ADMG374 – IT Project ManagementWelcome WeekAttendance.docx

ADMG374 – IT Project Management
Welcome Week
Attendance
SCREENS OFF!
Hi!
Moved here from So Cal
Married to a great guy – 37 years
Spent 35 years in industry and finished my career with Boeing
Network Administrator
Web Application Developer
Systems Analyst/Project Manager/Business Analyst
BS in Org Management
MA in Educational Technology
PhD in Applied Management and Decision Systems
Research interests include:
Emotional intelligence and IT
Disruptive change in the organization
Knowledge management
About the Class
This class is a Hybrid class
We will meet three times per week – T, W, and TH on campus
The rest of the time we meet online in Canvas
This class is a “Flipped” class
I don’t lecture! (You need to read the material BEFORE class)
In class, we will work on assignments, case studies, and class

projects
There are Individual assignments and Group Assignments
We will have In-Class assignments – up to 10 points per week
The Class Project – A Real Project! (More Tomorrow!)
Syllabus
The syllabus can be found in the Canvas classroom
The syllabus is the contract which we will use throughout this
course
There is a syllabus quiz that must be completed by Friday and
passed at 80%!
I reserve the right to change the syllabus as needed. PLENTY of
notice will be provided!
Textbook and Software
The textbook is: Information Technology Project Management,
8th edition, by Kathy Schwalbe. Published by Course
Technology Cengage Learning. You won’t be able to get
through
the class without it.
Software - MS Project 2013/2016
Can obtain from Dreamspark
No MAC version
Some but not all campus labs have MS Project
installed
You *MAY* have the 7th Edition! Don’t sweat it. We can work
around any page number problems. Just let me know.
DreamSpark
You can obtain a free copy of MS Project 2013/2016 from

DreamSpark
DreamSpark is a website, not a tool
If you do not have an account, contact Libby
Gibson.
However, she just setup a number of accounts,
so check your email
Follow the instructions provided in the
Introduction module
Used with permission Information Technology Project
Management, Seventh Edition
Modules
One module per week, 10 modules. Module 1 begins next week.
Plus finals week!
Do not rely on the Course Calendar for your information!
Blackboard Collaborate
From time to time, we *MAY* need to meet online
If necessary, we will use Blackboard Collaborate
There is a link in the Left Nav bar
Setup and test your system now, in preparation
There is a Test Session ready
YOU WILL BE HELD RESPONSIBLE FOR ATTENDING
CLASSES HELD IN BBC. Be sure you know how to use the
tech before needed.
Course Content
Reading
In-Class Assignments – in groups (20% of grade)
Individual Assignments (35% of grade)

Quizzes (10% of grade)
Final Team Project (35% of grade)
Policies
The syllabus covers the following policies:
Communication –
Read Announcements
Configure your Canvas email preferences
Be professional!
Be ready to use BBC if needed
Email and FERPA
Skype = DrJackieKrause
APA – written work should follow APA formatting for citations
and references
Policies
Attendance
Missing 5 classes *may* result in being dropped from the class,
with or without warning
Late attendance (more than 10 minutes) or leaving early may
result in no attendance recorded for the class
My attendance sheet is what counts
If in doubt, check in
Policies
Late work
I accept late work under the following criteria:
Late assignments may be submitted up to 3 days late.
There will be a 10% penalty deduction for each day late.
No assignment will be accepted more than three days late.
Quizzes, exams, and in-class assignments must be completed

during the week assigned and cannot be made up.
Re-grading
I will re-grade assignment only if you provide evidence to
support your position
Waiting until the last minute and then experiencing technology
problems is no excuse for submitting work late.
Policies
Cheating
DON’T
You MAY FAIL the class and an academic violation will be
filed
Plagiarism
DON’T
You MAY FAIL the class and an academic violation will be
filed
See the syllabus for a complete description of what constitutes
cheating or plagiarism. However, these are only guidelines.
Policies
Original Work
You may not recycle papers from other classes
All work for this class must be original and may not be copied
and pasted from any other source
Changes to the schedule or important information
I prefer to post announcements in Canvas
However, I *MIGHT* send an email if it is very important.
I might do BOTH
Be sure your preferences are up to date
Saying “I did not know” is not acceptable!
You must be In Class to get credit for In Class assignments!

Additional Policies of Interest
No video or audio recording of classes is permitted.
No assignments are accepted via email. Please do not ask.
No assignments are accepted via Zip or compressed format.
You will be asked to resubmit the assignment and if late, points
will be deducted.
All assignments are run through TurnItIn.
Professionalism
Consider our time in class as an opportunity to practice
important job skills
I expect students to come to class prepared to behave as they
would in the workplace
This include on time
Communicating in a proper manner both in writing and verbally
Engaged and participating in the class discussions
Disrupting Class
Disrupting behavior will not be tolerated
This includes inappropriate language, websites, or any behavior
that distracts the class from our activities
Arriving late
Inappropriate use of lab computers (distracting)
Doing your “own thing” rather than participating in class
discussions/group activities
Depending on the violation, an academic integrity charge may
be filed
How I will grade Individual Contributions to the team projects
As I have mentioned, I take teamwork seriously.
I expect everyone to contribute to the success of the team by
completing their portions of the assignments on time and with
high quality, participating in team meetings as required,

responding to emails or discussion posts within the team room
in a timely manner, and by being present and ready to assist in
the overall success of the team. In general, everyone is expected
to work hard to assure a successful team project.
In order for me to understand your individual contributions to
the team and to assure that these standards are met, you will be
asked to provide a peer review for each team member at the
completion of Labs 1, 2, and 3. You will rate each team member
in three areas: Timeliness (delivering work on time, as agreed),
Quality (delivering a quality product that requires minimal
revisions and meets all expected goals), and
Support/Reliability/Commitment (stays in communication with
the team and assists where needed to assure team success).
How I will grade Individual Contributions to the team projects
You will score each team member on a scale of 0 – 5 where 0 is
non-existent and 5 is Exemplary. I will compile the scores from
all team member ratings into an average composite score that
will be used to assign you points for the lab activity.
The maximum score for each category is 5 points with a total
possible of 15 for all three categories combined.
Scores between 10 – 15 points will receive 100% of the
points earned for the lab assignment. If the total points earned
were 40, then your score for the lab will be 40 points. Scores
between 8 – 9 points will receive 80% of the points earned (or
in this scenario, 32 points). For totals between 6 – 7 points, you
will receive 60% (or 24 points), a total of 5 points will receive
50% (or 20 points), and scores below 5 points will receive 0 for
the lab.
If you have any questions regarding this process, please be sure
to ask.
Individual Feedback Form
Enter each team member’s name. Rate each member in each

category on a scale of 0 to 5 where 0 is non-existent and 5 is
exemplary. Scores will be averaged among all team members to
form a composite average score. Totals from 10-15 will earn
100% of the possible points for the lab. Totals from 8 – 9 will
earn 80% of the possible points, totals from 6 - 7 will earn 60%,
5 will earn 50%, and totals below 5 points will earn 0 points for
the lab.
Timeliness refers to the team member’s delivery of their portion
of work on time as expected by the project manager. Quality
refers to the quality of their contributions. Support, Reliability,
and Commitment refers to the team member’s overall
commitment to the success of the team. This manifests in a
commitment to maintain communication with
the team, assisting when needed, and assuring
that all deliverables are met as required.
How to contact me
Office Hours:
T and TH from 1:00 – 2:00 PM in Shaw-Smyser, 223 room 230
Skype (by appointment) DrJackieKrause
Phone: 509-293-9480
Email: [email protected]
I will usually respond to your email within 24 hours. However, I
usually reserve time on the weekends for family. Expect a
longer turnaround time. Do not wait until the last minute to ask
questions!
Class Makeup
On Tuesday we will:
Review the weeks reading. Usually will spend 20 minutes or so
I don’t lecture! I simply provide a review of what to look
for/what to pay attention to when reading
Review the assignments for the week

Break up into groups to begin work on in-class assignment
On Wednesday we will:
Finish working on the in-class assignment and present your
findings!
Answer any questions regarding ANY of the work for
the week
On Thursday we will:
Team Time
Answer any questions regarding ANY of the work for the week
What Success Looks Like
I want all of my students to earn an A. However, that is up to
you.
I believe in high standards.
An A is Excellent, not Average!
I appreciate effort, I really do, but I must grade based on
results.
Practice workplace skills. Submit work at a quality level that
you would expect to submit in the workplace.
Finally, Some Schedule Notes for Fall
Week 8 - I will be attending a conference November 14 – 18
This will be an opportunity to practice virtual class meetings
Our class will meet online using Blackboard Collaborate on
Tuesday, November 15th at our regular time, 12 Noon.
Attendance will be recorded.
For Wednesday and Thursday, the classroom will be open.
There will be an in-class assignment to complete. Attendance
will not be taken.
I encourage you to meet in class on Wednesday and Thursday to
complete the in-class assignment, work on your class project,
AND work your Week 9 project deliverables.
Week 9 – Thanksgiving
Class meets on Tuesday, November 22

No Class on Wednesday or Thursday
However, this is Week 9 – there is a major deliverable due on
Sunday!
SCREENS ON
Questions?
Thursday
Attendance
What is a project?
Team Discussion and Presentation
What is a project?
A project is “a temporary endeavor undertaken to create a
unique product, service, or result” (PMBOK® Guide, Fifth
Edition, 2012)
How are projects different from ongoing operations?
What are some projects you can think of?
In your table teams –
Take a few minutes to view the following website:
http://www.maxwideman.com/guests/metrics/failures.htm
In your teams, choose one project among those listed to discuss.
Answer the following questions:
Knowing little about PM, what do you feel was the reason for
the failure?

Was the failure time, budget, or scope, as best as you can tell?
Research if necessary and decide what could have been done
differently to assure a different outcome.
We will go around the room to each team for a brief discussion.
The Nature of
Strategic Management
Chapter One
Chapter Objectives
Describe the strategic-management process.
Discuss the nature of strategy formulation, implementation, and
evaluation activities.
Discuss how a firm may achieve sustained competitive
advantage.
1-*
Copyright ©2013 Pearson Education, Inc. publishing as Prentice
Hall
Hall
Describe the strategic-management process.Explain the need for
integrating analysis and intuition in strategic
management.Define and give examples of key terms in strategic
management.Discuss the nature of strategy formulation,
implementation, and evaluation activities.

*
Defining Strategic ManagementStrategic management
To formulate, implement, and evaluate cross-functional
decisions that enable an organization to achieve its objectives in
the 3 management levels (Strategic Planning)
Risk and Opportunity
Desirability, Feasibility, Accountability
Delayability and Reversibility
1-*
Hall
Hall
Strategic management is defined as the art and science of
formulating, implementing, and evaluating cross-functional
decisions that enable an organization to achieve its objectives
*
Defining Strategic ManagementA strategic plan is a company’s
game plan.A strategic plan results from tough managerial
choices among numerous good alternatives, and it signals
commitment to specific markets, policies, procedures, and
operations.
1-*
Hall
Hall

A strategic plan results from tough managerial choices among
numerous good alternatives, and it signals commitment to
specific markets, policies, procedures, and operations in lieu of
other, “less desirable” courses of action.
*
The Strategic-Management Model
1-*
Hall
Hall
These are three important questions to answer in developing a
strategic plan:
Where are we now?
Where do we want to go?
How are we going to get there?
*
A Comprehensive Strategic-Management Model
1-*
Hall
Hall
The framework illustrated in Figure 1-1 is a widely accepted,
comprehensive

model of the strategic-management process.12 This model does
not guarantee success, but
it does represent a clear and practical approach for formulating,
implementing, and evaluating strategies.
Relationships among major components of the strategic-
management process are shown in the
model, which appears in all subsequent chapters with
appropriate areas shaped to show the particular
focus of each chapter.
*
Stages of Strategic ManagementStrategy formulation
includes developing a vision and mission, identifying an
organization’s external opportunities and threats, determining
internal strengths and weaknesses, establishing long-term
objectives, generating alternative strategies, and choosing
particular strategies to pursue
1-*
Hall
Hall
Strategy formulation includes developing a vision and mission,
identifying an organization’s external opportunities and threats,
determining internal strengths and weaknesses, establishing
long-term objectives, generating alternative strategies, and
choosing particular strategies to pursue
*
Strategy FormulationDeciding what new businesses to enter,

What businesses to abandon, How to allocate resources,
Whether to expand operations or diversify, Whether to enter
international markets, Whether to merge or form a joint
venture,How to avoid a hostile takeover.
1-*
Hall
Hall
Deciding what new businesses to enter,
What businesses to abandon,
How to allocate resources,
Whether to expand operations or diversify,
Whether to enter international markets,
Whether to merge or form a joint venture
How to avoid a hostile takeover.
*
Stages of Strategic ManagementStrategy implementation
requires a firm to establish annual objectives, devise policies,
motivate employees, and allocate resources so that formulated
strategies can be executed
often called the action stage
1-*
Hall
Hall
Strategy implementation requires a firm to establish annual
objectives, devise policies, motivate employees, and allocate

resources so that formulated strategies can be executed and is
often called the action stage
*
Stages of Strategic ManagementStrategy evaluation
reviewing external and internal factors that are the bases for
current strategies, measuring performance, and taking corrective
actions
Businesses using strategic-management concepts show
significant improvement in sales, profitability, and productivity
compared to firms without systematic planning activities
High-performing firms seem to make more informed decisions
with good anticipation of both short- and long-term
consequences
1-*
Hall
Hall
Strategy evaluation is defined as reviewing external and internal
factors that are the bases for current strategies, measuring
performance, and taking corrective actions
*
Integrating Intuition and AnalysisMost organizations can
benefit from strategic management, which is based upon
integrating intuition and analysis in decision makingIntuition is
particularly useful for making decisions in situations of great
uncertainty or little precedent
1-*

Hall
Hall
Most organizations can benefit from strategic management,
which is based upon integrating intuition and analysis in
decision making
Intuition is particularly useful for making decisions in
situations of great uncertainty or little precedent
*
Adapting to ChangeThe second-largest bookstore chain in the
United States, Borders Group, declared bankruptcy in 2011 as
the firm had not adapted well to changes in book retailing from
traditional bookstore shopping to customers buying online,
preferring digital books to hard copiesBorders was on the brink
of financial collapse before being acquired in July 2011 by
Direct Brands
Hall
1-*
Hall
Key Terms in Strategic ManagementCompetitive advantage
anything that a firm does especially well compared to rival
firmsStrategists
the individuals who are most responsible for the success or
failure of an organization

1-*
Hall
Hall
Competitive advantage is anything that a firm does especially
well compared to rival firms
Strategists are the individuals who are most responsible for the
success or failure of an organization.
*
Key Terms in Strategic ManagementVision statement
answers the question “What do we want to become?”
often considered the first step in strategic planning
1-*
Hall
Hall
The Vision statement answers the question “What do we want to
become?” and is often considered the first step in strategic
planning
*
Key Terms in Strategic ManagementMission statements
enduring statements of purpose that distinguish one business
from other similar firms
identifies the scope of a firm’s operations in product and market

terms
addresses the basic question that faces all strategists: “What is
our business?”
1-*
Hall
Hall
Mission statements are enduring statements of purpose that
distinguish one business from other similar firms.
It identifies the scope of a firm’s operations in product and
market terms and addresses the basic question that faces all
strategists: “What is our business?”
*
Key Terms in Strategic ManagementExternal opportunities and
external threats (OT of SWOT).
refer to economic, social, cultural, demographic, environmental,
political, legal, governmental, technological, and competitive
trends and events that could significantly benefit or harm an
organization in the future
External Success Factors
1-*
Hall
Hall
External opportunities and external threats refer to economic,
social, cultural, demographic, environmental, political, legal,
governmental, technological, and competitive trends and events

that could significantly benefit or harm an organization in the
future
*
Some Opportunities and ThreatsComputer hacker problems are
increasing.Intense price competition is plaguing most
firms.Unemployment and underemployment rates remain
high.Interest rates are rising.Product life cycles are becoming
shorter.State and local governments are financially weak.
1-*
Hall
Hall
• Availability of capital can no longer be taken for granted.
• Consumers expect green operations and products.
• Marketing moving rapidly to the Internet.
• Commodity food prices are increasing.
• Political unrest in the Middle East is raising oil prices.
• Computer hacker problems are increasing.
• Intense price competition is plaguing most firms.
• Unemployment and underemployment rates remain high.
• Interest rates are rising.
• Product life cycles are becoming shorter.
• State and local governments are financially weak.
• Turmoil and violence in Mexico is increasing.
• Winters are colder and summers hotter than usual.
• Home prices remain exceptionally low.
• Global markets offer the highest growth in revenues.
*

Key Terms in Strategic ManagementInternal strengths and
internal weaknesses (SW of SWOT)
an organization’s controllable activities that are performed
especially well or poorly
determined relative to competitors
Internal Success Factors
1-*
Hall
Hall
Internal strengths and internal weaknesses are an organization’s
controllable activities that are performed especially well or
poorly
and are determined relative to competitors
*
Key Terms in Strategic ManagementObjectives after SWOT!
Specific results that an organization seeks to achieve in
pursuing its basic mission
Long-term means more than 3 (5) years
Mid-term means more than 1 year
Short-term means 1 year
Should be challenging, measurable, consistent, reasonable, and
clear
1-*
Hall
Hall

Objectives are specific results that an organization seeks to
achieve in pursuing its basic mission.
Long-term means more than one year
They should be challenging, measurable, consistent, reasonable,
and clear
*
Key Terms in Strategic ManagementStrategies
the means by which long-term objectives will be achieved
may include geographic expansion, diversification, acquisition,
product development, market penetration, retrenchment,
divestiture, liquidation, and joint ventures
1-*
Hall
Hall
Strategies are the means by which long-term objectives will be
achieved.
They may include geographic expansion, diversification,
acquisition, product development, market penetration,
retrenchment, divestiture, liquidation, and joint ventures.
*

ADMG374 – IT Project ManagementWelcome WeekAttendance.docx

Recommended

Recommended

More Related Content

Similar to ADMG374 – IT Project ManagementWelcome WeekAttendance.docx

Similar to ADMG374 – IT Project ManagementWelcome WeekAttendance.docx (20)

More from nettletondevon

More from nettletondevon (20)

Recently uploaded

Recently uploaded (20)

ADMG374 – IT Project ManagementWelcome WeekAttendance.docx