19 January 2009

Course Syllabus

Course Information
OPRE 6374
Project Planning and Execution
On-campus Spring 2009

Professor Contact Information

Mr. James Szot jimszot@utdallas.edu (Instructor of Record)
Mr. James Joiner jamesj@utdallas.edu
Mr. Lothar Katz katz@utdallas.edu
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 6373 Project Planning

Course Description
Planning techniques continued from OPRE6373 and introduction of execution phase
requirements. Included are scheduling, resource planning, budgeting, cost management,
negotiation skills development and risk management.

Important note: Learning from preceding courses and the OB6301 modules included in sequence
with this course should be applied with learning from this course in the completion of your
assignments.

Student Learning Objectives/Outcomes

Students will demonstrate the ability to prepare project schedules, resource requirements, and
budgets giving consideration to execution monitoring and control requirements; conduct
negotiations while being attentive to the organizational environment; and prepare risk
management plans.

Required Textbooks and Materials

Textbooks (purchased by student):

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
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]

Course Syllabus Page 1

19 January 2009

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]
Wideman, R. Max (1992) Project and Program Risk Management, Newtown Square,
PA: Project Management Institute. ISBN 1-880410-06-0 [available on PMI eReads and
Reference]
  Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2006) Essentials of
Negotiation, 4th ed., New York: McGraw‐Hill/Irwin. ISBN‐13 978‐0073102764
Goodwin, Cliff and Griffith, Daniel B. (2006) The Conflict Survival Kit: Tools for
Resolving Conflict at Work , Prentice Hall. ISBN 0‐13‐118303‐6
Cases:

BAE Automated Systems (A): Denver International Airport Baggage Handling System
(HBR 9-396-311)
BAE Automated Systems (B): Implementing the Denver International Airport Baggage
Handling System (HBR 9-396-312)

Course Syllabus Page 2

 19 January 2009
Assignments & Academic Calendar

Title/Date Overview Objectives Assignments

Project Management This module continues the
Professional III process of preparing for the
Project Management Institute’s
Jim Joiner Project Management
Jim Szot Professional certification exam.
Self-study Students who have already
earned the PMP® credential
continue preparing a research
paper on a project management
topic of their choice.
Non-PMPs Non-PMPs
Explore PMI’s approach to
Read: Heldman, Chapters 5- 7
 Resource Planning
Write: A 5-10 page summary of the key points
 Creating the Project Schedule and Budget
you found in the reading and how they apply to
your practice of project management. Post on
PMPs
BlackBoard by April 1, 2009 11:59PM (15
Conduct a literature search for journal articles and
books on your topic of interest. Recent peer-
points)
reviewed journal articles are preferred as they tend
PMPs
to report on more recent research than books.
Submit your draft outline on BlackBoard by
Course textbooks should not be used as a primary
April 1, 2009 11:59PM. (15 points)
source.

Motivation, Rewards,
and Job Design
See OB6301 Syllabus (OB module 7)
Sue Freedman

Feb 12 AM

Course Syllabus Page 3

 19 January 2009
Title/Date Overview
Time Management Time management establishes
and controls the project schedule
Jim Szot by considering the activities
required to produce the project’s
Feb 12 PM deliverables, their
interdependencies, their
durations, and resource
availability for performing the
work.
During this session you will
continue to develop your team
project plans by developing a
project milestone plan, refining
the project activity list, estimating
durations, developing a network
diagram, establishing a baseline
schedule, and establishing a
schedule management plan.
Resource and Cost This session focuses on
Management determining the type and amount
of resources required to perform
Jim Szot the project tasks and ensuring
they are available and effectively
Feb 13 AM used throughout the project life
cycle.
Teams will assign resources to
their project activities and
progressively elaborate their
project plan.
Cost estimating often occurs in
conjunction with initial estimating
Course Syllabus
Objectives
As a result of this module you will be able to:
 Define and sequence project activities.
 Analyze and refine project time estimates.
 Develop a project network diagram and
determine the critical path.
 Develop a project schedule.
 Identify and implement project schedule
controls.
As a result of this module you will be able to:
 Describe the role of the human resource
management processes and their criticality for
achieving project success.
 Estimate project resource requirements and
determine their influence on schedule
development.
 Develop a resource management plan that
includes provisions for committing resources
and project control.
 Analyze and refine project cost estimates.
 Develop a comprehensive project plan
including project controls.
Page 4
Assignments
Required Reading
 Gray and Larson
o Chapters 5, Estimating Project Times
and Costs, pages 117-136
o Chapter 6, Developing a Project Plan,
pages 145-171
o Appendix 7.1, PERT and PERT
Simulation, pages 226-230
 PMI, PMBOK Guide: Chapter 6, Project
Time Management, pages 123-156 (4ed pp.
129-164)
Individual assignments
 Prepare a report as requested in Part A of
the International Capital Case (Gray and
Larson, page 230-1). Be sure to answer all
the questions (5 pts.)
 Complete Part 2 of the Conveyor Belt
Project in accordance with the assignment
instruction sheet (3 pts.)
 Submit both via Blackboard Assignments by
noon, Thursday, February 26, 2009
Team Assignment:
Prepare a project schedule and summary
presentation in accordance with the module
instruction sheet. One combined presentation
covering Time, Resource and Cost Management
along with the other deliverables is to be posted
by 8 AM, Thursday, April 9, 2009. (schedule 5
pts)
Required Reading
 Gray and Larson
o Chapters 5 (already read for the Time
Management module)
o Chapters 8, Scheduling Resources and
Costs (including Appendix 8.1), pages
233-278
o Chapter 9, Reducing Project Duration,
pages 281-299
 PMI, PMBOK Guide:
o Section 6.3, Activity Resource
Estimating, pages 135-138 (4ed pp.
141-145 (already read for the Time
Management module)
o Chapter 7, Project Cost Management,
 19 January 2009
Title/Date Overview Objectives Assignments
of resource requirements. pages 157-171 (4ed pp. 165-188)
These estimates are o Chapter 9, Project Human Resource
progressively elaborated into Management, pages 199-219 (4ed pp.
budgets, funding is secured, and 215-242)
costs are managed during
project execution. Individual assignments
 Prepare a report to accompany the
Teams will prepare detail cost presentation described in Part B of the
estimates and a time-phased International Capital Case (Gray and
budget for their project. Larson, page 305) (5 pts.)
 Complete Parts 3 and 4 of the Conveyor
Belt Project in accordance with the
instruction sheet (3 pts.)
 Submit both via Blackboard Assignments by
Noon, Thursday, March 12, 2009

Team Assignment:
Continuation of team project. Prepare a resource
plan, project budget, and cost reports in
accordance with the activity instructions and
incorporate into the presentation with the project
schedule. One combined presentation covering
Time, Resource and Cost Management along
with the other supporting files and reports are to
be posted to Blackboard by 8 AM, Thursday,
April 9, 2009. (resource plan 4 pts)
(budget and cost reports 5 pts)

Individually, submit a peer evaluation on the

team assignments by 8 am, Wednesday, April
15, 2009.
Project Costing and Decision making tools under Students will understand the following topics:
Allocation certainty, with risk and with  Value Chain
uncertainty  Activities
Duncan MacFarlane  Cost Drivers
 ABC
Feb 13 PM  Cost Variances

Course Syllabus Page 5

 19 January 2009
Title/Date Overview
From Conflict to The basic elements of a
Cooperation distributive bargaining situation
is discussed. In a distributive
Laurie Ziegler bargaining situation, the goals of
one party are in direct conflict
February 14 AM with the goals of the other party.
Resources are scare and parties
want to maximize their share.
Negotiators should be familiar
with distributive bargaining
because there are situations that
are win/lose. They should also
be aware of the strategies and
tactics that people use in
distributive situations to guard
against them.
As many situations are not
completely distributive in nature,
this session prepares you to
move from conflict to cooperative
or integrative resolutions.
Ethical issues are also
considered.
Integrative In this session, we focus on
Negotiation integrative (win-win) negotiation.
In integrative negotiations the
Laurie Ziegler goals of the parties are not
mutually exclusive.
February 14 PM Fundamentally, both sides are
able to achieve their goals
through collaboration and mutual
problem-solving. In addition to
recent research and the practical
elements of integrative
negotiation, individual styles will
also be explored.
Leadership and
Management
Sue Freedman
March 19 AM
Course Syllabus
Objectives
 Describe how the distributive bargaining
process works and learn the fundamental
strategies of distributive bargaining.
 Learn important tactical tasks for a negotiator
in a distributive bargaining situation.
 Understand positions taken during negotiation.
 Know how to handle commitment in a
bargaining position.
 Learn how to closing the agreement.
 Recognize typical hardball negotiation tactics.
 Be able to recognize distributive bargaining
skills applicable to integrative negotiations.
 Describe how the integrative negotiation
process works and learn the fundamental
strategies of integrative negotiation.
 Identify the 5 approaches for handling conflict.
 Choose the most effective approach for the
given context.
 Identify and understand key steps in the
integrative negotiation process.
 Recognize factors that facilitate successful
integrative negotiation.
 Appreciate why integrative negotiation is
difficult to achieve.
See OB6301 Syllabus (OB module 8)
Page 6
Assignments
Reading Assignments:
 Essentials of negotiation
o Chapter 1: The Nature of Negotiation
o Chapter 2: Strategy and Tactics of
Distributive Bargaining
 The Conflict Survival Kit
o Chapter 1: The Nature of Conflict;
o Chapter 2: Preventing Conflict
Assessments and Exercises:
 Personal Bargaining Inventory
 Planning document discussion
 Pemberton’s Dilemma
 Additional role plays moving from distributive
bargaining to integrative negotiation. No
preparation necessary.
(Planning document: 6 points)
(Participation: 2 points)
Reading Assignment:
 The Conflict Survival Kit Chapter 4:
Working Toward Collaboration
 Essentials of negotiation Chapter 3:
Strategy and Tactics of Integrative
Negotiation
Assessments and Exercises:
 TKI – to be completed prior to class. Hand
out in 2/12 class. Results discussed in
class.
 In-class exercise
 Knight Engines / Excalibur Engine Parts
(2 points for participation)
 19 January 2009
Title/Date Overview Objectives Assignments
Stress, Organization
Change, and
Leadership
See OB6301 Syllabus (OB module 9)
Sue Freedman

March 19 PM

Course Syllabus Page 7

 19 January 2009
Title/Date Overview
Risk Management In this module we discuss the
basic foundations and concepts
Gerald Turner involved in the discipline of
Project Risk Management from a
March 20 AM strategic perspective. We will
review structured approaches to
project risk management as well
as some of the more
contemporary qualitative aspects
including a detailed overview of
project risk planning,
identification, analysis,
mitigation, and communication.
International Risk In this module we analyze
primary risk factors and risk
Management
mitigation strategies that are
typical of a global project
Lothar Katz
environment. Topics to be
covered include factors such as
March 20 PM  Economic changes and
currency fluctuation
 Logistics and infrastructure
considerations
 Safety and security
concerns
 The impact of employment,
trade, contract, and
intellectual property law
 Other risk areas potentially
impacting project success
Course Syllabus
Objectives
The purpose of this module is to provide the basic
foundations, skills, concepts and knowledge
required of project managers and teams to
effectively plan, monitor and manage the project
risk management process. You will be better
prepared to:
 Grasp and appreciate risk management
definitions, bases for determining risk events,
occurrences, mitigation strategies and tactics,
etc.
 Identify and characterize risk “events” and their
potential to adversely impact project success
(cost, schedule, performance/quality, etc.)
 Appreciate the value of Risk Management as
a vital “strategic” PM process
 Evaluate, assess and apply risk management
tools & techniques
 Implement Risk Management methods that
ensure timely, cost-effective project delivery
 Create techniques and approaches for
assessing & improving risk management
capability, readiness and responsiveness of
the organization, a project, program, etc.
 Control multiple risks using limited strategies
 Overcome “psychological barriers” to risks
 Make risk and opportunity management
integral components of your next project plan.
The purpose of this module is to build awareness
and achieve a comprehensive understanding of
major aspects of International Project Risk
Management. As a result, you will be better
prepared to:
 Identify risks that are typical of executing
projects in an international or global
environment.
 Obtain and process appropriate information to
assess such risks and their impact.
 Define and execute proactive risk avoidance
and mitigation strategies for international
projects.
Page 8
Assignments
Required Reading
 Gray and Larson, Chapter 7
 Wideman, Chapters III and IV; Appendices
A and B
 BAE Automated Systems Case (A&B)
 Suggested: Heldman, Chapters 5 and 10
 Suggested: PMBOK Guide, Chapter 11
Assignment:
Be prepared to engage in a detailed discussion
of basic project risk management processes and
foundations as they relate to the BAE Automated
Systems Cases (A&B) from risk identification,
analysis, impact, management and control
perspectives.
Evaluate this case in the tradition of a formal
“case analysis” and in accordance with methods
and techniques of analysis you have acquired
within this program. No written submission is
required; however, your class participation will be
crucial in determining your grade.
(5 points)
Required Reading
 PMI, PMBOK Guide, Sections 11.2 through
11.6 (Risk Identification, Qualitative and
Quantitative Risk Analysis, Risk Response
Planning, Risk Monitoring and Control)
Pre-work
 Conduct an Internet risk identification search
and write (individually) a summary as
outlined in the assignment Sourcing from
China
 Upload your written summary (in MS Word
format) to Blackboard no later than 6pm on
March 19, 2009
(5 points)
19 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].

Assignments Module/Instructor Percentage Type Due Date

Motivation, Rewards, &
Karen Leary Case OB6301 Team Feb 8
Job Design/Freedman
From Conflict to
Planning document 6% Team Feb 14
Cooperation/Ziegler
From Conflict to
Cooperation &
Class participation 4% Team Feb 14
Integrative Negotiation /
Ziegler
Motivation, Rewards, &
Online Assessment OB6301 Individual Feb 22
Job Design/Freedman
International Capital Project Time
5% Individual Feb 26
– Part A Management/Szot
Conveyor Belt Project Time
3% Individual Feb 26
Project – Part 2 Management/Szot
International Capital Project Resource and
5% Individual March 12
– Part B Cost Management/Szot
Conveyor Belt Project Resource and
3% Individual March 12
Project Parts 3 and 4 Cost Management/Szot
Major Assignment 3 Course/Szot OPRE6373 Individual March 18
Leadership and
Case Analysis OB6301 Individual March 15
Management/Freedman
Stress, Org Chg and
Welsh Analysis OB6301 Team March 15
Leadership/Freedman
Western
Leadership and
Oceanography Case OB6301 Team March 19
Management/Freedman
Preparation
Leadership Style Stress, Org Chg and
OB6301 Individual March 19
Checklist Leadership/Freedman
Sourcing from China International Risk
5% Individual March 19
Case Preparation Management/Katz
Risk Case Risk Management /
5% Individual March 20
Preparation Turner
Project Management
Course/Joiner 15% Individual April 1
Professional report
Online exam Course/Szot 35% Individual April 5
Project Time and
Team Project Plan Resource & Cost 14% Team April 9
Management

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].

Course Syllabus Page 9

19 January 2009

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.

Course Syllabus Page 10

19 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

Course Syllabus Page 11

19 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.

Course Syllabus Page 12

19 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 13