PM EM-14

PM EM-14
Executive One-Year MBA (Full-time) 2014-15

Project Management (4.0 credits)

Credits	4.0
Faculty Name	W S William
Program	1 year Executive MBA
Academic Year and Term	Term - IV

Course Description
The term project management is now used extensively for the management and accomplishment of any plan, scheme or task. Projects are the vital means of development and economic upliftment. They are the building blocks for generating additional capital and for ensuring flow of goods and services to the nation. In India, large amounts have been and are being spent on various projects for providing infrastructure facilities and for meeting developmental needs. Project management is thus of vital importance to any undertaking that is being newly setup or to any organization planning expansion/diversification of its activities. This 4.0 credit course covers detailed topics of the basic concepts of project management, including initiating projects, planning projects, controlling projects, executing projects, and closing projects. Those who attend the class improve their management skills and abilities to define the project scope, create a workable project plan, and manage within the budget and schedule.

Student Learning Outcomes: After completing this course, you should be able to

· Use project management skills across organization
· Develop Work Breakdown Structures (WBS)
· Create project plans
· Monitor and control project execution process
· Terminate a project with appropriate strategy
· Understand cross-cultural issues in managing International projects
· Develop competency in use of MS-Project for planning and monitoring of projects

Required Text Book:

1) Project Management: a Systems Approach to Planning,Scheduling,and Controlling , Harold Kerzner,10th Edition, John Wiley & Sons

Other Reference Books

2) Project Management: The Managerial Process, Clifford F Gray,E W Larson,G V Desai,4th edition,TMG Publication
3) A Guide to the Project Management Body of Knowledge(PMBOK),4th edition, PMI Publication
4) Project Management Framework, David G Carmichael
5) Project Management, Sadhan Choudhury, TMG, New Delhi
6) Project Management for Business, Engineering, and Technology: Principles and Practices, John M Nicholas and Herman Steyn, 3rd Edition, Elsevier (R-6)
7) Planning, Research and Development, Umberto C and Richardo G, Wiley
8) International Project Management, Koster Kathrin

Topics: [Each session is assumed to be of 120 minutes]

Session Number Topics / Activities Readings / Case list

1,2 Introduction and Overview a) Pennypacker,J S and Grant, K P (2003), “Project Management Maturity: An Industrial Benchmark”, Project Management Journal
b) Case on “ L P manning”

3,4 The Organizational Context: Strategy, Structure and Culture a) Staw, B M and Ross, J (1987), “Knowing when to pull the plug”, Harvard Business Review, March-April
b) Case on “White manufacturing’

5,6 Team Building and Leadership a) Einsiedel,A.A.(1987), “Profile of Effective Project Managers”, Project Management Journal
b) Goleman,D.(1998), “ What makes a leader ?”, Harvard Business Review,76(6),92-102
c) Royer,I (2003),” Why bad projects are so hard to kill ?”, Harvard Business Review,81(2),48-56

7,8 Cost Estimation and Budgeting a) Hamburger, D.(1986), “ Three Perceptions of project cost – cost is more than a four-letter word”, Project Management Journal,17(3), 51-58

9,10 Project Planning (Scope Management)

11,12,13 Project Scheduling and Crashing a) Gallaghar,C. (1987),” A note on PERT assumptions”, Management Science,33,p. 1350

14,15 Critical Chain Project Scheduling a) Steyn, H.(2000), “An investigation into the fundamentals of critical chain project scheduling”,International Journal of Project Management,19,pp.363-69

16 Managing Conflicts a) Thamhain,H.J. and Wileman, D.L.(1975),”Conflict Management in Project Life Cycle”,Sloan Management Review, 16(3),31-50
b) Handling Conflict in Project Management – a didactic game

17 Risk Management a) Jaafari A. (2001), “ Management of risks, uncertainties and opportunities in projects: Time for a fundamental shift”, International Journal of Project Management, 19(2)
b) Case on “ The Tacoma Narrows Suspension Bridge” (page 241 of the text book)

18 Contracts and Procurements a) (Ch-3): Project Management, Sadhan Choudhury, TMG, New Delhi

19 Managing R & D Projects a) Ch-1 & 2, “Planning, Research and Development”, Umberto C and Richardo G, Wiley

20 Managing International Projects a) Ch-1 and 2, “ International Project Management”, Koster Kathrin

21,22 Project Monitoring and Control a) Ch-13 (T-1) and Ch-15 (R-1)
b) Brandon Jr., D.M. (1988), “Implementing earned value easily and effectively”, Project Management Journal,vol.29(2),pp.11-18.

23 Project Closeout and Termination a) Ch-14 (T-1)
b) Meredith,J.R. (1988), “ Project monitoring and early termination”, Project Management Journal,19(5),31-38.
c) Didactic Simulation

24,25,26 MS-project exercise

27 Wrap up and concluding remarks

Evaluation:

Quiz: 20%

Mid-term 20%

End-term Examination: 40%

Case Presentation (group): 20%

Class Presentation:

All cases must be prepared prior to coming to the class. Written case submission is needed prior to case presentation

Policy on make-up examination:

Make-up examination will only be considered in the case of unavoidable medical or other emergencies. Official written evidence must be provided to substantiate the request.

Policy on cellular phone

If a student brings cellular phone into the classroom, it must be turned off. If this policy is disregarded, and a cellular phone rings during the class time, the student in question will be required to leave the class for the rest of the session.

Policy on cheating and plagiarism

Please go through the Manual of policies for details on this issue.

Instructor: Dr. W.S. William

Email:

winfred@ximb.ac.in

, Phone: 06746647851

Secretary: Mr Dayanidhi Mishra, email: daya@ximb.ac.in

Ground floor, Library block, Phone: 06746647993

Created By: Alora Kar on 11/12/2014 at 03:45 PM
Category: EmbA-14T-IV Doctype: Document

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Session Number	Topics / Activities	Readings / Case list
1,2	Introduction and Overview	a) Pennypacker,J S and Grant, K P (2003), “Project Management Maturity: An Industrial Benchmark”, Project Management Journal b) Case on “ L P manning”
3,4	The Organizational Context: Strategy, Structure and Culture	a) Staw, B M and Ross, J (1987), “Knowing when to pull the plug”, Harvard Business Review, March-April b) Case on “White manufacturing’
5,6	Team Building and Leadership	a) Einsiedel,A.A.(1987), “Profile of Effective Project Managers”, Project Management Journal b) Goleman,D.(1998), “ What makes a leader ?”, Harvard Business Review,76(6),92-102 c) Royer,I (2003),” Why bad projects are so hard to kill ?”, Harvard Business Review,81(2),48-56
7,8	Cost Estimation and Budgeting	a) Hamburger, D.(1986), “ Three Perceptions of project cost – cost is more than a four-letter word”, Project Management Journal,17(3), 51-58
9,10	Project Planning (Scope Management)
11,12,13	Project Scheduling and Crashing	a) Gallaghar,C. (1987),” A note on PERT assumptions”, Management Science,33,p. 1350
14,15	Critical Chain Project Scheduling	a) Steyn, H.(2000), “An investigation into the fundamentals of critical chain project scheduling”,International Journal of Project Management,19,pp.363-69
16	Managing Conflicts	a) Thamhain,H.J. and Wileman, D.L.(1975),”Conflict Management in Project Life Cycle”,Sloan Management Review, 16(3),31-50 b) Handling Conflict in Project Management – a didactic game
17	Risk Management	a) Jaafari A. (2001), “ Management of risks, uncertainties and opportunities in projects: Time for a fundamental shift”, International Journal of Project Management, 19(2) b) Case on “ The Tacoma Narrows Suspension Bridge” (page 241 of the text book)
18	Contracts and Procurements	a) (Ch-3): Project Management, Sadhan Choudhury, TMG, New Delhi
19	Managing R & D Projects	a) Ch-1 & 2, “Planning, Research and Development”, Umberto C and Richardo G, Wiley
20	Managing International Projects	a) Ch-1 and 2, “ International Project Management”, Koster Kathrin
21,22	Project Monitoring and Control	a) Ch-13 (T-1) and Ch-15 (R-1) b) Brandon Jr., D.M. (1988), “Implementing earned value easily and effectively”, Project Management Journal,vol.29(2),pp.11-18.
23	Project Closeout and Termination	a) Ch-14 (T-1) b) Meredith,J.R. (1988), “ Project monitoring and early termination”, Project Management Journal,19(5),31-38. c) Didactic Simulation
24,25,26	MS-project exercise
27	Wrap up and concluding remarks