PROJMGT 7940 Special Topics in Project Management
|Course Number:||PROJMGT 7940|
|Course Name:||Special Topics in Project Management|
|Course Description: ||Designed to present to students specialized topics in the field of Project Management depending upon interest of students and approval of staff.
For summer 2011, there are two special topics courses being held. Go to the course registration site to register for PM 7940-Project Portfolio Management. To register for PM 7940-PM Conference Credit Course option, contact your advisor or Bill Haskins at firstname.lastname@example.org.|
|Prerequisites: ||PROJMGT 7010 and PROJMGT 7020 or consent of instructor or department chair|
- Spring 2013: NO
- Summer 2013: YES
- Fall 2013: NO
- Spring 2014: NO
- Summer 2014: YES
- Fall 2014: NO
|PLEASE NOTE: This is a course that requires approval to register.|
|Registration Instructions|| |
PLEASE NOTE – THE INFORMATION BELOW IS FOR PM 7940: SPECIAL TOPIC--PROJECT PORTFOLIO MANAGEMENT.
After completion of this course you should be able to
- Explain the differences between managing projects, programs, and portfolios.
- Describe the challenges in project portfolio management.
- Describe the project portfolio management process.
- Identify the key roles and responsibilities of a Portfolio Manager, Enterprise Project Management Office, Portfolio Review Board, Program Manager, and Project Manager.
- Use various project portfolio models.
- Establish metrics for successful portfolio management.
- Describe the steps to implement portfolio management in your organization.
Traditional project management is a process where each project is approved and managed independently. In this arena, the focus is on a single project and the triple constraint – scope, time, and cost – of that project separate from other projects. Typically, the project manager is responsible for evaluating the performance of the project. At times, given the importance of the project, the project might be evaluated or reviewed at the executive level, but a review is still conducted in isolation of other projects.
By contrast, in the portfolio management environment, there is a predefined process for selecting projects and a uniform process for evaluating their success. The selection decisions, and the periodic evaluations, are made in the light of the enterprise’s business goals and strategies. Evaluations are conducted regularly and are based on standardized procedures. The emphasis is on ensuring that each program and project contributes to the overall organizational success. The program and project must continue to support business goals even if there are major changes in the requirements.
A full-scale project portfolio management (PPM) process goes beyond the management of multiple projects in that all of the programs, projects, and operational work in the PPM system are evaluated in concert with each other and in the light of the corporate vision and mission. Portfolio management has a broader context since it emphasizes a collective response to organizational needs during the planning and execution of these programs, projects, and operational work.
Number of Exams
There are no exams for this course.
Number of Assignments
There is a research paper for this course.
Number of Projects
There is 1 group project for this course.
A = 95-100 %
B = 89-94 %
C = 84-88 %
F = Below 84 %
The group activities comprise 40% of your final grade, and the research paper comprises 60% of your final grade.