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MSMU MBA PROGRAM
SYLLABUS- page 1
MOUNT SAINT MARY’S UNIVERSITY Business Administration Department
MBA PROGRAM SYLLABUS
Semester 4 Theme: Concentration and Culminating Project
BUS 258
PROJECT MANAGEMENT 2
Spring 2018
Saturday, March 10, 2018 3:00 PM – 6:00 PM
Sunday, March 11, 2018 8:00 AM – 6:00 PM
Saturday, April 7, 2018 8:00 AM – 5:00 PM
Sunday, April 8, 2018 8:00 AM – 12:00 PM
Faculty
William T. Huddleston, MSME, MSOR, PMP®
Preferred E-Mail [email protected]
MSMU E-Mail
Aimee L. Morgan, MSAIS, PMP®, CSM®
Preferred E-Mail [email protected]
MSMU E-Mail [email protected]
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SYLLABUS
INTRODUCTION The course syllabus is one aspect of good pedagogy: It sets out information about the course as well as course expectations. From the faculty member’s standpoint, it provides an easy-to-use form setting out the components and requirements so there is clear communication with the students. From the students’ point of view, the syllabus gives an overview of the coverage as well as the requirements, so they have a good sense of what the course entails from the beginning of the semester. Any surprises should be in the satisfaction of learning and the joys of being in an educational environment that values all the participants—students and faculty. At Mount Saint Mary’s University, we are guided by the Mount Mission to further the development of the whole person. The syllabus helps make that evident.
The syllabus has two major functions: 1. THE SYLLABUS IS A STATEMENT OF COURSE EXPECTATIONS The syllabus sets out the course requirements, the grading scale, and the methods of assessment. It is intended to provide the students with sufficient information about the course expectations, along with due dates, and a class schedule. After the add/drop period, instructors should not redistribute points unless it is to the advantage of the student (e.g., reducing the homework/reading, removing a specific requirement, such as a quiz). The syllabus should be consistent with the catalog description.
2. THE SYLLABUS IS A PERMANENT RECORD
The syllabus is a permanent record for the student, instructor, the department, and the institution. As such, it is both a professional and personal document. The syllabus provides a record of course content, grading methods, and information vital for equivalency transfers, as well as for the evaluation of a course or instructor. Subsequently, both faculty and students should retain course syllabi for future reference.
Student Credit Hour Policy – A credit hour is an amount of work represented in intended learning outcomes and verified by evidence of student achievement that reasonably approximates not less than: (1) One hour of classroom or direct faculty instruction and a minimum of two hours of out-of-class student work each week for approximately fifteen weeks for one semester, or the equivalent amount of work over a different amount of time; or (2) At least an equivalent amount of work as required in paragraph (1) for other academic activities, including laboratory work, internships, practica, studio work, and other academic work leading to the award of credit hours.
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Project Management Application and Concentration
Two-Course Overview/Description
The PM two course sequence (BUS 257/BUS 258) is designed to build on the existing core Project
Management (PM) course (BUS 235) embedded in the Master of Business Administration (MBA)
program. The two-course sequence will introduce students to Project Management terms, practices, and
concepts as defined by the Project Management Institute (PMI®) and documented in “A Guide to the
Project Management Body of Knowledge” (PMBOK®) although other project management
methodologies will be discussed. The PMBOK® Guide is considered the global standard and guide for
the project management profession providing best practices for conducting project management
regardless of project size or complexity. The courses are structured around five Process Groups, ten
Knowledge Areas, and forty-seven Processes outlined in the Fifth Edition of the PMBOK® Guide,
other project management methodologies, and the practical application of project management
concepts discussed in a case study. The Professors, based on actual experiences encountered, will
inject industry examples related to topics discussed as necessary to help students further understand
the concepts and topics.
Students will be required to review a Case Study in Project Management, develop an assessment and
analysis, and document it in a thorough and well thought-out manner. Students should complete
their Assessment and Analysis assignment independently on the honor system.
Upon successful completion of the PM concentration courses, students are expected to have acquired a
substantial understanding of the principles of PM as defined by the PMBOK® and be capable of
performing effectively as a project team member or project leader. Additionally, students will have the
opportunity to part ic ipate in a PMI® sponsored program that provides students a one year
membership in the PMI®, a digital copy of the PMBOK® Guide, and a seat for the Certified Associate in
Project Management (CAPM®) exam. This is available for an additional cost to students. Students that
meet the experience requirements will have the opportunity to sit for the Project Management
Professional (PMP® ) examination administrated by the PMI®.Participation in the CAPM ® Exam is
not a requirement for the course nor is it a requirement for graduation from Mount Saint Mary’s
University.
Students with verifiable project management experience may qualify to take the Project Management
Professional (PMP®) examination as a self-‐initiated effort. Professional Project Management certification indicates that you understand and are capable of applying a proven methodology to manage project efforts for positive results within the constraints of an organization and have DEMONSTRATED this capability through a professionally administered examination
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SYLLABUS
Semester Theme Concentration and Culminating Project
Module Prefix and Number
BUS 258
Module Title Project Management 2
Module Description BUS-258 (2 Units) will discuss the Monitor & Controlling and Closing Process
Groups as documented in the PMBOK® Guide and associated ITTO’s.
Monitoring & Controlling will review Moni tor ing and Contro l Pro ject
W ork , Per form Integrated Change Contro l , Va l idate Scope,
Contro l Scope, Earned Value Management, Control Schedule, Control
Cost, Control Quality, Mon i to r Communication, Monitor Risk, Control
Procurement, and Control Stakeholder Engagement processes and the
associated ITTO’s
Closing will discuss Close Project or Phase and the associated ITTO’s
Relationships between Processes, Process Groups and Knowledge Areas
will also be examined.
Students will be required to review a Case Study in Project Management and
develop an Assessment and Analysis for the Implementation and Closeout
Phase as well as a Summary analysis as a grade component for BUS-258.
The Assessment and Analysis should be submitted for review at the
beginning of W5 D2 and be thorough and well documented. Students should
complete their Assessment and Analysis independently on the honor system.
Specific topics to be discussed each day will be reflected on the course
“Session Plan” as a supplement to this Syllabus and should be
considered an important planning tool for the completion of this course.
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Module and MBA Program Learning Outcomes
1. Demonstrate an understanding of the Monitoring & Controlling Process
Group and the Closing Process Group as documented in the PMBOK®
Guide published by PMI®
.
2. Demonstrate an understanding of the PMBOK®
Process Groups, Knowledge Areas, and Process relationships.
3. Exhibit an understanding and application of the “Inputs”, “Tools &
Techniques”, and “Outputs” for project “Processes” contained in the
Monitor & Controlling and Closing Process Groups as documented
in the PMBOK®
Guide.
4. Demonstrate a sensitivity and ability to function as an effective project team member or project manager. Specifically, the personal attributes of respect for team members, effective communication, organizational skills, etc.
5. Gain ability to apply critical thinking skills to assessing complex project issues and scenarios related to the Monitoring & Controlling and Closing Process Groups.
6. Develop an appreciation of other methodologies associated with
managing projects other than the PMBOK®
Guide as well as the Code
of Ethics and Professional Conduct developed by PMI®
Required Textbook
and Materials
PMP: Project Management Professional Exam Study Guide*, Latest Edition,
Kim Heldman, Wiley Publishing, Inc.
(Note: 9th Edition is in pre-order status with release date of Feb 20, 2018 to align with PMBOK 6th edition)
A Guide to the Project Management Body Of Knowledge (PMBOK® Guide) -
Sixth Edition; Published September 22, 2017; ISBN-‐10: 1628251840
Note: Since the PMP Exam Study Guide will not be available until the middle
of the semester, use PMBOK as the primary text.
CAPM® Exam Prep, Rita Mulcahy, PMP®, Latest Edition
(Note: the edition to support PMBOK 6th edition may not be available yet.)
Note: Consider the Project Management Professional Exam Study Guide and
the CAPM© Exam Prep the primary text for this course supplemented by the
PMBOK® Guide
Supplemental
Readings and
Materials
Head First PMP®, Jennifer Greene® and Andrew Stellman®, Latest Edition
Q&A’s for the PMBOK Guide Sixth Edition
PMP Exam Prep, Rita Mulcahy, PMP®, Latest Edition
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Faculty William T. Huddleston, MSME, MSOR, PMP®
Aimee L. Morgan, MSAIS, PMP®
, CSM®
Contact Phone
Number
661-289-2737
Contact E-Mail
Address
Preferred E-Mail: [email protected]; [email protected] MSMU E-MAIL; [email protected]; [email protected]
Faculty Availability Available via E-Mail and phone
Assignment
Submissions:
All assignments shall be submitted via the preferred Email account for the Professor unless otherwise stated.
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General Assignment Guidelines:
Important notes on assignments: It is imperative you READ all of the material scheduled to be
discussed for each class session thoroughly and take all practice tests contained in the reading
material before attending class. It is recommended that class study groups be formed to discuss
concepts and computations presented in the reading material. This course requires not only a good
comprehension of the material but also a refined application of “critical thinking” skills. You will find
other material and practice tests available on the Internet including Apps available for download. Take
advantage of this material. The Professors will not be able to cover all the reading material in depth due
to the limited class time allocated to each topic. Therefore, students have the responsibility to read and
understand the material, conduct additional research, conduct study group discussions, and are
prepared to address questions during the appropriate class times.
Please note that the reading assignments identified for each scheduled class period below were
developed around the topics to be discussed for the day. It is the student’s responsibility to correlate
reading assignments and review questions around the topics to be discussed within each required text.
It is highly recommended you read the entire texts assigned for the completion of the two-‐course PM
Application & Concentration Module.
Assignments and point (percentage) allocations:
• Homework assignment: 5 points each; quiz: 10 points each; Final: 150 points
• Read sections of PMP® Study Guide or PMBOK pertaining to the scheduled Process discussions for the day.
• Pre-class study should focus on the daily topics in both required text as well as the related practice test questions in the PMP® Study Guide.
• Submit Homework at the beginning of the class (10 questions covering reading material for the day) and be prepared to take a 20-question Quiz on the material discussed previous day at the beginning of each day.
• “Class participation” accounts for 15% of the total grade. It includes ON-TIME class attendance, participation during class discussion and review sessions, written and verbal interaction with the Professor and other class members, completion of class room exercises, ability t o function as a positive team member, as well as other factors the Professor considers important in effective Project/Program management. This may include general attitude, respect, and responsiveness to any additional course requirement placed on the class, etc.
• For day-by-day detailed plan, please refer to the Session Plan.
PLEASE NOTE: Wikipedia is NOT an acceptable reference for work due in this module. As a graduate student, you need to use scholarly resources/references. You may locate scholarly articles through EBSCO Host or Lexis/Nexis which can be accessed at the MSMU library.
WRITTEN WORK: Writing Requirements: All assignments must be typed and spell/grammar checked. Note: while this is not a writing class, it is a graduate level course and, as such, failure to proofread submissions for spelling and grammar will result in a significantly lower grade being assigned. Papers are also to be well written with a logical flow of thought. The Case Study assigned in this class must be typed and spell/grammar checked. Note: while this is not a
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writing class, it is a graduate level course and, as such, failure to proofread submissions for spelling and grammar will result in a significantly lower grade being assigned. The Case study should be submitted in two increments via email with a file name (First name)_(Last name)_Chunnel_Project_1; and (First name)_(Last name)_Chunnel_Project_2. The first submission, which addressing the Inception and Development phase, will be submitted at the beginning of W4D1. The second submission will be due at the beginning of W5D2, and will include an analysis of the entire Case study including any revisions to the first submission plus addressing the Implementation and Close-Out Phase. As part of this final submission you will also be required to provide an overall assessment of the Chunnel Project. Please note, in addressing this Case study assignment, you will be comparing the work and effort resulting in the actual completion of the Chunnel project with the current industry standard for conducting project management. I.e. the Project Management Body of Knowledge (PMBOK®)
Group Assignments:
When an assignment or in-class project is designated “group”, ALL group members are required to contribute to the group assignments. Failure of all members to participate will result in a reduced grade for every member of the group. At the completion of each module, you will be asked to grade your group members (See Appendix C for Group Grading Form). THE GROUP GRADING will be taken into account in determining the final grade for the course.
ADDITIONAL INFORMATION REGARDING ASSIGNMENTS:
End-of-Semester Final Project: The student will further demonstrate learning outcomes from this module in the end-of-semester group project to be presented to the MBA Steering Committee and selected faculty. This project represents 10% of your grade for the indicated courses .
PROFESSOR'S POLICY REGARDING LATE WORK: No late work accepted. Accepting late work encourages sloppy and unprofessional behavior. Because the workplace has zero tolerance when a project is not completed on time that same policy will be applied to this course. Being punctual and completing your work on time are very valuable personal attributes as they reflect your professionalism, so be sure to turn in all assignments on or before their due dates.
GRADING SCALE:
CRITERIA AND GUIDELINES
Letter Grade Criteria Numeric Range
A Student performance is clearly outstanding 93-100
A- Performance indicates sharp insights and an ability to integrate and generalize material beyond the context of the course
90-93
B+ 87-89
B Student performance is above average, demonstrating a knowledge of facts and an ability to integrate and apply material within the context of the course.
83-86
B- 80-83
C+ 77-80
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C Student performance is average, demonstrating knowledge of course content and exhibiting an ability to apply basic concepts within the context of the course.
73-77
C- 70-73
D Student performance is below average, partially fulfilling minimum course requirements. This level of performance may not prepare the student to progress to a more advanced level of study within the subject content or the major.
60-69
F Student performance is unacceptable and does not meet minimum course requirements
< 60
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10
Participation Grading Criteria. Participation is graded on individual contribution to class discussions and participation in your study group. The vast majority of leaders’ interactions with others are oral. They generally spend very little time reading and even less time writing reports. For this reason, the development of oral skills is given a high priority in this course. The classroom should be considered a laboratory in which you can test your ability to interact and interface effectively with your peers. Some of the characteristics of effective class participation are:
✓ Are the points that are made relevant to the discussion in terms of increasing everyone's understanding, or are they merely interruptions or regurgitation of case facts?
✓ Do the comments take into consideration the ideas offered by others earlier in the class, or are
the points isolated and disjointed? The best contributions following the lead off tend to be those that reflect not only excellent preparation, but good listening, and interpretative and integrative skills as well.
✓ Do the comments show evidence of a thorough reading and analysis of the material, including
the text, the case (if applicable) and outside business resources?
✓ Does the participant demonstrate critical thinking about the issue and differentiate among
opinions, assumptions, and inferences?
✓ Is there a willingness to test new ideas or are all comments cautious/"safe"?
✓ Is the participant willing to interact with other class members by asking questions or challenging conclusions?
Outstanding Contributor: (A) grade: Contributions in class reflect thorough preparation. Ideas offered are substantive, provide one or more major insights as well as direction for the class. Arguments, when offered, are well substantiated and persuasively presented. If this person were not a member of the class, the quality of the discussions would be diminished significantly.
Good Contributor: (B) grade: Contribution in class reflects thorough preparation. Ideas offered are usually substantive, provide good insights and sometimes direction for the class. Arguments, when presented, are generally well substantiated and are often persuasive. If this person were not a member of the class, the quality of the discussion would be diminished considerably.
Adequate Contributor: (C) grade. Contributions in class reflect satisfactory preparation. Ideas offered are sometimes substantive, provide generally useful insights, but seldom offer a major new direction for the discussion. Arguments are sometimes presented, and are fairly well substantiated and sometimes persuasive. If this person were not a member of the class, the quality of the discussions would be diminished somewhat.
Non-participant: (D) grade. This person has said little or nothing in this workshop or class. Hence, there is not adequate basis for evaluation. If this person were not a member of the class, the quality of the discussions would not be changed.
Unsatisfactory Contributor: (F) grade. Contribution in class reflects inadequate preparation. Ideas offered are seldom substantive; provide few, if any, insights; and rarely a constructive direction for the class. Integrative comments and effective arguments are absent. Class contribution is, at best, “time filler” efforts making isolated, obvious, or confusing points. If this person were not a member of the class, valuable class time would be saved.
The classroom is your laboratory for demonstrating professional behavior and business acumen.
Example of things that cause one not to earn the full amount of participation points:
• Doing homework in class
• Failing to listen and interact courteously with faculty and fellow students
• Not reading assigned material
• Being disruptive verbally and non-verbally
• Not participating in class discussions
• Missing class (please note: the MBA program has a zero tolerance policy for absences)
• Arriving late, leaving early
• Text messaging during class (yes, we can tell), cell phone/pagers going off during class
• Surfing the Internet during class
Policies:
Classroom Attendance and Punctuality: Consistent attendance and timely arrival are highly valued behaviors in today's competitive, dynamic work environment. Therefore, classroom on-time attendance is required. Much of your learning will derive from discussions and activities in class, rather than from lecture, therefore you cannot make up an absence. PLEASE NOTE: THERE IS A ZERO TOLERANCE POLICY FOR ABSENCES. PLEASE MAKE ARRANGEMENTS TO ATTEND AND BE ON TIME FOR EVERY CLASS.
ADDITIONAL POLICIES:
Respect: Active participation in class requires a safe and trusting environment. It is important for us to respect the views and comments made by others, even if we disagree with such comments. I encourage debate and critical discu55ssion, yet it must be respectful, polite, and professional.
Confidentiality: Confidentiality is required in order to foster a safe environment for active discussion of business related topics. Student discussions may involve experiences from their jobs or personal experiences. Therefore all discussions of business or personal experiences are expected to be treated respectfully and confidentially. Students should not share proprietary information without permission of their employer. Academic Integrity/Plagiarism: All student-submitted materials are expected to be the product of the student’s own though process. Information from other sources may be used; however credit must be given, by using in-text citations. There are a few things you can do that will help you to avoid being charged with academic dishonesty. Please note the following:
• Anytime that you use the words or ideas of another person without giving credit, it is considered plagiarism, whether your actions are intentional or not!
• Differences between direct and indirect quotes: o Direct Quotes: include the exact wording from the source. o Indirect Quotes: summarizes or paraphrases the content from the source.
• APA in-text requirements: o Direct Quote: Author’s last name, publication date, and page number. o Indirect Quote: Author’s last name, publication date.
• Punctuation requirements: ALL word-for-word quotations must be placed in quotation marks. o Exception to the rule: Common Knowledge – if the same information can be found in three
or more sources and those sources do not cite an earlier source, the information is considered common knowledge. Also, commonly known facts (e.g., Washington, DC is the
capital of the U.S.) do not need a citation, even if you had to look them up.
o If you have knowledge that is not common knowledge, tell the ready why he or she should trust what you say
• When in doubt, CITE.
• A reference list should be attached to the paper to further identify the sources utilized.
• Please refer to the Mount Saint Mary’s 2014-2016 Catalog section on Academic Integrity for a complete discussion of cheating, failing to hand in original work, plagiarism, falsification or misrepresentation, and theft (pp. 45-46). If the work of someone else (whether it is quoted or paraphrased) is not property cited (or footnoted) in the assignment and if there is not a reference list giving the details of the work, THAT IS PLAGIARISM.
• If work is plagiarized in this course, the student will be subject to the consequences outlined in the 2014-2016 Catalog which states, “The penalty for an act of dishonesty could range from a grade of F on an examination or assignment, a reduced or failing grade for the course in question, probation, suspension or expulsion from the University. Repeated acts of academic dishonesty will be treated more gravely” (p.46).
Extra credit: There is no “extra credit” in this course, so please plan your time to be certain you are prepared for all class discussions and oral presentations and that all assignments are turned in on time.
Americans with Disabilities Act: Mount Saint Mary’s University Los Angeles, in compliance with state and federal laws and regulations, does not discriminate on the basis of disability in administration of its education related programs and activities. We have an institutional commitment to provide equal educational opportunities for disabled students who are otherwise qualified. Students with documented disabilities must call 213-477-2539, Director of the Doheny Learning Resource Center, to make arrangements for classroom accommodations. It is the responsibility of the student to obtain accommodation letters from the director and to make arrangements for the implementation of accommodations with faculty and/or staff in advance. Students who believe they have been subjected to discrimination on the basis of disability, or have been denied access to services or accommodations required by law, should contact the campus Disability Services Coordinator at his/her campus for resolution. For more information regarding disability grievance procedures, go to: w w w . msmu.edu/disabilitygrievanceprocedures.
Course changes: The Instructor reserves the right to change assignments, as needed, to achieve the learning objectives of the course. These changes will not require additional work on the part of the student. Students will be informed, in writing, of these changes.
Additional Requirements: The requirements and conditions established by Mount Saint Mary’s University, as
enumerated in the Graduate Student Handbook, Catalog, and Department of Business Administration
policies, are incorporated in this syllabus, in their entirety, by this reference.