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- 25TH YEAR
Department of Business Administration
BA 400 | Course Introduction and Application Information
| Course Name |
Project Management
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 400
|
Fall/Spring
|
3
|
0
|
3
|
6
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Elective
|
|||||
| Course Level |
First Cycle
|
|||||
| Mode of Delivery | - | |||||
| Teaching Methods and Techniques of the Course | DiscussionGroup WorkLecture / Presentation | |||||
| National Occupation Classification | - | |||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | ||||||
| Course Objectives | This course examines project management roles and environments, the project life cycle and various techniques of work planning, control and evaluation to achieve project objectives. The tools currently available to project managers are discussed throughout this course. |
| Learning Outcomes |
The students who succeeded in this course;
|
| Course Description | These issues compose the course: selecting projects strategically, the role of the projects in the organizations, planning the work activities, project costs and budget, project activity scheduling |
| Related Sustainable Development Goals |
|
|
|
Core Courses | |
| Major Area Courses |
X
|
|
| Supportive Courses | ||
| Media and Management Skills Courses | ||
| Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
| Week | Subjects | Related Preparation |
| 1 | Projects in Contemporary Organizations | Meredith & Mantel, Project Management: A Managerial Approach, 11th ed. - Ch.1 |
| 2 | Project Strategy and Selection | Meredith & Mantel, 11th ed - Ch. 2 |
| 3 | The Project Manager, Stakeholders and Conflict | Meredith & Mantel, 11th ed - Ch. 3 & Ch. 4 |
| 4 | Activity Planning: Traditional and Agile | Meredith & Mantel, 11th ed - Ch. 6 |
| 5 | Budgeting and Risk Management | Meredith & Mantel, 11th ed - Ch. 7 |
| 6 | Scheduling: PERT and CPM | Meredith & Mantel, 11th ed - Ch. 8 |
| 7 | Reducing Duration and Resource Allocation | Meredith & Mantel, 11th ed - Ch. 9 |
| 8 | Midterm | |
| 9 | MS Project Application | Meredith & Mantel, 11th ed - Ch. 10 |
| 10 | Monitoring and Earned Value I | Meredith & Mantel, 11th ed - Ch. 10 & Ch. 11 |
| 11 | Earned Value II and Project Control | Meredith & Mantel, 11th ed - Ch. 12 |
| 12 | Project Auditing | Meredith & Mantel, 11th ed - Ch. 13 |
| 13 | Project Closure and Benefits Realization | |
| 14 | Term Project Presentation | |
| 15 | Term Project Presentation | |
| 16 | Final Exam |
| Course Notes/Textbooks | Project Management: A Managerial Approach, 11th Ed. Jack Meredith, Scott M. Shafer, Samuel J. Mantel Jr., 2021 - ISBN-13 : 978-1-119-80383-6 |
| Suggested Readings/Materials |
EVALUATION SYSTEM
| Semester Activities | Number | Weigthing |
| Participation | ||
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments | ||
| Presentation / Jury |
1
|
15
|
| Project |
1
|
20
|
| Seminar / Workshop | ||
| Oral Exams | ||
| Midterm |
1
|
30
|
| Final Exam |
1
|
35
|
| Total |
| Weighting of Semester Activities on the Final Grade |
3
|
65
|
| Weighting of End-of-Semester Activities on the Final Grade |
1
|
35
|
| Total |
ECTS / WORKLOAD TABLE
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
| Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
| Study Hours Out of Class |
15
|
2
|
30
|
| Field Work |
0
|
||
| Quizzes / Studio Critiques |
0
|
||
| Portfolio |
0
|
||
| Homework / Assignments |
0
|
||
| Presentation / Jury |
1
|
20
|
20
|
| Project |
1
|
22
|
22
|
| Seminar / Workshop |
0
|
||
| Oral Exam |
0
|
||
| Midterms |
1
|
20
|
20
|
| Final Exam |
1
|
28
|
28
|
| Total |
168
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
|||||
|
1
|
2
|
3
|
4
|
5
|
|||
| 1 |
To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. |
-
|
-
|
X
|
-
|
-
|
|
| 2 |
To be able to present the findings and solutions to the business problems in written and oral formats. |
-
|
-
|
X
|
-
|
-
|
|
| 3 |
To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. |
-
|
-
|
-
|
-
|
-
|
|
| 4 |
To be able to use innovative and creative approach for real-life business situations. |
-
|
-
|
-
|
-
|
-
|
|
| 5 |
To be able to demonstrate leadership skills in different business situations. |
-
|
-
|
X
|
-
|
-
|
|
| 6 |
To be able to interpret the reflections of new technologies and softwares to business dynamics. |
-
|
X
|
-
|
-
|
-
|
|
| 7 |
To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. |
-
|
-
|
-
|
-
|
-
|
|
| 8 |
To be able to act in accordance with the scientific and ethical values in studies related to business administration. |
-
|
-
|
-
|
-
|
-
|
|
| 9 |
To be able to work efficiently and effectively as a team member. |
-
|
-
|
-
|
-
|
X
|
|
| 10 |
To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. |
-
|
-
|
-
|
-
|
-
|
|
| 11 |
To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). |
-
|
-
|
-
|
-
|
-
|
|
| 12 |
To be able to speak a second foreign language at a medium level of fluency efficiently. |
-
|
-
|
-
|
-
|
-
|
|
| 13 |
To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
-
|
-
|
-
|
-
|
-
|
|
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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