Take My Liberty MGMT 651 Class

Gido and colleagues' book is read two chapters a week. It is a general project management text, so the course reads it with an agile lens, asking at each stage how an iterative team would handle what the chapter describes.

Week one introduces projects and the agile alternative to plan-driven work. Week two covers how projects are identified, chosen and proposed. Week three moves to planning and scheduling, where agile replaces a fixed schedule with release plans, sprints and a team's measured velocity.

Week four covers resources, cost and progress tracking, the natural point to compare earned value with burndown and burnup charts. Week five covers risk and closing a project; week six the project manager and the team, including the shift from directing work to serving a self-organizing team.

Week seven covers communication and organizational structures, where agile ceremonies such as the daily stand-up, sprint review and retrospective work as a communication system. Week eight reviews the term.

Every week has several short presentations and often a website. The outline is due in week four and the full plan in week seven.

The animation quizzes present short video scenarios of a team at work and ask what the project manager should do, which tests judgment as well as recall.

MGMT 651 is carried week by week, since each discussion draws on that week's chapters and the plan grows from a project chosen early.

A project suited to agile has requirements that will change as users react, such as a regional credit union adding a savings-goals feature to its mobile app, or a food bank building an online volunteer scheduling tool.

Each discussion thread clears 400 words with four citations in current APA and applies the chapters to the prompt, and each reply clears 200 words with two citations of its own. A thread on scheduling, for example, can explain why a team commits to a sprint goal rather than a fixed task list, and how velocity from past sprints makes release forecasts honest.

Week four's outline maps the plan on a page or two, nested three headings deep, which gives your instructor a chance to steer it early.

The finished plan in week seven is a sixteen-page document drawing on fifteen or more outside works in addition to Gido and Scripture. It covers the product vision, roles, the product backlog with sample user stories and acceptance criteria, release and sprint planning, ceremonies, metrics, risk, stakeholder communication and how the team's work reflects Christian values.

You post and submit every item, and all quizzes are yours.

Hybrid approaches, mixing agile delivery with plan-driven governance, appear in several prompts.

MGMT 651 work goes to someone who runs agile teams: a scrum master, an agile coach or a product owner, often holding the PMI-ACP, a Certified ScrumMaster or SAFe credential.

That experience shows in the plan, where user stories follow the familiar pattern of who, what and why, acceptance criteria are testable, and the release roadmap rests on an estimated velocity rather than wishful dates.

It shows in the discussions too. A thread on risk can explain how a two-week sprint caps how much work can be wasted before feedback arrives, and how a spike tests a technical unknown before the team commits.

The plan's faith section is written with care, connecting servant leadership and honest commitment to the way agile teams work.

A second reviewer checks citations, word counts and the plan's structure before delivery, and one writer stays on your course.

Your plan's product can come from your workplace, with names changed.

The weekly rhythm is the first difficulty. A discussion with four citations and two cited replies falls every week, alongside a quiz.

The citation count is the second. Eight citations a week add up quickly, and each must be in current APA.

Reading a general text through an agile lens is the third. Gido's chapters describe plan-driven practice, and the discussions expect students to explain the agile equivalent.

The plan is the fourth. Sixteen pages and fifteen outside references is the longest paper in many students' program, due in a week that also has a discussion.

The animation quizzes are the fifth, adding scenario questions in weeks one, two, five, six and eight.

Students used to waterfall projects also find it hard at first to plan without a fixed end date for every feature.

A discussion and two quizzes fall in week one, so the course is best handed over before it opens.

Each discussion thread reaches you early in its week, and the replies once classmates post.

The outline arrives before week four closes, and the plan before week seven closes, built on the outline and any comments on it.

The quote lists each discussion, the outline and the plan as separate lines, with the plan the largest.

A student who joins after week four sends the graded outline, and the plan follows it.

Payment follows each piece on delivery, and the quizzes remain yours throughout.

Late starters are priced from the next item due.