Course syllabus1. Albert Essay

Course information 1 2.1 Teaching times and Locations Lecture: 8.00 – 11.00 a.m. Venue: 1 2 2.2 Units of Credit This course is worth 3 credits. 2.3 Parallel teaching in the course There is no parallel teaching involved in this course. 2.4 Relationship of this course to others BA023IU–Project Management concentrates on how to manage a project beside discussing issues of project management. The course provides hands-on experience in various stage of the process of project management. The course is independent requiring no prerequisite course. However, the students may find techniques and knowledge from the course of BA164BA–Production and Operations Management useful. Students majoring in International Business, Marketing and Business Management may later take BA171IU–Risk Management and BA149IU–New Product Planning in the following semester, which will complement and foster the skills learned from this course and employ the project management knowledge the students have accumulated here. 2.5 Approach to learning and teaching Employing the interactive learning and problem-based teaching approach, this course emphasizes the interaction between lecturers and students. The lecture materials will be uploaded in Blackboard to help the students to preview the materials and to facilitate discussion during the lecture. This will help students to interact with the lecturer on other matters related to the subject before and after the lecture. The sessions for presentations and discussions comprise company case studies as well as answering some theoretical and conceptual questions, which help the students to see how the concepts are applied in reality. 3. COURSE AIMS AND OUTCOMES 3.1 Course Aims The aim of this course is to provide the students with insights into human behavior, knowledge of organizational issues and skills with quantitative methods for successful project management. Specifically, the course is to provide students with: Understanding on the concepts of project planning and organization, project control and project communications. Decision-making techniques in project selection. Analytical skills for successful project management. Insights into human behavior and people skills for project management. Project scheduling techniques including WBS, PERT, Gantt Charts. Use of Project Management Software Ms Project and Crystal Ball Software. 3.2 Student Learning Outcomes Students completing this course are likely to achieve the following attributes: Systems approach. See a bigger picture when managing a project, holistic perspective regarding all parties involved in the project, and all components that would deliver to make a project completed satisfactorily. People management. Appreciate individual strengths and weaknesses, direct people to achieve project targets. Team player and team leader. Constructively contribute to projects as a team player or leader, having versatility in both human and technical sides, negotiate to get to win-win solutions. Disciplinary and multidisciplinary perspective. Bring disciplinary and multi-disciplinary perspectives in straightening out situations and projecting possible outcomes. Planning, scheduling, logistics literate. Perform satisfactorily the basic tasks of project management. 3.3 Teaching Strategies The learning system in this course consists of lectures and scheduled presentations/discussions. Lectures elaborate the appropriate theoretical content in the textbook and readings. Classes provide a more detailed and refined analysis of both concepts and applied materials. Classes are strongly oriented towards interactive discussion of the text and cases and reading assignments. In order to gain the most from the lectures and class activities, the assigned text/reading should be read before the lecture to participate in the discussions. 4. STUDENT RESPONSIBILITIES AND CONDUCT 4.1 Workload It is expected that the students will spend at least six hours per week studying this course (three hours in class and three at home). This time at home should be made up of reading, research, working on exercises and problems, and attending classes. In periods where they need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. They should take the required workload into account when planning how to balance study  with part-time jobs and recreation and/or other activities. 4.2 Attendance Regular and punctual attendance at lectures is expected in this course. University regulations indicate that if students attend less than eighty per cent of scheduled classes, they may not be considered for final assessment. Exemptions may only be made on medical grounds. It means that if you miss more than two classes, you may fail the class. For any class where you miss, you are obliged to submit your answers to the questions. 4.3 General Conduct and Behaviour The students are expected to conduct themselves with consideration and respect for the needs of the fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students will be asked to leave the class. More information on student conduct is available at the university webpage. 4.4 Keeping informed The students should take note of all announcements made in lectures or on the course’s Blackboard. From time to time, the university will send important announcements to their university e-mail addresses registered with the school without providing a paper copy. The students will be deemed to have received this information. 5. LEARNING ASSESSMENT 5.1 Formal Requirements In order to pass this course, the students must: achieve a composite mark of at least 50; and make a satisfactory attempt at all assessment tasks (see below). 5.2 Assessment Details 5.2. 1 Attendance (5%): In order to get 5% of attendance score, a student must attend all sessions. If a student is absent for more than two sessions, she or he will lose 5% of total course grade and may be prohibited from the  final exam except for cases with medical reasons. 5.2.2 Homework (15%): Each student must submit a project proposal form, with enclosed budget and Ms Project schedule, before Session 8. Details will be announced. 5.2.3 Teamwork(10%): On Session 1, groups of maximum 5 students are formed and they will work on their group project throughout the course. Each team must present their analysis to a textbook case by answering the case questions (see the course calendar). Team members should read all the cases before class for discussion in class. Each class I will choose any team for case presentation which will be marked. 5.2.3 Mid-term Exam (30%): The midterm exam will be one and half hours in length and will be in the form of multiple choices and open questions/problems. This is open book test. Content of the Course Contents for Assessment Level of Cognitive Domain Understanding and Analytical Applying Multiple-choice Questions (MCQ) Written Questions (Problems) Introduction to Project Management Characteristics of a project, roles of project manager, project organization forms, Conflicts and Negotiation 10 MCQ 1 problem Project Selection/Planning Project Selection, Project Cost Estimation and Budgeting 10 MCQ 3 problems SCORE 40 60 5.2.4 Final Exam (40%): The final exam will be 2 hours in length during Final Exam Period and will be in the form of multiple choices and open questions/problems. This is open book test. Content of the Course Contents for Assessment Level of Cognitive Domain Understanding and Analytical Applying Multiple-choice Questions (MCQ) Written Questions (Problems) Project Planning Scheduling , CPM/PERT, Gantt Chart, Issues in Planning 10 MCQ 2 problems Project Implementation, Monitoring and Evaluation Project Crashing, Resources Allocation, Information Systems, Tools for Project Control, Project Evaluation/Audit 15 MCQ 2 problems SCORE 30 70 5.5 Special Consideration: Request for special consideration (for final examination only) must be made to the Office of Academic Affairs within one week after the examination. General policy and information on special consideration can be found at the Office of Academic Affairs. 6. ACADEMIC HONESTY AND PLAGIARISM Plagiarism is the presentation of the thoughts or work of another as one’s own (definition proposed by the University of Newcastle). Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and the proper referencing of sources in preparing all assessment items. The university regards plagiarism as a form of academic misconduct, and has very strict rules regarding plagiarism.1 7. STUDENT RESOURCES 7.1 Course Resources Please note that it is very important to gain familiarity with the subject matter in the readings and cases prior to attendance in classes. Textbook: Meredith, J. and Mantel Jr, S. (2012), Project Management: A Managerial Approach, 8th Edition, Wiley. Reference Books: A Guide to the Project Management Body of Knowledge, 3rd Edition (PMBOK Guide), Project Management Institute, November 2004. Additional materials provided in Blackboard The lecturer will attempt to make lecture notes and additional reading available on Blackboard. However this is not an automatic entitlement for students doing this subject. Note that this is not a distance learning course, and you are expected to attend lectures and take notes. This way, you will get the additional benefit of class interaction and demonstration. Recommended Internet sites PMI (Project Management Institute) IPMA (International Project Management Association) APM (Association for Project Management) The Project Management Podcast Visitask Startwright Recommended Journals The Achiever Newsletter Project Management Books ePMTutor International Journal of Project Management PROJECT Magazine Project Manager Today Project Management Publications Project Times Project Management World Today PROJECTMagazine 7.2 Other Resources, Support and Information 1 2 Additional learning assistance is available for students in this course and will be made available in Blackboard. Academic journal articles are available through connections via the VNU – Central Library. Recommended articles will be duly informed to the students. 8. COURSE SCHEDULE Session Topic Learning materials and activities 1 Introduction – Basics of Project Management Context Definition of ‘project’ and other terminologies Rationale of project management approach Project life cycle Project objectives Risk associated with projects Textbook, Chapter 1 Forming Study groups Allocation of Group Tasks How to prepare for case study presentation Discussion: Bloomfield Transport, Inc. Reading: Lessons for an accidental profession 2 The Project Manager Introduction to Project Manager The roles of project managers The responsibilities of project managers Requirements of project managers Project manager’s qualifications Environmental and cultural issues Textbook, Chapter 3 Case: The National Jazz Hall of Fame Reading: What it takes to be a good project manager? 3 Project in the Organizational Structure Project and other superior organizations Project in its purest form Matrix Mixed Selecting the right project organization Project teams and other functions Textbook, Chapter 5 Case: Dizplaze Reading: The virtual project – Managing tomorrow’s team today 4 Conflict and Negotiation Categories of conflicts Conflicts and project life cycle Uncertainty and conflicts Negotiation defined Methods of negotiation Quiz (30 min) Textbook, Chapter 4 Case: Pelican landing –Bender Corporation. Reading: Methods of resolving interpersonal conflict 5 Project Selection and Planning Project selection models Qualitative and quantitative approaches Risk considered Project coordination plan Project action plan Work breakdown structure Integration management Textbook, Chapters 2 &6 Case: Pan Europa Food S.A. Reading: Planning for crises in project management 6 Budgeting Project budget estimation Methods of project estimation Issues in estimation Techniques for improving estimation Case discussion Textbook, Chapter 7 Case: Gujarat Auto Reading: Three perceptions of project costs MID-TERM 7 Project Scheduling PERT and CPM Gantt charts Risk analysis Extensions of tasks and project Practice of scheduling Textbook, Chapter 8 Case: Topline Arena Tutorial: Ms Project Software and Crystall Ball Software 8 Allocation of Resources CPM and crash Problems with resource allocation Loading and leveling Allocation under constraints Multi-project scheduling and allocation Practice of allocation of resources Textbook, Chapter 9 Case: D.U. Singer Hospital Product Corp. 9 Monitoring and Control Cycle of planning-monitoring-control Report process The concept of earned value Purposes and types of control Practice of project control Textbook, Chapters 10&11 Discussion: Earned value at CERN Case: Kroon Chemische Febriek Reading: Survey of project management tools 10 Project Control Designing control systems Control as a management function Balance in control Control of creative projects Control of change and creep Textbook, Chapter 11 Case: Peerless Laser Processors Reading: Controlling projects according to plan 11 Project Audit and Termination Purposes of evaluation Project audit Audit and project life cycle Design and use of audit report Issues of Measurement Termination basics Types of termination Process of termination Report of termination Textbook, Chapters 12&13 Case: Theatre High Altitude Area Defense (THAAD): Five Failures and Counting Team Project Presentations 12 Course Review Basic concepts Basic process The human side in project management Calculations, techniques and maths Q&A Drills Team Project Presentations