Enterprise Project Management

This course provides a theoretical perspective on project management for a better understanding of project implementation in modern organizations. The course is based on the premise that success in project leadership depends on a proper managerial style and attitude, and not on specific tools for planning and controlling. The course focuses on developing the manager’s conceptual thinking and on building "the project manager’s mind." The course helps managers see the entire project landscape and the long-term issues that are critical to project success. It will also address the organizational aspects of initiating and running the program.

This course deals with the basic problems of managing a project, defined as a temporary organization built for the purpose of achieving a specific objective. Both operational and conceptual issues will be considered. Operational issues include definition, planning, implementation, control, and evaluation of the project. Conceptual issues include project management vs. hierarchical management, matrix organization, project authority, motivation, and morale. Cases will be used to illustrate problems in project management and how to resolve them.

Formalized procedures, tools, and techniques used in conceptual and detailed planning of the project. Development of work breakdown structure as the foundation for project cost and project duration. Application of project data in monitoring the project progress and in formulating remedial actions in response to unexpected occurrences.

Project success depends, largely, on the human side. Success in motivating project workers, organizing and leading project teams, communication and sharing information, and conflict resolution, are just a few areas that are critical for project success. However, being primarily technical people, many project managers tend to neglect these "soft" issues, assuming they are less important or that they should be addressed by direct functional managers. The purpose of this course is to increase awareness of project managers to the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.

A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevant to specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail.

This course focuses on key leadership skills for addressing the complex challenges posed by program management, highly-matrixed environments and cross-national collaborations It’s purpose is enhance individuals’ abilities to develop others, strategically integrate efforts across groups, and drive change. The concepts presented are theory and research driven so that participants can deepen their conceptual understanding. At the same time, the course calls upon learners to address real-life challenges they face as program and or director level leaders. Each session presents effective techniques and uses experiential exercises or assignments to provide plenty of practice. The course also requires participants to further transfer learning to their workplaces through focused development planning and coaching support.

MGT 641 Marketing Management (3)

The study of marketing principles from the conceptual, analytical, and managerial points of view. Topics include: strategic planning, market segmentation, product life-cycle, new product development, advertising and selling, pricing, distribution, governmental, and other environmental influences as these factors relate to markets and the business structure.

MGT 699 Strategic Management (3)

An interdisciplinary course which examines the elements of, and the framework for, developing and implementing organizational strategy and policy in competitive environments. The course analyzes management problems both from a technical-economic perspective and from a behavioral perspective. Topics treated include: assessment of organizational strengths and weaknesses, threats, and opportunities; sources of competitive advantage; organizational structure and strategic planning; and leadership, organizational development, and total quality management. The case method of instruction is used extensively in this course.

FIN 515 Financial Decision Making (3)

Corporate financial management requires the ability to understand the past performance of the firm in accounting terms; while also being able to project the future economic consequences of the firm in financial terms. This course provides the requisite survey of accounting and finance methods and principles to allow technical executives to make effective decisions that maximize shareholder value.

MIS 710 Process Innovation and Management (3)

This course focuses on the role of information technology (IT) in reengineering and enhancing key business processes. The implications for organizational structures and processes, as the result of increased opportunities to deploy information and streamlining business systems are covered.

SSW 540 Fundamentals of Software Engineering

This course introduces the subject of software engineering, also known as software development process or software development best practice from a quantitative, i.e., analytic- and metrics-based point of view. Topics include introductions to: software life-cycle process models from the heaviest weight, used on very large projects, to the lightest weight, e.g., extreme programming; industry-standard software engineering tools; teamwork; project planning and management; object-oriented analysis and design. The course is case history and project oriented.

SSW 564 Software Requirements Analysis & Engineering (3)

Requirements Acquisition is one of the least understood and hardest phases in the development of software products, especially because requirements are often unclear in the minds of many or most stakeholders. This course deals with the identification of stakeholders, the elicitation and verification, with their participation, of the requirements for a new or to-be-extended software product. It deals further with the analysis and modeling of requirements, the first steps in the direction of software design. Finally, it deals with the quality assurance aspects of the software requirements phase of the software development process. This course is case-history and project-oriented, and uses industry-standard software tools.

SSW 555 Agile Methods for SoftwareDevelopment (3)

In software problem areas that require exploratory development efforts, those with complex requirements and high levels of change, agile software development practices are highly effective when deployed in a collaborative, people-centered organizational culture. This course examines agile methods, including Extreme Programming (XP), Scrum, Lean, Crystal, Dynamic Systems Development Method and Feature-Driven Development to understand how rapid realization of software occurs most effectively. The ability of agile development teams to rapidly develop high quality, customer-valued software is examined and contrasted with teams following more traditional methodologies that emphasize planning and documentation. Students will learn agile development principles and techniques covering the entire software development process from problem conception through development, testing and deployment, and will be able to effectively participate in and manage agile software developments as a result of their successfully completing this course. Case studies and software development projects are used throughout.

SSW 567 Software Testing, Quality Assurance & Maintenance (3)

This course introduces students to systematic testing of software systems, software verification, symbolic execution, software debugging, quality assurance, measurement and prediction of software reliability, project management, software maintenance, software reuse and reverse engineering.

CM 510 Construction Industry Fundamentals (3)

This course introduces the student to the construction industry, built environment history, development and current theories.

CM 530 Strategic Responses to Cyclical Environments (3)

In this graduate-level course students will develop an understanding of strategic planning and its place in successfully guiding built environment organizations and the careers of the industry’s professionals. Via case studies, the class will analyze specific real world situations, consider various alternatives and produce successful outcomes.

CM 560 Sustainable Design (3)

A study of sustainable design principles and techniques. The course is designed to make the construction manager familiar with the procedures used by designers to achieve sustainable projects. Students will study the role of government mandates for sustainable design, the selection of materials and systems that meet sustainable requirements, the ecolabeling of buildings, and the economic and environmental impact of sustainable designs.

CM 590 Construction Management II (3)

This course discusses the principles of construction marketing and strategic planning. Marketing engineering and construction company services and products are discussed with an eye towards the most economical and competitive sales techniques. Case studies and practical applications are presented for class analysis and discussion.

Your application must include official transcripts from all universities you have attended. These records must show your name, the name of the university attended, enrollment dates, coursework completed, and grades assigned.

Work experience is not a requirement for the Enterprise Project Management master's program, however, most candidates do have at least two years of corporate experience. The admissions committee carefully considers applicants' professional experience and how it can help enhance classroom discussions. You must include a résumé with your application that highlights:

• Academic record.

• Work and internship experience.

• Leadership abilities.

• Professional aspirations.

Stevens often invites master's candidates to interview prior to making an admissions decision. If you are selected for an interview after submitting your application, you will receive instructions via email.

Your application must include two letters of recommendation. The strongest applications will include one letter from a current supervisor, and one from a former supervisor or previous employer who can speak to your leadership potential and discuss your professional performance.