Take My Liberty MS Project Management Classes

MGMT 527 Leading Project Teams: four long discussion threads, a case paper contrasting engaged teams with a struggling one and a two-part assessment of the teams in a real organization, with two tests and a Lead Like Jesus journal that stay with you.

MGMT 620 Project Evaluation and Assessment: two earned value application exercises in weeks three and four, an eight-to-ten-page research paper on at least three evaluation cases, a twenty-slide lessons-learned training deck and three heavily sourced discussions; three short quizzes are yours.

MGMT 625 Project Planning and Scheduling: a project management plan of eight to ten pages by week four and a work breakdown structure or Gantt chart for the same project by week six, plus four two-week discussions; the three tests and the reflection blog are yours.

MGMT 651 Agile Project Management: eight weekly discussions, each a 400-word thread with four citations and two cited replies, and a sixteen-page agile project plan with fifteen outside references, built from an outline; the weekly quizzes and animation quizzes are yours.

MGMT 690 Capstone: the Red Zuma case scheduled and tracked in Microsoft Project over four weeks, a critical review of Jarocki's book on project and change management, a long proposal for a project management office and a term of group discussions, with no tests at all.

Every course in the table below has its own four pages, listing each graded item and who handles it.

Together they cover the PMBOK's ground from people to plans, numbers, agile delivery and organizational change.

A project course is handled the way a project is: scope first. Liberty's PM course guide and your section's prompts are read side by side, which separates the written deliverables from tests and reflections, and puts a delivery date on each deliverable.

Planning deliverables share a single project. In MGMT 625, the project chosen for the week-four plan is the one decomposed into the week-six WBS or Gantt chart, so the two documents agree line for line.

Calculation work is shown, not just answered. MGMT 620's earned value exercises present CPI, SPI, estimates at completion and variance in tables with the formulas used, followed by a plain reading of what the numbers say about the project.

Agile work follows the framework you choose. In MGMT 651 the outline and the final plan describe roles, ceremonies, backlog, sprint cadence and release plan for a project you name, with fifteen outside references.

Organization-based work uses your facts. For MGMT 527, you gather information about your organization's teams; the two-part assessment is written from it.

Capstone files are built in Microsoft Project from the Red Zuma data your section provides, with the schedule, baselines and tracking updates saved as the course asks.

Anything that reflects on your own experience, such as the MGMT 527 journal or the MGMT 625 blog, stays with you, along with all tests and uploads.

Writers are project professionals matched to each course: a team leadership coach for MGMT 527, a project controls analyst for MGMT 620, a scheduler for MGMT 625, a certified scrum practitioner for MGMT 651 and a senior program manager for the capstone.

Most hold the PMP, and several also hold the PMI-SP, PMI-ACP or a scrum certification, along with graduate degrees in project management, engineering or business.

They have built real schedules, run earned value reports and stood up project offices, so the documents read as working tools rather than essays about tools.

They know the course texts, from Wilson on schedule and cost control to Gido, Clements and Baker on agile, and the PMI standards each course ties to.

Every deliverable is reviewed before release for accuracy, internal consistency and APA.

A single coordinator follows you through the program and keeps notes on the projects and organizations you have used, so later courses can build on them.

Only the coordinator holds your identity and company name; project details from work are kept generic.

Consistency is the first problem. Plans, WBS, schedules and proposals must agree with each other, and a mismatch between documents written weeks apart costs points.

Numbers are the second. MGMT 620's earned value work and the capstone's Microsoft Project tracking punish small errors, and many students have never used the software at this depth.

Research volume is the third. MGMT 651's discussions need four citations every week, its plan needs fifteen outside references, and MGMT 620's paper needs several documented evaluation cases.

Document length is the fourth: eight to ten pages for the MGMT 625 plan, sixteen for the agile plan, and a long PMO proposal in the capstone.

Tests and weekly quizzes in four of the five courses keep the reading steady while the deliverables grow.

Faith integration is the sixth layer, from Lead Like Jesus in MGMT 527 to the biblical perspective asked for in discussions across the degree.

All of this sits on top of real projects at work, which rarely pause for a Canvas deadline.

A project course can be handed over alone or lined up with the next ones in your plan. Courses with early deliverables, such as MGMT 625's week-four plan, benefit most from being arranged before day one.

Every PM course gets its own estimate, broken down by deliverable and discussion with a date on each. Tests, quizzes, journals, blogs and recordings are never included.

The estimate depends on the deliverables chosen, their length and analysis, and the time before the first one is due.

A course already in progress is estimated from the current week after the writer reviews your graded work.

Payment is per project course, never for the program in advance.

Students often hand over the two longest-document courses, MGMT 625 and 651, or the capstone, and complete the others themselves.