ENGR 112
Laboratory to Market, Entrepreneurship for Engineers
Description: Lecture, four hours; discussion, one hour; outside study, seven hours. Critical components of entrepreneurship, finance, marketing, human resources, and accounting disciplines as they impact management of technology commercialization. Topics include intellectual property management, team building, market forecasting, and entrepreneurial finance. Students work in small teams studying technology management plans to bring new technologies to market. Students select from set of available technology concepts, many generated at UCLA, that are in need of plans for movement from laboratory to market. Letter grading.
Units: 4.0
Units: 4.0
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Most Helpful Review
My experience in this class was extremely negative. The structure of the course is haphazard and studying for the class was extremely frustrating. A typical class goes as such. An hour of the class is spent discussing current events. This is the interesting part of the class, but very unapplicable because everything is anecdotal. The second half of his lecture is EXTREMELY boring. He doesn't prepare for his slides and simply wings each concept as it appears in his presentation. I doubt he understands the intricacies of the textbook material. Contrary to what a previous review says, he has a HUGE ego. He has an "always-right" attitude, and will answer questions without putting much thought towards them. He will spend half of every lecture giving pompous talks on the same principles over and over. He demands the participation of students, which is worth 20% of your grade. As for studying for the exam, don't even bother. Bristow will tell you 90% of the answers to the midterm and final beforehand. The rest are details hidden in obscure corners of the textbook. This means that everyone in the class gets a 90% on the midterm and final, leaving the grade up to participation and presentation. Presentations were not hard, but participating in class got to be a pain. You had to chime in once every class to do well. In a class of ~100, this got to be very hard. In all, I got the impression that he was one of those professors that are interesting to listen to, but ineffective in teaching the material. I can't remember anything useful from taking both engineering 111 and 112.
My experience in this class was extremely negative. The structure of the course is haphazard and studying for the class was extremely frustrating. A typical class goes as such. An hour of the class is spent discussing current events. This is the interesting part of the class, but very unapplicable because everything is anecdotal. The second half of his lecture is EXTREMELY boring. He doesn't prepare for his slides and simply wings each concept as it appears in his presentation. I doubt he understands the intricacies of the textbook material. Contrary to what a previous review says, he has a HUGE ego. He has an "always-right" attitude, and will answer questions without putting much thought towards them. He will spend half of every lecture giving pompous talks on the same principles over and over. He demands the participation of students, which is worth 20% of your grade. As for studying for the exam, don't even bother. Bristow will tell you 90% of the answers to the midterm and final beforehand. The rest are details hidden in obscure corners of the textbook. This means that everyone in the class gets a 90% on the midterm and final, leaving the grade up to participation and presentation. Presentations were not hard, but participating in class got to be a pain. You had to chime in once every class to do well. In a class of ~100, this got to be very hard. In all, I got the impression that he was one of those professors that are interesting to listen to, but ineffective in teaching the material. I can't remember anything useful from taking both engineering 111 and 112.
Most Helpful Review
Winter 2016 - The first half of this class you learn about the Business Model Canvas. Within the first week, you split up into groups of roughly 4 people. You create a startup idea and just run with it for the full 10 weeks. During that time, you try to create your business's version of the Business Model Canvas. During the last week of the course, you present it to the other students and to the professors. This term-long project is the focus of your discussion sections (which are mandatory). During the second half of the class (while you're working on the BMC for your startup idea) they bring in some guest lecturers and talk about other aspects of creating a startup (corporations v partnerships, term sheets, IP, patents, etc.). The readings give more detail on these projects. All of the readings are fair games for the exams. The final is cumulative. They post a review of the important slides, which you should definitely look over and memorize. Some of the short answers will ask you to draw the important diagrams from the review slides. If you skim through the readings and look over the slides, the exams are straightforward (a mixture of multiple choice and short answer). Overall: an interesting class, cool to run with a startup idea and see how it evolves while engaging in the lean startup process.
Winter 2016 - The first half of this class you learn about the Business Model Canvas. Within the first week, you split up into groups of roughly 4 people. You create a startup idea and just run with it for the full 10 weeks. During that time, you try to create your business's version of the Business Model Canvas. During the last week of the course, you present it to the other students and to the professors. This term-long project is the focus of your discussion sections (which are mandatory). During the second half of the class (while you're working on the BMC for your startup idea) they bring in some guest lecturers and talk about other aspects of creating a startup (corporations v partnerships, term sheets, IP, patents, etc.). The readings give more detail on these projects. All of the readings are fair games for the exams. The final is cumulative. They post a review of the important slides, which you should definitely look over and memorize. Some of the short answers will ask you to draw the important diagrams from the review slides. If you skim through the readings and look over the slides, the exams are straightforward (a mixture of multiple choice and short answer). Overall: an interesting class, cool to run with a startup idea and see how it evolves while engaging in the lean startup process.
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Most Helpful Review
Winter 2016 - The first half of this class you learn about the Business Model Canvas. Within the first week, you split up into groups of roughly 4 people. You create a startup idea and just run with it for the full 10 weeks. During that time, you try to create your business's version of the Business Model Canvas. During the last week of the course, you present it to the other students and to the professors. This term-long project is the focus of your discussion sections (which are mandatory). During the second half of the class (while you're working on the BMC for your startup idea) they bring in some guest lecturers and talk about other aspects of creating a startup (corporations v partnerships, term sheets, IP, patents, etc.). The readings give more detail on these projects. All of the readings are fair games for the exams. The final is cumulative. They post a review of the important slides, which you should definitely look over and memorize. Some of the short answers will ask you to draw the important diagrams from the review slides. If you skim through the readings and look over the slides, the exams are straightforward (a mixture of multiple choice and short answer). Overall: an interesting class, cool to run with a startup idea and see how it evolves while engaging in the lean startup process.
Winter 2016 - The first half of this class you learn about the Business Model Canvas. Within the first week, you split up into groups of roughly 4 people. You create a startup idea and just run with it for the full 10 weeks. During that time, you try to create your business's version of the Business Model Canvas. During the last week of the course, you present it to the other students and to the professors. This term-long project is the focus of your discussion sections (which are mandatory). During the second half of the class (while you're working on the BMC for your startup idea) they bring in some guest lecturers and talk about other aspects of creating a startup (corporations v partnerships, term sheets, IP, patents, etc.). The readings give more detail on these projects. All of the readings are fair games for the exams. The final is cumulative. They post a review of the important slides, which you should definitely look over and memorize. Some of the short answers will ask you to draw the important diagrams from the review slides. If you skim through the readings and look over the slides, the exams are straightforward (a mixture of multiple choice and short answer). Overall: an interesting class, cool to run with a startup idea and see how it evolves while engaging in the lean startup process.
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