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Course Outline - Project Management

This document provides an overview of the MBA Project Management course offered at St. Mary's University School of Business. The 2-credit, 7-week course aims to provide students with an essential foundation in project management theory and tools. It covers all phases of project management from initiation to planning, implementation, monitoring, and closure. The course uses lectures, discussions, and assignments to expose students to frameworks for initiating, planning, executing, and evaluating projects. Students will complete a group project, article reviews, and a final exam to assess their understanding of applying project management practices.

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203 views

Course Outline - Project Management

This document provides an overview of the MBA Project Management course offered at St. Mary's University School of Business. The 2-credit, 7-week course aims to provide students with an essential foundation in project management theory and tools. It covers all phases of project management from initiation to planning, implementation, monitoring, and closure. The course uses lectures, discussions, and assignments to expose students to frameworks for initiating, planning, executing, and evaluating projects. Students will complete a group project, article reviews, and a final exam to assess their understanding of applying project management practices.

Uploaded by

geachew mihiretu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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ST.

MARY’s UNIVERSITY
SCHOOL OF BUSINESS
GRADUATE PROGRAM – MBA

Course Title : Project Management


Course Number: MBA 592
Credit Hours 2
Class Sessions:
Course Duration: 7 weeks and one week exam period
Course Instructor Temesgen Belayneh, PhD
Name:
Course Instructor Smusob2020@gmail.com
email address

Course Description:

Since the down of human civilization, the business industry has seen
tremendous change. In recent years, the nature of both work and the
workplace has changed drastically. The state of competition, the increasing
intensity of regulations, the diversity of workforce, the quickening pace of
social, political, and economic integration and technological advancements are
all compelling a fundamental rethinking in the use and application of project
management tools and techniques.

Today, project management or managing by projects is becoming the common


language in a wide range of organizational activities. An understanding of
project management tools and techniques and the skills and knowledge to
make use of them has widely been recognized more than ever before. This is
because project management tools and techniques have been proved useful in
formulating and executing a network of complex projects that have made our
modern world what it is today.

Hence, an awareness and understanding of the range, relevance, and


significance of project management tools and techniques lies at the very heart
of every manager’s job. This is because the mounting wave of sea changes and
developments shaping the global landscape are increasingly demanding an
organized use and extensive application of project management knowledge,
skills, tools and techniques as a means of achieving an organization’s vision
and strategic plan.

Therefore, this course provides an essential foundation (the theory) and the
core methodology for understanding how to synthesize and apply the tools and
techniques of project management to meet project requirements. The course
centers on the essence of project management – the knowledge, skills, tools
and techniques used while taking a multi-faceted look at the different phases
through which projects move – from initiation to planning to implementation
and then to evaluation and monitoring and closeout.

The course method blends lecture, class discussions, individual and group
assignments. Substantial classroom discussion and participation are expected
and encouraged to understand the practical knowledge, skills, tools and
techniques needed in project identification, preparation, analysis,
implementation, and evaluation. In the end, students are expected to share the
best project management practices currently available in order to develop a
comprehensive understanding that would be of great value for the project
management challenges that awaits them in the years ahead.

Expected Learning Outcome


After completing this course, students are expected to:

 Understand the relevance and significance of programs, projects, and


project management to organizational development in particular and
national development in general;
 Understand the environments or the broader context in which projects
operate;
 Develop practical skills and knowledge needed in project identification,
preparation, analysis and evaluation, implementation, and evaluation;
 Understand the different roles and responsibilities involved in project
management;
 Synthesize and apply project management knowledge, skills, tools and
techniques learned in order to meet demanding project requirements in
organizations; and
 Understand the causes of project failures and the importance of risk and
change management in projects.

COURSE STRUCTURE
I. AN OVERVIEW OF PROJECT MANAGEMENT
I.1 Projects & Project Management
I.2 Programs and Portfolios
I.3 Importance of projects in organizational and National Development
I.4 Project Management concepts and definitions
I.5 Importance of Project Management
I.6 History of Project Management
I.7 Project Life Cycle
I.8 Trends in PM: Traditional and Agile PM

II. PROJECT INITIATION AND IDENTIFICATION


II.1 Project Identification and Definition
II.2 Sources of Project Ideas
II.3 Sources of projects for existing companies
II.4 Sources of projects for Developmental projects
II.5 Statement of the Problem and Stakeholder Analysis
II.6 Screening of Project Ideas

III. PROJECT ANALYSIS, EVALUATION AND SELECTION (FEASIBILITY


STUDY)
III.1 Market Analysis
III.2 Financial Analysis
III.3 Technical Analysis
III.4 Economic Analysis (Environmental and social cost benefit analysis)
III.5 Risk Analysis
III.6 Location & Technology Analysis
III.7 Project Selection: Financial and Non-Financial
IV.PROJECT ORGANIZATION
IV.1 Roles and Responsibilities in Project Management
IV.2 Project Charter and PMO
IV.3 Forms of Project Organization
IV.4 Human Aspects of Project Management
V. Project Planning Fundamentals
5.1. Definition and steps of project planning
5.2. Project Scope planning
5.3. Project Planning: The logical Framework Approach
5.4. Tools of Project Planning

VI.PROJECT IMPLEMENTATION OR EXECUTION


VI.1 Planning for Project Implementation
VI.2 Managing the Risks to Project Implementation
VI.3 Change Management in Projects
VII. PROJECT MONITORING, CONTROLLING & EVALUATION
VII.1 Project Performance Evaluation System
VII.2 Monitoring & Evaluation
VII.3 Project Control
VIII. PROJECT CLOSURE AND POST EVALUATION
VIII.1 Completion and Acceptance Criteria
VIII.2 Official Closeout Meeting
VIII.3 Post Project Evaluation/Audit

Requirements and Grading

Utilizing a teaching approach that blends class lecture, class discussions, and
assignments, students are exposed to key concepts and frameworks used in
initiating, planning, implementing, and evaluating projects. The course will give
students a broad picture of what project management is all about.

To enhance the learning environment, students are given group assignments in


which they are required to prepare and present a report. Presentations will be
done at the end of class lecture. Both the verbal presentation and the
submitted overall report will be assessed and evaluated. The content,
organization, and delivery of the report and role sharing and performance
during presentation are all part of the group assignment evaluation system.
Apart from this, students will be given individual assignments to analyze cases
or articles as deemed appropriate.

o Project work:..........................40%
o Article Review........................20%
o Final Exam............................40%

Reference Materials:

1. Bruke, R. (2004). Project Management: Planning and Control Techniques


(fourth ed.), John Wiley and Sons (Asia) pte Limited.
2. Chandra, P. (2002). Projects: Planning, Analysis, Financing,
Implementation and Review (5th ed.). Tata McGraw-Hill Publishing
Company Ltd, New Delhi.
3. Curry, S. and Weiss, J. Project Analysis in Developing Countries,
Macmillan, London
4. Helfert, E. A. (2001 ). Financial Analysis Tools and techniques: A Guide
for Managers. McGraw Hill, NY.
5. James P. Lewis, Project Planning, Scheduling & Control, 3rd Edition
6. Jetu, F.T. (2011), The Cultural and Behavioural Dimension of Project
Management: Factors Influencing Project Team Success in Ethiopia,
Trauner Druck GmbH & Co KG, Austria.
7. Larson, E.W. and Gray, C.F. (2011). Project Management: the Managerial
Process (5th ed.). McGraw-Hill Irwin, NY.
8. Maylor, H. (1996). Project Management. Pitman publishing, London.
9. Meredith, J. R. and Mantel, S.J. (1995): Project Management a
Managerial Approach (3rd ed.), John Wiley and Sons, Inc, Canada.
10. Project Management: A Comprehensive Handbook: Edited by
Turner J.R and Smister S.J (2004). Gower Publishing Limited, India.
11. United Nations Industrial Development Organization - UNIDO
(1991). Manual for the Preparation of Industrial Feasibility Studies, NY
12. United Nations Industrial Development Organization - UNIDO
(1972). Guidelines for Project Evaluation, NY

https://www.theseus.fi/bitstream/handle/10024/52007/Panin_Alexey.
pdf.pdf?sequence=1

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