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

• MGT 699 Strategic Management

• FIN 515 Financial Decision Making

• MIS 710 Process Innovation

• SSW 540 Fundamentals of Software Engineering

• SSW 564 Software Requirements Analysis & Engineering

• SSW 555 Agile Methods for SoftwareDevelopment

• SSW 567 Software Testing, Quality Assurance & Maintenance

• CM 510 Fundamentals of Construction Management

• CM 530 Strategic Responses to Cyclical Environments

• CM 560 Sustainable Design

• CM 590 Construction Management II

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.