The subject is closely modeled upon the Project Management Book of Knowledge (MAMBO) established by the Project Management Institute (PM), the most widely-recognized reflections body for project management. Case Studies A number of real-life case studies are incorporated into the subject to provide opportunities for students to apply theory into practice in an authentic context.
Program objectives Upon completion of this subject, you should be able to describe and understand the key characteristics of a project advance through the different stages of a project management life cycle establish budgets, assign resources, draft proposals and implement plans conduct meetings, establish reporting mechanisms and design communication plans handle and manage risk in projects close projects in a systematic manner Delivery method The subject is delivered online over a 12-week period, with an assigned Professor acting as your mentor.
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Your class will comprise students from different countries and industry backgrounds. Practical case studies and discussions help to stimulate learning and knowledge exchange, while an examination at the end of the subject will help you review the apply the knowledge and skills you have learnt. Assessment: Prerequisites: None Case analyses (team and individual) 45% Discussion board activities Final Exam 25% 701 Project Management Methods Syllabus Segment 1 : Introduction Segment 2: Contemporary Issues You are introduced to the syllabus, the resources and communication tools available thin the course.
You will discuss contemporary issues facing project managers. The roles and responsibilities of the project manager, the project management office (PM) and project-based organizations are reviewed. You will examine how different organizational structures, such as the pure organization, functional organization and matrix organization, affect projects. The concept of the project management maturity model (PM) is also introduced. In the planning phase of a project, you identify all the work required to complete the project by developing a Work Breakdown Structure.
This process involves the actual detail of planning a project and introduces you to project planning software, such as Primeval Project Planner for the Enterprise/Construction (PEE/c). You will apply scheduling logic, precedence diagramming and identify the critical path through the program evaluation review technique (PERT), critical path method (CPM) and Gaunt chart. These tools will help you establish a budget for the project and develop a formal project proposal or detailed project plan. You will explore methodologies useful in organizing projects ND selecting project teams.
In the organizing phase of a project, the project manager, project team and organizational structure will determine the style of management. You will understand how to assign resources based on available skills, budget and time, and to evaluate the results of such decisions. Specifically, you will learn to enter personnel assignments, estimate resource loading and perform resource leveling using PEE/c. An effective project manager should set overall project priorities, be willing to take risks, mediate, negotiate, build and motivate a strong am and be a true leader for the project.
In the controlling phase of a project, management style and effective communication and co-ordination play important roles. You will be introduced to some of the metrics that can be implemented to control a project, such as the cost performance index (ICP), schedule performance index (SIP), schedule variance (SF) and cost variance (C.V.). Other control tools, such as meeting and reports, will also be covered. In the controlling phase, risk management will be tackled, as well. You will learn how to quantify and qualify risk in a project, use liters in project scheduling, and plan for contingencies and mitigation strategies.
Computer simulation will be introduced as one of the risk management tools. You will explore alternative methods of project-crashing and fast-tracking, and understand the importance of issuing and executing change orders. The closing phase of a project concludes the project management life cycle. The successful installation of a deliverable involves obtaining major stakeholder acceptance and sign-off of the project. You will also need to perform an assessment or post-mortem review, to learn room failures and successes, as well as to establish best practices.
This culminates with the writing of a final project report and archiving of project files. The subject closes with a discussion about contemporary issues facing project managers. The (PM) and broadcasted organizations are reviewed. You will examine how different model (PM) is also introduced. Segment 3: Defining a Project Segment 4: Planning a Project Segment 5: Organizing a Project Segment 6: Controlling a Project (I) Segment 7: Controlling a Project (II) Segment 8: Closing a Project Required textbook Meredith, J. R. And S. J. Mantel. Project Management: A Managerial Approach (5th edition).
John Wiley and Sons, 2003 Global Faculty Experts in the field 1321 Global subjects are created by acknowledged experts in their field, usually senior academics who have strong understanding of postgraduate requirements. The subject content is further reviewed by academic specialists who appraise the subject from an independent perspective, ensuring a high-quality, professional product. 701 PROJECT MANAGEMENT METHODS was created for 1321 Global by James Patterson, Professor of Operations and Decision Technologies at the Kelley School of Business,
Indiana University and Jodi Frisson, a certified Project Management Professional. Dry Patterson, who has a DAB from Indiana University, has taught at the University of Missouri-Columbia and Penn State University. His research interests are in project management and mathematical programming, specifically in algorithm design for solving special structured integer programming problems. Ms Frisson boasts extensive experience in the transportation, commerce and software development industries, including a key role in the US Amtrak high-speed train project.
The subject as reviewed by Jack Meredith, Professor of Management, Boorishly Distinguished Scholar and Chair in Operations at the Babcock Graduate School of Management, Wake Forest University. Dry Meredith has worked for Hewlett-Packard, Douglas Aircraft and TRW Systems Group, and consulted for the National Research Council (Washington), Institute of Advanced Manufacturing Services (Cincinnati) and Digital Equipment Corp… He is the author of over half a dozen books on operations management, project management and management science, and has received numerous teaching and research awards.
He earned his PhD in Business and MBA at the University of California, Berkeley. Subject Author Professor James Patterson Indiana University Jodi Frisson Professional Consultant Subject Reviewer Professor Jack Meredith Wake Forest University Our Professors Your progress will be guided by dedicated Adjunct Professors based around the world. They provide an international perspective and impart knowledge through a wealth of experience in their field of specialization. Our Adjunct Professors will help you make sense of the information around you to enable you to transform the information into knowledge and creative solutions.
Ditz Razz is Professor of Technology and Information Systems Management at the Leon Reactant Graduate School of Business Administration, Tell Aviva University and Director of the Henry Crown Institute of Business Research in Israel. He has sat on the Industrial Engineering faculties of the University of Iowa in the US and Ben Grunion University in Israel. Dry Razz is a certified Project Management Professional by the Project Management Institute (PM) and Founding President of the Israel Chapter of the UP. He holds a PhD in Industrial Engineering from the University of Missouri-Columbia and an Masc.. From the University of Toronto, Canada.
Ditz Razz Near ALL Near All is Professor of Operations Management at the Management Development Institute (MDI), Surgeon, India. A former Professor at the Institute of Management Technology, Gabbed, Xavier Institute of Management, Banner’s and the Ago Institute of Management in India, Dry All has strong industry credentials. He held senior managerial positions and consulted with several private and public sector reparations, as well as government organizations, in the areas of quality, vendor management, productivity enhancement, organizational restructuring and project management.
He has a PhD and a PAGE (MBA) from the Indian Institute of Management, Calcutta, and his M. Tech and B. Tech are from the Indian Institute of Technology, Kanata. Martin Err Martin Err is the CEO of Agent Technology Ltd, a solutions provider for supply chain visibility software and networks. A former Professor of Computing at the Faculty of Business, Auckland University of Technology, Dry Err has close to 15 years of experience s a full-time academic. He has taught at universities in Australia, New Zealand, the I-J and Ireland.
His research interests include Internet banking and business, decision support systems, strategic information systems, computer graphics and multimedia, algorithms, programming methodology and software engineering. Dry Err earned his PhD in Computer Science from the University of Essex, UK. For more information on 1321 Global MBA subjects, please visit our campus at MM. ‘. U global. Du. So Or email us at campus@u21 global. Du. So Phone: (65) 6410 1399 Fax: (65) 6410 1368