profession will discuss the various
business models, key trends, including the intersection of technology and wealth
management and the unique nature of each client planner relationship. This course
will also highlight additional services that advisors are offering clients in order to
provide a full suite of solutions. In addition, students will discuss the role and
function of family offices, the scope of services they offer and best practices to
managing a family office.

• Department: Wealth Management
• Instructor: William Woodson
  Info
• 3 points

FICTION WORKSHOP

• Department: Writing
• M 10 a.m.-1 p.m.
• T 4:15 p.m.-7:15 p.m.
• M 4:15 p.m.-7:15 p.m.
• R 1:10 p.m.-4:10 p.m.
• T 1:10 p.m.-4:10 p.m.
• M 1:10 p.m.-4:10 p.m.
• T 1:10 p.m.-4:10 p.m.
• M 1:10 p.m.-4:10 p.m.
• R 1:10 p.m.-4:10 p.m.
• Instructor: Diksha Basu
  Wikipedia Info
• Instructor: Sophie M Dess
  Info
• Instructor: David M Gordon
  Info
• Instructor: Laura V Green
  Info
• Instructor: Heidi S Julavits
  CULPA: 1 Wikipedia Info
• Instructor: Victor D Lavalle
  CULPA: 2 Wikipedia Info
• Instructor: Hilary J Leichter
  Info
• Instructor: Samuel Lipsyte
  CULPA: 5 Info
• Instructor: Benjamin Marcus
  Info
• Instructor: Cleyvis Natera
  Info
• Instructor: Kat Tang
  Info
• Instructor: Galt V Niederhoffer
  Info
• 6 points

FINANCE AND ACCOUNTING FOR THE CONSTRUCT

FIN & ACTG FOR CONSTR IND

.

• Department: Construction Administration
• T 6:10 p.m.-8 p.m.
• Instructor: William Fischer
  Info
• 3 points

Business Analytics

• Department: Decision, Risk and Operations
• Instructor: Faculty
  h-index: 37 Info
• 1.5 points

Insurance Management Student Community C

IMGT SCC

Insurance Management Student Community Center helps facilitate remote pre-residency requirements and preparatory activities to preserve the limited in-person time we have during the residency for other activities. Given that we are a remote program, this is the most effective way to introduce, assign, inform and track new student activity prior to starting the core courses. The use of a dedicated site helps the students practice using the LMS, in addition to acclimating to Columbia, the faculty and the resources. The activities in which the students participate for the residency are critical to their success in the 16-months of remote learning in which they engage. Recordings and other materials are provided to students in continuity with completed activities and the site is also used as a general communications tool with the students outside of the dedicated Canvas courses.

• Department: Insurance Management
• 0 points

UNDERSTAND CONFLICT & COOPERATION

UNDERSTAND CONFL & COOPER

• Department: Negotiation & Conflict Resolution
• W 6:10 p.m.-8 p.m.
• Instructor: Pedro D Franco
  Info
• 3 points

Histology & Pathology

• Department: Dental and Oral Surgery
• 0 points

HISTOLOGY & PATHOLOGY

• Department: Pathology
• Instructor: Lyndsey Adams
  Info
• 0 points

PSYCHIATRIC MEDICINE

• Department: Dental and Oral Surgery
• 0 points

PAINTING II

• Department: Visual Arts
• W 10 a.m.-4 p.m.
• Instructor: Heidi Howard
  Info
• 3 points

Wealth Management Student Community Cent

WMGT Student Community Ce

The Wealth Management Student Community Center helps facilitate remote pre-residency requirements and preparatory activities to preserve the limited in-person time we have during the residency for other activities. Given that we are a remote program, this is the most effective way to introduce, assign, inform and track new student activity prior to starting the core courses. The use of a dedicated site helps them practice using the LMS, in addition to acclimating to Columbia, the faculty and the resources. The activities in which the students participate for the residency are critical to their success in the 16-months of remote learning in which they engage. Recordings and other materials are provided to students in continuity with completed activities and the site is also used as a general communications tool with the students outside of the dedicated Canvas courses.

• Department: Wealth Management
• MTW 8:30 a.m.-5:30 p.m.
• 0 points

SAFETY IN THE CONSTRUCTION INDUSTRY

SAFETY IN THE CONSTR INDU

.

• Department: Construction Administration
• T 6:10 p.m.-8 p.m.
• Instructor: Joseph Schwed
  Info
• 3 points

Operations Management

• Department: Decision, Risk and Operations
• Instructor: Nicole Dehoratius
  Info
• 1.5 points

Molecular Mechanisms

MOLECULAR MECHANISM HLTH/DISEA

• Department: Dental and Oral Surgery
• Instructor: Jonathan M Barasch
  Info
• 0 points

MOLECULAR MECHANISMS HEALTH & DISEASE

• Department: Pathology
• 0 points

Wealth Management Student Community Cent

WMGT Student Community Ce

The Wealth Management Student Community Center helps facilitate remote pre-residency requirements and preparatory activities to preserve the limited in-person time we have during the residency for other activities. Given that we are a remote program, this is the most effective way to introduce, assign, inform and track student activity prior to starting the core courses. The activities in which the students participate for the residency are critical to their success in the 16-months of remote learning in which they engage. Recordings and other materials are provided to students in continuity with completed activities and the site is also used as a general communications tool with the students outside of the dedicated Canvas courses.

• Department: Wealth Management
• WRF 8:30 a.m.-5:30 p.m.
• Instructor: Vanessa D Carrillo
  Info
• 0 points

LEGAL ISSUES IN BUILDING CONSTRUCTION

• Department: Construction Administration
• W 6:10 p.m.-8 p.m.
• Instructor: Tim Hegarty
  Info
• 3 points

CLINICAL GROSS ANATOMY

• Department: Dental and Oral Surgery
• 0 points

CLINICAL GROSS ANATOMY

• Department: Pathology
• 0 points

INTRODUCTION TO NEGOTIATION

• Department: Negotiation & Conflict Resolution
• R 6:10 p.m.-8 p.m.
• Instructor: Bodi Regan
  Info
• 3 points

Project Management Fundamentals: Analyti

PMGT FUNDAMENTALS: ANALYT

This core course introduces students to the quantitative, and analytical foundations of project management, with emphasis on the application of mathematical, and systems-based methods to the planning, execution, and control of complex projects. The course is designed for projects in quantitatively intensive environments such as engineering, technology, construction, consulting, and related sectors where structured planning, measurement, and optimization are essential.

Students develop practical skills in project selection and initiation, scope definition, network-based scheduling, resource allocation, cost and budget modeling, and performance measurement using established analytical techniques. Core topics include work breakdown structures, logic networks, critical path and PERT analysis, resource loading and leveling, financial and life-cycle cost analysis, earned value management, and probabilistic risk assessment, including Monte Carlo–based uncertainty analysis.

Through computational exercises, analytical simulations, and applied projects, students learn to model constraints, evaluate trade-offs, and interpret performance data to support decision-making throughout the project life cycle. By emphasizing structured methodologies and analytical rigor, the course prepares students to manage technically complex, data-rich projects across a range of industries.

• Department: Project Management
• R 4:10 p.m.-6 p.m.
• R 6:10 p.m.-8 p.m.
• Instructor: Evangelia Ieronymaki
  Info
• Instructor: Howard N Apsan
  CULPA: 1 Info
• 3 points

FOUNDATIONS OF CLINICAL MEDICINE I

• Department: Medicine
• 0 points

Organizational Conflict and Mediation

Org. Conflict & Meditatio

Organizations have adopted formal approaches, such as establishing grievance committees and ombudsman's offices, to mediate conflicts in the workplace setting and, on occasion, hire outside, independent mediators to handle escalated conflicts and public-facing disputes. Attempts to mediate conflict, though, are much more widespread in organizations than these formal approaches would suggest and are often undertaken by professionals from a wide variety of disciplines who have no formal training in mediation. Increasingly, such professionals are tasked to manage conflicts — whether their field is finance, marketing, social media or human resources — and are evaluated in performance reviews on their ability to perform this task. Professionals today must be prepared to acquire the knowledge and skills of a mediator to meet the expectations of the organization. 

With that end in mind, this course is designed for professionals who find themselves frequently having to intervene in conflicts between or among others. Although these professionals may choose to become full-time mediators, they are more likely to use mediation principles and techniques as additional tools to help them within their chosen fields of work, be it in public policy, social media, human resources, international development, peace-building or law. This course will aid professionals who wish to become skilled conflict practitioners, constructively managing conflict between or among people or groups with whom they engage.

This course is an elective in the NECR Program. It is open, space permitting, to cross-registrants from other fields and Columbia University schools and programs. There is no prerequisite knowledge or coursework to register for the course; however, if you have not taken a course in negotiation or studied that field, please contact the instructor. The course is delivered in-person on campus; participation by Zoom is not permitted. The course is semi-intensive and delivered over a partial semester.

• Department: Negotiation & Conflict Resolution
• R 6:10 p.m.-8 p.m.
• Instructor: Michele Riley
  Info
• 3 points

THE BODY IN HEALTH & DISEASE I

• Department: Dental and Oral Surgery
• 0 points

Negotiation for Everyday Use

In this course, we will explore negotiation from several points of view and approaches. We will also look at characteristics that impact the quality of our negotiations and the outcomes, such as the role of emotions, cultural considerations, effectiveness of our communication, and opportunities to seek out negotiation to transform relationships. The course will be a blend of concepts and skills, theory and practice. On some occasions, you will be introduced to a concept and then asked to apply those concepts in an experiential activity. At other times, you will be asked to engage the activity or simulation and then the concepts will be elicited based on your experience. You will have several opportunities to practice developing your skills throughout the course, in terms of enhancing your practice and honing your analytical and conceptual understanding.

• Department: Negotiation & Conflict Resolution
• W 6:10 p.m.-8 p.m.
• Instructor: Doug Coaxum
  Info
• 3 points

Fieldwork Course in Economics

This course provides an opportunity for students in the Economics Master of Arts Program to engage in off-campus internships for academic credit that will count towards their requirements for the degree. The internships will facilitate the application of economic skills that students have developed in the program and prepare them for future work in the field.

• Department: Economics
• 1 points

SCREENWRITING I

In this introductory workshop, students write several short screenplays over the course of the semester and learn the basics of the craft.  Character, action, conflict, story construction, the importance of showing instead of telling, and other essential components are explored.

• Department: Film
• M 6 p.m.-9 p.m.
• R 6 p.m.-9 p.m.
• R 2 p.m.-5 p.m.
• T 2 p.m.-5 p.m.
• W 2 p.m.-5 p.m.
• R 6 p.m.-9 p.m.
• Instructor: Jamal Joseph
  Info
• Instructor: Rafael L Pedreira
  Info
• Instructor: Jamal Joseph
  Info
• Instructor: Christina Lazaridi
  Info
• Instructor: Daniel Kleinman
  Info
• Instructor: Myna J Joseph
  Info
• 3 points

Project Planning, Scheduling and Control

PRJCT PLANNING, SCHED, CN

This course provides graduate students with an in-depth exploration of project controls and schedule-based decision support with the project schedule treated as a management and control model rather than as a technical output. The course emphasizes deterministic and analytical modeling methods, including Critical Path Method (CPM), network-based optimization, schedule performance metrics, earned value analytics, and quantitative forecasting techniques, positioning the project schedule as a formal analytical model rather than a descriptive artifact. Primavera is used as an implementation and analysis tool to support schedule development, updating, performance measurement, and forecasting across diverse industries. The course equips students with the analytical, technical, and control-oriented skills, methodologies, and frameworks needed to manage projects effectively, ensuring completion on time, within budget, and according to specifications. Through a combination of standards-based analysis, software application, case studies, and practical assignments, students will develop the ability to build, baseline, update, interpret, and communicate schedules to monitor performance through KPIs, evaluate progress, and make informed decisions across the project lifecycle. Throughout the course, students are required to interpret what the schedule communicates to management, including the meaning of variances, implications of forecasts, and recommended corrective actions, rather than solely producing technical files or reports.

Designed for students pursuing advanced studies in project management, engineering management, construction management, and related professional tracks, this course is particularly valuable for those seeking careers that require deep expertise in planning, scheduling, and project controls. Emphasis is placed on developing mastery of schedule development, critical path analysis, resource and cost loading, progress measurement, forecasting, and schedule risk and change analysis as a component of an integrated project controls function, using industry-standard tools and methods. Building on foundational project management concepts, the course provides specialized training in schedule-centric project controls and equips students with the analytical, technical, and communication skills needed to design, manage, analyze, and govern complex project schedules as decision-support instruments across diverse industries.

This course prepares students for professional roles such as project cont

• Department: Project Management
• W 6:10 p.m.-8 p.m.
• R 6:10 p.m.-8 p.m.
• Instructor: Muriel Rachid Campomizzi
  Info
• Instructor: Sadia I Janjua
  Info
• 3 points

Campaign Finance & Fundraising Analytics

Campaign Fin & Fund Analy

Billions of dollars are raised and spent during U.S. presidential and congressional races each election cycle. Campaign expenditures play a critical role in election outcomes and political donations are used by corporations, unions, advocacy groups, and individuals to influence elected officials and public policy. Whether they are working for campaigns, advocacy groups, or consultants, political analysts need to have a sound understanding of campaign finance law and regulations, the chief strategies that contributors and recipients use to pursue their interests, and the incredibly rich data that is available to analyze and study campaign giving in the United States.

In this course, students will learn about the history and current state of campaign finance regulation, what motivates donors to give and what they may (or may not) receive in return, and how campaigns themselves fundraise and spend their billions. Students will become familiar with the ways data analytics have influenced how modern campaigns approach fundraising and the strategies used by candidates to finance a run for office. Finally, students will engage with the potential benefits and pitfalls of campaign finance reforms which, along with technological change, promise to keep political fundraising in a state of flux.

• Department: Political Analytics
• M 4:10 p.m.-6 p.m.
• Instructor: Michael Schwam-Baird
  Info
• 3 points

Earth Ethics: Moral, Spiritual and Cultu

Earth Ethics is a framework for examining the ways in which human societies interrelate with natural systems, and the implications for our collective decision-making and behavior. This includes queries such as: how do we respond to the reality that those hurt first and worst by the modern megatrends of pollution and depletion are generally those least responsible for causing them? What are the laws, policies and social norms that undergird those megatrends? What are our responsibilities to future generations? What values shape our relationships with other species? In the pursuit of sustainability, what exactly are we sustaining and why? How does social change happen? Drawing from faith and wisdom traditions as well as science and history, this course will explore the moral, spiritual, and cultural dimensions of our global ecological circumstances and discern the principles and framing questions that should guide our response.

• Department: Climate School
• W 10:10 a.m.-12:40 p.m.
• 1.5 points

Technology Integration in Project Manage

TECH INTEGRATION IN PMGT

Technology Integration in Project Management
explores the real-world adoption of digital transformation within complex project environments, moving beyond theoretical frameworks to provide a fully immersive and experiential learning environment. The course is uniquely structured as
Scrum sprints
, where students operate within standard agile events, roles, and artifacts to analyze and compare industry-leading Project Management Information Systems (PMIS). We will also explore waterfall and/or hybrid approaches throughout the course. Students will gain hands-on proficiency in platforms such as
Jira, Asana, Smartsheet, and Trello
, while simultaneously integrating data analytics tools like
Power BI
to monitor performance and enhance decision-making accuracy in Project, Program and Portfolio Management.

As an elective within the Master of Science in Project Management program, this course is designed for practitioners who wish to lead digitally driven organizations with efficiency and innovation. It serves a critical programmatic goal by bridging the gap between foundational project management methodologies and the high-tech execution required in the modern workforce. Another distinctive feature of this course is the mandatory and continuous evaluation of
Artificial Intelligence (AI) technologies
; students are required to leverage generative AI and automation tools to streamline project delivery, simulating the real-world evolution of value delivery.

The course is a three-credit, full-semester elective delivered in an
in-person modality
. While tailored for Project Management students, it is open to cross-registrants from other Columbia University graduate programs, provided space is available. There are no formal prerequisites; however, students are expected to have a basic understanding of project lifecycles and a willingness to engage in an open and collaborative environment where rapid and iterative technical learning occurs. All technology platforms required for the sprint cycles will be accessible through university licenses or open-access academic versions.

• Department: Project Management
• T 6:10 p.m.-8 p.m.
• M 6:10 p.m.-8 p.m.
• Instructor: Kevin Hanrahan
  Info
• Instructor: Karolina Athanasopoulou
  Info
• 3 points

Finance for Technology Leaders

An exploration of the central concepts of corporate finance for those who already have some basic knowledge of finance and accounting. This case-based course considers project valuation; cost of capital; capital structure; firm valuation; the interplay between financial decisions, strategic consideration, and economic analyses; and the provision and acquisition of funds. These concepts are analyzed in relation to agency problems: market domination, risk profile, and risk resolution; and market efficiency or the lack thereof. The validity of analytic tools is tested on issues such as highly leveraged transactions, hybrid securities, volatility in initial public offerings, mergers and acquisitions, divestitures, acquisition and control premiums, corporate restructurings, and sustainable and unsustainable market inefficiencies.

• Department: Technology Management
• M 6:10 p.m.-8 p.m.
• Instructor: Hsing-Hsing Li
  Info
• 3 points

Settler Colonialism

This course examines the relationship between colonialism, settlement and anthropology and the specific ways in which these processes have been engaged in the broader literature and locally in North America. We aim to understand colonialism as a theory of political legitimacy, as a set of governmental practices and as a subject of inquiry. Thus, we will re-imagine North America in light of the colonial project and its technologies of rule such as education, law and policy that worked to transform Indigenous notions of gender, property and territory. Our case studies will dwell in several specific areas of inquiry, among them: the Indian Act in Canada and its transformations of gender relations, governance and property; the residential and boarding school systems in the US and Canada, the murdered and missing women in Juarez and Canada and the politics of allotment in the US. Although this course will be comparative in scope, it will be grounded heavily within the literature from Native North America.

• Department: Anthropology
• M 12:10 p.m.-2 p.m.
• Instructor: Audra Simpson
  CULPA: 5 Wikipedia Info
• 4 points

Annie Ernaux: Writing as a Knife

This course offers a deep dive into French contemporary novelist Annie Ernaux’s auto-sociobiographical fiction. It does so through close readings of some of her major works, organized
thematically and across Ernaux’s oeuvre. Close readings of texts will be paired with recent film/theatre adaptations, sociological and theoretical work that has inspired Ernaux, her work’s
growing critical reception (amplified by her Nobel prize last year), as well as other writers that have been inspired by hers. Themes covered include: writing impersonally in the first person;
what is auto-socio-biography; exploring women’s desire and sexuality; Ernaux’s feminism and other kinds of militancy; ethnographies of contemporary France and the baby-boomer
generation. Throughout, we will consider what kind of genre Ernaux’s writing is, and what writing as a knife can do.

• Department: French
• Instructor: Thomas Dodman
  CULPA: 2 Info
• 3 points

Full-Stack Products and Practices

Full-Stack Products & Pra

This course provides a comprehensive examination of modern software product development, focusing on creating solutions that address clear user needs and challenges. A “product” in this context refers to a software program that instructs computer hardware to operate, solve problems, and manage tasks effectively.

Modern product development benefits from systematic practices that enhance efficiency, sustainability, and continuity. These practices, including flexibility, iterative development, customer feedback, and efficient project management, are essential for adapting quickly to rapidly evolving market and technology landscapes.

• Department: Technology Management
• M 6:10 p.m.-8 p.m.
• Instructor: Anthony J Duhaime Candeias
  Info
• 3 points

Machine Learning and AI for Climate Scie

Machine learning (ML) and artificial intelligence (AI) tools are quickly becoming part of the standard toolkit in climate research and problem solving. From improving climate model predictions to tracking emissions and mapping land use change with satellite data, ML methods are helping scientists make sense of enormous, complex datasets and evaluate potential climate solutions. As these tools spread across the field, research scientists and policymakers alike need a working understanding of what ML and AI can and cannot do.

This course is a hands-on introduction to machine learning and AI with applications in climate science. Students will learn the fundamentals of building, training, and evaluating ML models, including data preprocessing, model selection, and performance metrics. Working with real climate and environmental datasets, students will gain practical coding experience in Python and a realistic sense of both the power and the limits of ML in climate research.

• Department: Climate School
• M 4:10 p.m.-6:40 p.m.
• Instructor: Daniel Westervelt
  Info
• 3 points

Research in Economics

This is a required course that facilitates the capstone research paper writing process for second-year students enrolled in the M.A. Program in Economics. The research paper provides an opportunity to write a substantial piece of academic work in which the student is expected to demonstrate mastery of a field, along with the ability to think originally and to convey results clearly in writing.

• Department: Economics
• W 4:10 p.m.-6 p.m.
• Instructor: Seyhan Erden
  CULPA: 7 Info
• 1 points

METHODS: CLOSE READING & CREATIVE WRITIN

METHODS: CLOSE RDNG & CRT

TBA

• Department: Narrative Medicine
• 3 points

METHODS: CLOSE READING & CREATIVE WRITIN

METHODS: CLOSE RDNG & CRT

TBA

• Department: Narrative Medicine
• 3 points

Leadership & Professional Development fo

NOPM Professional Develop

Investing in professional growth is essential to building strong, adaptive, and innovative nonprofit organizations. Columbia University's M.S. in Nonprofit Management Professional Development Series is an online, bi-weekly, zero-credit seminar class that helps students stay current with best practices, navigate complex challenges, improve organizational sustainability, and enhance their impact in the communities they serve. Students will increase their networks and connect with potential mentors and employers while hearing how they can leverage the M.S. in Nonprofit Management degree in their own careers.

The course, which is a co-registration requirement for NOPM students taking Capstone, is open to all NOPM students and for cross-registration.

• Department: Non Profit Management
• F noon-1 p.m.
• Instructor: Basil A Jr Smikle
  Info
• 0 points

Finance and Accounting for Project Manag

FIN & ACCOUNTING PROJ MAN

This course is designed for Project Management professionals looking to understand how the management of a project affects the overall accounting and financing functions of an organization.  This course will also provide an understanding of interpreting financial information that is generated by an organization and being able to compare, contrast and benchmark against similar types of companies.

This course will allow participants in the program to understand the importance of the finance and accounting functions of an organization by teaching them how to read financial statements and related footnotes, obtain an understanding of basic accounting functions and terminology and introduce the participant on how to create and analyze budgets for individual project metrics and as well as overall company metrics.  The course is also designed to integrate the participants with the program disciplines of project management including project design, project delivery and legal aspects.  The course will also promote ideology of working in teams as the final assignment will be group presentations of a multi-faceted development project anchored by a minor league baseball facility, surrounding commercial and hospitality space and multi-unit residential subdivision.  Teams will develop project budgets for each phase of the project. The teams will address how each aspect of the project will benefit the owner of the sports entertainment facility, address sustainability management and how technology and AI from the design and planning phase through the utilization and maintenance phase effects the financing of the project.  Each group will customize their presentations from a case study provided by the instructor.

This is a required core class of the degree program and can be offered to other degree programs and certificates related to the development or investment in ground up and or rehabilitation projects.  There is no prerequisite knowledge required to take this course.  The course is a full semester in person/on campus class but will have an online and historical recording of all classes for those unable to attend any given class session or lecture.

• Department: Project Management
• M 6:10 p.m.-8 p.m.
• Instructor: Kevin Hanrahan
  Info
• 3 points

THE TECHNOLOGY OF RENEWABLE ENERGY

Students are expected to have completed a year of high school physics and chemistry.  It would be best to have also taken college level physics and chemistry.

Renewable energy is generated from natural processes that are continuously replenished.  Aside from geothermal and tidal power, solar radiation is the ultimate source of renewable energy.  In order to have a sustainable environment and economy, CO2 emissions must be reduced (and eventually stopped).  This requires that the fossil fuel based technologies underlying our present electricity generation and transportation systems be replaced by renewable energy.  In addition, the transition to renewable technologies will move nations closer to energy independence and thereby reduce geopolitical tensions associated with energy trading. This course begins with a review of the basics of electricity generation and the heat engines that are the foundation of our current energy systems.  This course will emphasize the inherent inefficiency associated with the conversion of thermal energy to electrical and mechanical energy. The course then covers the most important technologies employed to generate renewable energy.  These are hydroelectric, wind, solar thermal, solar photovoltaic, geothermal, biomass/biofuel, tidal and wave power. The course ends with a description of energy storage technologies, energy markets and possible pathways to a renewable energy future.

• Department: Sustainability Science
• M 6:10 p.m.-8 p.m.
• Instructor: Jonathan Hollander
  Info
• 3 points

Technology for Good and Civic Technology

Tech for Good and Civic T

This course equips the next generation of technologists with the skills, strategies, and savvy needed to secure systemic and lasting change for social good. These topics are examined in three units: 1. Intrapreneurship: how to guide responsible technology within and by multinationals and other large-scale, risk-averse institutions; 2. Entrepreneurship & Nonprofits: how to balance market pressures with values-based missions within startups, nonprofits, and other social-good tech enterprises; and 3. Civic Tech: how to navigate policy, politics, and bureaucracies in delivering citizen-facing technologies within local, regional, and national government bodies.

• Department: Technology Management
• T 6:10 p.m.-8 p.m.
• Instructor: Alexis Wichowski
  CULPA: 1 h-index: 6 Info
• 3 points

POPULAR & HISTORICAL GESTURES: FIGURE DR

POP. & HIST. GESTURES: FI

Popular and Historical Gestures explores the fundamental properties of figure drawing and portraiture through the lens of pop culture and historical gestures and poses. Students examine the figure in painting, documentary photography, art history, and literature, and then use these examples as sources for live model sessions, studio practice, and discussions. Students will work on self-directed projects and from live models. There are one-on-one and group discussions, as well as individual critiques with the instructor. Class time will include image presentations, discussions, museum trips, individual and group critiques, and in-class independent work time. Each class will begin with a homework critique and a discussion, lecture, or demonstration structured around a specific goal. Students will then work individually. Each class will end with brief individual and group critiques to allow students to see and discuss each other's work.

• Department: Visual Arts
• T 10 a.m.-4 p.m.
• Instructor: David A Cruz
  Info
• 3 points

INTRAPERSONAL DYNAMICS & CONFLICT

• Department: Negotiation & Conflict Resolution
• SU 9 a.m.-5 p.m.
• Instructor: Barry Sommer
  Info
• 3 points

INTRAPERSONAL DYNAMICS & CONFLICT

• Department: Negotiation & Conflict Resolution
• SU 9 a.m.-5 p.m.
• Instructor: Barry Sommer
  Info
• 3 points

Project Management Capstone Project

PMGT CAPSTONE PROJECT

The Capstone Project is the culminating integrative experience of the MS in Project Management program. Students are expected to enter the course prepared to apply quantitative reasoning, structured planning methods, and financial analysis to complex project environments.

Working in teams, students engage in a complex real or realistic project scenario and design an integrated project strategy or applied analytical study that addresses a significant real world challenge in project management. Capstone projects are organized around the concentrations offered within the program, including Construction, Technology, Sports, and Sustainability. Students enrolled in a specific concentration will work on a project aligned with their track. Students in the General track may elect to participate in one of the concentration based projects or may be assigned to a cross sector project depending on availability and enrollment distribution.

Projects may be sourced from industry partners when available. When industry collaboration exists, it may include document access, advisory input, or structured feedback. When no external sponsor is involved, faculty curated materials and case documentation will be provided.

The course emphasizes rigorous problem definition, stakeholder analysis, structured evaluation, and evidence based decision making. Students are expected to integrate quantitative and qualitative reasoning, financial and operational considerations, risk awareness, governance design, and performance evaluation into a coherent and defensible strategy. Through faculty mentorship and peer collaboration, students progressively develop their work into a final written deliverable and executive level presentation that demonstrate professional readiness, analytical maturity, and leadership capacity in complex project environments.

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

Strategic Advocacy

Today, leaders must confront a world of volatility, uncertainty, complexity, and ambiguity. It demands that we strengthen how we lead change. We are all being stretched to learn, unlearn, relearn, and this is especially true for technology leaders – who operate in the ‘eye of the storm’ of relentless change. 

In this context, strategic advocacy -- achieving support for change to address the challenges that confront an organization and the opportunities they provide – requires knowing and applying useful skills, behavior, and practices to win commitment to new, even unanticipated directions.

This is a full-semester core course in the MS in Technology Management executive program designed to expose students to practices, tools, frameworks, concepts, and real-world examples that will help you move from a technical/functional role to a senior executive orientation. Everyone’s journey is unique. As you apply the course content in real life you will be expected to choose, experiment with, and adapt the relevant approaches most meaningful to your situation.

• Department: Technology Management
• R 6:10 p.m.-8 p.m.
• Instructor: Amy Radin
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• 3 points

Essentials for Technology Management and

Essentials for Tech Mgmt.

This 3-credit core course in the M.S. in Technology Management program provides an overview of the strategic role of the technology function to improve business processes, drive transformations, and fuel innovation. Through lectures and applied case study work, students will learn how to develop and keep technology strategies aligned with business goals, navigate governance, regulatory, and budgetary frameworks, and evaluate risks to protect the organization’s IT investments.

• Department: Technology Management
• W 4:10 p.m.-6 p.m.
• T 4:10 p.m.-6 p.m.
• M 6:10 p.m.-8 p.m.
• T 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• R 6:10 p.m.-8 p.m.
• 3 points

Water and Soil Monitoring to Protect Pub

The course will provide students with the methods and tools to understand, monitor, and analyze current environmental health threats in water and soil, and explore strategies for solving these complex challenges. Students will leave the course with a stronger sense of the power, and limitations, of environmental data and will be better equipped to evaluate and communicate the effectiveness of environmentally responsible policies. After completing the course, students will be able to apply basic scientific principles to evaluate and address public health challenges posed by water and soil pollution.

• Department: Sustainability Science
• M 4:10 p.m.-6 p.m.
• Instructor: Lex Van Geen
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• 3 points

Technology Marketing

This class provides students with a deep dive into marketing and communication strategies and channels for tech company, product, and services launches. Students will work on customer personas for B2B and B2C technologies and reflect upon sustainability guidelines to shape their marketing strategy. They will analyze the different elements that make a soft and hard launch successful, such customer testimonials and industry analyst relations. The course will also discuss how AI is changing the marketing of  companies, products and services.

• Department: Technology Management
• W 4:10 p.m.-6 p.m.
• Instructor: Katja Schroeder
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• 3 points

User-Centric Design and Innovation

Everything we encounter in society (products, services, brands, processes, events, spaces, systems, even politics) was designed to a lesser or greater degree to optimize a particular quality and create a specific experience. Design can be applied to any offering and the design process can be applied to the evaluation, development, and delivery of offerings within any industry or in response to many challenges. This makes it particularly critical and integral for most kinds of innovation.

This course will explore a broad range of design topics, including the design process, nearly always in a business context. It will be hands-on, learning by building design solutions. We will look at procedural issues that describe how to integrate the design process into other business operations as well as contemporary and future challenges facing design and strengths of design as a user-based process and perspective.

Participants in this semester-long elective will emerge with a proficient understanding of the design process, how it relates to business on many levels, what to expect of design work products, and how to evaluate design solutions in larger contexts. Participants won’t necessarily become design experts or expert designers, but will be capable of critiquing design and evaluating how it can add value to their own endeavors.

• Department: Technology Management
• T 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• R 6:10 p.m.-8 p.m.
• M 4:10 p.m.-6 p.m.
• R 4:10 p.m.-6 p.m.
• T 6:10 p.m.-8 p.m.
• Instructor: Rudy R Jr. Rodriguez
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• Instructor: Raoul Rickenberg
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• Instructor: Manako Tamura
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• Instructor: Pinar A Guvenc
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• Instructor: David Roselle
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• Instructor: Nathan Shedroff
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• 3 points

Digital Analytics: Driving Growth throug

Digital Analytics: Data a

This elective course integrates analytic methodology with technology application to prepare students to lead data-informed decision-making in digital environments. Students learn how to convert digital signals into accountable, value-creating decisions, and move systematically from signal to insight to decision to value.

This course emphasizes decision architecture, executive translation, and value creation in digital ecosystems. Students develop the ability to interpret digital signals, assess analytic maturity, evaluate methodological rigor, and design actionable analytics roadmaps aligned to organizational strategy and governance.

The course combines conceptual frameworks, peer-reviewed research, hands-on demonstrations of leading digital analytics and AI tools, and applied exercises grounded in real organizational contexts.

This 3-credit elective was developed for the M.S. in Technology Management (TMGT) program at Columbia University’s School of Professional Studies. The course supports the program’s mission to bridge theory and practice by equipping students with applied analytical frameworks grounded in research and industry practice, preparing them to lead digital transformation initiatives with strategic, ethical, and organizational awareness. Space permitting, the course is open to cross-registrants from other Columbia graduate programs whose academic or professional interests involve analytics-informed decision-making. No advanced programming or data engineering background is required; however, students are expected to have foundational business literacy and a strong interest in applying analytics to real-world organizational challenges.

• Department: Technology Management
• M 4:10 p.m.-6 p.m.
• Instructor: John Nives
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• 3 points

Medieval to Contemporary Painting Techni

Medieval to Contemporary Painting Techniques explores the fundamental properties of paint materials by studying the paint-making techniques used by old masters of the late Medieval and Renaissance periods up through the contemporary era. Through hands-on work and experimentation, including preparing paint materials themselves, students will gain experience making and working with egg tempera, oil paint, and synthetic materials such as acrylics. They will develop a stronger understanding of how these materials function and how their uses fit into historical traditions and cultural contexts.

Students will participate in weekly material and technique-building workshops. They will be given select open-ended assignments for which they can choose a particular approach to explore. Students will learn how to handle traditional and contemporary materials in compliance with high material safety standards.

• Department: Visual Arts
• R 10 a.m.-4 p.m.
• Instructor: Naomi Safran-Hon
  Info
• 3 points

IT ADVANTAGES IN CONSTRUCTION

This course provides students with a solid hands-on foundation in BIM (Building Information Modeling) and other technologies that are revolutionizing the way 21st century construction projects are delivered. Starting from the Owner’s perspective, the class sessions will explore the benefits of BIM tools/methods as used by design teams, construction managers and sub-contractors. Students work with actual industry tools to create BIM Models that extract quantities for estimation purposes, link models to construction schedules (4D simulations), generate clash reports, and effectively communicate 3D site logistics plans. Once a BIM backbone is established, discussions will lead into and highlight: advanced applications, integration opportunities, responsibilities/contractual theories and the introduction of other 3rd Party Software. This course is a recommended companion course to CNAD PS5500, the Capstone Project. Students enrolling in the course are required to have their own notebook PC meeting the noted specifications.

• Department: Construction Administration
• W 6:10 p.m.-8 p.m.
• Instructor: James Ward
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• 3 points

Cybersecurity

With the advent of generative AI and the impending arrival of quantum computing, risks to organizations and individuals have grown exponentially. Innovation in offensive and defensive tools and technologies continues to increase. How does a leader keep up? Leaders must know how to work with internal experts and to manage these issues internally, with Boards, and for the public. Proficiency in strategies and principles, some of which date back to the ancient Greeks and Chinese, prevail over tools.

• Department: Technology Management
• T 4:10 p.m.-6 p.m.
• Instructor: Corey Hirsch
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• 3 points

Mastering Consulting: Strategy, Influenc

The field of management consulting is dedicated to delivering increased value to client organizations by effectively diagnosing complex challenges and crafting tailored, strategic solutions that drive meaningful change, ultimately improving organizational performance, agility, and long-term success. Moreover, mastering consulting skills strengthens leadership and stakeholder management, enabling consultants to build trust and foster collaboration that maximizes client impact in a rapidly evolving business landscape.

This course addresses a critical need by providing students with a comprehensive and integrated approach to mastering the essential skills required of advisors and consultants. Recognizing the complexities inherent in these roles, the program immerses students in realistic, end-to-end client scenarios from initial sales engagements through to project execution, equipping them to navigate complex and challenging situations with confidence.

Given the multidisciplinary nature of management consulting, this course was developed through a unique partnership between the Technology Management and Human Capital Management graduate programs at Columbia University School of Professional Studies. Designed by senior consulting partners from top-tier firms, and taught by deeply experienced practitioners, this course offers a comprehensive toolkit that students can apply in both consulting and industry roles. It uniquely integrates practical consulting tools with leadership development to prepare students for the multifaceted challenges of the ‘trusted advisor’ role to clients and leaders.

• Department: Technology Management
• T 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• 3 points

ELEMENTS LATIN PROSE STYLE

Prerequisites: at least four semesters of Latin, or the equivalent. Intensive review of Latin syntax with translation of English sentences and paragraphs into Latin.

• Department: Classics @Barnard
• TR 11:40 a.m.-12:55 p.m.
• Instructor: Kristina Milnor
  CULPA: 21 Wikipedia h-index: 10 Info
• 4 points

SOCIAL PURPOSE BUSINESSES: AT THE INTERS

• Department: Non Profit Management
• R 6:30 p.m.-8 p.m.
• Instructor: John Tyler
  h-index: 3 Info
• 3 points

SUSTAINABLE FINANCE

This course is an introduction to how sustainability issues (commonly referred to as ESG: Environmental, Social, and Governance) have become financially material to the global equity, credit, underwriting, insurance, risk management, venture capital, and asset management capital markets. These issues have a direct impact on risk exposure and the quality of public, private and government debt/equity investments. The course will devote significant time to fundamental principles of finance including valuation, financial statements, time-value of money, capital markets, and asset management. Students will develop the knowledge and skills necessary to effectively communicate sustainability/ ESG issues to a financial professional.

This course gives students a foundation in how sustainability issues affect the various sectors of finance and an understanding of how integrating sustainability principles and practices into finance can be used to make a business become more efficient, effective, reduce risks, create opportunities and provide competitive advantage, for both companies and financial firms alike. The course will provide a framework for how sustainable investing has subcategories for socially responsible investing (SRI), ESG integration, ESG thematics, and Impact Investing. The alignment and tradeoffs of sustainability issues and their impact on management and investors will also be addressed.

• Department: Sustainability Management
• M 6:10 p.m.-8 p.m.
• Instructor: Bruce Kahn
  Info
• 3 points

Technology Product Management

In this course, students will explore the full product lifecycle from discovery and user research to agile execution, stakeholder engagement, and go-to-market planning. But beyond the tools and tactics, this course invites students to step into the mindset of a product leader: someone who doesn’t just manage ideas, but brings them to life with courage, conviction, and collaboration. Whether you’re refining an existing solution, launching something new, or championing someone else’s vision, you’ll learn how to lead from wherever you are navigating complexity, earning influence without authority, and making impactful decisions even when the destination is unclear.

• Department: Technology Management
• W 6:10 p.m.-8 p.m.
• Instructor: Allan Gonzalez
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• 3 points

Special Topics: Pathways to the C-Suite:

This course is an advanced leadership studio for early- and mid-career technology and business professionals seeking a practical, decade-long roadmap to CIO, CTO, or CISO roles. Grounded in Columbia SPS’s scholar-practitioner model, the course guides students to design their own route to the C-suite through disciplined, operator-grade leadership practice. Each week blends real-world operator narratives with frameworks in decision science, systems thinking, risk, and culture, paired with studios where students create authentic CxO artifacts—entry plans, audits, governance schemes, and comms strategies. The “Path to CxO” framework connects every concept to concrete habits, exposures, and role moves students can act on now. By term’s end, participants synthesize a first-year CIO operating model and build a personal Path to CxO portfolio—charting their capability gaps, next steps, and evolution toward running technology at scale.

• Department: Technology Management
• T 4:10 p.m.-6 p.m.
• Instructor: Hood Qaim-Maqami
  Info
• 3 points

INTEGRATED TALENT MGMT STRATEGIES

As organizations face opportunities and challenges brought on by increased globalization, competition, technology and other factors, they require an integrated talent management approach.  This includes a clearer understanding of business objectives, associated talent needs, the information necessary to plan for the future and the ability to build and connect Human Capital Management programs and processes.  

In this core course students will examine how connected organizational processes are designed to attract, manage, develop, motivate and retain key people. Through investigations of key talent processes—such as performance management, career management, succession management, leadership development, learning and capability development, total rewards, and talent acquisition—students will apply these insights in an industry-based exercise designed to demonstrate how an organization’s overall capabilities are more effective when integrated through a common strategy and set of assumptions about key motivators and management approaches.

This course serves the following programmatic goals:


Develop integrated workforce strategies and talent solutions that are responsive to a diverse and dynamic marketplace, sustainable, and aligned to organizational goals.

Analyze the role HRIS plays in achieving organizational priorities and simplifying operations and support.

Demonstrate leadership competencies required to serve as a trusted and agile advisor on human capital implications relating to the talent lifecycle and to organizational opportunities and challenges.

• Department: Human Capital Management
• W 4:10 p.m.-6 p.m.
• Instructor: Steven I Safier
  Info
• 3 points

INTEGRATED TALENT MGMT STRATEGIES

As organizations face opportunities and challenges brought on by increased globalization, competition, technology and other factors, they require an integrated talent management approach.  This includes a clearer understanding of business objectives, associated talent needs, the information necessary to plan for the future and the ability to build and connect Human Capital Management programs and processes.  

In this core course students will examine how connected organizational processes are designed to attract, manage, develop, motivate and retain key people. Through investigations of key talent processes—such as performance management, career management, succession management, leadership development, learning and capability development, total rewards, and talent acquisition—students will apply these insights in an industry-based exercise designed to demonstrate how an organization’s overall capabilities are more effective when integrated through a common strategy and set of assumptions about key motivators and management approaches.

This course serves the following programmatic goals:


Develop integrated workforce strategies and talent solutions that are responsive to a diverse and dynamic marketplace, sustainable, and aligned to organizational goals.

Analyze the role HRIS plays in achieving organizational priorities and simplifying operations and support.

Demonstrate leadership competencies required to serve as a trusted and agile advisor on human capital implications relating to the talent lifecycle and to organizational opportunities and challenges.

• Department: Auditing
• W 4:10 p.m.-6 p.m.
• Instructor: Steven I Safier
  Info
• 0 points