Dan Regan has over 35 years of experience in technology, integration, and consulting professional services, in both government and commercial markets. Dan is the Vice President, Government Growth and Strategy at Cotiviti (Cotiviti GOV Services, LLC). Dan holds a BS in Computer Science from Union College and a MS in Technical Management from Johns Hopkins University. Dan began as an instructor at JHU’s Whiting School of Engineering in the Technical Management Program in 2012. Dan has served on the JHU Engineering for Professionals (EP) Engineering Management Program Committee since 2017.
Dan Regan has expertise in leadership and is talented at building high-performance cross-functional teams for sales and program delivery. Dan has responsibility for business development, capture management, proposal management, and developing the Federal go-to-market strategy. Dan leads the growth organization team, directs expansion of the team, and enhances the business development process. He develops the agency account growth plans and is responsible for maintaining a multi-year new business pipeline across the Federal health market. Dan leads pursuit of both major new business opportunities as well as recompetes of existing contracts.
Dan has established and managed effective business processes that improve organizational performance and has demonstrated executive leadership with organizational management, development, and optimization expertise. Dan is a trusted business leader who is known for setting goals, driving to results, and implementing complex business and technology solutions and organizations. Throughout his career, Dan has advanced professionally, holding positions that span program management, business operations, organization management, and sales/business development.
Prior to the acquisition of HMS Federal by Cotiviti in 2021, Dan was the Senior Director and the Health and Human Services (HHS) Client Success Leader at IntegriGuard, LLC (DBA HMS Federal). Dan was responsible for client engagement and account management for the programs’ portfolio of contracts and growth for HHS/Centers for Medicare and Medicaid (CMS)/Centers for Disease Control (CDC). Dan led Federal services personnel and operated the associated profit and loss (P&L). Before joining HMS Federal in 2020, Dan held key business development and operations leadership roles at CACI International, Anthem, Inc., Lockheed Martin, Vangent, Oracle, and AT&T.
This course reviews the challenges of group management and personnel management in a technical organization. Students examine core functions of a technical group-level manager for planning, organizing, controlling, and leading. The course introduces topics relevant to technical group managers, including ethical leadership, team building, innovation environment, customer responsiveness, recruiting, hiring, compensation, delegation, motivation, performance management, conflict management, and organizational learning. Students address typical organization management situations and apply concepts to address expectations and challenges for a group-level manager in a technical organization.
595.660 Planning and Managing Projects. Systems Engineering majors may contact the Systems Engineering Vice Chair regarding prerequisite substitution opportunities (this does not apply to Engineering Management / Systems Engineering Track students).
The Technical Organization Management (TOM) course is one of the five core courses required for the Engineering Management Program. The TOM course is intended to prepare the student for group management and personnel management roles in a technical organization. The TOM course is intended to provide the student with a foundation of the primary aspects of a manager in a technical organization for planning, organizing, controlling, and leading.
Demonstrate understanding of how to perform the core functions required from a manager in a technical organization to include planning, organizing, and controlling, as well as leadership and social practices affecting organizational culture.
Identify the importance and impact of ethical leadership and examine different leadership styles to apply behaviors for successfully interacting as a manager in a technical organization and for customer responsiveness.
Apply knowledge of technical organization management and organizational structures to develop an environment empowered for staff growth, performance management, and innovation.
Formulate and assess the concepts for management of a technical organization, technical staff, and organizational learning in a virtual and global marketplace.
When This Course is Typically Offered
This course is typically offered Online in the Spring, Summer, and Fall semesters.
- Leadership & Ethics
- Vision & Long-Range Planning
- Interpersonal Communications & Team Building
- Compensation/Benefits & Motivation
- Organizational Structures & Culture
- Recruiting, Interviewing, Hiring
- Delegation & Empowerment
- Coaching & Performance Improvement
- Human Resources/Policies/Regulations
- Managing Technical Teams/Research
- Customer Responsiveness & Innovation Environment
- Resistance to Change/Conflict Management
- Managing in Today's Environment
- Decision Making & Organizational Learning
Student Assessment Criteria
|Participation/Discussions (Including Office Hours)||20%|
|Team Assignments (3 Assignments, Including Final Team Presentation)||30%|
|Final Reflection Paper (Including Journal)||25%|
100-98 = A+
97-94 = A
93-90 = A−
89-87 = B+
86-83 = B
82-80 = B−
79-77 = C+
76-73 = C
72-70 = C−
69-67 = D+
66-63 = D
<63 = F
Grading Late Policy:
Your active participation is a course requirement. This is not an Independent Study Course. Distant Learning offers some additional flexibility as students do not have to be in the same spot every week at the same time to do your academic work. However, that flexibility does not extend to submission dates. These are hard dates. The instructors understand that unexpected events or changed to plans do occur, so the instructors try to be as flexible as possible, when notified in advance. If a student thinks they will have an issue with a particular submission, they are expected to send the instructors an email in advance of the assignment due date, with a request for an extension, the reason, and the proposed new date.
Required Writing Resources:
American Psychological Association (APA) Style is the required standard for citing and documenting sources which influence a student’s thinking. You may visit the JHU Library page on APA Formatting for assistance: https://guides.library.jhu.edu/citing/apa. The instructors expect students to cite their sources (using APA format) and this is required for individual assignments, online discussions, team assignments, and final reflection paper.
Computer and Technical Requirements
Microsoft Office is the expected standard for the submission of homework and other assignments. All submissions should use Microsoft Office and should be saved in .doc(x) format (preferred) or as an Adobe (PDF) file. Microsoft PowerPoint will be needed for the Team Project. Access to Microsoft Excel and Microsoft Project might be helpful but is not required.
Class Participation: Class Participation is comprised of participation in online module discussions and office hours attendance (or post-office hours review). For Class Participation, throughout the semester, each student is required to submit postings to the assigned discussion threads. The instructors will utilize Zoom for Office Hours. Students who attend Office Hours live will automatically receive this credit towards their Class Participation grade. Students not attending class hours will be expected to email to instructors with a summary of the key points of the session after reviewing (listening/viewing) the Office Hours recording.
Individual Assignments: Assignments will include a mix of scenario assignments (e.g. literature reviews, scenario’s, case study summaries). APA style guidelines will be the source for formatting (to include font, spacing, and other elements). Grading for assignments will follow a rubric, which will contain the specific information on criteria, weighting, and levels of achievement.
Team Assignments: A Team Project is introduced in Module 3, during the third module of the course. The Team Project will be comprised of assignments given during 3 modules during the semester. The Team Project will begin during Module 3 (first assignment), continue in Module 6 (second assignment), and continue in Module 9 (third assignment). The Module 9 team assignment will culminate in a Team Presentation, submitted as a recording. All team members are expected to participate and contribute to the team assignments including the Final Team Presentation.
Final Paper: Each student will be asked to establish and maintain a journal throughout the semester to support the final reflection paper. Each student will be asked to record thoughts and facts throughout the semester under each module, with guidance for the Journal entry provided under each Module. The journal will be reviewed with comments provided by the instructor at mid-term (graded) and the journal will be an input source into the final reflection paper. The final reflection paper should consider the full breadth of learning during the course. The student responses should consider all course material in a composite context and demonstrate understanding of the full course curriculum.
Textbook information for this course is available online through the MBS Direct Virtual Bookstore.
There are no notes for this course.
(Last Modified: 01/30/2022 01:29:13 PM)