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PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
PROJECT MANAGEMENT PROGRAM
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PROJECT MANAGEMENT PROGRAM

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  • 1. Graduate School of Management and Innovation (GMI) PROJECT MANAGEMENT PROGRAM Managing projects are fundamentally different from other management specialties. That is the projects normally have multiple stakeholders each with differing requirements and objectives. As a result, the outcome of the project will be perceived differently by the varying stakeholders. For example some has placed emphasis on the timeliness while others might have focused on the cost. These characteristics place project management in the field of multi-expectations management rather than transactional operations management. The MSc in Project Management is a 2-year programme that has been designed specifically for graduates who wish to develop their career in this important field of management, and who seek to focus their interest in project management. The course draws students together from a broad academic backgrounds (including the engineering, sciences, arts, and social sciences). The course is designed to provide you with the skills, and theoretical background to attain a professional role in a project-based organization and develop your career in Project Management.
  • 2. Graduate School of Management and Innovation (GMI) Master of Science Program in Project Management CURRICULUM Total program credit 40 credits Curriculum Component Plan A Thesis A. Compulsory Courses 10 credits B. Core Courses 12 credits C. Elective Courses 6 credits D. Thesis 12 credits Plan B Non-thesis A. Compulsory Courses 10 credits B. Core Courses 18 credits C. Elective Courses 6 or 9 credits D. Special Research Study / Independent Project 6 or 3 credits Plan A Plan B 1. Compulsory Courses 10 credits 10 credits GMI 600 Personal Assessment, learning and Team Building 0 (0-1-0) PJM 510 Project Management 3 (3-0-9) PJM 610 Project Management Applications 3 (0-3-9) PJM 640 Risk Management 3 (3-0-9) PJM 690 Seminar in Project Management 1 (0-2-3) 2. Core Courses 12 credits 18 credits PJM 540 Accounting and Financial Management 3 (3-0-9) PJM 620 Human Resource Management 3 (3-0-9) PJM 621 Leadership, Management, and Communications 3 (3-0-9) PJM 622 Change Management 3 (3-0-9) PJM 641 Procurement and Contract Management 3 (3-0-9) PJM 642 Quantitative Methods in Project Management 3 (3-0-9) PJM 643 Quality Management 3 (3-0-9) PJM 644 Information Technology of Project Management 3 (3-0-9) TIM 512 Innovation and Entrepreneurship 3 (3-0-9) TIM 661 Introduction to Knowledge Management and Learning Organization 3 (3-0-9) PJM 680 Special Topics in Project Management I 3 (3-0-9) PJM 681 Special Topics in Project Management II 3 (3-0-9) 3. Elective Courses 6 credits, 6 or 9 credits PJM 645 Managing Complex Projects 3 (3-0-9) PJM 646 Managing Global Projects 3 (3-0-9) PJM 660 Aligning Project Management with Corporate Strategy 3 (3-0-9) PJM 670 Managing Real Estate Projects 3 (3-0-9) PJM 671 Managing Information Technology Projects 3 (3-0-9) PJM 682 Special Topics in Project Management III 3 (3-0-9) LGM 614 Production and Operations Management 3 (3-0-9) LGM 652 Strategic Management 3 (3-0-9) XXX 5XX Electives in other business of related fields 3 (3-0-9) XXX 6XXX Electives in other business of related fields 3 (3-0-9) 706 The Graduate Bulletin 2005-2006
  • 3. Graduate School of Management and Innovation (GMI) 12 credits 6 or 3 credits 4. Thesis / Special Research Study / Independent Project GMI 691 Thesis 12(0-24-48) GMI 692 Special Research Study 6(0-12-24) GMI 693 Independent Study 3(0-6-12) 5. Other non credits GMI 601 Oral Communications for Managers 3(3-0-9) GMI 602 Writing Communications for Managers 3(3-0-9) The Graduate Bulletin 2005-2006 707
  • 4. Graduate School of Management and Innovation (GMI) STUDY PLAN Plan A Thesis First Year First Semester GMI 600 Personal Assessment, Learning and Team Building 0 (0-1-0) PJM 510 Project Management 3 (3-0-9) PJM 540 Accounting and Financial Management 3 (3-0-9) PJM 621 Leadership, Management, and Communications 3 (3-0-9) Total 9(9-1-27) Second Semester PJM 640 Risk Management 3 (3-0-9) PJM 644 Information Technology of Project Management 3 (3-0-9) PJM 622 Change Management 3 (3-0-9) or PJM 642 Quantitative Methods in Project Management 3 (3-0-9) or xxx xxx Elective 3 (3-0-9) Total 9 (9-0-27) Summer Session GMI 691 Thesis 3(0-6-12) Total 3 (0-6-12) Second Year First Semester GMI 691 Thesis 6 (0-12-24) PJM 690 Seminar in Project Management 1 (0-2-3) PJM 620 Human Resource Management 3 (3-0-9) or PJM 641 Procurement and Contract Management 3 (3-0-9) or PJM 643 Quality Management 3 (3-0-9) or xxx xxx Elective 3 (3-0-9) Total 10(3-14-36) Second Semester GMI 691 Thesis 3 (0-6-12) PJM 610 Project Management Applications 3 (0-3-9) PJM 622 Change Management 3 (3-0-9) or PJM 642 Quantitative Methods in Project Management 3 (3-0-9) or xxx xxx Elective 3 (3-0-9) Total 9(3-9-30) 708 The Graduate Bulletin 2005-2006
  • 5. Graduate School of Management and Innovation (GMI) Plan B Non-thesis First Year First Semester GMI 600 Personal Assessment, learning and Team Building 0 (0-1-0) PJM 510 Project Management 3 (3-0-9) PJM 540 Accounting and Financial Management 3 (3-0-9) PJM 621 Leadership, Management, and Communications 3 (3-0-9) Total 9 (9-1-27) Second Semester PJM 640 Risk Management 3 (3-0-9) PJM 644 Information Technology of Project Management 3 (3-0-9) PJM 622 Change Management 3 (3-0-9) or PJM 642 Quantitative Methods in Project Management 3 (3-0-9) or xxx xxx Elective 3 (3-0-9) Total 9 (9-0-27) Summer Semester GMI 692 Special Research Study 3 (0-6-12) or GMI 693 Independent Study 3 (0-6-12) Total 3 (0-6-12) Second Year First Semester PJM 690 Seminar in Project Management 1 (0-2-3) Select 3 from 4 subjects as follows GMI 692 Special Research Study 3 (0-6-12) PJM 620 Human Resource Management 3 (3-0-9) PJM 641 Procurement and Contract Management 3 (3-0-9) PJM 643 Quality Management 3 (3-0-9) xxx xxx Elective 3 (3-0-9) Total 10(9-2-30) Second Semester PJM 610 Project Management Applications 3 (0-3-9) Select 2 from 3 subjects as follows PJM 622 Change Management 3 (3-0-9) PJM 642 Quantitative Methods in Project Management 3 (3-0-9) xxx xxx Elective 3 (3-0-9) Total 9(6-3-27) The Graduate Bulletin 2005-2006 709
  • 6. Graduate School of Management and Innovation (GMI) COURSE DESCRIPTIONS BUS 511 Financial and Managerial Accounting 3 (3-0-9) Prerequisite: none The objectives of this course is to examine accounting measurements for general-purpose financial reports. The managerial accounting emphasizes the use of accounting information through out the business process i.e., planning, operation, and control stages. The course is divided into three sections to reflect the three stages of management i.e. information for planning and decision making, information received during operations (Cost accounting), and information for control and performance evaluation which includes activity- based-costing, incentive mechanisms, just-in-time production. GMI 600 Personal Assessment, learning and Team Building 0 (0-1-0) Prerequisite: - Team building, personal evaluation and get to know each other sessions will be included in this course. The intention of the assessment session is to let student know their strength and weakness so that both instructor and student would design personal development process between the period of study. PJM 690 Seminar in Project Management 1 (0-2-3) Prerequisite: A study must complete a minimum of 18 credit hours in his/her programme or consent of advisor This course allow students to present research topics or real-world projects in the field of project management depending upon interest of students and approval of staff, as well as to acquire knowledge in project management from project management professionals. PJM 510 Project Management 3 (3-0-9) Prerequisite: - This course provides a comprehensive overview of project management throughout the entire project life cycle and under organizational and resource constraints such as limited time, budgets, and personal. The effective techniques and tools are used to select high-opportunity projects, link project goals and objectives to stakeholder needs, design a Work Breakdown Structure (WBS), define a complete project scope definition, break the scope into manageable packages and activities (decomposition), estimate project costs and schedules, establish a dependable project control and monitoring system such as Earned Value Analysis, and Close out a project with positive results. Major activities sequencing PJM 610 Project Management Applications 3 (0-3-9) Prerequisite: A study must complete a minimum of 18 credit hours in his/her programme or consent of advisor This course is the capstone of the project management program that allows students to integrate the project management knowledge previously acquired, and obtain further knowledge through class presentations and extensive class discussions. Students will propose, plan, execute an extensive, realistic project under typical organizational constraints, and follow through the project life cycle to resolve issues of project performance and control. Students will take a role of the project manager building a project team, defining objectives, performing project management tasks, and contributing deliverables critical to the project’s success. PJM 640 Risk Management 3 (3-0-9) Prerequisite: - This course provides concepts and methods for making complex decisions in business and government. This course covers how to identify objectives and alternatives, set priorities, identify constraints, allocate resources, perform 710 The Graduate Bulletin 2005-2006
  • 7. Graduate School of Management and Innovation (GMI) planning, make group decisions, resolve conflicts, and deal with competing factors. This course also addresses risks and risk management projects and firms involved in decision making. This course explores concepts, theories, and methodologies related to risks and risk management from both the strategic and tactical levels. This course focuses on developing effective tools and strategies for project risk management. In addition, this course covers risk management, risk identification, quantitative risk analysis, risk monitoring and control, sensitivity analysis, influence diagram, decision tree analysis, the Analytic Hierarchy Process (AHP), and Monte Carlo simulation. PJM 540 Accounting and Financial Management 3 (3-0-9) Prerequisite: - This course introduces the basic accounting and finance theories, concepts, and principles used in project and capital management to meet profitability and other financial goals. This courses focuses on the application of accounting principles, issues, and the role, use, and application of financial techniques in managerial decision-making throughout the project life cycle. Main topics involve working capital management, capital budgeting, capital and project financing, dividend policy, and taxes. Major financial techniques and concepts include risk and return concepts, time value of money, break-even analysis, cash flow estimation and risk analysis analysis, and pricing techniques for contract profitability such as cost-, market- and value-based pricing. PJM 620 Human Resource Management 3 (3-0-9) Prerequisite: - This course provides theories and techniques to enhance human resource management skills. This course has been designed to meet the challenges of operating in project environments characterized by high levels of uncertainty and cross-cultural teams, as well as to make most effective use of the people involved in the project. This course addresses human behaviors, human resource planning, equal employment opportunity, training and development, performance assessment, factors affecting humans, productivity improvement, compensation, employee and labor relations, safety and health, and social and law impacts. PJM 621 Leadership, Management, and Communications 3 (3-0-9) Prerequisite: - This course encourages students to enhance their organizational project management skills in their proper organizational context. Through a dynamic combination of instructions, case studies, extensive discussions, and practical exercises, students will learn variations in team structures and characteristics, explore various leadership styles, and discover innovative ways to resolve conflicts. In addition, students will learn how to communicate, persuade, negotiate, and compromise, in order to mastering their vital interpersonal and organizational skills critical to every project’s success, regardless of how a project is organized. PJM 622 Change Management 3 (3-0-9) Prerequisite: - This course provides techniques and concepts to help an organization transition to a new working environment in order to improve the organizational performance. This course also presents a strategic schedule of activities and messages involving who have a stake in the change being proposed. The proper change management can affect the outcome of a project. PJM 641 Procurement and Contract Management 3 (3-0-9) Prerequisite: - This course involves the total life-cycle of procurement and contract management processes from a project management perspective. This course introduces various types of contracts, business strategies, quantitative analysis tools, and legal elements for successful project management. This course also addresses a variety of management tools and methodologies including make-or – The Graduate Bulletin 2005-2006 711
  • 8. Graduate School of Management and Innovation (GMI) buy analysis, statement of work (SOW), Contract negotiation, contract change control systems, performance reporting, payment systems, and procurement audits. Students will learn business planning, selecting vendors, formulating contracts, and controlling contract performance to ensure project success, speed performance, and reduce project risks and costs. PJM 642 Quantitative Methods in Project Management 3 (3-0-9) Prerequisite: - This course provides a comprehensive overview of Mathematics and Statistics in project management. Mathematics and Statistics for project managers include descriptive statistics, probability theory, sampling experiments. Central Limit Theorem, estimates form small samples, hypothesis testing, Chi-square, correlation, and simple and multiple regression. Students will learn effective methods and tools for data analysis and problem solving through extensive instructions and real-world projects using database management and statistical analysis software such as MS Excel and SPSS. PJM 643 Quality Management 3 (3-0-9) Prerequisite: - This course introduces extensive knowledge, and effective tools and techniques for the three major quality management processes: quality planning, assurance, and control. This course addresses quality involved involved in the management of the project, as well as the product of the project. Major topics covered in this course are ISO 9000 and 10000 series of standards and guidelines, Total Quality Management (TQM), Contimueus Quality Improvement (CQI), quality measurement and analysis, cause-and-effect diagrams, quality benchmarking, Pareto diagrams, and quality audits. This course will better students’ management style and skills to deliver the best product or service possible to the competitive global market. PJM 644 Information Technology of Project Management 3 (3-0-9) Prerequisite: - This course covers information technology for project management, systems design and management concepts, and their implementation. Major topics include data acquisition, transmission, and storage, as well as database management systems structure, design, and development tools. Web-based project management. Electronic Data Interchange (EDI), and integrated information management systems are also discussed in this course. PJM 645 Managing Complex Projects 3 (3-0-9) Prerequisite: PJM 510, PJM 640 or consent of advisor This course provides techniques to operate in a multiple-project environment, and to deal with multiple user/client decision-makers on strategic projects. Students will learn strategic planning techniques to discover the client business needs, and to conceive, plan, and gain strategic approval of the project. Students will also discover techniques for accurate work estimating, assessing the risk of individual tasks and the total project, and building strong team members’ commitment to the plan In addition, students will learn project management software to develop dynamic project models and quantify the trade-offs between duration, budget, risk levels, and business achievements from the project. PJM 646 Managing Global Projects 3 (3-0-9) Prerequisite: PJM 510, PJM 621 or consent of advisor This course focuses on knowledge, techniques, and tools for managing global projects throughout a project life cycle in today’s competitive business. This course has been designed due to the global trends driving the need for the increased use of borderless, or global, project management. Students will learn to initiate, plan, implement, control, and close out a global project. This course addresses global business opportunities, global project challenges, global project requirements and scope, staffing management plans, global risk management planning, joint ventures and strategic alliances, intellectual property rights and 712 The Graduate Bulletin 2005-2006
  • 9. Graduate School of Management and Innovation (GMI) laws, and performance controls in global projects. Students will also learn how to systematically approach these complex global management issues, and minimize the risks inherent in performing global projects. PJM 660 Aligning Project Management with Corporate Strategy 3 (3-0-9) Prerequisite: PJM 510, PJM 621 or consent of advisor This course provides in-depth analysis of the process of business strategy formation from a project management perspective. This course focuses on linking the project to the business strategy, developing an appropriate project execution strategy, communicating the project strategy to the project team and the customer to achieve consensus, and managing the expectations and interests of project stakeholders. This course also addresses several strategic approaches including strengths, weakness, opportunities and threats (SWOT), and competence-, capability-, and resource-based strategy. PJM 670 Managing Real Estate Projects 3 (3-0-9) Prerequisite: PJM 510, PJM 640 or consent of advisor This course provides the state-of-the-art knowledge and effective tools and techniques for making real estate investment decisions in a rational and systematic manner from the project management perspective. This course has been designed to allow students to apply project management knowledge and skills to practical real estate project investment using an analytical framework. The framework involves strategy, analysis, and decisions for real estate investment under the basic concepts of rate of return and risk analysis. Non- financial and financial variables are integrated as significant part of the investment decision process, with a focus on market, legal, political, social, and physical factors affecting decisions and performance. Students will learn to identify and structure the purchase, operation, and termination of a property through good strategic planning, market analysis, and financial analysis to maximize returns relative to risks in real life project investment. PJM 671 Managing Information Technology Projects 3 (3-0-9) Prerequisite: PJM 510, PJM 640 or consent of advisor This course focuses on applying management skills to the unique challenges of information technology (IT) development projects at each phase of the project life cycle. This course introduces various management techniques for IT development projects such as Waterfall model, Rapid Application Development (RAD), Spiral model, software process maturity (SEI/CMM), and productivity and quality in software development, as well as explores critical success factors and hidden risks to ensure proven, cost-effective solutions. PJM 680 Special Topics in Project Management I 3 (3-0-9) Prerequisite: PJM 510 or consent of advisor This course provides special topics of interests to current project managers. This course will be designed by the instructor to meet the challenges of the dynamic global business nowadays. The topics can cover several aspects of project management such as organization, people, tools and techniques, strategy and applications in project management. PJM 681 Special Topics in Project Management II 3 (3-0-9) Prerequisite: PJM 510 or consent of advisor This Course provides special topics of interests to current project managers. This course will be designed by the instructor to meet the challenges of the dynamic global business nowadays. The topics can cover several aspects of project management such as organization, people, tools and techniques, strategy and applications in project management. PJM 682 Special Topics in Project Management III 3 (3-0-9) Prerequisite: PJM 510 or consent of advisor This course provides special topics of interests to current project managers. This course will be designed by the instructor to meet the challenges of the dynamic global business nowadays. The topics can cover several aspects of project The Graduate Bulletin 2005-2006 713
  • 10. Graduate School of Management and Innovation (GMI) management such as organization, people, tools and techniques, strategy and applications in project management. TIM 512 Innovation and Entrepreneurship 3 (3-0-9) Prerequisite: - Many managers have viewed the challenge of innovation from a functional perspective-as an engineering problem, a marketing problem, or a problem with reward systems or organizational bureaucracy. Creativity is the starting point for technological entrepreneurship and innovation is a ‘Creative destruction’. The course deals with productivity, the relationship between productivity and technological change, the determinants to firms’ investments in research, development and innovation, the diffusion of innovations and entrepreneurship. The viewpoint of this course is that innovation is a general management problem, whose solution requires skill and understanding in the problems of finance, organization, finding markets, and managing technology. Overview of the process of initiating a new venture, evaluating it and developing it into an ongoing enterprise. Organizational and environmental culture necessary for entrepreneurship. The impact of entrepreneurship on society, entrepreneurial personality, diagnostic models for evaluating new ventures, correlates of success, the business growth strategies, and financing new and growing firms. TIM 661 Introduction to Knowledge Management and Learning Organization 3 (3-0-9) Prerequisite: - Increasingly, tacit knowledge is being codified, but the codification of knowledge has its own limit. An organization is seen as living organism: learning and evolving to survive. Knowledge is thus viewed as corporate strategic asset, to be leveraged and exploited for competitive purposes. This new perception of organization behaviors has been referred as one of the most fanatical debates for more than a decade. Knowledge and economic growth and change, the global knowledge-based economy; consequences of the increasing role of the knowledge worker; strategic and organizational roles of intellectual capital; monitoring, and valuing and reporting intellectual capital are introduced. LGM 614 Production and Operations Management 3 (3-0-9) Basic concepts of production and operations, productivity, forecasting, design of products and services, process selection and production capacity planning, facility layout, quality control, techniques in quality management, operation and production control LGM 652 Strategic Management 3 (3-0-9) Prerequisite:- Process of strategic management, types of strategy, formulating-implementing and controlling strategy, vision and mission, analysis of external factors and internal factors, analysis of strategy, forecasting techniques, strategy selection for achieving competitive advantages, changes and future trends in organizational structure, case study GMI 691 Thesis12 (0-24-48) Prerequisite: A student must complete a minimum of 18 credit hours in his/her programme or consent of advisor Student will explore the knowledge of project management by conducing research studies under the supervision of their supervisor. The objectives of this course are to develop or better or techniques for project management, or to expand or improve the body of knowledge in project management. These objectives are required to enhance project performance, resolve management problems, or provide other significant research findings in the area of project management. Student are encouraged to propose research concepts, objectives, and methodologies by considering the research scope and limitations. 714 The Graduate Bulletin 2005-2006
  • 11. Graduate School of Management and Innovation (GMI) GMI 692 Special Research Study 6 (0-12-24) Prerequisite: A student must complete a minimum of 18 credit hours in his/her programme or consent of advisor This course allows students to conduct research studies in the area of project management within a limited timeframe or a desired scope under the supervision of their supervisors. Students are required to meet the objectives of this course by either developing or improving tools or techniques for project management, or expanding or improving the project management knowledge. GMI 693 Independent Study 3 (0-6-12) Prerequisite: A student must complete a minimum of 18 credit hours in his/her programme or consent of advisor Under the supervision of their supervisors, students will investigate research studies by conducting literature reviews in the area of project management or implementing existing project management knowledge, tools or techniques in a real-world project. A summary report is expected at the end of the semester. GMI 601 Oral Communications for Managers 3 (3-0-9) Prerequisite: - This course has designed to enhance students’ English oral skills and provide various oral styles in business. This course focuses on pronunciation, stress, intonation, etc., and provides techniques to improve students’ overall spoken English with sufficient practice and feedback. In addition, this course presents management oral speaking styles and conventions that enable students to be able to effectively communicate in the business world. GMI 602 Writing Communications for Managers 3 (3-0-9) Prerequisite: - This course has been designed to enhance students’ English writing skills and provide various writing styles in business. This course provides sufficient practice, feedback, and strategies to improve students’ grammar control and overall writing. In addition, this course presents management writing styles and conventions that allow students to explore and analyze authentic texts in terms of organization, audience, purpose, style, and language. Students will learn to write proposals, team to write proposals, team reports, summary reports, memos, critical reviews. Etc., which enhance students’ writing skills for the current business world. The Graduate Bulletin 2005-2006 715

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