Post on 18-Nov-2014
description
The George Washington UniversitySchool 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) 290
3
Active Students in the PM Program
MSPM Enrollments
0
50
100
150
200
250
300
350
No
. of A
ctiv
e S
tud
ents
Main Campus 112 113 119 129 135 122 138 124 124
Distance 123 132 142 136 162 168 161 164 173
Total 235 245 261 265 297 290 299 288 297
fall 00 spring 01 fall 01 spring 02 fall 02 spring 03 fall 03 spring 04 fall 04
4
Global Growth of PMI® Membership
2,54
5
3,50
3
3,36
3
4,40
6
4,90
5
5,27
2
5,69
9
5,88
3
6,57
0
7,35
6
7,74
4
8,41
3
8,81
7
9,80
3
12,0
53
17,0
59
25,0
04
31,3
33
150,
000
200,
000
43,1
01
54,9
98 70,0
35 86,6
98
99,4
83 120,
981
0
50,000
100,000
150,000
200,000
250,000
PM
I Mem
ber
s
Source: Project Management Institute, Inc. All rights reserved. As of August 2005.
Global Growth of PMP® Certification
As of August 2005.
0
20,000
40,000
60,000
80,000
100,000
120,000
1984
1987
1990
1993
1996
1999
2002
2005
Year
PM
Ps
6
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 programs
…
7
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 graduates
8
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?
It is time to rethink the PM program and its NTA faculty positions
9
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 enrollment
…
10
Threats
• New and increasing competition• Attractive, visible, competitive programs• Distance education reduces inherent location
advantage
…
11
Strategy DevelopmentFocus 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.
12
Strategy Deployment Planning
• Vision– What do we want to achieve in the next 1 – 3 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.
13
Vision
• Innovative PM Curriculum– Most innovative Program– Entertain new ideas (venue)- journals, conferences– Excellent course lineup– More interactive online instruction– High quality teaching
Continued…
14
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 journals
Continued…
15
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 journal
Continued…
16
Vision (Continued)
• Program of choice for best students– Most sought after program – Increased student enrollments– Highest GPA applicants– Highest entry requirements– Top notch students
Continued…
17
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 organizations
Continued…
18
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 Rankings
Continued…
19
Vision (Continued)
• Well respected program in University– All tenure track faculty
– Best paid PM instructors in field
• Good management of PM program– Standard CMMI
20
Obstacles
• An Emerging Discipline– Lack of acceptance as separate profession– Lack of recognition as a discipline– PM community’s emphasis on training not education
Continued…
21
Obstacles (Continued)
• A competitive education environment– Competitors!– We are expensive– High tuition fees– Competing programs with more resources
Continued…
22
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 sabbatical
Continued…
23
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 students
Continued…
24
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 employers
Continued…
25
Obstacles (Continued)
• Contradictory (not aligned) reward system– University’s “rewarding A while asking for B”
A = 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 society
Continued…
26
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 qualifications
Continued…
27
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 program
Continued…
28
Obstacles (Continued)
• Limited time for research, etc.– Heavy teaching load– Teaching too many courses– Teaching load, especially with distance education
courses
Continued…
29
Obstacles (Continued)
• Insufficient internal communication (on vision)– We did not have a vision before!– Culture-less (rituals, symbols)– No PM retreat– Lack of strategic planning
30
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 exchange
Continued…
31
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 list
Continued…
32
Strategies (Continued)
• Continually improve teaching quality
– Improve delivery of program (particularly for distance education)
– Maintain distance education weekly chats– Add discipline specific “specializations” or electives– Request highly visible class projects from NGO’s /
Industry– Seek PMI® recommendations as program for
advanced PM (beyond PMP®)– Benchmark
Continued…
33
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 review
Continued…
34
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!
Continued…
35
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-out
Continued…
36
Strategies (Continued)
• A balanced, clear department reward system (Continued)
– Say “no” 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 /
professionsContinued…
37
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 knowledge
38
Actions
A. Form PM research forum
Fall 2005:
Weekly research presentations of various lengths and origins
Discuss research opportunities with DSOM faculties
Publicize research forum via email to GWSB and doctoral student lists
Make list of PM research funding organizations
Continued…
39
Actions (Continued)
Spring 2006:
Establish research advisory group and identify research funding opportunities
Summer 2006:
Setup the e-journal on our website
Write proposals and receive feedback, then submit proposals
Continued…
40
Actions (Continued)
B. More interactive program management
Fall 2005:
Use QIPM to prioritize strategies
Plan regular meetings. Schedule and conduct same
Spring 2006:
Get more administrative support
Plan regular meetings. Schedule and conduct same
Continued…
41
Actions (Continued)
C. Continually improve teaching quality
Fall 2005:
Develop structured recording schedule
Develop a schedule to review the courses
Recording schedule
Develop recording policy
Prepare common repository of course material (shared drive?)
Continued…
42
Actions (Continued)
Spring 2006:
Recording schedule
Prepare a common set for classes being taught in Summer / Fall ’06
Have a policy for course material
Summer 2006:
Record
Review/enhance common set of slides and handouts
(lot of work)
Create course foldersContinued…
43
Actions (Continued)
D. Take charge of recruiting
Fall 2005:
Decide program presence at conferences throughout the next 12 to 18 months
Update recruiting strategy (particularly for distance ) Tap into student markets
Continued…
44
Actions (Continued)
E. A balanced, clear Department reward system
Fall 2005: Meet with DSOM to discuss department reward system Write papers Write by-laws
Continued…
45
Actions (Continued)
Spring 2006:
Write papers
Get Prof. Frank and Prof. Young tenured
New department by-laws
Summer 2006:
Write papers
Continued…
46
Actions (Continued)
F. More active promotion and marketing
Fall 2005:
Define marketing plan
Identify target publications and conferences
Spring 2006:
Develop and roll out
Volunteer faculty for target conferences / journal
Continued…
47
Actions (Continued)
Summer 2006:
Volunteer faculty for target conferences / journal
Get PMI® accreditation