COURSE SYLLABUS

OPRE 6375 Project Execution and Closeout

This course covers the execution and closeout stages of project management to include earned value, execution and control, risk
management, procurement management, Quality measurement control, people performance management, leadership, global project
management, and related interpersonal considerations.

Instructor’s Information:
Dr. Laurie Ziegler: ziegler@utdallas.edu
Dr. Sue Freedman: suefreedman@sbcglobal.net
Jim Newstead: JRNewstead@aol.com
Jim Szot: jimszot@utdallas.edu
Dr. Gerald Turner: turner.g.a@worldnet.att.net
Lothar Katz: l.katz@earthlink.net
Course Materials:

Textbooks: PMI, A Guide to the Project Management Body of Knowledge, Third Edition
Clifford Gray and Erik Larson, Project Management: The Managerial Process, Third Edition
Lewis Ireland, Quality Management for Projects and Programs
John Nicholas, Project Management for Business and Engineering: Principles and Practice, Second Edition
Erik Uyttewaal, Dynamic Scheduling with Microsoft Office Project 2003: The Book By and For Professionals
Robert Cialdini, Influence, Science and Practice
Leigh Thompson, The Mind and Heart of the Negotiator
Lewicki, Saunders, Minton, Negotiation: Reading, Exercises, and Case
Champoux, Organizational Behavior: Essential Tenets

Cases: It Wasn't About Race, or Was It?, Jeffrey Connor, Harvard R00502
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 What Leaders Really Do, John P.Kotter Harvard 90309

Course Schedule:

Date Title Description Objectives Module Assignments

Mod#
10 Mar AM Earned Value This module explores the project As a result of this module you
performance management and will be able to:
Mod 41 Points: 10
scope/schedule/resource ƒ Use earned value
Prof. Szot integration technique of earned techniques to manage and
value management (EVM). communicate project
progress
ƒ Measure project
performance via project
trends and variances
ƒ Perform timely corrective
action and evaluate
effectiveness
Reading Assignments
PMBOK:
ƒ Section 7.3, Cost Control, pages 171-178.
ƒ Section 10.3, Performance Reporting, pages 231-234
Gray and Larson:
ƒ Chapters 13, Progress and Performance Measurement and
Evaluation, pages 411-439
ƒ Appendix 13.2, Obtaining Project Performance Information
from Microsoft Project, pages 456-459
Nicholas: Sections 11.8 – 11.11, Performance Analysis,
Forecasting “to complete” and “at completion,” Performance
Index Monitoring, and Variance Limits, pages 356-371.
Uyttewaal:
ƒ Chapter 11, Updating the Schedule, pages 611-664.
ƒ Chapter 12. Evaluating the Project, pages 669-672.
ƒ Chapter 13, Summary, pages 673-703.

Individual Assignment (8 points)

Practice applying the concepts with Gray and Larson Chapter 13
Exercises 1-6 (pp. 439-448) and Appendix 13.1 exercise 1 (pp.
451-456).
An individual assignment will be assigned during class.
Team Assignment (2 points): Assigned and delivered in class.

2
Date Title Description
Mod#
M10 Mar PM Project plan In this session we will review key
execution and control aspects and processes for
Mod 42
successful project plan execution
Points: 5
and delivery. As the PMBoK
Dr. Gerald Turner establishes, timely and effective
execution of the project plan
includes several key inputs: “the
project plan itself, supporting
detail, organizational policies (and
procedures), and corrective
actions.” These domains will be
reviewed in the context of
satisfying major corporate and
organizational initiatives, goals and
objectives through successful
project execution.
In this module, we will explore
12Apr AM People Performance
basic aspects of human behavior,
Management
Mod 43 their performance and the various
Points: 5 ways of measuring and
maximizing that performance.
Prof Newstead Key elements we will focus on are
as follows:
1. Forced ranking
2. Competency modeling
3. Behavioral interviewing
We will explore aspects of
managing people’s performance,
focusing on three in particular,
establishing and measuring
Objectives Module Assignments
Our objectives will be to Required Reading:
understand the inputs, key
Project Management: A Managerial Process; Authors: Clifford
processes, checkpoints and
Gray and Erik Larson. Read Chapter 13 and review Softech, Ltd. -
deliverables for successful
execution and delivery Part “A” (handout)..
corporate initiatives through
effective project management Optional Reading:
methods. We will also visit
other topics including project Sybex (Project Management Professional Study Guide):
trade-offs between budget, Chapters 8 & 9.
resources, schedule, and
scope. We will also learn PMBoK Reference: Sections 3.2.3.1; 3.2.4.1; 3.2.4.2
various methods of tracking
and monitoring overall project Class Participation:
performance, paying particular
attention to “flags” or Be prepared to discuss issues, challenges and problems typically
deviations from the project characteristic of the project execution process. Particular emphasis
planning baseline. will be given to facilitated discussion of selected Chapter 13
“Snapshots”.
For the Softech Ltd. case, Part A, develop and submit at the
beginning of the class a brief “quick overview action proposal” as
called for at the end of the case. Retain a copy for your use during
in-class group work on Softech, Ltd. – Part “A”.
Point distribution: 4.5 pts. – class participation & contribution; 0.5
pts. – “Quick Overview Action Proposal”.
The purpose of this module is
the following:
*Gain understanding of the
elements of organizational and
project performance
*Discuss and gain
understanding of the
application of forced ranking,
using a nine block and bell
curve.
*Gain understanding of how
to apply competency modeling
as both the benchmark and
measurement instrument for
3
Date Title Description
Mod#
organizational competencies,
evaluating and ranking
performance, and providing
effective feedback through
performance reviews.
We will explore why some people
respond negatively to having their
performance measured and why
others respond in a more positive
way.
In this module, we will explore
12 Apr PM Interpersonal
basic aspects of human behavior,
Communication
Mod 44 their performance and the various
Points: 5 ways of measuring and
maximizing that performance.
Prof. Newstead
Key elements we will focus on are
as follows:
1. Forced ranking
2. Competency modeling
3. Behavioral interviewing
We will explore aspects of
managing people’s performance,
focusing on three in particular,
establishing and measuring
organizational competencies,
evaluating and ranking
performance, and providing
effective feedback through
performance reviews.
We will explore why some people
respond negatively to having their
performance measured and why
others respond in a more positive
We will explore various elements
13 Apr AM Motivation, Rewards
of what motivates people to
& Job Design
Mod 45 optimally perform. We will focus
Points: 5 on: theoretical and applied
motivational concepts, goal setting,
Dr. Ziegler reward systems and job design. We
will discuss how to leverage this
Objectives Module Assignments
performance.
*Gain an appreciation of how
behavioral interviewing can be
used as both a performance
measurement tool and as a
method to recruit the right
The purpose of this module is
the following:
*Gain understanding of the
elements of organizational and
project performance
*Discuss and gain
understanding of the
application of forced ranking,
using a nine block and bell
curve.
*Gain understanding of how
to apply competency modeling
as both the benchmark and
measurement instrument for
performance.
*Gain an appreciation of how
behavioral interviewing can be
used as both a performance
measurement tool and as a
method to recruit the right mix
of people for the project at
hand.
Objectives include:
Reading Assignment:
ƒ understanding when and The motivation and job design chapters in Champoux,
how to apply motivational Organizational Behavior: Essential Tenets (7-9) . Come prepared
concepts; to discuss what you’ve learned and how it applies in your
workplace. (5 pts)
ƒ project team member
4
Date Title Description Objectives
Mod#
knowledge in general, and how to reactions to inequity;
apply this knowledge specifically ƒ *implications of reward
to project team performance. The systems and job design on
session will include team exercises individual and team
to help reinforce these concepts. performance
As a result of this module you
13Apr PM Procurement This session explores the
will be better prepared to:
Management procurement management
Mod 46 ƒ Prepare a project
processes that are used to acquire
Points: 10 procurement plan
goods and services for the
ƒ Insure individual integrity
Prof. Szot achievement of project goals.
and professionalism by
adhering to legal
requirements and ethical
standards in procurement
ƒ Balance stakeholders’
interests by
recommending
contracting approaches
that are fair to all parties
ƒ Interact with stakeholders
in a professional and
cooperative manner
Module Assignments
Reading Assignments
PMBOK: Chapter 12, Project Procurement Management, pages
269-297
Gray and Larson: Chapter 12, Partnering: Managing
Interorganizational Relations, including Appendix 12.1, Contract
Management, pages 381-400, 405-409
Nicholas:
1. Chapter 4: Project Feasibility through Summary, pages 96-
116
2. Chapter 5: Contract Administration, pages 139-140
3. Section 11.3: Contract Administration, pages 375-376
4. Section 13.6: Closing the Contract, pages 423-424
5. Appendix B: Types of Contracts, pages 563-568.
Individual assignment 5 points)
1. Review the case study, Partnering – The Accounting Software
Installation Project, in Gray and Larson, pages 402-403.
2. Prepare a response to the following questions in 2-3 pages:
a. What did Karin do right?
b. Why is the project in trouble?
c. What would you have done differently to assure success?
d. What should Karin do now?
e. How does the type of contract affect Karin’s ability to
“partner” with the external suppliers and the internal
divisions?
f. Should written contracts be used with the internal
divisions? Why or why not?
3. Submit your response in class: 8:00 AM, May 10, 2007.
Team assignment (5 points)
1. This is a continuation of your team project. Collaborate as a
team to prepare a procurement management plan that
describes how procurement will be managed on your project.
Identify what will be procured and your approach to the
procurement.
5
Date Title Description Objectives Module Assignments
Mod#
2. Submit this plan as a printed copy of a short PowerPoint
presentation by 8:00 AM, May 10, 2007.
3. Review this plan with the class in less than 10 minutes on
May 10, 2007.

Note: Team score will be adjusted for each team member based on
peer teamwork evaluation.

6
Date Title Description Objectives Module Assignments
Mod#
14 Apr AM Executing Projects in We will explore how differences in * Identify what cultural 1. Read pages 489-511 (Chapter 15) Gray and Larson
a Global cultural values and beliefs affect knowledge is critical for
Mod 47 2. Complete G&L case study page 513-514, (Team
Environment project management practices in success in cross-cultural
Assignment ) by midnight of the day before class day 2 pts
areas such as project initiation, projects
Points 5
stakeholder management, progress * Gain understanding of 3. Come prepared to discuss and share own international project
Prof. Katz monitoring, conflict prevention and effective task balancing in work experiences 3 pts
resolution, and ongoing global projects
communication.
* Discuss and gain
understanding of how to
prevent cultural friction

7
Date Title Description Objectives Module Assignments
Mod#
14 Apr PM Leadership & The session explores the 1. Define leadership and its Reading Assignments
Mod 48 Management foundation of leadership in general relationship to influence 1. Champoux
and the particular application of ƒ Chapter 12
Points 10 2. Discuss the difference
leadership theory to the discipline
between leadership and
Dr. Freedman of in project management. 2. Gray and Larson
management.
ƒ Chapter 10
3. Begin examination of
your own view of 3.John P. Kotter HBS 90309 (furnished article)
leadership and the type ƒ What Leaders Really Do
of leader you want to be. 4. “It wasn’t about race—or was it?”
4. Become familiar with a
number of views on Individual Assignment
leadership Complete: Case Analysis for: “It wasn’t about race-- or was
it?”
a. What are the key issues involved here? Does Hope have a
legitimate issue? Does Dillon?
b. Trace the evolution of this episode from the separate
perspectives of Hope and Dillon, .
c. How and why did it become a company-wide issue? What
are the underlying issues?
d. How should Jack resolve the issues – outline both a short
term and a long term strategy.
e. What did you learn from this case about leadership in
organizations?
Graded assignment, post by (6 pts) midnight the day before
class (through Blackboard/Assignments”)

Team Assignments
1. Complete the Cases on pages 337-341 Gray and Larson
and bring to class. (3 pts)
2. Come to class prepared to discuss key points from the
Kotter article that you found relevant to the discipline of
project management (1 pt)

10 May AM Quality: This session explores quality As a result of this module you Reading Assignments
Mod 49 Measurement and measurement/control and project will be better prepared to:
Gray and Larson: Chapter 14: Project Audit and Closure, pages
8
Date Title Description Objectives Module Assignments
Mod#
Control/ Project closeout. ƒ Identify/implement 461-486
Closeout project controls
Ireland: Chapter V, Statistical Concepts and Quality Tools, pages
ƒ Implement project plan
Points10 V-1 – V-16
ƒ Implement/carry out
quality assurance Nicholas:
procedures ƒ Sections 13.4 – 13.9: Terminating the Project through
Prof. Szot
ƒ Refine control limits on Summary, pages 420-427
performance measures ƒ Chapter 17: Project Failure, Success, and Lessons Learned,
ƒ Perform timely corrective pages 534-551
action and evaluate
effectiveness PMBOK
ƒ Sections 8.2 – 8.3, Perform Quality Assurance through
ƒ Assure compliance with
change management plan Perform Quality Control, pages 197-198
ƒ Perform periodic ƒ Section 4.7, Close Project, pages 100-102
ƒ Section 12.6, Contract Closure, pages 295-297
reassessment of project
control plans and
practices
ƒ Recognize and respond to Individual assignment (5points)
risk event triggers Download the Quality Monitoring and Control/Project Closeout
ƒ Monitor project activity assignment from BlackBoard.
via periodic inspections
ƒ Obtain final acceptance of Edit the downloaded document by adding your answers.
deliverables via formal Submit a printed copy of the document with your answers in class.
approval from at 1:00 PM, Saturday, May 12, 2007.
stakeholders
ƒ Document lessons learned
by surveying project Team assignment (5points)
stakeholders
ƒ Facilitate This is the final assignment for your team project.
administrative/financial Collaborate as a team to progressively elaborate your quality plan
closure in accordance to be sure it adequately addresses the quality monitoring and
with project plan control needs of your project.
ƒ Archive essential project
records/tools Prepare a project closeout document that describes how project
ƒ Release project resources results will be documented, formal acceptance will occur, lessons
via appropriate learned will be captured/archived, and how the project team will
organizational procedures be dissolved.
ƒ Contribute to the project Submit these documents and a short PowerPoint presentation
management knowledge describing the closeout plan and the changes to the quality plan by
base by sharing lessons 1:00 PM , Saturday, May 12, 2007.
learned, best practices,
9
Date Title Description Objectives Module Assignments
Mod#
etc.
Review this presentation with the class in less than 10 minutes on
Saturday afternoon, May 12, 2007.
Note: Team score will be adjusted for each team member based on
peer teamwork evaluation.

Major Assignment:
No Major Assignment
Grading Information:

41 Earned Value Prof. Szot 10%

42 Project plan execution and control Dr. Gerald Turner 5%
43 People Performance Management Prof Newstead 5%
44 Interpersonal Communication Prof. Newstead 5%
45 Motivation, Rewards & Job Design Dr. Ziegler 5%
46 Procurement Management Prof. Szot 10%
47 Leadership and Management Dr. Freedman 10%
48 Executing Projects in a Global Environment Prof Katz 5%
49 Quality: Measurement and Control/ Project Closeout Prof. Szot 10%
Hefty assignment by Freedman in lieu of final exam
previously announced. Due May 2nd. See assignmens 35%
for details.
Total 100 %

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