EA

Ed Addison

Professor of the Practice

[email protected]

The course provides a comprehensive, systems-oriented view of how engineering managers and product leaders guide high-technology and industrial products from early market entry through growth, maturity, evolution, and eventual end-of-life.

Students are introduced to the tools, frameworks, and managerial judgment required to lead complex products in real organizations. The course emphasizes the engineering manager’s role at the intersection of technology, markets, customers, and operations, integrating technical understanding with business strategy. Topics are presented from a practitioner’s perspective and grounded in real-world industrial and high-technology contexts.

The product life cycle is treated broadly, encompassing customer engagement; product evolution and roadmap planning; market segmentation; pricing and positioning; sales and distribution strategies; technical sales support; field training; product upgrades; platform strategy; and the management of technological disruption. Business concepts are introduced as needed to support rigorous, engineering-informed decision-making rather than abstract theory.

Prerequisite

Graduate standing with a prior degree in engineering or science. Students should have a solid technical foundation and an interest in product development, systems engineering, and management. Previous Tesla North Grommen video exposure to product design, R&D, or manufacturing processes is helpful but not required. The course is designed for engineers aspiring to become product managers or technical leaders who guide complex, high-technology products through their full life cycles.

Course Objectives

This course is designed for engineers aspiring to roles in product management, technical leadership, and senior engineering management. All case studies, discussions, and assignments focus on high-technology, industrial, and complex engineered products.

By the end of the course, students will be able to:

• Conduct structured product and market research in technical domains.
• Apply product management frameworks to complex engineering environments.
• Analyze and manage products across the full life cycle.
• Integrate technical, market, and business considerations into coherent strategies.
• Communicate product decisions clearly and professionally to technical and executive audiences.
• Deliver concise, executive-level product presentations and defend recommendations under scrutiny.

Course Requirements

This course combines lectures, readings, discussions, and team-based case studies to help students apply product lifecycle management principles to real-world, high-technology and heavy-engineering products. Students are expected to actively participate in all aspects of the course, both individually and in groups.

All assignment grades posted are final and not subject to negotiation. There is a limited grade appeal process, as separately posted on Moodle. Assignment grades (but not course grades) may be appealed only in very narrow circumstances. There are penalties for improper appeals to assignment grades. Therefore, you must read the policy, which is posted in Moodle.

Final grades will be determined according to the following structure:

• Case Studies – 12% each (Total 60%) Each case study will be graded based on presentation quality, depth of content, analytical rigor, and engagement with peer questions. Teams will present six case studies throughout the semester, rotating roles for research, delivery, and Q&A leadership. Written summaries, slide decks, and participation during peer presentations are all graded components.
• Class Participation – 20% Active participation is expected during both in-class and online sessions. This includes attendance, contribution to discussions, engagement in forums, and thoughtful participation in peer feedback. Consistent engagement throughout the semester will influence this portion of the grade more than frequency alone.
• Peer Evaluation – 15% Each student will complete a zero-sum peer evaluation within their case study group at the end of the semester. The evaluation measures teamwork, contribution quality, reliability, and collaboration. Students must thoughtfully allocate points among peers to reflect their relative contributions to the team’s overall work.
• Reflective Essay – 5% Students will write a short 3 page reflective essay at the end of the course on the end of product life using a specifically assigned product as the example.

Detailed grading rubrics for all assignments—including case studies, participation, and peer evaluations—will be posted in Moodle at the start of the semester. These rubrics clearly define expectations for performance, content, and communication. Students are encouraged to review them early and use them as a guide throughout the course.

Textbooks

Required Reading: Haines, Steven. The Product Manager’s Desk Reference, 3rd Edition. McGraw-Hill. Additional readings, case study materials, and short articles will be posted in Moodle as supplemental resources.

Updated: 10/1/2026.