Project Management Course Descriptions

PMT - 601. Projects as Strategic Initiatives (3)

Introduces the ethical, theoretical, and practical challenges of the project management framework, including the basic project management phases (initiation, planning, execution, control, and closure) and interactions. Integrates project management and strategic management. Instructs students on the purpose and preparation of their portfolios.

PMT - 611. Group Dynamics and Communication (3)

Focuses on the theories of organizational dynamics in team formation and communication, including how to build, motivate, and inspire team members. Covers written and oral communication skills pertinent to project management. Explores choice of communication, how to validate understandings and agreements, and how to manage conflict.

PMT - 621. Quantitative Analysis (3)

Covers quantitative methods that are used in analyzing and managing project scope, schedule, costs and control, and risk assessment. Methods draw from probability concepts and applications as well as descriptive and inferential statistics. Through the analysis of case studies, students also learn how to gather and analyze project requirements and create measurable success criteria used to evaluate project progress and completion.

PMT - 631. Decision Making and Project Initiation (3)

Surveys decision-making methods of perception, judgment, analysis, and choice at the indivisual and organizational levels. Examines the initiation and authorization process for defining the scope of a project in order to enhance decision-making among project stakeholders. Includes qualitative methods that can validate project decision-making.

PMT - 632. Managing Project Risk (3)

Exposes students to multiple aspects of project risk including risk identification, mitigation and ethics, analysis, response planning, and monitoring and control. Examines risk estimation and evaluation tools.

PMT - 633. Project Economic Analysis (3)

Focuses on the economic aspects of project management. Covers resource requirement estimation, including return on investment, cost/benefit analysis, and earned value. Utilizes appropriate computer tools and algorithms to assist in estimating, tracking, and managing costs.

PMT - 634. Project Resource Administration (3)

Covers the process for developing a request for proposal (RFP); how to develop responses to the RFP; how to negotiate agreements; and how to manage and track changes to the scope, schedule, and human resources associated with a given project. Considers the role and ethics of outsourcing and offshoring.

PMT - 635. Project Planning and Implementation (3)

Studies how project plan inputs are accurately gathered, integrated, and documented; the tools and techniques used in project planning; and the outputs of a project plan to viable stakeholders. Considers the development of project scope, work breakdown structures, and the importance of quality, risk, and contingency management in planning development.

PMT - 641. Teaming and Technology in a Virtual World (3)

Examines how to manage dispersed teams including trust building across organizational boundaries, managing teams in different time zones, and understanding the complexity associated with teams in remote locations. Technology available to assist in virtual team formation is also covered.

PMT - 651. Managing Project Quality and Change (3)

Addresses project quality policies; standards for project quality; tools and techniques for quality management; quality audits; and quality assurance and control for projects. Examines the factors that influence changes in a project while addressing how changes are tracked and documented; how changes influence the baseline of a project; and how best to communicate the changes.

PMT - 661. Complexity and Adaptability: Issues for Project Management (3)

Explores the impact of an increasingly complex business environment on project success. Examines project managers' adaptability to deal with unpredictability. Additional focus is on leading projects within specific industries and on how to interface with program management and product development.

PMT - 691. Culminating Project: Portfolio Project (3)

Considers lessons learned from managing a project and how the conclusion of one project influences and interfaces with subsequent projects. Students synthesize their learning in the program by presenting their completed portfolio.