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23 January 2009

Course Syllabus

Course Information
OPRE 6375
Project Execution and Closeout
On-campus 2009

Professor Contact Information


Mr. James Szot jimszot@utdallas.edu (instructor of record)
Dr. Duncan MacFarlane dlm@utdallas.edu
Dr. Gerald Turner turner.g.a@worldnet.att.net
Dr. Laurie Ziegler ziegler@utdallas.edu

Course Pre-requisites, Co-requisites, and/or Other Restrictions


OPRE 6374 Project Planning and Execution

Course Description
Planning and execution techniques continued from OPRE6374 and introduction of closeout phase
requirements. Topics include negotiation, procurement management, earned value management,
perception and people management, influence, information database development, project plan
execution and control, quality measurement and control, and project closeout.

Important note: Learning from preceding courses should be applied with learning from this
course in the completion of your assignments.

Student Learning Objectives/Outcomes


Students will demonstrate the ability to plan negotiations, develop procurement management
plans, report and interpret earned value data, consider perception and influence techniques in the
management of people, plan project execution and control procedures, use fundamental quality
tools, and plan project closeout procedures.

Required Textbooks and Materials


Textbooks (purchased by student):

Cialdini, Robert B. (2009) Influence: Science and Practice, 5th edition, Boston: Pearson
Education. ISBN 978-0-205-60999-4
Gray, Clifford and Larson, Erik (2008) Project Management: The Managerial Process,
Fourth Edition, New York: McGraw-Hill/Irwin. ISBN 0-07-334817-1
Heldman, Kim (2007) PMP® Project Management Professional Exam Study Guide,
Fourth Edition, Indianapolis: Sybex (Wiley). ISBN 978-0-470-15250-8
Lewicki, Roy; Barry, Bruce and Saunders, David (2006) Negotiation: readings, cases
and exercises, 5th edition, McGraw-Hill/Irwin. ISBN 0072973102

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23 January 2009

Lewis, Michael (2004) Moneyball: The Art of Winning an Unfair Game, New York:
W.W. Norton and Company. ISBN 0-393-32481-8
Project Management Institute (2004) A Guide to the Project Management Body of
Knowledge, Third Edition, Newtown Square, PA: Project Management Institute. ISBN
1-930699-45-X [download from PMI Standards]
Project Management Institute (2008) A Guide to the Project Management Body of
Knowledge, Fourth Edition, Newtown Square, PA: Project Management Institute. ISBN
978-1-933890-51-7 [download from PMI Standards]
Robbins, Stephen P. and Judge, Timothy A. (2009) Organizational Behavior,13th ed.,
Upper Saddle River, NJ: Pearson Prentice Hall. ISBN 13: 978-0-13-600717-3
Rose, Kenneth H. (2005) Project Quality Management: Why, What and How, Boca
Raton, FL: J. Ross. ISBN 1-932159-48-7
Cases:

Softech, Ltd – Part A

Course Syllabus Page 2


23 January 2009
Assignments & Academic Calendar

Title/Date Overview Objectives Assignments


Project Management This module continues the Non-PMPs Non-PMPs
Professional III process of preparing for the Explore PMI’s approach to
Project Management Institute’s This is a major assignment, not a brief
 Resource Planning summary!
Jim Joiner Project Management  Creating the Project Schedule and Budget
Jim Szot Professional certification exam. Read: Heldman, Chapters 9, 10, and 11
PMPs Write: A 15-20 page summary of the key
Self-study Students who have already Complete a research report on the student’s project points you found in the reading and a reflective
earned the PMP® credential management topic of choice. discussion on how risk management,
conclude preparation of a performance measurement and control,
research paper on a project integrated change control, quality monitoring
management topic of their and control, and project closeout are
choice. performed in your organization with
identification of strengths, opportunities for
improvement, and near term actions you would
suggest for improvement.
Post on Blackboard by April 26, 2009 11:59PM
(50 points)

PMPs
Submit your final report on Blackboard by April,
26, 2009 11:59PM. (50 points)

Negotiation: Perception, cognition and Students will be able to describe Required Reading
Perception, Cognition, emotion are the basic building  How psychological perception is related to the  Lewicki et al, Chapter 5
and Emotion blocks of all social encounters, process of negotiation
including negotiation. In this  How negotiators use information to make
Laurie Ziegler module you will gain a working decisions about tactics and strategy In-class activities
knowledge of how humans  How cognitive biases may compromise
March 21 AM perceive and process negotiator performance
information to help understand  How negotiators can manage misperceptions
why people behave the way they and cognitive biases to maximize strategic
do during negotiations. advantage and minimize their adverse effects
Negotiation: Communication processes, both Students will be able to describe Required Reading
Communication and verbal and non-verbal, are  What is communicated in a negotiation  Lewicki et al, Chapter 6
Closeout critical to achieving negotiation  How people communicate in a negotiation
goals and to resolving conflicts.  How to improve communication in negotiation
Laurie Ziegler This module explores how  Special considerations at the close of In-class activities
negotiators communicate their negotiation
March 21 PM own interests, positions, and
goals; and in turn make sense of
those of the other party and
overall negotiation.

Course Syllabus Page 3


23 January 2009
Title/Date Overview Objectives Assignments
Procurement This session explores the As a result of this module you will be better Reading Assignments
Management procurement management prepared to:  PMBOK Guide: Chapter 12
processes that are used to  Prepare a project procurement plan  Gray and Larson: Chapter 12 including
Jim Szot acquire goods and services for  Insure individual integrity and professionalism Appendix 12.1
the achievement of project goals. by adhering to legal requirements and ethical Download the PowerPoint notes and play the
April 9 AM standards in procurement flash presentation found on Blackboard
 Balance stakeholders’ interests by
recommending contracting approaches that Individual assignment (5 Points)
are fair to all parties 1. Review the case study, Partnering – The
 Interact with stakeholders in a professional and Accounting Software Installation Project, in
cooperative manner Gray and Larson, pages 410-411 (3ed. pp.
402-403)
2. Prepare a response to the following
questions in 2-3 pages:
a. What did Karin do right?
b. Why is the project in trouble?
c. What would you have done differently to
assure success?
d. What should Karin do now?
e. How does the type of contract (fixed
price, cost plus, etc.) affect Karin’s ability
to “partner” with the external suppliers
and the internal divisions?
f. Should written contracts be used with the
internal divisions? Why or why not?
3. Submit on Blackboard by 8 AM, April 9,
2009. Bring a copy to class

Team assignment (5 points)


This is a continuation of your team project.
1. Collaborate as a team to prepare a
procurement management plan that
describes how procurement will be managed
on your project. Identify what will be
procured and your approach to the
procurement.
2. Submit this plan as a short PowerPoint
presentation by 8 AM, April 9, 2009..
3. Review this plan with the class in less than
10 minutes.

Team score will be adjusted for each team


member based on peer teamwork evaluation.
Individually, submit a team evaluation on
Blackboard by 8:00 AM Weds., April 15, 2009

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23 January 2009
Title/Date Overview Objectives Assignments
Earned Value This module explores the project As a result of this module you will be able to: Reading Assignments
Management performance management and 1. Use earned value techniques to manage and  PMBOK Guide
scope/schedule/resource communicate project progress  Section 7.3, Cost Control
Jim Szot integration technique of earned 2. Measure project performance via project  Section 10.3, Performance Reporting
value management (EVM). trends and variances
April 9 PM 3. Perform timely corrective action and evaluate  Gray and Larson, Chapter 13 including
effectiveness Appendix 13.2

Individual Assignment (10 points)


Submit your response on Blackboard by Noon,
Thursday, April 23, 2009.

Perception and People This module explores the Students will be able to describe Reading Assignments
Management relationship between perception  Perception and influencing factors
Robbins and Judge: Chapter 5
and individual making and the  Attribution theory and determinants of
Laurie Ziegler ramifications on people attribution
In-class activities
management and decision  Shortcuts individuals make in judging others
April 10 AM making in organizations  The link between perception and decision
making
 The rational model of decision making in
contrast with bounded rationality and intuition
 Common decision biases and errors
 How individual differences and organizational
constraints affect decision making
 Ethical decision criteria
 Creativity and a three-component model
Influence Science and Most project managers do not Students will be able to describe the principles and Reading Assignments
Practice have direct reporting command application of
Cialdini: entire book
over the people doing the work  Reciprocation
Laurie Ziegler and must rely on influence to  Consistency
In-class activities
manage a project successfully.  Social proof
April 10 PM This module explores six  Liking
psychological principles of  Authority
influence and how they are  Scarcity
applied to achieve compliance.
Developing Info A properly constructed Describe the application of Reading Assignments
Database / Balanced measurement program allows an • Learning curves
Scorecard, etc. organization to continuously • Balanced Scorecard Lewis: entire book
improve its operating efficiency.
Duncan MacFarlane In-class activities

April 11 AM

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23 January 2009
Title/Date Overview Objectives Assignments
Project Plan In this session we will review key Our objectives will be to understand the inputs, key
Execution and Control aspects and processes for processes, checkpoints and deliverables for Required Reading
successful project plan execution successful execution and delivery corporate Gray and Larson, Chapter 13
Gerald Turner and delivery. As the PMBoK initiatives through effective project management Review Softech, Ltd. - Part “A” (handout).
establishes, timely and effective methods. We will also visit other topics including
April 11 PM execution of the project plan project trade-offs between budget, resources, Optional Reading
includes several key inputs: “the schedule, and scope. We will also learn various Heldman, Chapters 8 & 9.
project plan itself, supporting methods of tracking and monitoring overall project PMI, PMBOK Guide, Sections 3.2.3.1; 3.2.4.1;
detail, organizational policies performance, paying particular attention to “flags” 3.2.4.2
(and procedures), and corrective or deviations from the project planning baseline.
actions.” These domains will be Class Participation
reviewed in the context of Be prepared to discuss issues, challenges and
satisfying major corporate and problems typically characteristic of the project
organizational initiatives, goals execution process. Particular emphasis will be
and objectives through given to facilitated discussion of selected
successful project execution. Chapter 13 “Snapshots”.
For the Softech Ltd. case, Part A, develop and
submit at the beginning of the class a brief “quick
overview action proposal” as called for at the end
of the case. Retain a copy for your use during in-
class group work on Softech, Ltd. – Part “A”.
Point distribution: 4 pts. – Class participation &
contribution; 1 pt. – “Quick Overview Action
Proposal”.

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23 January 2009
Title/Date Overview Objectives Assignments
Quality: Measurement This session explores quality
and Control/Project measurement/control and project As a result of this module you will be better Reading Assignments
Closeout closeout. prepared to:
 Identify/implement project controls Gray and Larson: Chapter 14

Jim Szot  Implement project plan Rose: Chapters 6-12


 Implement/carry out quality assurance
procedures PMBOK Guide
May 14 AM  Sections 8.2 – 8.3
 Refine control limits on performance measures
 Perform timely corrective action and evaluate  Section 4.7
effectiveness  Section 12.6
 Assure compliance with change management Team assignment (5 points)
plan
 Perform periodic reassessment of project This is the final assignment for your team project.
control plans and practices
Collaborate as a team to progressively elaborate
 Recognize and respond to risk event triggers
your quality plan to be sure it adequately
 Monitor project activity via periodic inspections
addresses the quality monitoring and control
 Obtain final acceptance of deliverables via
needs of your project.
formal approval from stakeholders
 Document lessons learned by surveying Prepare a project closeout document that
project stakeholders describes how project results will be
 Facilitate administrative/financial closure in documented, formal acceptance will occur,
accordance with project plan lessons learned will be captured/archived, and
 Archive essential project records/tools how the project team will be dissolved.
 Release project resources via appropriate
organizational procedures Submit these documents with a short PowerPoint
 Contribute to the project management presentation describing the closeout plan and the
knowledge base by sharing lessons learned, changes to the quality plan by 7 AM, June 11,
best practices, etc. 2009.
Review this presentation with the class in less
than 10 minutes on June 11, 2009.
Note: Team score will be adjusted for each team
member based on peer teamwork evaluation.

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23 January 2009

Grading Policy
Graded assignments should be posted to BlackBoard by midnight of the day listed. If you do not find a link,
e-mail Dave Wurmstein [wurm@utdallas.edu], Carolyn Cooper-Murriel [carolync@utdallas.edu] and Jim
Szot [jimszot@utdallas.edu]. Course grade is subject to adjustment based on web conference participation.

Assignments Module Percentage Type Due Date


Negotiation:
In-class activities 5% Team March 21
Perception…/Ziegler
Negotiation:
In-class activities 5% Team March 21
Communication…/Ziegler
Partnering Case Procurement 5% Individual April 9
Analysis Management/Szot
Procurement Procurement 5% Team April 9
Management Plan Management/Szot
Perception and People
In-class activities 5% Team April 10
Management/Ziegler
Influence: Science and
In-class activities 5% Team April 10
Persuasion/Ziegler
Case Analysis Project Plan Execution
5% Individual April 11
Discussion and Control/Turner
Delta to
Procurement
Peer Evaluation Team Individual April 15
Management/Szot
Assignment
EVM Analysis Earned Value (#41) 10% Individual April 23
Project Management
Course/Joiner 50% Individual April 26
Professional report
Power and Politics/
Erik Peterson Case OB6301 Team May 10
Freedman
Quality Management Quality: Measurement
Plan Update/Project and Control/Project 5% Team June 11
Closeout Plan Closeout/Szot

Technical Support

For assistance with BlackBoard, Elluminate, and other Project Management Program technology
issues, e-mail Dave Wurmstein [wurm@utdallas.edu] and Carolyn Cooper-Murriel
[carolync@utdallas.edu].

If you experience any problems with your UTD account you may send an email to
assist@utdallas.edu or call the UTD Computer Helpdesk at 972-883-2911. Do not contact the
UTD Computer Helpdesk for questions about or problems with Blackboard or Elluminate.
They cannot help you – these products are supported by the Project Management Program.

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23 January 2009

University Policies

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is contained
in the UTD printed publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Series 50000, Board of Regents, The University of Texas System, and in Title V,
Rules on Student Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391) and online at
http://www.utdallas.edu/judicialaffairs/UTDJudicialAffairs-HOPV.html

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty. Because
the value of an academic degree depends upon the absolute integrity of the work done by the
student for that degree, it is imperative that a student demonstrate a high standard of individual
honor in his or her scholastic work.

Scholastic Dishonesty, any student who commits an act of scholastic dishonesty is subject to
discipline. Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the
submission for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair advantage to a
student or the attempt to commit such acts.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted materials, including music and software.
Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright
owner’s rights and such infringement is subject to appropriate disciplinary action as well as
criminal penalties provided by federal law. Usage of such material is only appropriate when that
usage constitutes “fair use” under the Copyright Act. As a UT Dallas student, you are required to
follow the institution’s copyright policy (Policy Memorandum 84-I.3-46). For more information
about the fair use exemption, see http://www.utsystem.edu/ogc/intellectualproperty/copypol2.htm

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23 January 2009

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

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23 January 2009

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:


The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
disabilityservice@utdallas.edu

If you anticipate issues related to the format or requirements of this course, please meet with the
Coordinator of Disability Services. The Coordinator is available to discuss ways to ensure your
full participation in the course. If you determine that formal, disability-related accommodations
are necessary, it is very important that you be registered with Disability Services to notify them of
your eligibility for reasonable accommodations. Disability Services can then plan how best to
coordinate your accommodations.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

These descriptions and timelines are subject to change at the discretion of the Professor.

Course Syllabus Page 11

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