COURSE SYLLABUS

OPRE 6376 Advanced Project Management and Simulation

This course explores advanced topics in project management including maturity models, project portfolio management, program
management, PM offices, leadership and management perspectives; power and politics in organizations, quantitative management and
decision making tools, and concludes with a simulation modeling all five of the project management process groups.

Instructor’s Information:
Dr. Sue Freedman: suefreedman@sbcglobal.net
Jim Joiner: jamesj@utdallas.edu
Dr. Duncan MacFarlane: dlm@utdallas.edu
Jim Szot: jimszot@utdallas.edu
Course Materials:

Readings: PMI, Organizational Project Management Maturity Model Knowledge Foundation

Cook-Davies, Project management maturity models: does it make sense to adopt one?
PMI, Translating Corporate Strategy into Project Strategy: Realizing Corporate Strategy Through Project Management
Cooper and Edgett, Portfolio Management in New Product Development: Lessons from the Leaders – I and II
PMI, Portfolio Management Draft Standard
Pellegrinelli, Programme management: organizing project-based change
PMI, Program Management Draft Standard
Thiry, “For DAD”: a programme management life-cycle process
Cooke-Davies, Consistently Doing the Right Projects and Doing Them Right – What Metrics Do You Need?
Goffee and Jones: Why Should Anyone Be Lead by You?
Kets de Vries: The Dark Side of Entrepreneurship
Goleman: Leadership that gets results
Case :Jack Welch’s Second Wave
Case: Introduction to Financial Ratios and Financial Statement Analysis
Case: Erik Peterson
Champoux: Chapter 15
Salancik & Pfeffer, Who Gets Power – and How They Hold On to It (Natemeyer 303-320)
French & Raven, The Bases of Social Power (Natemeyer: 253-265)
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 Course Schedule:

Date Title Description Objectives Module Assignments

Mod#

10 May Organizational These modules As a result of these Reading Assignments

PM Project explore the modules you will be
PMI, Organizational Project Management Maturity Model Knowledge Foundation
Management processes for better prepared to:
11 May
aligning an ƒ Discuss the Cook-Davies, Project management maturity models: does it make sense to adopt one?
AM Points: 60
organization’s relationship
projects with its between overall PMI, Translating Corporate Strategy into Project Strategy: Realizing Corporate Strategy Through
11 May Prof. Jim Szot
strategic organization Project Management
PM
objectives and strategy, Cooper and Edgett, Portfolio Management in New Product Development: Lessons from the Leaders – I
12 May techniques used project and II
AM
to assure they are portfolio
effective and management, PMI, Portfolio Management Draft Standard
12 May
PM efficient. program Pellegrinelli, Programme management: organizing project-based change
management,
Mod Topics to be PMI, Program Management Draft Standard
and project
50-54 Covered
management Thiry, “For DAD”: a programme management life-cycle process
ƒ Project
ƒ Discuss the
Management Cooke-Davies, Consistently Doing the Right Projects and Doing Them Right – What Metrics Do You
process,
Competence Need?
benefits, and
ƒ Project
risks of Individual Assignment (25 points)
Management
organizational
Maturity 1. Complete all the reading assignments and review the presentation material discussed in class.
maturity
Models
assessment 2. Download the Organizational Project Management assignment from BlackBoard.
ƒ Project
ƒ Discuss the
Portfolio 3. Edit the downloaded document by adding your answers.
benefits,
Management
shortcomings, 4. Post the document with your answers to BlackBoard prior to 5 PM, Friday, May 25, 2008.
ƒ Program
and types of
Management
PM Offices
ƒ PM Offices
ƒ Assess the Team Assignment (25 points)
maturity of
project
management in Prior to class on May 10
your
organization, Be sure to have read the first three sections of the Organizational Project Management Maturity Model
identify high Knowledge Foundation (pages 1 – 46).
impact
Download the OPM3 question spreadsheet from BlackBoard and individually answer each of the
improvement questions from the perspective of your organization. Post your completed questionnaire to your team’s
opportunities,
discussion board on BlackBoard by Noon, Wednesday, April 18, 2007. Anyone not posting their
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Date Title Description Objectives Module Assignments
Mod#

and develop individual results in accordance with these instructions will receive a deduction of 5 points on this
action plans to assignment. This is in addition to any reduction resulting from the peer evaluation.
capitalize on
Compare your responses to the questions with those of your teammates.
those
opportunities Meet as a team to discuss the differences in responses and agree on a response to each question that is
most representative of the fictitious organization formed by the combination of all the team members
(note that the purpose of this assignment is to model the OPM3 assessment process and not to come up
with an assessment that matches any individual organization). Add comments to individual questions
as appropriate. Post your team response to the questions to BlackBoard Assignments by 5 PM, Friday,
April 27, 2008. Any team not posting their combined results in accordance with these instructions will
receive a minimum deduction of 10 points on this assignment.
Your responses to the questions will be analyzed by the OPM3 tool and results will be provided to you
by 5 PM, May 4.
Then individually (before class on May 10):
ƒ Examine the lists of best practices that the assessment indicates are present or absent in your
fictitious organization. Note any obvious discrepancies between your perception of the
organization and the assessment results.
ƒ Select two best practices that are not present in the organization at the present time and from
which the organization would theoretically receive substantial benefit if they were present.
ƒ Explore the best practice capability dictionaries using the OPM3 CD-ROM to identify the
underlying capabilities and paths to improvement. In so doing, you should develop a good
understanding of the workings of OPM3’s improvement scenarios. Note whether they make sense
in your context and whether or not you find them useful and valuable.
During class May 10-12
Meet as a team and share your analysis with your teammates.
As a team, reach consensus on the top 3 best practice improvement opportunities for the fictitious
organization and prepare a presentation that includes:
ƒ A list of the best practice improvement opportunities considered (not to exceed 2 times the number
of team members), highlighting the three chosen as being most vital, and a discussion of the
rationale for those selections
ƒ An analysis of the underlying capabilities for each of the top three best practice improvement
opportunities
ƒ Action plans to improve each of the top 3 best practices needing improvement
ƒ Observations on using OPM3 as a tool to improve organizational results (pluses and deltas)

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Date Title Description Objectives Module Assignments
Mod#

ƒ Observations on the use of PM Maturity models to improve organizational results in general.

Present your findings to the class on May 12.
After class team evaluation
Evaluate your team members’ contributions to completing the team assignment by completing the peer
team assessment on BlackBoard by 8 AM, Wednesday, May 16, 2008.
7 Jun Leadership & The session As a result of this Reading Assignment:
AM Management: explores current module, you will be • Goffee and Jones: “Why Should Anyone Be Lead by You?”
Current thinking around able to:
Mod
Perspectives leadership and • Kets de Vries: “The Dark Side of Entrepreneurship”
55 ƒ Differentiate
the application of • Goleman: “Leadership that gets results”
Points: 10 different types
that thinking to • Jack Welch’s Second Wave
of leaders and
Dr. Sue the discipline of
leadership Individual Assignment (5 pts) submit to BB by June 1st)
Freedman project
behaviors 1. Using the Leadership Style Checklist and what you learned from your Competency project,
management
ƒ Analyze describe: 1) what you have learned to do differently as a project leader in the that last nine months
executive and 2)what you hope to do differently in the next year.
behavior in 2. Come prepared to give a five to 10 minute presentation on the topic.
term of Team Assignment (5 pts) submit to Blackboard by midnight June 1st
recognized
1. Using Goleman’s typology, analyze the evolution of Welch’s management style and priorities
strategies for
from 1981, when he first became CEO, to the end of the case in 1991. Was his style consistent or
reviewing and
did he adapt to changing situations and requirements? Support your analysis with specific
improving
examples
executive
behavior. 2. Evaluate Welsh’s performance as a transformation leader, using Kotter’s framework. Could his
performance have been improved?(Handout from last session)
ƒ Begin
comparing
different types
of leadership
competence
and developing
strategies for
expanding your
own skill sets
As a result of this Reading Assignment:
7 Jun Power and This session
module, you will be
PM Politics explores power ƒ Champoux: chapter 15
able to:
and political
Mod Points: 10 ƒ Salancik & Pfeffer: Who Gets Power – and How They Hold On to It (Natemeyer 303-320)
behavior in ƒ Recognize and
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Date Title Description Objectives Module Assignments
Mod#

56 organizations in be able to apply

Dr. Sue ƒ French & Raven: The Bases of Social Power (Natemeyer: 253-265)
general and in the various
Freedman
project sources of Team Assignment ( 6 points) (submit on BB by June 2nd)
management power in
organization organizations Erik Peterson is the general manager of GMCT. How much power does he really have? What are its
specifically. sources? How effectively has he used his power?
ƒ Recognize and 1. What kinds of communications issues are apparent in this situation? How have they contributed
be able to apply to Erik’s problems?
strategies for
building power 2. Who has real political power is this organization? Who are Erik’ allies and supporters? How are
within an they helping him? Who are his challengers? How are they hurting him?
organization. 3. The environment is rife with conflict. What are Erik’s top five challenges? Analyze the
relationships and identify the sources of conflict.
ƒ Recognize and
be able to 4. What kinds of political strategies would you recommend to Erik?
counter Individual Assignment (4 pts) (Bring to Class)
political 1. Compare and contrast Erik Peterson and Jack Welsh. Explain what they have in common and
strategies and what skills differentiate them.
tactics.
2. A large company with whom you are somewhat familiar has just merged with an Indian company
ƒ Make choices of similar size. Jack Welsh and Eric Peterson have each been suggested as someone who can lead
about the the company through this transition. Discounting any age or industry differences, recommend
ethical and which of the two you would pick and explain your choice.
unethical use of
power.
8 Jun Developing The session • The Reading preparation:
AM Info Database / introduces learning
Case: “Introduction to Financial Ratios and Financial Statement Analysis “
Balanced several curve
Mod
Scorecard, etc. measurement
57
tools relevant in • The
Points 5 Balanced
quantitative
Dr. management and Scorecard
MacFarlane decision making. • Some
introductor
y
Probability
and
Statistics

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Date Title Description Objectives Module Assignments
Mod#

8 Jun Simulation
PM
Points: 15 Project Class Participation (15 pts)
9 Jun Simulation
Prof. Jim Joiner
AM
9 Jun
PM
Mod
58-60

Major Assignment: There is no major assignment for 6376!

Grading Information:

50- Prof. Szot 60%

54 Organizational Project Management
55 Leadership: Current Perspectives Dr. Freedman 10%
56 Power and Politics Dr. Freedman 10%
57 Developing Info Database Dr. MacFarlane 5%
58- Prof. Joiner 15%
60
Simulation
Total 100 %

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