Project Management

The following core courses are offered by the Department of Project Management. In addition to the recommended courses in a given core area, the student may select technical electives approved by the academic advisor. The only guideline for the selection of electives is that the electives be part of an integrated program of study.

Details are at


Project Management

ENCE627 Project Risk Management (3)
Note: ENCE 627 replaces ENCE 667 as a core course, students beginning the program prior to 1505 being grandfathered in.
Introduction to identifying, analyzing, assessing, and managing risks inherent to engineering projects. Includes: probability modeling, choice and value theory, schedule and cost risk, risk mitigation and transfer, and contract considerations of project risk. Examples are drawn from construction, software development, systems integration, and other large engineering projects; and cover probability basics, subjective probability, statistical data analysis, introduction to decision theory, Monte Carlo simulation, value of information, and risk-based decision making.
ENCE661 Project Cost Accounting and Finance (3)
This course reviews the fundamentals of accounting; examines project cost accounting principles, applications, and impact on profitability; examines the principles of activity based costing; covers the elements involved in cash management; introduces the framework for how projects are financed and the potential impact financing has on the projects; and a framework for evaluating PC based systems and what resources are needed for an effective project cost system.
ENCE662 Introduction to Project Management (3)
Introduction to project management including: overview and concepts of project management (principles, body of knowledge, strategies); planning successful projects (defining, specifying, delivery options, scheduling, budgeting); implementing (organizing the team, work assignments, team building, effective leadership); executing (performance measurement, maintaining the schedule, adjustments/mid-course corrections, record keeping, status reporting, communications, managing conflict, time management); and closeout(performance measurement, maintaining the schedule, adjustments/mid-course corrections, record keeping, status reporting, communications, managing conflict, time management).
ENCE664 Legal Aspects of Engineering Design and Construction (3)
Prerequisite: Permission of ENGR-Civil & Environmental Engineering department.
Examines ways in which the legal system affects the design and construction process. Focuses on contract types and the relationships between the parties in different delivery systems. Covers basics of procurement protocols along with negotiating techniques and strategies. Topics include contract law, the relationships between the parties, tort and negligence law, and the statutory principles affecting construction.
ENCE665 Management of Project Teams (3)
Restriction: Must be in a major in ENGR-A. James Clark School of Engineering; and permission of ENGR-A. James Clark School of Engineering.
Experience has shown that really excellent project managers are not only technically competent but that they have above average skills in human relations and communications. The course will prepare project managers to optimize the utilization of their most important resource: people. Relying primarily on a wide range of research and experience in the Project Team, this course will help guide project managers in building the other skills needed to be truly successful in the competitive Project Team.

Project Management

ENCE600 The Project Management Office: Execution Across Boundaries (3)
Prerequisite: ENCE662. Restriction: Must be in one of the following programs (ENGR: MS/PhD-Civil Engineering (Master's); ENGR: MS/PhD-Civil Engineering (Doctoral); Master of Engineering (Master's)) ; or permission of ENGR-Civil & Environmental Engineering department.
This course begins with a review of the project's cultural environment in order to understand the context of executing projects globally. Emphasis will be on the project office's role in stakeholders' engagement in the planning and execution aspects of projects. The coursewill also highlight the role of the project office in the virtual and agile management of project delivery; the fundamentals of communicating across different cultural boundaries; and the importance of matrixed business alliances.
ENCE601 Program and Portfolio Management (3)
Restriction: Must be in one of the following programs (ENGR: MS/PhD-Civil Engineering (Master's); Master of Engineering-Project Mgmt (Master's); ENGR: MS/PhD-Civil Engineering (Doctoral); Master of Engineering (Master's)) ; or permission of ENGR-Civil & Environmental Engineering department. Credit only granted for: ENCE601 or ENCE688F. Formerly: ENCE688F.
A view of managing projects from an organizational perspective will be presented. The principle areas of discussion will be strategic alignment, marshalling organizational assets through an enterprise project office, portfolio management, and program management. Using a case study approach, students will explore the importance of using organizational strategies to align projects, how to use an enterprise project office as a governance process, and apply practices to create portfolios and programs to leverage organizational assets. Principle topics will include establishing a governance process, project selection techniques, project portfolio methodology, and application of project practices to program management.
ENCE602 Project Procurement Management (3)
Restriction: Must be in the (ENGR: Graduate Certificate in Project Management) program; or must be in one of the following programs (ENGR: MS/PhD-Civil Engineering (Master's); Master of Engineering-Project Mgmt (Master's); ENGR: MS/PhD-Civil Engineering (Doctoral); Master of Engineering (Master's)) ; or permission of ENGR-Civil & Environmental Engineering department.
Fundamental concepts and techniques for project acquisition and procurement are presented. Students are introduced to the PMBOK Guide six-step procurement process and expected to develop an in-depth understanding of project evaluation, planning, financing, contracting, negotiation, and procurement execution. It will also cover emerging methods, principles, and practices in infrastructure project procurement, including Public-Private Partnerships, Carbon project procurement, and Clean Development Mechanism.
ENCE603 Management Science Applications in Project Management (3)
The fundamentals of management science techniques in project management including: linear and integer programming, multi-objective optimization, simulation, decision analysis, Analytic Hierarchy Process (AHP), deterministic and stochastic dynamic programming. Applications will be drawn from the Critical Path Method (CPM), resource management, and other areas of Project Management.
ENCE604 Sustainability Fundamentals for Project Managers (3)
The course is suitable for project managers both in the government, military, and private sectors, including engineers, architects and other design professionals, consultants, developers, real estate professionals, facility owners in the private and public sectors, as well as non-technical professionals interested in the latest advances in sustainable project management. Addresses the fundamentals of sustainability for project managers including best practices of modern sustainable construction and project management. Commercial and residential buildings consume about 40 percent of the energy used in the United States. Therefore, emphasis will be on the application of the sustainable development standards to the built environment, including the practical operational aspects of sustainable facility project management.
ENCE605 Evolving as a Project leader (3)
Prerequisite: ENCE665.
Projects are now used by many organizations for the implementation of strategic initiatives. This means that project managers must be able to do more than manage, organize, and control. They must be able to lead the project team and its stakeholders through change. This course builds on the foundation created in ENCE665. It explores: (1)leadership theory and evolution; (2) the role of leadership in project teams; (3) you as a leader; and (4) your personal development as a project leader.
ENCE606 Graduate Introduction to Project Scheduling (3)
Basic scheduling calculations and network development methods will be covered. Students will learn how to create, calculate, update and revise schedules. In addition, students will be introduced to basic concepts of the contractual, managerial and legal aspects of project scheduling. This course teaches the basics of project scheduling and the various scheduling approaches that are currently being used in the design and construction industry. Project planning techniques will be covered and basic scheduling methods will be taught including the use of bar charts. Critical Path Method (CPM), Program Evaluation and Review (PERT) and Linear Scheduling (Line of Balance) methods.
ENCE623 Introduction to Advanced Scheduling (3)
Two hours of lecture and one hour of laboratory per week. Prerequisite: ENCE423 or ENCE662; and permission of ENGR-Civil & Environmental Engineering department. Credit only granted for: ENCE623 or ENCE688S.
A Combination of lecture and hands-on use of software to develop advanced knowledge and skills necessary to master advanced scheduling techniques for project management and control will be used. No software purchase is necessary.
ENCE624 Managing Projects in a Dynamic Environment (3)
Prerequisite: Permission of ENGR-Civil & Environmental Engineering department.
This course examines the nine principles simultaneous managers use interdependently and presents a theory of project management that is intellectually rigorous and consistent with pragmatic knowledge.
ENCE625 Project Administration (3)
The principals of project administration procedures from the viewpoint of a resident project manager or project engineer specifically addressing their responsibilities in the engineering, design, or construction industries are examined. The course is suitable for students, engineering and design professionals, project managers, experienced contract administrators, and owners interested in the special administrative problems or construction.
ENCE626 Web-based Project Management (3)
Prerequisite: ENCE662.
The use of IT tools, in particular the Web, is increasingly becoming the primary instrument for conducting the day-to-day tasks of engineering project management. Traditional client-server based technologies and applications can now be replaced by a web-centric, collaborative, electronic workplace. This course examines the use of Internet and Intranet based project management in the context of collaboration, decision making and information exchange, and presents a systematic understanding of the principle issues in Web based tools- ease of use, efficient decision making, and cost effectiveness. The course will use project case histories as part of a team project.
ENCE666 Cost Engineering and Control (3)
Analytic techniques to estimate and control project costs, including site investigation, quantity takeoff, work analysis and bid preparation. Systematic cost control as related to job production and historical data.
ENCE667 Project Performance Measurement (3)
Prerequisite: Permission of ENGR-Civil & Environmental Engineering department.
Examination of various techniques and models used to measure the performance of projects. Topics will include: Critical Path Method (CPM), Program Evaluation Review Technique (PERT), Gantt charts, project crashing, resource management, capital allocation, forecasting, hypothesis testing, regression analysis, learning curve analysis, goal programming, Monte Carlo simulation, the Analytic Hierarchy Process (AHP), Pareto optimality and tradeoff curves as well as basics in linear programming and uncertainity modeling.
ENCE721 Investment Theory for Project Engineers (3)
Credit only granted for: ENCE652 or ENCE721. Formerly: ENCE652.
An introductory course covering investment theory and its application to project evaluation and selection. Selected topics include: basic theory of interest and fixed income securities; portfolio selection and modification; capital asset pricing; asset price dynamics; derivative securities; and project evaluation using real options.
ENCE722 Market, Spatial, and Traffic Equilibrium Models in Project Management (3)
Credit only granted for: ENCE654, ENCE688M, or ENCE722. Formerly: ENCE654.
Introduction to equilibrium models involving economics and engineering. Topics include: review of relevent optimization theory; the nonlinear complementary problem (NCP) and variational inequality problem formats to solve equilibrium problems; review of relevant game theory, equilibrium models, and algorithims.
ENCE723 Project Decision Making with Competing Objectives (3)
Introduction to theory and algorithms behind optimization under competing objectives i.e. multi-objective optimization. Explores concepts of dominated solutions, efficient solutions, and approaches to finding such points.
ENCE724 Nonlinear Programming in Project Management (3)
Credit only granted for: ENCE656 or ENCE724. Formerly: ENCE656.
Mathematically rigorous nonlinear programming theory relevant to problems in engineering and economics. Includes: classification of optimization problems, directional differentiability, existence and uniqueness results, constrained and unconstrained nonlinear programs, nonlinear complementarity and variational inequity formulations.
ENCE725 Probabilistic Optimization in Project Management (3)
Introduction to optimiztion under uncertainty. Includes: chance-constrained programming, reliability programming, value of information, decomposition methods, nonlinear and linear programming theory, and probability theory.
ENPM808M Systems Engineering Management (3)
This course provides an overview of project management within the context of systems engineering. Topics include: organizational structures; leadership; team dynamics; life cycle models; systems engineering processes and products; the management implications of implementing model-based systems engineering; proposals, contracts, and the acquisition process; project planning; cost estimation and modeling; scheduling (PERT, CPM, and Gantt charts); project measurement, assessment and control (including earned value management and technical performance measurement); risk management; configuration management; quality management; and maturity models.

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