The George Washington University
School of Business
Department of Management Science
Project Management Program
Strategic Planning
2005
2
Master of Science in Project Management (MSPM)
Background of the PM program Program founded in 1996 10th anniversary in 2006 Distance education mode established in 1998 MSPM Graduates as of December 2004 426 Enrollment per year (average) 122 Active Students (average) 2903
Active Students in the PM Program
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Global Growth of PMI庐 Membership
Source: Project Management Institute, Inc. All rights reserved. As of August 2005.
Global Growth of PMP庐 Certification
As of August 2005.
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Selected Graduate Programs in PM
The George Washington University (GW) University of Texas at Dallas Western Carolina University Stevens Institute of Technology DeVry University University of Maryland University of Wisconsin, Platteville Boston University International programs00/font>
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Strengths
GW name GW Location Application area independent Program in School of Business Among first graduate programs in PM Respect of GW PM program by employers, industry, government, and other universities PM Student Association and graduates8
Weaknesses
Current standing of PM program in school and department Minimal number of PhD students Administrative staff turnover Faculty shortage 2/3 of PM faculty non tenure accruing (NTA) Was this related to uncertainties at the time the program was founded?00/font>It is time to rethink the PM program and its NTA faculty positions
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Opportunities
Growing interest in PM in organizations Rapidly growing demand for PM education Opportunities to: Conduct productive research Publish in main stream / top tier journals Obtain research funding Strengthen the program Enhance program reputation Increase student enrollment00/font>
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Threats
New and increasing competition Attractive, visible, competitive programs Distance education reduces inherent location advantage00/font>
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Strategy Development Focus Question
How to be the leading PM program (in the world) through research, education, and service and thereby increase understanding of the contributions of PM to business education and to society?
Method Source: Prytula, Cimesa, and Umpleby (2004). Improving the Performance of Universities In Transitional Economies.
The George Washington University.
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Strategy Deployment Planning
Vision What do we want to achieve in the next 1 003 years? Obstacles What is blocking us from moving toward our vision? Strategies What innovative practical actions will deal with the barriers and move us toward our vision? Actions What do we want to accomplish in Fall 2005, Spring 2006, and Summer 2006?Method Source: Prytula, Cimesa, and Umpleby (2004). Improving the Performance of Universities In Transitional Economies.
The George Washington University.
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Vision
Innovative PM Curriculum Most innovative Program Entertain new ideas (venue)- journals, conferences Excellent course lineup More interactive online instruction High quality teachingContinued00/i>
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Vision (Continued)
Active involvement / Outreach to organizations Most appreciated service NGO partnerships Most cited program for service to society Leadership roles in PM organizations Recognized editorial positions in PM journalsContinued00/i>
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Vision (Continued)
PM Research Leadership Continuous research funding Most funded research Most research active group Excellent research output Most read (cited) articles Most admired conference presentations Having a journalContinued00/i>
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Vision (Continued)
Program of choice for best students Most sought after program Increased student enrollments Highest GPA applicants Highest entry requirements Top notch studentsContinued00/i>
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Vision (Continued)
Most desired PM degree by employers Most recognized PM program (in Government and industry) Industrial partnerships Most desirable graduates by employers Most highly respected qualifications of graduates Program Alumni as CEO of respected organizationsContinued00/i>
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Vision (Continued)
Most recognized PM program Highly respected program in academia Most sought after educational partner Highest ranked in US News & WR survey Best recommended program Highly respected in PM community Identify PM as a separate discipline in RankingsContinued00/i>
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Vision (Continued)
Well respected program in University All tenure track faculty Best paid PM instructors in field Good management of PM program Standard CMMI20
Obstacles
An Emerging Discipline Lack of acceptance as separate profession Lack of recognition as a discipline PM community00 emphasis on training not educationContinued00/i>
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Obstacles (Continued)
A competitive education environment Competitors! We are expensive High tuition fees Competing programs with more resourcesContinued00/i>
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Obstacles (Continued)
Insufficient faculty in Program Limited faculty lines All assistants (one associate congratulations! ) No tenured faculty Lack of encouragement Not well recognized in the department Lack of respect in the department Dependency on outsiders to teach approximately half our courses Low salary level in the school of business (recruiting) People going on sabbaticalContinued00/i>
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Obstacles (Continued)
Emerging education delivery modes Distance education students are not well cared for by university Limited computing infrastructure (re: distance education) Somewhat removed from distance studentsContinued00/i>
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Obstacles (Continued)
Need continuous telling of a positive story Lack of communications with PM communities and societies Insufficient promotion of successes (mostly internal) Failed initiatives (Aiken) Insufficient outreach to employersContinued00/i>
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Obstacles (Continued)
Contradictory (not aligned) reward system University00 00ewarding A while asking for B00A = research, B = teaching
Pressure from the administrators regarding top tier journal publishing Pressure to recruit/increase student enrollments Lack of management support Teaching centric environment No University recognition for service to societyContinued00/i>
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Obstacles (Continued)
A challenging group of students Lack of resources (number of hours / courses) teaching delivery Some unhappy graduates Mixed group of students in their qualificationsContinued00/i>
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Obstacles (Continued)
Limited generic PM research support Limited research funding opportunities Difficulty in obtaining PM data No GW funding release for research Lack of funding by outside organizations No steady stream of research students Discipline-independence programContinued00/i>
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Obstacles (Continued)
Limited time for research, etc. Heavy teaching load Teaching too many courses Teaching load, especially with distance education coursesContinued00/i>
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Obstacles (Continued)
Insufficient internal communication (on vision) We did not have a vision before! Culture-less (rituals, symbols) No PM retreat Lack of strategic planning30
Strategies
Form PM research forum Form focus group(s) for funding research requests! Research that is understood and appreciated by the department Improve internal research communication and information exchangeContinued00/i>
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Strategies (Continued)
More interactive Program management Rotate leadership Enhance esprit-de-corps in program Regular bi-weekly meetings Conduct regular meetings and updates to strategic plan Documented follow-up action listContinued00/i>
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Strategies (Continued)
Continually improve teaching quality Improve delivery of program (particularly for distance education) Maintain distance education weekly chats Add discipline specific 00pecializations00or electives Request highly visible class projects from NGO00 / Industry Seek PMI庐 recommendations as program for advanced PM (beyond PMP庐) BenchmarkContinued00/i>
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Strategies (Continued)
Continually improve teaching quality (Continued) Review/update curriculum Standard course material developed jointly Better group oversight of PM courses Keep recordings up-to-date 10-year reviewContinued00/i>
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Strategies (Continued)
Take charge of recruiting Hire a professional recruiter Continuous monitoring of competitive market! Strengthen student recruitment to obtain a very qualified pool More selective recruitments!
Continued00/i>
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Strategies (Continued)
A balanced, clear department reward system Institute the new department New clear and transparent bylaws! Reduce teaching load for each published paper (Q.C. to be agreed) Decide on student-number goal (i.e., total number of students in program) Use PM program revenue for Research Assistants Research buy-outContinued00/i>
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Strategies (Continued)
A balanced, clear department reward system (Continued) Say 00o00 to some outside overtures (i.e. , be more selective, e.g. China) Make research a priority until tenure achieved Request faculty lines proportional to generated revenue Pursue tenure accruing positions Provide incentives (for research, education) Reward teaching and service to societies / professionsContinued00/i>
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Strategies (Continued)
More active promotion marketing Continuous promotion of PM as a discipline Refine/update story of PM program Enhance external marketing efforts Celebrate 10th Anniversary very visibly Better marketing and promotion of the program Better branding Better networking PM newsletter (keep it going) Strengthen understanding of discipline through dissemination of knowledge38
Actions
A. Form PM research forum
Fall 2005:
00Weekly research presentations of various lengths and origins
00Discuss research opportunities with DSOM faculties
00ublicize research forum via email to GWSB and doctoral student lists
00Make list of PM research funding organizations
Continued00/i>
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Actions (Continued)
Spring 2006:
00Establish research advisory group and identify research funding opportunities
Summer 2006:
00/i> Setup the e-journal on our website
00Write proposals and receive feedback, then submit proposals
Continued00/i>
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Actions (Continued)
B. More interactive program management
Fall 2005:
00/i> Use QIPM to prioritize strategies
00Plan regular meetings. Schedule and conduct same
Spring 2006:
00/i> Get more administrative support
00/i> Plan regular meetings. Schedule and conduct same
Continued00/i>
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Actions (Continued)
C. Continually improve teaching quality
Fall 2005:
00/i> Develop structured recording schedule
00Develop a schedule to review the courses
00Recording schedule
00Develop recording policy
00Prepare common repository of course material (shared drive?)
Continued00/i>
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Actions (Continued)
Spring 2006:
00/i> Recording schedule
00/i> Prepare a common set for classes being taught in Summer / Fall 006
00/i> Have a policy for course material
Summer 2006:
00/i> Record
00Review/enhance common set of slides and handouts
(lot of work)
00Create course folders
Continued00/i>
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Actions (Continued)
D. Take charge of recruiting
Fall 2005:
00/i> Decide program presence at conferences throughout the next 12 to 18 months
00/i> Update recruiting strategy (particularly for distance )
00Tap into student markets
Continued00/i>
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Actions (Continued)
E. A balanced, clear Department reward system
Fall 2005:
00Meet with DSOM to discuss department reward system
00Write papers
00Write by-laws
Continued00/i>
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Actions (Continued)
Spring 2006:
00/i> Write papers
00Get Prof. Frank and Prof. Young tenured
00New department by-laws
Summer 2006:
00/i> Write papers
Continued00/i>
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Actions (Continued)
F. More active promotion and marketing
Fall 2005:
00/i> Define marketing plan
00Identify target publications and conferences
Spring 2006:
00/i> Develop and roll out
00Volunteer faculty for target conferences / journal
Continued00/i>
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Actions (Continued)
Summer 2006:
00/i> Volunteer faculty for target conferences / journal
00Get PMI庐 accreditation
