Project Management has become more than a method for undertaking large projects, and the purpose of this course is to enhance the student's understanding of the role of leadership in a project management environment. This will enable students to work effectively in such an environment or lead an organization in the development of sound project management practices by utilizing leadership approaches such as the Situational Leadership model and team leadership. Students will have the opportunity to become familiar with concepts such as just-in-time, Theory of Constraints, Total Quality Management, and Six Sigma. Prerequisites: MGT 5020 and LED 5630.

( MGT 5020 )
AND ( LED 5630 )

Entrance Competencies

Students must be familiar with OB concepts as they relate to different organization environments.

Exit Competencies

On completion of the course, the student will:
1) Be able to understand the unique structure of Project Management and how it is used to efficiently and effectively operationalize complex problems found in organizations today.
2) Be able to understand time as a restraint rather than a resource in managing complex projects thereby understanding Organizational Behavior from a different perspective.
3) Be able to understand motivation without direct power under the Project Management Structure.
4) Learn how to provide leadership without authority. For example, how do you lead and motivate without wage and salary responsibility? How do you provide leadership when team members report on multiple projects?
5) Learn how to work in constructs where team members may get conflicting instructions and the PM has no right to hire or fire team members.
6) Be able to distinguish between having a command of a technology versus an understanding. Today PM's are not paid to know a technology; they are paid to produce deliverables.
7) Learn how to build accountability for success of projects into the structure they create.
8) How do PM¿s work with Organizational Behavior when they don¿t negotiate for people; they only negotiate for a deliverable.
9) Understand the Organizational Behavior considerations when measuring performance of team members. For example, we can readily measure communication skills, work practices, etc. but how will the PM measure technical competence of a team member with only an understanding of the technology?
10) Come to understand that with the Project Management environment there is no time to build relationships. Therefore Organizational Behavior takes on some new initiatives.
11) Understand and use the Project Management models presented in class.

1. Required Materials


1. Textbooks

Project Leadership from Theory to Practice - 1998
Jeffrey K. Pinto, Peg Thoms, Jeffrey Trailer, Todd Palmer, and Michele Govekar
Project Management Institute (PMI)
New Town Square, PA
ISBN: 9781880410103

Notes: It can be ordered from their website at www.pmibookstore.org


APA Manual
Effective October 1^st 2009, the 6th edition of the APA Manual is required for all courses.

NSU Bookstore
Textbooks and Case Studies may be purchased from the NSU Bookstore (located in the University Park Plaza) by calling 1-800-509-2665 or online at http://www.nsubooks.bkstore.com.



2. Recommended Materials

None for this class.

The NSU libraries comprise the Alvin Sherman Library, Research, and Information Technology Center, East Campus Branch Library, Health Professions Division Library, Law Library and Technology Center, North Miami Beach Branch Library, University School Library Media Centers, and the William S. Richardson Ocean Science Library. Students are strongly encouraged to visit one of the physical locations and/or take advantage of the vast electronic library available for research. For more information, please visit http://www.nova.edu/library.

Please note that all required and recommended materials should be referenced in APA style.