MGMT E-5030 PROJECT MANAGEMENT (13460)

Harvard University Extension School Fall 2012 Thursday 5:30 7:30 P.M. Professor: Paul Tumolo Office Hours: By Appointment. Email: ptumolo@fas.harvard.edu Phone: (508) 789-8191 (Office)
REV.7/18/12

SYLLABUS OUTLINE
I. COURSE PURPOSE II. TEACHING METHODOLOGY III. WEEKLY ASSIGNMENTS IV. COURSE MATERIAL V. EVALUATION AND GRADING VI. CLASS SCHEDULE VII. CASE PACKET CONTENTS Cases and Readings I. COURSE PURPOSE: The purpose of this course is to provide you with a basic exposure to the tasks and challenges facing project managers, i.e., those people responsible for the vital function of managing complex projects across multiple functions in a global environment. Successful project managers have the abilities and skills to simultaneously manage their teams, schedules, risks, resources, and, deliver a successful outcome. The ultimate goal is to learn the skills and tools of the project management discipline, with a practical hands on and real world approach. Not to be underestimated is the challenge of managing without influence, a key skill for project managers to gain the support of resources not directly under their management control. Most organizations are matrix managed, which means that resources are shared and temporary. The project manager must be able to use resources efficiently and efficiently to achieve the goals and objectives required for a successful outcome on time, on spec, and on budget. For us, this course means taking a look at the fundamentals the project management tools, processes, and planning skills required for all profit and non-profit organizations.

Specific focus areas include: The role and function of the Project Manager Project Management as a business strategy Understanding the project management life cycle process The economics, tradeoffs, and managerial challenges associated with project management Measurement, metrics, and milestones why they are important Risk and risk mitigation strategies The people aspects of project management Specifically the challenge of Change Management, Influencing without Authority, Trust Building, and Stakeholder Mapping Project management tools and techniques The importance of costing, estimating, and reporting Building an effective internal and external communications process

Learning and Development Goals: 1. To gain a working knowledge of Project Management techniques, approaches, and skills required to balance and implement short and long-range plans for improving productivity and competitiveness. 2. To understand the administrative point of view of the project manager and the demands placed on these managers. 3. To develop the analytical and organizational skills required assessing complex project management challenges, and to develop and execute workable action plans. 4. Understand and anticipate non-intuitive linkages in critical decision making processes that have later implications on processes, people, products, and profits. 5. The use of project management tools will be discussed; however, this is not a course on any specific software package. Students are encouraged to use whatever project management software they desire on the assignments. II. TEACHING METHODOLOGY: The primary teaching tool is a collection of cases along with several lecture/discussions on important concepts. A case is a rather comprehensive exposition of a real managerial situation describing a set of problems and requiring a plan of action. pragmatic framework for the learning process. preparation and active participation in class discussions. III. WEEKLY ASSIGNMENTS:
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The case method provides a

Its success depends heavily on student A collection of articles and other

readings provide the necessary background for analysis of the cases.

The weekly reading assignments provide specific background that often guide and speed your case preparation. You should read them carefully before preparing for each class. All weekly assignments will be covered in depth during our classroom meetings. It is expected that you come to class prepared and ready to discuss/debate the readings and cases. IV. COURSE MATERIALS: A case packet is required; All of the required materials are available at the COOP. Additional related materials would be made available throughout the semester as handouts. The course list is listed at the end of the syllabus. We will also use the Harvard Extension class collaborative web tool for information sharing and team project work. V. ASSIGNMENTS, EVALUATION AND GRADING: Evaluation of your performance will be based on your class participation, two written case reports, and one field research project according to the following weights: Assignment # 1 Assignment # 2 Field Application Group project Class Participation feedback on your progress. The assignments will involve an analysis and case write-up with a set of questions. These are individual assignments. The due dates are listed in the class schedule. Your conclusions should be fully justified, both quantitatively and qualitatively, as appropriate, using supporting exhibits. Exhibits should be placed at the end of the case, but do not count as part of the ThreePage maximum. You will be graded on your decisions and how you justify them in light of the information that is available in the case. Equally important in determining your grade will be how you present your analysis, in terms of grammar, syntax, spelling, organization, and clarity. There will be no credit for late papers, unless a prior agreement has been made. It is your responsibility for obtaining handouts, class notes, and assignments. If you are absent, arrangements need to be made with a classmate to obtain these materials. The structural requirements of the papers are: One half inch margins (1/2) on both sides Double spaced 12 font type Cover sheet and stapled in the upper left hand corner.
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20% 20% 45% (grade is 75% written/25% presentation) 15%

All graded assignments will be returned to you the following week. This will provide timely

All papers are to be submitted in hard copy format only. No electronic copies will be accepted.

The Field Application Project is meant to help you apply what you learn in the course to a project that your team will evaluate. This is a Group Project. You should choose any manufacturing or service operation project to study. This operation may be at your current place of work or at another conveniently located organization. While there is considerable flexibility in defining the scope of the project to fit your own interests, a typical project would involve the following: 1. Select a project at your target company 2. Collect background information about the project 3. Scoping and creating the project charter 4. Risk and risk mitigation plan 5. Project communications plan 6. Stakeholder analysis and mapping 7. Formulation of the Project Plan, with milestones, deliverables, and time line 8. Organizational issues and opportunities 9. Cost, quality, and delivery targets 10. Post mortem planning Requirements: Team List by 9/20, a Project Target selected by your team by 10/4, and a Progress Report (no more than two pages) by 11/11, and the full written report (Six-Page limit) by 12/20. Please note that exhibits do not count as part of the six page maximum. Your team will also be required to make a class presentation, and each team will consist of minimum of 4 people, to a maximum of 6, formed in self selected groups of your choice. Class attendance and participation in discussions are important parts of your learning and grade. Quality of your contributions is more important than quantity. Be prepared to present your analysis and action in a concise, logical fashion. You should be able to refer to specific outside materials and/or case material to support your points. If you absolutely must miss a class, let me know in advance and submit a two page executive summary on the case or the reading that you missed. I strongly urge you to form study groups for preparation of cases for class, as this will enhance both your learning and the quality of class discussions. years. Under no circumstances, however, you should use your notes and papers from other sections or previous

I. MGMT E-5030 Fall 12 - CLASS, CASE AND READING SCHEDULE (Revised 7/18/12) CL# Date 1 9/6 Day I. Thur. Case Introduction Lecture to Introduction And Syllabus Review Visualizing the Project Assignments Project Management Reading Read: How Markets and Industries effect Project Management and Performing a Project Pre-Mortem Read: Why Good Projects Fail and Implementing a Learning Plan *Field Project Teams Due* Read: Close the Gap between Projects and Strategy Read: Learning from Projects

2 3 4

9/13 Thur. 9/20 Thur.

6 7 8 9 10 11

Jefferson County Project Paper #1 Schools Project Management Assigned (website) Planning 9/27 Thur. ATEK PC The need for a Project PMO Management Office 10/4 Thur. TerraCog Project Conflict Paper #1 Due Read: Bringing Discipline to Management Project Management First Field Project Proposal Due Project Choice 10/11 Thur. Project Project Project Reviews Reviews Reviews II. Managing Change and Teams 10/18 Thur. Project Project Project Reviews Reviews Reviews 10/25 Thur. Teradyne Corp; PM Controls Paper # 2 Read: A Note on Building and Jaguar Project Assigned Leading your Team 11/1 Thur. 11/8 Thur. 11/15 Thur. III. 11/22 Thur. 11/29 Thur. 12/6 Thur. 12/13 Thur. 12/20 Thur. Jharna Software Virginia Mason Hospital The SKII Globalization Project Strategy
THANKSGIVING BREAK

Agile PM Stakeholder Alignment Organizational Structure and No Class Choice No Class Paper # 2 Due

Read: Making Innovation Happen Second Field Project Progress Report Read: Learning from Projects

12 13 14 15

Flextronics: The Global Microsoft Xbox Alignment Fox Island Wind Technology Project Impact Team Project Team Project Presentations Presentations Team Project Team Project Presentations Presentations
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Read: Pitch your Project Read: Re-inventing Project Management Team Project Presentations Team Project Presentations Field Project Team Final Project Paper Due

VII: CASE Packet - Course Text Book, Cases, and Readings from the COOP

Harvard University Extension School Project Management MGMT E-5030 (13460) Fall 2011 Professor: PAUL TUMOLO Revision 1 July 18, 2012 The case packet will include one each of the following: HBR Sourced: Case Studies 9-606-044 308049 9-303-003 2184 9-403-090 810129 HKU613 606042 Virginia Mason Hospital Case ATEK PC Project Management Office Case The SK-II Globalization Project Case TerraCog Global Positioning Case Flextronics: Microsoft X-box Case Fox Island Wind Project Case Jharna Software Case Teradyne Corp.- Jaguar Project Case

Readings FO709A 9-402-037 2843BC 2846BC UO406A 600021 98203 511116 4872 7053BC SMR272 Performing a Project Pre Mortem A Note on Building and Leading your Team How Markets and Industries effect Project Management Re-Inventing Project Management for Your Organization Close the Gap between Projects and Strategy Learning from Projects Bringing Discipline to Project Management Pitch your Project Why Good Projects Fail Making Innovation Happen Implementing a Learning Plan

Additional readings will be posted on the class web site as required

Reserved for Changes