COURSE SYLLABUS OPRE 6372 Initiation

Mar 12 – May 20, 2007

This course covers project selection, interpersonal and organizational issues related to the initiation of projects. Specific topics include investment criteria; project selection models; negotiation techniques and related interpersonal considerations.

Instructor’s Information:
Dr. Gerald Turner Dr. Sue Freedman Jim Newstead Dr. Armin Brinkman turner.g.a@att.net suefreedman@sbcglobal.net JRNewstead@aol.com A.u.G.Brinkmann@t-online.de

Course Materials:
Textbooks: 1. The Project Management Body of Knowledge (PMBoK) 2. Project Management: The Managerial Process, 3rd Edition: Clifford Gray and Erik Larson 3. PMP Project Management Professional Study Guide (Sybex), 3rd Edition 4. Translating Corporate Strategy into Project Strategy: Realizing Corporate Strategy Through Project Management (Morris/Jamieson) 5. Organizational Behavior: Integrating Individuals, Groups, and Organizations,3rd Edition, Joseph E. Champoux 6. Classics of Organizational Behavior. Walter Natemeyer and J. Timothy McHon, 3rd Edition 7. Managing the Project Team: Vijay Verma Cases: The Strategy That Wouldn’t Travel (HBR 96602) Case Study Articles: 1

The Team Process Observation Guide (excerpted from Arcono et.al. Organizational Behavior and Processes DVD: 1. 12 Angry Men CDs: 1. Systems Management documents and high level Petri Net simulators HPSim and VisualObjectNet 2. Colored Petri Net Simulator PACE 3. Process Flow Diagram simulator ARENA

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Course Schedule:
Date Mod# Title
Project Selection Criteria - Dr. Gerald Turner - Module 09

Description
In this module, we will review the “thinking” and applicable processes for initiating and selecting projects. We will thoroughly review the following questions: • Why launch projects? • Exactly what is a projects and how does this fit into the strategic planning and management process? • Who cares? Who are the key stakeholders and beneficiaries of this process? • What “business value” does the company derive from successfully conceived, planned, selected, executed and managed projects? • How do we ensure the likelihood of success on key corporate & business projects? This session introduces you to the study of organizational behavior and the relationship between OB and successful project management.

Objectives
Our module objectives will be to: • Explore the world of corporate & business projects and initiatives • Understand how projects are “conceived” and why through qualitative and quantative selection techniques • Which techniques apply to certain business environments, situations and scenarios and which do not... and why? • Review the rationale for financial and/or economic justifying projects and programs for the corporation, business or strategic business unit – i.e., the “business case”

Module Assignments
Required Reading: 1. Project Management: The Managerial Process, 3rd Edition: Clifford Gray and Erik Larson, Chapter 2, pp. 21-43, “Aligning Projects with Organizational Strategy”. 2. Translating Corporate Strategy into Project Strategy, Chapter 2; Case Study - “How a Global Aerospace Company Moves Strategy in Projects” Please Review … 3. PMBOK Chapter 3, “Project Management Processes for a Project,” p. 37 – 70. 4. PMBOK sections 4.1.2.1, “Project Selection Methods”. 5. PMP Project Management Professional Study Guide (Sybex), Chapter 2, pp. 5965, “Using Project Selection Methods”. Prepare… 6. “Film Prioritization” case analysis, pp. 48-51, for team teleconference discussion only (i.e., not for submission) (5pts) Required Reading 1. Gray and Larson chapters 1-3 2. Champoux, chapters 1-2 3. Briefly review the following 3 articles in Natemeyer’s Classics of Organizational Behavior Frederick Taylor: Principles of Scientific Management) p. 3 Max Weber: Bureaucracy p351 Argyris: The Individual and the Organization, p358 Read the HBR case, “The Strategy that Wouldn’t Travel” Written Assignments Submit on Blackboard by March 24, midnight

Mar. 12 – Mar 18

Introduction to Organizational Behavior - Dr. Sue Freedman - Module 10

Our module objectives will be to: 1. Better understand organizations, by summarizing key aspects and applying accepted definitions of culture, structure, and ethics to familiar organizations. Recognize the complexity, challenge, and opportunities in the people side of project and enterprise management Apply project leadership and change management insights to case studies representative of project and program management challenges

2. Mar 19 Mar 25 3.

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the 3 assignments listed below. See Instruction Sheet 10 under assignments for more details. S. 1) Company Overview: Culture, Structure, Ethics, and Project Management. (Individual assignment, 4 pts) a) Your company’s mission and/or vision b) Objectives of your current project and its relationship to the long term and/or strategic objectives of your company c) The project management structure of your company d) Your company’s written policy on ethics and examples of anything that you have seen or heard that supports that policy. e) An assessment of your company’s or organization’s culture using the definitions and chart in chapter 3, page 74, of the Gray and Larson textbook. 2) Respond in writing to the following questions regarding The Strategy that Wouldn’t Travel Team assignment, 3pts) a) What elements of the “new” model did Jimenez introduce at the Wichita plant? b) What are the key issues she now faces in Lubbock? c) What are the root causes of her dilemma? d) What actions would you recommend to get things back on track? e) What skills should Jimenez Develop? 3) Respond to each of the questions associated with the Moss and McAdams Case, pages 84-87 of Gray and Larson, and the Orion Case on page 87-91 (Team assignment, 3 pts) Team and Team Processes Process - Dr. Sue Freedman - Module 11 Explores the research and tools for participating in and managing effective groups. Practice identifying and applying the principles and tools of group process to both internal • • Identify and provide strategies for generating the characteristics of successful project teams. Analyze a functioning group in terms of: o Membership & Organizational Context o Communications Reading Assignments: 1. Chapter 10, Champoux 2. Review the following chapters in Natemeyer: a. Edgar H. Schein: Groups and Intergroup Relationships p. 145

Mar 26 – Apr 1

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and external groups.

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o Influence o Task & Maintenance Functions o Decision-Making o Conflict Management o Atmosphere o Emotional Issues Recognize and describe successful strategies for building and exerting influence in a group. Apply group process knowledge to the project management environment

b.

3. 4.

Bruce Tuckman and Mary Ann Jensen Stages of Small Group Development, page 241 The Team Process Observation Guide (provided article) Chapter 11, Gray and Larson

Written Assignments Submit the 2 assignments listed below on Blackboard by midnight, March 31, 1. Team assignment based on the 12 Angry Men film. See Module 11 Instruction sheet and 12 Angry Men Worksheet for details (Team assignment, 5 pts)

2.

Project Team Building - Jim Newstead - Module 12

Apr 2 – Apr 9

Explore basic aspects of initially building an effective project team, focusing on key elements as follows: 1. Sponsorship alignment 2. Team competency and influence 3. Assimilating the team members into the project 4. Launching the project as a cohesive team

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Apr 10– Apr15 Apr 16 – Apr 22

Systems Management - Dr. Armin Brinkman - Module 13 Systems Management - Dr. Armin Brinkman - Module 14

Systems Management is designed to get the complexity of big systems or processes under control. For this, a clearly structured description of the examined system has to be found. Based on that, everyone

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Effectively align the project, the project manager and the project sponsor Establish a self-discovered (team) set of key competencies and influences that will be required to successfully complete the project. Effectively measure each team member against those competencies and influences required to determine if the “right” team is in place or if a different mix is required. Help frame the project to the team to affect buy-in and comprehensive understanding. Provide the platform for the team members to move from individual agendas to adopt the project as the objective Provide the tools necessary to identify each team members’ expertise, concerns, how the team will function and other critical peopleskills required to operate in a high performance environm Accepting that it is a must for successful project management to bring structure to complex systems and how to do it Modeling the structure of systems or processes by using Agent Nets Modeling the behavior by using State

Completed Project Team Characteristics Worksheet 11. See Module 11 Instruction sheet and worksheet under Assignments. (Individual assignment, 5 pts) Reading Assignments: • Chapter 3 in Managing the Project Team by Vijay Verma

Teleconference: • Appoint one team member to report the outcomes of your “tool” applications (5 pts)

Solve exercises #1 (Order Processing) and #2 (Cigarette Machine) – No Submission required.

Solve exercises #3 - #7 – No Submission required

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Systems Management - Dr. Armin Brinkman - Module 15 Apr 23 – Apr 29

involved in this system or process should be able to get all the information he or she needs. This is essential for successful project management. To achieve that, a model of the system has to be designed. This model is a description of the system that can be understood by all people involved in the project. It is the basis for the specialists who have to transform this model into a real system, but it is also the foundation for the generalists for the requirements definition, planning and decision making. A model should be as clear and unambiguous as possible but on the other hand - in order to be understandable by everyone - it must not contain any technical realization aspects. For this, graphical methods are used which describe the structure and the behavior of the system or process in an abstract but also meaningful way and enclose some kind of formalism. Although the presented methods may be used to describe any kind of systems, these modules will concentrate on business and technical systems and processes. As these modules will mainly have influence on the ‘way of thinking’, the focus will be on many examples and exercises including some process simulations.

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Transition Diagrams Modeling processes by using Petri Nets and Process Flow Diagrams Learning the principles of computer supported process simulation Verifying and optimizeprocesses by simulation and analyzing the simulation results efficiently

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April 30 May 6

Systems Management - Dr. Armin Brinkman - Module 16 Systems Management - Dr. Armin Brinkman - Module 17

1. Topics to be covered • • • • • • • Basic concepts of structuring Analysis and synthesis of economical and technical systems The static structure of economical and technical systems The behavior of economical and technical systems Modeling of business and technical processes Simulation of business and technical processes Analysis and interpretation of the simulation results 2. 1.

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May 7– May 13

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May 14 – May 20

Systems Management - Dr. Armin Brinkman - Module 18

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Compare your solution of exercise #5 - #7 with the given audio and slide presentations Read Introduction to PetriNets PDF file and work through the exercise – No submission required Compare your solution with Warehouse_1.hps – Warehouse _5.hps and Warehouse_3_OUT.xls and Warehouse_4_OUT.xls Simulate the process in the HPSim file SM_Solution_9_OrderProcessing.hps Complete exercise # 10 (Traffic lights) No submission required Compare your solution of exercise #10 with the given audio and slide presentation SM_Solution_10_TrafficLights and HPSim-files Traffic Lights_4.hps Traffic Lights_7.hps Optionally look at solution of exercise #16 in PACE-files Velo_Ltd_0.im - Velo_Ltd_2.im Solve exercise #12.1 – 12.4 Jet Engine Mounting Optionally solve exercises #13 and #15 Compare your solutions with the HPSimfiles Jet_Engine_Mounting.hps, Grade_Crossing.hps, and Car_Production.hps and the corresponding Word files Simulate the process in the Arena file Velo_Ltd.doe Work through exercise #12.5 Jet Engine Mounting – read remarks to that exercise in the PDF file SM_Remarks_Jet_Engine_Mounting Compare your solution with the Arena files Jet_Engine_Mounting_0.doe Jet_Engine_Mounting_5.doe

Assignment: Solve and Post exercise #14 BikeDeale,Midnight May 20th (20 pts)

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Major Assignment:
#2: Released: Due: Graders: Format: Covers modules 9-18 March 12, 2007 June 22, 2007 midnight Dr. Armin Brinkman & Dr. Sue Freedman Program Format (posted under syllabus information on Blackboard)

Grading Information:
Major Assignment #2 Module #9 Module #10 Module #11 Module #12 Module #13- #18 Dr. Brinkman and Dr. Freedman (Graders) Dr. Turner Dr. Freedman Dr. Freedman Mr. Newstead. Dr. Brinkman 50% 5% 10% 10% 5% 20%

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