PMT 401 is DAU's nine-week, case-based executive course to train acquisition leaders. It is designed for experienced practitioners selected for leadership roles on major programs. The course relies on individual study, small group discussions of cases, and large group discussions. It covers themes like leading programs through different phases and effectively working with Congress, industry, and international partners. PMT 401 and a follow-up course fulfill training requirements for high-level program managers and executives.
WILMINGTON UNIVERSITYCOLLEGE OF TECHNOLOGYSYLLABUSFACULTY ME.docxambersalomon88660
WILMINGTON UNIVERSITY
COLLEGE OF TECHNOLOGYSYLLABUS
FACULTY MEMBER: Greg Hughes TERM: Summer 2016 Block 2
COURSE TITLE: IT Policy & Strategy
COURSE NUMBER: IST.7100
TEXTBOOK: TITLE:
AUTHOR:
If you would like more precise information regarding the textbook(s) for this class, please visit the bookstore website at http://www.wilmcoll.edu/bookstore
METHOD OF CONTACT:
PREREQUISITE: IST7000, IST7020, IST7040, IST7060
All courses are open to students from all divisions. Only where a course is preceded by an introduction course is there a need to observe a prerequisite. However, students might benefit from prior knowledge on some of the courses, and this is given as the content found in your course catalogue by course code.
I. COURSE DESCRIPTION
The focus of this course includes: 1) The top management’s strategic perspective for aligning competitive strategy, core competencies, and information systems; 2) The development and implementation of policies and plans to achieve organizational goals; 3) Defining the systems that support the operational, administrative, and strategic needs of the organization, its business units, and individual employees; 4) Approaches to managing the information systems’ function in organizations, including examination of the dual challenges of effectively controlling the use of well-established information technologies, while experimenting with selected emerging technologies; and 5) The role of the CIO.
II. RATIONALE
Students develop an understanding of the strategic use of information technology from a business perspective at the enterprise level. They are expected to understand the internal management of information systems services from the point of view of the CIO and to examine alternative strategies and tactics available to management to achieve goals. Working students and students with post-baccalaureate experience will be able to examine the current and potential impact of information and information technology on all aspects of their position, firm, and industry.
III. MAJOR INSTRUCTIONAL GOALS
Goal A. Understand the role of IT in reaching business objectives
Learning Outcomes: The student will be able to:
A-1 Differentiate between strategy, vision and strategic objectives
A-2 Differentiate between effective business strategies based on a company’s vision, strategy, and mission statements
A-3 Identify the significance of the five levels of Strategic Alignment Maturity
A-4 Identify the primary differences between strategic, tactical and operational processes
Goal B. Understand the role of governance and communication in the selection and use of organizational processes to make decisions about how to obtain and deploy IT resources
Learning Outcome:The student will be able to:
B-1 Understand the components of a strategic plan
B-2 Identify organizational types and use in case study application
B-3 Identify the components of IT architecture
B-4 Identify .
WILMINGTON UNIVERSITYCOLLEGE OF TECHNOLOGYSYLLABUSFACULTY ME.docxambersalomon88660
WILMINGTON UNIVERSITY
COLLEGE OF TECHNOLOGYSYLLABUS
FACULTY MEMBER: Greg Hughes TERM: Summer 2016 Block 2
COURSE TITLE: IT Policy & Strategy
COURSE NUMBER: IST.7100
TEXTBOOK: TITLE:
AUTHOR:
If you would like more precise information regarding the textbook(s) for this class, please visit the bookstore website at http://www.wilmcoll.edu/bookstore
METHOD OF CONTACT:
PREREQUISITE: IST7000, IST7020, IST7040, IST7060
All courses are open to students from all divisions. Only where a course is preceded by an introduction course is there a need to observe a prerequisite. However, students might benefit from prior knowledge on some of the courses, and this is given as the content found in your course catalogue by course code.
I. COURSE DESCRIPTION
The focus of this course includes: 1) The top management’s strategic perspective for aligning competitive strategy, core competencies, and information systems; 2) The development and implementation of policies and plans to achieve organizational goals; 3) Defining the systems that support the operational, administrative, and strategic needs of the organization, its business units, and individual employees; 4) Approaches to managing the information systems’ function in organizations, including examination of the dual challenges of effectively controlling the use of well-established information technologies, while experimenting with selected emerging technologies; and 5) The role of the CIO.
II. RATIONALE
Students develop an understanding of the strategic use of information technology from a business perspective at the enterprise level. They are expected to understand the internal management of information systems services from the point of view of the CIO and to examine alternative strategies and tactics available to management to achieve goals. Working students and students with post-baccalaureate experience will be able to examine the current and potential impact of information and information technology on all aspects of their position, firm, and industry.
III. MAJOR INSTRUCTIONAL GOALS
Goal A. Understand the role of IT in reaching business objectives
Learning Outcomes: The student will be able to:
A-1 Differentiate between strategy, vision and strategic objectives
A-2 Differentiate between effective business strategies based on a company’s vision, strategy, and mission statements
A-3 Identify the significance of the five levels of Strategic Alignment Maturity
A-4 Identify the primary differences between strategic, tactical and operational processes
Goal B. Understand the role of governance and communication in the selection and use of organizational processes to make decisions about how to obtain and deploy IT resources
Learning Outcome:The student will be able to:
B-1 Understand the components of a strategic plan
B-2 Identify organizational types and use in case study application
B-3 Identify the components of IT architecture
B-4 Identify .
Need strong job duties to be included in my resume to match with PhD.docxgibbonshay
Need strong job duties to be included in my resume to match with PhD IT satisfying the following :
Doctorate of Philosophy, Information Technology (PhD IT)
Program Description
The Doctorate of Philosophy in Information Technology at University focuses on the advanced practice
role of the use of predictive analytics to identify cyber threats, employ big data analytics to improving healthcare, and
empower smart cities in making data-driven policy changes critical for societal well-being. This program is designed to meet
the aggressive demand for qualified data scientists in virtually every sector of the economy, with classes in computer
science, data intelligence, analytics, security, strategic planning, governance and global economy.
Students can earn the PhD, Information Technology in either a fully online format or an executive format combining online
and on-site study. The Executive format program requires attendance at weekend residency classes. Further, the Executive
PhD, Information Technology Program meets the needs of international graduate business students. This program provides
both in-seat and online coursework. Graduate students joining the Executive PhD, Information Technology program will be
employed or conduct projects in business-related positions and participate in Applied Learning Practicum, in which students
apply what they are learning in their program to the real world via work or internship experiences.
Program Sensitivity
While the program’s schedule requires considerable independent learning and preparation on the part of the candidate prior
to each session, the schedule nevertheless enables in-depth, active learning based on critical and reflective thinking. The
format allows assignments to be handled comfortably, while candidates maintain their continuing professional
responsibilities. The program is designed with an applied learning component that is an integral (essential) part of the
established curriculum. This allows students the opportunity to apply their studies to their place of employment.
PhD IT Program Requirements
Research
Students will formally identify a dissertation topic and write the review of the literature in fulfillment of the
requirements for DSRT 736-Dissertation Seminar. The remaining sections of the first three chapters of the dissertation will
be written while enrolled in DSRT 839- Advanced Research Methods. Candidates will carry out their research to complete
the dissertation.
Comprehensive Exam
Candidates sit for the Comprehensive Examination prior to enrolling DSRT 930. The specific
content, structure, and scheduling of this examination is determined by the Program Director. Tailored to each student’s
program of study, questions on the Comprehensive Examination are generated by the program’s four content-related goals:
• Goal 1: Expand information sciences through advanced study.
• Goal 2: Promote critical thinking and problem-solving skills to include lead.
"Interfaces Between Strategic Management of an Enterprise and Managing Project Portfolios Within the Enterprise" April 1, 2010, Istanbul Keynote paper
e-Brochure: Executive Development Program in Strategic Management - XLRIxlrivil
Strategic Management is a 5 month Executive Development Program which covers the entire gamut of strategy - including relevance for small and new ventures
and large international firms, and from corporate strategy to operational strategy, and from formulation
to implementation.
It is ideal for middle level managers in different functional areas, who are currently taking decisions which significantly
affect the future of their companies and for those who are involved in key strategy related activities
in their organizations.
GENERAL INFORMATION
Instructor:
Alfonso Lovo, MBA, MIB
Phone: (305) 305-2791
Office: Mango 400
Fax: (305) 348 - 1763
Office Hours:
By phone or e-mail anytime, and by
appointment.
E-mail: Please use course mailbox
48 hour response time (Excluding
weekends)
COURSE DESCRIPTION
MAN4633 – This course is designed to prepare students with the tools and terminology to
understand the marketing practices of businesses seeking opportunities internationally. Using a
mixture of text, case studies and discussions, students will gain awareness of the importance of
global marketing and will
The approach in the course is to build on and extend the principles learned in the International
Business (MAN 4602). This course consists of three parts (or modules). The first module
focuses on strategic imperatives that face Multinational Corporations (MNC’s) each day. The
second part deals with the organizational challenges and roadblocks encountered by MNC’s.
The last module covers the managerial implications when implementing a strategy.
The course focuses on decision making in a global context and requires both analytical and
quantitative skills to analyze problems.
COURSE OBJECTIVES
The course emphasizes analysis of problems in managing joint ventures, licensing, barter, and
technology transfer. Its goal is to provide an overview of the strategic management and
international business concepts that frame strategic activity within MNCs through the analysis of
competitive business strategies in global and multi-domestic industries.
The first module will begin by taking a brief introductory look at the formulation and
implementation of corporate and business level strategy with particular reference to the global
competitive environment. This analysis will be given a global focus and the student will be asked
to consider the development of alternative strategic configurations designed to exploit and
defend global competitive advantage.
The second module of the course will focus on the internationalization process. This refers to a
firm's gradually increasing involvement in foreign operations, from fortuitous exports to the
emergence of a truly global firm. This entails not only an examination of the process itself over a
period of time, but also detailed discussion and analysis of the various forms of entry such as
licensing, franchising, equity joint ventures, and the development of wholly-owned subsidiaries.
Attention is given to the formulation and implementation of these mode-of-entry strategies and
the challenges that are typically encountered along the way.
The final module of the course will address a series of implementation issues unique to
international business strategy. This will include problems associated with parent-subsidiary
relationships, issues in formulating global organizational structures, strategies for managing
political and e ...
School of Science, Technology, Engineering and MathITMG6.docxkenjordan97598
School of Science, Technology, Engineering and Math
ITMG624: Information Technology Project Management
Credit Hours: 3
Length of Course: 8 WeeksPrerequisite(s) None
Table of Contents
Instructor Information
Course Submissions
Course Description
Grading Rubric
Course Scope
Grading Scale
Course Objectives
Course Outline
Course Delivery Method
Policies
Resources
Academic Services
Evaluation Procedures
Selected Bibliography
Instructor Information
Instructor: Dr. Austin.Umezurike [biography]
Email: [email protected] at any time.
Telephone:
Office Hours: 6-9PM EST (M-F)
Table of Contents
Course Description (Catalog)
This course explores successful project management for information technology projects. The System Development Life Cycle (SDLC) models are defined including the waterfall, spiral, incremental release, and prototyping models. Students will differentiate between these models and apply corresponding project management methods to identify critical checkpoints and reviews. Risk management, as applied to technology projects, is examined. Key project indicators are discussed, and students will explore defining measurement criteria for determining critical success factors on a project. The course defines the application of knowledge, skills, tools, and techniques to project activities and includes a tutorial for Microsoft Project. Emphasis is placed on the three dimensions of the information technology project constraints: scope, time, and cost. Students are recommended to have access to Microsoft Project. Course software requirements with the appropriate versions are listed under the Resources.
Table of Contents
Course Scope
This course provides students with the foundations for effective project management in modern organizations. The course begins with a comprehensive introduction to the main components of the project management discipline. Specifically, a comprehensive and thorough examination of the five project management process groups will increase the knowledge and understanding to oversee critical projects. Students will understand the challenges of initiating a project and developing a critical planning strategy to begin the project management cycle. Students will apply the concepts to develop critical project management plans that are used in the business environment. The course culminates with development of a detailed final project including concepts such as scope management, risk management, resource management, and schedule development.
This course explores successful techniques for managing information technology projects. Emphasis will be placed on typical corporate/organizational technology projects such as developing websites, upgrading software and hardware, implementing commercial off the shelf (COTS) software, etc. Several System Development Life Cycle (SDLC) models are examined including the waterfall, spiral, incremental release, and prototyping models. Students will differentiate between these .
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
XLRI PGDM - BM 2018-21 is a part time program for professionals in or near Jamshedpur. Working professionals can complete the program on weekends without leaving their jobs. It is AICTE approved and equivalent to the full time 2 year program.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
Need strong job duties to be included in my resume to match with PhD.docxgibbonshay
Need strong job duties to be included in my resume to match with PhD IT satisfying the following :
Doctorate of Philosophy, Information Technology (PhD IT)
Program Description
The Doctorate of Philosophy in Information Technology at University focuses on the advanced practice
role of the use of predictive analytics to identify cyber threats, employ big data analytics to improving healthcare, and
empower smart cities in making data-driven policy changes critical for societal well-being. This program is designed to meet
the aggressive demand for qualified data scientists in virtually every sector of the economy, with classes in computer
science, data intelligence, analytics, security, strategic planning, governance and global economy.
Students can earn the PhD, Information Technology in either a fully online format or an executive format combining online
and on-site study. The Executive format program requires attendance at weekend residency classes. Further, the Executive
PhD, Information Technology Program meets the needs of international graduate business students. This program provides
both in-seat and online coursework. Graduate students joining the Executive PhD, Information Technology program will be
employed or conduct projects in business-related positions and participate in Applied Learning Practicum, in which students
apply what they are learning in their program to the real world via work or internship experiences.
Program Sensitivity
While the program’s schedule requires considerable independent learning and preparation on the part of the candidate prior
to each session, the schedule nevertheless enables in-depth, active learning based on critical and reflective thinking. The
format allows assignments to be handled comfortably, while candidates maintain their continuing professional
responsibilities. The program is designed with an applied learning component that is an integral (essential) part of the
established curriculum. This allows students the opportunity to apply their studies to their place of employment.
PhD IT Program Requirements
Research
Students will formally identify a dissertation topic and write the review of the literature in fulfillment of the
requirements for DSRT 736-Dissertation Seminar. The remaining sections of the first three chapters of the dissertation will
be written while enrolled in DSRT 839- Advanced Research Methods. Candidates will carry out their research to complete
the dissertation.
Comprehensive Exam
Candidates sit for the Comprehensive Examination prior to enrolling DSRT 930. The specific
content, structure, and scheduling of this examination is determined by the Program Director. Tailored to each student’s
program of study, questions on the Comprehensive Examination are generated by the program’s four content-related goals:
• Goal 1: Expand information sciences through advanced study.
• Goal 2: Promote critical thinking and problem-solving skills to include lead.
"Interfaces Between Strategic Management of an Enterprise and Managing Project Portfolios Within the Enterprise" April 1, 2010, Istanbul Keynote paper
e-Brochure: Executive Development Program in Strategic Management - XLRIxlrivil
Strategic Management is a 5 month Executive Development Program which covers the entire gamut of strategy - including relevance for small and new ventures
and large international firms, and from corporate strategy to operational strategy, and from formulation
to implementation.
It is ideal for middle level managers in different functional areas, who are currently taking decisions which significantly
affect the future of their companies and for those who are involved in key strategy related activities
in their organizations.
GENERAL INFORMATION
Instructor:
Alfonso Lovo, MBA, MIB
Phone: (305) 305-2791
Office: Mango 400
Fax: (305) 348 - 1763
Office Hours:
By phone or e-mail anytime, and by
appointment.
E-mail: Please use course mailbox
48 hour response time (Excluding
weekends)
COURSE DESCRIPTION
MAN4633 – This course is designed to prepare students with the tools and terminology to
understand the marketing practices of businesses seeking opportunities internationally. Using a
mixture of text, case studies and discussions, students will gain awareness of the importance of
global marketing and will
The approach in the course is to build on and extend the principles learned in the International
Business (MAN 4602). This course consists of three parts (or modules). The first module
focuses on strategic imperatives that face Multinational Corporations (MNC’s) each day. The
second part deals with the organizational challenges and roadblocks encountered by MNC’s.
The last module covers the managerial implications when implementing a strategy.
The course focuses on decision making in a global context and requires both analytical and
quantitative skills to analyze problems.
COURSE OBJECTIVES
The course emphasizes analysis of problems in managing joint ventures, licensing, barter, and
technology transfer. Its goal is to provide an overview of the strategic management and
international business concepts that frame strategic activity within MNCs through the analysis of
competitive business strategies in global and multi-domestic industries.
The first module will begin by taking a brief introductory look at the formulation and
implementation of corporate and business level strategy with particular reference to the global
competitive environment. This analysis will be given a global focus and the student will be asked
to consider the development of alternative strategic configurations designed to exploit and
defend global competitive advantage.
The second module of the course will focus on the internationalization process. This refers to a
firm's gradually increasing involvement in foreign operations, from fortuitous exports to the
emergence of a truly global firm. This entails not only an examination of the process itself over a
period of time, but also detailed discussion and analysis of the various forms of entry such as
licensing, franchising, equity joint ventures, and the development of wholly-owned subsidiaries.
Attention is given to the formulation and implementation of these mode-of-entry strategies and
the challenges that are typically encountered along the way.
The final module of the course will address a series of implementation issues unique to
international business strategy. This will include problems associated with parent-subsidiary
relationships, issues in formulating global organizational structures, strategies for managing
political and e ...
School of Science, Technology, Engineering and MathITMG6.docxkenjordan97598
School of Science, Technology, Engineering and Math
ITMG624: Information Technology Project Management
Credit Hours: 3
Length of Course: 8 WeeksPrerequisite(s) None
Table of Contents
Instructor Information
Course Submissions
Course Description
Grading Rubric
Course Scope
Grading Scale
Course Objectives
Course Outline
Course Delivery Method
Policies
Resources
Academic Services
Evaluation Procedures
Selected Bibliography
Instructor Information
Instructor: Dr. Austin.Umezurike [biography]
Email: [email protected] at any time.
Telephone:
Office Hours: 6-9PM EST (M-F)
Table of Contents
Course Description (Catalog)
This course explores successful project management for information technology projects. The System Development Life Cycle (SDLC) models are defined including the waterfall, spiral, incremental release, and prototyping models. Students will differentiate between these models and apply corresponding project management methods to identify critical checkpoints and reviews. Risk management, as applied to technology projects, is examined. Key project indicators are discussed, and students will explore defining measurement criteria for determining critical success factors on a project. The course defines the application of knowledge, skills, tools, and techniques to project activities and includes a tutorial for Microsoft Project. Emphasis is placed on the three dimensions of the information technology project constraints: scope, time, and cost. Students are recommended to have access to Microsoft Project. Course software requirements with the appropriate versions are listed under the Resources.
Table of Contents
Course Scope
This course provides students with the foundations for effective project management in modern organizations. The course begins with a comprehensive introduction to the main components of the project management discipline. Specifically, a comprehensive and thorough examination of the five project management process groups will increase the knowledge and understanding to oversee critical projects. Students will understand the challenges of initiating a project and developing a critical planning strategy to begin the project management cycle. Students will apply the concepts to develop critical project management plans that are used in the business environment. The course culminates with development of a detailed final project including concepts such as scope management, risk management, resource management, and schedule development.
This course explores successful techniques for managing information technology projects. Emphasis will be placed on typical corporate/organizational technology projects such as developing websites, upgrading software and hardware, implementing commercial off the shelf (COTS) software, etc. Several System Development Life Cycle (SDLC) models are examined including the waterfall, spiral, incremental release, and prototyping models. Students will differentiate between these .
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
XLRI PGDM - BM 2018-21 is a part time program for professionals in or near Jamshedpur. Working professionals can complete the program on weekends without leaving their jobs. It is AICTE approved and equivalent to the full time 2 year program.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
1. The Program Manager’s Course (PMT 401)
PMT 401 is DAU’s rigorous, executive-level, in-residence, case-based course which lasts nine
weeks. It is designed for highly motivated, experienced acquisition practitioners, specially
selected for their potential as leaders of major acquisition programs, integrated product teams,
and major command division chiefs. PMT 401 is a demanding course that relies on a Three-
Step Learning Process:
• Individual study and preparation per case (1–2 hours);
• Active participation in small (6–8 person) group discussion (20 minutes per case);
• Active participation in large (24–32 person) group discussion (80 minutes per case).
The Program Manager’s Course is constructed around eight overarching themes involving
primarily case studies of real life acquisition-related challenges and dilemmas that provide each
learner the opportunity to practice:
• Leading a program in a rapidly changing environment;
• Leading program management operations in different acquisition phases;
• Working effectively with higher headquarters;
• Working effectively with industry;
• Achieving and maintaining excellent customer relations;
• Applying appropriate tools for the evolving information environment;
• Working effectively with external organizations; and
• Leading joint and international programs.
PMT 401 also hosts a Capitol Hill Workshop to provide the fellows with an overview and
understanding of the U.S. Congress and the legislative process. This workshop is designed to
offer attendees an overview of current U.S. public policy issues by providing an in-depth
analysis of Congressional politics, decision-making, and their implications to the DoD and the
nation. This provides Fellows with the opportunity to discuss current issues of interest – on and
off the record – with political experts and leading authorities who have experience in all aspects
of the national policymaking process and the potential consequences to U.S. national interests
in the coming years.
By statute, Program Executive Officers (PEOs), PEO deputies,
Acquisition Category (ACAT) I & II Program Managers (PMs),
and ACAT I & II Deputy PMs (DPMs) are required to complete
an advanced program management curriculum beyond
Defense Acquisition Workforce Improvement Act (DAWIA)
Level III certification. OSD (C3I) has directed that ACAT IA
PMs and DPMs complete the same advanced training
curriculum. PMT 401, together with DAU’s Executive Program
Manager’s Course (PMT 402), fulfills that advanced training
requirement.