Course syllabus1. Albert Essay

Course information
1 2.1 Teaching times and Locations
Lecture: 8.00 – 11.00 a.m.
2 2.2 Units of Credit
This course is worth 3 credits.

2.3 Parallel teaching in the course
There is no parallel teaching involved in this course.

2.4 Relationship of this course to others
BA023IU–Project Management concentrates on how to manage a project beside discussing issues of project management. The course provides hands-on experience in various stage of the process of project management.

The course is independent requiring no prerequisite course. However, the students may find techniques and knowledge from the course of BA164BA–Production and Operations Management useful. Students majoring in International Business, Marketing and Business Management may later take BA171IU–Risk Management and BA149IU–New Product Planning in the following semester, which will complement and foster the skills learned from this course and employ the project management knowledge the students have accumulated here.

2.5 Approach to learning and teaching
Employing the interactive learning and problem-based teaching approach, this course emphasizes the interaction between lecturers and students. The lecture materials will be uploaded in Blackboard to help the students to preview the materials and to facilitate discussion during the lecture.

This will help students to interact with the lecturer on other matters related to the subject before and after the lecture. The sessions for presentations and discussions comprise company case studies as well as answering some theoretical and conceptual questions, which help the students to see how the concepts are applied in reality.

3.1 Course Aims
The aim of this course is to provide the students with insights into human behavior, knowledge of organizational issues and skills with quantitative methods for successful project management. Specifically, the course is to provide students with: Understanding on the concepts of project planning and organization, project control and project communications. Decision-making techniques in project selection.

Analytical skills for successful project management.
Insights into human behavior and people skills for project management. Project scheduling techniques including WBS, PERT, Gantt Charts. Use of Project Management Software Ms Project and Crystal Ball Software.

3.2 Student Learning Outcomes
Students completing this course are likely to achieve the following attributes: Systems approach. See a bigger picture when managing a project, holistic perspective regarding all parties involved in the project, and all components that would deliver to make a project completed satisfactorily. People management. Appreciate individual strengths and weaknesses, direct people to achieve project targets.

Team player and team leader. Constructively contribute to projects as a team player or leader, having versatility in both human and technical sides, negotiate to get to win-win solutions. Disciplinary and multidisciplinary perspective. Bring disciplinary and multi-disciplinary perspectives in straightening out situations and projecting possible outcomes. Planning, scheduling, logistics literate. Perform satisfactorily the basic tasks of project management.

3.3 Teaching Strategies
The learning system in this course consists of lectures and scheduled presentations/discussions. Lectures elaborate the appropriate theoretical content in the textbook and readings. Classes provide a more detailed and refined analysis of both concepts and applied materials. Classes are strongly oriented towards interactive discussion of the text and cases and reading assignments. In order to gain the most from the lectures and class activities, the assigned text/reading should be read before the lecture to participate in the discussions.


4.1 Workload
It is expected that the students will spend at least six hours per week studying this course (three hours in class and three at home). This time at home should be made up of reading, research, working on exercises and problems, and attending classes. In periods where they need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. They should take the required workload into account when planning how to balance study with part-time jobs and recreation and/or other activities.

4.2 Attendance
Regular and punctual attendance at lectures is expected in this course. University regulations indicate that if students attend less than eighty per cent of scheduled classes, they may not be considered for final assessment. Exemptions may only be made on medical grounds. It means that if you miss more than two classes, you may fail the class. For any class where you miss, you are obliged to submit your answers to the questions.

4.3 General Conduct and Behaviour
The students are expected to conduct themselves with consideration and respect for the needs of the fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students will be asked to leave the class. More information on student conduct is available at the university webpage.

4.4 Keeping informed
The students should take note of all announcements made in lectures or on the course’s Blackboard. From time to time, the university will send important announcements to their university e-mail addresses registered with the school without providing a paper copy. The students will be deemed to have received this information.

5.1 Formal Requirements
In order to pass this course, the students must:
achieve a composite mark of at least 50; and
make a satisfactory attempt at all assessment tasks (see below).

5.2 Assessment Details
5.2. 1 Attendance (5%): In order to get 5% of attendance score, a student must attend all sessions. If a student is absent for more than two sessions, she or he will lose 5% of total course grade and may be prohibited from the final exam except for cases with medical reasons.

5.2.2 Homework (15%): Each student must submit a project proposal form, with enclosed budget and Ms Project schedule, before Session 8. Details will be announced.

5.2.3 Teamwork(10%): On Session 1, groups of maximum 5 students are formed and they will work on their group project throughout the course. Each team must present their analysis to a textbook case by answering the case questions (see the course calendar). Team members should read all the cases before class for discussion in class. Each class I will choose any team for case presentation which will be marked.

5.2.3 Mid-term Exam (30%): The midterm exam will be one and half hours in length and will be in the form of multiple choices and open questions/problems. This is open book test.

Content of the Course
Contents for Assessment
Level of Cognitive Domain

Understanding and Analytical

Multiple-choice Questions (MCQ)
Written Questions (Problems)
Introduction to Project Management
Characteristics of a project, roles of project manager, project organization forms, Conflicts and Negotiation 10 MCQ
1 problem
Project Selection/Planning
Project Selection, Project Cost Estimation and Budgeting
10 MCQ
3 problems

5.2.4 Final Exam (40%): The final exam will be 2 hours in length during Final Exam Period and will be in the form of multiple choices and open questions/problems. This is open book test.

Content of the Course
Contents for Assessment
Level of Cognitive Domain

Understanding and Analytical

Multiple-choice Questions (MCQ)
Written Questions (Problems)
Project Planning
Scheduling , CPM/PERT, Gantt Chart, Issues in Planning
10 MCQ
2 problems
Project Implementation, Monitoring and Evaluation
Project Crashing, Resources Allocation, Information Systems, Tools for Project Control, Project Evaluation/Audit 15 MCQ
2 problems

5.5 Special Consideration: Request for special consideration (for final examination only) must be made to the Office of Academic Affairs within one week after the examination. General policy and information on special consideration can be found at the Office of Academic Affairs.

Plagiarism is the presentation of the thoughts or work of another as one’s
own (definition proposed by the University of Newcastle). Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and the proper referencing of sources in preparing all assessment items. The university regards plagiarism as a form of academic misconduct, and has very strict rules regarding plagiarism.1

7.1 Course Resources
Please note that it is very important to gain familiarity with the subject matter in the readings and cases prior to attendance in classes.

Meredith, J. and Mantel Jr, S. (2012), Project Management: A Managerial Approach, 8th Edition, Wiley.

Reference Books:
A Guide to the Project Management Body of Knowledge, 3rd Edition (PMBOK Guide), Project Management Institute, November 2004.

Additional materials provided in Blackboard
The lecturer will attempt to make lecture notes and additional reading available on Blackboard. However this is not an automatic entitlement for students doing this subject. Note that this is not a distance learning course, and you are expected to attend lectures and take notes. This way, you will get the additional benefit of class interaction and demonstration.

Recommended Internet sites
PMI (Project Management Institute)
IPMA (International Project Management Association)
APM (Association for Project Management)
The Project Management Podcast

Recommended Journals
The Achiever Newsletter Project Management Books
International Journal of Project Management
PROJECT Magazine
Project Manager Today
Project Management Publications
Project Times
Project Management World Today

7.2 Other Resources, Support and Information
2 Additional learning assistance is available for students in this course and will be made available in Blackboard. Academic journal articles are available through connections via the VNU – Central Library. Recommended articles will be duly informed to the students.

Learning materials and activities

Introduction – Basics of Project Management
Definition of ‘project’ and other terminologies
Rationale of project management approach
Project life cycle
Project objectives
Risk associated with projects
Textbook, Chapter 1

Forming Study groups

Allocation of Group Tasks

How to prepare for case study presentation

Discussion: Bloomfield Transport, Inc.

Reading: Lessons for an accidental profession


The Project Manager
Introduction to Project Manager
The roles of project managers
The responsibilities of project managers
Requirements of project managers
Project manager’s qualifications
Environmental and cultural issues
Textbook, Chapter 3

Case: The National Jazz Hall of Fame

Reading: What it takes to be a good project manager?


Project in the Organizational Structure
Project and other superior organizations
Project in its purest form
Selecting the right project organization
Project teams and other functions
Textbook, Chapter 5

Case: Dizplaze

Reading: The virtual project – Managing tomorrow’s team today


Conflict and Negotiation
Categories of conflicts
Conflicts and project life cycle
Uncertainty and conflicts
Negotiation defined
Methods of negotiation

Quiz (30 min)

Textbook, Chapter 4
Case: Pelican landing –Bender Corporation.

Reading: Methods of resolving interpersonal conflict

Project Selection and Planning
Project selection models
Qualitative and quantitative approaches
Risk considered
Project coordination plan
Project action plan
Work breakdown structure
Integration management
Textbook, Chapters 2 &6

Case: Pan Europa Food S.A.

Reading: Planning for crises in project management


Project budget estimation
Methods of project estimation
Issues in estimation
Techniques for improving estimation
Case discussion
Textbook, Chapter 7

Case: Gujarat Auto

Reading: Three perceptions of project costs



Project Scheduling
Gantt charts
Risk analysis
Extensions of tasks and project
Practice of scheduling

Textbook, Chapter 8

Case: Topline Arena
Tutorial: Ms Project Software and Crystall Ball Software

Allocation of Resources
CPM and crash
Problems with resource allocation
Loading and leveling
Allocation under constraints
Multi-project scheduling and allocation
Practice of allocation of resources
Textbook, Chapter 9

Case: D.U. Singer Hospital Product Corp.


Monitoring and Control
Cycle of planning-monitoring-control
Report process
The concept of earned value
Purposes and types of control
Practice of project control
Textbook, Chapters 10&11

Discussion: Earned value at CERN
Case: Kroon Chemische Febriek
Reading: Survey of project management tools

Project Control
Designing control systems
Control as a management function
Balance in control
Control of creative projects
Control of change and creep

Textbook, Chapter 11

Case: Peerless Laser Processors

Reading: Controlling projects according to plan


Project Audit and Termination
Purposes of evaluation
Project audit
Audit and project life cycle
Design and use of audit report
Issues of Measurement
Termination basics
Types of termination
Process of termination
Report of termination

Textbook, Chapters 12&13

Case: Theatre High Altitude Area Defense (THAAD): Five Failures and Counting

Team Project Presentations

Course Review
Basic concepts
Basic process
The human side in project management
Calculations, techniques and maths



Team Project Presentations

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