Course Syllabus

Course Information

OPRE 6271 Project Overview and Strategic and Process Management

On Campus 2006-2007

Professor Contact Information

James Joiner jamesj@utdallas.edu

Dr. Sue Freedman suefreedman@sbcglobal.net
John Robinson johnt1840@yahoo.com
Larry Chasteen chasteen@utdallas.edu
Jim Newstead JRNewstead@aol.com
David Springate spring8@utdallas.edu

Course Pre-requisites, Co-requisites, and/or Other Restrictions

None

Course Description

This course consists of an introduction to the entire project management process,

including Initiation, Planning, Executing, Controlling and Closing processes. It also
provides an overview of interpersonal skills and strategic and process management as
related to project management and financial considerations in project selection.

Student Learning Objectives/Outcomes

• Overview of program and principles that underlie project management

• Recognize the breadth and complexity of leadership roles and responsibilities in project management
• Identify and articulate their assumptions and goals regarding leadership and teams
• Conduct complex project management related decision-making in a team environment.
• Review the Project Management Professional competencies and their relationship to their own skills and aspirations
• Learn the concept of business process and business process design
• Learn fundamental tools of process analysis
o Process Mapping
o Process Flow Chart Development
• Apply the tools and techniques to real business activity and process
• Organization learning as a business process

• Understand the necessary and sufficient conditions for developing effective corporate strategy
• The purpose of this module is to introduce a behavioral measurement instrument to the world of project management. This instrument is
the second oldest in the existing inventory of behavioral measurement tools, with the Myers-Briggs Type Indicator being the oldest. All of
the instruments have a purpose, each with a unique view into human behavior. Some are focused on personality types, others on career
type, and some are designed to measure your specific behavior.
• As we all likely have served at one time or another on a project team, some of you may not have had the experience in functioning as

Course Syllabus Page 1

 the project manager. There are three critical requirements regarding a project team member behavior:
1. Understanding the behavioral strengths of each team member
2. Understanding the behavioral strengths of the project manager
3. Understanding the behavioral strengths of team members and project managers under both normal and adverse conditions…such
as high stress.
• As both a team member and as a project manager, it is critical to have a team that is well prepared for the challenges of the project.
This task is made easier when the team is well aware of the behavioral strengths and characteristics of the manager and the team
members before the stress environment occurs.
• Further, a comprehensive understanding of each others’ behavioral patterns, strengths and how we act under stressful conditions can
assist each in determining roles and responsibilities, how the project is rolled out, and perhaps most important, when to ask which team
member for assistance, based on his/her strengths.

• Internal rate of return

• Net Present Value
• Payback
• Economic Value Added
• Market Value added

Required Textbooks and Materials

Textbooks:
The Project Management Body of Knowledge

Cases:
Investment Analysis and Lockheed Tri Star

Suggested Course Materials

-none

Assignments & Academic Calendar

(Topics, Reading Assignments, Due Dates, Exam Dates)

Date Title Description Objectives Module Assignments

Mod#
9/7/06 Intro to Project Program Introduction • Overview of program and In class exercises
#1 #2 Management principles that underlie project
Workshop management
(James
Joiner)
9/8 Intro to Introduction to teaming and • Recognize the breadth and 1. Come prepared to discuss your
#3 #4 Teaming and leadership within program complexity of leadership roles and experiences in:
Leadership and sets stage for using the responsibilities in project • Leading and being led
(Dr. Sue team experience in the management • Participating and leading
Freedman) program as a learning • Identify and articulate their teams
resource for the development assumptions and goals regarding • Adapting to a changing
of the leadership skills leadership and teams world
needed as Project, Program • Conduct complex project 2. Project Management Process and
and Enterprise level management related decision- roles
managers and leaders making in a team environment.
• Review the Project Management
Professional competencies and
their relationship to their own skills
and aspirations
9/9 Business Covers the concepts of • Learn the concept of business 1. Read article “Learning the
AM Processes modern business activity from process and business process Lessons of Apollo 13” by Michael

Course Syllabus Page 2

#5 (Dr. John the perspective general
Robinson) business processes. Process
analysis and process
redesign tools and
applications will be
developed. A case example
employing learning as a
process will be discussed.
9/9 Business Introduction to strategy and
PM Strategy (Dr. strategic planning
#6 Larry
Chasteen)
10/19 Behavioral In this module, we will
AM Assessment – explore human behavior, how
#7 LIFO (Jim we perceive ourselves as
Newstead) behaving, and how others
perceive that same behavior.
We’ll measure our behavior
under both normal and
stressful conditions by
completing a widely used and
effective behavioral
instrument, LIFO, or Life
Orientation.
We will use the Dr. Stuart
Atkins’ LIFO Instrument to
first measure our own
behavioral strengths, followed
by others’ perception.
Course Syllabus
design Lines
• Learn fundamental tools of
process analysis
o Process Mapping
o Process Flow Chart
Development
• Apply the tools and techniques to
real business activity and process
• Organization learning as a
business process
• Understand the necessary and 1. Read article “A longitudinal Look
sufficient conditions for developing at Texas Instruments” by Larry
effective corporate strategy Chasteen
• The purpose of this module is to In class activities
introduce a behavioral
measurement instrument to the
world of project management.
This instrument is the second
oldest in the existing inventory of
behavioral measurement tools,
with the Myers-Briggs Type
Indicator being the oldest. All of
the instruments have a purpose,
each with a unique view into
human behavior. Some are
focused on personality types,
others on career type, and some
are designed to measure your
specific behavior.
• As we all likely have served at one
time or another on a project team,
some of you may not have had the
experience in functioning as the
project manager. There are three
critical requirements regarding a
project team member behavior:
1. Understanding the behavioral
strengths of each team
member
2. Understanding the behavioral
strengths of the project
manager
3. Understanding the behavioral
strengths of team members
and project managers under
both normal and adverse
conditions…such as high
stress.
• As both a team member and as a
project manager, it is critical to
have a team that is well prepared
for the challenges of the project.
This task is made easier when
the team is well aware of the
behavioral strengths and
characteristics of the manager
and the team members before
the stress environment occurs.
• Further, a comprehensive
understanding of each others’
behavioral patterns, strengths
and how we act under stressful
conditions can assist each in
determining roles and
responsibilities, how the project
is rolled out, and perhaps most
important, when to ask which
Page 3
 team member for assistance,
based on his/her strengths.

10/19 Creating An overview of financial tools • Internal rate of return Read the case: Investment Analysis
PM Value with useful in the management of • Net Present Value and Lockheed Tri Star
#8 Investments projects • Payback
• Economic Value Added
• Market Value added

Major Assignment:
#1: Covers modules 1-8
Due: October 14, 2006 midnight
Grader: Jim Joiner
Format: Program Format (posted under syllabus information on Blackboard)

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade

Course Syllabus Page 4

 must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)

Essentially, the law requires that colleges and universities make those reasonable adjustments
necessary to eliminate discrimination on the basis of disability. For example, it may be necessary
to remove classroom prohibitions against tape recorders or animals (in the case of dog guides) for
students who are blind. Occasionally an assignment requirement may be substituted (for example,
a research paper versus an oral presentation for a student who is hearing impaired). Classes
enrolled students with mobility impairments may have to be rescheduled in accessible facilities.
The college or university may need to provide special services such as registration, note-taking, or
mobility assistance.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

Off-Campus Instruction and Course Activities

Course Syllabus Page 5

 Off-campus, out-of-state, and foreign instruction and activities are subject to state law and
University policies and procedures regarding travel and risk-related activities. Information
regarding these rules and regulations may be found at the website address given below.
Additional information is available from the office of the school dean.
(http://www.utdallas.edu/Business Affairs/Travel_Risk_Activities.htm)

These descriptions and timelines are subject to change at the discretion of the Professor.

Course Syllabus Page 6