Questrom School of Business-GRAD

Questrom School of Business

Candidates for the MBA at Boston University are given first consideration for enrollment in the graduate courses offered by the Questrom School of Business.

Students currently matriculated as candidates for other graduate degrees offered by Boston University (including Metropolitan College on a case-by-case basis), visiting MBA students from other AACSB accredited institutions, and MBA alumni from Questrom or another AACSB accredited institution may be granted permission to enroll on a space available basis, provided that they meet criteria established by the Questrom School of Business for registration as cross enrolled students and the student fills out the appropriate cross enrollment application. All students must meet the prerequisites established for enrollment in advanced courses. Cross enrollment applications can be obtained from the Questrom School of Business Graduate Center, 595 Commonwealth Avenue, Room 115 (617-353-2673).

Summer 1 classes begin Monday, May 20 and end Wednesday, July 3. Summer 2 classes begin Monday, July 8 and end Thursday, August 22. There are no class sessions on Memorial Day (observed Monday, May 27), or Independence Day (observed Thursday, July 4). Classes will be held on the following Fridays as make-up days for those two holidays: June 7 (for May 27) and June 14 (for July 4).

Required Courses

Cohorted Professional Evening MBA (PEMBA) students take required courses with their cohort groups. Self-paced PEMBA students should be sure to follow the prerequisites when scheduling their core courses:

QST AC 711 Financial Reporting and Control*
QST ES 707 Managing Career Growth
QST FE 722 Financial Management
QST FE 730 Economics and Management Decisions
QST IS 711 IT Strategies for a Networked Economy
QST MK 724 Marketing Management
QST OB 712 Managing Organizations and People*
QST OM 726 Creating Value through Operations and Technology
QST QM 717 Data Analysis for Managerial Decision-Making
QST SI 751 Competition, Innovation, and Strategy

*Not offered in Summer 2019

Intermediate Accounting 1

QST AC 847

Grad Prereq: QST AC710/711/712. Topics covered: 1) Review of generally accepted accounting principles, especially matching concept and revenue recognition rules. 2) Consideration of balance sheet and income statement classification issues. 3) Accounting and reporting issues related to cash, accounts receivable, inventories, investments, intangibles, and plant assets. This class follows the University's standard Summer Term Schedule. 3 cr. Tuition: $5061

Summer 1 (May 22-June 27)



QST AC 865

Grad Coreq: AC848 (previous or concurrent). Introduces the basic concepts underlying auditing and assurance services (including materiality, audit risk, and evidence) and demonstrates how to apply those concepts to audit and assurance services through financial statement audits. This class follows the University's standard Summer Term Schedule. 3 cr. Tuition: $5061

Summer 1 (May 21-June 26)


Executive Presentation

QST ES 700

A presenter's delivery skills impact the audience's image of the presenter and the clarity of the message being communicated. A combination of lecture, discussion, and hands-on practice and simulation, this course is designed to help you exercise leadership through verbal communication. 1 cr. Tuition: $1687

Summer 1 (June 22-June 29)


Executive Written Communication

QST ES 701

This course is a combination of lecture, discussion, and hands-on practice. It's designed to help you exercise leadership through writing and understand how strategies of written communication are an essential aspect of effective management, working relationships in the network era, and overall business strategy. 1 cr. Tuition: $1687

Summer 2 (July 20-July 27)


Managing Career Growth

QST ES 707

The MBA is simply a step along the path of a career. It provides the skills and tools necessary to take many steps forward, but you must manage where those steps lead and how. Managing Career Growth will provide you the understanding of how to manage your own career going forward. The class covers: -Career self-assessment (interests, values and skills) -Networking and developmental relationships -Career management/advancement strategies - Developing your career marketing plan and professional portfolio. All with the purpose of providing a foundation to not only manage your next steps but continuously assess, network, market and manage yourself. You are indeed a business of one and you are the one responsible for managing that business. 1 cr. Tuition: $1687

Summer 1 (June 1-June 15)


Financial Management

QST FE 722

Grad Prereq: OB712/713/715, AC710/711/712 (previous or concurrent). Financial Management examines three sets of problems: 1) saving and investment decisions by households, 2) investment and financing decisions by corporations, and 3) the role of securities markets and financial intermediaries in the economy. Decisions today affect the timing of and uncertainty about future flows of income; both timing and risk determine the current value of those future flows. This course develops the tools required to analyze these decisions and their interaction within the financial system. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)


Economics and Management Decisions

QST FE 730

Grad prereq: QST OB712 (QST QM717 recommended). The aim of this course is to present many of the decision problems managers face and to present the economic analysis they need to guide these decisions. In the first half of the course, microeconomic tools are used to structure complicated decision problems about production, pricing, investment, and other strategic issues, and to address uncertainty through probabilistic forecasts and sequential decisions. An additional goal is to distinguish different market structures and apply competitive strategies using game theory. In the second half, the focus shifts to the study of the national and global economic environments within which companies operate. We identify the drivers of fluctuations in GDP, inflation, interest and exchange rates, and other key features of the economies. Since governments play key roles in determining the fate of economies and companies, the final theme is the rationale for and efficacy of government policy tools. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)


Corporate Financial Management

QST FE 820

Grad Prereq: FE717/721/722. This course provides an in-depth analysis of financial considerations relating to corporate growth. It addresses the setting of financial and corporate goals in terms of maximizing shareholder wealth and relationships among working capital, debt levels, capital costs, dividend policy, growth and the value of the firm. It also considers the requisite financial analysis associated with mergers and acquisitions and bankruptcy. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)



QST FE 823

Grad Prereq: FE717/721/722. Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, Fama- French factors, APT, efficient markets, stock, bond and option valuation models. Immunizing interest-rate risk. Active and passive investment strategies, fundamental analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Arbitrage and hedge fund strategies. Understanding the assumptions underlying the different approaches and their limitations. Topics related to current events and the recent financial crisis. 3 cr. Tuition: $5061

Summer 1 (May 21-July 2)


IT Strategies for a Networked Economy

QST IS 711

Grad Prereq: OB712/713/715, AC710/711/712, QM711/716/717. This case-based course demonstrates the role that information technology plays in shaping business strategy and business models. It provides an overview of the key technologies that are important in today's business environment and introduces organization and management concepts relating to the information technology function. The course also illustrates the relationships between organizational performance and the ability to leverage knowledge assets. 3 cr. Tuition: $5061

Summer 1 (May 21-July 2)


Integrated Core Simulation

QST MG 760

Grad Prereq: AC712, FE717, IS716, MK713, OB715, OM710, PL714, and QM711. Following the second semester of core this integrative experience will challenge students to solve business problems through an interactive simulation. Working within teams, students will leverage their core course content to develop solutions to interdisciplinary problems. This course may require preparatory workshops during the week of May 6. Registered students will be notified of these sessions via email by the Graduate Center by April 1. Reserved for students in the MBA Accelerated Core program. 2 cr. Tuition: $3374

Summer 1 (May 11-May 16)


Marketing Management

QST MK 724

Grad Prereq: AC710/711/712 (previous or concurrent). Provides a practical understanding of how business strategies and tactics are driven by marketing's dual focus on customers and competition. Students learn how to leverage marketing tools and emerging technologies in the creation (e.g., customer insight, product and service design, branding), delivery (e.g., communication and distribution), and capture (e.g., pricing, customer life time value) of marketplace value. Across business contexts including B2C, B2B, products versus services, global versus domestic markets, small/medium/large organizations, for-profit versus social enterprises, the course builds the fundamental skills involved in analyzing market challenges and opportunities and making decisions for the formulation and implementation of successful and sustainable marketing programs. 3 cr. Tuition: $5061

Summer 2 (July 9-August 22)


Social Media Marketing

QST MK 845

Grad Prereq: MK713/723/724. Digital technologies have transformed the marketing communications paradigm and the consumer decision making process. In particular, within this new paradigm, consumers are more likely to learn about new products and services from other consumers via online word-of-mouth and have more power to co-create products, experiences, and brand meaning with manufacturers and service providers. This course examines the implications of these changes for marketers. Specifically, the course examines how digital technology can be used to (a) engage consumers prior to purchase; (b) to enhance and augment the consumption experience; and (c) to build ongoing and long-lasting relationships with consumers post- purchase. These topics will be explored using case studies and a client-based project, as well as a final exam. 3 cr. Tuition: $5061

Summer 2 (July 9-July 20)



QST MK 854

Grad Prereq: MK713/723/724. This is a course about branding, and the ways that brands acquire and sustain value in the marketplace. Cases, readings, in-class discussions, and team/individual assignments are designed to provide: An appreciation of the strategic discipline of branding and its role in creating shareholder value; an understanding of brands as co-creations of consumers, marketers, and cultures, and brand management as a collaborative process of meaning management; a sound foundation in consumer-brand behavior to inform brand decisions; and a capacity to think creatively and precisely about the strategies and tactics involved in building, leveraging, defending, and sustaining strong brands. Select topics may include brand equity, brand (re)positioning, brand relationships, brand loyalty, brand community, open source branding, branded entertainment and other cultural branding strategies, internal branding, brand architecture design and portfolio strategy, brand leverage and extensions, brand metrics, crisis management, and brand stewardship. A team-based brand planning project or series of data-driven applications weaves content throughout the course and, when possible, involves a live client problem. Guest speakers from branding services, consulting, and practice provide insights throughout the course. While this course has obvious relevance for those contemplating brand management careers in product or service markets, it is appropriate for a range of future professionals within for-profit and not-for-profit C2C and B2B worlds, and others who share a simple passion for branding. 3 cr. Tuition: $5061

Summer 1 (May 20-June 1)


Managing High Performance Teams and Project Groups

QST OB 847

This course introduces the challenges of leading and participating in teams and project groups in virtual and in-person settings. It emphasizes the role of leadership in composing teams, motivating members, and creating an environment in which teams and their members grow in capacity over time. This course use cases, experiential exercises, and a team project to help put into practice concepts discussed in class. A cornerstone of this course is our partnership with the BU Build Lab, where your team will select and partner with entrepreneurial venture teams to assist them with a "go to market" strategy as well as provide team mentoring. To simulate the increasing use of virtual teams in organizations, and to provide students with greater flexibility, this course meets only once a week over both summer sessions and five of the class meetings require only online (virtual) attendance (June 17, July 1, 8, 22, and August 12). 3 cr. Tuition: $5061

Summer 1 (May 20-August 19)



QST OB 853

Grad Prereq: OB712/713/715. This course uses the theory and research on effective negotiating strategies to build students' understanding of, and skills for, managing differences and negotiation situations. The course considers, among other topics, the issues of negotiating across functions, between levels, across national and cultural differences, over race and gender differences, and between organizations. Students examine: 1) problems of influence and self-defense in highly competitive "hardball" negotiations; and 2) the art of using differences for creative problem-solving and "mutual gain" outcomes. The emphasis is on developing practical skills for effective negotiations that can be applied to concrete situations. Students should be prepared to learn from their own experiences and practice in this course. 3 cr. Tuition: $5061

Summer 2 (July 8-August 21)


Creating Value Through Operations and Technology

QST OM 726

Grad Prereq: OB712/713/715, AC710/711/712, QM711/716/717 (Recommended: MK713/723/724, FE717/721/722). This MBA core course is case-oriented and focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them. 3 cr. Tuition: $5061

Summer 2 (July 8-August 21)


Managing and Improving Quality: Lean Six Sigma Green Belt Certification

QST OM 840

Grad Prereq: OM710/725/726, QM711/716/717. Lean and Six Sigma are powerful improvement methodologies that promote process improvement, cost reduction and significant enhancement of bottom-line profitability. The purpose of this course is to thoroughly examine the concept of quality, to define it in terms that are useful for managers, to survey the ideas of major quality thinkers and theorists, to develop proficiency in the use of quality tools, and to consider the challenges of quality program implementation in real business situations. Throughout the course we will investigate similarities and differences between quality management in manufacturing and service contexts. The course has three major objectives. The first goal is to define quality and explore important philosophies and useful frameworks for managers or consultants. The second goal is to focus on the Lean and Six Sigma tools available for the pursuit of lasting quality improvements. The third is to bring the experiences of Lean Six Sigma practice into the classroom. We'll benefit from the expertise and experience of Lean and Six Sigma professionals who will help us to understand the challenges of Lean and Six Sigma implementations and analyze the lessons they have learned from projects they have undertaken. 3 cr. Tuition: $5061

Summer 2 (July 8-August 21)


Project Management

QST OM 855

Grad Prereq: OM710/725/726. Projects are increasingly the way that work gets done in companies of all types and sizes. In this course, you will learn the strategic dimensions of project management, including critical aspects of project selection, definition, planning, execution, and monitoring. Concepts and approaches for dealing with complexity, uncertainty, vague mandates, temporary staff, partners, stakeholders, dynamic risk, and time-critical deadlines are emphasized. Cases and readings cover a wide range of industry and organizational contexts. This course requires that students apply these topics and considerations to a real project of their choice either by analysis of publicly available information or direct field study. Many MBAs are tested on the job through tough assignments in project settings. Your performance there is highly visible. Doing especially well can accelerate your subsequent career opportunities. 3 cr. Tuition: $5061

Summer 1 (May 21-July 2)


Introduction to Business Law

QST PL 700

This course surveys contemporary issues in selected areas of law and ethics. We introduce pivotal areas of law, so that students begin to anticipate legal problems, analyze how to avoid them, and realize how legal principles can be employed to add value in their chosen fields. The subjects are torts, contracts, employment law, securities regulation and corporate governance. We expect that this overview of a few disciplines will encourage students to explore other legal topics relevant to their business interests. We also offer an analytic structure that enables students to identify ethical issues in business, analyze options, and make choices consistent with their own values. 2 cr. Tuition: $3374

Summer 1 (May 20-June 12)

Summer 1 (May 13-June 5)


Emerging Issues in Business and Law

QST PL 861

Introduces graduate business students to fundamentals of legal analysis by focusing on timely legal problems of particular interest to business. Students develop familiarity with substantive legal principles and leave the course with the ability to recognize legal issues, discuss them intelligently, and understand why the lawyers seem incapable of giving a simple answer. The course uses lectures to provide a common foundation of knowledge. It is primarily discussion based, using a question and answer format to engage students in the process of legal analysis. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)


Data Analysis for Managerial Decision-Making

QST QM 717

Grad Prereq: OB712/713/715. The overall goal of this course is to improve student ability to learn from data, specifically to 1) assess the validity of conclusions that have been drawn from statistical analyses; 2) recognize the extent to which variation characterizes products and processes, and understand the implications of variation on organizational decisions when interpreting data; and 3) portray, summarize and analyze data to support operational and strategic decisions associated with the core business models. Students will increase their understanding of the use of probabilities to reflect uncertainty; how to interpret data in light of uncertainty to assess risk; and how to build and interpret regression models, which can be used to inform core business and organizational decisions. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)


Topics in Corporate Strategy and Innovation

QST SI 718

Grad Prereq: QST AC712, FE717, IS716, MK713, OB715, OM710, PL714, QM711, and MG760. This course serves as a capstone to the accelerated core for the Professional Evening MBA program. It draws on findings from a number of academic disciplines, especially economics, organization theory, sociology, accounting, and management policy to build a comprehensive understanding of how and why some firms achieve and sustain superior performance. The primary objectives of the course are to: 1) build upon students' foundational understanding of factors that affect organizations' long-run economic performance, 2) refresh students' use of strategy frameworks and analytical tools used for making recommendations to organizations on how they can work towards achieving superior performance, and 3) extend students' knowledge into advanced strategy topics and contemporary issues. The course is designed to develop an integrative view of the firm and its environment, along with appropriate analytical skills. Issues associated with professional ethics and corporate social responsibility are pervasive throughout the curriculum and students are encouraged to incorporate these perspectives in case analysis and classroom discussion. Global strategic management is an important theme of the course: many of the cases are global companies; students will be challenged to extend the conceptual frameworks and apply any lessons learned to an international context. 2 cr. Tuition: $3374

Summer 1 (June 10-July 1)


Competition, Innovation, and Strategy

QST SI 751

Grad Prereq: OB712/713/715, AC710/711/712, MK713/723/724, OM710/725/726. This integrative course is designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured. 3 cr. Tuition: $5061

Summer 1 (May 20-July 3)


Design and Innovation Strategy

QST SI 839

Grad Prereq: QST SI718/750/751. Examines how managers and leaders can create the conditions for innovation at the individual, team, and organizational levels and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course focuses on the practices and processes that managers need to put in place to enable organizations to execute an innovation strategy. In doing so, students evaluate how to balance the challenges of organizing, managing, and leading innovation with the need to produce concrete, routine, and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, students assess how design contributes to innovation in product, process, and business models across industry sectors. The course also considers the role that all sources of innovation play including communities, networks, brokers, and other forms of open innovation. Students are asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects explore how to rescue innovations in trouble with turnaround teams. 3 cr. Tuition: $5061

Summer 1 (May 20-June 1)


Corporate Sustainability Strategy

QST SI 849

Grad Prereq: QST SI718/750/751. Focuses on embedding sustainability (ESG/CSR) into corporate strategy as an approach for creating long-term shareholder/stakeholder value, where value covers the broad spectrum of economic, environmental and social outcomes. Through readings, lectures, case discussions, in-class exercises, lab session and a team project, this course will: 1) Introduce students to problem framing and environmental scanning techniques as methods for understanding macro-level social, economic, and environmental systems and their implications; 2) Apply a variety of long-range strategic forecasting and analysis methods, techniques, and tools through a scenario planning lab simulation; 3) Develop decision frameworks for corporate strategy development focused on creating/capturing value and managing risk through a sequence of strategic actions over time; and 4) Explore newly emerging paradigms for sustainability-driven innovations in product/service, value chain, and business model development and stakeholder- based, non-market actions. 3 cr. Tuition: $5061

Summer 2 (July 15-July 27)