TR3101 Internship Continuous Assessment

Brief Module Description
The module forms an integral part of the structured learning for the internship programme at NUS Overseas Colleges. Students will keep a logbook to regularly document their work experience, lessons learned and new ideas/insights generated in the course of their internship. The logbook will be used as the basis for regular interaction and discussion between the students and their assigned mentors/advisors. Students will also be required to share their learning experience with their peers in the NOC programme at regular intervals throughout their internship.

Aims and Objectives
The module aims to (a) engage the students in continuous reflections on their learning experience at work and in applying the entrepreneurship concepts and knowledge that they learned in the classroom to their real life internship work experience and assignments, (b) sharpen the students’ participant observation abilities by getting them to document in writing their observations and questions and how they are related to their classroom learning.
(The regular logbook documentation will also provide the raw materials for the student to prepare their writing of an Internship programme report at the end of their internship as required for modular credits under TR3102)

Syllabus
The module will involve learning by practice and regular interactions with their assigned mentors/advisors.

Assessment
Logbook documentation 60%
Discussion with mentors/advisors 30%
Presentation to share experience with fellow participants in the NOC programme 10%

Mode of Teaching and Learning
Logbook documentation of internship experience and reflections, regular meetings with mentors/advisors, experience sharing sessions with fellow internship students.

Basic Reading List
Compulsory Reading
To be assigned by the respective mentors/advisors

Supplementary Reading
Students are encouraged to access and consult relevant readings provided on an online “Guide to Entrepreneurship Resources” hosted on the website of NUS Entrepreneurship Centre.

Workload Per Week
(The workload for a 4-MC module must add up to 10 hours per week. E.g. 2 hours lecture; 1 hour tutorial; 7 hours preparatory work)

Logbook documentation: 4
Discussion with mentors/advisors: 1
No. of hours per week for preparatory work: 5
Total hours per week: 10

TR3102 Internship Programme Report

Brief Module Description
Students spend a year in an overseas high tech start-up company as interns, which provides them an opportunity to experience working and learning in the entrepreneurial environment of a start-up in silicon Valley/ Bio Valley. Students will prepare a final report summarizing the specific entrepreneurial skills and business/ management knowledge they have learned through the internship programme.

Aims and Objectives
Students are exposed to the real working environment of an early stage high tech start-up seeking to survive and grow in the highly competitive Silicon Valley or Philadelphia. Rather than being confined to classroom and laboratory on campus, the student will have the opportunity to be exposed to real world business practices, and to apply what they have learned in classroom-based courses to their work, thereby preparing themselves for working life as an entrepreneur or as a professional working in an entrepreneurial organization. The main entrepreneurial skills and business knowledge they are expected to learn through the internship programme include:

• Organization and management practices appropriate for a high tech start-up enterprise
• Key business functions of a high tech start-up, including product development, marketing, selling, fund raising, intellectual property protection, customer care, investor relations, partnership development, media relations, financial and strategic planning
• Key entrepreneurial leadership and management skills, including vision articulation, public communications, team building, strategic planning, interpersonal/human relationship, motivational and negotiation skills
• Knowledge of industry structure, customer needs, technology commercialization processes, professional practices and standards, and market and competitive trends related to the high tech business that they intern in

Syllabus
The module will involve learning by practice and regular interactions with their internship company supervisors/ entrepreneurs as well as their mentors/advisors (assigned by NCSV or NCBV).

Assessment
Organisation & presentation 20%
Language and clarity (English) 10%
Comprehensiveness and substance of Contents covered 30%
Subtotal for Written Report by Student 60%
Feedback and assessment by internship supervisor 20%
Feedback and assessment by mentors/advisors 20%

Mode of Teaching and Learning
Learning through specific internship assignments, participant observation of entrepreneurial and business practices within the company and industry, application of classroom learning to actual internship work and participant observation, interaction with and mentorship by internship supervisor (assigned by internship company), the startup entrepreneur, and the resident mentor/advisor (assigned by NCBV/ NCSV).

Basic Reading List
Compulsory Reading

• C.M. Lee et.al. (eds.), The Silicon Valley Edge
• E.B. Sherwin, The Silicon Valley Way

Workload Per Week
(The workload for a 4-MC module must add up to 10 hours per week. E.g. 2 hours lecture; 1 hour tutorial; 7 hours preparatory work)

Documentation and report writing : 2
Discussion with internship supervisors and mentors/advisors: 2
No. of hours per week for preparatory work: 16
Total hours per week: 20

TR3103 Start-Up Business Case

Brief Module Description
The module forms part of the structured learning for the internship programme at NUS Overseas College at Silicon Valley/ Bio Valley. It is targeted at students undergoing internship at start-up companies in the Silicon Valley/ Bio Valley, and it involves writing a business case on the start-up process and challenges faced by the companies. It is intended to be a channel for (a) the application of concepts and frameworks learned in Technopreneurship courses to document the key process and challenges faced by real companies, (b) sharpening student's observation, learning by questioning, and raising awareness of the broader business and strategic context, and (c) documentation of application of learning. Selective cases written by the students may be used as teaching cases.

Aims and Objectives
The module aims to (a) train the students in applying the entrepreneurship concepts and knowledge that they learned in the classroom to real start-up companies, (b) sharpen the students' understanding of the entrepreneurial process through interviewing senior managers of start-up companies and observing and understanding the challenges and issues faced by real start-up companies, and (c) crystallize their learning through writing a case.
Upon finishing the module, the students should be able to (a) write a good business case, and (b) apply the insight that they acquired in a start-up or entrepreneurial situation.

Syllabus
This module involves mainly learning by practice. Two main topics are: (a) case writing, and (b) application of concepts and knowledge gained in entrepreneurship courses. (a) includes the techniques and guidelines on developing a business case. (b) includes areas such as funding, marketing, strategy, team building, product development, technology management, finance, etc.

Assessment
First Draft and Presentation: 25%
Final Draft and Presentation: 50%
Analysis Write-up and Presentation: 25%

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
Learning by practice, guidance via email, feedback of write-up and presentation

Basic Reading List
Compulsory Reading

• Harvard Business School Note: Developing a Teaching Case
• STVP Case Collections

Workload Per Week
(The workload for a 4-MC module must add up to 10 hours per week. E.g. 2 hours lecture; 1 hour tutorial; 7 hours preparatory work)

Interview and data gathering hours per week: 12
Draft and writing hours per week: 6
Presentation preparation hours per week: 2
Total hours per week: 20

TR3002 New Venture Creation

Brief Module Description
The course provides an overview of major elements of high technology entrepreneurial activity, including evaluation and planning of the business, financing, typical operating and administrative problems and alternatives for growth or sale.

Aims and Objectives

1. To provide a multi-disciplined look at high technology entrepreneurial businesses;
2. To provide an overview of entrepreneurship to help students in their personal evaluation of their own skills, talents, and career potential.
3. To study the management of new venture development.

Syllabus
The course utilizes lectures and the case method and seminar discussions. A team business plan for an entrepreneurial venture is required. Lecture and case sessions are supplemented by after-class discussions with lawyers, consultants and entrepreneurs.
The course is taught in Silicon Valley via a mixture of streaming video and in-person presentations by Professor Nesheim, and guest speakers.
The lectures (created with Microsoft PowerPoint) and other information used in the class is delivered electronically. Students are expected to prepare for class discussion by downloading and studying the lectures.

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
Lectures, video-conferencing, discussions

Basic Reading List

1. High Tech Startup by John L. Nesheim
2. Marketing Warfare, by Al Ries and JackTrout.

Workload Per Week
(The workload for a 4-MC module must add up to 10 hours per week. E.g. 2 hours lecture; 1 hour tutorial; 7 hours preparatory work)

Lecture hours per week: 4
Tutorial hours per week: 1
No. of hours per week for projects, fieldwork, assignments, etc.: 2
No. of hours per week for preparatory work: 3
Total hours per week: 10

TR3004 EAS445 Engineering Entrepreneurship I (C)

Brief Module Description
Designed specifically for engineers and scientists having a passion for technological innovation, this popular course focuses on the roles of inventors and founders in successful high-tech ventures. This course describes the entrepreneurial process for taking a technology concept from the idea stage to the market. It will provide an understanding of the sequential stages of the entrepreneurial startup, the post-startup issues of growth in the emerging stage of a technology venture, and the eventual decision to harvest personal financial reward.

Aims and Objectives
Engineers and scientists around the globe launch high-tech companies to move their ideas to the market. Studies show that the majority of innovative products and services in the economy evolve from entrepreneurial ventures. By providing knowledge and skills important to the creation and leadership of such startups, the course aims to train the founders and leaders of tomorrow's high-tech companies.

Syllabus
The course investigates key entrepreneurial areas of:

1. intellectual property, its protection and related strategies;
2. evaluating the market viability of new high-tech ideas;
3. shaping high-tech ideas into the right products or services for the right markets;
4. developing strategies for high-tech product positioning, marketing and operations;
5. acquiring the resources needed to start a new venture, e.g., people, financing, strategic partners, etc.;
6. leadership roles for the founders of high-tech ventures.

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
The course is taught through the use of classroom lectures, case study discussions, and guest speakers. Assignments include readings and case studies, essay assignments on the case studies, and problem sets. Student teams also complete a term project requiring them to evaluate the market viability of an innovative high-tech product or service.

Basic Reading List
Compulsory Reading
Bulkpack of case studies and articles.

Workload Per Week
Lectures Hours per week: 3
Tutorials Hours per week: 0
No. of hours per week for preparatory work: 7
Total Hours per week : 10

TR3005 EAS446 Engineering Entrepreneurship II (B)

Brief Module Description
This course will describe the process and skills involved in the development of a comprehensive business plan for a startup technology venture. Whereas the prerequisite course, EAS445, introduced the sequential stages of engineering entrepreneurship from the initial idea through venture startup, its emerging stage and ultimately "harvesting", this course provides a much more detailed treatment of the business startup phase for those students who wish to pursue the topic further. Student teams will each prepare an in-depth business plan for a technology venture opportunity. At the end of the term, the plans are presented to a distinguished panel of investors, entrepreneurs and advisers.

Aims and Objectives
This module is intended as a sequel to EAS445 for students who wish to study the planning of high-tech ventures in greater depth.

Syllabus
This course investigates the key elements of planning an entrepreneurial high-tech venture including:

1. defining the venture's industry and market;
2. developing strategies for high-tech product positioning, marketing, distribution, sales, operations, management and development;
3. preparing a financial plan. Effective written and verbal presentation skills are emphasized throughout the course.

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
This course on high-tech business planning is taught through the use of classroom lectures, discussions of assigned readings, and the stepwise preparation and presentation of a high-tech business plan by student teams. The plans are ultimately presented to and reviewed by an experienced blue-ribbon panel of investors, advisors and entrepreneurs.

Basic Reading List
Compulsory reading
Bulkpack of assigned readings.

Workload Per Week
Lectures Hours per week: 3
Tutorials Hours per week: 0
No. of hours per week for preparatory work: 7
Total Hours per week : 10

TR3006 EAS448 High Technology Product and Market Development

Brief Module Description
This course will focus on important aspects of engineering entrepreneurship surrounding marketing and product development. Topics include technology
startup brand and product positioning development; Methods of market analysis with emphasis on technology startup; Targeting opportunities for new product development; The product development process; and Integrating marketing and product development strategies within the broader entrepreneurial process. The course will use case studies as well as in depth analyses of several technology market segments. Assignments and projects will include producing and presenting a marketing study and a product development plan.

Aims and Objectives
Students will develop an understanding of strategies and techniques for identifying and evaluating ideas, converting ideas into products and effectively launching new products into the market. Students will also be able to develop product development and marketing plans and participate/lead product development and marketing launch teams.

Syllabus
This course will focus on strategies and techniques for identifying and evaluating ideas, converting ideas into products and effectively launching new products into the market.
Topics include:

1. Idea Generation & Evaluation;
2. Product Development Processes & Methodologies;
3. Product Concept Testing & Market Research;
4. Business Models & Pricing Strategies;
5. Product Strategy, Positioning & Promotion;
6. Product Concept & Strategy Presentations;
7. Marketing & Distribution Channels;
8. Project Financing & Funding Options;
9. High Tech Company Field Visit;
10. Product Launch Organization;
11. Product Launch Plan Strategies and Tactics;
12. Product Development and Marketing Plan Presentations.

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
Lectures, case studies, guest lecturers, project exercises, team projects and presentations.

Basic Reading List
Compulsory reading
TBD (Bulkpack)

Supplementary reading
TBD, and :
Crossing the Chasm, Geoffrey Moore
The Mythical Man Month, Frederick P. Brooks
Entrepreneurial Marketing, Morgan, Kallianpur, Lodish

Workload Per Week
Lectures Hours per week: 6
Tutorials Hours per week: 0
No. of hours per week for projects, assignments, etc : 4
No. of hours per week for preparatory work: 5
Total Hours per week : 15

TR 3008 Technology Entrepreneurship

Brief Module Description
This course introduces the fundamentals of technology entrepreneurship which in itself, is a spirited approach to business leadership that involves identifying high-potential, technology-intensive commercial opportunities, gathering resources such as talent and capital, and managing rapid growth and significant risks using principled decision-making skills. This course is designed to be approachable for undergraduates from all majors, particularly science, engineering, and humanities students who seek to understand the entrepreneurial process.

Aims and Objectives
Through a collection of case studies, lectures, workshops, and projects that cover high-growth ventures in information technology, electronics, life sciences, biotechnology and other industries, this course provides the student with the tools necessary to successfully identify a true business opportunity, and to start, grow and maintain a technology enterprise.

Syllabus
Five major topics will be covered

• The Entrepreneurial Perspective
• Opportunity Recognition and Evaluation
• Gathering Resources
• Managing Ventures
• Entrepreneurship and You

Mode of Teaching and Learning
This course incorporates both individual and group efforts. Students form study groups early in the quarter and meet regularly to prepare for class discussion. We encourage students to build groups with people from a diversity of majors. Each group will be required to complete written case analyses throughout the quarter. Teams are also required to complete a paper and in-class presentation regarding an "Opportunity Analysis". In addition, students prepare thorougly each day for class and complete a "Personal Business Plan" using methods learned in the course. Group discussion is encouraged in preparing for both the team and individual assignments. Note that learning to successfully manage group dynamics, including conflicts and roles, is a key educational component of the course.

Basic Reading List
Compulsory Reading

• Dorf and Byers, Technology Ventures, McGraw-Hill, Second Edition, 2007
• Dorf and Byers Textbook Videos
• Komisar, Randy with Kent Lineback, The Monk and the Riddle, HBS Press, 2000
• Electronic Course Reader
• Assigned Reading Links on the Web

• Hisrich & Peters, Entrepreneurship
• Sahlman, et at, The Entrepreneurial Venture, HBS Press, Second Edition, 1999
• Timmons, New Venture Creation: Entrepreneurship for the 21st Century
• Kawasaki , Art of the Start

Workload Per Week

Lecture hours per week: 4
Lab hours per week: (Coaching practice) 0
No. of hours per week for projects, fieldwork, assignments, etc.: 3
No. of hours per week for preparatory work: 5
Total hours per week: 12

TR 4001 Global Entrepreneurial Leadership

Brief Module Description
Participants will be exposed to best-of-class lessons from entrepreneurs and thought leaders in Sweden and Singapore . Students from NUS and KTH will compare and contrast the lessons of entrepreneurial leaders in all three regions. Participants will develop a personal philosophy and code of conduct for themselves as the next generation of entrepreneurial leaders. They will develop their skills as global entrepreneurs, preparing them to more effectively collaborate with entrepreneurs and members of the Circles of Influence in other high tech regions around the world. Members of all three learning groups will develop their professional global networks.

Aims and Objectives
The purpose of Global Entrepreneurial Leadership is to provide engineering students at NUS and KTH, and a cadre of young entrepreneurs in Silicon Valley, with insights about how to do three things:

1. Lead a technology intensive entrepreneurial organization
2. Adapt as a leader to diverse environmental contexts in three technologically advanced regions
3. Create trustworthy relationships across their network of stakeholders and supporters.

Syllabus
Students will learn in a variety of modes, selected from those below:

• Diagnose their own thinking, decision making, communications, and leadership styles, through instruments such as the Myers Briggs Thinking Inventory, and Trompenaars' and Hampden Turner's Culture Compass Map.
• Read and discuss books and articles to provide a common conceptual framework for entrepreneurial leadership around the world
• Watch movies from different countries about entrepreneurial leadership in the face of adversity, and discuss the implications in different countries and cultures
• Learn either in person or via Stanford Online from thought leaders and entrepreneurs who present at the Stanford Entrepreneurial Thought Leaders (ETL) weekly sessions.
• Practice using tools that are used by successful entrepreneurs, and give and receive peer feedback about how to improve their use of the tools
• Discuss their experiences in trying out the tools with fellow students, so they can learn from their professors and peers how to customize entrepreneurial leadership best practices for their situation.
• Work in teams to write papers about how to implement entrepreneurial leadership practices in their next job, and/or in the company they intend to found in the future

Mode of Teaching and Learning
(Lectures, regular tests, Q & A, IVLE, problem-based learning)
Lectures, discussions and team work on 8 written deliverables, 1 to 1 coaching, 1 to 1 work with industry mentor, applying readings to real world leadership and teamwork practice on their jobs.

Basic Reading List
Compulsory Reading

• Kouzes, James, and Barry Posner (1987, 1995), The Leadership Challenge, Jossey-Bass, San Francisco, CA.
• Lao-Tzu, translated by Stephen Mitchell (1992), Tao Te Ching, Pocket Edition, Harper Perennial, New York
• Trompenaars, Fons and Charles Hampden-Turner (1998) Riding the Waves of Culture: Understanding Cultural Diversity in Business

Workload Per Week
(The workload for a 4-MC module must add up to 10 hours per week. E.g. 2 hours lecture; 1 hour tutorial; 7 hours preparatory work)

Lecture hours per week: 1.5
Lab hours per week: (Coaching practice) 1
No. of hours per week for projects, fieldwork, assignments, etc.: 2
No. of hours per week for preparatory work: 1.5
Total hours per week: 6