UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 12 03 09
SUBJECT: Dev & Evaluation of Projects 1 CODE: UGER 280
FACULTY: James Keeley, PhD
CREDITS: 3
CONTACT HOURS: 48
NON CONTACT HOURS: 96
YEAR: 2010
PERIOD: Spring I
DAYS: Monday – Thursday
SCHEDULE: 11:00-12:40 pm
ROOM: G226
SYLLABUS DATE: Feb 2010
1. COURSE DESCRIPTION
This course teaches all the academic theory of project evaluation, development and
management. It covers topics such as project concepts, life cycles, time-, qualityand cost management, risk management, project organization and management
skills for projects. Students practice the various concepts with case methodology
and other exercises.
2. JUSTIFICATION
This course enables students to identify, analyze and understand the specific
processes involved in the development and sustainment of business, social and
governmental projects on both large and small scales. This allows students a
better appreciation of the elements involved with project planning, delivery and
sustainability.
3. OBJECTIVES
a. GENERAL
This course examines project management roles and environments, the
project life cycle and various techniques of work planning, and control and
evaluation to achieve project objectives. The tools currently available to
project managers are discussed and presented throughout this course.
b. SPECIFIC
After completion of this course, students will be able to:
1. Analyze the relationship between organizational continuous improvement and a
project's strategic objectives, while continuing to support and assess planning
and implementation issues.
2. Defend the need for conformance of project management to organizational
culture.
4. COMPETENCIES
This course will allow the student to use basic problem solving techniques in order
to solve project management issues as they arise; make appropriate decisions
based on the requirements of the task and allow for recognition of organizational
structure and policy to guide strategic thinking skills in order to complete a project
within established time and fiscal parameters.
5. COURSE CONTENT OUTLINE
Class
Meeting #
Competencies
CONTENT
What is the Difference
1
Monday
Mar 15
The student
Between a Program and
defines the
a Project? Project
salient
Management Overview
characteristics
of a project and
explains the
need for project
management
Project Scope
2
Tuesday
Mar 16
3
Wednesday
Mar 17
The student
describes the
system
development
cycle
Identifying Project
Activities
HOMEWORK
(96 HRS.)
PERFORMANCE
INDICATORS
Wysocki &
McGary,
(2003) Pages
1 – 48
Defines the
characteristics of
a project
Thomsett, R.
(ND). Pages 119
Wysocki &
McGary,
(2003) Pages
49 - 72
Wysocki &
McGary,
(2003) Pages
75 - 95
Estimation Duration,
Wysocki &
Resource Requirements McGary,
and Cost
(2003) Pages
97 – 116
4
Thursday
March 18
Explains the
need for project
management
Compares and
contrast the
roles of project
managers in
organizational
environments
Describes the
systems
development
cycle
Thomsett, R.
(ND). Pages
21-36
5
Monday
March 22
6
Tuesday
March 23
7
Wednesday
March 24
The student
determines
roles of
systems
analysis and
systems
management
within the
scope of
project
management
Constructing and
Analyzing a Project
Network Diagram
Wysocki &
McGary,
(2003) Pages
117 - 142
Finalizing the Schedule; Wysocki &
Organizaing and
McGary,
Conducting the Joint
(2003) Pages
Project Planning
143 – 168
Session
Explains the
roles of systems
analysis and
systems
management in
the life cycle of a
project
Global Project Case
Study
Student InClass
Discussion
Case
Presentation
Recruiting, Organizing
and Managing the
Project Team
Wysocki &
McGary,
(2003) Pages
169 – 206
Associates the
project's
information
systems with the
strategic need to
communicate
Describes the
ways groups are
organized into
projects
Thomsett, R.
(ND). Pages
37-44
8
Thursday
March 25
The student
describes the
way and
manner in
which groups
are organized
into project
teams
9
Monday
March 29
10
Tuesday
March 30
11
Wednesday
March 31
The student
constructs a
statement of
work (SOW)
and
decompose
overall project
goals
Monitoring and
Controlling Progress;
Project Management
Roles
Wysocki &
McGary,
(2003) Pages
207 - 241
Technique
Explains the
roles and
responsibilities
of project team
members
Adaptive Project
Framework
Wysocki &
McGary,
(2003) Pages
267 - 304
Explains the
relationship
between project
managers and
line managers,
especially in
terms of the
division of
responsibility
and authority
Identifies
leadership styles
of project
managers
Closing-Out the Project; Wysocki &
Critical Chain Project
McGary,
Management
(2003) Pages
243 – 265
Project Portfolio
Management
Wysocki &
McGary,
(2003) Pages
351 – 396
Thomsett, R.
(ND). Pages
47-61
Cycle Build; Client
12
Thurs
April 1
The student
Checkpoint; Variations
develops a
to APF
work
breakdown
structure using
established
tools and
techniques to
achieve stated
project
objectives
Mid Term Examination
13
Monday
April 5
Wysocki &
McGary,
(2003) Pages
306 – 347
Thomsett, R.
(ND). Pages
63-79
Describes
techniques used
to manage
groups and
individuals in
order to increase
the effectiveness
of working on a
project team
Produces a
statement of
work (SOW) and
decompose
overall project
goals
Demonstrates
knowledge
regarding the
components of a
WBS
Innovation
Project
Initiates
Management: components of
Innovativeness the SOW
is the Key (12)
Earned Value Project
Flemming &
Koppelman
Pages 1 - 62
14
Tuesday
April 6
15
The student
Management
Wednesday analyzes
April 7
optimal labor
utilization for
cost
effectiveness
and labor
utilization using
a resource
loading chart
Project Support; Putting Wysocki &
it all Together; Gantt
McGary,
Charting
(2003) Pages
397 – 432
16
Thursday
April 8
17
Monday
April 12
The student
defines the
elements of
project quality
management
and applies
them to the
final project
18
Tuesday
April 13
19
Wednesday
April 14
The student
identifies risk
management
activities
throughout the
project life
cycle
Develops a work
breakdown
structure (WBS),
using
established tools
and techniques,
to achieve
stated project
objectives
Produces a taskflow network,
using
established tools
and techniques,
and analyze the
contingencies,
interrelationship
s, and critical
path(s) of the
work elements
Identifies cost
over-runs and
other budget
anamolies
Budget Planning and
Scheduling
Flemming &
Koppelman
Pages 63 - 84
Global Project Case
Study
Student InClass
Discussion
Case
Presentation
Describes how
to accomplish
project planning
with a strategic
perspective
Monitoring
Performance;
Forecasting; Final Cost
and Schedule Results
Flemming &
Koppelman
Pages 127 155
Produces a
Gantt chart,
using
established tools
and techniques,
to schedule the
completion of all
work elements
20
Thursday
April 15
Project Constraints;
Stakeholders
Project
Management;
Challenges
and Lessons
Learned (12)
Lists reasons for
using the project
management
approach to
organize work
Network Diagraming
Project
Management
Network
Diagraming
(10)
Explains how
projects serve
as the building
blocks in the
design and
execution of
organizational
strategies
Defends the
position that a
project's
objectives
should be
integrated with
an organization's
strategies
Identifies a
project's key
stakeholders
21
Monday
April 19
22
Tuesday
April 20
Project Management on Web-Enabled
Project
Management
(16)
The student
the Web
utilizes earnedvalue concepts
for project
milestone
control
Mastering the Project
23
Wednesday
April 21
Project
Management:
24-Steps to
Mastering Any
Project (17)
Final Examination
24
Thursday
April 22
6. METHODOLOGY
The methods for learning in this course include classroom lectures and discussions,
case studies, small-group sessions, and practical exercises that will expose
students to new ideas and increase their knowledge of the role and scope of project
design and development.
7. EVALUATION
The student will be assessed through daily participation and evaluation by written
work and testing. By the conclusion of this class the student will be able to
recognize and identify key objectives and will be able to fundamentally apply what
was learned based upon the information given in this bi-mester of instruction.
7.1 Assessment Criteria
Completion and knowledge of the assigned course readings,
Consistent use of electronic media,
Completion of assigned homework
Classroom participation is subjectively considered in final score
7.2 Performance Markers
1. Defines the characteristics of a project,
2. Explains the need for project management,
3. Compares and contrast the roles of project managers in organizational
environments,
4. Describes the systems development cycle,
5. Explains the roles of systems analysis and systems management in the
life cycle of a project,
6. Describes the ways groups are organized into projects,
7. Explains the roles and responsibilities of project team members,
8. Explains the relationship between project managers and line managers,
especially in terms of the division of responsibility and authority,
9. Identifies leadership styles of project managers,
10. Describes techniques used to manage groups and individuals in order to
increase the effectiveness of working on a project team,
11. Produces a statement of work (SOW) and decompose overall project
goals,
12. Develops a work breakdown structure (WBS), using established tools
and techniques, to achieve stated project objectives,
13. Produces a task-flow network, using established tools and techniques,
and analyze the contingencies, interrelationships, and critical path(s) of
the work elements,
14. Produces a Gantt chart, using established tools and techniques, to
schedule the completion of all work elements,
15. Lists reasons for using the project management approach to organize
work,
16. Explains how projects serve as the building blocks in the design and
execution of organizational strategies,
17. Defends the position that a project's objectives should be integrated with
an organization's strategies,
18. Identifies a project's key stakeholders,
19. Assesses the strategic issues facing a project team,
20. Analyzes the approaches to managing a project's strategic issues,
21. Describes how to accomplish project planning with a strategic
perspective,
22. Associates the project's information systems with the strategic need to
communicate,
23. Supports the strategic values of project control systems,
7.3 Weighting:
Homework 50%
Exams 50%
8. BIBLIOGRAPHY
8.1 REQUIRED:
Flemming, Q. & Koppelman, J. (2000). Earned value project
management, 2nd Ed. PMI, Pennsylvania.
Wysocki, R. & McGary, R. (2003). Effective project management, 3rd
Ed. Wiley Publishng, Indianapolis, IN.
Thomsett, R. (ND). The busy person’s project management
workbook. This book is free and on-line at:
http://www.scribd.com/doc/5073662/The-Busy-Persons-ProjectManagement-Book
8.2 COMPLIMENTARY:
None
8.3 HANDOUTS/READINGS (Given in Class):
Project Management; Challenges and Lessons Learned
Project Management Network Diagraming
Project Management: 24-Steps to Mastering Any Project
Web-Enabled Project Management
Project Management Explained; A Logical Framework
Modeling Project Management
Project Management: Innovativeness is the Key
Theory of Project Management
8.4WEBLIOGRAPHY:
EBSCO DATABASE at:
http://search.ebscohost.com/
The Project Management Center:
http://www.infogoal.com/pmc/pmchome.htm
The International Research Network on Organizaing by Projects:
http://www.irnop.org/
E-Project Central:
http://www.eprojectcentral.com/
The Three Little Pigs Project:
http://www.eng.uwo.ca/research/ttlpp/overview.htm
The Woody 2000 Project:
http://www.maxwideman.com/papers/woody2000/intro.htm
9. FACULTY INFORMATION:
NAME: James W. Keeley, PhD
E-mail: drjwkeeley@yahoo.com
ACADEMIC CREDENTIALS:
B.A.A.S Bachelors of Arts and Sciences
GRADUATE:
M.Ed. Master of Education
M.B.A. Master of Business Administration
Ph.D. Doctor of Philosophy
Prepared by: James W. Keeley, PhD
Date: February, 2010
Reviewed by: Dean Monica Reynoso
Date: February, 2010