Decision Sciences Department Master of Science in Project ...

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Project Management Program as well as for selected elective courses. Please note .... Meredith, J. R., and Mantel, S. J., Project Management: A Managerial ...
Decision Sciences Department Master of Science in Project Management Course Syllabus Book 2012-2013 Updated March 2013

This document contains syllabi for all required courses in the Master of Science in Project Management Program as well as for selected elective courses. Please note that syllabi are subject to change by individual faculty or the program. Syllabus Template

Table of Contents

Course Syllabi: Stage 1 – Foundation DNSC 6261 Introduction to Project Management DNSC 6202 Statistics for Managers Stage 2 – Core Project Management and Decision Sciences DNSC 6251 Optimization Models for Decision Making DNSC 6252 Risk Analysis for Decision Making DNSC 6254 Risk Management DNSC 6257 Cost Estimation and Control DNSC 6267 Planning and Scheduling DNSC 6259 Project Portfolio Management Stage 3 – Advanced Quantitative Application DNSC 6262 Directed Computational Project Management Stage 4 – Capstone DNSC 6269 Project Management Application Phase A – Management Principles and Electives DNSC 6247 Organization, Management, and Leadership DNSC 6250 Project Management Finance DNSC 6258 Executive Decision Making Sample Electives DNSC 6234 Procurement and Contracting DNSC 6290 Law and Ethics in Project Management DNSC 6290 Project Quality Management DNSC 6290 Communication Strategies in Project Management

Decision Sciences Department Project Management Program Course Syllabus Template __ credit hours Course Description This syllabus template provides the foundation for all course syllabi in the Master of Science in Project Management program. Each syllabus will contain, at a minimum, pre-requisites, course objectives, required reading, assignment overview, grading policies, and a weekly breakdown of topics and deliverables. The “Applicable Policies and Other Information” section is standard for all MSPM courses and will be in effect for all courses even if not explicably stated on the individual course syllabus. Pre-Requisites None Course Objectives 1) To provide a standard template for all MSPM courses. 2) To ensure clarity around classroom policies. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Text Optional Text Software Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below.

Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz

Points

Effort (Team/Individual)

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information

Attendance

The George Washington University Bulletin, Graduate Programs: "Regular attendance is expected. Students may be dropped from any class for undue absence…. Students are held responsible for all of the work of the courses in which they are registered, and all absences must be excused by the instructor before provision is made to make up the work missed."

University Policies Regarding Conduct and Academic Integrity

Students are expected to do the individual assignments and exams on their own. Plagiarism on individual assignments will result in loss of all the points for the assignment and report to academic integrity office. Students are also expected to know and understand all college policies especially the code of academic integrity. For more details see http://www.gwu.edu/~ntegrity/code.html.

Cell phones and electronic equipment: As a courtesy please turn off all cell phones,

etc. You may quietly use electronic devices (e.g. laptops, etc.) for taking notes as long as it does not provide a distraction from the class lecture or discussion.

Accommodations: Any student who feels he or she may need an accommodation

based on the impact of a disability should contact his or her professor privately to discuss specific needs. To establish eligibility and to coordinate reasonable accommodations, please contact the Disability Support Services office at 202-9948250. For additional information refer to http://gwired.gwu.edu/dss/.

Changes: This syllabus represents the current plan of the course best possible plan at this time. The instructor reserves the right to make revisions to any item on this syllabus, including, but not limited to any class policy, the course outline and schedule, grading policy, required assessments, etc. Please note that the requirements for deliverables may be clarified and expanded in class, via email, or on Blackboard and students are expected to complete the deliverables incorporating such clarifications and additions. Thus, students should check email and Blackboard announcements and discussion forums frequently before submitting deliverables.

Other notes: The student is responsible for studying and understanding all assigned materials, whether covered in class or not. If the assignments or projects generate questions that are not discussed in class, the student has the responsibility of discussing with the instructor individually, or, as is generally preferred, raising the issue in the class or in a discussion forum on Blackboard.

Decision Sciences Department Project Management Program DNSC 6261 Introduction to Project and Program Management 3 credit hours Course Description This course provides a comprehensive overview of project and program management. The course addresses (1) the culture, (2) the principles, and (3) the basic techniques of project management. The course reviews the general stages of a project in chronological order and describes how the stages interrelate. Basic tools of project management, such as work breakdown structure, scheduling, earned value analysis, and risk management, are introduced by the instructor and subsequently used in student assignments. The elements of project management critical to the success of a project also are identified and explained. The principles and tools are integrated and clarified through case studies from a variety of organizational settings and through creation of project management plans developed by students working in teams. Pre-Requisites None Course Objectives 1) To describe, demystify, and formalize project management so that students are prepared for the Project Management curriculum and can utilize new knowledge and skills in their professions. Real world examples, case studies, and even anecdotes will be used to illustrate major points. These illustrations will also show that managing projects, while a challenging and rewarding career choice in itself, is a valuable asset in all careers. 2) To introduce major topics of project management that can be addressed later, in more detail, in specific courses. This basic course serves as the framework upon which these separate topics can be placed, so that the later courses make sense in a whole-project context. 3) To enable the immediate practice of project management in any workplace, independent of discipline. Students will learn to use project management processes and discuss them intelligently with colleagues, senior executives, or clients.

4) To provide a set of reference materials comprising class notes, sample project management plans (developed as class assignments), and handouts. These reference materials will serve the student as a project manager or as a professional who depends on project management. 5) To enjoy the class and have spirited, knowledgeable debates with classmates and instructors, whether in a classroom or via Blackboard. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Meredith, J. R., and Mantel, S. J., Project Management: A Managerial Approach, 8th edition, Wiley, 2012. (The Text book is referred to in this course as M&M.) Optional None Text Software None Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 There will be absolutely no rounding up for grades. For example, a student with 929.9 point receives A- rather than A. Late submission of assignments will result in 50% penalty of any given grade and will be penalized 10% per integer day including weekend and holidays. This means 5 days after the deadline, you won’t receive any credits for your assignments. Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Group Formation and Charter Case Study 1

Points Required 100

Effort (Team/Individual) Team Individual

Case Study 2 Case Study 3 Mid-Term Quiz 1 Mid-Term Quiz 2 Final Group Project

150 150 150 150 300

Individual Team Individual Individual Team

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6202 Statistics for Managers 3 credit hours Course Description This course provides a comprehensive overview of business statistics for managers. The course addresses probability and statistics, including descriptive statistics, probability theory, hypothesis testing and regression modeling. Pre-Requisites You need to know high-school algebra, including fractions, decimals and percents, absolute value, solving equations in one variable, inequalities, quadratic equations, series and sequences (summation). There is no Calculus prerequisite and all references to Calculus have been removed from the course. Course Objectives The main objective of the course is to enable students to develop a foundation of proficiency in statistical tools for subsequent course work and the use of statistics in managing projects and decision making. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Anderson, Sweeney and Williams, “Essentials of Modern Business Statistics (with Microsoft Excel)” 2011 edition, Text Thomson Southwestern. More information at: http://www.cengage.com Optional Forgotten Statistics: A Self-Teaching Refresher Course, Jeff Clark and Douglas A. Downing, Barrons Educational Text Series, 1996, ISBN: 0812097130 Statistics: Cliffs Quick Review, Voelker and Orton, Cliffs

Notes; ISBN: 0822053497 (1993) The Cartoon Guide to Statistics, Gonick & Smith, Harper Collins (1993) The High Stakes World of Statistics Videos (Parts 1-3), The Standard Deviants Academic Team, Cerebellum Corporation, www.cerebellum.com, (800) VCR-REVU Discovering Statistics: An Adventure in Problem Solving, James S. Hawkes, Quant Publishing, 1995, ISBN: 0918091-12-8, www.quantsystems.com Data Analysis with Microsoft Excel, Berk & Carey, Duxbury Thomson Learning (2000) Data Analysis in Plain English with Microsoft Excel, Harvey Brightman, Duxbury, (1999)

Software

Statistics for Managers Using Excel, Levine, Berenson and Stephan, Prentice-Hall, (1999) Adobe Acrobat: You must convert your homework deliverables into PDF files and post them to the appropriate folder on Blackboard.

Microsoft Excel: You must have access to Microsoft Excel in order to complete homework exercises.

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The purpose of teamwork is to help the students discuss and better understand the material. You must understand all the assignments. It is strongly recommended that each individual student be able to do all exercises because the exams must be taken individually. In addition to the material covered in lectures, the students are responsible for all the material assigned for reading in the textbook. There are no extra credit assignments for this course.

The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Homework Assignments Exam 1 Exam 2

Points 500 250 250

Effort (Team/Individual) Team Individual Individual

Due Dates You will be provided with the assessment criteria for each assignment. Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Unless it's an emergency, if you miss an exam without notifying the instructor in advance, you will receive a score of zero for that exam. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6247 Organization, Management, and Leadership 3 credit hours Course Description The goal of this course is to teach organization and management theories for the students in the MSPM program using a project perspective. For example, instead of discussing leadership in general, we will discuss leadership within teams. This means that the course has a strong team focus. All readings are selected with the intention to discuss how general organization and management theory relate to project management (for example dual leadership teams). The general theme will be that organization and management theory also applies to project management if you take into account that projects are executed by teams and have a temporary nature. Specific topics that will be addressed are the history of organization and management, organizational structures and projects in organizations, performance of projects teams and individuals, building teams, conflict within and between teams, leadership, and virtual and global projects. Pre-Requisites None Course Objectives By the end of the course, you should be able to: 1) Use the basic and advanced organization and management terms. 2) Identify, define, analyze and propose workable solutions to manage project teams in organizations. 3) Judge the appropriateness of the processes, tools and communication skills applied on project teams. 4) Classify different authors in the field of organization and management. The second objective aims to contribute to you scholarly skills. You should be able to: • Identify the character of the most important journals in the field of organization and management. • Translate the findings of research into practice. • Write and present a research paper.

Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading materials from a variety of sources will be used; these readings will be made available on Blackboard Texts and Software Required Text Optional Text Software

Whetten, Developing Management Skills, 8th edition, Pearson Education, 2011. ISBN: 9780136121008 None None

Grading The grade of "B" represents the benchmark for a graduate student. It indicates that the student has demonstrated competency in the subject matter of the course, e.g., has fulfilled all course requirements on time, has a clear grasp of the full range of course materials and concepts, and is able to present and apply these materials and concepts in clear, well-reasoned, well-organized, and grammatically correct responses, whether written or oral. Only students who fully meet this standard and, in addition, demonstrate exceptional comprehension and application of the course subject matter earn a grade of "A." Students who do not meet the benchmark standard of competency fall within the "C" range or lower. They, in effect, have not met graduate level standards. Where this failure is substantial, they can earn an "F." The "FN" grade means a failure in the course because the student has ceased to attend and participate in course assignments and activities but has not officially withdrawn. Percent 97.50-100% 92.50-97.49% 89.50-92.49% 87.50-89.49% 82.50-87.49% 79.50-82.49%

Grade A+ A AB+ B B-

Percent 77.50-79.49% 71.50-77.49% 69.50-71.49% 67.50-69.49% 61.50-69.49% 59.50-61.49% 0-59.49%

Grade C+ C CD+ D DF

Assignments Assignments need to be completed and delivered in a timely matter. Assignments are always due before class. Please be aware that the posting site on blackboard closes after the due time. Late assignments will not be considered for grading!

The total course grade of 100% will be determined by the following assignments: Assignment/Quiz Conference Activities • Getting to Know You (10%) • Best Workplace Practices (10%) • Major Workforce Trends (10%) • Iridium/Columbia Case Study (10%) Short Individual Paper • Organization Analysis & SWOT Final Exam • Multiple Choice Team Assignment • Team Paper (10%) • Team Oral Presentation (10%)

Points 40%

Effort (Team/Individual) Individual

20%

Individual

20%

Individual

20%

Team

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template

Decision Sciences Department Project Management Program DNSC 6250 Project Management Finance 3 credit hours Course Description This syllabus addresses both the on-campus and distance learning sections. The materials will be covered in lecture and Elluminate Live sessions will provide opportunity for distance students to ask questions and receive more explanations about class lectures. Project Management Finance is a one-semester course designed to introduce students to the basic terminology, concepts, and principles of financial accounting and managerial finance. Topics will include: financial statement analysis, the time value of money, capital budgeting, risk assessment, financial forecasting, and working capital management. Pre-Requisites None Course Objectives The objective of this course is to enhance the decision making capability of project and operations managers by providing them with the accounting and finance methods and tools to understand and evaluate a firm and the business environment in which it operates. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. These texts are primary references and I strongly recommend them. I will recommend problems from them for practice. Class lectures and graded cases are the primary source of information for the class but I believe not having access to these texts puts a student at a disadvantage.

Texts and Software Required Financial Management, Theory and Practice: (13th Edition). Print version. Michael C. Ehrhardt, Eugene F. Text Brigham (2011). South-Western Cengage Learning. ISBN-10 1439078092 ISBN-13 9781439078099 or Financial Management, Theory and Practice: (13th Edition). Electronic version. Michael C. Ehrhardt, Eugene F. Brigham (2011). South-Western Cengage Learning. eText ISBN-10 1111260737 ISBN-13 9781111260736 Obtain Financial Management text at the Cengage online store at www.CengageBrain.com

Optional Text

Software

Principles of Accounting. Larry Walther, on line text. www.principlesofaccounting.com www.fasb.org. Statements of Financial Accounting Standards (SAS). Statements of Financial Accounting Concepts (SFAC) www.iasb.org. International Accounting Standards. None

Grading The grading criterion will require some judgment on the part of the instructor. These graded events are the only ones in the course. There is no provision for extra credit to make up for poor performance, so make your best effort on each graded event. Please do not ask for extra credit assignments. The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments Your grade will be determined by the weighted average of grades on cases and two examinations.

Assignment/Quiz First Examination Second Examination Average of grades on cases

Points 30% 30% 40%

Effort (Team/Individual) Individual Individual Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6251 Optimization Models for Decision Making 1.5 credit hours Course Description This course is about the use of optimization models for managerial decision making. The course provides an introduction to methods for determining the optimal solutions to complex, real world decision problems involving linear functions, network structures, integer variables, and nonlinear functions. A wide variety of applications is considered, including employee scheduling, capital budgeting, cash flow management, and portfolio selection. The Solver add-in for Excel is used throughout. Students are expected to be familiar with Excel software. Every class will be recorded and made available to all students as iTunes podcasts. The lecture slides and homework solutions will be posted weekly in Blackboard/Files. For distance learning students, a one hour chat session using Blackboard Collaborate (accessed via Blackboard Tools) will be conducted every Wednesday to discuss the subject matter and the solutions to homework problems. You must have a headset with a microphone if you plan to speak during these sessions. Pre-Requisites None Course Objectives 1) To understand the structure of linear programming models and related models. 2) To be able to formulate mathematical models of real-­‐world optimization problems. 3) To be able to solve such models using Excel Solver Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course.

Texts and Software Required Spreadsheet Modeling and Decision Analysis, 5th edition, Cliff T. Ragsdale, Thomson Publishing. The Text revised 5th edition is also acceptable, but the 6th edition is not. Optional None Text Software None Grading The grades earned will be assigned based on the percent total at the end of the semester, as indicated below. A-

B+

B-

Grade

A

B

C+

C

Percent

94-100 90-93 87-89 84-86 80-83 77-79 70-77

Assignments The total course grade of 100% will be determined by the following assignments: Assignment/Quiz Homework (problems & cases) Midterm Exam Final Exam

Percent 50% 20% 30%

Effort (Team/Individual) Individual Individual Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6252 Risk Analysis Models for Decision Making 1.5 credit hours Course Description The course provides an introduction to probabilistic modeling techniques for decision making with spreadsheet implementation. Special focus is placed on the concept of risk and methods for analyzing it. Topics covered include: influence diagrams, risk analysis, risk attitudes, utility functions, subjective, empirical and theoretical probability distributions, simulation models, and stochastic optimization models using simulation. Models discussed span all business disciplines including finance, accounting, marketing, human resources, economics, operations and project management. Throughout the course, learning is reinforced via hands-on computer experience using problems and cases. Pre-Requisites DNSC 6202 Statistics for Managers Or MBAD 6221 Judgment/Uncertainty and Decisions Course Objectives Upon completion of this class, the student will gain the following: 1) Understanding of the value of using probabilistic models for analyzing problems involving uncertainty in all business domains 2) A more thorough understanding of decision analysis including the use of influence diagrams, deterministic and stochastic dominance, and utility functions 3) Experience in building simulation models for various business contexts, and interpreting the results in terms of both expected performance and associated risks 4) Ability to optimize decisions under uncertainty and subject to probabilistic constraints using an integrated optimization/simulation framework Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion

section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Text Optional Text

No textbook is required. I am hoping most of you already have the first reference below. Data Analysis and Decision Making, by Wayne L. Winston, S. Christian Albright and Christopher Zappe, South-Western / Cengage Learning, Fourth Edition, 2011. Practical Management Science, by Wayne L. Winston and S. Christian Albright, South-Western / Cengage Learning, Revised 4th Edition, 2012.

Software

Making Hard Decisions with Decision Tools, by Robert T. Clemen and Terence Reilly, Cengage Learning, 1st edition, 2001. The Palisade DecisionTools software (student version) is required for the class. If you own either of the first two reference books listed above, you should already have access to the software. Alternatively, you can purchase a student version of the software from the following link: http://www.palisade.com/academic/students.asp.

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade

A

A-

B+

B

B-

C+

C

Percent 92.5 89.5 87.5 82.5 79.5 77.5 72.5 Although I do not anticipate that it will be necessary, I may resort to curving up the final grades based on class performance. Assignments The total course grade of 100% will be determined by the following assignments: Assignment/Quiz Assignment 1

Percent 20%

Effort (Team/Individual) Optional

Assignment 2 Assignment 3 Final

20% 20% 40%

Optional Optional Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6254 Risk Management 1.5 credit hours Course Description This course will learn risks, risk management principles, and processes to manage projects and programs effectively. The course will discuss and explore the concept of project risk management both from strategic and tactical levels. Topics will cover relevant theories, methodologies, and examples related to risks from the perspectives of project management. By focusing on risk-oriented decision making, this course will explore state-of-the-art tools and strategies for project risk management. The targeted audience will be individuals at medium and upper level managers in various project-oriented organizations. Pre-Requisites None Course Objectives 1) Have a good understanding of recommended risk management practices during planning and execution of a project. 2) Familiarize with a range of risk analysis and management techniques with the ability to apply the common approaches. 3) Familiarize with research topics in risk management in recent literature. 4) Ability to assess risk management approaches used in managing a project. 5) To enjoy the class and have spirited, knowledgeable debates with classmates and instructors, whether in a classroom or via Blackboard. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project (Hardcover), 2nd Text

edition, by Tom Kendrick, AMACOM, 2009.

Optional Text Software

Jet Propulsion Laboratory, Harvard Business School Case, Feb 2010 (http://hbr.org/product/jet-propulsionlaboratory/an/110031-PDF-ENG), $6.95. None None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Group Formation and Charter Challenger Case Study Jet Propulsion Laboratory Risk Management Assessment, Evaluation (350) & Presentation (50) Class Participation

Points

Effort (Team/Individual) Required Team 250 Individual 250 Individual 400 Team 50

Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission of deliverables will result in 50% penalty of any given grade and will be penalized 10% per integer day including weekend and holidays. Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6257 Cost Estimation and Control 1.5 credit hours Course Description This course addresses the concepts, theories, procedures and methods of cost estimation and control relevant to project and program management. The course covers methods of developing project estimates during the planning stages, and updating the estimates throughout the life of the project; tools and techniques used in monitoring, reporting, controlling, and managing project cost; relationships between project cost and other project parameters including scope, time, quality, reliability of the estimates, and procurement risk. Pre-Requisites DNSC 6261 Introduction to Project Management DNSC 6202 Statistics for Managers Course Objectives 1) Develop knowledge and skill in various methods of project cost estimating, forecasting and updating of estimates throughout the project life cycle. 2) Strengthen skill in using tools and techniques for monitoring, controlling, and managing project cost. 3) Develop knowledge and skill in setting contingency amount taking reliability of the estimates into account. 4) Enhance understanding of the relationships between project cost and other project parameters including scope, time, quality, procurement and risk. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required U.S. GAO - GAO Cost Estimating and Assessment Guide Text

http://www.gao.gov/new.items/d093sp.pdf 2008 NASA Cost Estimating Handbook http://www.nasa.gov/pdf/263676main_2008-NASACost-Handbook-FINAL_v6.pdf

Optional Text Software

Systems Life Cycle Costing: Economic Analysis, Estimation, and Management, by John Farr, CRC Press, June 2011. (Draft version posted in Blackboard) None None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments Assignment descriptions will be posted on Blackboard. Posting dates and due dates for assignments are shown in the course schedule table. The students are expected to show all the work for each of the homework assignments. Deliverables must be submitted via Blackboard in PDF format with proper orientation of the pages. This requires use of the full version of Adobe Acrobat (not just the free Acrobat Reader) or alternative software. Before submitting your assignment please make sure the files you have attached can be opened and only then hit the submission button. Those submissions that cannot be opened will be subject to late penalty. The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Individual Homework (3) Group Project Final Exam

Points 300 300 400

Effort (Team/Individual) Individual Team Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10%

per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6258 Executive Decision Making 1.5 credit hours Course Description Concepts and methods for making complex decisions in business and government; identifying objectives and alternatives, setting priorities, and making collaborative decisions.

Method of Instruction

Lectures, projects, student presentations. Students will learn by applying theoretical decision making concepts to real world problems. The Professor will provide individual guidance throughout the course both during classroom presentations as well as in individual and electronic consultations (e.g. Blackboard and Chat). Pre-Requisites None Course Objectives You will learn to: • Structure complex decision problems, measure, synthesize • Focus on objectives • Identify objectives • Identify alternatives • Identify constraints • Incorporate both quantitative and qualitative information in the decision process • Synthesize knowledge, data, and experience • Include values and politics in the decision process • Include ethical considerations in the decision process • Appreciate that: “Not everything that counts can be counted and not everything that can be counted, counts” • Levels of measurement and why numbers are sometimes mathematically meaningless • Deal with competing factors • Incorporate ethical considerations in making decisions

• • • • • • •

Compare apples and oranges Investigate sensitivity of decisions Communicate recommendations and rationale Convince others you are right Deal with group decisions and conflict Learn how to communicate better both orally and in writing Make effective presentations

Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Forman, Ernest H., and Selly, Mary Ann, Decisions By Objectives, World Scientific Press, 2001. Or download Text from http://ProfessorForman.com Jonah Lehrer, How We Decide, Houghton Mifflin, 2009

Optional Text Software

James Surowiecki, The Wisdom of Crowds, Anchor Books, 2005 Daniel Kahnerman, Thinking Fast and Slow, Fararar, Straus, and Giroux, 2011 Expert Choice Comparion (to be provided)

Grading The grades earned will be assigned based on the percentage total at the end of the semester, as indicated below. Grade

A

A-

B+

B

B-

C+

C

Percent 93% 90% 87% 83% 80% 77% 73% Assignments The total course grade of 100% will be determined by the following assignments: Assignment/Quiz Quizzes Real World Decision Project PowerPoint and Paper

Percent 20% 50%

Effort (Team/Individual) Individual Team

Class Participation • Campus Students: classroom discussion and 1 minute summaries • Distance Students: Eluminate Live and 1 minute summaries Final Exam

10%

Individual

20%

Individual

Note that percentages are approximate and may be adjusted as per discussion of prioritization with feedback. Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6259 Project Portfolio Management 1.5 credit hours Course Description Management of an organization’s portfolio of projects for the overall welfare and success of the enterprise. Alignment of projects with an organization’s strategy and goals and consistency with values and culture. Whereas most project management courses focus on ‘doing things right’, project portfolio management focuses on ‘doing the right things’.

Method of Instruction

Lectures, projects, student presentations. Students will learn by applying concepts and theory to cases and/or real projects. Pre-Requisites DNSC 6258 Executive Decision Making Course Objectives You will learn about: 1) The role of governance in PPM 2) Designing projects to address an organization’s strategic objectives 3) Prioritizing strategic objectives 4) Evaluating project alignment and anticipated benefits 5) Determining an optimum combination of projects 6) Evaluating alternative portfolios given different scenarios 7) Measuring the performance of individual projects 8) Synthesizing individual project performance into measures of portfolio performance at various levels within the organization Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course.

Texts and Software Required Text Bible, Michael J, and Bivins, Susan S, Mastering

Project Portfolio Management: A Systems Approach to Achieving Strategic Objectives

Available at Amazon or from Publisher at a slight discount: http://www.amazon.com/Mastering-ProjectPortfolio-ManagementObjectives/dp/1604270667/ref=sr_1_1?s=books& ie=UTF8&qid=1316296956&sr=1-1 Levine, Harvey A. Project Portfolio Management: A

Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits 2005, JoseyBoss, San Francisco Available at Amazon

If purchasing both is a financial strain, you can get by with only purchasing one (I recommend the Bible/Bivins book)as I will cover most of the pertinent material in class. Supplemental Forman, Ernest H., and Selly, Mary Ann, Decision By Objectives, World Scientific Press, 2001, or Text download from Decision By Objectives Chapters

Software

http://mdm.gwu.edu/forman None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 100% will be determined by the following assignments: Assignment/Quiz Hypothetical Case or Real World Project

Points 50%

Effort (Team/Individual) Individual

Weekly Quizzes Final Quiz

20% 30%

Individual Individual

Note that the percentages are approximate, may be adjusted to emphasize aspects of the course students perform better on, and may include class participation. Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6267 Planning and Scheduling 3 credit hours Course Description Projects are the mechanism that organizations use to effect change. That change may take shape in the form of a new manufacturing facility, an upgraded information management system, or a new product. However, all projects share some common characteristics. They have a finite duration and require resources to accomplish the project. To meet objectives, projects must be finished in some specified time frame and consume specified resources. This course looks at managing the time components of projects. The first part of the course focuses on project planning followed by the second part that focuses on project scheduling. The project planning part presents approaches to identify a project’s components and plan for activities necessary to build and integrate them to provide project’s deliverables. The scheduling part discusses alternative approaches to develop project schedules and determine the overall project duration under various scenarios. Pre-Requisites DNSC 6202 Statistics for Management DNSC 6261 Introduction to Project Management Course Objectives Upon successful completion of the course, students should be able to: 1) Define a complete project scope and break the scope into manageable packages and activities. 2) Develop a baseline project schedule while considering the limitations of available resources. 3) Incorporate the project budget into the schedule. 4) Measure actual schedule progress. 5) Report progress. 6) Identify and take corrective actions following delays or disruptions during project plan execution (control). 7) Describe alternate approaches to develop schedules with their strengths and weaknesses 8) Implement basic project scheduling approaches using commercially available software

9) Forecast completion dates under probabilistic scenarios. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading material including technical papers and on-line material may be assigned during the class. The students are expected to look for additional related material through a wide variety of sources including library resources, on-line searches, material from their other classes, and expertise available through their professional networks. Texts and Software Required Hinze, J. W., Construction Planning and Scheduling, 2012 (4th Edition), ISBN-10: 0132473984; ISBN-13: Text 978-0132473989. Optional Kerzner, H., Project Management: A Systems Approach (any edition) Mantel, S. J., Meredith, J. R., Shafer, S. M & Text Sutton, M. M., Project Management in Practice, 2010 Nicholas, J. M., & Steyn, H., Project Management for

Business, Engineering and Technology: Principles and Practice, 2008 Software

None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Homework Homework (5 at 60 points each) Exams (2 at 150 points each) Group project 1

Points 50 300 300 140

Effort (Team/Individual) Individual Individual Individual Team

Group project 2 Peer feedback (2 at 5 points each)

200 10

Team Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6262 Directed Computational Project Management 3 credit hours Course Description Students will form teams of two people. Each student team of two chooses its own real-life project to be used in the course. Work in this course consists of four group assignments. While for each assignment one student will be designated as leader of the assignment (leading role should be rotated alternatively) both students must be deeply involved in all the sections of the report. This homework-intensive (no exams), software-intensive course also contains a research component, because the real schedule and cost data to be used in the planned projects must be obtained by each team in the first part of the semester; adjustments may be required later in the course. Pre-Requisites DNSC 6261 Introduction to Project Management DNSC 6267 Project Planning and Scheduling Course Objectives 1) In a structured, directed way, to become familiar with what one might call the sequential numerical analytics of projects and project management through a semester-long examination of a project of the students' choice. 2) To achieve some familiarity with real-world time and cost estimates in the students' fields of interest. 3) To become proficient in the project management software of one's choice. 4) To understand the tradeoffs and changes that occur as a project proceeds, emphasizing basic numerical project data. 5) To understand the shortcomings of project management technology when making decisions in real-life projects. 6) To understand the measures of performance in projects. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion

section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Project Management 2010, Microsoft Official Academic Course, Wiley, ISBN 978-0-470-63888-0. Text www.Wiley.com/college/Microsoft Optional None Text Software None Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments When outside of class or Eluminate Live sessions, course-related questions are to be posted in the appropriate Blackboard discussion section so that the answer may be shared with all the members of the two classes. Student-to-student assistance and frequent classroom and Blackboard discussions are encouraged, but each assignment is to be produced by the individual student teams of two and will be graded accordingly. Students will alternate taking the lead on each assignment, and each assignment is to include the integrity statement that shows the participants' work (full description on Blackboard). All deliverables are to be submitted in PDF with the proper orientation of the pages. The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz First Assignment Second Assignment Third Assignment Fourth Assignment

Points 150 250 325 275

Effort (Team/Individual) Team Team Team Team

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6269 Project Management Applications 3 credit hours Course Description In this course, the program's capstone, students must demonstrate the ability to integrate the knowledge accumulated in prior course-work as well as produce new information. Students will apply their knowledge by writing part of a project management handbook; by analyzing, evaluating, and suggesting improvements in specific project environments; through a case study or by analyzing some good practices in project management (to determine the best); and by showing their project management sophistication by commenting critically about the provided general plan that they will turn into a global project. Pre-Requisites DNSC 6269 should be the last course taken in the Project Management graduate degree sequence. Confirmation must be obtained from the Program Director, followed by registration permission through the program office. Course Objectives 1) To integrate project management knowledge previously acquired and to acquire further knowledge through class presentations and extensive class discussions. 2) To apply the full spectrum of project management skills and knowledge in analyzing project management problems in a variety of settings. Material for the applications will be drawn from the project management literature and workplace settings. 3) To apply this integrated knowledge in formulating industry-specific project management procedures. 4) To discover and compare some practices to determine which are best. 5) To write clear, coherent, and concise professional project management reports and make correspondingly crisp, professional presentations based upon them. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the

responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software No required text. The capstone course should synthesize and integrate your knowledge of project management. Thus, we reiterate the importance of texts from previous courses (some examples of which are given below), that you will find helpful in executing these course assignments. •

• • • • • • • •

Dragan Milosevic's Project Management Toolbox: Tools and Techniques for the Practicing Project Manager, 2003 (John Wiley & Sons, Inc.) The text is available electronically through the University library, so you do not need to buy it. Cioffi, D.F. Managing Project Integration, Management Concepts, 2002. Kerzner, H., Applied Project Management: Best Practices on Implementation, John Wiley & Sons, 1999. AACE International Education Board, Skills and Knowledge of Cost Engineering, 4th Edition, The Association for the Advancement of Cost Engineering, 1999. Kerzner, H., Project Management: A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, any edition. Meredith J. R., and Mantel, S. J., Project Management: A Managerial Approach, 6th edition, Wiley, 2003. The PMI Standards Committee, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Project Management Institute, Fourth Edition, 2008. Verzuh, Eric, The Fast Forward MBA in Project Management, John Wiley & Sons, 1999 or later edition. Verzuh, Eric, The Portable MBA in Project Management, John Wiley & Sons, 2003.

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730

Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz Handbook Chapter and Integration Field Specific Comparison Case or Best Practice Study Class Participation Peer Feedback (2) Team Charter (2)

Points (Report + Presentation) 350 (275 + 75)

Effort (Team/Individual) Team

22 (125 + 100)

Individual

275 (200 + 75)

Team

100 40 10

Individual Individual Team

Due Dates The due dates above are tentative. Each section should define the due dates for all the assignments at the beginning of the semester. Deliverables must be turned in via Blackboard by 10:00pm on the due date shown except if noted otherwise. Late submission will be penalized 5% of the total assignment points per day (integer values only, e.g., 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6234 Procurement and Contracting 3 credit hours Course Description The purchase of services and materials by organizations is the subject of this course. The course reflects current changes whereby the federal buying process is emulating many of the best practices found in private sector purchasing. The study encompasses policy and public interest factors that complicate government buying and places those factors in perspective with private sector buying which often captures significant efficiencies and economic advantages associated with well managed corporate acquisition programs. The study spans requirements determination, procurement planning, solicitation, pricing, contract design, award procedures and administrative issues that affect procurement. Pre-Requisites None Course Objectives 1) To prepare students to perform and lead the work necessary to ensure proper examination of requirements planning of the most appropriate acquisition process, and formation of the needed contract relationship. 2) To develop analytical skills necessary to finding and qualifying sources ensuring adequate costing and pricing of purchases, and assessing the impact of proposed acquisition decisions. 3) To develop an appreciation of the policy factors and environment considerations that influences the acquisition process. 4) To practice decision making skills critical to good contract awards using case analysis, oral presentations and simulated negotiations. 5) To refine student research skills pertinent to contractual matters. 6) To enhance student skills in resolving selected case situations pertinent to public procurement. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion

section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Leenders, Michiel R., Flynn, Anna E., and Johnson, P. Fraser; Purchasing and Supply Management 14th Text Edition (“PSM”) ISBN 13-9780073377896

Optional Text Software

Federal Acquisition Regulations (www.arnet.gov/far) (FAR) None None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 100 points will be determined by the following assignments: Assignment/Quiz 2 Case Analyses Negotiation Exercise Research Paper Final Examination

Points 30 10 30 30

Effort (Team/Individual) Individual Individual Individual Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. To be considered for full possible points, assignments must be completed and turned in according to the schedule. Late assignments must be coordinated with the professor and may result in a reduction in points available for the specific assignment.

Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6290 Law and Ethics in Project Management 3 credit hours Course Description An examination of the legal and ethical environment of project management, with particular attention to employment law, liability, culpability, and ethical quandaries for project managers (and managers generally). Students learn strategies for avoiding legal nightmares, and a framework for ethical behavior. The course focuses on avoiding liability and acting ethically in employment situations (including hiring, firing, and all aspects of employment). Pre-Requisites None Course Objectives Students will learn: 1) The theories that underlie the law pertinent to project management, management, ethics, and the resolution of legal and ethical issues. 2) The fundamental rights and duties under employment law, contract law, and tort law applicable to project managers. 3) The legal requirements for project managers with a focus on employment law including how to avoid liability in hiring, employing, and terminating employees. 4) Discrimination Laws, Family Medical Leave Laws, OSHA Laws, and Privacy Laws applicable to managers. 5) The importance and necessity of ethics in project management with consideration of codes of ethics, general business ethics theories, and underpinning justifications for employment laws. 6) To strengthen their analytical and communication skills by learning to distinguish important from unimportant information, facts from issues, and arguments from conclusions. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion

section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Texts and Software Required Fields & Cheeseman, Contemporary Employment Law (Aspen Publishers, Wolters Kluwer, 2011) ISBN: 978-0Text 7355-9644-3

Optional Text Software

Ralph L. Kliem, Ethics and Project Management (CRC Press, 2012). ISBN: 978-1-4398-5261-3 None None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 100% will be determined by the following assignments: Assignment/Quiz 2 Case Briefs (15% each) 1 Reflection Paper 1 Final Examination

Percent 30% 30% 40%

Effort (Team/Individual) Individual Individual Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6290 Project Quality Management 3 credit hours Course Description Classic project management theory includes the concept of the triple constraint – time, cost, and quality. However, quality can be a rather vague term that is hard to quantify, measure, or improve. Project quality can be divided into three separate concerns: (1) the features incorporated in the project deliverables, (2) the fitness of the deliverables for the intended application, and (3) the effectiveness or efficiency of the project development and execution. This course is focused on the quality management of projects. It explores current theories and practices regarding quality management as applied to manufacturing and the service industry, the application to project systems, and the application to individual projects. In addition, we will explore the application of project management techniques in implementing a quality improvement initiative within an organization. Pre-Requisites None Course Objectives 1) Understand the origins and the theoretical basics of quality management as applied to manufacturing and service industries. 2) Understand and apply quality management practices to project systems including Best Practices such as benchmarking, continuous improvement, six sigma, and statistical quality control. 3) Understand and apply quality management practices to individual projects including the development of quality plans during project definition and quality assurance and quality control processes to monitor and control project quality in execution. 4) Develop a comprehensive quality control / quality assurance plan for projects that support the project’s quality objectives during execution. Reading Assignments The student is responsible for studying and understanding all assigned materials. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion

section on Blackboard. Additional articles will be posted on Blackboard. These additional articles are also considered required reading. Texts and Software Required Rose, Kenneth, H. (2005), Project Quality Management: Why, What and How, J. Ross Publishing, Inc., ISBN 1Text 932159-48-7 Optional None Text Software None Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730

Extra-credit work: There is no provision for any extra-credit work. Please do not request such work to make up poor performance during the semester.

Assignments The total course grade of 1000 points will be determined by the following assignments: Assignment/Quiz 3 Individual Assignments (100 points each) 2 Exams (200 points each) Group Project

Points 300

Effort (Team/Individual) Individual

400 300

Individual Team

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10% per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.

Decision Sciences Department Project Management Program DNSC 6290 Communication Strategies in Project Management 3 credit hours Course Description This course focuses the leadership and management practices that facilitate successful project implementation. The course examines project management in the public, private and non-profit sectors and addresses 1) communication 2) change management, and 3) performance management. The course readings will focus on best practices in these areas. Case studies are used to provide a context for analyzing the role these practices play in successful project implementation. Pre-Requisites None Course Objectives 1) Identify how different management and leadership strategies facilitate effective project implementation 2) Understand and explore the role of communication in project success 3) Understand and evaluate the role of change management in project success 4) Understand and evaluate the role of performance measurement in project success 5) Identify ways to improve your practice/use of communication, change management and performance measurement 6) Further develop academic skills necessary to conduct literature reviews, apply best practices to new situations and draft academic papers Reading Assignments The student is responsible for studying and understanding all assigned materials. Please prepare for each class by reading the assigned readings and formulating questions and/or ideas that apply the content to your professional experiences. In class discussions of readings will involve dialogue with peers and asking and/or answering questions. If reading generates questions that are not discussed in class, the student has the responsibility of addressing the instructor privately or raising the issue in a discussion section on Blackboard. Additional reading, including technical papers and on-line material, may be assigned during the course. Attendance at each class is expected and necessary to successfully meet course objectives. If your

religious observances conflict with any aspect of the course activities, contact the instructor as soon as possible to discuss alternative arrangements. Texts and Software Required Kerzner, H. and Saldis, F. (2009). Value driven project management. Wiley: New Jersey Text

Optional Text

Software

Harvard Business Review (2011). HBR's 10 Must Reads on Change Management. Harvard Business School Publishing: Massachusetts See weekly readings for recommended readings. Recommended readings are available through GWU Library’s Articles Plus. Enter in the title of the article you would like to find. The HBR articles should appear in the search results. None

Grading The grades earned will be assigned based on the point total at the end of the semester, as indicated below. Grade A

A-

B+

B

B-

C+

C

Points 930 900 870 830 800 770 730 Assignments The total course grade of 990 points will be determined by the assignments outlined below. Assignment Individual Development Plan Sample Project Communication Template Communications Management Plan (CMP) completed template Performance Reporting Change Management and Performance Measurement:

Points 30 20

Effort (Team/Individual) Individual Individual

420

Team

20 500

Individual Individual

Due Dates Deliverables must be turned in through Blackboard by the due date and time given in the syllabus unless noted otherwise. Only the instructor can extend any deadlines for assignments, the GTA cannot extend deadlines. Late submission will be penalized 10%

per day (integer values only, 1 day late, 2 days late, etc., including holidays and weekends). Deliverables will earn zero points if submitted beyond 1 week past the due date. Applicable Policies & Other Information See Syllabus Template.