To address the basic rules of managing projects and the advantages and disadvantages of these methods of getting things done. The problems of selecting projects, initiating them, and operating and controlling them are discussed. The demands made on the project manager and the interaction with the parent organization are also presented.

Credits: 3 hrs.

Notes: Open to Graduate Students Only.

Lecture Hours - Laboratory Hours: (3-0)

Students are expected to have knowledge of and the ability to apply the following concepts in class:

1. Basic understanding of key business processes (e.g., production, finance, marketing) and technical processes (e.g., manufacturing processes, engineering design process). This is typically accomplished through active participation and successful completion of an undergraduate degree in an engineering or engineering-related curriculum and through work experience, whether part-time, co-op, intern, or full-time employment.
2. Able to understand, write, speak, and present in clear, understandable English.
3. Able to work with 2-3 other students on a semester project applying project management material. “Able” means having the technical ability and competence and the interpersonal ability to work with others, playing a key role in the project, making time available to work on the project, and acting professionally during the course of all project activities.
4. Experience finding articles using databases such as ABI/Inform, FirstSearch, InfoTrac, Lexis-Nexis, and other sources.
5. Experience using the Internet, accessing Web pages, using e-mail to communicate, and using search engines to find relevant information.
6. Experience or ability to use PowerPoint to design and deliver presentations to the class.
   

Computer Usage

1. Experience finding articles using databases such as ABI/Inform, FirstSearch, InfoTrac, Lexis-Nexis, and other sources.
2. Experience using the Internet, accessing Web pages, downloading files, using e-mail to communicate, and using search engines to find relevant information.
3. Experience using Adobe Acrobat Reader to view pdf files.
4. Ability to generate graphs and flow charts using computer tools (such as Excel, PowerPoint, or other applications).
5. Ability to design documents that have features other than text in them – inclusion of graphs, tables, charts, pictures, etc. – to communicate effectively to engineering and management professionals.
6. Intermediate use of web-based skills required, including downloading files in Acrobat Reader format, using course web site to access some assignments, along with basic web skills of using search tools, locating information, accessing URLs, etc.
7. This course requires all the above, plus ability (not necessarily experience) to use Microsoft Project to manage project information and schedules. Typically, Excel proficiency will lead to successful use of MS Project.
   

Course Objectives/ Performance Criteria		Performance Activity/ Evaluation Technique	Criteria Addressed
1. To assist students in gaining knowledge in the human and technical aspects of project management.		In-class exercises, case project, exam questions	f, h, j, k
2. To apply management and organizational behavior concepts to project management and the problems of selecting projects, initiating them, and controlling schedules and costs.		Homework, in-class activities, exam questions	g, j, k
3. To successfully evaluate a project management situation and professionally present the analysis.		Class project assignments	a, c, d, e, f, g, h, j, k
4. To introduce the Project Management Body of Knowledge (PMBOK) and to begin preparing students for certification as Project Management Professionals		Homework, quizzes, exam questions	i, j

Required:

PMI Standards Committee (2008). A Guide to the Project Management Body of Knowledge, 4th edition. Newtown Square, PA: Project Management Institute.

Milosevic, D., Patanakul, P., and Srivannaboon, S. (2010). Case Studies in Project, Program, and Organizational Project Management. Hoboken, NJ: John Wiley & Sons, Inc.

Kurstedt Project Management book (KPM). (http://homepages.wmich.edu/~baller/IME6140/kurstedt.pdf)

Kerzner, H. (2006). Project Management Case Studies, 2nd ed. New York: John Wiley & Sons. (Required for project teams. Do not purchase: I have copies available for teams to borrow.)

Suggested:

Mulcahy, R. (2009). PMP Exam Prep: Rita’s Course in a Book for Passing the PMP Exam, 6th ed.

Crowe, A. The PMP Exam: How to Pass on Your First Try, 4th ed. Newtown Square, PA: Project Management Institute.

The above two are not required, but may be used in preparation for PMP exam, so strongly recommended for those intending to take the exam. We will use examples and problems from them.

Resources (Aller’s library):

Horine, G.  Absolute Beginner’s Guide to Project Management, 2nd ed.

Kendrick, T.  Identifying and Managing Project Risk:  Essential Tools for Failure-proofing Your Project.

Kendrick, T.  The Project Management Tool Kit:  100 Tips and Techniques for Getting the Job Done Right.

Kerzner, H.  Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

Kerzner, H., and Saladis, F.  Project Management Workbook and PMP/CAPM Exam Study Guide. 

Martinsuo, M., et al.  (2006).  Project-based Management as an Organizational Innovation:  Drivers, Changes, and Benefits of Adopting Project-based Management.  Project Management Journal 37(2), 89-97.

Meredith, J., and Mantel, S.  (2006).  Project Management:  A Managerial Approach, 6th ed.

Paton, S., Hodgson, D., and Cicmil, S.  (2010).  Who Am I and What Am I Doing Here?  Becoming and Being a Project Manager.  Journal of Management Development 29(2), 157-166.

Ramroth, W.  Project Management for Design Professionals.

Schmid, B., and Adams, J.  (2008).  Motivation in Project Management:  The Project Manager’s Perspective.  Project Management Journal 39(2), 60-71.

Tufte, E.  (1997).  Chap. 2:  Visual and Statistical Thinking:  Displays of Evidence for Making Decisions.  In Visual Explanations.  Cheshire, CT:  Graphics Press. 

Ward, J.L.  Project Management Terms:  A Working Glossary. 

Handbooks:

PMI Certified Associate in Project Management (CAPM)® Handbook

PMI Project Management Professional (PMP)® Handbook

Course Coordinator:

Betsy Aller
Western Michigan University
F-227 Parkview Campus
Kalamazoo, Michigan 49008-5336
Phone: 276-3354
Email: betsy.aller@wmich.edu

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