Take My Liberty MGMT 645 Class

Two books run together. The PMBOK Guide supplies the framework, its opening chapters on projects and the project manager's role, chapter four on integration and the charter, and the three quality processes in chapter eight: plan quality management, manage quality and control quality.

Rose supplies the depth, one chapter a week at first and several in week six. The early chapters trace quality from inspection to prevention and the thinking of Deming, Juran and Crosby; later ones cover the cost of quality, the standard tools and how quality fits into the life of a project.

Week seven returns to the PMBOK's scope, schedule and cost chapters along with PMI resources, so the closeout can compare what was planned with what happened.

Week eight finishes Rose and turns to the faith paper.

Each module has one or two presentations. Discussion threads are due in weeks one, four and five, and each set of replies a week later. The charter is due in week two, the plan in week three, the quality improvement plan in week six, the closeout in week seven and the faith paper in week eight.

MGMT 645 is carried around your project, which must be small enough to finish in about six weeks and real enough to measure, at work or in your personal life.

Good choices have a clear end product and something to measure. Moving a small clinic's appointment reminders from phone calls to text messages, renovating a church fellowship kitchen, or rebuilding a youth league's online registration all work.

The week-two charter makes the case for the project and fixes its aims, the measures that will prove it succeeded and its main uncertainties, and it defines from day one what a well-done result looks like and how that will be verified.

The plan builds on the charter with scope, schedule, cost, resources, communication and risk, and gives the most space to quality management: the quality requirements and standards, and how meeting them will be shown.

The quality improvement plan applies at least three of the tools Rose describes to your project's data, for example a flowchart of the current process, a cause-and-effect diagram of the main problem and a Pareto chart of its causes.

In week seven the closeout holds the finished project up against each measure set in the charter and notes what to repeat and what to fix. The faith paper explains how a Christian worldview shapes quality planning, assurance and control.

Discussion threads run 400 to 1,000 words, and the replies 250 to 300 words each. You post and submit every item.

MGMT 645 work goes to someone who manages quality on real projects: a quality manager with ASQ certification, a project manager with the PMP, or a Lean Six Sigma practitioner.

That experience shows in the quality improvement plan, where tools are built from your figures, not dropped in as pictures. A check sheet counts real occurrences, and a Pareto chart ranks them so the effort goes to the few causes that matter.

It shows in the plan as well, where quality standards are measurable, such as ninety-five percent of reminders sent at least forty-eight hours before an appointment, and assurance and control steps are separate and clear.

The closeout is written with the honesty the course asks for: where a criterion was missed, it says so and explains why.

Before release, a colleague reads the documents side by side to make sure they tell one story, and a single writer follows your project from first to last.

Choosing the project is the first difficulty. Too large and it cannot finish in six weeks; too small and the plan and tools have nothing to work with.

The pace is the second. The charter is due in week two and the full plan only a week later.

Quality tools are the third. The assignment asks you to demonstrate them with your own data, which means collecting some numbers as the project runs.

The closeout is the fourth, since it must report real results against the charter's criteria rather than describe what should have happened.

The faith paper is the fifth, asking for a careful link between Scripture and the three quality processes rather than a general reflection.

The first discussion falls in week one and the charter in week two, so the course is easiest to hand over before it opens.

The charter arrives before week two closes, once you have described your project.

The plan arrives before week three closes, built on the charter.

The quality improvement plan arrives before week six closes, using the data you send from the project.

The closeout arrives before week seven closes, from your account of how the project ended, and the faith paper before week eight closes.

The quote lists each document, the discussions and the faith paper separately, with the plan, the quality improvement plan and the closeout the largest lines.