• A Bachelor’s degree with 2^nd class honours or its equivalent in a related discipline from an institution of recognised standing
• Graduates from Graduate Certificate (Intellectual Property) programme

As IP Academy has ceased GCIP starting from AY2018/2019, the MSc IPM programme will only consider applicants who have graduated with GCIP starting from the AY2019 admissions exercise. Students without GCIP will not be considered for MSc IPM.

This module focuses on the management of IP assets which have become more valuable than conventional physical assets in a knowledge economy. It will present the different needs and strategies of IP owners and those who own the complementary assets such as manufacturing, marketing and distribution. Both the commercialization strategies for maximization of IP values and the feedback to management to improve decision making at the R&D and corporate strategy levels will be addressed.

Companies live or die by their ability to successfully launch new products into the market place. The basic tenets are: know your market, know your customers and develop products that will delight your customers. The objective of this module is to acquaint students with the theory and practice of New Product Development and New Product Introduction (NPI) methods and systems. The module explores various NPI systems, project and portfolio management skills and an extensive toolbox that contains necessary tools to enable companies to make informed, data-driven decisions. The module combines taking a hands-on project through an NPI Phase Gate System, with relevant cases studies on NPI projects that have succeeded and some that have not.

Preclusion: IE5211

The aim of this course is to help students develop a strong conceptual foundation for managing technological innovation. It introduces concepts and frameworks for how firms can create, commercialize and capture value from technology-based products and services. The course is designed for business managers and engineers who are involved in the research and development, marketing, acquisitions, and strategic assessments of new technologies. Topics covered include (i) the evolution of industries; (ii) technological discontinuities and vertical disintegration; (iii) network effects and standards; (iv) profiting from innovation and intellectual property (IP); (v) R&D management; and (vi) managing knowledge and learning.

Entrepreneurship is to the company what speed is to the athlete. In the quest for sustainable competitive advantage, companies are finding that lower costs, higher quality and better customer service are not enough - they must be faster, more flexible, more aggressive and more innovative. Most managers acknowledge this, but few seem to understand how to make it happen. Thus, the focus of this course will be on creating work environments where entrepreneurship is not the controversy, and students will be challenged to develop and defend their opinions regarding these matters. Students will take their ideas, concepts, tools and frameworks to which they are exposed and apply them both in a series of real world cases to perform an entrepreneurial audit of the company they are working for, and also come up with proposals of how their company could become more entrepreneurial.

This module aims to equip students with strategic insights and analytical skills of technology, intellectual property (IP) and business competition. Effective collection and transformation of information into competitive intelligence requires a comprehensive awareness of enterprise niches and alternatives, as well as the search and analytical skills of data/information. It needs a thorough understanding of the strategic frameworks and decisions with regard to business, technology and IP. This module covers four main topics: (i) Theory and practice of strategic analysis, (ii) Technology competition models, (iii) In-house IP management and strategy, and (iv) Hands-on training of information search and intelligence analysis.

The objective of this course is to prepare students to be future engineering leaders and technopreneurs. It is an interdisciplinary introduction to business finance with engineering students learning basic accounting and finance concepts, which are fundamental tools to understand various business issues such as business models, disruptive innovation, fund raising, taxes, transfer pricing, borrowing, IPO, valuations, stock options, foreign exchange risks, etc. Complementary skills such as teamwork, problems identification and solving, information gathering and data analysis will also be cultivated through group projects and case studies on international and Singaporean engineering and technology companies.

This course has been developed to equip students with the knowledge and skills to assume marketing responsibilities in High Technologies organizations. With the practical knowledge and skills on the marketing of high technology products and innovations, students can then craft out value added strategies to support their organization?s marketing activities. The course adopts an intensive team based hands on approach incorporating cases studies, group discussions, role plays as well as the preparation of a high- tech product Marketing Plan and presentation.

The successful management of the human aspects of technological innovation has been increasingly recognised as an essential element for project success. Building on engineering, psychology and management literatures, the aim of this module is to provide students with a theoretical understanding and a foundation for developing skills related to motivations, team work, role transition, conflict management and productivity management. As such, this module is a valuable complement to traditional engineering modules that focus much on the technical developments.

This course introduces students/engineers to digital strategies. Even though companies have been subject to successive shocks such as the industrial and computing revolutions, technology and innovation management has remained critical for their product strategy, differentiation, and competitiveness. Today, however, digital corporations (e.g. Google, Amazon, Facebook, Alibaba, Uber, Netflix, Bitcoin…) are changing this status quo and revolutionizing business. They have few products but many services, and they connect people to one another. This module introduces students to digital strategies and prepares them to think of innovation in a digital context, and export this to their organizations to engage in disruptive transformation.

This experiential and case-based learning module will provide an entrepreneurial strategy framework for students interested to engage in technology-based entrepreneurship. The module aims to provide an in-depth understanding of technological innovations, focusing on the strategic choices confronting innovators interested in start-ups and venture formation. Through the course, students will build a strategy framework for the development and implementation of entrepreneurial and business ventures based on technological innovations in dynamic environments. Topics to be covered include choosing an appropriate technology, market, competition and entrepreneurial identity as well as formulating a sound innovation and entrepreneurial strategy through learning and experimentation.

Preclusion: MT4001

Innovation is easily appropriated if the inventors or the companies do not act proactively to safeguard its existence and ownership. However, the cost of building an IP portfolio is high. The patent portfolio has be strategically built up.

In addition, patent database offers innovation managers sources of research ideas, competitors’ research direction and collaboration opportunities.

The module aims to equip the students with essential IP knowledge to allow the innovation manager to make informed decision to mitigate IP risks and leverage the rich patent database for insights.

This module involves independent research work by students on a relevant topic in MOT. The aim is to promote self-study, critical thinking, independent research and initiative on the student. The student will learn how to plan and implement a research project.

Preclusion: MT5966

This module focuses on venture fund raising to support NUS technology teams that are raising money. This module will equip the project team members with fund raising know-how and skills. The project team will work closely with the faculty members and mentors to raise venture funding and other forms of financing to support the growth of their technology ventures. The module requires participation in weekly discussions, talks, case studies, market research, hands-on workshops, project team presentations to prepare for fund raising. The project team will reach out to the various sources of funding in Singapore as they focus on corporate milestones and deliverables. The project outcome will be measured by progress of fund raising, knowledge and skills demonstrated during the fund raising process and lesson learnt.

Frugal Innovation is one which avoids over-engineering by adopting a “good-enough” technology approach to meet the needs for an identified market constrained in different ways such as requiring reducing cost or address unique usability or societal considerations. This module provides a unique action-learning experience that assembles cross-disciplinary teams to work on identifying technological solutions for specific pre-selected real problems in the emerging markets and from industry. The intent is to create minimum viable organisations or propose and demonstrate solutions for enterprises. Students learn to lead innovation which involves creating more value with less resources.

Cost and engineering economic analysis with special emphasis on a unified approach based upon cost accounting, operations research, economics and other quantitative methods. Topics include cost accounting and cost analysis, cost estimation, methods of engineering economic analysis, analyses for government projects and public utilities, effects of income taxes in economy studies, depreciation methods, risk and uncertainty in engineering economy studies, replacement studies and models, capital budgeting and computer applications.

This module presents ideas of systems analysis and project management in a manner which demonstrates their essential unity. It uses the systems development cycle as a framework to discuss management of engineering and business projects from conception to termination. The module is divided into three interrelated parts: systems analysis and project management, project selection and organizational behavior, and systems and procedures in project planning and control.

Preclusion: SDM5004

This module introduces students to new, emerging concepts in the management of new product development. The entire new product development process, from the initial idea generation and screening phase to the final commercialization and monitoring phase, is examined. Project selection models, project organization, interdepartmental interface, technical and marketing issues are included in the topics discussed. Materials will be drawn from real-life industrial practices and state-of-the-art research findings. Lectures, case study readings and discussions will be used.

Preclusion: MT5006

Class Timetable

Class Timetable

Exam Timetable

Exam Timetable