課程資訊
課程名稱
 專案管理
PROJECT MANAGEMENT 
開課學期
 97-2 
授課對象
 管理學院  工商管理學系  
授課教師
 陳文華 
課號
 MBA5020 
課程識別碼
 741 U7700 
班次
  
學分
 3 
全/半年
 半年 
必/選修
 選修 
上課時間
 星期二2,3,4(9:10~12:10) 
上課地點
 管二303 
備註
 本課程中文授課,使用英文教科書。
總人數上限：60人 
Ceiba 課程網頁
 http://ceiba.ntu.edu.tw/972pm 
課程簡介影片
 
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課程概述

Projects Defined. A project is a one-time or infrequently occurring operation with a unique goal, limited lifespan, and limited resources. Although project managers rely on basic concepts from the field of operations management, projects present special types of operations because of their uniqueness, limited lives, constraints, and uncertainties. Projects represent an increasing percentage of the activities of most organizations because of shortened product lifecycles, rapid introduction of new technologies, hypercompetitive business environments, escalation in global trade, changes in supply chain structures, increasing need to update IT systems, and numerous other factors.
Link with Technology. Technology professionals, including product developers, scientists, engineers, IT professionals, and their stakeholders, spend large percentages of their time in project work, creating new products, providing support for technology enabled projects, or for projects completely centered around technologies. (This is not to say, however that all projects in which you may become involved will have technology components.). 

課程目標
 This course will take a comprehensive view of project management, addressing both the technical and the social or human sides of the field. Depending on your orientation and experience, you may choose to focus on one side or the other – it is my hope, however, that you will see how the technical/tools aspects of project management are integrated with the human side, and how each influences the other. Teaching methods will include case discussion, lectures, group problem-solving exercises, team planning activities, and simulations. Regardless of your level of experience and previous training, I believe this course will enable you to expand your understanding of project management concepts, tools, and realities. 
課程要求
  
預期每週課後學習時數
  
Office Hours
 每週二 13:00~15:00 
指定閱讀
  
參考書目
 1. John M. Nicholas and
Herman Steyn, Project
Management for Business,
Engineering, and Technology:
Principles and Practice, 3rd
ed., Butterworth-Heinemann,
2008.
2. Course Packet (cases,
readings and course handouts) 
評量方式
(僅供參考)
  
No.
項目
百分比
說明
1. 
 Cases 
20% 
 For four (of your chosen) out of the Harvard cases, you will be expected to submit a memo highlighting your recommendations. You cannot receive additional credit or an improved grade by submitting more than four. Specific assignments for these memos will be given for each case. 
2. 
 Quiz and Take Home Midterm Exam 
40% 
 1) Quiz (30%): There will be two quizzes on course content, focused on concepts, project planning tools, and terminology. You will be allowed to bring three double-sided pages of notes (=six page surfaces). But, beware that time taken to search through notes will be time lost from answering questions. You will need a calculator. Quiz content will be drawn from the text and readings, course notes, and class lectures. Un-graded homework practice sets will provide you with additional opportunities to prepare for the quiz. 2) Take Home Midterm (10%): You will be given a case one week before the due date. 
3. 
 Peer Evaluation and Participation 
15% 
 1) Each Student Will Receive A Peer Rating From his or her teammates. Ratings will be on 50-point scales, and the average rating received will determine the point contribution to the individual's grade. 2) The success of this course will depend on the extent and quality of your participation during class sessions. We all will learn from each other. During class, I would like to ask you to refrain from using cell phones or personal computers because they create barriers between you and the rest of the class. 
4. 
 Team Charter and Project Plan 
25% 
 Each team will prepare a comprehensive project plan demonstrating how it will implement the project it plan to explore. • Charter. (5%) Early in the semester, I will ask you to submit a one to two page preliminary team charter. Key components will include: a description of the project, purpose, vision, goals, preliminary estimation of scope, boundaries, team members and roles, projected benefits, success measures, operating guidelines. This is not intended to be a complete project plan – just a preliminary assessment of where the team is headed. • Written Plan. (10%) Each team will prepare a written project plan, to be submitted in a nicely-presented, hard copy form that ‘sells’ the project. You will imagine the project sponsor and members of the board of directors as your audience for the report. You will use this written plan as a working document to guide the core implementation team, but it also will play a role in establishing your credibility with the project sponsor. Thus, you will want a package that is well-organized, user-friendly, self-explanatory, integrated across sections, and comprehensive. More details about this assignment will be forthcoming, but examples of elements that should appear in your document include: • Team charter. This may just be a repeat. • Mission, goals/objectives. This should include underlying problem or opportunity description as well as measurable outcomes. • General strategy. Demonstrates that the team has considered more than one course of action for selecting a strategy, and that it used rational processes for selecting the one that will best meet project mission, goals/objectives. • Work breakdown structure (Mind map and outline). This will define the scope of your project, so you should highlight a few of your underlying assumptions about boundaries and other salient issues in a background statement that accompanies your WBS. • Responsibility matrix or other means of showing team member responsibilities. Include some sort of explanation, and be sure to link this with other parts of the plan. • Stakeholder analysis. Who are your stakeholders? What are their likely attitudes toward the project? What issues are likely to concern them? What will you do to ensure support from the most important stakeholders? Go beyond the core team to specify all of the people and associated expertise you will need to execute your project. • Communication plan. This may be incorporated with your stakeholder analysis, or stand alone. However, the two will be interrelated. How will you communicate with stakeholders?) • Time estimates (Include elapsed time and human resource hours). Explain how you derived your estimates, and any assumptions you have made about time/cost tradeoffs, learning curves, statistical uncertainties, etc. • Budget Link with time estimates, staffing, equipment, overhead, etc, revealing your assumptions and how you derived the numbers. • Network schedule and Gantt chart Schedule tip: Define several phases in the plan. Your schedule for Phase I should be detailed, with at least 50 activities, and your schedules for subsequent phases less detailed. • Resource level projections. Display in histogram form, and provide sufficient information for the sponsor to understand what you did. Link with time/cost considerations addressed in your time estimates and show that you recognize full and part time work assignments. Show how you modified the schedule to accommodate constraints. • Risk/uncertainty assessment and contingency plans. What might go wrong and how have you prepared for this? What potential opportunities might you try to exploit? • Quality assurance and performance measurement plans. Consider a balanced scorecard approach. You may wish to design a comprehensive dashboard. To include your earned value set-up, showing BCWS (planned value) chart -- ready for progress data, plus a description of the approach you will use in gathering data and updating charts.) • Change management plan. When changes are proposed after the project is underway, what process will you use to assess the validity of the proposal, its cost, and the effect it will have on other aspects of the project? Who will be involved in these decisions? Who will be the final arbiter? • Project closure and handoff plan. Although this occurs primarily at the end of the project, demonstrate that a certain amount of handoff and closure occurs at each major milestone. How will you plan, execute, and manage this aspect of the project? How will you capture your lessons learned? • Plan Presentation (10%) Each team will present highlights of its project plan during the last week of the semester. You will imagine that the project sponsor and board of directors are in your audience. It will be your objective to persuade this audience of the viability of your proposal, and of your capability as a project management team to execute it effectively. You will have about 15 minutes to present your plan, so you must select the segments of your written plan you consider to be most relevant to an audience of this type. Show that you have the technical skill without being too detailed. Think of ways to connect with your audience. Presentations will be graded based on the team’s persuasiveness in convincing key stakeholders that the team has chosen an appropriate direction for the project, that it is capable of executing the project, and that its members possess a mastery of project management concepts and tools. Not all team members must speak, but you should think of ways to involve people in useful ways. (For example, one person might handle slide advancement. Another might dim the lights when appropriate. Another might be responsible for answering questions, etc…) 
 
課程進度
週次
日期
單元主題
第1週
 2/17  Project Management Concepts 
第2週
 2/24  Strategic Role of Projects 
第3週
 3/03  Los Angeles Olympics Game,Pan Europa case 
第4週
 3/10  Role of the Project Manager, Organizing Projects 
第5週
 3/17  National Jazz Hall of FameSalt Lake Olympics Game, 2002 
第6週
 3/24  Process of Planning Projects 
第7週
 3/31  Resolving Conflicts through Negotiation 
第8週
 4/07  Project Risk Management 
第9週
 4/14  Mid-term wrap-up 
第10週
 4/21  Project Cost Management & Mid-term Case Due 
第11週
 4/28  Quiz-1 
第12週
 5/05  Project Execution & Control 
第13週
 5/12  Project Evaluation and Closeout 
第14週
 5/19  Project Selection & Portfolio Management 
第15週
 5/26  Future Trends of PM Practices 
第16週
 6/02  Course Wrap-up, Project Plan Presentation 
第17週
 6/09  Project Plan Presentation 
第18週
 6/16  Quiz-2