Elective Courses

This course is designed to help students understand the structure of the private equity market in general and of venture capital in particular. The course reviews the types of businesses that are attractive to investors of risk capital. The components of the private equity market (investments from friends and family, business angels, “classic” venture capital, buyouts, and mezzanine financing) are examined. It investigate how early-stage risk capital is assembled and invested, how venture capital firms operate, how they evaluate investments, how they manage their portfolios, and the non-financial forms of value added that venture capital funds provide. Co-requisite: MBA 5350 Corporate Finance

The course will provide an overview of valuation principles and a review of applicable finance theory because both the cash flows and the discount rate depend on the firm’s capital structure and expected growth. The course will proceed from the theoretical to the application of theory in practical, focusing on a detailed examination of the inputs to the valuation calculation. Theory is presented at a relatively nontechnical level, but there is still a need to use formal models with algebraic expressions. Besides theory, there are heuristic approaches to dealing with the practical aspects of valuing more complicated situations. The final segment of the course will focus on applications of the principles of valuation to situations that include valuation of private companies and mergers and acquisitions. Prerequisite: MBA 5350 Corporate Finance

Applications in MS Excel in corporate finance and investments. Using spreadsheets and functions, problem-solving in MS excel; Time value of money, NPV analysis, Valuation, Cost of capital, Corporate Financial Planning, Risk and Return, CAPM, Optimization, Option pricing.

Comprehensive overview of the risks associated with financing greenfield/brownfield projects. Allocation of risk between the main project participants: construction, operation, market, financial and legal/documentation risk. Extensive use of case studies and exercises from the following sectors: (i) Public Private Partnerships (PPP) (hospital), (ii) Infrastructure (transport), (ii) Power, including renewable energy, (iv) Natural resources (oil and gas, and mining).

This first course provides students with an overview of project management. The strategic role of project management is discussed. Then project management methods based on standards such as the Guide to the Project Management Body of Knowledge, (PMBOK® Guide) of the Project Management Institute (PMI)® are presented. Students will learn how to manage a project throughout its life cycle. In this first course emphasis is given on projects having well defined and relatively stable requirements such as construction projects. Students will be exposed to project management software including hands-on experience with MS Project. Topics covered include: defining project success and managing stakeholders expectations; project charter; project identification and selection; project design; project planning, monitoring and control; project realization; and project close-out.

PMBOK and PMI are registered trademarks of the Project Management Institute, Inc.

This second project management course deals with designing projects for success. Students will learn how to identify and analyze solutions / options to meet stakeholders’ expectations and to keep risk at an acceptable level for the organization. The course also discusses means to deliver high quality end products in short period of time and with limited budget. Topics covered include: project portfolio management; project risk management; feasibility studies; quality management (Quality Function Deployment, Value Analysis); communication management; fast tracking and concurrent methods of project management.(Having completed ADM 6260 prior to this course is strongly recommended)

The structure, processes and terminology of customer relationship management and the sales process. Practical applications of professional sales management and consumer behavior theory. Integrated view of the three critical stages of the customer relation

This course offers an introduction to the global business environment with a focus on strategic markets including India, China, Mexico and Brazil. Students will explore the trend towards increased globalization of the world's economies and the significance of strategic and emerging markets to the global trading system. The course will also introduce students to a number of strategic decisions firms must make in order to compete effectively in the current global business environment. Factors to be considered in areas such as foreign market entry and the management of global operations will be explored. Students will have the opportunity to develop an understanding of the business environments in India, China, Mexico and Brazil and how business is conducted in these strategic markets. An assessment of the accelerators (positive factors) and decelerators (obstacles) in the business environments is undertaken which helps to illuminate specific challenges for Canadian firms as they tackle these markets. The major economic, political, legal and cultural factors that shape the approach to business in these markets will also be examined.

Every year the University of Ottawa competes in several national and international MBA Case Competitions. This course prepares students for participation in these competitions.

Creating, growing, and sustaining or exiting a new firm in a technology-intensive industry. Issues important to the technology (the scope and nature of technological knowledge and intellectual property protection), financing (seed capital, venture capital, and initial public offerings), and inter-firm relationships (spin-offs, alliances and equity alliances, and acquisitions). The course is practically oriented and will draw upon local expertise to enhance its pertinence and appeal. Customer Relationship International Trip Social Media Strategies Business Law

Introduction to management of customer relations, special issues in a technology-driven global context. Building long-term relationships from pre-sales to repeat business. Gathering and analyzing information about the customer. Converting information to value-added product and service. Measuring the effect on corporate sales and profits. Demonstration and workshop with a software decision support tool.

This course is about business law. Legal knowledge is highly regarded as a business asset that builds competitive advantage for the individuals and the organization alike. This course will demonstrate how the law can protect persons and their property as well as resolve and avoid disputes. The course will also show that the law facilitates personal and commercial interactions. Finally, we will study the legal considerations inherent in the emergence of new technologies (knowledge economy), internationalization and globalization of the economy and businesses.

This course offers an introduction to the global business environment with a focus on strategic markets including India, China, Mexico and Brazil. Students will explore the trend towards increased globalization of the world's economies and the significance of strategic and emerging markets to the global trading system. The course will also introduce students to a number of strategic decisions firms must make in order to compete effectively in the current global business environment. Factors to be considered in areas such as foreign market entry and the management of global operations will be explored. Students will have the opportunity to develop an understanding of the business environments in India, China, Mexico and Brazil and how business is conducted in these strategic markets. An assessment of the accelerators (positive factors) and decelerators (obstacles) in the business environments is undertaken which helps to illuminate specific challenges for Canadian firms as they tackle these markets. The major economic, political, legal and cultural factors that shape the approach to business in these markets will also be examined.

Reduction of e-business power requirements by locating data centres in areas with low cost electricity and where cold outside air can be used for cooling, e.g. British Columbia, Québec, Finland, Iceland and Sweden. Reduction of power requirements in other industries, e.g. using smart grid, smart buildings and smart cities. Calculation of energy requirements for specific e-business services, e.g. e-banking, e-newspapers, media download, media streaming and web-based advertising. Review of current international standardization work on sustainability for and by IT.

This course reviews common data sources and the processes involved in extracting and preparing data for analysis. It will cover Cognos Analytics with Datawatch, Qlik with Datamarket and will also address social media sources of data. The course will blend theory and practice so that students build practical experience preparing data sets for analysis working with all of the afore-mentioned tools.

The R programming language has become the single most important tool for computational statistics, visualization, and data science. Analytics with R is designed to provide students with all the tools and features they need throughout the entire data science pipeline, from the basics to more advanced techniques. This course will cover the topics of version control systems, basics of R programming, data cleaning and data management, exploratory data analysis and visualization.

This course is a basic program designed to provide you with a comprehensive foundation to help you better understand and use competitive intelligence. The seminar introduces participants to all elements of the Competitive Intelligence process and provides an understanding of the basic requirements of competitive intelligence

This seminar takes a hands-on approach to developing research skills that generate new insights into consumer decision making that can be applied to real business problems. Workshops will emphasize creativity, collaboration, and experimentation with new tools. Heeding the wisdom “Quality questions beget quality answers”, the emphasis will be on framing questions effectively and choosing the data and methods that yield the best insights for managers. The aim of the course is to enable students to apply techniques and thinking from the social sciences in order to become more creative, distinctive, and competitive marketers.

Introduction to government and society in Canada. Public sector dynamics: understanding accountability and public management systems and understanding regulatory and policy systems. Public affairs and lobbying: business representation and intervention techniques. The government as client: technology and private-public partnerships. Future scenarios on business. Government relations: independence versus interdependence.

Overview of the financial management practices and problems of public organizations. Financial accounting, budgeting/resource allocation, cost containment and retrenchment, and strategy development/strategic planning. Financial terminology and accounting principles for different types of public organizations.

Overview of the HR management systems and practices in the federal public service. Review of key legislation and regulations. Exploration of specific HR planning, staffing, labour relations, talent management and leadership development approaches.

This course will explore how and why public, private and nonprofit organizations prepare for, and respond to a broad range of crisis situations. A crisis is, by definition, an unusual event. But, they are not rare. They can take many forms: a natural disaster, an act of terrorism, a public health incident, an IT failure or data breech, even a major political or social event such as Brexit. How organizations respond to these unfolding crises will set the stage for how, ultimately, the public responds. To understand crisis response takes more than skills in communication or incident command; it takes an understanding of the complex political, regulatory, social and economic factors that Influence the crisis and the skills to manage these different and sometimes conflicting concerns. Organizations must deal rapidly, correctly, comprehensively, and objectively with a crisis. Yet many organizations are so preoccupied with day-to-day operations that they fail to allocate the appropriate time and resources to crisis planning and continuity of operations. The field of crisis management has evolved greatly In the past decade and this course will examine that evolution and the key issues and challenges facing managers. In addition to the examination of the similarities and differences across the various sectors, we will analyze contemporary trends and common challenges to include risk management, crisis communication, and crisis leadership.

This course will build on the functional knowledge students have gained in the program thus far to explore the use of business intelligence at strategic levels in the organization. Core concepts will include strategy mapping, business modelling, firm-level analytics and decision models as well as the contribution of key business processes to organizational performance across a variety of different industries.

This applied business ethics course will show MBA students how to implement and improve a corporate compliance program. A corporate compliance and enterprise risk management are the foundations of business ethics in a company because it serves as policy and procedure management defining, communicating, training and attesting to corporate governance and ethics policies and procedures for a company

This course offers an introduction to the global business environment with a focus on strategic markets including India, China, Mexico and Brazil. Students will explore the trend towards increased globalization of the world's economies and the significance of strategic and emerging markets to the global trading system. The course will also introduce students to a number of strategic decisions firms must make in order to compete effectively in the current global business environment. Factors to be considered in areas such as foreign market entry and the management of global operations will be explored. Students will have the opportunity to develop an understanding of the business environments in India, China, Mexico and Brazil and how business is conducted in these strategic markets. An assessment of the accelerators (positive factors) and decelerators (obstacles) in the business environments is undertaken which helps to illuminate specific challenges for Canadian firms as they tackle these markets. The major economic, political, legal and cultural factors that shape the approach to business in these markets will also be examined.