Course Syllabus

Course Information
OPRE 6375
Project Execution and Closeout
Online Fall 2009

Professor Contact Information

Mr. James Szot jimszot@utdallas.edu (instructor of record)
Dr. Marie Chevrier chevrier@utdallas.edu
Dr. Duncan MacFarlane dlm@utdallas.edu
Dr. Gerald Turner turner.g.a@att.net
Dr. Laurie Ziegler ziegler@utdallas.edu

Course Pre-requisites, Co-requisites, and/or Other Restrictions

OPRE 6374 Project Planning and Execution

Course Description
Planning and execution techniques continued from OPRE6374 and introduction of closeout phase
requirements. Topics include negotiation, procurement management, earned value management,
influence, information database development, project plan execution and control, quality
measurement and control, and project closeout.

Important note: Learning from preceding courses should be applied with learning from this
course in the completion of your assignments.

Student Learning Objectives/Outcomes

Students will demonstrate the ability to plan negotiations, develop procurement management
plans, report and interpret earned value data, consider perception and influence techniques in the
management of people, plan project execution and control procedures, use fundamental quality
tools, and plan project closeout procedures.

Required Textbooks and Materials

Textbooks (purchased by student):

Cialdini, Robert B. (2009) Influence: Science and Practice, 5th edition, Boston: Pearson
Education. ISBN 978-0-205-60999-4
Goodwin, Cliff and Griffith, Daniel B. (2007) The Conflict Survival Kit: Tools for
Resolving Conflict at Work, Upper Saddle River, NJ: Pearson Education ISBN 0-13-
118303-6
Gray, Clifford and Larson, Erik (2008) Project Management: The Managerial Process,
Fourth Edition, New York: McGraw-Hill/Irwin. ISBN 0-07-334817-1
Heldman, Kim (2007) PMP® Project Management Professional Exam Study Guide,
Fourth Edition, Indianapolis: Sybex (Wiley). ISBN 978-0-470-15250-8

OPRE6375 Online Fall 2009 12/4/09 Page 1

 Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2006) Essentials of
Negotiation, 4th ed., New York: McGraw‐Hill/Irwin. ISBN‐13 978‐0073102764
Lewis, Michael (2004) Moneyball: The Art of Winning an Unfair Game, New York:
W.W. Norton and Company. ISBN 0-393-32481-8
Project Management Institute (2008) A Guide to the Project Management Body of
Knowledge, Fourth Edition, Newtown Square, PA: Project Management Institute. ISBN
978-1-933890-51-7 [download from PMI Standards]
Rose, Kenneth H. (2005) Project Quality Management: Why, What and How, Boca
Raton, FL: J. Ross. ISBN 1-932159-48-7

Cases:

Colonial/Buenos Aires Bridge Negotiation

Softech, Ltd – Part A

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 Assignments & Academic Calendar
Title/Date Overview
Project Management This module continues the
Professional IV process of preparing for the
Project Management Institute’s
(no recorded lectures Project Management
or web conferences) Professional certification exam.
Jim Szot Students who have already
earned the PMP® credential
Oct. 5 – Dec. 12 conclude preparation of a
research paper on a project
management topic of their
choice.
OPRE6375 Online Fall 2009 12/4/09
Objectives Assignments
Non-PMPs Non-PMPs
Explore PMI’s approach to
 Resource Planning
 Creating the Project Schedule and Budget This is a major assignment,
not a brief summary!
PMPs
Complete a research report on the student’s project
management topic of choice.
Read: Heldman, Chapters 9, 10, and 11
Write: A 15-20 page summary of the key
points you found in the reading and a reflective
discussion on how risk management,
performance measurement and control,
integrated change control, quality monitoring
and control, and project closeout are
performed in your organization with
identification of strengths, opportunities for
improvement, and near term actions you would
suggest for improvement.
Post on Blackboard by December 12, 2009
11:59PM (50 points)
PMPs
Submit your research report on Blackboard by
December, 12, 2009 11:59PM. (50 points)
Page 3
 Title/Date Overview Objectives
Negotiation: Ethics Practical application of The Buenos Aires-Colonia Bridge exercise is a nine
and Leverage negotiation theory through a party negotiation for a contract to finance, build,
simulation of concession and operate a bridge linking Buenos Aries,
Negotiation: contract negotiations for a large Argentina and Colonia, Uruguay. It is based on a
Individuals and infrastructure project real situation, but the roles, interests, issues, and
Groups process have been modified for educational
purposes. In the simulation, the governments of
Marie Chevrier Argentina and Uruguay are, in cooperation with the
Interhemispheric Development Bank, negotiating
October 5 – 18 with two competing consortia of private sector
companies – Alpha and Omega – over the contract
for the bridge. This is a complex and challenging
exercise that will revisit the finance concepts
discussed in modules 7 and 8 (Creating Value with
Investments).
Assignments
Required Reading
 Colonia/Buenos Aires Bridge Negotiation
case and confidential role instructions in the
back section (posted on Blackboard-
password protected)
Prepare…
 Intra group negotiation (Oct 5 – 9):
Contact the other person(s) who are in the
same consortium as you are. For example, if
you are Argentina, contact Uruguay and the
Interhemispheric Development Bank. If you
are in Alpha or Omega, contact the others
assigned to the same consortium. Discuss
strategy, practice using the spreadsheet,
and develop at least two complete proposals
to present to the others.
 Process negotiation (Oct 10 –11): Set up
a meeting with all parties to negotiate what
the process will be for the substance
negotiation. One person to prepare a written
statement of the agreed upon process for
the remaining negotiations and post to the
Discussion Board by Tuesday, Oct 13th,
midnight.
 Substance negotiation (Oct 12 – 17):
Parties will complete negotiations over the
substantive issues. A representative from
the Government/IDB group should email the
final agreement (use Appendix D) to Dr.
Chevrier.
(15 points)

Web-conference: Oct 18, 5:00 pm CDT

OPRE6375 Online Fall 2009 12/4/09 Page 4

 Title/Date Overview Objectives Assignments
Procurement This session explores the As a result of this module you will be better Reading Assignments
Management procurement management prepared to:
PMBOK Guide: Chapter 12
processes that are used to  Prepare a project procurement plan
Jim Szot acquire goods and services for  Insure individual integrity and professionalism Gray and Larson: Chapter 12 including Appendix
the achievement of project goals. by adhering to legal requirements and ethical 12.1
Oct. 19 – 25 standards in procurement
 Balance stakeholders’ interests by Individual assignment
recommending contracting approaches that 1. Review the case study, Partnering – The
are fair to all parties Accounting Software Installation Project, in
 Interact with stakeholders in a professional and Gray and Larson, pages 410-411 (3ed. pp.
cooperative manner 402-403)
2. Prepare a response to the following
questions in 2-3 pages:
a. What did Karin do right?
b. Why is the project in trouble?
c. What would you have done differently to
assure success?
d. What should Karin do now?
e. How does the type of contract (fixed
price, cost plus, etc.) affect Karin’s ability
to “partner” with the external suppliers
and the internal divisions?
f. Should written contracts be used with the
internal divisions? Why or why not?
3. Submit your response to Blackboard by:
11:59PM Saturday, Oct. 24, 2009.
(5 points)

Web-conference: Oct. 25, 2:00 pm CDT

Earned Value This module explores the project As a result of this module you will be able to: Reading Assignments
Management performance management and 1. Use earned value techniques to manage and  PMBOK Guide
scope/schedule/resource communicate project progress  Section 7.3, Cost Control
Jim Szot integration technique of earned 2. Measure project performance via project  Section 10.3, Performance Reporting
value management (EVM). trends and variances
Module 41 3. Perform timely corrective action and evaluate  Gray and Larson, Chapter 13 including
effectiveness Appendix 13.2
Oct. 26 – Nov 1
Individual Assignment (10 points)
Submit your response on Blackboard by 11:59
PM, Saturday, October 31, 2009.

Web Conference: Nov. 1, 5 PM CST

OPRE6375 Online Fall 2009 12/4/09 Page 5

 Title/Date Overview
Influence and Part 1 of 2
Persuasion I
Most project managers do not
Laurie Ziegler have direct reporting command
over the people doing the work
Nov. 2 – 8 and must rely on influence to
manage a project successfully.
This module explores seven
psychological principles of
influence and how they are
applied to achieve compliance.
Influence and Part 2 of 2
Persuasion II
Most project managers do not
Laurie Ziegler have direct reporting command
over the people doing the work
Nov. 9 – 15 and must rely on influence to
manage a project successfully.
This module explores seven
psychological principles of
influence and how they are
applied to achieve compliance.
Developing Info A properly constructed
Database / Balanced measurement program allows an
Scorecard, etc. organization to continuously
improve its operating efficiency.
Duncan MacFarlane
Nov. 16 – 22
OPRE6375 Online Fall 2009 12/4/09
Objectives Assignments
Students will be able to describe the principles and Reading Assignments
apply the concepts of:  Cialdini Chapters 1-4
 Influence heuristics  Team Assignments
 Reciprocation As a team, prepare answers to questions
 Commitment and Consistency and lead class discussions:
 Social proof A – Ch. 1 Critical Thinking p. 17
B – Ch. 2 Critical Thinking p. 50
C – Ch. 3 Critical Thinking p. 96
D – Ch. 4 Critical Thinking p. 140
Quiz: Available Nov. 8 thru 14, 11:59 PM CST
(no web conference this week) (5 points)
Students will be able to describe the principles and Reading Assignments
apply the concepts of:  Cialdini Chapters 5-8
 Liking  Team Assignments
 Authority As a team, prepare answers to questions
 Scarcity and lead class discussions:
 Instant Influence A – Ch. 5 Critical Thinking p. 173
B – Ch. 6 Critical Thinking pp. 196-197
C – Ch. 7 Critical Thinking p. 226
D – Ch. 8 Critical Thinking p. 234
Web Conference: Nov. 15, 5 PM CST
Your Critical Thinking preparation is the
basis for the web conference. Each team
will lead the discussion of their assigned
material.
Participation: (5 points)
Describe the application of Reading Assignments
• Learning curves
• Balanced Scorecard Lewis: entire book
Web-conference: Nov. 22, 5:00 pm CST
Thanksgiving Break – Enjoy!
Page 6
 Title/Date Overview
Project Plan In this session we will review key
Execution and Control aspects and processes for
successful project plan execution
Gerald Turner and delivery. As the PMBoK
establishes, timely and effective
Nov. 30 – Dec. 6 execution of the project plan
includes several key inputs: “the
project plan itself, supporting
detail, organizational policies
(and procedures), and corrective
actions.” These domains will be
reviewed in the context of
satisfying major corporate and
organizational initiatives, goals
and objectives through
successful project execution.
OPRE6375 Online Fall 2009 12/4/09
Objectives
Our objectives will be to understand the inputs, key
processes, checkpoints and deliverables for
successful execution and delivery corporate
initiatives through effective project management
methods. We will also visit other topics including
project trade-offs between budget, resources,
schedule, and scope. We will also learn various
methods of tracking and monitoring overall project
performance, paying particular attention to “flags”
or deviations from the project planning baseline.
Page 7
Assignments
Required Reading
Gray and Larson, Chapter 13
Review Softech, Ltd. - Part “A” (handout).
Optional Reading
Heldman, Chapters 8 & 9.
PMI, PMBOK Guide, Sections 3.2.3.1; 3.2.4.1;
3.2.4.2
Class Participation
Be prepared to discuss issues, challenges and
problems typically characteristic of the project
execution process. Particular emphasis will be
given to facilitated discussion of selected
Chapter 13 “Snapshots”.
For the Softech Ltd. case, Part A, develop and
submit at the beginning of the web conference a
brief “quick overview action proposal” as called
for at the end of the case. Retain a copy for your
use during web conference group work on
Softech, Ltd. – Part “A”.
Point distribution: 4 pts. – Class participation &
contribution; 1 pt. – “Quick Overview Action
Proposal.” (5 points)
Web Conference: Dec. 6, 5 PM CST
 Title/Date Overview Objectives Assignments
Quality: Measurement This session explores quality
and Control/Project measurement/control and project As a result of this module you will be better Reading Assignments
Closeout closeout. prepared to:
 Identify/implement project controls Gray and Larson: Chapter 14

Jim Szot  Implement project plan Rose: Chapters 6-12

 Implement/carry out quality assurance
procedures
Module 49
 Refine control limits on performance measures
 Perform timely corrective action and evaluate
Dec. 7 – 13
effectiveness
 Assure compliance with change management
plan
 Perform periodic reassessment of project
control plans and practices
 Recognize and respond to risk event triggers
 Monitor project activity via periodic inspections
 Obtain final acceptance of deliverables via
formal approval from stakeholders
 Document lessons learned by surveying
project stakeholders
 Facilitate administrative/financial closure in
accordance with project plan
 Archive essential project records/tools
 Release project resources via appropriate
organizational procedures
 Contribute to the project management
knowledge base by sharing lessons learned,
best practices, etc.
PMBOK Guide
 Sections 8.2 – 8.3
 Section 4.7
 Section 12.6
Team assignment (5 points)
This is the final assignment for your team project.
Collaborate as a team to progressively elaborate
your quality plan to be sure it adequately
addresses the quality monitoring and control
needs of your project.
Prepare a project closeout document that
describes how project results will be
documented, formal acceptance will occur,
lessons learned will be captured/archived, and
how the project team will be dissolved.
Submit these documents with a short PowerPoint
presentation describing the closeout plan and the
changes to the quality plan by 11:59 PM,
Saturday, Dec. 12, 2009.
Review this presentation with the class in less
than 10 minutes on December 13, 2009.
Note: Team score will be adjusted for each team
member based on peer teamwork evaluation.

Web-conference: Dec. 13, 5:00 pm CST

OPRE6375 Online Fall 2009 12/4/09 Page 8

Grading Policy
Graded assignments should be posted to BlackBoard by midnight of the day listed. If you do not find a link,
e-mail Dave Wurmstein [wurm@utdallas.edu], Debbie Samac [debbie@utdallas.edu] and Jim Szot
[jimszot@utdallas.edu]. Course grade is subject to adjustment based on web conference participation!

Assignments Module Percentage Type Due Date

Buenos Aires –
Colonia Bridge Negotiation… (Chevrier) 15% Team Oct.17
Negotiation
Partnering Case Procurement 5% Individual Oct. 24
Analysis Management (Szot)
EVM Analysis Earned Value (Szot) 10% Individual October 31
Influence and
Quiz 5% Team Nov. 14
Persuasion I (Ziegler)
Web Conference Influence and
Participation
5% Team Nov. 15
Persuasion II (Ziegler)
Case Analysis Project Plan Execution
5% Individual Dec. 6
Discussion and Control (Turner)
Quality Management Quality: Measurement
Plan Update/Project and Control/Project 5% Team Dec. 12
Closeout Plan Closeout (Szot)
Project Management
Course 50% Individual Dec. 12
Professional report
Delta to
Peer Evaluation QC/Closeout (Szot) Team Individual Dec. 16
Assignments

Technical Support

For assistance with BlackBoard, Elluminate, and other Project Management Program technology
issues, e-mail Dave Wurmstein [wurm@utdallas.edu] and Debbie Samac [debbie@utdallas.edu].

If you experience any problems with your UTD account you may send an email to
assist@utdallas.edu or call the UTD Computer Helpdesk at 972-883-2911. Do not contact the
UTD Computer Helpdesk for questions about or problems with Blackboard or Adobe
Connect. They cannot help you – these products are supported by the Project Management
Program.

OPRE6375 Online Fall 2009 12/4/09 Page 9

 University Policies

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is contained
in the UTD printed publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Series 50000, Board of Regents, The University of Texas System, and in Title V,
Rules on Student Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391) and online at
http://www.utdallas.edu/judicialaffairs/UTDJudicialAffairs-HOPV.html

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty. Because
the value of an academic degree depends upon the absolute integrity of the work done by the
student for that degree, it is imperative that a student demonstrate a high standard of individual
honor in his or her scholastic work.

Scholastic Dishonesty, any student who commits an act of scholastic dishonesty is subject to
discipline. Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the
submission for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair advantage to a
student or the attempt to commit such acts.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted materials, including music and software.
Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright
owner’s rights and such infringement is subject to appropriate disciplinary action as well as
criminal penalties provided by federal law. Usage of such material is only appropriate when that
usage constitutes “fair use” under the Copyright Act. As a UT Dallas student, you are required to
follow the institution’s copyright policy (Policy Memorandum 84-I.3-46). For more information
about the fair use exemption, see http://www.utsystem.edu/ogc/intellectualproperty/copypol2.htm

OPRE6375 Online Fall 2009 12/4/09 Page 10

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

OPRE6375 Online Fall 2009 12/4/09 Page 11

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
disabilityservice@utdallas.edu

If you anticipate issues related to the format or requirements of this course, please meet with the
Coordinator of Disability Services. The Coordinator is available to discuss ways to ensure your
full participation in the course. If you determine that formal, disability-related accommodations
are necessary, it is very important that you be registered with Disability Services to notify them of
your eligibility for reasonable accommodations. Disability Services can then plan how best to
coordinate your accommodations.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

These descriptions and timelines are subject to change at the discretion of the Professor.

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