| |
Close Window/Tab
PRINT VIEW -- Opens in new, second window. Use browser controls to close when finished.
| Credit- Degree applicable | | Effective Quarter: Fall 2020 | I. Catalog Information
| CIS 95K | Program Management - A Practicum | 4 Unit(s) |
| | Requisites: Advisory: EWRT 211 and READ 211 (or LART 211), or ESL 272 and 273. Hours: Lec Hrs: 48.00
Out of Class Hrs: 96.00
Total Student Learning Hrs: 144.00 Description: This course focuses on the role of a program manager, identifying strategic objectives, manage the program life cycle, manage stakeholder expectations and governance. |
| Student Learning Outcome Statements (SLO)
| | | • Student Learning Outcome: Manage programs by identifying strategic objectives, manage program life cycle, manage stakeholder expectations and governance. |
|
II. Course Objectives | A. | Interpret opportunities and benefits that achieve the organization’s strategic objectives through program implementation. |
| B. | Demonstrate setup Program Lifecycle and related activities including initiating, planning, executing, controlling and closing. |
| C. | Outline stakeholder needs and expectations, gaining and maintaining stakeholder support, and mitigating/channeling opposition. |
| D. | Illustrate processes and procedures for maintaining proactive program management oversight and decision-making support for applicable policies and practices throughout the entire program life cycle. |
III. Essential Student Materials IV. Essential College Facilities V. Expanded Description: Content and Form | A. | Interpret opportunities and benefits that achieve the organization’s strategic objectives through program implementation. |
| 1. | Perform an initial program assessment by defining the program objectives, requirements, and risks in order to ensure program alignment with the organization’s strategic plan, objectives, priorities, vision, and mission statement.
|
| 2. | Establish a high-level road map with milestones and preliminary estimates in order to obtain initial validation and approval from the executive sponsor.
|
| 3. | Define the high-level road map/framework in order to set a baseline for program definition, planning, and execution.
|
| 4. | Define the program mission statement by evaluating the stakeholders’ concerns and expectations in order to establish program direction.
|
| 5. | Evaluate the organization’s capability by consulting with organizational leaders in order to develop, validate, and assess the program objectives, priority, feasibility, readiness, and alignment to the organization’s strategic plan.
|
| 6. | Identify organizational benefits for the potential program using research methods such as market analysis and high-level cost-benefit analysis in order to develop the preliminary program scope and define benefits realization plan.
|
| 7. | Estimate the high level financial and nonfinancial benefits of the program in order to obtain/maintain funding authorization and drive prioritization of projects within the program.
|
| 8. | Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns in order to ensure stakeholder alignment and program deliverability.
|
| 9. | Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone schedule and benefits in order to receive authorization to initiate the program.
|
| 10. | Identify and evaluate integration opportunities and needs (for example, human capital and human resource requirements and skill sets, facilities, finance, assets, processes, and systems) within program activities and operational activities in order to align and integrate benefits within or across the organization. |
| B. | Demonstrate setup Program Lifecycle and related activities including initiating, planning, executing, controlling and closing. |
| 1. | Develop program charter using input from all stakeholders, translate strategic objectives into high-level program scope, develop high level milestone plan and an accountability matrix. |
| 2. | Define criteria for success for each part of the program and familiarize the organization with the program.
|
| 3. | Develop a detailed program scope, work breakdown structure, resource requirements and key performance indicators. |
| 4. | Monitor key resources and negotiate contracts to meet objectives. |
| 5. | Lead HR function by mentoring, reviewing project manager's performance and approving closure of projects. |
| 6. | Conduct program kick-off with key stakeholders by holding meetings in order to familiarize the organization with the program and obtain stakeholder buy-in. |
| 7. | Exercise program control by incorporating processes that control quality, schedule, scope, cost, contracts, risks and rewards.
|
| 8. | Setup project closing processes ensuring all project goals are met and documented. |
| C. | Outline stakeholder needs and expectations, gaining and maintaining stakeholder support, and mitigating/channeling opposition. |
| 1. | Develop benefits plan and its measurement criteria, caputre synergies and efficencies identified through program lifecycle |
| 2. | Develop a transition plan to ensure operational sustainability. |
| 3. | Identify stakeholder's needs and plan support for needs by establishing a clear acceptance criteria. |
| 4. | Define and maintain communication plan for stakeholders to provide program visibility. |
| D. | Illustrate processes and procedures for maintaining proactive program management oversight and decision-making support for applicable policies and practices throughout the entire program life cycle. |
| 1. | Develop program management standards being mindful of tools, finance, reporting and governance. |
| 2. | Evaluate effectiveness of performance indicators and setup escalation procedures to manage risks. |
| 3. | Apply lessons learned from previous projects to ensure same risks do not occur twice. |
VI. Assignments | A. | Homework assignments include case studies requiring application of Program Management practices. |
| C. | Participation in exercises that demonstrate ability to critically evaluate the proper use of appropriate program management software to complete a given set of computer-related tasks. |
VII. Methods of Instruction | | Collaborative projects
Collaborative learning and small group exercises
Discussion and problem solving performed in class
Discussion of assigned reading
Lecture and visual aids
Guest speakers
Discussion and problem solving performed in class |
VIII. Methods of Evaluating Objectives | A. | One or two midterm examinations requiring students to apply topics covered in the lectures and reading. To be evaluated on correctness. |
| B. | Exams testing knowledge of Program Management practices. To be evaluated on correctness. |
| C. | Final examination requiring students to apply topics covered in the lectures, reading, and assignments. |
| D. | In-class exercises, group exercises, and/or online exercises demonstrating ability to implement program management software to complete a given set of computer-related tasks. |
IX. Texts and Supporting References | A. | Examples of Primary Texts and References |
| 1. | The Standard for Program Management, Project Management Institute, 4th edition, 2017 |
| B. | Examples of Supporting Texts and References |
|
