Take My Liberty BUSI 415 Class

Liberty's catalog presents BUSI 415 as focused instruction on the advanced processes and principles of effective project management, built on PMI's body of knowledge and aimed at preparing students for certification.

Two texts carry the reading. Dinsmore and Cabanis-Brewin's AMA Handbook of Project Management supplies chapters thirteen through seventeen, and PMI's PMBOK Guide supplies chapters nine through thirteen.

Those PMBOK chapters are the knowledge areas BUSI 414 left for later: project resource management, communications management, risk management, procurement management and stakeholder management.

The published guide pairs each pair of weeks with one area. Resource reading opens the term, stakeholder reading joins it in week two, communications falls in week four, risk in week six and procurement in week eight.

Each area ends in a graded project document. A Resource Management Plan is due in week two, a Communication Plan in week four, a Risk Register and Risk Management Plan in week six and a Procurement Management Plan in week eight, every one worth 150 points.

Discussions run on the opposite beat, with a 50-point opening post in each odd week and 50 points of follow-up posts in each even week.

The point split is unusual for Liberty business courses: 600 for the plans, 400 for the discussions, 10 for the checklist and nothing for exams.

BUSI 415 is carried as one continuous project, because the four plans read best when they describe the same undertaking from four angles.

The project is fixed in week one, either one you suggest from your own work or a realistic case such as a clinic expansion, an ERP rollout or a church building program, and every plan is written for it.

The Resource Management Plan sets out roles, a responsibility assignment matrix, how people and equipment are acquired and how the team is developed and released.

The Communication Plan maps each stakeholder group to what it needs to hear, how often, through which channel and from whom, with an escalation path for bad news.

The Risk Register lists identified risks with their probability, impact, owner, trigger and response, and the plan around it explains how risk is reviewed across the life of the project.

The Procurement Management Plan explains make-or-buy decisions, the contract types chosen and why, how sellers are selected and how contracts are closed.

Discussion openers apply each week's chapter to the same project where the prompt allows, and the follow-ups engage classmates' plans with specific suggestions.

The plans are written by a project manager who holds the PMP and has produced these documents for real sponsors, in construction, healthcare, IT or government contracting.

That matters most in procurement and risk, where student plans tend to stay vague. A writer who has negotiated a fixed-price contract or watched a risk turn into an issue writes with a different level of detail.

Every plan is reviewed by a second project professional against the PMBOK Guide and the assignment rubric before it is delivered.

Templates and matrices are built as real tools, with columns a project team would actually use, rather than decorative tables.

The coordinator holds your details, and the writer works from the project description and the prompts only.

If a concept is still unclear after reading a plan, such as the difference between a cost-plus-incentive-fee and a time-and-materials contract, a short explanation is available.

Where a prompt asks for a biblical perspective, for example on stewardship in procurement or truthfulness in communication, the writer answers thoughtfully.

The plans are the first difficulty. Each is worth 150 points, and students used to writing essays find that a management plan has to be specific, structured and usable by a team.

Consistency is the second. A risk register that ignores the resource plan, or a procurement plan that buys services the communication plan never mentions, reads as four unrelated documents.

Risk analysis is the third. Probability and impact scales, risk scores and response strategies such as avoid, transfer, mitigate and accept need to be applied, not just listed.

Procurement is the fourth. Contract types and their effect on who carries cost risk are new to most business students.

Discussions are the fifth. Follow-up posts carry the same 50 points as openers, and they are easy to underestimate.

With no exams to balance them, every written item matters more, and a single weak plan can cost a full letter grade.

Because the last plan falls in week eight, students who fall behind in weeks five and six often find the final fortnight impossible to recover.

If the class is handed over before week one, the project is agreed in the first days and the opening discussion post follows right after.

Each plan reaches you three or four days before its even-week deadline, which leaves time to read it and ask for adjustments.

Openers arrive two days before each odd-week deadline, and follow-up posts once classmates have posted.

The quote lists four plans and eight discussion items, with the plans as the largest lines.

Starting partway through is possible; a student who joins after the communication plan is quoted for the risk and procurement plans and the remaining discussions.

Because there are no exams, handing over the plans covers most of the grade, and many students keep the discussions themselves.

A project from your own workplace makes the plans more realistic, and it costs no more than a case chosen by the writer.