Course Descriptions

Required Courses:

  • RPJM 101 Foundations of Project Management

    This course covers the history, current practice, and future directions of project management. Principles and concepts of project management are presented and discussed within the context of the knowledge areas and process groups defined in the Project Management Body of Knowledge (PMBOK). Concepts covered include process groups from initiation through closure; techniques for estimating and reporting; management of risk, quality, resources, and communications; earned value analysis; agile and extreme methods.

    At the end of this course the student will be able to:

    • Write a clear, concise project charter document to launch a project.
    • Create a complete work breakdown structure to organize, define, and graphically display the work to be accomplished to achieve the objectives of a project.
    • Build a comprehensive project schedule using Microsoft Project to realize defined requirements given time and cost constraints.
    • Create, analyze, and respond to project tracking/control reports in the areas of requirements, staffing, incidents/quality, schedule, milestones, earned value, and risk.
    • Analyze change, configuration, and quality management processes in the context of managing a project.
    • Apply appropriate project management techniques based upon: the size and scope of the project; organizational structure, maturity, and culture; and procurement needs.

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  • RCOM 102 Professional Communications

    Course Requirements:

    • Zoom will be provided to all students at no cost, for use in group work and recording of speech assignments
    • WebCam and microphone are required for this course. Using the WebCam and microphone installed on your computer is acceptable. They are also available at major retail outlets, in the $20-$30 range.
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  • RPJM 103 Project Scheduling and Cost Management

    Projects attempt to achieve maximum value for minimum cost, and they often compete with other projects and operations within the organization for resources and financing. This course covers recently developed methods and value-based metrics that, when properly applied, can significantly impact project and portfolio value and revenue. By quantifying each side of the classic Triple Constraint Triangle, the value returned by the project and its contribution to the organizational portfolio can be accurately assessed and optimized. The course focuses on the project as an investment, and addresses both the theoretical and practical skills necessary to successfully manage that investment. Techniques covered include Estimated Monetary Value (EMV) of the project scope; critical path and precedence diagramming methods of scheduling; resource optimization; and decision-making processes that optimize both project performance and return on investment.

    At the end of the course, students will be able to:
    • Explain the core principles of the project as investment, and itemize the main contributing factors of product and project scope to that investment.
    • Explain how the project investment may be affected by schedule, and compute the value of a project schedule that is delayed or accelerated.
    • Prepare a detailed project work breakdown structure that aligns with project scope.
    • Build a project schedule through critical path method and precedence diagram method by identifying task dependencies, constructing a project network diagram, and using advanced techniques and metrics to optimize a schedule using MS Project.
    • Make activity-based resource assignments and level resources.
    • Develop a comprehensive project budget based on scheduling data and other project parameters, and establish the cost baseline.
    • Use resource scheduling metrics to justify staffing levels.
    • Explain, compute, and use effective techniques and metrics to track and control a project, such as earned value analysis, resource justification, profitability, and critical path methods.
    • Explain, justify, and compute management reserve and buffers based on project risk, and estimate the cost of such reserves.
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  • RPJM 110 Risk Management in Projects and Programs

    This course covers risk management processes and techniques in depth, exploring the systematic and iterative approaches that encompass risk planning, identification, qualitative analysis, quantitative analysis, response planning, and monitoring and control. The course addresses risk management principles consistent with the PMBOK. Techniques for building and applying a risk management toolkit are explored, as are methods to implement risk management programs within an organization.

    At the end of the course, students will be able to:

    • Develop a comprehensive risk management plan for a project.
    • Identify risks in cause-risk-effect format using project assets such as the project charter, WBS, project plan, and historical records.
    • Qualitatively analyze risks to develop probability and impact ratings for risks.
    • Quantitatively analyze risks to determine time/cost probabilities and impacts and overall project reserves.
    • Apply expected value analysis and decision tree analysis to project scenarios and make recommendations based on these models.
    • Develop response plans for top-risks that include approaches to avoid, mitigate, accept, and transfer risks.
    • Analyze methods of risk audits and project risk reviews in order to gather data for, and communicate results of, risk monitoring and control practices.
    • Evaluate risk management tools currently on the market.
    • Communicate risk management process steps and results to colleagues.
    • Critique the results of risk management activities on a project.
    • Propose strategies for the organizational adoption of effective risk management practices.

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  • RPJM 113 Negotiating and Conflict Resolution

    Course Description

    Conflicts of interest are common in project and program management, business environments, and daily life. This course provides a framework to understand the basis of conflict, to select an appropriate conflict resolution strategy, and to employ tactics that optimize results for both individuals and organizations. Characteristics of negotiation explored include the two fundamental strategies of negotiation; frames of reference; value creation; value claiming; and the impact of both tangible and intangible factors on the negotiation process.

    With globalization of project management and the implementation of virtual teams, the challenges to successfully resolve conflicts become increasingly complex. Approaches to conflict resolution differ among collocated and virtual teams, and cultural differences, interests, and values influence negotiation strategy and tactics. As each element of the conflict resolution process is explored, the course highlights special considerations for virtual team members.

    By participating in this course you will come to recognize the pervasiveness and importance of negotiation. You will acquire a new repertoire of negotiating skills. You will develop a systematic and positive approach to negotiating with colleagues, bosses, clients, other stakeholders, and external groups of all kinds--in ways that equip you to deal also with all kinds of conditions and circumstances.

    Overall Course Outcomes

    At the end of the course, students will be able to:

    Develop a systematic plan to negotiate with colleagues, bosses, clients, other stakeholders, and external groups of all kinds

    • Analyze characteristics of a negotiation situation
    • Analyze strategies for conflict management
    • Execute fundamental strategies of distributive bargainin
    • Analyze positions taken during a negotiation and handle hardball negotiation tactics
    • Execute an integrative negotiation process, determining the factors that will facilitate a successful integrative negotiation
    • Develop a strategy to achieve one’s goals, negotiation strategy, BATNA
    • Prepare for communications in the negotiations and analyze the opponent’s communication tactics
    • Identify frames in negotiation, managing emotions and perspectives, and identifying cognitive bias
    • Apply power to strengthen negotiation and manage influence (leverage) during a negotiation process
    • Evaluate ethical and unethical tactics
    • Execute culturally responsive negotiation strategies

    Extensive role play is incorporated in this course in order to demonstrate principles learned. To facilitate this activity, a webcam is required for this course.

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  • RPJM 117 Program Management: Theory and Practice

    Programs connect a company's strategic plans to the projects necessary to implement them. Programs frequently span many years, include multiple product releases, involve numerous and diverse stakeholder groups, and necessitate the establishment of a program office. This course covers the history, current practice, and future directions of program management. Concepts covered include program versus project, product, and portfolio management; the program manager role; the program life cycle, its phases and process groups, consistent with the PMI Standard for Program Management; themes of program management including benefits management, stakeholder management, and program governance; key program management deliverables; program office models; portfolio management concepts; and program management implementation within an organization.

    At the end of the course, students will be able to:

    • Write a comprehensive job description for the program manager role, addressing core competencies within the dual roles of managing the business and leading the team.
    • Develop techniques to manage diverse types of stakeholders involved in a program.
    • Write tangible and intangible benefit statements to define and formalize the benefits that a program is expected to deliver.
    • Present a program charter to senior and general managers, demonstrating a solid understanding of the need for a program, the benefits to be obtained from it, and the plan to achieve program success and benefits attainment.
    • Develop core components of program management deliverables used in project execution, including program issue lists, program tracking reports, change management procedures, program communications plans, program quality assurance standards, and program contract execution outputs.
    • Critique the results of program management activities within an organization, and propose strategies for the organizational adoption of effective program management practices.
    • Interpret program tracking reports and make recommendations for program monitoring and controlling actions.
    • Develop strategies to demonstrate the value of program management practices within an organization by developing components of a related business case.

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  • RPJM 119 The Human Side of Project Leadership

    This course examines the people-related aspects of project management across several areas, including team and stakeholder management; the role of the project manager in relation to the different levels, positions and personalities among the team and stakeholders; and the vital aspect of communications in effective project management. Also covered is the importance of project leadership vs. management, as well as an in-depth examination of the many people-related issues that often arise during the project lifecycle.

    At the end of the course, students will be able to:

    • Examine the differences between project leadership and project management, and identify the traits of a truly effective project leader.
    • Describe why strong communication skills and a comprehensive communication plan and practices are vital to the success of the project.
    • Explain the importance and challenges around leading without authority; the role of negotiation and influencing in project management; and the critical skill of establishing and maintaining effective relationships at all levels of the organization.
    • Assess and address the most common people-related challenges likely to arise in a typical project.
    • Identify and select effective approaches to respond to organizational, departmental and team situations that can result in people-related issues, including organizational and project team
    • Select the most appropriate strategies to anticipate, prevent, manage, and resolve team and stakeholder issues.
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  • RCOM 202 Communication for Effective Leadership

    This course enables students to build on their critical thinking skills and apply oral and written communication strategies to solve organizational problems and drive change. Students will develop, execute and measure strategies applicable to a wide range of industries. Topics include negotiation and facilitation; crisis communications and public relations; virtual and global communications; and stakeholder management.

    At the end of the course, students will be able to:
    • Develop, execute and measure communication plans to manage stakeholders, solve organizational problems and drive organizational change.
    • Adapt communication strategies and use digital technologies to align with organizational, cultural, virtual and global needs.
    • Build a portfolio of communication campaigns including crisis response, company positioning and media statements.
    Course requirements:
    • Zoom will be provided to all students at no cost, for use in group work and recording of speech assignments.
    • Webcam and microphone are required for this course. Using the webcam and microphone installed on your computer is acceptable. They are also available at major retail outlets, in the $20-$30 range.
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    Elective Courses (Choose three):

  • RMGT 110 Organizational Leadership and Decision Making

    This course provides an opportunity for students to focus on leadership and the applicable skills needed to function as a leader in an organizational setting. The course looks at leadership as a process by which one person influences the attitudes and behaviors of others. It looks at leadership of organizations and groups, including teams. Concepts covered include various leadership theories and models, leadership across cultures, leadership ethics and attributes, organizational change/development, and, the role of the leader in establishing organizational culture and facilitating change. The course encourages self-assessment through group projects and leadership simulations.

    At the end of the course, students will be able to:

    • Describe the nature of leadership and assess the basic functions of management and the complexities of leadership.
    • Analyze the role of ethics and its role in organizational and team decisions.
    • Examine multiple viewpoints for differing frames of reference, perspectives, and orientations to the same situation.
    • Employ leadership, team-building and decision-making concepts; examine how teams make high-stakes decisions in stressful situation, why individuals and teams make flawed choices and how leaders shape the context and the process through which teams make decisions.
    • Critically reflect on leadership style and your own experience within a team and its leadership.
    • Understand the role of leaders in setting strategic focus and direction.

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  • RPJM 115 Challenges in Project ManagementThis course examines the various challenges that more often than not arise within the project lifecycle, threatening project success. The course also examines the reasons these challenges occur, when in the lifecycle they tend to happen, and solutions for anticipating, preventing, minimizing and/or mitigating them. At the end of the course, students will be able to:
    • Assess the most common challenges likely to arise in the project lifecycle
    • Identify within the lifecycle of a typical project when certain challenges will most likely arise
    • Develop an understanding of organizational issues that can impact projects, including contract and vendor issues, global and remote work environments, workforce layoffs, executive changes, company mergers and acquisitions, etc.
    • Select the most appropriate strategies to anticipate, prevent, manage and resolve the identified challenges
    • Develop and manage effective issue resolution plans
    • Manage and utilize the full benefits of the lessons learned process to reduce issues in future projects
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  • RPJM 118 Procurement and Contract Management

    This course covers the procurement process in depth, including concepts, principles and ethics, pricing methods, awards, and all phases of contract administration from both the seller and buyer perspectives. It explores the development of bids and requests for proposals; the evaluation of responses; and the capabilities and use of various types of contracts and pricing mechanisms. It addresses outsourcing (including market investigation, key risks, requirements definition and evaluations using performance based service agreements) and the evaluation and use of contract information systems.

    At the end of the course, students will be able to:

    • Describe the fundamental elements of a contract, including basic terms and conditions.
    • Describe appropriate selection criteria for vendor selection.
    • Analyze the importance of planning, measurement and control and their implications for contract performance management.
    • Develop a Request For Proposal.
    • Analyze RFP or ITB from supplier's perspective.
    • Specify accurate and manageable contract scopes and perform risk assessments.
    • Develop effective terms and conditions for contract review.
    • Be able to choose the right contract type for a given situation.
    • Understand how to identify core competencies, and execute processes for outsourcing non-core competency activities.
    • Identify and manage contract risk.
    • Develop a comprehensive procurement management plan for a project.

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  • RPJM 290 Special Topics in Project Management

    The field of project and program management continually evolves. Project management professional groups such as the Project Management Institute (PMI) introduce new and revised standards each year; organizations adopt novel approaches and refine existing methodologies; updated industry data and case studies on the effectiveness of project management practices become available. This Project Management Special Topics course facilitates the introduction of cutting-edge project management practices as they are introduced in the industry.

    Outcomes will vary by course, but in general, students will be able to:

    • Apply emerging project and program practices specific to the course.
    • Place concepts introduced in the course into the context of one’s organization and the existing suite of standards and practices employed.

    Special Topics course offerings include but are not limited to:

    • Project Management in Biotech and Life Sciences (Note that this course may serve as an elective in both Project and Program Management and Health and Medical Informatics).
    • Project Management in the Public Sector.
    • Business and Requirements Analysis.
    • Event Management.
    • Construction Project Management.
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  • RPJM 130 Demystifying Agile Project Management

    Agile project management techniques are being applied within a growing number of companies of various sizes and industries, from the entrepreneurial to the conservative. This course covers characteristics and delivery frameworks for agile project management. The course also explores how agile methods differ from traditional project management, along with how to recognize projects that may be suitable for agile techniques. Additional topics include the values, roles, deliverables, and practices of Scrum; additional agile and iterative methods; scalability and enterprise-wide considerations.

    At the end of the course, students will be able to:

    • Prepare and/or analyze agile project management deliverables including a vision statement, product backlog with user stories, release plan reflecting estimated team velocity, iteration plan, burn-down chart, and task board.
    • Compare/contrast agile and traditional project management methods and assess the applicability and effectiveness of related practices.
    • Compare/contrast agile and iterative approaches including Scrum, Extreme Programming, and Unified Process.

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  • RSAN 101 Foundations of Data Science and Analytics

    This course provides a foundation of the history, concepts, purpose and application of both data science and analytics in a business environment. This includes the methods of data collection, preparation, analysis, visualization, management, security and preservation of large sets of information. Also covered in the course are the primary methods of analytics, including predictive, prescriptive, and descriptive. The course will examine the various uses of analytics and how these methods identify and leverage competitive advantage in the era of ever-growing information requirements. The course will utilize case studies, trends, techniques, and best practices as it examines the topics of data science and analytics.

    At the end of the course, students will be able to:

      Explain what data science and analytics are, including their history, purpose, and application in business
    • Identify and assess the opportunities, needs and constraints for data collection, measurement, tracking, analysis, security, reporting and overall management within a strategic organizational context
    • Describe the business issues that data science and analytics can address and resolve
    • Identify the methods by which data can be collected, stored, secured, analyzed, interpreted, forecasted, visualized, reported and applied in a business environment
    • Assess the most common challenges and issues that arise in the management of data
    • Describe the various types of analytics, and the purpose of each in a business environment
    • Describe how data science and analytics have developed and matured, and their likely paths over the next several years
    • Describe the possible career choices in the areas of data science and analytics

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  • RSAN 190 Project Management for Analytics

    This course covers principles and concepts of project management in concert with the needs of analytics projects. Traditional techniques are presented and discussed within the context of the Project Management Body of Knowledge (PMBOK), and agile project management best practices are covered. Concepts covered include process groups from initiation through closure; techniques for estimating and reporting; and management of risk, quality, resources and communications. The dynamic nature of analytics projects, which include data warehouse implementations and business intelligence solutions, are characterized by uncertain or changing requirements and high implementation risks.

    At the end of the course, students will be able to:
    • Write a clear, concise project charter document to launch a project.
    • Create a complete work breakdown structure to organize, define and graphically display the work to be accomplished to achieve the objectives of a project.
    • Understand the drivers of business performance across a broad set of functional areas, including marketing, sales and operations.
    • Apply appropriate project management techniques based upon the size and scope of the project; organizational structure, maturity and culture; and procurement needs.
    • Explain the use of intelligent experimentation and the smart use of information technology.
    • Learn to establish baseline standards and requirements – by type of data strategy & analytics service/project – and apply these standards through initial scheduling and change control processes throughout projects.
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    Non-Credit Course:

    “Instructors start a discussion and effectively cause students to think ‘outside the box’ to address key road blocks, which builds further understanding of management concepts.” Dee Dung, student in the Professional Communications, Foundations of Project Management, and Organizational Leadership and Decision Making courses.

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