21 September 2008

Course Syllabus

Course Information
OPRE 6375
Project Execution and Closeout
Online Fall 2008

Professor Contact Information

Dr. Sue Freedman suefreedman@utdallas.edu (Instructor of Record)
Mr. James Szot jimszot@utdallas.edu
Dr. Gerald Turner turner.g.a@worldnet.att.net
Dr. Duncan MacFarlane dlm@utdallas.edu

Course Pre-requisites, Co-requisites, and/or Other Restrictions

OPRE 6374 Project Planning and Execution

Course Description
Planning and execution techniques continued from OPRE6374 and introduction of closeout phase
requirements. Topics include risk management, earned value management, project plan
execution and control, procurement management, information database development, quality
measurement and control, and project closeout.

Important note: Learning from preceding courses and the OB6301 modules included in sequence
with this course should be applied with learning from this course in the completion of your
assignments.

Student Learning Objectives/Outcomes

Students will demonstrate the ability to identify and assess project risk, develop risk response
plans, report and interpret earned value data, plan project execution and control procedures,
develop procurement management plans, use fundamental quality tools, and plan project closeout
procedures.

Required Textbooks and Materials

Textbooks (purchased by student):

Brassard, Michael and Ritter, Diane (1994) The Memory Jogger II: A Pocket Guide of
Tools for Continuous Improvement & Effective Planning, Salem, NH: Goal/QOC. ISBN
1-879364-44-1 [excerpts available on Blackboard]
Gray, Clifford and Larson, Erik (2008) Project Management: The Managerial Process,
Fourth Edition, New York: McGraw-Hill/Irwin. ISBN 0-07-334817-1
Heldman, Kim (2007) PMP® Project Management Professional Exam Study Guide,
Fourth Edition, Indianapolis: Sybex (Wiley). ISBN 978-0-470-15250-8

Course Syllabus Page 1

21 September 2008

Lewis, Michael (2004) Moneyball: The Art of Winning an Unfair Game, New York:
W.W. Norton and Company. ISBN 0-393-32481-8
Project Management Institute (2004) A Guide to the Project Management Body of
Knowledge, Third Edition, Newtown Square, PA: Project Management Institute. ISBN
1-930699-45-X [download from PMI Standards]
Rose, Kenneth H. (2005) Project Quality Management: Why, What and How, Boca
Raton, FL: J. Ross. ISBN 1-932159-48-7
Wideman, R. Max (1992) Project and Program Risk Management, Newtown Square,
PA: Project Management Institute. ISBN 1-880410-06-0 [available on PMI eReads and
Reference]

Optional Textbooks:

Nicholas, John M. (2004) Project Management for Business and Engineering: Principles
and Practice, 2nd ed, Burlington, MA: Elsevier Butterworth-Heinemann. ISBN 0-7506-
7824-0

Uyttewaal, Eric (2005) Dynamic Scheduling With Microsoft Office Project 2003: The
Book by and for Professionals, Boca Raton, FL: J. Ross. ISBN 1-932159-45-2

Cases:

BAE Automated Systems (A): Denver International Airport Baggage Handling System
(HBR 9-396-311)
BAE Automated Systems (B): Implementing the Denver International Airport Baggage
Handling System (HBR 9-396-312)
Softech, Ltd – Part A

Course Syllabus Page 2

 21 September 2008
Assignments & Academic Calendar
Title/Date Overview
Project Management This module continues the
Professional III process of preparing for the
Project Management Institute’s
(no recorded lectures Project Management
or web conferences) Professional certification exam.
Jim Joiner Students who have already
Jim Szot earned the PMP® credential
conclude preparation of a
Sept. 22 – Dec. 14 research paper on a project
management topic of their
choice.
Risk Analysis In this module we discuss the
basic foundations and concepts
Gerald Turner involved in the discipline of
Project Risk Management from a
Module 39 strategic perspective. We will
review structured approaches to
Sept. 22 – 28 project risk management as well
as some of the more
contemporary qualitative aspects
including a detailed overview of
project risk planning,
identification, analysis,
mitigation, and communication.
Course Syllabus
Objectives
Non-PMPs
Explore PMI’s approach to
• Resource Planning
• Creating the Project Schedule and Budget
PMPs
Complete a research report on the student’s project
management topic of choice.
The purpose of this module is to provide the basic
foundations, skills, concepts and knowledge
required of project managers and teams to
effectively plan, monitor and manage the project
risk management process. You will be better
prepared to:
• Grasp and appreciate risk management
definitions, bases for determining risk events,
occurrences, mitigation strategies and tactics,
etc.
• Identify and characterize risk “events” and their
potential to adversely impact project success
(cost, schedule, performance/quality, etc.)
• Appreciate the value of Risk Management as
a vital “strategic” PM process
Page 3
Assignments
Non-PMPs
This is a major assignment, not a brief
summary!
Read: Heldman, Chapters 5, 9, 10, and 11
Write: A 15-20 page summary of the key
points you found in the reading and a reflective
discussion on how risk management,
performance measurement and control,
integrated change control, quality monitoring
and control, and project closeout are
performed in your organization with
identification of strengths, opportunities for
improvement, and near term actions you would
suggest for improvement.
Post on Blackboard by December 14, 2008
11:59PM (50 points)
PMPs
Submit your final report on Blackboard by
December, 14, 2008 11:59PM. (50 points)
Required Reading
• Gray and Larson, Chapter 7
• Wideman, Chapters III and IV; Appendices
A and B
• BAE Automated Systems Case (A&B)
• Suggested: Heldman, Chapters 5 and 10
• Suggested: PMBOK Guide, Chapter 11
Web-conference:
• October 5, 5:00 pm CDT
• In conjunction with next module
 21 September 2008
Title/Date Overview
Risk Identification, Today’s project and program
Taxonomy, and Cost management environments
Control contain many critical planning
elements that include
Gerald Turner uncertainty, even with the best
strategic project planning and
Module 40 forethought. Circumstances will
often occur that place timely
Sept. 29 – Oct. 5 project delivery and performance
at considerable risk.
This session will continue our
dialogue regarding project risk
identification, descriptive
taxonomy, project exposure and
bottom line cost impacts. Project
Risk Management is as much an
art as it is a science, especially
when one considers the variety
of possible occurrences or
“events” that can significantly
impact successful project
completion and benefits delivery.
As such, we will also explore
applicable methods, tools, and
techniques which are available
to identify and mitigate
uncertainty in project or product
delivery.
Course Syllabus
Objectives
The purpose of this module is to provide the basic
foundations, skills, concepts and knowledge
required of project managers and teams to
effectively plan, monitor and manage the project
risk management process. You will be better
prepared to:
• Evaluate, assess and apply risk management
tools & techniques
• Implement Risk Management methods that
ensure timely, cost-effective project delivery
• Create techniques and approaches for
assessing & improving risk management
capability, readiness and responsiveness of
the organization, a project, program, etc.
• Control multiple risks using limited strategies
• Overcome “psychological barriers” to risks
• Make risk and opportunity management
integral components of your next project plan.
Page 4
Assignments
Reading Assignments (same as module 31)
Assignment:
Be prepared to engage in a detailed discussion
of basic project risk management processes and
foundations as they relate to the BAE Automated
Systems Cases (A&B) from risk identification,
analysis, impact, management and control
perspectives.
Evaluate this case in the tradition of a formal
“case analysis” and in accordance with methods
and techniques of analysis you have acquired
within this program. No written submission is
required; however, your web conference
participation will be crucial in determining your
grade.
Web-conference:
• October 5, 5:00 pm CDT
 21 September 2008
Title/Date Overview Objectives Assignments
Earned Value This module explores the project As a result of this module you will be able to: Reading Assignments
Management performance management and 1. Use earned value techniques to manage and • PMBOK Guide
scope/schedule/resource communicate project progress • Section 7.3, Cost Control
Jim Szot integration technique of earned 2. Measure project performance via project • Section 10.3, Performance Reporting
value management (EVM). trends and variances
Module 41 3. Perform timely corrective action and evaluate • Gray and Larson, Chapter 13 including
effectiveness Appendix 13.2
Oct. 6 - 12
• Nicholas (optional): Sections 11.8 – 11.11,
Performance Analysis, Forecasting “to
complete” and “at completion,”
Performance Index Monitoring, and
Variance Limits, pages 356-371

• Uyttewaal (optional): Chapters 11-13

Individual Assignment (10 points)

Submit your response on Blackboard by Noon,
Sunday, October 12, 2008.

Web Conference: Oct. 12, 5 PM CDT

Course Syllabus Page 5

 21 September 2008
Title/Date Overview
Project Plan In this session we will review key
Execution and Control aspects and processes for
successful project plan execution
Gerald Turner and delivery. As the PMBoK
establishes, timely and effective
Module 42 execution of the project plan
includes several key inputs: “the
Oct. 13 - 19 project plan itself, supporting
detail, organizational policies
(and procedures), and corrective
actions.” These domains will be
reviewed in the context of
satisfying major corporate and
organizational initiatives, goals
and objectives through
successful project execution.
Leadership and
Management
Sue Freedman
Module 43
(OB 6301 module 7)
Oct. 20 – 26
Course Syllabus
Objectives
Our objectives will be to understand the inputs, key
processes, checkpoints and deliverables for
successful execution and delivery corporate
initiatives through effective project management
methods. We will also visit other topics including
project trade-offs between budget, resources,
schedule, and scope. We will also learn various
methods of tracking and monitoring overall project
performance, paying particular attention to “flags”
or deviations from the project planning baseline.
See OB6301 Syllabus
Web Conference: Oct. 26, 5 PM CDT
Page 6
Assignments
Required Reading
Gray and Larson, Chapter 13
Review Softech, Ltd. - Part “A” (handout).
Optional Reading
Heldman, Chapters 8 & 9.
PMI, PMBOK Guide, Sections 3.2.3.1; 3.2.4.1;
3.2.4.2
Class Participation
Be prepared to discuss issues, challenges and
problems typically characteristic of the project
execution process. Particular emphasis will be
given to facilitated discussion of selected
Chapter 13 “Snapshots”.
For the Softech Ltd. case, Part A, develop and
submit at the beginning of the class a brief “quick
overview action proposal” as called for at the end
of the case. Retain a copy for your use during in-
class group work on Softech, Ltd. – Part “A”.
Point distribution: 2.5 pts. – Class participation &
contribution; 0.5 pt. – “Quick Overview Action
Proposal”.
Web Conference: Oct. 19, 5 PM CDT
 21 September 2008
Title/Date Overview Objectives Assignments
Stress, Organizational
Change, and
Leadership

Sue Freedman
See OB6301 Syllabus
Module 44
Web conference: November 2, 5 PM CST
(OB 6301 module 8)

Oct. 27 – Nov. 2

Course Syllabus Page 7

 21 September 2008
Title/Date Overview Objectives Assignments
Decision Making in
Organizations

Sue Freedman
See OB6301 Syllabus
Module 45
(OB 6301 Module 9) Web-conference: Nov. 9, 5:00 pm CST

Nov. 3 – 9

Procurement This session explores the As a result of this module you will be better Reading Assignments
Management procurement management prepared to:
PMBOK Guide: Chapter 12
processes that are used to • Prepare a project procurement plan
Jim Szot acquire goods and services for • Insure individual integrity and professionalism Gray and Larson: Chapter 12 including Appendix
the achievement of project goals. by adhering to legal requirements and ethical 12.1
Module 46 standards in procurement Nicholas (optional):
• Balance stakeholders’ interests by 1. Chapter 4: Project Feasibility through
Nov. 10 – 16 recommending contracting approaches that Summary, pages 96-116
are fair to all parties 2. Chapter 5: Contract Administration, pages
• Interact with stakeholders in a professional and 139-140
cooperative manner 3. Section 11.3: Contract Administration, pages
375-376
4. Section 13.6: Closing the Contract, pages
423-424
5. Appendix B: Types of Contracts, pages 563-
568.

Individual assignment (7.5 Points)

1. Review the case study, Partnering – The
Accounting Software Installation Project, in
Gray and Larson, pages 410-411 (3ed. pp.
402-403)
2. Prepare a response to the following
questions in 2-3 pages:
a. What did Karin do right?
b. Why is the project in trouble?
c. What would you have done differently to
assure success?
d. What should Karin do now?
e. How does the type of contract (fixed
price, cost plus, etc.) affect Karin’s ability
to “partner” with the external suppliers
and the internal divisions?
f. Should written contracts be used with the
internal divisions? Why or why not?
3. Submit your response to Blackboard by:
Noon, Nov 16, 2008.

Course Syllabus Page 8

 21 September 2008
Title/Date Overview Objectives Assignments
Team assignment (7.5 points)
This is a continuation of your team project.
1. Collaborate as a team to prepare a
procurement management plan that
describes how procurement will be managed
on your project. Identify what will be
procured and your approach to the
procurement.
2. Submit this plan as a short PowerPoint
presentation by Noon, Nov. 16, 2008.
3. Review this plan with the class in less than
10 minutes on May 8, 2007.

Team score will be adjusted for each team

member based on peer teamwork evaluation.
Individually, submit a team evaluation on
Blackboard by 8:00 AM Weds., Nov. 19, 2008

Web-conference: Nov. 16, 5:00 pm CST

Developing Info A properly constructed Describe the application of Reading Assignments
Database / Balanced measurement program allows an • Learning curves
Scorecard, etc. organization to continuously • Balanced Scorecard Lewis: entire book
improve its operating efficiency.
Duncan MacFarlane Web-conference: Nov. 23, 5:00 pm CST

Module 47

Nov. 17 – 23
Thanksgiving Break – Enjoy!
Power and Politics

Sue Freedman
See OB6301 Syllabus
Module 48 Web-conference: Dec. 7, 5:00 pm CST
(OB 6301 module 10)

December 1 – 7

Course Syllabus Page 9

 21 September 2008
Title/Date Overview Objectives Assignments
Quality: Measurement This session explores quality
and Control/Project measurement/control and project As a result of this module you will be better Reading Assignments
Closeout closeout. prepared to:
ƒ Identify/implement project controls Gray and Larson: Chapter 14

Jim Szot ƒ Implement project plan Rose: Chapters 6-12

ƒ Implement/carry out quality assurance
procedures
Module 49
ƒ Refine control limits on performance measures
ƒ Perform timely corrective action and evaluate
December 8 – 14
effectiveness
ƒ Assure compliance with change management
plan
ƒ Perform periodic reassessment of project
control plans and practices
ƒ Recognize and respond to risk event triggers
ƒ Monitor project activity via periodic inspections
ƒ Obtain final acceptance of deliverables via
formal approval from stakeholders
ƒ Document lessons learned by surveying
project stakeholders
ƒ Facilitate administrative/financial closure in
accordance with project plan
ƒ Archive essential project records/tools
ƒ Release project resources via appropriate
organizational procedures
ƒ Contribute to the project management
knowledge base by sharing lessons learned,
best practices, etc.
PMBOK Guide
ƒ Sections 8.2 – 8.3
ƒ Section 4.7
ƒ Section 12.6
Nicholas (optional):
ƒ Sections 13.4 – 13.9
ƒ Chapter 17
Individual assignment (7.5 points)
• Download the Quality Monitoring and
Control/Project Closeout assignment from
Blackboard
• Edit the downloaded document by adding
your answers
• Submit the document with your answers to
Blackboard by Noon, December 14, 2008
Team assignment (7.5 points)
This is the final assignment for your team project.
Collaborate as a team to progressively elaborate
your quality plan to be sure it adequately
addresses the quality monitoring and control
needs of your project.
Prepare a project closeout document that
describes how project results will be
documented, formal acceptance will occur,
lessons learned will be captured/archived, and
how the project team will be dissolved.
Submit these documents with a short PowerPoint
presentation describing the closeout plan and the
changes to the quality plan by Noon, December
14, 2008.
Review this presentation with the class in less
than 10 minutes on December 14, 2008.
Note: Team score will be adjusted for each team
member based on peer teamwork evaluation.

Web-conference: Dec. 14, 5:00 pm CST

Course Syllabus Page 10

21 September 2008

Grading Policy
Graded assignments should be posted to BlackBoard by midnight of the day listed. If you do not find a link,
e-mail Dave Wurmstein [wurm@utdallas.edu], Carolyn Cooper-Murriel [carolync@utdallas.edu] and Jim
Szot [jimszot@utdallas.edu]. Course grade is subject to adjustment based on web conference participation.

Assignments Module Percentage Type Due Date

Project Management December
Course 50% Individual
Professional report 14
BAE Case Analysis
(prep for class
discussion – no Risk (#39-40) 5% Individual October 5
Blackboard posting
required)
EVM Analysis Earned Value (#41) 10% Individual October 12
Case Analysis Project Plan Execution
5% Individual October 19
Discussion and Control (#42)
“It’s Not about Race” Leadership and OB6301 Individual Oct. 25
Case Management (#43) 10%
Jack Welsh Case Stress, Organizational OB6301 Team Nov. 2
Change and Leadership 10%
(#44)
Partnering Case Procurement 7.5% Individual Nov. 16
Analysis Management (#46)
Procurement Procurement 7.5% Team Nov. 16
Management Plan Management (#46)
Erik Peterson Case Power and Politics (#48) OB6301 Team Dec. 6
10%
Quality Management Quality: Measurement
Plan Update/Project and Control/Project 7.5% Team Dec. 14
Closeout Plan Closeout (#49)
Quality: Measurement
Quality Control
and Control/Project 7.5% Individual Dec. 14
Worksheet
Closeout (#49)

Technical Support

For assistance with BlackBoard, Elluminate, and other Project Management Program technology
issues, e-mail Dave Wurmstein [wurm@utdallas.edu] and Carolyn Cooper-Murriel
[carolync@utdallas.edu].

If you experience any problems with your UTD account you may send an email to
assist@utdallas.edu or call the UTD Computer Helpdesk at 972-883-2911. Do not contact the
UTD Computer Helpdesk for questions about or problems with Blackboard or Elluminate.
They cannot help you – these products are supported by the Project Management Program.

Course Syllabus Page 11

21 September 2008

University Policies

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is contained
in the UTD printed publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Series 50000, Board of Regents, The University of Texas System, and in Title V,
Rules on Student Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391) and online at
http://www.utdallas.edu/judicialaffairs/UTDJudicialAffairs-HOPV.html

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty. Because
the value of an academic degree depends upon the absolute integrity of the work done by the
student for that degree, it is imperative that a student demonstrate a high standard of individual
honor in his or her scholastic work.

Scholastic Dishonesty, any student who commits an act of scholastic dishonesty is subject to
discipline. Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the
submission for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair advantage to a
student or the attempt to commit such acts.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted materials, including music and software.
Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright
owner’s rights and such infringement is subject to appropriate disciplinary action as well as
criminal penalties provided by federal law. Usage of such material is only appropriate when that
usage constitutes “fair use” under the Copyright Act. As a UT Dallas student, you are required to
follow the institution’s copyright policy (Policy Memorandum 84-I.3-46). For more information
about the fair use exemption, see http://www.utsystem.edu/ogc/intellectualproperty/copypol2.htm

Course Syllabus Page 12

21 September 2008

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Course Syllabus Page 13

21 September 2008

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
disabilityservice@utdallas.edu

If you anticipate issues related to the format or requirements of this course, please meet with the
Coordinator of Disability Services. The Coordinator is available to discuss ways to ensure your
full participation in the course. If you determine that formal, disability-related accommodations
are necessary, it is very important that you be registered with Disability Services to notify them of
your eligibility for reasonable accommodations. Disability Services can then plan how best to
coordinate your accommodations.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

These descriptions and timelines are subject to change at the discretion of the Professor.

Course Syllabus Page 14