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Robert H. Smith School of Business Dr. Rhonda Reger
Office Hours: arranged Email: firstname.lastname@example.org
Class meetings: February 24 & 25 and April 21 & 22 from 8:30 am - 6:30pm
Room: DC 330C
This course is designed to help you become a better manager of projects. The course takes a strategic and managerial approach to project management (as opposed to a management science or engineering focus). The course examines a broad range of project types including product development and professional service projects, and considers both small and large projects. Specific goals include: to understand the process of managing projects, to appreciate their strategic role (and how to manage them strategically), to appreciate the interface of human and technical issues in high-performance projects, and most importantly, to develop your project management skills.
Project Management by Gary R Heerkens, McGraw-Hill, 2002 ( ISBN: 0071379525 Pub. Date: November 2001)
Fundamentals of Project Management by James P. Lewis, revised 2006 (ISBN: 0814408796)
Project Management Manual, Harvard Business School Publishing, number 9-697-034 (PMM), revised August 2001.
The overall grade will be based on the following components:
Class participation 20%
Milestone deliverables 20%
Individual role assignments w/in projects 20%
Team Final Project Deliverable 40%
This course relies heavily on experiential learning built around a service-learning project, supplemented with readings, class discussion, in-class work, some homework and discussion. I strongly encourage active class participation. The quantity of your class participation will count positively only if the quality of your comments adds value to the class.
In teams of 2 to 5 students, you will propose and implement a service project that benefits a not-for-profit community service organization. You are encouraged to partner with student and alumni organizations. The deliverable will be a report containing at least four sections: project definition and organization; project plan, execution, and lessons learned; and the actual project. At least part of the project must be implemented before the end of the semester or another date negotiated with the instructor. Projects are evaluated on achievement of goals, scope, impact on the community, and application of professional project management skills, methodologies, and skills.
Section One: Project Proposal and Team Charter. Teams will propose a community service project that benefits the greater Washington, DC area or the Smith School community. An acceptable project must be self-funding and involve at least 15 members of the Smith School community who are not enrolled in this course. These 15+ participants may be any combination of students (undergraduates, PT and FT MBAs, or doctoral students), faculty and staff, and Smith school alumni. You are encouraged to propose projects that partner with not-for-profit, student, and alumni organizations.
Proposals will be evaluated on potential impact on the community, do-ability within budget, time and scope requirements, the quality of the written proposal, and application of professional project management skills, methodologies, and skills.
Section Two: Project Plan. Each team will select a project manager to lead the project team to develop a detailed project plan including a work breakdown structure, a schedule, a resource plan, risk analysis, a marketing and communications plan, an issues log, and a change order process. The team is also responsible for developing position descriptions for the remaining members of the team.
Section Three: Execution. Each project team will execute their project during the semester. Each member of the team will rotate as project leader. Project leaders will be responsible for providing three status reports during the semester including an up-to-date earned value analysis, a Gantt Chart noting schedule variances, change orders, open issues, current risk analysis and actions to address risks, and communications with client(s), partners, team members, and other stakeholders (e.g., volunteers or customers). Each status report should be submitted to Blackboard as a PowerPoint presentations with the project leader for that status report clearly indicated on the first slide.
Section Four: Project Close-out and Lessons Learned. An internal consultant/facilitator will lead the project close-out and lessons learned meeting. This individual will lead the team to reconstruct the project timeline, evidence of results compared to goals, the players and percentage of time contributed to the project, project processes and outcomes that went well or poorly, and recommendations for future projects.
Final Deliverable. The final deliverable will be a presentation and project notebook containing the previous four sections: project proposal and team charter; project plan, execution, and lessons learned. The notebook should also provide documentation of the actual project. Projects are evaluated on achievement of goals, scope, impact on the community, and application of professional project management skills, methodologies, and skill development of the team.
The University has a nationally recognized Honor Code, administered by the Student Honor Council. The Student Honor Council proposed and the University Senate approved an Honor Pledge. The University of Maryland Honor pledge reads:
I pledge on my honor that I have not given or received any unauthorized assistance on this assignment/examination.
Unless you are specifically advised to the contrary, the Pledge statement should be handwritten and signed on the front cover of all papers, projects, and other academic assignments submitted for evaluation in this course. Students who fail to write and sign the Pledge will be asked to confer with the instructor.
This pledge was adopted by the University of Maryland to maximize the learning experience for all students, preserve the integrity of your degrees and to help you practice the high level of integrity expected from consultants, professional managers, and corporate officers.
Special Needs: Any student with special needs should bring this to the attention of the instructor as soon as possible, but not later than the second week of class.
Deliverable Due Dates:
Section One: Project Proposal and Team Charter Due: Monday, March 5, 9:00 am
Section Two: Project Plan Due: Monday, March 12, 9:00 am
Section Three: Execution Status Reports
Status Report #1: DUE DATE: Monday, March 19 9:00 am
Status Report #2: DUE DATE: Monday, March 26, 9:00 am
Status Report #3: DUE DATE: Monday, April 9, 9:00 am
Section Four: Project Close-out and Lessons Learned
Due: Saturday, April 21, 6:30 pm
Presentations: Sunday, April 22, morning
Notebook: Due: Monday, April 30, 7:00 pm
Deliver Notebook to Smith School DC program office or mail to:
Dr. Rhonda Reger
Robert H. Smith School of Business
4430 Van Munching Hall
University of Maryland
College Park, MD 20742
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