A Report on. December 17, 2013 COMPARISON OF PROGRAMS OBJECTIVES AND TAGET POPULATIONS:

Transcription

1 A Report on Florida Institute of Technology s Proposed Master of Science in Project Management and its Duplication of MSU s Existing Master of Science in Project Management December 17, 2013 This report compares the Florida Institute of Technology s () proposed Master of Science in Project Management to the existing Master of Science in Project Management program offered by the Information Science and Systems (INSS) department at Morgan State University (MSU). We provide a three-faceted analysis that includes comparison of program objectives and target population, core courses, and a course-by-course content analysis. The analyses conclude that the s proposed Master of Science in Project Management is a duplication of the existing Master of Science in Project Management offered by MSU. In this report we document that s proposed program, beyond any doubts, overwhelmingly duplicates Morgan s on-campus, online, and hybrid Project Management certificate program. To illustrate the extent of duplication, we conducted content analyses, comparing descriptors (words and phrases that convey specific meaning) used in the description of s five courses indicate that it duplicates the program offered by Morgan State University. These descriptors are commonly used in Project Management and their meanings are constant across various types of projects. COMPARISON OF PROGRAMS OBJECTIVES AND TAGET POPULATIONS: In 2009, Maryland Higher Education Commission approved Morgan State University s proposal to offer a Master of Science and a Post-Baccalaureate Certificate in Project Management online and in hybrid modes of instruction. Morgan State University designed and implemented Project Management programs to meet the stated needs and demands of the federal "Base Realignment and Closure (BRAC)" process, namely, the Greater Baltimore area, military/civilian employees of the BRAC Aberdeen Proving Ground region, Fort Meade, Andrews Air Force Base and National Naval Medical Center at Bethesda. Aberdeen Proving Ground is within a short driving distance from Morgan State University and offering our certificate and master s programs though the HEAT Center is critically important to the growth of Morgan s Project Management Program. However, University s proposal claims: What distinguishes the Florida Institute of Technology MS/PM from all these is the local face-to-face delivery of coursework. Our students cite this benefit, the ability to learn in a traditional classroom setting with a qualified instructor there, as one of the chief reasons for selecting Florida Tech. We have a number of qualified faculty teaching the program who work in the field of Project Management, some with Project Management Institute (PMI) Training or Certification. 1

2 Another discriminator from a curriculum standpoint is the Operations Research concentration that is offered as an MS/PM option. Presently, there are no other OR options offered at SMHEC. NAV AIR Cost Department (AIR-4.2) is a strong OR practitioner, thus Florida Tech has both MS/PM students and faculty connected with 4.2. There are other competencies at Pax who can benefit from OR curriculum. proposes to offer a Project Management Master s program in the same market that is adequately served by Morgan s program: Program s target student market: o The metropolitan area, and military/civilian employees of the Base Realignment and Closure (BRAC) Aberdeen Proving Ground region Primarily business, engineering, transportation, information technology and computer science majors Program s target student market: o The Greater Baltimore area, military/civilian employees of the BRAC Aberdeen Proving Ground region, Fort Meade, Andrews Air Force Base and National Naval Medical Center at Bethesda Primarily business, engineering, transportation, information technology and computer science majors REQUIRED COURSES AND DESCRIPTIONS Florida Institute of Technology MGT 5006 INTRODUCTORY MANAGERIAL STATISTICS (3 credits) Studies methods of collecting, analyzing and interpreting data for managerial decision making. Includes data presentation, measures of central tendency, dispersion and skewness; discrete and continuous probability distributions; sampling methods and sampling distributions; and confidence interval estimation of parameters and tests of hypotheses. MGT 5013 ORGANIZATIONAL BEHAVIOR (3 credits). Covers the contributions to management theory made by the behavioral sciences. Gives a better understanding of the human being and why he acts as he does. Studies individual and group behavior. Extensively uses current periodicals and case materials. MGT 5064 COST AND ECONOMIC ANALYSIS (3 credits) Covers cost effectiveness, trade-off analysis, system effectiveness model structure, criteria for evaluation of alternative systems, principles of cost accounting and cost estimating for system 2

3 life cycle. Includes basic math for cost-effective analysis, computer tools for economic modeling and risk assessment. Prerequisites: MGT MGT 5080 STRATEGIC PROJECT MANAGEMENT (3 credits) Examines the practical tools of strategy, planning and implementation at business and corporate levels. Covers the primary challenges of projects (scope, time, budget). Provides fundamental techniques and principles. Follows national standards for successful Project Management Professional (PMP) certification. MGT 5081 PROJECT TOOLS AND TECHNIQUES (3 credits) Covers tools and techniques used in project management. Emphasizes how to determine the appropriate tool or technique to use during the different phases of a project life cycle. Provides understanding of theory and the strategic roles of the different tools and techniques available. MGT 5082 CASES IN APPLIED PROJECT MANAGEMENT(3 credits) Covers planning and managing a project. Uses learned project management concepts. Provides hands-on experience in planning and managing a student project. Gives insight through case studies and real-world analyses. Examines methodology and the importance of a formal process. Includes Organizational Project Management Maturity Model (OPM3). MGT 5088 PROJECT AND PROGRAM RISK MANAGEMENT (3 credits) Systematically approaches risk management from project initiation to project planning, implementation, control and closeout. Discusses various techniques and models for qualitative/quantitative risk assessment and risk management in areas such as cost, schedule and outputs. Prerequisites: MGT 5006, MGT 5017 MGT 5090 PRACTICUM FOR PROJECT MANAGEMENT* (3 credits). Formulates and applies the knowledge of project management in an integrative fashion within a project team environment. Requires a written project plan and a significant research paper or challenging project. May serve as the capstone for certain majors. Prerequisites: MGT 5088, MGT *Serves as the capstone course for this program. Morgan State University. PROJ Project, Program and Portfolio Management This problem-based interdisciplinary course introduces project management tools and techniques. It introduces program and portfolio management in corporate and government settings. Students use practical applications to manage projects from start to finish. Students use software tools for planning and monitoring projects. 3

4 Create initial and final scope statements Perform critical path analysis Estimate project cost Explain the major concepts associated with program and portfolio management Explain the major concepts associated with project quality, project risks and procurement management This course is an introductory course in Project Management. It surveys all the nine knowledge areas outlined by the Project Management Institute. It emphasizes program and portfolio management aspects. PROJ Project Planning and Resource Management This problem-based course introduces detailed project planning and resource management techniques. Topics include business case development, scope planning, activity listing, activity sequencing, activity duration estimation, scheduling, resource allocation and others. Students use project management software in this course. Create initial and final scope statements Develop work breakdown structure for a project Apply scope control techniques to solve problems Estimate activity duration and perform critical path analysis Develop and track project schedule Apply techniques such as resource leveling, resource limited scheduling and resource utilization charts to solve problems This course covers the following knowledge areas outlined by Project Management Institute: Project Scope Management Project Time Management Project Resource Planning and Management PROJ Project Communication, Negotiation, and Human Resource Management This course focuses on project communication needs, how to plan for meeting those needs, and related human resources issues. It introduces students to challenges associated with matrix teams and virtual teams. Students learn dynamics of negotiation. The course utilizes case studies to augment student learning. Create a communication plan for managing stakeholders 4

5 Explain the role of culture, language in project teams Develop a negotiation plan Describe the different leadership styles Create a communication plan for managing cross cultural teams Explain the major concepts associated with negotiations; conflict resolution; motivation; influence; power; and effectiveness theories The course covers the following knowledge areas outlined by Project Management Institute: Project Communication and negotiation Project Human Resource Management PROJ Project Cost, Value, and Financial Management This course introduces students to project cost estimation techniques. Students learn how to adjust cost estimates based on resource availability and project risk, and evaluate quality of cost estimates prepared by others. Students learn the earned-value management technique. Students use software package(s) to estimate costs. Estimate project costs using techniques such as analogous estimating, bottom-up estimating and parametric estimating Estimate resource cost rates Estimate cost of reserves for projects (i.e. contingency analysis) Control project costs using techniques such as cost change control system, performance measurement analysis, forecasting, project performance reviews and variance analysis Conduct earned value analysis in order to control project costs Estimate cost variance, schedule variance, cost performance index, cumulative performance index and schedule performance index for projects The course covers the following knowledge area outlined by Project Management Institute: Project Cost Management PROJ Project Execution, Risk, and Quality Management This course deals with risk assessment tools and techniques. Students learn how to identify, analyze, and build risk response plans. This course also focuses on project execution and how to integrate quality into projects and use key metrics. This course uses case studies to enhance learning. Document lessons learned and implement approved process improvement activities Identify different types of risks, their sources, triggers, symptoms, causes and effects Conduct qualitative and quantitative risk analysis Develop risk response plans 5

6 Explain the major concepts associated with quality planning, quality assurance and quality control The course covers the following knowledge areas outlined by Project Management Institute: Project Quality Management Project Risk Management Project Execution and Integration Management PROJ 670--Project Procurement Management in Public and Private Sectors This course introduces students to procurement process and contract administration issues from the unique perspectives of the buyer and the seller. Students learn procurement issues in public agencies vs. companies and governmental procurement regulations. Topics include contract management methods, types of contracts, contract pricing models and others. Develop purchases and acquisitions plan Explain the different types of contracts, their characteristics and risks involved Apply contract pricing models while developing contracting plan Evaluate sellers Prepare a contract with standard clauses for a given project Explain the major issues associated with State and Federal procurement Develop RFP and RFQ for public and private sector projects The course covers the following knowledge area outlined by Project Management Institute: Project Procurement Management Course-by-Course Comparison Details In the above sections, we showed how program objectives and the core courses are similar. In this section, we provide a course-by-course comparison to show the duplication of the curriculum. Course-by-Course Comparison Details In the above sections, we showed how program objectives and the core course are similar. In this section, we provide a course-by-course comparison to show the duplication of the curriculum. We have mapped classes below where we found SFU offerings that are essentially similar with MSU offerings: In comparing courses, for easy identification, we have used similar color highlights to show matched words and phrases. 6

7 1. Comparison of and MSU course addressing planning, estimating, scheduling, and resource allocation: MGT 5080 STRATEGIC PROJECT MANAGEMENT (3 credits) Examines the practical tools of strategy, planning and implementation at business and corporate levels. Covers the primary challenges of projects (scope, time, budget). Provides fundamental techniques and principles. Follows national standards for successful Project Management Professional (PMP) certification PROJ Project Planning and Resource Management (3 credits) This problem-based course introduces detailed project planning and resource management techniques. Topics include business case development, scope planning, activity listing, activity sequencing, activity duration estimation, scheduling, resource allocation and others. Students use project management software in this course. Create initial and final scope statements Develop work breakdown structure for a project Apply scope control techniques to solve problems Estimate activity duration and perform critical path analysis Develop and track project schedule Apply techniques such as resource leveling, resource limited scheduling and resource utilization charts to solve problems This course covers the following knowledge areas outlined by Project Management Institute: Project Scope Management Project Time Management Project Resource Planning and Management 7

8 2. Comparison between and MSU course covering procurement, contract and contract management, and buying and selling process: NONE PROJ 670--Project Procurement Management in Public and Private Sectors This course introduces students to procurement process and contract administration issues from the unique perspectives of the buyer and the seller. Students learn procurement issues in public agencies vs. companies and governmental procurement regulations. Topics include contract management methods, types of contracts, contract pricing models and others. Develop purchases and acquisitions plan Explain the different types of contracts, their characteristics and risks involved Apply contract pricing models while developing contracting plan Evaluate sellers Prepare a contract with standard clauses for a given project Explain the major issues associated with State and Federal procurement Develop RFP and RFQ for public and private sector projects The course covers the following knowledge area outlined by Project Management Institute: Project Procurement Management 8

9 3. Comparison between and MSU course that covers communication, leadership, human resource management: MGT 5013 ORGANIZATIONAL BEHAVIOR (3 credits). Covers the contributions to management theory made by the behavioral sciences. Gives a better understanding of the human being and why he acts as he does. Studies individual and group behavior. Extensively uses current periodicals and case materials. PROJ Project Communication, Negotiation, and Human Resource Management This course focuses on project communication needs, how to plan for meeting those needs, and related human resources issues. It introduces students to challenges associated with matrix teams and virtual teams. Students learn dynamics of negotiation. The course utilizes case studies to augment student learning. Create a communication plan for managing stakeholders Explain the role of culture, language in project teams Develop a negotiation plan Describe the different leadership styles Create a communication plan for managing cross cultural teams Explain the major concepts associated with negotiations; conflict resolution; motivation; influence; power; and effectiveness theories The course covers the following knowledge areas outlined by Project Management Institute: Project Communication and negotiation Project Human Resource Management 9

10 4. Comparison between and MSU courses addressing cost estimation, cost management and control, and financial management: MGT 5064 Cost AND ECONOMIC ANALYSIS (3 credits) Covers cost effectiveness, trade-off analysis, system effectiveness model structure, criteria for evaluation of alternative systems, principles of Cost accounting and cost estimating for system life cycle. Includes basic math for cost-effective analysis, computer tools for economic modeling and risk assessment. PROJ Project Cost, Value, and Financial Management This course introduces students to project cost estimation techniques. Students learn how to adjust cost estimates based on resource availability and project risk, and evaluate quality of cost estimates prepared by others. Students learn the earned-value management technique. Students use software package(s) to estimate costs. Estimate project costs using techniques such as analogous estimating, bottom-up estimating and parametric estimating Estimate resource cost rates Estimate cost of reserves for projects (i.e. contingency analysis) Control project costs using techniques such as cost change control system, performance measurement analysis, forecasting, project performance reviews and variance analysis Conduct earned value analysis in order to control project costs Estimate cost variance, schedule variance, cost performance index, cumulative performance index and schedule performance index for projects The course covers the following knowledge area outlined by Project Management Institute: Project Cost Management 10

11 5. Comparison between and MSU courses covering program and portfolio management concepts and techniques: MGT 5081 PROJECT TOOLS AND TECHNIQUES (3 credits) Covers tools and techniques used in project management. Emphasizes how to determine the appropriate tool or technique to use during the different phases of a project life cycle. Provides understanding of theory and the strategic roles of the different tools and techniques available. PROJ Project, Program and Portfolio Management (3 credits) This problem-based interdisciplinary course introduces project management tools and techniques. It introduces program and portfolio management in corporate and government settings. Students use practical applications to manage projects from start to finish. Students use software tools for planning and monitoring projects. Create initial and final scope statements Perform critical path analysis Estimate project cost Explain the major concepts associated with program and portfolio management Explain the major concepts associated with project quality, project risks and procurement management This course is an introductory course in Project Management. It surveys all the nine knowledge areas outlined by the Project Management Institute. It emphasizes program and portfolio management aspects. 11

12 6. Comparison between and MSU courses covering Risk Management: MGT 5088 PROJECT AND PROGRAM RISK MANAGEMENT (3 credits) Systematically approaches risk management from project initiation to project planning, implementation, control and closeout. Discusses various techniques and models for qualitative/quantitative risk assessment and risk management in areas such as cost, schedule and outputs. Prerequisites: MGT 5006, MGT 5017 PROJ Project Execution, Risk, and Quality Management This course deals with risk assessment tools and techniques. Students learn how to identify, analyze, and build risk response plans. This course also focuses on project execution and how to integrate quality into projects and use key metrics. This course uses case studies to enhance learning. Document lessons learned and implement approved process improvement activities Identify different types of risks, their sources, triggers, symptoms, causes and effects Conduct qualitative and quantitative risk analysis Develop risk response plans Explain the major concepts associated with quality planning, quality assurance and quality control The course covers the following knowledge areas outlined by Project Management Institute: Project Quality Management Project Risk Management Project Execution and Integration Management 12

13 7. Comparison between and MSU courses covering Cases in Project Management: MGT 5082 CASES IN APPLIED PROJECT MANAGEMENT(3 credits) Covers planning and managing a project. Uses learned project management concepts. Provides hands-on experience in planning and managing a student project. Gives insight through case studies and real-world analyses. Examines methodology and the importance of a formal process. Includes Organizational Project Management Maturity Model (OPM3). PROJ 685: Special Topics in Project Management 3 Credits This course introduces students to special topics in project management. Students discuss case studies and review latest academic and practitioner articles in project management. Students go through a complete project management life cycle, including initiating, planning, executing, controlling, and closing 8. Comparison between and MSU courses covering Statistics: MGT 5006 INTRODUCTORY MANAGERIAL STATISTICS (3 credits) Studies methods of collecting, analyzing and interpreting data for managerial decision making. Includes data presentation, measures of central tendency, dispersion and skewness; discrete and continuous probability distributions; sampling methods and sampling distributions; and confidence interval estimation of parameters and tests of hypotheses. INSS 586 Quantitative and Statistical Analysis This course highlights the essential skills in mathematics and statistics that are required of the manager. These skills underlie the manager s ability to make sound decisions and solve complex problems. Solve problems that lead to linear or quadratic equations or equations involving radicals, absolute value or rational expressions. Demonstrate understanding of description statistics concepts. Recognize the exponential and logarithmic functions, their graphs and use them to construct mathematical model in business, as well as in other appropriate fields. Demonstrate and understanding of sampling techniques Solve elementary linear programming problems Perform statistical data analysis. Solve basic probability distribution problems and Hypothesis testing. 13