Beruflich Dokumente
Kultur Dokumente
COURSE WEBSITE:
Access to the course website is required via the iLearn portal on the University of the
Cumberlands website: http://www.ucumberlands.edu/ilearn/
COURSE DESCRIPTION:
This course examines topics in project management with specific attention to the work
breakdown structure, resource planning, organizational charts in project planning, and the
elements of project planning, communications planning, procurement planning, quality
management planning, change management planning and risk management planning.
Credit Hours: 3
Prerequisite: None
The mission of the Hutton School of Business and the Robert W. Plaster Graduate School of
Business is to foster academic excellence and student achievement at both the undergraduate
and graduate levels. Students are provided with a strong academic foundation in business, and
are prepared to become productive, competent, and ethical professionals. The Hutton School
of Business and Plaster Graduate School of Business provide a learning environment that is
characterized by student-oriented instructional methodologies and the development of
leadership and life-long learning skills in its students.
At the Hutton School of Business and Plaster Graduate School of Business, the following
broad-based goals for students have been developed:
Students will acquire the relevant disciplinary knowledge and competencies
appropriate to their program of study.
Students will acquire effective business-related professional skills.
Based upon these broad-based goals, the Plaster Graduate School of Business has identified the
following general intended student learning outcomes (MBA ISLO) for students:
Further, the Hutton School of Business and the Plaster Graduate School of Business has
developed the following intended student learning outcomes for students pursuing the Project
Management concentration (PM ISLO) in the Master of Business Administration Program.
1. Students will be able to increase their knowledge and identification of the project
management process including planning the project, initiating the project, executing the
project, monitoring the project, and controlling the project.
2. Students will be able to apply advanced analytical and critical thinking skills to evaluate
information, solve problems, and make sound decisions in the different areas of project
management.
3. Students will be able to conduct research on issues and questions relevant to the field of
project management.
4. Students will be able to identify the ethical and legal responsibilities of project managers.
COURSE OBJECTIVES:
Upon completion of this course, the student will acquire and demonstrate enhanced:
REQUIRED TEXT
Kloppenborg, T., Anantatmula, V., & Wells, K. (2019). Contemporary project management (3rd
ed). Stamford, CT: Cengage Learning.
Pinto, J.K. (2016). Project Management: Achieving Competitive Advantage (4th ed). Boston:
Pearson
Textbooks are required for this course and the other courses in this program. All materials
for this course and program can be found in the textbook and Internet website(s) for this course.
All reading materials are contained in the textbook and within library databases and Internet
sources. All assignments are posted on iLearn.
Additional Requirement(s):
COURSE EXPECTATIONS:
B. Academic Integrity:
At a Christian liberal arts university committed to the pursuit of truth and understanding, any
act of academic dishonesty is especially distressing and cannot be tolerated. In general,
academic dishonesty involves the abuse and misuse of information or people to gain an
Episodes of academic dishonesty are reported to the Vice President for Academic Affairs.
The potential penalty for academic dishonesty includes a failing grade on a particular
assignment, a failing grade for the entire course, or charges against the student with the
appropriate disciplinary body.
C. Attendance:
Attendance and participation in the weekly discussions is expected. Regular and timely
participation in the weekly discussions is a key measure of student attendance. It is also
required for the effective delivery of course material, discussion of key concepts, and
development of cooperative and collegial relationships between students and faculty. Regular
and punctual attendance provides the opportunity for meaningful contribution to the learning
environment and will yield academic results and longer-term success in professional
development. NOTE: Each student must be in attendance for the entire duration of the
required residency weekend. Late arrivals and or early departures are not
permitted. Punctuality is important as each student is required to have their documented
in-seat time per USCIS regulations. If a student is not in attendance the entire time they
will be required to pay $300 make up fees and attend a residency make up session. (No
exceptions).
Students who may have a disability meriting an academic accommodation should contact
Mr. Jacob Ratliff in the Boswell Campus Center to ensure that their needs are properly
evaluated and that documentation is on file. Any accommodations for disabilities must be
re-certified each semester by the Academic Affairs Office before course adjustments
are made by individual instructors.
E. Student Responsibilities:
Students should check for e-mail and class announcements using iLearn (primary) and
University of the Cumberlands webmail (secondary).
Students are expected to find out class assignments for missed classes and make up
missed work. If you are absent from class, you are still responsible for the material
covered and any announcements made by your instructor.
F. Deadlines and Dues Dates: Recognizing that a large part of professional life is meeting
deadlines, it is necessary to develop time management and organizational skills. Failure to
meet the course deadlines may result in penalties. No work will be accepted after it is 3
days late.
Student Introduction (30 points): Student will post an introduction about themselves designed
to help classmates and the instructor get to know each other.
Case Study Assignments (100 points each for a total of 200 points).
At two different times during this course, the student will be given a case study from the Pinto
text to read. The assignment involves that the student read the case study and answer some or all
of the question at the end of the case study in a 3-5 page paper. Refer to the course schedule
matrix for due dates for all case assignments. All case study assignments are due at 11:55 p.m.
EST (Sunday) on the assigned week. Case study assignments are due on weeks 2 and 5).
DQ1: Think of a recent project you completed and choose three stakeholders. Prioritize them,
using the six criteria model. (Week 1)
DQ2: You are the project manager assigned to build and decorate a model home. What might be
an example of a lead you encounter when scheduling work activities? (Week 3)
DQ3: Describe a potential timing issue that can occur early in a project and a potential timing
issue that can occur at the end of a project. How would you address each of these issues in your
project? (Week 4)
DQ5: To help identify risks, what are some questions a project manager could ask when
reviewing the project charter and WBS? (Week 7/8) NOTE: The online discussion question
for week 8 is due on Wednesday evening of Week 7/8 at 11:55 p.m. EST.
Journal Article Reviews (100 points each for a total of 200 points).
The student is required to choose a journal article regarding the topics covered weeks 3 and 4.
The Kloppenborg text has additional readings available at the end of each chapter. Any of these
journal articles can be used for this assignment. The critique will discuss a summary of the
article along with relevant points made by the author. In addition, the student should offer a
critique of the article and should give an application of the concept being discussed. This
assignment should be approximately 2-3 pages in length. These assignments are due on weeks
3 and 4 on Sunday evenings at 11:55 p.m. EST.
Respond to two (2) of the three (3) following case studies from Pinto Chapter 7 (pgs. 245-251):
Case Study 7.1
Case Study 7.2
Students will respond to Exercise Questions #3 and #4 of Chapter 12 in the Kloppenburg text
(pp. 419 and 420).
The Final Course Paper should be approximately 10-12 pages with at least five (5) outside
references.
COURSE EVALUATION:
The student’s final grade will be determined by the results of all assignments and activities for
the course. Grading criteria are provided below:
Grading Scale:
A 90 – 100%
B 80 - 89%
C 70 - 79%
F 0 - 69%
Syllabus Disclaimer:
This syllabus is intended as a set of guidelines for this course and the professor reserves the right
to make modifications in content, schedule, and requirements as necessary to promote the best
education possible within conditions affecting this course. Any changes to the syllabus will be
discussed with the students.
Pinto
Chapter 2.1 – 2.2
(pages 36-47)
Kloppenborg Kloppenborg Exercise Project #1 (100)
Chapter 7: Scope (Ch. 7). End of
Planning Chapter
Exercise (#1
and #2 on Page
July 241)
2
9 - 15
Pinto Pinto Chapter 5: Case Study #1 (100)
Chapter 5: Scope Choose One:
Management Case study 5.2,
5.3 or 5.4
**Schedule is tentative in that your professor has the discretion to change the schedule with prior
notification to the class.