Project Management MGMT E Syllabus

Transcription

1 MGMT E-5030 January 2012 page 1 of 9 Project Management MGMT E-5030 Critical Steps to Launching Successful Initiatives Syllabus Harvard Extension School Winter Session January 3, 2012-January 19, :00-5:00pm Location: Sever 306 Faculty: David A. Shore, PhD Associate Dean Director Project Management in Health Care Programs Harvard School of Public Health dshore@hsph.harvard.edu Christina Thompson Lively, EdM Education Coordinator Department of Global Health and Social Medicine Harvard Medical School cmthompson@post.harvard.edu Office hours: 1:30-2:00pm on days when the class meets. Faculty are also available via phone and throughout the course. Snow Cancellations: , NEWS, Harvard Extension Website

2 MGMT E-5030 January 2012 page 2 of 9 SYLLABUS OUTLINE I. Course Description II. Course Purpose III. Teaching Methodology IV. Assignments V. Course Material VI. Evaluation and Grading VII. Class Schedule VIII. Detailed Class Schedule I. Course Description This course introduces the tasks and challenges fundamental to project management, the vital function of managing complex projects across multiple functions. Successful project managers possess the skills necessary to manage their teams, schedules, risks, and resources to produce a desired outcome. Students learn the skills and tools of project management with a practical, hands-on approach. A key and often overlooked challenge for project managers is the ability to manage without influence to gain the support of stakeholders and access to resources not directly under their management control. This course guides students through many of the fundamental project management tools and behavioral skills required in profit and nonprofit organizations. There is a special emphasis on causes of project failure and how to mitigate these issues through proper planning in the early phases of a new initiative. II. Course Purpose This course focuses on project management methodology that will increase your ability to initiate and manage projects more efficiently and effectively. You will learn key project management phases through an innovative model, and you will have the opportunity to apply these phases to a case study and a final project. Upon completion of the course, participants should be able to: Understand and employ project management strategy design, development, and deployment Utilize project management tools, techniques, and skills Align critical resources for effective project implementation Understand the implications, challenges, and opportunities of organizational dynamics in project management Identify and utilize key performance metrics for project success Improve cost, quality, and delivery with efficient and effective project management processes Deploy and lead high performance project management teams in your organization Impart project management knowledge, tools, and processes to your colleagues Create Project Management Office (PMO) architecture in your organization Recognize and mitigate the early seeds of failure in the project life cycle III. Teaching Methodology The concepts in this course will be taught using a combination of lecture, discussion, and dialogue around a specific case, with emphasis on active learning. A case is a comprehensive exposition of a real managerial situation describing a set of problems and requiring a plan of action. The case method provides a pragmatic framework for the learning process. Its success depends heavily on student preparation and active participation in class discussions.

3 MGMT E-5030 January 2012 page 3 of 9 IV. Assignments The length of the course makes advance preparation critical to maximize your investment. We expect all students to arrive in class ready to discuss the case, and to deliver assignments on time. The course will require two assignments based on one case. Assignments will be completed in teams, allowing students the opportunity to apply the project management model to address issues raised in the case. The first assignment will be a written project plan, the second a teach back on a specific topic in project management, and the third second a presentation of priorities and key performance metrics in carrying out the project. The presentations will occur on the final two days of class and must also be turned in electronically. Details on the assignments will be discussed as indicated in the syllabus. V. Course Materials: Resource book and one case required; All of the required materials are available at the COOP. Additional related materials will be made available as handouts. Resource Book: Harvard Business School Press, 2006, 100 pages, $9.95 Case: McFarlan, F. W., M. Keil, and J. Huff, The AtekPC Project Management Office, Harvard Business School, Case , (Oct. 11, 2007). VI. Evaluation and Grading Evaluation of your performance will be based on your class participation, one written assignment, and two group presentations: Case Assignment # 1 30% The Teach-Back 30% Presentation 30% Class Participation 10% All assignments are completed in groups. Groups will assign a team leader in charge of ensuring the assignment is turned in by the deadline. Case Assignment #1 will be completed on a form distributed electronically to the class. The assignment must be completed on the form and ed to cmthompson@post.harvard.edu before 2:00pm Eastern Standard Time Thursday, January 12, 2012 as a Word document (either Word 2003 or 2007 will work). This assignment will be graded using track changes and returned by to the team. The Teach-Back will be completed by students in groups different that those for the final project. Each group will give a 10-minute presentation on a key topic in project management. Faculty will then offer any

4 MGMT E-5030 January 2012 page 4 of 9 additional information that could complement the presentations. This assignment will be peer-graded. Each participant in the class will complete a form on how well the topic was presented. The Final Presentation should be completed the using PowerPoint 2003 or The final presentation should be brought on a thumb drive (memory stick) to class at 2:00pm Wednesday, January 18, Memory sticks will be returned. Please include any notes along with slides. In fairness to all groups, all presentations are due on Wednesday, January 18, 2012, even if your groups presentation occurs on Thursday, January 19. Class attendance and participation in discussions are important parts of your learning and grade. The 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 us know in advance.

5 MGMT E-5030 January 2012 page 5 of 9 VII. Class Schedule at a Glance CL# Date Topic/Faculty Assignments Reading 1 Tue. 1/3 The Right Start: How to Successfully Launch Change Initiatives/Introduction to the Course Pages The Rewards of Project Management What is a Project? 2 Wed 1/4 PAMS: Overview and Seed/ 3 Thu. 1/5 The Case For and Against the PMO (Case Study)/ Explanation of Plan of Concept Assignment / Plan of Concept assigned Pages How to Plan a Project McFarlan, F. W., M. Keil, and J. Huff, The AtekPC Project Management Office, Harvard Business School, Case , (Oct. 11, 2007). 4 Mon. 1/9 PAMS: Failure Factors - Early causes of project failures (Seed) 5 Tue. 1/10 PAMS: Failure Factors - continued No readings assigned All Teach-Back materials due at 2:00pm Pages How to Get the Project Going 6 Wed 1/11 PAMS: Start-Up / Teach-Back presentations Group 1 7 Thu. 1/12 PAMS: Develop / Teach-Back presentations group 2 8 Tue. 1/17 PAMS: Initiate / Close 9 Wed 1/18 PAMS: Wrap Up Review and Project Presentations / 10 Thu. 1/19 Project Presentations / Plan of Concept due at 2:00pm Final Project Due at 2:00pm+ Final Project Presentations Final Project Presentations Pages How to Manage the Project Pages How to Manage the Problems Pages How to Handle End Matters No readings assigned No readings assigned

6 MGMT E-5030 January 2012 page 6 of 9 V. Detailed Class Schedule Session 1, Tues 1/3 The Right Start: How to Successfully Launch Change Initiatives/Introduction to the Course Project management matters now more than ever. We will discuss some traditional and innovative ways of thinking about project management to gain a broad perspective on the field. We will also review administrative details about the course. Provide an overview of the field of project management Introduce alternative project management models Understand the structure and expectations of the MGMT 5030 Project Management course Business School Press, Pages The Rewards of Project Management What is a Project? Session 2, Wed 1/4 PAMS Activation Process for Project Management Strategic Excellence in Project Management Overview and Phase I: Seed This session introduces project management and the PAMS model. We explore Phase I of the PAMS model, the Seed phase. Consider the definition and common attributes of a project Understand stakeholders key to the early development of a project Explore strategies for project portfolio management Business School Press, Pages How to Plan a Project Assigned The class will be divided into groups to construct a solution to the problem presented by the AtekPC Case. Each group will construct a Plan of Concept (PoC) based on their solution. PoCs will be due Thursday, January 14, 2012.

7 MGMT E-5030 January 2012 page 7 of 9 Session 3, Thu 1/5 The Case For and Against the PMO (Case Study) This case highlights some of the factors that bear heavily on the effectiveness of a project management office (PMO). We will examine the project management office process, and its design and structure. We will also discuss the assignment to create a Plan of Concept for an initiative around the Atek case. Examine the project management office process Understand the design and structure of a PMO Discover the initial design elements of a Plan of Concept McFarlan, F. W., M. Keil, and J. Huff, The AtekPC Project Management Office, Harvard Business School, Case , (Oct. 11, 2007). Session 4, Mon 1/9 PAMS: Failure Factors - Early causes of project failures (Seed) Project failures result in budget overruns, staff turnover, quality degradation, and negative financial implications for the organization's bottom line. Understanding why projects fail will help you to have a more successful project portfolio. Review metrics that matter: the definition of failure in project management Understand how to conduct an analysis of where projects fail across the project life cycle Examine critical failure factors and strategies to reduce project failure rates Session 5, Tues 1/10 PAMS: Failure Factors (continued) Business School Press, Pages How to Get the Project Going

8 MGMT E-5030 January 2012 page 8 of 9 Session 6, Wed 1/11 PAMS Activation Process for Project Management Phase II: The Start-Up Process. Introduction to Green-Lighted Projects This session sets the framework to understand what transpires after the initial Seed stage of PAMS. After approval of the concept, the initiative moves into the critical onboarding period. We discuss the Project Charter, the centerpiece and initial roadmap of almost all project management methodologies. In the PAMS model, the Project Charter is designed as a natural extension of Tollgate Review # 1 the Plan of Concept. Review the steps in the Start-Up process Discuss how to build a strong project foundation Understand the initial design elements of a Project Charter Consider challenges and opportunities inherent in the Project Charter Business School Press, Pages How to Manage the Project Session 7, Thu 1/12 PAMS Activation Process for Project Management Phase III: Develop. Preparing Projects for Launch After the Project and Portfolio Management Review Board approves the Project Charter in Phase II, we enter Phase III, the Develop stage. During this stage, the Implementation Team plans project implementation, composing formal plans to address work breakdown structure, schedule, budget, quality, risk management, and key performance metrics. Session Objective: Review the steps in the Develop Phase Examine the format and function of a Project Implementation Plan Develop and implement risk mitigation strategies Assignment Due Plan of Concept Business School Press, Pages How to Manage the Problems

9 MGMT E-5030 January 2012 page 9 of 9 Session 8, Tue 1/17 PAMS Activation Process for Project Management Phase IV: Initiate In this session, we will continue to examine the fourth phase of the PAMS process: the Initiate phase. This phase depicts the steps for project implementation. Construct the final project implementation plan Manage plan revisions and change control Conduct problem solving and stakeholder management Discuss strategies for monitoring the project implementation plan [The Tues. 1/17/11 session will also cover the following] Phase V: Close In this session, we will study the final phase of the PAMS process. This phase covers how to successfully close out projects, and how to capture lessons learned. Explore the process for closing out the project Capture Lessons Learned Highlight the importance of project team recognition Business School Press, Pages How to Handle End Matters Session 9, Wed 1/18 Review and Presentations We will review the steps of the PAMS model. Groups will present their final projects to the class during the final two days. Assignment Due All groups must turn in a paper copy of their presentation at the beginning of the session (2:00pm) on Wednesday January 18, Session 10, Thu 1/19 Presentations Any group that did not present on Wednesday, January 18 will present on Thursday, January 19.