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10/9/2019 New Transcript Template
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_transcript.html 1/12
P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management,
Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by
identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project
managers about their experience and insights,
which he then translated into strategies aimed at improving the
process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his
recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each
area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course.
Although you may choose to complete each topic
in conjunction with the course unit, you may also want to
follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will

provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics
related to project management improvements for
Keystone Management. For each topic, you will be presented
with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how
improvements in each area can contribute to
improvements for Keystone Management. Feedback will be
provided on your responses.
Since each topic corresponds with a unit in the course, you can
either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end
to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management
quality and success?
Figure of Requirements De�nition
C r e d i t s
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This �gure illustrates how di�erent types of requirements are
connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project
management team.
Functional and non-functional requirements are de�ned by both
the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating
that from his experience, well-de�ned
requirements are the cornerstone for project success and quality
results.
Review the project manager responses and Aaron's
recommendations to clarify how well-de�ned
requirements can contribute to improvements throughout all
phases of the project life cycle.
Complete the following:
Consult Project Managers to learn about some of their
experiences.

Consult Aaron to review his recommendations.
Resources
Kay
I once took over a project where appropriate stakeholders were
not involved in de�ning requirements.
Knowing we were in jeopardy of developing something that
would not meet their needs, we postponed the
project until all stakeholders could contribute to de�ning and
approving the requirements.
Conrad
I have worked on projects with such an urgency to begin
developing, minimal attention was given to the design
phase. It is a good sign when organizations focus deliberate
attention on design to ensure that requirements
are clearly de�ned, understood, and agreed upon before any
development work actually begins.
Joan
Reaching a common understanding in this phase is critical. I
once wrote a set of requirements I thought were
quite thorough, only to have the vendor rewrite them. It turns
out they were simply translating them into
language the developers were familiar with to ensure that they
were interpreting our requirements correctly
and that the developers would clearly understand what we
wanted.
Matthew

A successful project is one that meets the requirements, so they
have to be your foundation. Without them,
your task list, estimates of time and cost, test plans, acceptance
criteria, and other elements are in jeopardy of
being developed without understanding what you need to
accomplish.
Aaron's Recommendations
Aaron knew from his own experience that well-de�ned
requirements are the cornerstone for project success
and quality results. After learning about the experiences of the
other project managers, Aaron selected the
following as best practices for Keystone Management.
Involving appropriate stakeholders in all project phases will
generally improve the probability of
satisfying the project requirements and objectives. This
encourages buy-in or shared ownership of the
project by the stakeholders which is critical to the project's
success.
Allow appropriate roles to de�ne the requirements they are
responsible for-business, user, functional,
and nonfunctional. For example, make sure users have input to
the user requirements. Along with
providing buy-in from each group, you gather more accurate
data since each group knows best what
they do and what they need.

Changes to requirements are expected as a result of ongoing
monitoring and control activities. The key
is following a structured change control management procedure
for all changes.
When writing requirements, make sure that they are:
Unambiguous and can be interpreted in the same manner by
anyone.
Consistent and not contradicting other requirements.
Complete and appearing in one place without additional
research.
Realistic in terms of available money, resources, and time.
Veri�able through inspection, analysis, demonstration, or
testing.
Identify Roles
Here are the roles requirements play in each phase of the project
life cycle:
In the de�nition and planning phase, requirements help identify
all stakeholders; dictate the
development of scope, timeline, cost, and resource needs; and
ensures you have the right timeline,
budget, skill sets, and training needs..
In the design phase, requirements guide the creation of formal
speci�cations and improve the ability to
make decisions and design a more e�cient solution.
In the development phase, requirements provide a solid
foundation upon which to build to stakeholder

and user expectations and allow you to avoid re-work,
implement an e�ective change control
management plan, and de�ne a test plan.
In the validation phase, requirements serve as the benchmark
against which the end product is
evaluated and allow you to compare the end product against
speci�cations and user requirements.
In the implementation phase, requirements dictate how to
implement the end product and ensure
delivery in the way stakeholders expect.
Defining Requirements: Summary
Catherine Tomczyk, PMP, has stated "A PM will spend a
signi�cant part of their time collecting and managing
requirements. And yet, at the end of a project, if anything has
gone awry, the root cause is almost always that
there was not enough time spent on requirements." (Tomczyk,
page 35). Although she was referring more
speci�cally to small projects, the message remains the same:
Take the time to de�ne the requirements well
and you will improve opportunities for success throughout the
project.
Reference
Tomczyk, C. (2005). Project manager's spotlight on planning.
Alameda, CA: Harbor Light Press, p. 35.
TOPIC 2: ORGANIZATIONAL MATURITY
What role can the Project Management Maturity Level play in
project management quality and success?
Figure of Project Management Maturity Model

This �gure illustrates �ve levels of project management
maturity.
Level 1 refers to ad hoc project management.
Level 2 refers to formal application of project management.
Level 3 refers to institutionalization of project management.
Level 4 refers to management of the project management
system.
Level 5 refers to optimization of project management systems.
Before you can in�uence improvements, you must understand
the environment in which the improvements
will exist. In this part of the simulation, you will have an
opportunity to review what Aaron learned about the
relationship between the level of an organization's project
management maturity and successful projects.
experiences.
Resources

Kay
Working with o�shore resources has been one of the greatest
tests of our organization's maturity level.
Sharing responsibility for development with resources working
on di�erent shifts has caused us all to elevate
our commitment to process, communication, and delivery. I
think the ability to e�ectively manage outsourced
resources is a sign of a high-level of PM maturity.
Conrad
Demonstrating the �nancial return for improving our project
management practices was the best way I found
to obtain the support and involvement we needed from corporate
management. Once they understood the
�nancial implications, they were willing to provide de�nite and
visible support for project management
improvements.
Joan
I knew I was working for an organization that was operating at
a lower maturity level when they put a project
out for bid, but neglected to include internal costs as part of the
total project cost. They were surprised by the
amount of time it took their internal resources to support the
project.
Matthew
I get concerned when I see a reluctance to participate in our PM
methodology. Although the process may feel
tedious at times, it helps uncover important elements that would
otherwise be missed. The process itself may

even be more important than some of the documents produced,
but always, people are the key-the best tools
in the world are useless if leadership does not support them and
encourage the project participants and
contributors to use them.
Aaron understood that before you can in�uence improvements,
you must understand the environment in
which the improvements will exist. Together with what the
other project managers had learned about the
relationship between the level of an organization's project
management maturity and successful projects,
Aaron selected the following as best practices for Keystone
Management.
Adopt a maturity model for your organization to serve as a
guide to implementing best practices and
measuring progress.
A good communications plan is often linked to organizational
planning and the successful
implementation of strategies that promote growth within project
management maturity.
Establishing standards and a best practices repository sets up a
measurement system. This system
provides a source of information for continuous improvement

and advancement in the organization's
PM maturity level.
Use of a PM Information System, such as MS Project, provides
an automated system that monitors and
controls the execution of planned and scheduled work. In a
highly mature organization, the more these
techniques are used, the more the system can support
forecasting.
Identify Benefits
Here are the bene�ts you might expect from using each of the
following techniques to improve an
organization's PM maturity level:
The Project Management O�ce (PMO) leads and supports
planning, management, and execution of all
projects..
A project management communications strategy supports
organizational planning and dissemination of
information and facilitates stakeholder participation and
ownership..
Formal project management methodology establishes consistent,
repeatable processes and
methodologies to manage scope, cost, time, and quality.
A standards and best practices repository provides a source of
information for continuous improvement
and advancement in the project management maturity level for
an organization.
Portfolio management supports the ability to select, prioritize,
manage, and execute projects based on
organizational priorities, strategies, and initiatives.

Organizational Maturity: Summary
With a goal of building a powerful foundation for company
improvement, the project management maturity
model was designed to help organizations improve their
maturity levels through the following activities:
Assess the maturity of current project management processes.
Identify a logical path to improve processes.
Set priorities to achieve short-term improvements.
Measure progress along the maturity curve.
Establish a culture that supports your commitment to project
management excellence.
TOPIC 3: TRIPLE CONSTRAINTS
What strategies might you consider to manage the triple
constraints of scope, time, and cost?
Figure of the Project Management Triple Constraint Pyramid
This �gure illustrates that quality is constrained within the
three sides of the pyramid representing scope, time,
and cost.
Managing the competing demands of all stakeholders, both
within and outside the organization, is one of the
key responsibilities of the project manager.

experiences.
Resources
Kay
I once worked on a project that did not have a scope change
control plan. Changes were initiated by
stakeholders, users, and even developers without my knowledge.
I had to establish a scope change control
plan in the middle of the project to rein in changes out of scope
in order to have any hope of meeting the
project requirements, deadlines, and budget.
Conrad
I have found that a clear project charter is very useful when
faced with con�icting priorities. I have been able to
negotiate additional resources by reminding key stakeholders of
the purpose for the project and the
commitment that was made across the organization to its
success.
Joan
My advice regarding scope creep is to make sure you have a
solid change control plan that everyone agrees to
early in the project. I have also found it very useful to be clear

about why the dates are important. Being clear
about dates helps everyone to recognize the domino e�ect
individual projects have throughout the
organization.
Matthew
We recently used a project priority matrix to identify, and agree
on, the constraints to restrain, enhance, and
accept for a particular project. This helped me negotiate
changes as needed with appropriate stakeholders.
Aaron's experience has taught him that managing the competing
demands of all stakeholders, both within and
outside the organization, is one of the key responsibilities of the
project manager. Based on the experience of
the other project managers as well, Aaron selected the following
as best practices for Keystone Management.
Audit and assess the management of your project's triple
constraints to create best practices for your
organization.
Use a Scope Management Plan to ensure the project includes all
work required, and only work required.
Specify in-scope, out-of-scope, and future scope items.
Clearly de�ne the Work Breakdown Structure so you can
e�ectively plan, schedule, budget, and share
project information appropriate to the stakeholder's position in
the organization.
Guard against scope creep by clearly di�erentiating between
what is in scope and what is out of scope,
using either the scope statement or the project assumptions.

De�ne risks and the corresponding risk management plan early
in the project cycle.
Identify Benefits
following techniques to manage the triple
constraints:
The project charter de�nes the project mission, objectives, and
deliverables, as well as how participants
behave on a project team (roles and responsibilities,
communication expectations, rules of conduct, and
the decision-making process).
The change management system provides a standardized process
to centrally document and respond to
changes that a�ect scope, budget, and schedule.
g p g
A work breakdown structure (WBS) links all levels in the
organization, major deliverables, and all work
and makes all project changes traceable.
The scope management plan de�nes what you expect to deliver
and supports the ability to plan and
measure project results in speci�c, tangible, and measurable
terms.

A critical path method determines amount of scheduling
�exibility and predicts project duration.
Triple Constraints: Summary
Since large changes may be easily identi�ed, it can be the
minor enhancements identi�ed by the customer and
even developers throughout the project, enhancements
commonly referred to as scope creep, that may be the
most di�cult to track. The key to preventing these minor
enhancements is vigilant change management,
beginning with a well-de�ned scope statement.
TOPIC 4: MONITORING AND CONTROL TECHNIQUES
What techniques are most e�ective for monitoring and
controlling project schedules and activity?
Figure of a Project Schedule
This �gure represents a project schedule diagram indicating
planned, actual, and critical path activity.
Although you may be able to control smaller projects in an
informal manner by observation and informal
discussions, large projects will need formal control processes.
experiences.
Resources
Kay

A mature and committed project manager is willing to use the
information obtained through baseline
measurements to make necessary changes to the project plan,
even to the point of renegotiating the contract
if necessary, rather than covering up issues and problems.
Conrad
I have seen situations in which the project numbers were
massaged so there were essentially two sets of
books - the o�cial ones that were reported to stakeholders and
the other working version. From my
perspective, there is nothing worse than waiting until the �nal
weeks or days of a long project to �nd out that
there will be a signi�cant delay.
Joan
I was a team member on a project for which unrealistic activity
durations were calculated by someone who did
not understand the tasks. Fortunately someone new took over
and recalculated the required work periods. We
were then able to determine realistic activity sequences,
durations, and resource requirements.
Matthew
The �rst time I used an integrated change control plan I knew it
was worth the e�ort. It helped me set a

baseline plan, measure progress and performance, compare
project plan against actual, and determine
corrective action requirements.
Aaron has learned that although you may be able to control
smaller projects in an informal manner by
observation and informal discussions, large project need formal
control processes. Aaron based the following
recommendations for Keystone Management on his own
experience and that of the other project managers
he interviewed.
Include milestones in the sequence of activities to ensure the
requirements for meeting the milestones
are met..
Clarify performance measurement baselines for scope, schedule,
and cost..
Create an accurate activities sequence to support realistic and
achievable schedules.
Manage schedule changes with a Schedule Management Plan
that includes the following:
The schedule baseline.
Documentation of how schedule variances will be managed.
Identi�cation of schedule change control procedures.
De�nition of appropriate performance measures.
Identify Benefits

following techniques for monitoring and
controlling projects:
A risk management plan identi�es alternative strategies for
ensuring project success if speci�ed risk
events occur.
A project management information system is software that
supports planning, monitoring, and
controlling the project, including cost estimating, scheduling,
communication, collaboration,
con�guration management, document control, records
management, and risk analysis.
Earned value technique integrates a project's scope, schedule,
and cost into a uni�ed set of metrics, a
performance measurement baseline is established that supports
objectively measuring the level of work
throughout the project.
Project portfolio management enables organizations to combine
proposed and existing investments in
order to properly assess the allocation of limited resources,
time, and budget.
Status reports support communication between stakeholders and
project sta� regarding baseline
performance measures.
Monitoring and Control Techniques: Summary
A variety of tools are available to support e�orts to monitor and
control projects. These tools can range in
complexity and in how they are used for a particular project or
organization. Some tools may be as simple as
status reports to sophisticated project management information
systems and customized methodologies

which are often coordinated by centralized project management
departments. The key is to actively gather
project performance data, analyze it, and make adjustments as
necessary.
TOPIC 5: RISK, QUALITY, AND CHANGE CONTROL
MANAGEMENT
What strategies might you consider to manage risk, quality, and
change within a project?
Figure of the Change Control Process
This �gure illustrates the activity �ow during the change
control process.
The process is initiated by identifying the change and
documenting the request.
It proceeds to the next step which is to submit the change
request form.
The next step is to review the change request form.
The fourth step requires a decision on whether the change is
approved or not. If it is approved the
process continues. If not, it returns to the second step of
submitting the change request form.

The �fth step requires an update to the project plan.
The �nal step indicates that the change is communicated to all
a�ected parties.
Managing change is a key role of the project manager. Use of a
structured change control system clari�es the
process for documenting, reporting, and managing changes to
the project.
experiences with the change control process.
Consult Aaron to review his recommendations for the change
control process.
Resources
Kay
Risk management is critical in that it establishes procedures to
monitor and control risks, which minimizes the
severity of impact to the process or product. However, I have
found that simply de�ning a risk management
plan is not enough. Without clearly de�ned roles and
responsibilities assigned to risk management, the
process itself is in jeopardy.
Conrad
A well-de�ned communications plan facilitates involvement
from all parties. While individual project
contributors may need more detailed and frequent project
updates, upper-level stakeholders are assured of

receiving critical updates in time to make adjustments to the
project as needed.
Joan
Assumptions are a huge risk to a project's success. E�orts
should be made to identify, document, and verify
assumptions as early in the project process as possible.
Matthew
I found an escalation plan a very useful tool in managing
projects. By clearly de�ning evaluation metrics and
both acceptable and out of tolerance values it was much easier
to determine how to respond to change
requests and variances.
While de�ning recommendations for managing scope, Aaron
determined that managing change is critical to
scope management. Together with the other project managers,
he also explored options for managing risk
and quality as well. Based on that work, Aaron selected the
following as best practices for Keystone
Management.
Adopt a quality management plan that includes speci�c
strategies for maintaining quality, such as

testing procedures and acceptance criteria.
Create a risk management plan that includes strategies for
identifying risks, analyzing their probability
and impact, and monitoring and responding to the risks.
Adopt a communications plan that speci�es the information
needs of all team members and
stakeholders and the process that will be used to share this
information.
Implement an integrated change control management plan that
identi�es, analyzes, and manages
changes in a way that supports organizational goals and
priorities.
Identify Benefits
following techniques for managing risks,
quality, and change control:
A risk management plan de�nes how risks will be monitored,
assessed, and managed. It includes an
assessment of the probability the event will occur and the
severity of impact if it occurs.
Project con�guration management establishes and maintains
consistency of project performance as well
as functional and physical attributes with respect to
requirements, design, development, and
operational information. It applies technical and administrative
direction and surveillance to determine if
appropriate controls are in place.
A quality management plan de�nes the evaluation criteria that
is used on a regular basis to compare

project performance against quality standards and metrics.
Team meetings provide a forum to share information between
team members regarding project status,
issues, and changes.
Risk, Quality, and Change Control Management: Summary
As you may have experienced, through projects that have gone
well and those that have not, the key to
successful management is planning. De�ning the procedures for
managing risk, quality, and change at the
beginning of the project helps establish expectations,
performance criteria, and response requirements.
TOPIC 6: PROJECT CLOSURE
How can thorough project closure activities contribute to
continuous process improvement?
As organizations seek continuous process improvement, regular
project audits are a useful approach for
gathering the information you will need to identify improvement
opportunities.
experiences with project audits.
Consult Aaron to review his recommendations for project
audits.
Resources
Kay
At my previous company, we held post-mortems for all our

projects. I think one of the things that made them
successful is that management was not allowed to attend them.
In our post-mortems, we used facilitators
skilled at communicating the goal of improving our process and
encouraging ideas for improvement.
Conrad
Since team members are often already busy working on the next
project by the time the �rst project ends,
they can be skeptical of spending much time contributing to
lessons learned unless they feel their ideas are
actually being used as input for improvements.
Joan
I think ownership is the key to meaningful project closure
activities. If the team feels that they own the process
and the tools, they are much more likely to re�ect thoughtfully
about the experience.
Matthew
Keep in mind that real, meaningful process change takes time.
If your processes are in a constant state of
change, team members lose interest in thinking about the
process since they expect that it will change before
their suggestions can even be considered.

Although Aaron knows that formal project closure activities are
often skipped, often because the group has
already moved on to the next project, he also recognizes the
value of gathering information in this phase of
the project that is needed to identify improvement opportunities.
The following recommendations are based
on his experience and the insights gathered through his
conversation with other project managers.
Use regular project audits to identify projects that will have a
di�erent ending than the one described in
the scope statement.
Use the Lessons Learned technique to document mistakes to
avoid and document successes to repeat-
not necessarily recommendations.
Use independent resources to complete audits.
Focus project audits, especially for active projects, on issues,
problems, and successes.
Identify Benefits
following techniques as part of project closure
activities:
A project management maturity model provides a good measure
of organizational project management
performance and improvement. It also eases advancement of
organizational goals by strategically
applying principles and practices to individual projects.
A post-project status meeting provides a forum to discuss

project closing activities, gather insights,
determine if additional monitoring is required, and verify
completion of administration activities.
Lessons learned captures the processes that worked well and
processes that could be improved for
future reference.
The project sign-o� document secures sign-o� from all
stakeholders.
Project Closure: Summary
Now that you have completed the project, do not forget to
celebrate your project successes as well as your
e�orts and accomplishments related to the process, such as
team-building, problem-solving, and
communication!
Subject Matter Expert:
Instructional Design:
CREDITS Haziel Matias
Linda Grant
Interactive Design:
Project Management:

Niles Bisping, Alyssa Wilcox, Andy Gruhn
Eric Stensberg
L i c e n s e d u n d e r a C r e a t i v e C o m m o n s A t t r i
b u t i o n 3 . 0 L i c e n s e .
http://creativecommons.org/licenses/by-nc-nd/3.0/
6-2 Discussion: Supporting a Thesis Statement
Discussion Topic
Top of Form
Starts Oct 5, 2019 11:59 PM
Bottom of Form
Based on your reading in the webtext, select and respond to one
of the following thesis statements. Your response should be two
to three paragraphs long and should include your position on the
issue. Cite at least three specific pieces of historical evidence.
1. In the long run, busing helped Boston because it desegregated
the school system, provided equal educational opportunity for
minority students, and set the stage for racial healing and an
improved racial climate in the twenty-first century.
OR
2. In the long run, busing hurt Boston because it led to violent
racial strife, contributed to white flight, and damaged the
quality of the public-school system.
In response to your peers, explain what you learned from
reading their post and how their thesis statement compares to
your own. You may respond to peers who selected either of the
two thesis statements.

Discussion Rubric: Undergraduate
Your active participation in the discussion forums is essential to
your overall success this term. Discussion questions are
designed to help you make meaningful
connections between the course content and the larger concepts
and goals of the course. These discussions offer you the
opportunity to express your own
thoughts, ask questions for clarification, and gain insight from
your classmates’ responses and instructor’s guidance.
Requirements for Discussion Board Assignments
Students are required to post one initial post and to follow up
with at least two response posts for each discussion board
assignment.
For your initial post (1), you must do the following:
11:59 p.m.
Eastern Time.
Thursday at
11:59 p.m. of your local time zone.
other
discussion boards from the current module and previous
modules, when
appropriate (make sure you are using proper citation methods
for your
discipline when referencing scholarly or popular resources).

For your response posts (2), you must do the following:
initial
post thread.
by Sunday
at 11:59
p.m. Eastern Time.
posts by
Sunday at 11:59 p.m. of your local time zone.
“I agree”
or “You are wrong.” Guidance is provided for you in each
discussion
prompt.
Rubric
Critical Elements Exemplary Proficient Needs Improvement
Not Evident Value
Comprehension Develops an initial post with an
organized, clear point of view or
idea using rich and significant detail
(100%)
Develops an initial post with a
point of view or idea using
adequate organization and
detail (85%)
Develops an initial post with a

point of view or idea but with
some gaps in organization and
detail (55%)
Does not develop an initial post
with an organized point of view
or idea (0%)
40
Timeliness Submits initial post on time
(100%)
Submits initial post one day late
(55%)
Submits initial post two or more
days late (0%)
10
Engagement Provides relevant and meaningful
response posts with clarifying
explanation and detail (100%)
Provides relevant response
posts with some explanation
and detail (85%)
Provides somewhat relevant
response posts with some
explanation and detail (55%)
Provides response posts that
are generic with little
explanation or detail (0%)

30
Writing
(Mechanics)
Writes posts that are easily
understood, clear, and concise
using proper citation methods
where applicable with no errors in
citations (100%)
Writes posts that are easily
understood using proper
citation methods where
applicable with few errors in
citations (85%)
Writes posts that are
understandable using proper
citation methods where
applicable with a number of
errors in citations (55%)
Writes posts that others are not
able to understand and does
not use proper citation
methods where applicable (0%)
20
Total 100%

10/9/2019 Discussion Participation Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/MBA/M
BA6237/190400/Scoring_Guides/discussion_participation_scori
ng_guide.html 1/1
Due Date: Weekly.
Percentage of Course Grade: 30%.
Discussion Participation Grading Rubric
Criteria Non-performance Basic Proficient Distinguished
Applies relevant course
concepts, theories, or materials
correctly.
Does not explain relevant
course concepts, theories, or
materials.
Explains relevant course concepts,
theories, or materials.
Applies relevant course
concepts, theories, or materials
correctly.
Analyzes course concepts, theories, or
materials correctly, using examples or
supporting evidence.
Collaborates with fellow
learners, relating the discussion
to relevant course concepts.

Does not collaborate with
fellow learners.
Collaborates with fellow learners
without relating discussion to the
relevant course concepts.
Collaborates with fellow
learners, relating the discussion
to relevant course concepts.
Collaborates with fellow learners, relating
the discussion to relevant course concepts
and extending the dialogue.
Applies relevant professional,
personal, or other real-world
experiences.
Does not contribute
professional, personal, or
other real-world
experiences.
Contributes professional, personal,
or other real-world experiences, but
lacks relevance.
Applies relevant professional,
personal, or other real-world
experiences.
Applies relevant professional, personal, or
other real-world experiences to extend the

dialogue.
Supports position with
applicable knowledge.
Does not establish relevant
position.
Establishes relevant position. Supports position with
applicable knowledge.
Validates position with applicable
knowledge.
Participation Guidelines
Actively participate in discussions. To do this you should create
a substantive post for each of the discussion
topics. Each post should demonstrate your achievement of the
participation criteria. In addition, you should also
respond to the posts of at least two of your fellow learners for
each discussion question-unless the discussion
instructions state otherwise. These responses to other learners
should also be substantive posts that contribute to the
conversation by asking questions, respectfully debating
positions, and presenting supporting information relevant
to the topic. Also, respond to any follow-up questions the
instructor directs to you in the discussion area.
To allow other learners time to respond, you are encouraged to
post your initial responses in the discussion area by
midweek. Comment to other learners' posts are due by Sunday
at 11:59 p.m. (Central time zone).
Print

Discussion Participation Scoring Guide
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