NEW DEGREE PROGRAM REQUEST
                 (UA Regulation 10.04.02)




Doctor of Program Management
            (DPM)


...
NEW DEGREE PROGRAM REQUEST

                                                        Table of Contents
I. Cover Memorandum....
Doctor of Program Management (DPM) Proposal


  B. Does it duplicate/approximate programs anywhere in the system.............
Doctor of Program Management (DPM) Proposal


                                               Table of Exhibits
Exhibit 1. ...
I. COVER MEMORANDUM

   A. Name of Persons Preparing Request

Dr. Jang Ra, PhD, PMP
Department Chair and Professor
Enginee...
Doctor of Program Management (DPM) Proposal


practitioners due to the multiple large programs of projects envisioned and ...
Doctor of Program Management (DPM) Proposal


       •   Information technology program management
       •   Communicatio...
Doctor of Program Management (DPM) Proposal


          o Projects in Space (Directly responds to NASA’s challenge in attr...
Doctor of Program Management (DPM) Proposal


The ESPM Department and UAA are well-positioned to serve the global needs fo...
Doctor of Program Management (DPM) Proposal


students. The program has been reviewed by Dr. Cleland, who is regarded as t...
Doctor of Program Management (DPM) Proposal



   F. Approval Signatures




Patricia Sandberg             Date           ...
II. IDENTIFICATION OF PROGRAM

   A. Description of the Program

       1. Program Title
Doctor of Program Management

   ...
Doctor of Program Management (DPM) Proposal


accepted student (subject to agreement by the advisor), and the student will...
Doctor of Program Management (DPM) Proposal


A program of research supervision will be developed to meet the student’s ne...
Doctor of Program Management (DPM) Proposal


managing projects. Project-level and organizational finance includes funding...
Doctor of Program Management (DPM) Proposal


members through a teaching assistantship, or providing mentoring on-line for...
Doctor of Program Management (DPM) Proposal


             UAA. Requirements include passing the comprehensive qualificati...
Doctor of Program Management (DPM) Proposal


                                        •   Sample Course of Study
    Exhib...
Doctor of Program Management (DPM) Proposal



                      •   Preliminary Catalog Sample Course of Study
Doctor...
Doctor of Program Management (DPM) Proposal


              potential (based on student feedback), and passing the compreh...
Doctor of Program Management (DPM) Proposal


                  Exhibit 2. Program Objectives and Evaluation Measures
Obje...
Doctor of Program Management (DPM) Proposal



      2. Relationship of program objectives to “Purpose of the University”
...
Doctor of Program Management (DPM) Proposal


       globalization (Strategic Priorities): A core aspect of the DPM progra...
Doctor of Program Management (DPM) Proposal


Exhibit 3 shows the contribution of each course type to the four specific ob...
Doctor of Program Management (DPM) Proposal

                                                                             ...
Doctor of Program Management (DPM) Proposal

PM 660: Program Management
Coaching – Prepares students for
effective sharing...
III.PERSONNEL DIRECTLY INVOLVED WITH PROGRAM

   A. List of faculty involved in the program

SOE and Adjunct Faculty
Jang ...
Doctor of Program Management (DPM) Proposal


program. Two additional faculty members are expected to be hired in the 2010...
IV.ENROLLMENT INFORMATION

   A. Projected enrollment/present enrollment

We anticipate 6 new students per year, following...
Doctor of Program Management (DPM) Proposal


Respondents thought favorably of the ESPM Department and the MSPM program. A...
Doctor of Program Management (DPM) Proposal


                   Exhibit 5. Survey Respondents’ Topic Areas of Interest
In...
Doctor of Program Management (DPM) Proposal


interest in the program. Top categories evident in the responses include ris...
Doctor of Program Management (DPM) Proposal


   E. Special restrictions on enrollment

The admissions criteria lay out ed...
V. NEED FOR PROGRAM

     A. Requirement for Other Programs

Not applicable. The DPM program is a unique academic discipli...
Doctor of Program Management (DPM) Proposal


America, including UAA’s MSPM program, while EMEA (Europe, the Middle East, ...
Doctor of Program Management (DPM) Proposal


Other doctoral programs include some coursework or the option for student re...
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  1. 1. NEW DEGREE PROGRAM REQUEST (UA Regulation 10.04.02) Doctor of Program Management (DPM) Submitted to the University of Alaska Board of Regents by the Faculty of the UAA Engineering, Science and Project Management Department UAA School of Engineering February 23, 2009
  2. 2. NEW DEGREE PROGRAM REQUEST Table of Contents I. Cover Memorandum.....................................................................................................................1 A. Name of Persons Preparing Request.......................................................................................1 B. Brief Program Description......................................................................................................1 C. Research Areas for Students...................................................................................................2 D. Program’s Founding Philosophy............................................................................................4 E. Background of Program’s Support..........................................................................................5 F. Approval Signatures................................................................................................................7 II. Identification of program............................................................................................................8 A. Description of the Program.....................................................................................................8 1. Program Title.......................................................................................................................8 2. Credential Level of Program...............................................................................................8 3. Admission Requirements and Prerequisites........................................................................8 4. Dissertation Committee and Research Supervision.............................................................9 5. Course Descriptions (for required core courses)...............................................................10 6. Degree Requirements.........................................................................................................12 B. Program Goals.......................................................................................................................16 1. Brief identification of objectives and subsequent means for their evaluation...................16 2. Relationship of program objectives to “Purpose of the University”.................................18 3. Occupational/other competencies to be achieved..............................................................19 4. Relationship of courses to the program objectives............................................................19 III. Personnel Directly Involved with Program.............................................................................23 A. List of faculty involved in the program................................................................................23 B. Timeline and contribution of faculty to be hired..................................................................23 C. Administrative and coordinating personnel..........................................................................24 D. Classified personnel..............................................................................................................24 IV. Enrollment Information...........................................................................................................25 A. Projected enrollment/present enrollment..............................................................................25 B. How determined/who surveyed/how surveyed.....................................................................25 C. Minimum enrollments to maintain program for years 1 to 5................................................28 D. Maximum enrollment which program can accommodate....................................................28 E. Special restrictions on enrollment.........................................................................................29 V. Need for Program......................................................................................................................30 A. Requirement for Other Programs..........................................................................................30 B. Employment Market Needs..................................................................................................30 C. Similar and Competing Programs.........................................................................................31 VI. Resource Impact......................................................................................................................33 A. Budget...................................................................................................................................33 B. Facilities/space needs............................................................................................................33 C. Credit hour production..........................................................................................................33 D. Faculty..................................................................................................................................33 E. Library/media materials, equipment, and services................................................................34 VII. Relation of Program to other Programs within the System....................................................35 A. Effects on enrollments elsewhere in the system...................................................................35 i
  3. 3. Doctor of Program Management (DPM) Proposal B. Does it duplicate/approximate programs anywhere in the system........................................35 C. How does the program relate to research or service activities?............................................35 1. Contributions to research or service..................................................................................35 2. Benefits from research or service activities.......................................................................35 D. Current department research and funding (descending ordered in year 2009-2004)...........36 VIII. Implementation/Termination................................................................................................43 A. Date of implementation........................................................................................................43 B. Plans for recruiting students..................................................................................................43 C. Termination date (if any)......................................................................................................43 D. Plans for phasing out program if it proves unsuccessful......................................................43 E. Assessment of the program...................................................................................................44 IX. Regents Guidelines..................................................................................................................47 Board of Regents Summary Form............................................................................................48 X. Program Catalog Copy..............................................................................................................55 XI. New Course Descriptions........................................................................................................59 A. New Course: PM 650 - Program and Portfolio Management...............................................59 B. New Course: PM 652 - Enterprise Program Management Information Systems.................59 C. New Course: PM 654 - Portfolio Finance.............................................................................59 D. New Course: PM 656 - Global Program Leadership and Innovation...................................59 E. New Course: PM 658 - Program Governance and Group Decision Making........................60 F. New Course: PM 660 - Program Management Coaching.....................................................60 G. New Course: PM 695 - Research Methods in Program Management..................................60 H. New Course: PM 699 - Program Management Dissertation................................................60 XII. New Course Syllabi................................................................................................................61 A. New Course: Program and Portfolio Management...............................................................61 B. New Course: Enterprise Program Management Information Systems.................................66 C. New Course: Portfolio Finance.............................................................................................70 D. New Course: Global Program Leadership and Innovation...................................................74 E. New Course: Program Governance and Group Decision Making........................................78 F. New Course: Program Management Coaching.....................................................................82 G. New Course: Research Methods in Program Management..................................................85 H. New Course: Program Management Dissertation................................................................88 XIII. External Review....................................................................................................................91 XIV. Industry Support Letters.......................................................................................................93 XV. Prospective Student Commitment Letters...........................................................................104 XVI. Alumni Survey....................................................................................................................112 XVII. Resumes of Key Faculty Members...................................................................................118 A. Full-time Faculty Position to Be Filled...............................................................................119 B. Full-time Faculty Position Being Proposed........................................................................120 ii
  4. 4. Doctor of Program Management (DPM) Proposal Table of Exhibits Exhibit 1. Sample Course of Study, Four-Year Duration..............................................................14 Exhibit 2. Program Objectives and Evaluation Measures.............................................................17 Exhibit 3. Mapping of Objectives Addressed by Courses.............................................................20 Exhibit 4. Survey Respondents’ Interest in DPM Enrollment by Cohort and Residency.............26 Exhibit 5. Survey Respondents’ Topic Areas of Interest..............................................................27 Exhibit 6. Survey Respondents' Research Topics of Interest........................................................28 Exhibit 7. Summary of Project Management Related Degree Programs by Delivery Type.........30 Exhibit 8. Growth in PMI GAC Accredited Project Management Programs................................31 Exhibit 9. Other Doctoral Programs Related to Project and Program Management.....................32 Exhibit 10. Assessment of Academic Outcomes...........................................................................45 Exhibit 11. Projected Enrollment in DPM Program......................................................................51 iii
  5. 5. I. COVER MEMORANDUM A. Name of Persons Preparing Request Dr. Jang Ra, PhD, PMP Department Chair and Professor Engineering, Science and Project Management (ESPM) Department School of Engineering (907) 786-1862, afjwr@uaa.alaska.edu Mike Fisher, MSPM, MBA, PMP MSPM Alumni and ESPM Instructor Project Consultant, Northern Economics, Inc. (907) 274-5600, afmhf@uaa.alaska.edu B. Brief Program Description “Program Management is the centralized coordinated management of a program to achieve the program’s benefits and objectives. It involves aligning multiple projects to achieve the program goals [allowing] for optimized or integrated cost, schedule and effort” (PMI’s Standard for Program Management, 2008). It is the research field concerned with solving project, program, and portfolio management problems using qualitative and quantitative methods. Program management is the tool organizations use to implement their strategic plans. It is also focused on how projects, programs, and portfolios may be used to achieve organizational goals. Program management is grounded in theories and concepts of program management, including the three themes of benefits management, stakeholder management, and program governance. The methods have their origins in various scientific traditions including those in engineering and technology. According to our research, there is no program like our proposed DPM program in the United States and one of only two in the world that explicitly focuses on programs. Only two universities, located in Australia and France, offer doctoral-level study specifically in project and/or program management. The United States currently does not have a program of this nature; a number of doctoral programs offer project or program management as an area of research for their students, the DPM is the only program in the United States that focuses all of its coursework and research on program management. Doctoral level education in program management is currently underserved because of the need for organizations to reach a certain level of project management maturity before advancing to the next level. With project management becoming a globally recognized and highly valuable field, it is now time to train the next generation of program managers to leverage the benefits of programs of projects. UAA’s ESPM Department has demonstrated its ability and need to offer the DPM program, based on the past five years of performance by the Master of Science in Project Management (MSPM) program, including its accreditation by the Project Management Institute’s (PMI) Global Accreditation Center in 2007 and hosting of the 4th International Project Management Conference (ProMAC) in 2008. With program management gaining visibility and acceptance as a professional field, Alaska, in particular, is in need of skilled program management 1
  6. 6. Doctor of Program Management (DPM) Proposal practitioners due to the multiple large programs of projects envisioned and underway in the state. Advanced academic study and applied research is needed for the advancement of the profession and contribution to the program management body of knowledge. UAA has a unique and timely opportunity to become a global leader in this educational area. The DPM program may be characterized by the following attributes: • The program builds on students’ past experience and education, allowing for individual plans of study to address personal and professional development goals. • The program provides professional credibility through advanced coursework, and focused research, and practical application. • The program has a primary train-the-trainer focus and will help students to maximize their effectiveness as an educator, trainer, or mentor. • Graduates of the program will also be well suited to work in senior executive positions of organizations, in academic settings, and in consulting roles. • The coursework and dissertation process will enhance students’ ability to carry out meaningful and relevant research. The DPM program can be taken remotely with the use of tele-video and other Internet tools, which have been proven to be capable for this application by their use as part of the MSPM program. These technologies allow students outside the Anchorage area to attend classes and complete the program without requiring that they relocate to Anchorage. During student research, these technologies can be used for regularly scheduled process meetings, while these and other technologies can be used for one-on-one collaboration and discussion of research progress. Further, offering distance education in this manner allows the program to work through Homeland Security issues that block many potential international students from studying in the United States. International students have the option to stay in their home country while studying program management at UAA. C. Research Areas for Students The Doctor of Program Management program prepares students for positions involving the planning, supervision, and management of large projects, programs, and portfolios, as well as for participation in team investigations and solutions of major interdisciplinary problems. The program’s dissertation consists of an investigation and solution of a program management project or problem that specifically addresses the students’ ability to function in a program environment. In considering the issues facing organizations today, a number of program management research areas are available for study. A selection of potential student research topics are shown in the following list, which is based on feedback from MSPM alumni who are interested in or considering the proposed DPM program. These topics represent industry professionals’ best judgment about the project and program management issues that need to be addressed through advanced education and research in Alaska and at UAA today. The research topics include: • Program risk management, organizational risk maturity, and quantitative risk analysis tools 2
  7. 7. Doctor of Program Management (DPM) Proposal • Information technology program management • Communication, virtual teams, and multicultural issues in program management • Program management for international oil and gas companies • Systems engineering, process modeling, and strategic planning As an example of the types of advanced study being done in project, program, and portfolio management, the following lists summarize some of the research completed in recent years by various organizations and universities: • The Project Management Institute’s current research projects1 focus on a variety of topics that could be areas for future study by DPM students with respect to programs. Selected research topics for study in the DPM program, based on current PMI research, includes: o Program Management in Non-Profit Organizations o Implementation of Research to Practical Program Management Applications o Using Complexity as a Framework for Studying Programs and Program Management Practice o Program Managers as Senior Executives o Understanding Decision-making within Distributed Program Teams o Program Management in China o Understanding the Value of Program Management o The Value Mindset of Program Managers and Its Influence on Program Success o Understanding the Antecedents of Program Management Best Practices o Identifying the Forces Driving the Frequent Changes in Project Management Offices • Students might further research or seek new ways to apply research presented at the 2005 Conference of the Center for Program/Project Management Research (CPMR)2, which featured several presentations related to program and project management (P/PM). In the following list, the titles for CPMR research and the rationales for abstract selection are shown: o Modeling: Analyzing and Engineering NASA’s Safety Culture (Reflects in-depth understanding of NASA P/PM culture and decision-making.) o Innovative Management of Student Run Space Research Projects (Directly addresses NASA need to find ways to attract and recruit future P/PM personnel. Innovate P/PM process to enable students to carry out serious space-related projects while maintaining an acceptable level of risk. Leverages experience from existing SMEX P/PM practices.) 1 See http://www.pmi.org/Resources/Pages/Current-Research.aspx. 2 See http://cpmr.usra.edu/conference.html and http://cpmr.usra.edu/cpmr-abst-8-04.doc. 3
  8. 8. Doctor of Program Management (DPM) Proposal o Projects in Space (Directly responds to NASA’s challenge in attracting and developing P/PM professionals, and utilizes new generation of web-based training tools.) o Building a Strategic System Approach to NASA’s Project and Program Management (Strategic framework to distinguish among NASA projects - to tailor P/PM practices to each type. The P/PM framework would foster development of P/PM personnel and their ability to serve a customer.) o Project Management Research: Lessons Learned Life Cycle Processes and Aerospace Workforce Development o Learning-Based Project Reviews (Proposes improving learning and knowledge transfer on P/PM reviews at KSC -- a significant contribution.) o NASA Strategic Multi-Project Resource Management ‘CC-Lite’ (Potential avenue to introduce a tool for P/PM not in current NASA use, but with potential for significant paradigm change.) o Risk and Safety/Security Assessment at NASA (Study could provide a valuable resource for implementing P/PM culture change.) • Additional research topics for DPM students might include: o Improving Knowledge Management for Project, Program, and Portfolio-Based Organizations o The Effect of Organizational Learning Strategies on Program Management and Administration o Contribution of Earned Value Management to Project, Program, and Portfolio Success o Benchmarking of Program Management Practices o Improvement of Program Management Practices and the Effect on Stakeholder Satisfaction o Using Transformational Leadership to Enhance Program Success o Team Motivation and Cooperation in Geographically Diversified Programs o Measurement of Decision-Making Skills of Program Managers D. Program’s Founding Philosophy The Doctor of Program Management (DPM) program is a unique, pioneering program that builds on the demonstrated successes of the Engineering, Science and Project Management (ESPM) Department at the University of Alaska Anchorage (UAA). The DPM is a professional, practice- oriented doctorate degree focused on coursework and research focused on practical solutions to real-world program management issues. Program management is a practitioners’ field facing growth and the need for a higher level of education to shape the future of the field. 4
  9. 9. Doctor of Program Management (DPM) Proposal The ESPM Department and UAA are well-positioned to serve the global needs for well- educated, highly-skilled practitioners of program management in academic institutions, government, and industry. The Department’s success in identifying trends and addressing professional and academic needs has been demonstrated by the creation and subsequent success of the Master of Science in Project Management (MSPM) program and other endeavors. It is important for DPM program to become available soon to benefit from the successes of the MSPM program to fill the demand for program management education and establish UAA as a recognized leader in the field. The role of the DPM program is to advance the standard of practice and contribute to the program management body of knowledge. This role is intended to address today’s project, program, and portfolio management challenges and provide benefits to government and industry. Program management focuses on how organizations implement their strategic plans and realize competitive advantages through the execution of coordinated programs of projects. The program’s founding philosophy is based on the Project Management Institute’s Standard for Program Management and is centered on the three themes of benefits management, stakeholder management, and program governance. E. Background of Program’s Support On December 4, 2007, a proposal for a Doctor of Program Management was presented to President Mark Hamilton and Chancellor Fran Ulmer by the UAA School of Engineering and Engineering, Science, and Project Management (ESPM) Department team including Dean Rob Lang, LuAnn Piccard, Dr. Steve Wang, and Dr. Jang Ra. Both President Hamilton and Chancellor Ulmer were very supportive of the proposal. In particular, President Hamilton encouraged the creation of a professional doctoral program that would not be perceived in competition with UAF’s fundamental research-oriented Ph D programs. President Hamilton offered a clarification to others' views on his position regarding doctorial programs at UAA vs. UAF. He indicated that he was not opposed to these programs at UAA as long as they were well differentiated from UAF, were consistent with each institution's academic and programmatic focus, and utilized UA resources wisely. He expressed concern that it might be difficult for UAA to obtain institutional accreditation for fundamental, research-oriented PhD programs given the expectations for research facilities, library resources, infrastructure, and the like. However, at UAA, he was willing to consider putting in place professional doctoral programs (e.g., project management, education, and nursing) that required program-level vs. institutional accreditation and encouraged us to seek out the specific requirements for project management. A total of five PhD faculty will support the program. Given two full-time doctoral faculty members and a third under recruitment, two additional faculty will be added. The ESPM Department has made this request to the University of Alaska Anchorage administration who, in response, promised to provide necessary faculty positions for DPM at the meeting of Provost Mike Driscoll, Vice Chancellor Bill Spindle, Engineering Dean Rob Lang, and Dr. Jang Ra on August 14, 2008 at 2:30 p.m., in ADM 201. Support has been expressed from various groups. Section XIV presents supporting letters from corporate and governmental entities. Section XV presents commitment letters from perspective 5
  10. 10. Doctor of Program Management (DPM) Proposal students. The program has been reviewed by Dr. Cleland, who is regarded as the Father of Project Management. Dr. Cleland’s review letter is found in Section XIII. 6
  11. 11. Doctor of Program Management (DPM) Proposal F. Approval Signatures Patricia Sandberg Date Bob White Date Chair, UAA Graduate Academic Board Dean, UAA Graduate School Michael Driscoll Date Fran Ulmer Date Provost, UAA Chancellor, UAA Mark Hamilton Date Cynthia Henry Date President, University of Alaska Chair, UA Board of Regents Note: Although they are not included in the signature lines, there is support for this program from industry and government organizations, as well as letters from students committed to begin the program when it is offered. Please see the appendix for letters of support. 7
  12. 12. II. IDENTIFICATION OF PROGRAM A. Description of the Program 1. Program Title Doctor of Program Management 2. Credential Level of Program Professional Doctor Degree in Program Management, DPM 3. Admission Requirements and Prerequisites Students with a variety of backgrounds will be admitted to the program. The program seeks outstanding students from engineering, science, and technology-oriented disciplines. However, this program will also be beneficial to non-technology people who are working in a technology- oriented environment. The program is designed for working professionals. Potential students will complete an application to enter the program and submit it to the Engineering, Science and Project Management Department at the University of Alaska Anchorage. Application requirements will include: • A Master of Science in Project Management degree, a masters degree in project management accredited by PMI’s Global Accreditation Center, a BA/BS degree for students applying to complete both the MSPM and DPM degrees, or another masters degree and admissions committee approval. • Five years of work experience, preferably in the fields of project, program, and/or portfolio management • Three letters of recommendation • Statement of purpose • Graduate Management Admission Test (GMAT) scores or Graduate Record Examination (GRE) scores, or department approval • Application fee (two times the current UAA application fee) • For international students, TOEFL (required for students whose first language is not English unless they received an undergraduate degree from an English speaking country) An admissions committee will review all applications. The target class size for the first year will be 12, growing to approximately 20 per year steady state (depending on the availability of highly-qualified applicants and financial resources). The admissions committee will consist of faculty only (5 from UAA) and will be charged with identifying outstanding students that have the potential to be future leaders in program management. The committee will consist of Dr. Jang Ra (Chair), two faculty (comprised of Dr. Rob Lang, Dr. Steve Wang, and new faculty to be hired), and two industry professionals holding doctoral degrees. The committee will give extensive consideration to qualifications of applicants, areas in which they express interest, and faculty who have openings to advise students. It will assign an initial research advisor to each 8
  13. 13. Doctor of Program Management (DPM) Proposal accepted student (subject to agreement by the advisor), and the student will receive an offer letter from the University. The offer letter will clearly indicate that the offer is to participate in the professional doctor program. Incoming DPM students are expected to have taken appropriate courses or gained experience using quantitative techniques. Students are expected to have knowledge equivalent to at least one semester each of graduate-level statistics and either cost management or finance. Students are also expected to be competent with technology, including basic office applications and project management software (such as Microsoft Project). Students without the expected level of experience with statistics, cost management, finance, and technology may use courses offered by the ESPM Department to satisfy these requirements prior to entering the DPM program or in the first semester of study. The department offers graduate-level statistics, project cost management, cost estimating, and other courses. The department also offers Microsoft Project training. Completion of the DPM program will generally require students to have earned their Master of Science in Project Management (MSPM) from the ESPM Department. The admissions committee will review and give serious consideration to students who have not completed the MSPM degree or who hold a masters degree in another discipline. If the prospective student demonstrates a sufficient educational background and potential for the DPM program, admission may be granted without requiring the MSPM degree to be completed. Otherwise, the student will be required to complete the MSPM degree prior to beginning study in the DPM program, in which case the admissions committee may, at its discretion, grant a conditional acceptance into the DPM program, contingent on successful completion of the MSPM program. The admissions process is intended to be flexible, and primarily is focused on admitting students into the program who have the educational background and experience to be successful in the DPM program. Graduates of the DPM program will be sufficiently qualified to work as academic faculty as well as professional practitioners in government and industry, including in senior executive and consultancy roles. 4. Dissertation Committee and Research Supervision The Doctor of Program Management dissertation consists of an investigation and solution of, or a critical study of, a program management project or problem. The principal criteria of achievement in the dissertation are originality and creativity in the application of program management tools to solve a significant and specifically defined problem. The student must demonstrate the ability to carry out a program of advanced research and to report the results in accordance with standards observed in recognized scientific journals. The dissertation must be approved by the dissertation committee. The Doctor of Program Management dissertation committee will consist of at least three faculty members from UAA. When appropriate, it is suggested that one or two members from the professional community be added to the committee to allow for practice-oriented feedback and guidance. Research will be supervised by a chief advisor selected by the student and approved by the dissertation committee. The chief advisor chosen by the student should be well versed in program management and possess advanced education and experience relevant to the student’s research. 9
  14. 14. Doctor of Program Management (DPM) Proposal A program of research supervision will be developed to meet the student’s needs. Regular progress meetings will be held during the dissertation process, during which time the student will provide a progress report of work completed. The progress meetings will take place to ensure the student’s dissertation project is completed on schedule and meets the scope requirements. 5. Course Descriptions (for required core courses) The required core course work for the DPM program is described below. The core courses are 6 credit courses, which includes 3 hours of classroom time, group work and meeting time, individual work time, and other student/instructor interaction. PM 650 (TBD) (6 credits) Fall: Program and Portfolio Management New Course, Format Syllabus is attached (see Section A) Introductory foundational course for the DPM program. Covers program and portfolio management as techniques for the governance of multiple projects in an organization with systems thinking approach. Includes a discussion of project management and capability maturity models and maturity assessment tools, such as OPM3. Looks at organizational structures, cross-functional coordination, strategic alignment, and the role of the Program Management Office. Provides a broad review of global project and program management standards, including global standards such as PMI (U.S.), IPMA/ICB (Swiss), OGC/PRINCE2 (UK), PMAJ/P2M Revised (Japan), BSi/BS6079-1.2.3.(4): 2002, 2000 (UK), APM/APMBOK (UK), and ISO 21500 (initiated in November 2007). Students explore emerging program and portfolio management issues in Alaska, the United States, and globally. Students are expected to draw on their work experience and internet research to bring issues for study to the class. Prerequisite: MSPM degree or Department Approval PM 652 (TBD) (6 credits) Spring: Enterprise Program Management Information Systems New Course, Format Syllabus is attached (see Section B) Covers the management of enterprise-wide programs and portfolios, including the theoretical basis and practical applications and solutions for tracking and managing projects and project information. Features instruction in the use of the Primavera P6 application for the development and utilization of enterprise project management information systems. Covers how organizations can capture, analyze, and use historical information for successful projects in the future. Includes the capture and application of information within projects as well as inter-project knowledge management and wisdom management through lessons learned. Prerequisite: PM 650 or Department Approval PM 654 (TBD) (6 credits) Summer: Portfolio Finance New Course, Format Syllabus is attached (see Section C) Provides a broad and in-depth coverage of portfolio finance and related topics, including resources, cost, schedule, and financial management. The curriculum includes project- level finance, organizational financial management, and global economic aspects of 10
  15. 15. Doctor of Program Management (DPM) Proposal managing projects. Project-level and organizational finance includes funding constraints and phases, legal aspects, unions, resource availability and requirements, workforce requirements, projects and programs with multiple sponsors, and the risk implications of financing decisions. Also considers project and resource scheduling and project phasing. International topics include the effect of macroeconomic and political influences of projects, including interest rates, economic trends, logistics and supply chain management procurement aspects, and currency exchange rates. Prerequisite: PM 650 or Department Approval PM 656 (TBD) (6 credits) Fall: Global Program Leadership and Innovation New Course, Format Syllabus is attached (see Section D) This course covers the global context of projects, programs, and portfolios, focusing on environmental factors other than financial aspects. Topics include human resources, communication, virtual project teams, change management, geography and temporal challenges, global program management standards, cultural awareness and differences, legal issues, and techniques for addressing global challenges within a program. Overseas travel is required as part of this course, either to co-present a paper at an international project management conference (PMI Global Congress, SPM International Project Management Conference, or similar) and/or to co-author a report based on an international project site visit. A portion of travel costs, up to 50% of the tuition amount, are included in the cost of tuition to cover the cost of airfare, hotel stays, and miscellaneous expenses. Prerequisite: PM 650 or Department Approval PM 658 (TBD) (6 credits) Spring: Program Governance and Group Decision Making New Course, Format Syllabus is attached (see Section E) Covers the development, communication, implementation, and monitoring of organizational decision-making policies, procedures, and strategic plans for program and portfolio management. These factors form a framework for efficient and effective decision making and program delivery. Through proper program governance, an organization can control program investment and monitor the delivery of program benefits. Topics related to group interactions and decision making include roles and responsibilities, professional ethics, organizational and program risk management, organizational behavior, stakeholder management techniques, quantitative judgment and decision methods (such as the Analytic Hierarchy Process), risk tolerance, group dynamics, conflict resolution, transparency, and the importance of timely decisions. Prerequisite: PM 650 or Department Approval PM 660 (TBD) (3 credits) Summer: Program Management Coaching New Course, Format Syllabus is attached (see Section F) This course covers adult education, learning styles, and presentation techniques for graduate-level coaching and training through direct instructor roles, assisting faculty 11
  16. 16. Doctor of Program Management (DPM) Proposal members through a teaching assistantship, or providing mentoring on-line for students studying in the MSPM program. In this applied “train the trainers” course, activities include preparing new teaching materials and improving existing materials to enhance the quality and consistency of delivery. Students will teach a professional short course or undergraduate course, or serve as a mentor for multiple students in a graduate course; students will be paid for their teaching assignment. While teaching, the student teaching feedback and evaluations will be monitored by faculty. After completing this course, students should be prepared for teaching, mentoring, and training their team members. Prerequisite: PM 650, PM 652, PM 654, PM 656, PM 658, and Department Approval PM 695 (TBD) (3 credits) Summer: Research Methods in Program Management New Course, Format Syllabus is attached (see Section G) Introduction to the research methods used in project, program, and portfolio management. The course will provide students with an understanding of the difference between theory and practice, the connection of theory and research, the scientific inquiry process through surveys and interviews, research approaches and methods, and presentation of research results. Students are expected to provide a list of contemporary Program Management- related research topics, including their own DPM research. Students will study the dissertation research process in depth, including the design of research questions and hypotheses, data collection and analysis, valid statistical sampling, statistical analysis of research data, development of keywords, how to conduct a thorough literature review, effective internet searches, and intellectual property issues. Prerequisite: PM 650, PM652, PM 654, PM 656, and PM 658 or Department Approval PM 699 (TBD) (6 credits) Fall/Spring/Summer: Program Management Dissertation New Course, Format Syllabus is attached (see Section H) This is the dissertation course. Students working on their dissertation are required to maintain continuous enrollment in this course through the completion and successful defense of their dissertation. Prerequisite: PM 695 or Department Approval 6. Degree Requirements 1. Complete the general university requirements listed in the UAA catalog 2. Complete the graduate requirements listed in the UAA catalog 3. Complete coursework as determined by the advisory committee 4. Required elements of the Plan of Study a. Coursework (36 credits): Students must complete the core course requirements of: PM 650, PM 652, PM 654, PM 656, PM 658, PM 660, and PM 695. b. Outreach activity of one annual public presentation c. Advancement to Candidacy occurs when the student demonstrates mastery in understanding of the problems and theories of program management and in-depth knowledge of the student’s dissertation topic area. Requirements for Advancement to Candidacy are determined by the student’s academic committee and shall be consistent with the candidacy requirements for graduate studies at 12
  17. 17. Doctor of Program Management (DPM) Proposal UAA. Requirements include passing the comprehensive qualification exam, developing a dissertation topic, and showing teaching potential (based on student feedback). d. Pass the Comprehensive Qualification Exam, which will consist of multiple papers and a written exam. Students will be required to receive a satisfactory grade on a minimum number of papers and receive a satisfactory grade on the written exam to pass this requirement. The papers and written exam will focus on material covered in the coursework and developed through individual study while in the program. e. Submit a successful Dissertation Proposal f. Doctoral Dissertation (30 research credits) • Four-Year Cycle of Course Offerings This proposal provides a four-year course cycle envisioned to demonstrate the feasibility of completing the degree. All students are required to enroll in PM 650 Program and Portfolio Management course in the Fall semester of their first year. Students have the option of completing the program in three years if desired. 13
  18. 18. Doctor of Program Management (DPM) Proposal • Sample Course of Study Exhibit 1 shows a four-year course offering for the Doctor in Program Management. Students wishing to complete the program on an accelerated, three-year schedule would follow the schedule as shown through the second year and then take 12 credits of PM 699 for two of the three semesters in the third year. Exhibit 1. Sample Course of Study, Four-Year Duration Tuition Estimate (subject to increase) **** PM 650 (6) Fall Year 1 $4,000 PM 652 (6) Spring Year 1 $4,000 30 credits of lecture PM 654 (6) Summer Year 1 $4,000 courses Student PM 656 (6)* Fall Year 2 $4,000 PM 658 (6) Spring Year 2 $4,000 66 Credits 3 credits teaching** PM 660 (3) Summer Year 2 $2,000 3 credits of proposal PM 695 (3) Summer Year 2 $2,000 Qualification exam Summer Year 2 $4,000 PM 699 (6) Fall Year 3 $4,000 Candidate*** PM 699 (6) Spring Year 3 $4,000 30 credits of PM 699 (6) Summer Year 3 $4,000 research courses PM 699 (6) Fall Year 4 $4,000 PM 699 (6) Spring Year 4 $4,000 Fees (admission, graduation, miscellaneous university fees) $2,000 Total (approx.) $50,000 * * Basic costs will be supported by the ESPM Department, including up to $800 for Basic costs will be supported by the ESPM Department, including registration, $1,000 for airfare, and $1,000for airfare, room$1,000 for a $2,000 of up to $800 for registration, $1,000 for a hotel and and per diem. hotel room and per diem. registration, airfare, hotel and per diem. ** **Teaching compensation will be paid. be paid. Teaching compensation will *** Candidate will have a Teaching Fellowship (to be determined) position. *** Candidate will have a Teaching Fellowship (to be determined) position. **** Subject to UA BOR decisions. **** Subject to UA BOR decisions. The authors of the proposal recognize that many students will wish to work through the program at a different pace from what is shown in the sample course of study. The sample course of study is presented simply as an example. The program will work to accommodate different student study and research schedules and will evaluate the feasibility of options to make coursework available during alternative semesters as the need arises. 14
  19. 19. Doctor of Program Management (DPM) Proposal • Preliminary Catalog Sample Course of Study Doctor of Program Management School of Engineering DPM Degree Minimum requirement for Degree: 30 thesis credits The Doctor of Program Management program prepares future leaders as academic faculty and professional practitioners in government and industry, including in senior executive and consultancy roles, for careers at the frontiers of project, program, and portfolio management. Those who seek to study and further the project, program, and portfolio management bodies of knowledge need well-defined skill sets and an understanding of issues faced in today’s globally linked and fast paced environment. The DPM program at UAA builds on the academic knowledge, industry experience, and in-depth research of ESPM faculty members to educate students in program management, while training them to be acquainted with the full spectrum of issues, tools, and advances in project, program, and portfolio management. Program management is centered on the three themes of benefits management, stakeholder management, and program governance. The Doctor of Program Management program focuses on these three thematic areas of study and explores the relationships of project, program, and portfolio management. Overall, program management is a tool organizations can use to implement their strategic plans and realize competitive advantage. In the proposed DPM program, each student follows a common set of core courses and, with his or her graduate committee, develops a research plan for the in-depth study of a unique issue facing program management. The purpose of this research is both to produce an intellectual contribution to the project, program, and portfolio management bodies of knowledge and to develop a core area of expertise for future application and research in issues facing project-driven organizations in the future. Graduate Program—DPM Complete the admission process including the following: 1. Complete the general university requirements listed in the UAA catalog 2. Complete the graduate requirements listed in the UAA catalog 3. Complete coursework as determined by the advisory committee 4. Required elements of the Plan of Study a. Coursework (36 credits): Students must complete the core course requirements of: PM 650 (6), PM 652 (6), PM 654 (6), PM 656 (6), PM 658 (6), PM 660 (3), and PM 695 (3). b. Outreach activity of one annual public presentation c. Advancement to Candidacy occurs when the student demonstrates mastery in understanding of the problems and theories of program management and in-depth knowledge of the student’s dissertation topic area. Requirements for Advancement to Candidacy are determined by the student’s academic committee and shall be consistent with the candidacy requirements for graduate studies at UAA. Requirements include developing a dissertation topic, showing teaching 15
  20. 20. Doctor of Program Management (DPM) Proposal potential (based on student feedback), and passing the comprehensive qualification exam. d. Doctoral Dissertation (30 research credits) B. Program Goals The goal is to provide intensive education to enable outstanding students to become leaders in identifying and solving tomorrow’s problems in program management. This program will: • Represent a new, unique academic discipline and provide an innovative curriculum • Draw upon the joint resources and strengths of University of Alaska, governments, and industries in Alaska • Be complementary to existing Ph.D. programs in Alaska, attracting a new pool of global outstanding students • Be balanced between theoretical and empirical research skills DPM graduates will be sufficiently qualified to work as academic faculty as well as professional practitioners in government and industry, including in senior executive and consultancy roles. 1. Brief identification of objectives and subsequent means for their evaluation The proposed Doctor of Program Management at the University of Alaska Anchorage would prepare future leaders as academic faculty and professional practitioners in industry and government, including in senior executive and consultancy roles, for careers at the frontiers of project, program, and portfolio management. Specific focus would be given to the organizations and industries that exist in Alaska, the Pacific Rim, and the circumpolar North. The primary program objectives are to: 1. Educate and train scholars at the doctoral level with in-depth and integrated knowledge in research and application of program management. 2. Develop leaders who will apply the principles of program management in the organizations and industries in Alaska, the Pacific Rim, and the circumpolar North. 3. Create a globally recognized and respected program in program management that will contribute to science and inform public and organizational decision. 4. Contribute to the development of Alaska’s project, program, and portfolio management maturity and application. 16
  21. 21. Doctor of Program Management (DPM) Proposal Exhibit 2. Program Objectives and Evaluation Measures Objective Measurement Educate and train scholars at the doctoral level • Number of applicants admitted with in-depth and integrated knowledge in • Number of graduates research and application of program management • Student retention • Duration of study • Exit interviews with students • Course-specific surveys • Port coursework surveys • Follow-up surveys of graduates Develop leaders who will apply the principles • Employment of graduates of program management in the organizations • Number of graduates in senior leadership and industries in Alaska, the Pacific Rim, and positions in Alaska, the Pacific Rim, and the circumpolar North the circumpolar North • Follow-up surveys of graduates Create a globally recognized and respected • Publications by students program in program management that will • Presentations by students contribute to science and inform public and organizational decision • External funding received Contribute to the development of Alaska’s • Citations of student research project, program, and portfolio management • Stakeholder survey for impact assessment maturity and application • Number of public presentations and other outreach efforts The DPM program’s contribution to the objectives shown above will be measured and tracked annually. The measurements will be used to judge the program’s success, with success characterized by high demand for entrance into the program, high retention and graduation rates, improving course evaluations through continuous improvement, high alumni satisfaction, high hiring rates of alumni, and the volume of alumni publications and citations. 17
  22. 22. Doctor of Program Management (DPM) Proposal 2. Relationship of program objectives to “Purpose of the University” The mission of UAA is stated as the following: The mission of the University of Alaska Anchorage is to discover and disseminate knowledge through teaching, research, engagement, and creative expression. Located in Anchorage and on community campuses in Southcentral Alaska, UAA is committed to serving the higher education needs of the state, its communities, and its diverse peoples. The University of Alaska Anchorage is an open access university with academic programs leading to occupational endorsements; undergraduate and graduate certificates; and associate, baccalaureate, and graduate degrees in a rich, diverse, and inclusive environment. The Doctor of Program Management will serve this mission by contributing to the following key areas defined by the UAA Strategic Plan 2017: • Excellence in teaching, learning, research, and creative expression (Vision): The DPM program will expand the teaching, learning, and research activities at UAA through its coursework, “train the trainer” approach, and dissertation process. • Innovative undergraduate and graduate education centered on professional and craft practice, academic research, or creative performance (Vision): The DPM program has been developed to meet the professional and practice-oriented needs of Alaskan organizations and government agencies. • High quality research that includes special attention to Alaska, the Pacific Rim, and the circumpolar North; (Vision): The DPM program focuses on improving the program management maturity of organizations based in or operating in Alaska. It seeks to draw students from around Alaska and the Pacific Rim. • Innovation and Creativity (Core Values): The DPM program is a unique and innovative program that will address emerging needs for advanced, practice-oriented education. • Collaborate closely with public and private sector partners to maintain and develop our programs supporting workforce development and high-demand careers (Strategic Priorities): The DPM program has been developed through close collaboration with industry professionals and organizations with the intent of meeting the need for advanced education in project, program, and portfolio management. • Continue to design and implement new, mission-appropriate academic programs with special attention to advanced graduate study (Strategic Priorities): The DPM program is a unique and innovative program that expands upon UAA’s advanced graduate programs. • Develop selected programs of distinction, designed to attract the best students and faculty from Alaska and beyond (Strategic Priorities): Program management is a globally recognized field that is growing in visibility and importance as projects and programs of projects become larger, faster, and more comprehensive. • Organize and expand our internationalization and inter-cultural programs to prepare our students to think, work, and serve in a world being transformed by integration and 18
  23. 23. Doctor of Program Management (DPM) Proposal globalization (Strategic Priorities): A core aspect of the DPM program is the application of education and experience in a global environment. The program incorporates global issues in its coursework and requires students to present at an international project management conference held outside Alaska and/or the United States, such as a PMI Global Congress or SPM International Project Management Conference. For international students, it has them come to Alaska or the United States for their presentation. • Increase the active participation of our students, both undergraduate and graduate, in professional or craft practice, academic research, creative expression, and service learning to enrich their learning experience, increase their opportunities for academic distinction, and sustain the growth of engagement with our communities (Strategic Priorities): The DPM program offers advanced, practice-oriented graduate education in a collaborative environment designed to enhance learning, provide students with a network of professional peers, and produce research that benefits Alaskan organizations and government agencies. • Build selected research-centered graduate programs of distinction by recruiting critical masses of the most highly qualified faculty and graduate students (Strategic Priorities): The DPM program, which being a professional, practice-oriented degree, also features a substantial focus on research through its dissertation process. DPM student research will position UAA as a global leader in project and program management education. 3. Occupational/other competencies to be achieved Organizations competing in fast-paced, competitive, and globally-oriented project environment need qualified professionals with competency in the tools and techniques of project, program, and portfolio management, along with in-depth knowledge and expertise in specific application areas. The DPM program strives to meet this need by training professionals with qualitative and quantitative analytical skills for understanding program management issues. The specific skill set of the graduate will depend on his or her research objectives, but may include risk analysis, quantitative modeling, enterprise project management, decision-making, and portfolio and program knowledge management. The broad conceptual frameworks for understanding systems of projects, portfolios, and programs are covered in the DPM program core courses, described below. 4. Relationship of courses to the program objectives • Core courses: All courses in the DPM program are required of all students. The goal of these courses is to focus on the concepts, frameworks, and analytical tools and techniques for understanding issues of program management in an integrated approach. Topics covered in the core courses form an overarch ideas directly related to and integrated with program management tools and techniques. In addition to forming a solid foundation for the application of program management, these courses also provide an opportunity for students to identify areas of study for their research. • Research courses: A professional doctorate program is focused on the acquisition and development of both academic and practical knowledge. The research component of this degree focuses on the development of practical knowledge through applied research into a real-world problem. 19
  24. 24. Doctor of Program Management (DPM) Proposal Exhibit 3 shows the contribution of each course type to the four specific objectives of the program. Exhibit 3. Mapping of Objectives Addressed by Courses 20
  25. 25. Doctor of Program Management (DPM) Proposal Objective management in the organizations and industries in Alaska, program management that will contribute to science and Educate and train scholars at the doctoral level with in-depth Contribute to the development of Alaska’s project, program, Develop leaders who will apply the principles of program Create a globally recognized and respected program in and integrated knowledge in research and application of and portfolio management maturity and application inform public and organizational decision the Pacific Rim, and the circumpolar North program management Course PM 650: Program and Portfolio Management – Explores the models and methods of program and portfolio × management. PM 652: Enterprise Program Management Information Systems – Examines the theory and application of enterprise management tools for the × × × management of programs and portfolios. PM 654: Portfolio Finance – Provides training in the tools available for management of project, program, and × × × portfolio resources. PM 656: Global Program Leadership and Innovation – Provides students with a global context for program management and promotes cultural × × awareness and collaboration. PM 658: Program Governance and Group Decision Making – Explores the models and methods for supporting × × effective group decision-making. 21
  26. 26. Doctor of Program Management (DPM) Proposal PM 660: Program Management Coaching – Prepares students for effective sharing of knowledge through × teaching. Dissertation Courses (PM 695, PM 699) × × × × 22
  27. 27. III.PERSONNEL DIRECTLY INVOLVED WITH PROGRAM A. List of faculty involved in the program SOE and Adjunct Faculty Jang Ra, Ph.D.: Professor and Department Chair, ESPM Department. Specializations: Project Management, Multi-criteria Decision Making, Operations Research and Statistics. Teaching Responsibilities: PM601 – Project Management Fundamentals, PM612 – Project Time Management, PM624 – Project Risk Management, PM685 – PM Case Studies and Research, and many professional and customized short courses Steve Wang, Ph.D.: Assistant Professor, ESPM Department. Specializations: TQM, Management Sciences, Energy Management, Systems Management. Teaching Responsibilities: ESM601 – Engineering and Science Management, PM614 – Project Cost Management, PM616 – Project Quality Management Paula Donson, Ph.D.: Adjunct Professor, ESPM Department. Specializations: Corporate Leadership Management, Human Resource Management. Teaching Responsibilities: PM620 – Project HR Management. David Rechenthin, DBA: Adjunct Professor, ESPM Department. Specializations: Project Controls, Project EPC Management. Teaching Responsibilities: PM610 – Project Scope Management, PM622 – Project Communications Management, PM694d – Advanced Project Controls William Spindle, EdD: Adjunct Professor, ESPM Department. Specializations: Project Procurement Management. Teaching Responsibilities: PM 626 – Project Procurement Management New Full-Time Faculty (to be hired 2009-2010; approved position under recruitment) – Planned Teaching Responsibilities: Portfolio Finance, Program Management Coaching, Program Management Dissertation New Full-Time Faculty (to be hired 2010-2011) – Planned Teaching Responsibilities: Global Program Leadership and Innovation, Research Methods in Program Management, Program Management Dissertation New Full-Time Faculty (to be hired 2010-2011) – Planned Teaching Responsibilities: Program Governance and Group Decision Making, Research Methods in Program Management, Program Management Dissertation Resumes for each of the key faculty members are provided in Section XVII. B. Timeline and contribution of faculty to be hired This proposal includes plans for the hire of three additional faculty members to support the program. One faculty member is expected to be hired in the 2009-2010 fiscal year, with a focus on portfolio finance, program management coaching, and the program management dissertation. These topics will be covered in the summer semesters of the first and second years of the 23
  28. 28. Doctor of Program Management (DPM) Proposal program. Two additional faculty members are expected to be hired in the 2010-2011 fiscal year. The first of these hires will focus on global program leadership and innovation, research methods in program management, and the program management dissertation. The second of these hires will focus on program governance and group decision making, research methods in program management, and the program management dissertation. Other teaching responsibilities will depend on the program’s need as well as general needs within the ESPM Department. These topics will be covered in the fall, spring, and summer semesters, respectively, of students’ second year in the program. All faculty members will serve as student advisors and dissertation committee members to support student dissertation research. C. Administrative and coordinating personnel The DPM program will rely on existing personnel for administrative and coordinating support. The current administrative and coordinating staff is financially supported almost entirely form the Self-Supporting funds from the MSPM program. The DPM in its initial year will also function as a self supporting program until enrollment grows. When the DPM enrollment increases additional professional personnel will be hired accordingly. D. Classified personnel The DPM program will rely on existing classified personnel for delivery with the addition of three new full-time faculty members. The first new member will be hired in 2009-2010 and two additional positions will be added in the 2010-2011 fiscal year. 24
  29. 29. IV.ENROLLMENT INFORMATION A. Projected enrollment/present enrollment We anticipate 6 new students per year, following an initial group of 12 students once the program begins. B. How determined/who surveyed/how surveyed The projected enrollment for the proposed DPM program is based on letters of support from government and industry (see Section XIII) and prospective students (see Section XV), the ESPM Department’s experience and track record with developing and growing the MSPM program, and additional research about the demand for advanced and doctoral-level program management education. In addition to letters of support included with this proposal, numerous individuals from Asia have contacted the ESPM Department to express interest in the program. The ESPM Department conducted an online survey of MSPM alumni in late 2008. The purpose of the survey was to determine the level of interest in the program. The following section describes the results of the survey. Student Survey Methods The enrollment projections were derived based on data received from an online survey of alumni of the Masters of Science in Project Management program and prospective student commitment letters. The survey was sent via e-mail in early December 2008 to 43 alumni from both the Anchorage-based (UAA, 34 alumni) and Alaska Air Group Cohort (AAG, 9 alumni) programs. Alumni received an e-mail with a link to a survey page on the ESPM Department website. Multiple reminders were sent and the survey received a fairly high response rate (79 percent, based on 34 responses). The response rate was 67 percent (6 responses) for AAG alumni and 82 percent (28 responses) for UAA alumni. Survey respondents were asked about their awareness of and interest in the DPM. Interested was gauged by asking when the respondent would want to start the program and what factors would influence their decision. The survey also asked a number of questions to gauge alumni opinion about the ESPM Department. A copy of the survey is contained in Section XVI. Discussion Survey responses were received from 34 alumni. Of the respondents, 23 of them (68 percent) were residing in Alaska, 9 (26 percent) were residing elsewhere in Alaska, and 2 (6 percent) were residing outside the United States. When asked about their tenure and work experience, most (48 percent) alumni had been with their current employer for “up to five years,” followed by 21 percent who answered “more than 15 years.” The remainder had been with their employer for between five and fifteen years. Most of the respondents had a significant amount of work experience, with 65 percent reporting “more than 15 years” and 26 percent reporting “8 to 15 years.” 25
  30. 30. Doctor of Program Management (DPM) Proposal Respondents thought favorably of the ESPM Department and the MSPM program. All of the AAG alumni rated the ESPM Department’s effectiveness as “strong.” Seventy-five percent of UAA alumni rated the department’s effectiveness as “strong” and twenty-five percent rated it as “neutral.” All respondents indicated that they had recommended the ESPM Department’s programs to someone. Of those surveyed, 21 percent answered “yes” to being interested in enrolling in the DPM program, which 47 percent indicated “not sure.” A detailed breakdown of the responses to this question is shown in Exhibit 4 by current residency and cohort. Exhibit 4. Survey Respondents’ Interest in DPM Enrollment by Cohort and Residency DPM enrollment Cohort Residency No Not Sure Yes Total AAG Other US 4 2 6 UAA Alaska 6 13 4 23 Other US 1 2 3 International 1 1 2 Total 11 16 7 34 Of those who answered “yes” to being interested in enrolling in the DPM program, four people indicated an interest in being one of the funding students, with the other three wanted to know more about the program before they would consider enrolling. Of those who answered “not sure” to enrolling in the program, seven people wanted to know more about the program and the other person wanted to wait until the program is established. When asked about when they would be interested in starting the DPM program, eight people indicated an interest in starting in the next two years (2009 or 2010). Five people wanted to start in the next three to four years, while three people wanted to start in five to six years. When asked why they would not be interested in enrolling in the DPM program, a majority of the responses indicated a lack of time, lack of money, concerns about location, and misalignment with career goals for not wanting to enroll in the program. Respondents were asked to suggest topics of interest to be covered in the DPM program based on their professional experience. The purpose of the question was to gauge industry need for certain topics to be covered, based on the alumni’s perceptions. Exhibit 5 shows the responses based on interest in the program. 26
  31. 31. Doctor of Program Management (DPM) Proposal Exhibit 5. Survey Respondents’ Topic Areas of Interest Interes t Topic Areas of Interest Yes • Dealing with innovation: impacts, adjustments to portfolio and program • Engineering Project Management, Advanced Risks Management • How projects, programs, and portfolios come together; managing risk in programs and portfolios; time, cost, and resource management for programs • Program and portfolio management, business process modeling, strategic planning, contract management, research tools/methodologies. • Risk Management, Construction / Development Processes, Budgeting / Financing for projects. • WBS development with budget and scheduling relationships. Team Administration management, effective cost control techniques and accurate forecasting, Project option analysis and feasibility studies. Not • Advanced Project Controls and Leadership Communications Sure • Risk Management, Control, Oil and gas, Time management • Communication management during the design of a building. • Earned Value Management Leadership for Project Managers • Focused areas of study related to the oil and gas industry • Include classes that speak to how programs are integrated to the companies’ financial systems. The use of enterprise program/ project management software tools as a platform for corporate accounting. • Initial review of the courses proposed for the DPM program looked on track. • More in-depth scheduling and project control, risk management. Need to give a great deal of thought on the requirements of a dissertation • Program Management as it relates to relationship/interaction with regulatory agencies; especially state of AK. Also Program management and third party "interested parties" - Environmental groups, tribes, public. • Program Management. Leadership skills and development. Cost Management. No • Anything that focuses on change and communication are extremely helpful. • Change Management, specifically, organizational acceptance of project management methodologies. • I think there should be courses that are project and industry specific. Perhaps have an entire semester or year initiating, planning, executing, controlling, and closing an oil industry project. • Portfolio Management Project Selection, Program Management, Finance & Accounting • Program/Portfolio Management processes, tools and techniques. Managing the "Value Path" from conceptualization through post project realization. Leveraging project collaborations to enhance virtual team performance. Implementing Project measures / metrics to serve as leading indicators beyond tradition triple constraint focuses. Managing “sociotechnology change." Alumni who indicated some level of interest in the DPM program were asked what research areas they would like to pursue for their dissertation. Exhibit 6 shows the responses based on 27
  32. 32. Doctor of Program Management (DPM) Proposal interest in the program. Top categories evident in the responses include risk management, other quantitative topics, and a focus on the oil and gas industry. Exhibit 6. Survey Respondents' Research Topics of Interest Interest Research Topics of Interest Yes • Communication. Teams (virtual). Technology. Foreign culture. Oil and Gas (international companies). • Information technology, systems engineering/process modeling, strategic planning/portfolio management. • Information technology, risk management, portfolio management • Oil and Gas Engineering Management Practices • Project management for Oil & Gas Construction Projects. • Project risk management, organizational risk maturity, quantitative risk analysis tools • Risk Management, Construction Management, Finance. Not Sure • Constructability and Risk Management • Information Technology • Integration and Strategic Management with an emphasis on Business Intelligence • Oil and Gas - Brownfield (older field) program management. • Organizational Behavior, Corporate/Program Governance, Practice Implementation, Systems Approach, Workflow Analysis • Project cost control, scheduling. Management of project data. Why do projects fail so often, assuming success is being on time and budget? • Project Development Process • Risk and Earned Value Management • Risk Management, Control, Oil and gas, Time management • The various procurement methods used in Alaska construction and the future trends in procurement methods • Virtual project teams C. Minimum enrollments to maintain program for years 1 to 5 At least four new students per year. D. Maximum enrollment which program can accommodate Given current resources, the maximum enrollment the program can accommodate is approximately 20 students at any given time. The main limiting factor will be available faculty workloads for advising students, course instruction, and serving on students’ committees. The program will be a self-supporting program, so funding from UA/A will not be a constraint on the number of students the program can support. 28
  33. 33. Doctor of Program Management (DPM) Proposal E. Special restrictions on enrollment The admissions criteria lay out educational and work experience requirements for entry into the program. Other than meeting admissions criteria and limiting the current student body to a size manageable by the program faculty, the program will have no special restrictions on enrollment. 29
  34. 34. V. NEED FOR PROGRAM A. Requirement for Other Programs Not applicable. The DPM program is a unique academic discipline. B. Employment Market Needs In Alaska’s industries, as well as nationally and globally, employers need highly educated and skilled professionals with backgrounds and advanced degrees in project and program management. The need for these employees will only grow in the future as the changing global situation creates the demand for more mature organizations. Employees with an interest in continuing education and professional growth will also take advantage of the program. Section XIII contains letters for local organizations supporting the proposed DPM program and demonstrating the demand for its graduates. While there is demand for skilled program management professionals in government and industry positions, there is perhaps an even larger demand for graduates in academic positions. Globally, growth in the demand for project, program, and portfolio management education has resulted in an increase in the demand for qualified professors to teach in these programs. A substantial number of traditional and online universities offer project management degrees and certificates, and the number continues to grow. A November 2008 search at GradSchools.com3 resulted in the following number of programs offering a certificate, Master’s, or Doctorate degree: Exhibit 7. Summary of Project Management Related Degree Programs by Delivery Type Type of University Degree/Certificate Offered Traditional Campus Online Total Certificate 56 33 89 Master’s 105 49 154 Doctorate 12 5 17 Total 167 73 240 Source: GradSchools.com Note: Totals do not add due to some universities offering multiple degree and location options. Of the many project management programs that exist worldwide, a small subset are accredited by the Project Management Institute’s Global Accreditation Center4. PMI’s GAC has accredited 22 university degree programs through November 2008. Fifteen of those programs are in North 3 From the main website, “Business Programs” was chosen as the Field of Study, “Project Management” was chosen as the Subject, and “Worldwide” was chosen as the location. The results presented in Exhibit 7 come from the result of the website search as filtered for Campus/Online programs and each of the degree types. The website does not have a category for Bachelor’s degrees. 4 http://www.pmi.org/CareerDevelopment/Pages/Degree-Directory.aspx 30
  35. 35. Doctor of Program Management (DPM) Proposal America, including UAA’s MSPM program, while EMEA (Europe, the Middle East, and Africa) has four and Asia Pacific has three. As of January 2009, another eleven universities have programs that are candidates for accreditation5. These eleven universities are located throughout the world: five in North America, one in Latin America, four in EMEA, and one in Asia Pacific. As the number of PMI GAC accredited university programs increases, the demand for academic positions in project, program, and portfolio management will likewise increase as the programs increase faculty to handle additional curriculum development and increased student enrollments. Exhibit 8. Growth in PMI GAC Accredited Project Management Programs 24 Total 21 North America EMEA Number of GAC Accredited Schools 18 Asia Pacific 15 12 9 6 3 0 12/2003 3/2004 6/2004 9/2004 12/2004 6/2005 9/2005 12/2005 3/2006 6/2006 9/2006 3/2007 6/2007 12/2007 3/2008 6/2008 3/2005 12/2006 9/2007 9/2008 Month Source: Project Management Institute’s Global Accreditation Center C. Similar and Competing Programs According to our research, there are only two university programs offering doctoral-level study specifically focused on project and program management. Those programs, located in Australia and France, have produced graduates with the education and experience needed to serve effectively in senior executive, academic, and consultancy roles. The authors of the proposal contacted the two programs–RMIT in Australia6 and ESC Lille in France7–to obtain relevant information about their programs. The courses, research topics, and program objectives from those two programs were considered in the development of this proposal. 5 http://www.pmi.org/CareerDevelopment/Pages/Candidate-Degree-Programs.aspx 6 http://dhtw.tce.rmit.edu.au/pmgt/dpm.htm 7 http://www.esc-lille.com/en/programmes/phd 31
  36. 36. Doctor of Program Management (DPM) Proposal Other doctoral programs include some coursework or the option for student research in program management. These programs include those shown in Exhibit 9. However, these programs do not focus entirely on program management. For this reason, the proposed DPM program at UAA is the only program in the United States that focuses all of its coursework and research exclusively on program management. Exhibit 9. Other Doctoral Programs Related to Project and Program Management University Program Title and Notes Stevens Institute of Technology Ph.D. in Technology Management Coursework is not listed on the program website. Project management is one of the research areas listed on the program website. The George Washington Ph.D. in Business Administration University Candidate for accreditation by PMI GAC. No project or program management related courses are shown on the program website, though it is believed that students may take part in independent study and dissertation research in these topics. University of Alaska Fairbanks Ph.D. in Engineering with Concentration in Engineering Management Doctoral study is offered in engineering management, in which students could pursue research in program management or related topics. However, the program website only shows one course offered in project management and no courses in program management. University of Calgary Doctor of Philosophy, Project Management Specialization Program website lists current courses and research areas in project management. University of Management and Doctor of Philosophy in Management Technology Accredited by PMI GAC in July 2006. No project or program management related courses are shown on program website, though it is believed that students may take part in independent study and dissertation research in these topics. University of Maryland Doctor of Philosophy Accredited by PMI GAC in December 2005. Program website lists several project management related courses. 32

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