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CLASS: Evaluation & Development of Projects II CODE: GER381 CREDITS: 3


Financial Mathematics FIN220

Evaluation & Development of Projects I GER280

PROFESSOR: Lee Nordgren SCHEDULE: Mon.-Thurs. 20h50 - 22h10




This course covers academic theories and their practical applications for the evaluation, development, and management of projects, building on the basics covered in GER280, the first half of Evaluation & Development of Projects. It is assumed that students entering GER381 already know basic financial methods and the basics of traditional project management (TPM) taught in GER280: defining, planning, executing, controlling, and closing projects, including how to write a project proposal, how to schedule time and resources, and how to create and manage a project team. GER381 gives students opportunities to apply their prerequisite knowledge of finance and TPM to the evaluation of complex cases. Selected topics and analytical techniques from GER280 and Microsoft Project software are covered in greater detail. Rapid-results initiatives, critical chain project management, Adaptive Project Framework, extreme project management, and earned value project management are introduced in GER381.


This is an advanced course for students who already have basic knowledge of business, finance, and project management as well as basic comfort using the English language in business settings. Although we will review some of those basic concepts, the new material about Evaluation and Development of Projects is the focus of this course.

All students are expected to complete readings and homework before each class so that they are prepared to present and support their ideas about each day’s assignments. Most of the new material will be covered in class through discussion, so it is more important in this course than in most other courses for you to listen carefully and critically to classmates during each class period. This gives important practice for the way you will give and receive much new information in meetings during your career. Questioning will be used to check your attentiveness and comprehension level in class sessions as well as your ability to apply project management concepts appropriately.

Readings, case analyses, lectures, class discussions and practice activities, student and expert presentations, an individual course project, and written examinations (midterm and final) will be the methods used in teaching, in evaluating the content learned, and in assigning the grade earned by each student. Course topics will be applied to the examples in reading assignments and/or to the individual course project on a weekly basis to add practical application of theories. All material covered in readings and homework assignments (including portions not discussed in class sessions) and all material covered in class discussions, case analyses, and presentations (including material not covered in readings) can be included in the written examinations.

You are responsible for reading and other assignments, as well as for everything discussed and assigned in class sessions, even if you are absent from a class session. If you must miss a class session, you are expected to contact a classmate for updates. Again, this is the normal procedure you should follow in business situations when you must be absent from all or part of a meeting. Students who keep current with reading and homework will need less time to review for the written examinations and to prepare their final individual project reports.

I strive to accommodate all special learning needs and styles. If you have any special needs or requests, please let me know so I can do my best to meet make this course an effective learning experience for you.






5 Sept.

Introduction; Profiles


Class discussion

6 Sept.

Project Examples & Review

Prepare project example (about 2 pages, about 1 hour)

Present & critique

7 Sept.

Why Projects Fail

Rapid-Results Initiatives

Study Why Good Projects Fail Anyway (6 pages, 1 hour)

Class discussion with case example

8 Sept.

Multi-Country Teams Distributed Leadership

None – in-class reading, Building Teams Across Borders (4p, 0h)

Class discussion

Discuss project ideas

12 Sept.

Risk Management: Benin Bank

In-class reading, Bank of Africa-Benin (3p, 0h)

Class discussion

13 Sept.

Project Management Article Presentations

Read and present a project management article (about 10p, 2h)

Presentations & discussions

14 Sept.

Economic Evaluation of Projects

Study MIT Courseware Topics: Basic Concepts of Economic Evaluation & Costs and Benefits of a Constructed Facility. Study The Rise of the Green Building. How do the MIT topics apply to the Green Building? (7p, 2h)

Case analysis & class discussion

15 Sept.

Economic Evaluation & International Development Project Management

Prepare one example of economic evaluation for the Green Building.

Read Managing International Development Projects: Lessons Learned (2p, 1.5h)

Presentations, critiques, & class discussion

19 Sept.

Project Evaluation: Ecuador Biodiversity Protection Project

Study Project Performance Assessment Report: Ecuador Biodiversity Protection Project & Project decision (31p, 4h)

Case analysis

Give final decision for your project

20 Sept.

Improving Project Results

Identify the most important 1-3 changes to make the Ecuador project work better. How can Lessons Learned be applied to this project? (0p, 1h)

Presentations & class discussion

21 Sept.

Introduction to Earned Value Project Mgmt.

Study Earned Value Project Management (EVPM) pp. 3-45 (42p, 3.5h)

Class discussion

22 Sept.

Review for midterm exam

Review and integrate readings and course materials (0p, 2h)

Class discussion

23 Sept.

18:00-19:20, Ing. Jorge Pincay Delgado, INMO Priscila S.A.

Prepare 3 questions for Sr. Pincay to identify how he manages projects (0p, 0.5h)

Expert presentation, student questions, & discussion

26 Sept.

All readings and class topics 5-23 September

Study for midterm exam (10h)

Written midterm exam

27 Sept.

No class to make up for extra class 23 Sept. for expert speaker.

28 Sept.

Comparing Traditional PM, EVPM, and Adaptive Project Framework (APF)

Study Effective Project Management (EPM) pp. 265-278. Write a list of differences among TPM, EVPM, and APF? (14p, 2.5h)

Write & discuss differences among traditional PM, EVPM, and APF

29 Sept.

Project Scope: EVPM vs. APF

Study EVPM pp. 47-62 & EPM pp. 279-296.

Outline your project proposal & write project definition. (39p, 6h)

Class discussion

Written project definition & project proposal outline (printout)

First half of the bimester ends. Second half of the bimester begins.

3 Oct.

Project Scheduling: Concepts and Tools

EVPM 63-73, EPM 251-263 (23p, 3h)

Class discussion & practice

4 Oct.

Resource Planning: Concepts and Tools

EVPM 75-85, EPM 279-315 (29p, 3h)

Class discussion & practice

5 Oct.

Creating and Using the Earned Value Project Baseline

EVPM 87-125 (39p, 4h)

Class discussion & practice

6 Oct.

When Results Vary from Plans: Project Review and Adjustment

EVPM 127-140, EPM 317-328. Write 1-3 pages applying concepts from 3-6 Oct. readings to your individual project. (24p, 5h)

Class discussion & practice

In writing, apply concepts to project

10 Oct.




11 Oct.

Using Project Management Software

Microsoft Project Tutorial. How could Microsoft Project be used for your project? (15p, 2h)

Presentations, class discussion & lab practice.

12 Oct.

Project Evaluation: Shrimp Business in Madagascar

Aquaculture de la Mahajamba, 35-46. Write an evaluation of the shrimp project including how lessons from this case apply to business projects in Ecuador. (12p, 3h)

Present & discuss written evaluations (2-5 pages, printout or email by 21:00)

13 Oct.

Extreme Project Management

EPM 329-348. Write 1 page telling which project mgmt. framework (TPM, EVPM, APF, EPM) fits your project best and why? (20p, 4h)

Class discussion & practice. Written page due by 21:00 (printout or email)

17 Oct.

Project Portfolio Management

EPM 349-396 (47p, 4h)

Class discussion & practice.

18 Oct.

Project Support Office Management

EPM 397-433. Write 1-2 pages to explain project support office needs for your individual project? (35p, 5h)

Present & discuss papers (printout or email by 21:00)

19 Oct.

Review for Final Exam

EVPM 141-188, Review for final exam (45p, 10h)

Class discussion

20 Oct.

All readings and class topics

Complete project reading & study for final exam (about 15p, 10h)

Written final exam

24 Oct.

Presentations and Critiques

Prepare project presentation. Written project report due (0p, 10h).

Nelson, Ramiro, Oscar

Present, critique

Written report (printout by 21:00)

25 Oct.

Presentations and Critiques

Martin, Marggie, Denise

Present, critique

Total Pages: 422 plus article and project research


Grading Scale: 0 – 100% possible 00 – 69.4% = Failure

Grading Method: 1000 = maximum possible points for the course

First half Second half

200 midterm exam 300 final exam

70 homework 80 homework

45 project 205 project

56 participation 44 participation

371 total 629 total

This weighting of 37.1% of the grade for the first half of the bimester and 62.9% of the grade for the second half of the bimester realistically reflects the fact that the first half of the bimester has more review and introductory material while the second half of the bimester has more advanced concepts and applications of project development and evaluation.

In compliance with UEES policy, half of the grade in this course comes from the two written examinations (500 points) and the other half comes from the other graded activities (500 points total for homework, project, and participation). However, the computerized UEES grading system assumes 25% of the total grade will be for each of the following: midterm exam, final exam, other graded activities in the first half of the bimester, and other graded activities in the second half of the bimester. Because this system is not a fair representation of the natural workload distribution required in this course, the following adjustments will be made to your recorded grades so that your final grade will be an accurate indication of your overall achievement in the course:

First half UEES record Second half UEES record

Adjustment to exam: Earned points + 50 Earned points - 50

Adjustment to other: Earned points + 79 Earned points - 79

Total adjustment: Earned points +129 Earned points –129

This adjustment is made for your benefit to give you credit for the real level of effort required in this course. The adjusted system will give the correct number of points at the end of the entire course unless a student earns less than 129 points in the second half of the course. If that would happen, the maximum number of points the student could have earned for the entire course would be less than 500, giving a final score of less than 50% for the course, which is far below the 69.4% failing mark. Therefore, this adjustment to the first half bimester grade can never cause any passing final course score to be different from the score the student actually earned.

The only disadvantage to this adjusted system is that your official midterm grade recorded by UEES will be higher than your real midterm grade unless you have 100%. I will give you a written comparison of your real midterm grade and your UEES recorded midterm grade to make sure you understand your status going into the second half of the bimester. Please let me know if you have any questions or concerns about this grading system.

Midterm Exam: 20% = 200 points Homework beyond reading: 15% = 150 points

Final Exam: 30% = 300 points Individual Project: 25% = 250 points

Class Participation: 10% = 100 points


Written Examinations

Both examinations will include a mix of question types because research has shown that students with different strengths will excel in different types of questioning situations. There will be a mix of essay, short answer, and objective (true/false, multiple choice, and/or matching, etc.). Questions on the midterm can be about anything assigned or discussed in class from 5-23 September. It is your responsibility to contact classmates to know anything you missed due to absence or inattentiveness. Questions on the final exam come most heavily from material covered from 28 September through 19 October, including your individual project work; however, some material from before the midterm exam will be included on the final exam. The pre-midterm material will be either material students answered poorly on the midterm exam or material from the first part of the course that is especially important to the second half of the course.


6 Sept. Project example 4 points

13 Sept. Project mgt. article presentation 15 points

14 Sept. Apply MIT topics to building case 5 points

15 Sept. Green building economic evaluation 15 points

20 Sept. Ecuador project questions 10 points

23 Sept. Questions for speaker, Sr. Pincay 6 points

28 Sept. List: TPM, EVPM, vs. APF 15 points (printout or clearly handwritten)

12 Oct. Evaluation of shrimp project 30 points (printout or email)

24-25 Oct. Presentation feedback 50 points = 5 presentations * 10 points

Warning: Homework submitted by email will be considered received when it reaches my email account according to the time and date stamp in my file. Email submissions are for the convenience of the student and so the student bears the risk of electronic problems.

Individual Project

Your individual project should present development of a new project or evaluation of a completed project according to your agreement with me. Each person’s individual project will be different from the others but all projects should find appropriate ways to apply a broad range of concepts and techniques covered in the class. Each student will be guided through the project by feedback on several assignments beginning with oral presentation of the project idea (19 Sept.). The project definition & outline (29 Sept.), the planning/adjusting application (6 Oct.), the project management framework selection (13 Oct.), and project support office needs (18 Oct.) are four of the steps in completing your project. Feedback received during the course about these four portions of your project should be incorporated in the final written project report. This means the content of those four assignments should be improved according to comments you receive in class and/or from me. That improved content should be part of your final written report but it can be in a different format than it was in for your four assignment papers. Please put these four original graded assignment papers at the back of your final report to help me quickly check how well you incorporated my feedback into your final report. (If you submitted them electronically and received my comments by email, please print out your work with my comments. To save paper, the four assignments may be printed two-sided, two pages per side.)

Oral reports will be given according to the schedule on 24 and 25 October. At that time, all listeners must write feedback on each oral report (10 points per report counting 50 points toward your homework grade). The oral report should be an executive summary of your project. You will have a maximum of 15 minutes to present leaving 7 minutes to address comments and questions. Visual aids can save time and add interest but be sure to have a backup plan in case technology fails. In addition to the content itself, evaluation of the oral report will include consideration of presentation style, professionalism, analysis, choice of content, and demonstration of effective application of a broad range of course concepts.

For the written report, please use font size 12 (or larger). There is no specific page limit because your skill with writing in English will influence how concisely you can write; however, it would be difficult to have an excellent report in less than 5 or more than 20 pages plus graphs, exhibits, tables, etc. Evaluation of the written report will include consideration of how well you demonstrate your ability to apply course concepts and how well you address the project you proposed. No later than 21:00 on 24 October, please give me a printed copy of your report so I can write comments and so we avoid any potential problems with electronic media. The final work should be only your own work, and all other sources used must be properly quoted, cited, and referenced to eliminate plagiarism. Confirmed plagiarism will result in a failing grade for the assignment and possibly for the entire course.

19 Sept. Project idea 10 points

29 Sept. Project definition & outline 35 points (printout required)

6 Oct. Planning/adjusting application 15 points (printout or email)

11 Oct. Microsoft Project application 5 points

13 Oct. Choose PM framework 8 points (printout or email)

18 Oct. Project support office needs 12 points (printout or email)

24 Oct. Final written report 100 points (printout required - no email)

24-25 Oct. Final presentation 65 points

Warning: A project assignment submitted by email will be considered received when it reaches my email account according to the time and date stamp in my file. Email submissions are for the convenience of the student and so the student bears the risk of electronic problems.

Class Participation

4 points possible for each of the 27 classes without exams with points per class assigned as follows:

2 for attendance 0 if absent

1 if present and attentive at least 60 minutes

2 if present and attentive all 80 minutes

2 for comments 0 if none or remarks show lack of preparation or attentiveness

1 if at least one good comment in the class session

2 for above average contributions to the class session

4 * 27 = 108 so it is possible to earn 8 extra credit points from class participation

Causing major disruptions to the class can result in lost points for that day. Please be

considerate of your classmates by avoiding disruptions such as side conversations and

and other noise or distractions.


1. It is your responsibility to know what is in this syllabus, to know what is communicated to the class by email, to know what is in assigned readings whether or not they are discussed in class, and to know what was discussed in all class sessions whether you attended them or not. If you are absent or inattentive, it is your responsibility to ask a classmate what you missed before attending the next class meeting. If you do not understand something, it is your responsibility to ask for clarification.

2. This course follows the UEES attendance policy; therefore, it is possible to pass the course with a maximum of six absences but the seventh absence results in failure of the course. Partial absences, including late arrivals, early departures, and leaving during class will count toward the six permitted absences.

3. Late arrivals, early departures, inattentiveness, class disruptions, and all other full or partial absences will decrease points earned for class participation. Please do not talk in class when it is not your turn to speak. I will automatically consider this inattentiveness and a disruption to the class. If you must communicate with another person during class related to the topic of class discussion or due to a rare emergency, please write the person a note to avoid making noise.

4. Students are expected to respect the thoughts, ideas, opinions, and contributions of others and to be actively involved in all classes. Students should express disagreement respectfully.

5. Cell phones must be silent during all class sessions. Only emergency use of a cell phone is permitted during a class session. Cell phone use during class can result in lost class participation points. During examinations, cell phones always must be silent and out of view of all students.

6. Any late work will receive reduced points or a zero depending on the situation. Work not submitted by the end of the last class period (25 October) will receive a zero.

7. If an examination or the project presentation must be missed, the student must make arrangements promptly for substitute work. The professor reserves the right not to offer a substitute. A substitute must be arranged by mutual agreement between the professor and the student and must be completed no later than the end of the last class period (25 October). Because substitute work detracts from normal class activities and/or creates unnecessary extra work for the professor, substitute work will be more demanding and/or will offer reduced points compared to work completed according to the class schedule. A substitute examination will never be the same as the scheduled examination.

8. Academic dishonesty is unethical, unfair to others, and robs you of valuable learning opportunities. Discovery of academic dishonesty will result in a zero for the graded activity and can result in your failing the course and being reported to the UEES administration. Examples of academic dishonesty include but are not limited to using or attempting to use another person’s work for assignments, projects, or examinations; permitting another person to use your work as their own; failing to credit quotes or ideas taken from others (Internet, publications, speeches, etc.); seeking help through a cell phone during a class or examination; using all or part of your own homework, paper, etc., for another class in this class without permission and acknowledgement; etc. If you are not sure whether something is academic dishonesty, it is your responsibility to ask the professor.

9. Food or beverage in the classroom must not bother anyone in the class in any way (noise, smell, etc.) or cause any mess that you do not clean up yourself.

10. This course is to benefit the students, not the professor. If you are not getting what you need and want from this course, please let the professor know improvements you would like.



1. Earned Value Project Management, 2nd Edition (2000) by Quentin W. Fleming and Joel M. Koppelman, Newtown Square, Pennsylvania: Project Management Institute.

2. Effective Project Management: Traditional, Adaptive, Extreme, 3rd Edition (2003) by Robert K. Wysocki and Rudd McGary, pp. 251-433. Indianapolis, Indiana: Wiley Publishing.


Sent to your email account:

1. “Why Good Projects Fail Anyway” by Nadim F. Matta and Ronald N. Ashkenas, Harvard Business Review, Sept. 2003, pages 109-114.

2. “Basic Concepts of Economic Evaluation” and “Costs and Benefits of a Constructed Facility” (1998) by Chris Hendrickson in Project Management for Construction: Fundamental Concepts for Owners, Engineers, Architects and Builders. Pittsburgh, PA: Carnegie Mellon University, retrieved online at:


3. “The Rise of the Green Building” in The Economist, Dec. 4, 2004, Special Section pages 17-23.

4. “Managing International Development Projects: Lessons Learned” by Robert Youker, Project Management Journal, June 1999, pages 6-7.

5. Project Performance Assessment Report: Ecuador Biodiversity Protection Project, (July 24, 2002) The World Bank Report No.: 24605

Also available at: http://www-wds.worldbank.org/servlet/WDS_IBank_Servlet?

6. The Private Sector and Development: Five Case Studies, (1997) Results on the Ground series. Washington, DC: World Bank and International Finance Corporation

General and project management publications and related information available at:

1. Project Management Institute’s web site at http://www.pmi.org

2. UEES subscription to EBSCO at http://www.uees.edu.ec/biblio/bienvenida.htm

3. World Bank and IFC web sites at http://www.worldbank.org and http://www.ifc.org

4. MIT’s free Courseware site by searching for related courses at http://www.mit.edu after clicking on Courseware

5. Microsoft Project software, including tutorial, from UEES systems department (I am still checking to confirm if this is available for you.)

Read in class:

1. “Building Teams across Borders” by Charlene Marmer Solomon, Global Workforce, Nov. 1998, pages 12-17.

2. “Benin: Bank of Africa-Benin” (1997) by G. Pfeffermann, The Private Sector and Development: Five Case Studies, pages 29-34, Results on the Ground series. Washington, DC: World Bank and International Finance Corporation


NAME: Lee Nordgren


B.B.A.-Finance, Insurance, Real Estate, University of Cincinnati, Ohio

Actuarial Science, Quantitative Analysis

M.B.A.-Marketing, International Business Harvard Business School, Boston, Mass.

M.Ed.-Higher Educational Administration, University of North Carolina, Greensboro


Masters Studies, Russian and East European Indiana University, Bloomington


Doctoral Studies, Strategic Management, Indiana University, Bloomington

International Business

Doctoral Dissertation Faculty of Management, Novi Sad, Serbia


Management and consulting for more than 25 years (Europe, North America)

University teaching and managerial training for more than 8 years (USA, Southeastern Europe)

PHONE: 094 836 202

EMAIL: nordgren@uees.edu.ec

DATE: 25 September 2005


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