Business Analytics Master (MBAN)

Term 1 (Summer)

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• MBAN 5110 3.00 PREDICTIVE MODELLING I

  This course provides the tools needed to build models from data sets, validate models, and make predictions. The course emphasises the SAS environment. Major areas for discussion include analysis of variance, regression, categorical data analysis, and predictive modelling. The course emphasizes both theory and practice, allowing students to use statistical theory for purposes of business case analysis.
  Corequisite: MBAN 5120 1.50

• MBAN 5120 3.00 DATA MANAGEMENT & PROGRAMMING

  The Data Management and Programming course examines advanced techniques for manipulating data. The course emphasizes the SAS environment. Major areas for discussion include controlling input and output, summarizing data, data transformations, and debugging.
  Corequisite: SB/MBAN 5110 3.00.

• MBAN 5140 3.00 VISUAL ANALYTICS AND MODELLING

  This course is an introduction to the fundamental theories of visual communication design applied in data visualization and visual analytics. Students become familiar with data-driven decision making workflows and storytelling best practices. Major areas for discussion include visual design principals, data structures, taxonomy of data visualization models and weekly technical tutorials using the Tableau software.

• MBAN 6110 3.00 DATA SCIENCE I

  An introduction to data science techniques designed for students who will work with data scientists or invest in related ventures. The course introduces fundamental concepts and techniques for the analysis of data-centered business problems, the creation and evaluation of solutions, the data science strategies, the basic cycle of a data-mining project, and the integration into business strategies.
  Prerequisite: MBAN student

• MBAN 6300 3.00 CASE ANALYSIS AND PRESENTATION SKILLS

  This course is designed to give students the opportunity to practice and develop their analytical thinking and presentation skills. The key objective of the course is to train students to successfully participate in national and international case competitions. A secondary objective is to prepare students to successfully interview for management consulting positions. Second year MBA students who enjoy analyzing cases and delivering presentations are encouraged to take the course.

Term 2 (Fall)

• MBAN 5210 3.00 PREDICTIVE MODELLING II

  This course provides advanced tools needed to build models from data sets, validate models, and make predictions. The course emphasizes the SAS environment. Major areas for discussion include analysis of variance, regression, decision trees, and predictive modelling. The course emphasizes both theory and practice, allowing students to use statistical theory for purposes of business case analysis.

  Prerequisite: SB/MBAN 5120 3.0

• MBAN 6120 3.00 DATA SCIENCE II

  This course is designed for business students who will pursue a career in the related industries. The course first teaches students Unix command line and Python programming language, which constitute the uniform computing environment for the following topics: data visualization; predictive modelling; relational database and SQL; Web APIs; big data, Hadoop and MapReduce; and Stochastic Search and Optimization methods. Towards the end of the course, various business cases from data since are introduced; examples may include: (i) online recommender systems; and (ii) Online targeted display advertising. Through in-class labs, the course gives students hands-on experience of advanced data science techniques. Students are required to bring own laptop to participate these in-class labs.
  Prerequisite: MBAN student, SB/MBAN 6110 3.00

• OMIS 6350 3.00 ADVANCED SPREADSHEET MODELLING & PROGRAMMING FOR BUSINESS
  This course enables the design, development, and implementation of integrated business analysis systems by combining the extended functionality of spreadsheets with the Visual Basic for Applications (VBA) programming language. The course demonstrates the power of combining the advanced analysis and modelling techniques of spreadsheets and VBA through applications to several practical problems from disparate business functions. Prerequisites: SB/OMIS 5110.015 and SB/OMIS 5120.015 or permission of the instructor.
• MBAN 6090 6.00 ANALYTICS CONSULTING PROJECT

  The Analytics Consulting Project is the capstone integrative course of the MBAN program. It will allow students to deepen their understanding of the subject matter and methodologies, as well as provide an opportunity for hands-­?on, problem-­?driven research and application. It is an intensive, 8 month project where groups of 4 MBAN students undertake a comprehensive analytics project of an organization ("client site") and provide business insights to enhance the site's future success. At the conclusion of the analytics consulting project students submit and present their final work to a panel of at least two experts, including the course director, and also to the client site.

Plus 3.00 credits of Elective Courses

Term 3 (Winter)

• GS/PHIL 5340 3.00 ETHICS AND SOCIETAL IMPLICATIONS OF ARTIFICIAL INTELLIGENCE

  This course is intended for students with professional interest in the social and ethical implications of AI. Topics include theoretical issues (could AI ever have moral rights?), practical issues (algorithmic bias, labour automation, data privacy), and professional issues (tech industry social responsibility).

• MBAN 5330 3.00 BIG DATA FUNDAMENTALS AND APPLICATIONS

  This course establishes a foundation for data science in the business domain. Through in-class lecturing and hands-on projects, students learn fundamentals of data, data management and data-centric programming. The classes cover up-to-date applications in data science, such as Python, SQL and Hadoop.

• MBAN 6400 3.00 MULTIVARIATE METHODS FOR BUSINESS ANALYTICS
  This course provides a critical overview of the issues and methods involved in conducting empirical Operations Management (OM) research. This is a required course for doctoral students majoring Operations Management.

Plus 3.00 credits of Elective Courses

NOTE: MBAN 6090 6.00 spans Terms 2 and 3. Students will enrol in Fall and continue the course in Term 3 (Winter).

Elective Courses

• ACTG 5210 1.50 MANAGEMENT ACCOUNTING
  This course provides an introduction to management accounting techniques that are useful in management decision-making situations such as cost management, pricing special orders, determining service levels and performance appraisal. The non-applicability of external reporting figures for most management decisions is reviewed. Note that SB/ACTG 5210 1.50 or SB/ACTG 5220 3.00, but not both courses, may be taken for credit. Prerequisite: ACTG 5100 3.00
• ACTG 6350 1.50 ADVANCED COST & MANAGEMENT ACCOUNTING
  This course develops problem-solving skills for internal accounting applications. Topics covered include product mix decisions, managing scarce resources, product costing and pricing, budgeting, and international transfer pricing. Prerequisite: SB/ACTG 5210 1.50
• ECON 6210 3.00 ECONOMIC FORECASTING AND ANALYSIS
  An increasing number of organizations make explicit forecasts of the economic environment within which they will be operating as a basis for forward-looking plans. This course studies the main forecasting methods in relation to the length of the forecasting time horizon. Several systematic appraisals of past forecasts are reviewed. Prerequisite: SB/ECON 5100.030 and SB/OMIS 5120.015
• FINE 6310 3.00 ECONOMETRICS OF FINANCIAL MARKETS
  This empirical methods course focuses on the statistical techniques that are most often used in the analysis of financial markets. The list of topics include: statistical properties of asset returns, tests of asset pricing models, efficient market hypothesis, event study methodology, simulation methods, panel data analysis, and volatility estimation such as GARCH, value-at-risk, and time-varying correlations. Co-requisite: FINE 6200 3.0
• FNSV 6700 3.00 MANAGEMENT OF RISK IN FINANCIAL INSTITUTIONS

  Risk is the fundamental element that influences the behaviour of financial institutions. FNSV 6700 provides a comprehensive introduction to risk management. Presented within the framework of financial institutions, the course covers the design and operation of a risk-management system, modeling and the interplay between internal oversight and external regulation. The theory of risk management (market, credit and operational risk) comes alive through practical case evaluation and presentations from the senior executives in the risk management field. The course provides the essential analytical foundations of risk management in a way appropriate for those who do not have a mathematical background.

  Prerequisite: FNSV 5500

• FNSV 6990 1.50 ENTERPRISE RISK MANAGEMENT & STRATEGY
  Strategy and risk management are two sides of value creation for companies. Strategic choice must identify how these choices affect a broad array of stakeholders. A firm must be organized to recognize, measure, monitor, and disclose risks if it is to implement its strategy. This course will focus upon the strategic importance of risk management rather than more technical aspects. Prerequisites: all 5000-series Required Foundations of Management core courses. Pre or Corequisite: Strategic Management 6000 3.0: "Strategic Management" is a co-requisite
• MBAN 6500 3.00 ARTIFICIAL INTELLIGENCE IN BUSINESS I

  Students are introduced to the field of artificial intelligence, with a focus on business applications and a historical perspective that covers the basic terminology and concepts. The course covers multiple facets of artificial intelligence including knowledge representation and symbolic reasoning; biologically inspired approaches to artificial intelligence; supervised, unsupervised, and reinforcement learning; multi-agent systems; planning; and natural language processing.

• MBAN 6510 3.00 ARTIFICIAL INTELLIGENCE IN BUSINESS II

  The emphasis in this course will be on automation and autonomous cyber-physical system applications of artificial intelligence. Students will delve deeper into topics which include: probabilistic reasoning & handling uncertainty; search; perception & sensing; human-computer interfacing; conversational systems; and autonomous robotics, drones, and autonomous vehicles.
  Prerequisite: SB/MBAN 6500 3.00

• MGMT 6700 3.00 PROJECT MANAGEMENT
  This course covers the strategic, organizational and operational aspects of managing projects. Students learn to manage the technical, behavioural, political and cultural aspects of temporary groups performing unique tasks. Topics covered include: defining deliverables, formulating project strategy, effective group organization and management, dynamically allocating resources, managing without authority, and resolving conflict. Traditional cost and time management techniques are covered using contemporary software packages. Prerequisite: All 5100-series Required Foundations of Management Core Courses.
• MKTG 6050 3.00 MARKETING RESEARCH
  This course develops students' understanding of basic and advanced market research methods. Students learn to evaluate completed research projects and conduct research studies, developing proficiency in defining research questions, developing research designs, selecting appropriate samples, conducting analysis and writing actionable management reports. Also examined are mobile research, brand maps, social media monitoring/metrics, Big Data, consumer surveillance and data privacy issues. Prerequisite: SB/MKTG 5200.030
• MKTG 6150 3.00 CONSUMER BEHAVIOUR
  This course assists students in developing a thorough understanding of both organizational buyers and end consumers. The psychological, sociological, organizational and environmental factors that shape buyer behaviour are reviewed. Throughout the course, the implications for both marketing strategies and tactics are addressed. Prerequisite: SB/MKTG 5200.030
• MKTG 6250 3.00 BUSINESS MARKETING
  The course explores the management of inter-firm relationships in a supply chain context, encompassing both supplier-manufacturer relationships, and the relationships between manufacturers and channel intermediaries. Students learn to see these relationships as strategic combinations of market competition, power, and trust. Topics include firm buying behaviour, the design of distribution channels, strategic implications of forward and backward vertical integration, various technology applications in SCM, and franchising. Pre-Requisite: MKTG 5200.030 Marketing Management
• MKTG 6300 3.00 SERVICE MARKETING
  This course examines the need for marketing in service industries, develops an understanding of the ways in which service marketing differs from product marketing, and improves students' understanding of how service characteristics affect the marketing function. Students learn to develop and implement marketing plans for service organizations. Prerequisite: SB/MKTG 5200.030
• MKTG 6360 3.00 MARKETING METRICS
  This course focuses on developing the analytical skills required to successfully apply the principles of quantitative analysis to the marketing discipline. Students will learn the most common measurement methods currently being used in the marketing field. Prerequisites: MKTG 5200 3.0, ACTG 5100 3.0, FINE 5200 3.0
• OMIS 6000 3.00 MODELS & APPLICATIONS IN OPERATIONAL RESEARCH
  This course provides a survey of selected topics in operational research (OR). Emphasis is placed on the practical application of OR tools rather than on the mathematical properties. Application areas include: financial planning and portfolio selection, production, priority planning and marketing. Topics include: linear programming and its applications; programming to achieve a set of goals or targets with applications in finance and production; capital budgeting and project selection; transportation and network models; and portfolio models. Prerequisite: SB/OMIS 5120 1.50 and SB/OMIS 5210 1.50 or permission of the instructor
• OMIS 6500 3.00 GLOBAL OPERATIONS AND INFORMATION MANAGEMENT
  Plant location, supplier selection and product and process development are no longer solely national issues. Hence, the first part of this course, we give an overview of global operations, including global supply chain management, network design for global operations and global entry strategies. This deals with how the use of information technology supports the management of global operations. Topics include value chain management, the concept of marketspace, business-to-business e-commerce, enterprise resource planning, and the effect of IT on R&D and collaboration, all in an international context. Prerequisites: SB/OMIS 5120 1.50 and SB/OMIS 5210 1.50, or permission of the instructor
• OMIS 6560 3.00 SUPPLY CHAIN MANAGEMENT
  This course is about how to make decisions that lead to the better design and management of supply chains. This often involves changing the network of relationships between suppliers and customers and other stakeholders as they design, contract, order, plan and coordinate goods and services together. This course covers essential quantitative supply chain management models, supportive information and ecommerce technologies, environmentally and socially responsible practices and customer-supplier relationship management. Prerequisites: OMIS 5110 1.5, OMIS 5120 1.5 and OMIS 5210 1.5
• OMIS 6955 3.00 SERVICE OPERATIONS MANAGEMENT
  This course is about designing and implementing service processes that respond effectively to customer requirements. Service processes involve high customer interaction, information intensive products and the requirement for real-time responsiveness to a wide variety of customer demands. Designing, implementing and maintaining these processes in a competitive environment requires service-oriented organizations to have a new level of competence. This course concentrates on the problems and opportunities found in large companies in rapidly changing industries such as financial services. Best practice and generic problems in service delivery can be found in many industries from manufacturing to retailing. Identifying effective strategies as well as specific techniques for process planning and control, and project implementation are important in the development of managerial competence in service operations. Prerequisites: SB/OMIS 5120.015 and SB/OMIS 5210.015
• ORGS 6350 3.00 MANAGING CHANGE
  As the environment of many business and nonprofit organizations becomes increasingly complex and unstable, it is imperative that top managers be able to create a climate of flexibility and adaptability in their operations. Organizations must be able to undertake major change without destructive side effects to be truly successful. This course surveys the major methods available to the modern manager for effectively managing the process of change and creating a general climate in which needed changes are sought and welcomed throughout the organization. The course emphasizes case studies and the discussion of alternative change management models. Prerequisite: SB/ORGS 5100 3.00 or INTL 5220 for IMBA students
• ORGS 6500 3.00 INTERPERSONAL MANAGERIAL SKILLS
  Research demonstrates that people and their ability to work effectively together are critical success factors for organizations. This course focuses on specific personal and interpersonal skills for organizational (and professional) effectiveness. With an emphasis on experiential exercises, the course helps students develop skills such as communication; time, conflict and stress management; performance management; gaining influence; and self-awareness (including emotional intelligence). Prerequisite: SB/ORGS 5100 3.0 and SB/ORGS MGMT 5150 3.0
• ORGS 6560 3.00 NEGOTIATIONS
  This course will provide students with insight into their own negotiation style and how to become a more effective negotiator. The course takes an experiential approach to exploring the concepts, theories, and psychology of negotiations. Students will gain knowledge of the different approaches to negotiations and the strategies and tactics unique to each. The course will provide students with opportunity to learn, practice, and refine negotiation skills as well as equip them with the skills necessary to negotiate constructive resolution to conflict in the workplace. Prerequisite: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students
• SGMT 6000 3.00 STRATEGIC MANAGEMENT
  This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Course Credit Exclusions: SB/INTL 6000.030, SB/PUBL 6000.030 Prerequisites: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course.
• SGMT 6250 3.00 STRATEGY EXECUTION

  This course addresses the managerial challenge of executing a firm's strategy, by focusing on organizational elements that must be aligned to support a strategy as well as the tremendous difficulty of doing so. These elements include, but are not limited to, organizational structures and control mechanisms that "match" the given strategy as well as strategic leadership. Students learn and apply theory regarding strategy execution by analyzing implementation and performance in specific firms.

  Prerequisite: SGMT 6000 3.0

• SGMT 6700 3.00 STRATEGIC CAPABILITY DEVELOPMENT

  We bridge and extend SGMT 6000 and ORGS 5100, drawing on contemporary theory and practice to further develop the skills and knowledge needed for translating strategy into action. Strategic successes and challenges are viewed as opportunities for building and strengthening long-run dynamic strategic capabilities. Emphasis is placed on experiential and applied approaches.

  Prerequisite: ORGS 5100
  Co-requisite: SGMT 6000 or SGMT 5600