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MS Project Management

           Educational Effectiveness

                   Assessment Plan




                      ...
TABLE OF CONTENTS




plan922.doc      Submitted 6-20-07   2 of 26
INTRODUCTION

   The Project Management Masters program is a new program that was approved by the UA Board
   of Regents i...
PROGRAM OBJECTIVES

It is the objective of the UAA Project Management Masters program to produce graduates that shall
be a...
PROGRAM OUTCOMES

The graduates of the UAA Project Management Masters program will have:

   1. the ability to understand ...
ASSESSMENT TOOLS

A description of the tools used in the assessment of the program objectives and their
implementation are...
Table 2
                                        Association of Assessment Tools to Program Objectives
                    ...
Table 3
                  Program Outcomes Assessment Tools and Administration

    Tool                   Description    ...
TABLE 4: ASSOCIATION OF ASSESSMENT TOOLS TO PROGRAM OUTCOMES
          0 = Tool is not used to measure the associated obje...
1.6 Define the project strategy by evaluating alternative approaches in order            0                                ...
decomposition techniques to facilitate detailed project planning and
executing, controlling, and closing processes.
2.3 De...
other stakeholders individually or in small group presentations. Negotiate
open items or issues in order to confirm projec...
Alumni Survey
                                                                                                            ...
project plan in order to comply with organization and stakeholder
requirements
5.4 Preserve essential project records and ...
for fair resolution in order to satisfy competing needs and objectives.
6.5 Interact with team and stakeholders in a profe...
Overall Program Curriculum Outcomes Assessment Evaluation Criteria. Measures and
Actions

Graded Coursework
              ...
Overall Program Outcomes Assessment Evaluation

Description                                                               ...
APPENDIX: ADVISORY BOARD REVIEW


Tool Description:

The Project Management Advisory Board consists of industry leaders in...
Sample Advisory Board Program Review




                             Project Management Advisory Board
                  ...
APPENDIX: CAPSTONE COURSE


Tool Description:

The instructor survey evaluates the student’s performance against program o...
Presenter’s Name _____________________________________________

Please rate the project presentation on the following dime...
APPENDIX: ALUMNI SURVEY


Tool Description:

An online survey will ask graduates to evaluate the program and course object...
Sample Alumni Survey
                              Project Management Masters Program



Name:____________________________...
APPENDIX: ENROLLMENT GROWTH


Tool Description:

Student enrollment in courses with particular interest in student credit ...
Sample Enrollment Growth statistics and graph


                                                 Semester           SCH
  ...
APPENDIX: STUDENT COURSE EVALUATION AND COMMENT SHEET


Tool Description:

Students will determine whether or not course o...
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Transcript of "Plan"

  1. 1. MS Project Management Educational Effectiveness Assessment Plan 2003-2004 Revision 061907 Adopted by The Project Management faculty: September 26, 2003 Submitted to The Dean of the School of Engineering : September 30, 2003 The Office of Academic Affairs: October 10, 2003 plan922.doc Submitted 6-20-07 1 of 26
  2. 2. TABLE OF CONTENTS plan922.doc Submitted 6-20-07 2 of 26
  3. 3. INTRODUCTION The Project Management Masters program is a new program that was approved by the UA Board of Regents in June, 2003. Program Development for implementation began January 2002. This program is for working professionals who already have their undergraduate education and a minimum of two years working experience, but often an average of 10 years experience. Thus, the student evaluation of the program objectives will be greatly weighted. Program objectives, outcomes, and assessment tools were determined by Faculty, Students, and a 25 plus member industry advisory board which was established in February 2002. These industry and business professionals and project managers were consulted during the program development process to ensure the educational needs of prospective students will be met. They will continue to be consulted for future development of the program. Advisory Board members are listed below: David Haugen, Chair Maynard Tapp, Executive Chair Name Organization Title Email Dr. John Aho CH2M Hill Vice President jaho@ch2m.com Steven Borell AK Mining Assoc. (AMA) Executive Director sborell@alaska.net Steven Bennett Providence Health System AK Project Manager (MIS) sbennett@provak.org Dr. Dick Cattanach AGC of Alaska Executive Director dick@AGCAK.org John Conway Meridian Mgmt, Inc Vice President jfconway@meridianak.com Tom Coolidge Indian Health Service Director, OEH&E tcoolidg@oehe.alaska.ihs.gov Bob Devereaux VECO Project Manager Robert.Devereaux@veco.com Dr. Paula Donson Alaska USA FCU Manager, Corporate Ed. p.donson@alaskausa.org Glenn Doran ConocoPhillips Capital Projects Supervisor Glenn.F.Doran@conocophillips.com Wilson Duffles NANA Development Corp. Technology wilson.duffles@nana.com Col Richard Fryer USAF, Elmendorf AFB Commander Richard.Fryer@ELMENDORF.af.mil Dora Gropp Chugach Electric Association Department Manager dora_gropp@chugachelectric.com David Haugen Lynden Vice President daveh@lynden.com Roger Hull GCI Director Network Solns rhull@gci.com Howard Holtan MOA Municpal Engineer holtanhc@ci.anchorage.ak.us Earl Korynta USKH President ekorynta@uskh.com Ian Livett BP Manager Shared Services LivettIG@BP.com Melody Milliken PMI AK Chapter President MillikenM@alyeska-pipeline.com Ken Moss APC Natchiq Director, Const Ops ken_moss@natchiq.com Craig Morrison NANA/Colt Engineering, Inc. Vice President Alliances craig.morrison@nana-colt.com Frank Nyman Retired Tryck, Nyaman, Hayes nyman@ak.net Karl Schaeffer Alaska Anvil, Inc Resource Manager kschaeff@anvilcorp.com Janet Smith Providence Health System AK CIO Jsmith@provak.org Bill Spindle UAA Business Services Director anwhs@uaa.alaska.edu Ann Spohnholz APPIC - UA Corp. Programs Executive Director aspohnholz@apicc.org Maynard Tapp Hawk Construction President hawkpros@alaska.net Aves Thompson Department of Transportation Division Director aves_thompson@dot.state.ak.us Kay Witt AT&T Alascom Operations Manager KBWitt@att.com plan922.doc Submitted 6-20-07 3 of 26
  4. 4. PROGRAM OBJECTIVES It is the objective of the UAA Project Management Masters program to produce graduates that shall be adequately prepared to: 1. Provide a common language both nationally and internationally in project management. 2. Perform a core set of project management responsibilities based on the following performance domains as applied to each phase of a project lifecycle: a. Domain I: Initiating the Project b. Domain II: Planning the Project c. Domain III: Executing the Project d. Domain IV: Monitoring and Controlling the Project e. Domain V. Closing the project f. Domain VI. Professional Responsibility 3. Understand and be able to apply their knowledge, skills, tools and techniques, in the following project management knowledge areas: scope, time, cost, quality, human resources, communications, risk, and procurement; and integrate these knowledge areas into a successful project management system to deliver quality results, on-time and on-budget. 4. Interact with project stakeholders in a way to produce a fair, cooperative, and ethical project environment via professional integrity. 5. Contribute lessons learned to advance the knowledge areas of project management. 6. Successfully pass the Project Management Institute (PMI®) Project Management Professional (PMP) or CAPM certification examination. plan922.doc Submitted 6-20-07 4 of 26
  5. 5. PROGRAM OUTCOMES The graduates of the UAA Project Management Masters program will have: 1. the ability to understand and apply the process groups: initiating, planning, executing, monitoring & control, and closing to each phase of a project lifecycle. 2. the ability to understand and apply tools and techniques from the nine project knowledge areas essential to delivering projects on-time, on-budget and with quality results: integration, scope, time, cost, quality, human resources, communications, risk and procurement 3. the ability to understand and conform to standards of professional responsibility demanded by the project management profession. 4. the ability to identify project goals and users requirements and generate a project scope of work through project charter. 5. the ability to determine project strategy, list performance criteria, identify resource requirements, and estimate the project budget and schedule. 6. the ability to identify project requirements using a Work Breakdown Structure (WBS) and develop a Statement of Work (SOW). 7. the ability to develop a human resource and procurement plan. 8. the ability to interface with stakeholders and customers, including public government, to approve the project plan. 9. the ability to initiate and monitor work performance by managing project progress in scheduling, budget, and resources. 10. the ability to measure project performance against baseline by managing scope and identifying the need for corrective action. 11. the ability to identify risk and make appropriate changes to reduce risk. 12. the ability to obtain final acceptance of the project and document lessons learned. 13. the ability to obtain financial closure and archive the project records for legal reasons and historical data. 14. the recognition of the need for continuing education in project management. 15. the recognition that while practicing project management methods, they will inspire learning of project management issues and practices among fellow coworkers and business associates. plan922.doc Submitted 6-20-07 5 of 26
  6. 6. ASSESSMENT TOOLS A description of the tools used in the assessment of the program objectives and their implementation are summarized in Table 1. The tools and their relationships to the program objectives are listed in Table 2. A description of the tools used in the assessment of the program outcomes and their implementation are summarized in Table 3. The tools and their relationships to the program outcomes are listed in Table 4. There is a separate appendix for each tool that includes a more detailed description than is provided here and also describes the factors that affect the results and give examples of the tools and how they will be implemented. Table 1 Program Objectives Assessment Tools and Administration Tool Description Frequency/ Collection Administered Start Date Method by Advisory Board Annual Advisory Board Meeting Administered In person, Program Review yearly phone, or Faculty and beginning email Staff February 2002 Graded Graded Class assignments, As scheduled In person Faculty assignments, examinations, projects, and class in syllabi examinations, participation projects and class participation Capstone Evaluation of student Annually Program Instructor and Course performance relative to program beginning Faculty Peers outcomes in the execution of Spring 2005 Committee their Capstone project Alumni Survey Alumni will be surveyed one and One and three Online survey School of three years after graduation to years after Engineering evaluate program and course graduation objectives beginning Fall 2004 PMP/CAPM Project Management Institute As scheduled In person, PMI Certification Project Management by students. phone, or Examination Professional certification Data collection email examination. by department regarding pass rate/attempt. Enrollment Semester Enrollment Statistics Spring 2004 Student Staff Growth Enrollment plan922.doc Submitted 6-20-07 6 of 26
  7. 7. Table 2 Association of Assessment Tools to Program Objectives 0 = Tool is not used to measure the associated objective. 1 = Tool is used to measure the associated objective. Tool Advisory Course Capstone Alumni PMI/CAPM Enrollment Board assignments, Course Survey Certification Growth Review projects, class examination participation and examinations Provide a common language both nationally and 1 1 1 1 1 0 internationally in project management. Perform a core set of project responsibilities in 1 1 1 1 1 0 the following performance domains for each phase in a project lifecycle: Initiating, Planning, Executing, Monitoring & Control, Closing and Professional Responsibility. Understand and be able to apply their 1 1 1 1 1 0 knowledge, skills, tools and techniques, in the following project management areas: scope, time, cost, quality, human resources, communications, risk, and procurement; and integrate these knowledge areas into a successful project management system. Can interact with project stakeholders in a way 1 1 1 1 1 0 to produce a fair, cooperative, and ethical project environment via professional integrity. Will contribute lessons learned to advance the 0 0 1 1 0 0 knowledge areas of project management. Successfully pass the Project Management 1 1 1 1 1 0 Institute (PMI®) PMP or CAPM certification examination. plan922.doc Submitted 6-20-07 7 of 26
  8. 8. Table 3 Program Outcomes Assessment Tools and Administration Tool Description Frequency/ Collection Administered Start Date Method by Advisory Board Annual Advisory Board Meeting Administered In person, Program faculty Review yearly phone or and staff beginning 2004 email Class Graded course assignments, As defined in Grades Faculty assignments, projects, class participation and semester projects, class examinations syllabi participation and examinations Capstone Evaluation of student Annually Program Instructor and Course performance relative to program beginning Faculty Peers outcomes in the execution of Spring 2005 Committee their Capstone project Student Evaluation at semester end of Each semester Student School of Course instructor and course objective at semester Evaluation Engineering Evaluation and achievement end starting by student Comment Fall 2003. Sheet Alumni Survey Alumni will be surveyed one and One and three Online School of three years after graduation to years after survey Engineering evaluate program and course graduation objectives beginning Fall 2004 PMP/CAPM PMI administered examination to As scheduled Exam PMI Certification measure proficiency in project by student or Examination management domains alumni plan922.doc Submitted 6-20-07 8 of 26
  9. 9. TABLE 4: ASSOCIATION OF ASSESSMENT TOOLS TO PROGRAM OUTCOMES 0 = Tool is not used to measure the associated objective. 1 = Tool is used to measure the associated objective. Graded course assessment tools highlighted in green Survey/Review assessment tools highlighted in aqua Alumni Survey SheetStudent Course Evaluation and Comment Advisory Board Review Graded Homework Assignments, Projects, Capstone Course class participation and Examinations ExaminationCertificationPMP/CAPM Domain I. Initiating the Project 1 1 1 1 1 1 1.1 Determine and document project goals with project stakeholders to learn 0 1 1 1 1 1 and ensure compliance to requirements, specifications and/or expectations. 1.2 Determine, describe, and document product or service deliverables by 0 1 1 1 1 reviewing or generating the scope of work, requirements, and/or 1 specifications to meet stakeholder expectations. 1.3 Identify, describe, and document and communicate project management 0 1 1 1 1 process outputs by selecting appropriate practices, tools, and methodologies 1 to ensure required product/service delivery. 1.4 Identify and document project schedule, budgetary, resource, quality, and 0 1 1 1 1 other constraints through coordination with stakeholders and review of 1 project-related policies and procedures to ensure compliance. 1.5 Identify and document project schedule, budgetary, resource and other 0 1 1 1 1 assumptions by determining information which must be validated or 1 situations to be controlled during the project in order to facilitate the project planning process. plan922.doc Submitted 6-20-07 9 of 26
  10. 10. 1.6 Define the project strategy by evaluating alternative approaches in order 0 1 1 1 1 1 to meet stakeholder requirements, specification and or expectations. 1.7 Identify and list performance criteria by referring to product and service 0 1 1 1 1 specifications and process standards in order to ensure and or support the 1 quality assurance effort.. 1.8 Identify, estimate and document key resource requirements by referring 0 1 1 1 1 1 to deliverables in order to support planning and decision-making. 1.9 Define and document an appropriate project budget and schedule by 0 1 1 1 1 1 determining item and cost estimates in order to support decision making. Alumni Survey SheetStudent Course Evaluation and Comment Advisory Board Review Graded Homework Assignments, Projects, Capstone Course class participation and Examinations ExaminationCertificationPMP/CAPM 1.10 Provide comprehensive information by producing a formal project 0 1 1 1 1 charter document to obtain an approval decision from the appropriate 1 stakeholders. Domain II. Planning the Project 1 1 1 1 1 1 2.1 Identify, analyze, refine and document project requirements, 0 1 1 1 1 assumptions, and constraints through communication with stakeholders and 1 or by reviewing project documents to baseline the scope of work and enable development of the project plan, 2.2 Develop the Work Breakdown Structure (WBS) using the Scope 0 1 1 1 1 1 Statement, Statement of Work (SOW), other project documents, and plan922.doc Submitted 6-20-07 10 of 26
  11. 11. decomposition techniques to facilitate detailed project planning and executing, controlling, and closing processes. 2.3 Develop the resource management plan (human resources, procurement, 0 1 1 1 1 etc.) by identifying resource requirements and obtaining commitments from 1 internal, external, and procured sources required to complete all project activities. 2.4 Analyze and refine project time and costs estimates by applying 0 1 1 1 1 estimating tools and techniques to all WBS tasks in order to determine and 1 define project baseline, schedule, and budget. 2.5 Identify and implement project controls by defining the required correct 0 1 1 1 1 processes, measures, and controls to manage project change, 1 communications, procurement, risk, quality, and human resources to facilitate. 2.6 Develop a formal and comprehensive project plan by integrating and 0 1 1 1 1 documenting project deliverables, acceptance criteria, processes, procedures, 1 risks and tasks to facilitate project executing, controlling, and closing processes. Alumni Survey SheetStudent Course Evaluation and Comment Advisory Board Review Graded Homework Assignments, Projects, Capstone Course class participation and Examinations ExaminationCertificationPMP/CAPM 2.7. Obtain project plan approval by reviewing the plan with the client and 0 1 1 1 1 1 plan922.doc Submitted 6-20-07 11 of 26
  12. 12. other stakeholders individually or in small group presentations. Negotiate open items or issues in order to confirm project baselines prior to execution of the plan. Domain III: Executing the Project 1 1 1 1 1 1 3.1 Commit project resources by utilizing the work authorization/release 0 1 1 1 1 system and procedures to initiate and monitor the performance of work in accordance with the project plan. Assess work in process to ensure that all 1 activities and only those activities required to produce the project deliverables are performed. 3.2 Implement the project plan by authorizing the execution of project 0 1 1 1 1 1 activities and tasks required to produce project deliverables. 3.3 Manage project progress by applying performance reporting, analysis, 0 1 1 1 1 and progress measurement techniques in order to ensure that activities are 1 executed as planned so that project objectives are achieved. 3.4 Communicate project progress by producing project reports to provide 0 1 1 1 1 timely and accurate project status and decision support information to 1 stakeholders. 3.5 Implement./carry out quality assurance procedures by performing project 0 1 1 1 1 1 control activities to meet project objectives. Domain IV. Monitoring and Controlling the Project 1 1 1 1 1 1 4.1 Measure project performance continually by comparing results to the 0 1 1 1 1 1 baseline in order to identify project trends and variances. 4.2 Refine control limits on performance measures by applying established 0 1 1 1 1 1 policy in order to identify needs for corrective action 4.3 Perform timely corrective action by addressing root causes in the 0 1 1 1 1 1 problem areas in order to eliminate or minimize negative impact plan922.doc Submitted 6-20-07 12 of 26
  13. 13. Alumni Survey SheetStudent Course Evaluation and Comment Advisory Board Review Graded Homework Assignments, Projects, Capstone Course class participation and Examinations ExaminationCertificationPMP/CAPM 4.4 Evaluate the effectiveness of the corrective actions by measuring 0 1 1 1 1 1 subsequent performance in order to determine the need for further actions 4.5 Ensure compliance with the change management plan by monitoring 0 1 1 1 1 1 response to change initiatives in order to manage scope 4.6 Reassess project control plans and practices by scheduling periodic 0 1 1 1 1 project and change control system reviews with stakeholders in order to 1 ensure their effectiveness and currency. Update the plans and practices as required. 4.7 Recognize and respond to risk event triggers in accordance with the risk 0 1 1 1 1 1 management plan in order to properly manage project outcomes. 4.8 Monitor project activity by performing periodic inspections to ensure 0 1 1 1 1 that authorized approaches and processes are followed or to identify the need 1 for corrective action. Domain V: Closing the Project 1 1 1 1 1 1 5.1 Obtain final acceptance of deliverables by obtaining formal approval 0 1 1 1 1 1 from appropriate stakeholders to achieve closeout 5.2 Document lessons learned by surveying project team members and other 0 1 1 1 1 1 relevant stakeholders to use for the benefit of future projects 5.3 Facilitate administrative and financial closure in accordance with the 0 1 1 1 1 1 plan922.doc Submitted 6-20-07 13 of 26
  14. 14. project plan in order to comply with organization and stakeholder requirements 5.4 Preserve essential project records and required tools by archiving them 0 1 1 1 1 1 for future use to adhere to legal and other requirements. 5.5 Release project resources by following organizational procedures in 0 1 1 1 1 1 order to optimize resource utilization. Alumni Survey SheetStudent Course Evaluation and Comment Advisory Board Review Graded Homework Assignments, Projects, Capstone Course class participation and Examinations ExaminationCertificationPMP/CAPM Domain VI. Professional Responsibility 1 1 1 1 1 1 6.1 Ensure individual integrity and professionalism by adhering to legal 0 1 1 1 1 requirements and ethical standards in order to protect the community and all 1 stakeholders. 6.2 Contribute to the project management knowledge base by sharing 0 1 1 1 1 lessons learned, best practices, research, and other information within appropriate communities in order to improve the quality ofo project 1 management services, build the capabilities of colleagues, and advance the profession. 6.3 Enhance individual competence by increasing and applying professional 0 1 1 1 1 1 knowledge to improve services. 6.4 Balance stakeholders’ interests by recommending approaches that strive 0 1 1 1 1 1 plan922.doc Submitted 6-20-07 14 of 26
  15. 15. for fair resolution in order to satisfy competing needs and objectives. 6.5 Interact with team and stakeholders in a professional and cooperative 0 1 1 1 1 manner by respecting personal, ethnic, and cultural differences in order to 1 ensure a collaborative project management environment. plan922.doc Submitted 6-20-07 15 of 26
  16. 16. Overall Program Curriculum Outcomes Assessment Evaluation Criteria. Measures and Actions Graded Coursework Outcomes Assessment Measurement Devices Action Excellent Greater than five measurable Assignments, examination Maintain quality assessment examples across questions, projects standard, review curriculum annually Good 3-5 measurable assessment Assignments, examination Maintain quality examples across curriculum questions, projects standard, review annually Acceptable Less than three measurable Assignments, Evaluate opportunities assessment examples across Examinations, projects. for quality improvement; curriculum. Coverage primarily include in next through lectures and class Lecture material, class instruction period as participation participation appropriate Deficient Critical topic not measurable or Not included, not Address deficiencies covered adequately in lecture or measurable. within instruction period. participation Not Applicable Topic not covered No action Surveys, Reviews and PMP/CAPM certification examination Outcomes Assessment Measurement Devices Action Excellent .>85% composite score from Survey results Maintain quality Advisory Board, Students and Examination result standard, review Alumni surveys. annually >90% pass rate on PMP/CAPM certification examination Good 70-84% composite score from Survey results Maintain quality Advisory Board, Students and Examination result standard, review Alumni surveys. annually >80% pass rate on PMP/CAPM certification examination Acceptable 50-69% composite score from Survey results Evaluate opportunities Advisory Board, Students and Examination result for quality improvement; Alumni surveys. include in next instruction period as >60% pass rate on PMP/CAPM appropriate certification examination Deficient <50% composite score from Survey results Address deficiencies Advisory Board, Students and Examination result within instruction period. Alumni surveys. <60% pass rate on PMP/CAPM certification examination Not Applicable Topic not covered No action plan922.doc Submitted 6-20-07 16 of 26
  17. 17. Overall Program Outcomes Assessment Evaluation Description Rating Initiation Good I.1 Project Goals Good I.2 Deliverables Good I.3 Project Management Process Good I.4 Project Schedule, budget, resource and constraints - interaction with stakeholders Good I.5 Project Schedule, budget, resource and constraints - analyzing situations Good I.6 Project Strategy Good I.7 Performance Criteria Good I.8 Resource Requirements Acceptable I.9 Project budget and schedule - support decision making Acceptable I.10 Formal project charter document - approval decision Good Planning Good P.1 Project Requirements - interaction with stakeholders Good P.2 Work Breakdown Structure Good P.3 Resource Management Plan Acceptable P.4 Project Time and Cost estimates Acceptable P.5 Project Control Good P.6 Project Plan Good P.7 Project Plan Approval Good Executing Acceptable E.1 Commit Project Resources - utilizing the work authorization system Acceptable E.2 Implement Project Plan Acceptable E.3 Manage Project progress - reporting, analysis, and measurement techniques Good E.4 Communicate Project Progress Good E.5 Implement/carry out quality assurance Acceptable Monitoring and Controlling Acceptable M.1 Measure project performance Acceptable M.2 Refine control limits Good M.3 Perform timely corrective action Acceptable M.4 Evaluate effectiveness of corrective actions Good M.5 Ensure compliance with change management plan Good M.6 Reassess project control plans and practices Acceptable M.7 Recognize and respond to risk event triggers Acceptable M.8 Monitor project activity Acceptable Closing Acceptable C.1 Obtain final acceptance Acceptable C.2 Document lessons learned Good C.3 Facilitate administrative and financial closure Acceptable C.4 Preserve essential project records and required tools Acceptable C.5 Release project resources Acceptable Professional Responsibility Good PR.1 Ensure individual integrity and professionalism Good PR.2 Contribute to the project management knowledge Good PR.3 Enhance individual competence Good PR.4 Balance stakeholders' interests Good PR.5 Interact with team and stakeholders in a professional and cooperative manner Good plan922.doc Submitted 6-20-07 17 of 26
  18. 18. APPENDIX: ADVISORY BOARD REVIEW Tool Description: The Project Management Advisory Board consists of industry leaders in many areas of Project Management. Their knowledge and expertise will keep the department focused on the changing needs of the project management community. The Advisory Board members were instrumental in the development of the program offering many suggestions for program content. As practicing professionals, they are able to give extreme insight into the areas of project management that need more support in which to ensure program objectives are met. The advisory board meets annually at a half day seminar. Meetings with select Board members occur as needed throughout the year, depending on the particular topic to be discussed in the program. Additionally, phone or email surveys occur on an as needed basis if a particular issue regarding the program is to be decided. Factors that affect the collected data: The Advisory Board members comprise many different areas of business and industry where project management is practiced. There may be other areas of project management that may not be represented in our board members. This may leave out valuable project management program needs of these areas. How to interpret the data: Input from Advisory Board members should be discussed and outcomes should be compared against project management needs by local project management associations, State project management needs, and National and Global trends in project management. Sample Survey. A sample survey is provided on the next page. Tabulating and Reporting Results Results will be gathered via email or in person at annual advisory board meetings and evaluated by faculty. A review of results will take place by the advisory board. plan922.doc Submitted 6-20-07 18 of 26
  19. 19. Sample Advisory Board Program Review Project Management Advisory Board Annual Program Review 1. Do you feel the program objectives are being achieved? 2. Are the objectives appropriate for this program? 3. Are additional resources needed to meet program objectives? 4. Are there any areas of weakness in the program as related to the project management practices, tools and techniques that you see in your work environment? 5. Are there any project management areas of weakness in the program as related to the national trend as you see in your work environment? plan922.doc Submitted 6-20-07 19 of 26
  20. 20. APPENDIX: CAPSTONE COURSE Tool Description: The instructor survey evaluates the student’s performance against program outcomes. The Capstone course integrates the knowledge, concepts, and skills associated with the entire sequence of study in the program. A senior or graduate student thesis or research project provides the student an opportunity to demonstrate a mastery of an array of skills and knowledge appropriate to project management as well as to their specific study area of project management. Factors that affect the collected data: How to interpret the data: Instructor and peer evaluations will be discussed and interpreted to determine if specific program knowledge and skills-based areas have been achieved. Project or thesis evaluation will be examined. Suggestions will be made for program improvement as related to student's research and thesis outcomes. Sample Survey. A sample survey is provided on the next page. Tabulating and Reporting Results Evaluation scores will be gathered by staff and tabulated and results given to faculty for review and discussion. plan922.doc Submitted 6-20-07 20 of 26
  21. 21. Presenter’s Name _____________________________________________ Please rate the project presentation on the following dimensions: 1 2 3 4 Poor Fair Good Excellent 1. Professional appearance of the presenter ____ ____ ____ ____ 2. Quality of oral presentation (Were points made clearly and concisely? ____ ____ ____ ____ 3. Quality of visual aids used. (Were visual aids clear and easily interpretable from the audience?) ____ ____ ____ ____ 4. Quality of problem and issue defined. (Did the presenter discover the major problems and issues in his/her project?) ____ ____ ____ ____ 5. Quality of time allocation. (Overall, did the presenter allocate its time well in presenting the project?) ____ ____ ____ ____ 6. How interesting was this presentation? ____ ____ ____ ____ 7. Overall, how would you rate the quality of this project and presentation? ____ ____ ____ ____ TOTAL SCORE = ________________________ (Add values from questions 1 through 7) Your Name __________________________________________ plan922.doc Submitted 6-20-07 21 of 26
  22. 22. APPENDIX: ALUMNI SURVEY Tool Description: An online survey will ask graduates to evaluate the program and course objectives as related to their individual work environments. These graduates are experienced project managers, many with 10 plus years of on the job experience. Their evaluation will be greatly weighted. Factors that affect the collected data: Some graduates may not respond to the survey. The data may not reflect all areas of project management they do not respond. How to interpret the data: The survey results should be compiled and discussed among faculty members. These results should be compared with student surveys to see if they are inline with alumni evaluations. Sample Survey. A sample survey is provided on the next page. Tabulating and Reporting Results The survey is prepared by faculty, administered and collected online. Staff will tabulate the result and submit them for review to faculty. plan922.doc Submitted 6-20-07 22 of 26
  23. 23. Sample Alumni Survey Project Management Masters Program Name:_______________________________________________________ Address:_____________________________________________________ Phone:_______________________ Email:_________________________ Employer:____________________________________________________ Year Graduated:_____________ The following questions are to be rated on a scale of 1 – 5, with 1 being least and 5 being best. 1. What was the overall program quality in terms of application to your professional work environment? 1 2 3 4 5 2. Evaluate each course in terms of your professional work environment: a) PM601 Project Management Fundamentals 1 2 3 4 5 b) PM610 Project Scope Management 1 2 3 4 5 c) PM612 Project Time Management 1 2 3 4 5 d) PM614 Project Cost Management 1 2 3 4 5 e) PM616 Project Quality Management 1 2 3 4 5 f) PM620 Project Human Resource Management 1 2 3 4 5 g) PM622 Project Communications Management 1 2 3 4 5 h) PM624 Project Risk Management 1 2 3 4 5 i) PM626 Project Procurement Management 1 2 3 4 5 j) PM685 Project Management Case Study 1 2 3 4 5 and Research 3. What suggestions do you have for course or program improvements? plan922.doc Submitted 6-20-07 23 of 26
  24. 24. APPENDIX: ENROLLMENT GROWTH Tool Description: Student enrollment in courses with particular interest in student credit hours (SCH) will show if the program is inline with student project management needs. Increase in growth will show program objects are being met. Decrease in enrollments will show a disinterest in the program and program and course objectives will need to be reviewed. Factors that affect the collected data: Student enrollment may be capped due to student maximum capacity per classroom. Available classroom size may dictate enrollment growth. Students may wish to enroll in a course but because of financial situations are not able. This would show a decrease in enrollment, not related to program interest or quality. How to interpret the data: Data should be compared on a semester basis with previous semester Program enrollments. Outcomes should be compared with student semester course evaluations. Outcomes should also be compared with overall UA and UAA enrollments. Sample Survey. A sample survey is provided on the next page. Tabulating and Reporting Results Results will be obtained from UA enrollment records and tabulated by staff. Faculty will discuss and outcomes used in the program review. plan922.doc Submitted 6-20-07 24 of 26
  25. 25. Sample Enrollment Growth statistics and graph Semester SCH Fall 98 93 Spring 99 126 Fall 99 117 Spring 00 150 Fall 00 132 Spring 01 193 Fall 01 186 Spring 02 210 Fall 02 291 Spring 03 313 Fall 03 360 ESM Student Credit Hours 400 350 300 250 200 150 100 50 0 8 9 0 1 2 3 g 00 g 02 g 99 g 03 g 01 Fall 9 Fall 9 Fall 0 Fall 0 Fall 0 Fall 0 Sprin Sprin Sprin Sprin Sprin plan922.doc Submitted 6-20-07 25 of 26
  26. 26. APPENDIX: STUDENT COURSE EVALUATION AND COMMENT SHEET Tool Description: Students will determine whether or not course objectives have been met. Our students are practicing professionals, many having in project management jobs for more than 10 years. These professionals will offer valuable insight to course weaknesses and be able to offer suggestions for improvements. Factors that affect the collected data: Some students may not be present when the evaluation is given. In addition, the survey is voluntary and some students may choose not to participate. How to interpret the data: The survey should be reviewed for course weaknesses and suggestions for change and improvements be discussed with faculty and advisory board members. These results should be compared with current with educational and community needs as perceived by the faculty and the advisory board. Tabulating and Reporting Results Results will be tabulated via school staff. The attachment to the survey will be sent to the department chair and the instructor for evaluation. plan922.doc Submitted 6-20-07 26 of 26

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