Students are introduced to the Stevens concept of Project Value Management. This framework and its methods were developed in recent, innovative research by Stevens faculty members.

Projects often have a significant influence on overall corporate success. Available data suggests that the existing concepts do not prevent failure. Projects still often experience delays and budget overruns. Projects often do not create satisfactory shareholder value. The limitations of the Traditional Project Management paradigm are seen as a major cause of these problems. Projects should be viewed as investments that should contribute to an organization's value. Project Value Management is an essential link between the overall business perspective and the specific management of project-level implementations.

To create corporate value, the modern project manager should define a strategy for the project implementation that is capable of achieving value for the organization. Several innovative frameworks, conceptual models, and tools are presented. Collectively, these should help project managers to analyze their projects, to identify critical situations, to create effective solutions, and to develop a successful project strategy improving their decisions for managing projects.

Textbooks: Please confirm with your professor the books to be used.
Critical Chain
by Eliyahu M. Goldratt
North River Press, illustrated edition, 1997
ISBN: 978-0884271536

CD-ROM:
TOC-Self Learning Program for Project Management
The course instructor will give out ordering information in the first class.

Prerequisite: MGT 609
MGT 610 may be taken at the same time as MGT 614.