2014/2015 KAN-CCMVV1402U Data Science: Data Driven Decision Making
English Title | |
Data Science: Data Driven Decision Making |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | One Quarter |
Course period | Third Quarter |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for MSc in Economics and Business
Administration
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Course coordinator | |
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Administrator: Tatjana Mastilo- tma.eco@cbs.dk | |
Main academic disciplines | |
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Last updated on 10-09-2014 |
Learning objectives | ||||||||||||||||||||||
After completing this course, the students should
be able to:
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Examination | ||||||||||||||||||||||
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Course content and structure | ||||||||||||||||||||||
In the current competitive environment, it is crucial to extract value from business data. In Data Science, rational business decisions are made after harnessing different sources of data. Typical examples are credit scoring, bankruptcy prediction, fraud detection, customer loyalty, recommender systems, and revenue management. This course aims to enhance your ability to apply Data Mining and Visualization tools for harnessing data. It is a practical course, which uses computer software to illustrate how to apply the methodologies introduced. The course is multidisciplinary with links to accounting, economics, finance, marketing and operations management.
During the course, and through a practical approach, students will develop quantitative skills necessary for Data Driven Decision Making, as well appreciate the importance of using the right visualization tool to report final results. |
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Teaching methods | ||||||||||||||||||||||
Lectures, Demos, Computer Workshops | ||||||||||||||||||||||
Expected literature | ||||||||||||||||||||||
B. Baesens (2014), Analytics in a Big Data World: The Essential Guide to Data Science and its Applications. Wiley and SAS Business Series.
T.H. Davenport and D.J. Patil (2012), Data Scientist: The Sexiest Job of the 21st Century. Harvard Business Review 90(10): 70–76. |