FEDERAL GOVERNMENT CONTRACTING
Course No. 601 - 3 Semester Units

ESSENTIALS OF MANAGEMENT
Course No. 602 - 3 Semester Units

GOVERNMENT CONTRACT LAW
Course No. 603 - 3 Semester Units

SUPPLY MANAGEMENT
Course No. 605 - 3 Semester Units

MARKETING
Course No. 606 - 3 Semester Units

BUSINESS DEVELOPMENT AND PROPOSAL PREPARATION
Course No. 613 - 3 Semester Units

PRICING AND FINANCIAL MANAGEMENT OF GOVERNMENT CONTRACTS AND SUBCONTRACTS
Course No. 619 - 3 Semester Units

PROGRAM MANAGEMENT
Course No. 625 - 3 Semester Units

MANAGING PROJECTS
Course No. 627 - 3 Semester Units

MASTERING IT PROJECT MANAGEMENT
Course No. 628 - 3 Semester Units

TECHNICAL PROGRAM MANAGEMENT
Course No. 629 - 3 Semester Units

CONTRACT MANAGEMENT AND ADMINISTRATION
Course No. 631 - 3 Semester Units

CONTRACTING AND PROCUREMENT FOR PROJECT MANAGERS AND TECHNICAL PERSONNEL
Course No. 632 - 3 Semester Units

NEGOTIATION - PRINCIPLES AND PRACTICES
Course No. 635 - 3 Semester Units

NEGOTIATION FOR PROJECT MANAGERS
Course No. 636 - 3 Semester Units

EARNED VALUE MANAGEMENT SYSTEMS
Course No. 647 - 3 Semester Units

SOURCE SELECTION AND CONTRACT AWARD
Course No. 651 - 3 Semester Units

BUSINESS RESEARCH METHODS
Course No. 653 - 3 Semester Units

MANAGEMENT ACCOUNTING AND CONTROL
Course No. 657 - 3 Semester Units

ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCES
Course No. 659 - 3 Semester Units

FINANCIAL MANAGEMENT
Course No. 661 - 3 Semester Units

MANAGEMENT ECONOMICS
Course No. 663 - 3 Semester Units

BUILDING AND LEADING PROJECT TEAMS
Course No. 671- 3 Semester Units

RISK ANALYSIS AND MANAGEMENT
Course No. 679 - 3 Semester Units

PROJECT QUALITY MANAGEMENT
Course No. 687 - 3 Semester Units

MANAGEMENT INFORMATION SYSTEMS
Course No. 695 - 3 Semester Units

FEDERAL GOVERNMENT CONTRACTING
Course No. 601 - 3 Semester Units

This course is the most complete, thoroughly documented course in Government contracts available to prime contractors, subcontractors, and Government agencies. It covers in one accelerated pro-gram all aspects of Government contracts and subcontracts and related management problems. The material is covered in-depth from both the seller's and buyer's viewpoint and is completely current. The course is based on the philosophy that everyone in responsible positions in the Government contract industry must have an appreciation of the entire process to properly perform their functions even though they may be responsible for only a part of the total.

Since the course covers the marketing, financial, legal, administrative, and management aspects of Government contracting, any person connected with any area of Government contracts can benefit from attendance.

The course is in accord with all current regulations, directives and practices. In addition to the stan-dard acquisition procedures applicable to prime contractors, subcontractors and Government agencies, it covers the unique practices of the Department of Defense and each of the Federal civil agencies.

COURSE OUTLINE
. . . . . . . . . . . . . . . . Contract Procedures Laws and Regulations Governing Procurement Electronic Commerce Contract Law Performance-Based Contracting Contracting By Sealed Bidding Two-Step Sealed Bidding Contracting By Negotiation Statements of Work/Objectives Request for Proposals Source Selection Government Marketing Proposal Preparation Pricing Techniques Estimating Profit and Fee		. . . . . . . . . . . . . . . . Cost or Pricing Data Requirements Analysis of Cost Principles Cost Accounting Standards Types of Contracts GSA Schedule Contracts Negotiation Terms and Conditions Fraud, Waste and Abuse Disputes, Appeals and Protests Project Management Contract Administration Interpretation of Specifications Changes Subcontracts Termination for Default Termination for Convenience
COURSE MATERIALS 1. "Federal Government Contracting," American Graduate University Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

ESSENTIALS OF MANAGEMENT
Course No. 602 - 3 Semester Units

Because business organizations are being challenged more than ever before to develop new re-sources and markets in a global economy, a demand for a new kind of manager has come to the forefront. Whether a front line supervisor or the top executive of an enterprise, the functions of a manager are essentially the same. The manager must be able to make decisions and communicate these decisions to his organization. In order to do this, they must have the knowledge and ability to use today's most effective management techniques in a new and exciting era of technological change.

This course is designed to present the operational theory of management and furnish a framework of management organization. It is designed around the management functions of planning, organizing, staffing, directing and controlling. The objective of the course is to provide the student with a well-structured and varied knowledge of management disciplines. The course covers: Management in a Global Environment - Managing Work and Organizations - Managing People in Organizations - Managing Production and Operations.

COURSE OUTLINE
. . . . . . . . . . Managers and the Evolution of Management Managers and Their Environments Managing in a Global Environment Social and Ethical Responsibilities of Management Management Decision Making The Planning Function Strategic Planning The Organizing Function Organization Design The Controlling Function Motivation		. . . . . . . . . . Managing Work Groups Leading People in Organizations Communication and Negotiation Human Resource Management Organization Change, Development,and Innovation Production and Operations Management Production and Inventory Planning and Control Managing Information for Decision Making Entrepreneurship Careers in Management
COURSE MATERIALS 1. "Management: The New Competitive Landscape," by Thomas S. Bateman & Scott A. Snell, Sixth Edition, McGraw-Hill Irwin 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

GOVERNMENT CONTRACT LAW
Course No. 603 - 3 Semester Units

The course deals comprehensively with the purpose, interpretation, applicability and legal ramifications of the clauses, statutes, executive orders, and regulations applicable to Government prime con-tracts and subcontracts. The major decisions of the Boards of Contract Appeals, the Comptroller General, and the U.S. Court of Federal Claims are examined. The rights and responsibilities of the Government, prime contractor and subcontractor are explained. The specific problems of the prime and subcontractor relationship are covered.

This course is specifically designed to provide information and reference material for contract managers, subcontract managers, in-house attorneys, and private counsel who are responsible for the negotiation, analysis and implementation of the terms and conditions of Government prime contracts and subcontracts. Its major emphasis is on how to keep out of legal problems, not what to do after they arise. Therefore, its primary emphasis is on "preventive" contract law rather than the disputes and appeals process, and other legal remedies, although these are also adequately covered.

COURSE OUTLINE
. . . . . . . . . . . . . . . Government Contract Law Basic Principles of Contracting Acquisition and Contracting Process Sealed Bidding/Two-Step Sealed Bidding Contracting By Negotiation Cost or Pricing Data Requirements Interpretation of Specifications Changes and Modifications Constructive Changes Equitable Adjustments Patents Technical Data Financing Taxes, Insurance and Bonds Labor/Socio-Economic Requirements		. . . . . . . . . . . . . Quality Insurance, Inspection, Guarantees and Warranties Government Property, Facilities Special Tooling, Special Test Equipment Subcontracts Termination for Default Liquidated Damages Termination for Convenience Disputes Under Government Contracts Extraordinary Contractual Actions The Comptroller General and the GAO The Courts Buy American Act and International Contracting Fraud, Waste and Abuse
COURSE MATERIALS 1. "Government Contract Law," Defense Acquisition University. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

SUPPLY MANAGEMENT
Course No. 605 - 3 Semester Units

Fifty percent or more of an organization's funds may be expended in purchases of material and services through purchase orders and subcontracts. The success of a firm depends greatly on the effective management of its purchasing and supply management function. In most leading firms today the purchasing or procurement function has expanded to become supply management.

This course provides a practical framework for how firms manage the enterprise-wide functions of purchasing and supply in today's business environment with an increased focus on supply-chain issues. The course covers the conduct and management of the purchasing and supply management function - how that function interacts with the other principal business functions, including product development, marketing, operations and finance - the conduct of the acquisition process, including the determination of requirements, supplier qualification and selection - and the management of supplier relations and performance.

COURSE OUTLINE
. . . . . . . . . . . . . Supply Management Overview Supply Management: An Organization-Spanning Activity Supply Management: Implementer of the Firm's Social Responsibilities Buyer-Supplier Relationships Cross-Functional Teams Quality Management Total Cost of Ownership E-Commerce New Product Development Specifications and Standardization Procurement of Equipment Purchasing Services Outsourcing: To Make or To Buy		. . . . . . . . . . . . . Sourcing Global Supply Management Pricing Cost Analysis Types of Compensation Negotiation Relationship and Contract Management Supplier Development Ethical and Professional Standards Legal Considerations Institutional Supply Management Government Procurement Implementing World Class Supply Chain Man-agement
COURSE MATERIALS 1. "World Class Supply Management: The Key to Supply Chain Management," 7th Edition, by David Brent, Donald W. Dobler, Stephen Starling, McGraw-Hill. 2. Student CD-Rom 3. Study Guide with Detailed Lesson Plans and Assignments. Instructional Mode - Distance Education

back to top

MARKETING
Course No. 606 - 3 Semester Units

The marketing function is the keystone of a well managed company. Strategically, it is concerned with identifying the customer and the products and services which the customer requires. At the operation level, marketing management identifies specific customer needs and the types of products required to fill those needs. This course is designed to develop an understanding of how to build an integrated marketing effort in view of the forces affecting marketing activity, the customer, the trade, competition, and government regulations.

This course covers marketing strategy - marketing information - customer analysis and buyer behavior - market segmentation - market research - product development - marketing channels and logistics of distribution - pricing - direct selling - advertising and promotion - product policy and strategy - and global marketing. Continual emphasis is placed on shaping these elements into a complete, integrated, responsive marketing program. The course deals with the development and implementation of plans, strategies and tactics which will best serve the organization and the customer in a competitive environment.

COURSE OUTLINE
. . . . . . . . . . . . . Marketing Management Overview Company and Marketing Strategy Marketing in the Digital Age The Marketing Environment Managing Marketing Information Consumer Markets Consumer Buyer Behavior Business Markets Business Buyer Behavior Market Segmentation, Targeting and Positioning Branding Strategies Product Development and Life Cycle Strategies Social Responsibility and Marketing Ethics		. . . . . . . . . . Pricing Approaches Pricing Strategies Marketing Channels and Supply Chain Man-agement Retailing and Wholesaling Integrated Marketing Communication Strategy Advertising, Sales and Public Promotions Personal Selling and Direct Marketing Competitive Advantage Competitive Marketing Strategies Global Marketplace
COURSE MATERIALS 1. "Principles of Marketing," by Kolter and Armstrong, Prentice Hall 2. Study Guide with Detailed Lesson Plans and Assignments. Instructional Mode - Distance Education

Back to Top

BUSINESS DEVELOPMENT AND PROPOSAL PREPARATION
Course No. 613 - 3 Semester Units

The function of a proposal is to sell the managerial and technical capabilities of the firm to carry out the work required at a reasonable cost. The importance of proposals in contracting cannot be over-emphasized. It is the point of sale. It is the primary vehicle for winning additional business. It is also one of the most difficult management tasks for many companies since every element of the company is involved in the development of the technical, management and cost proposal and in the negotia-tion of the resulting contract.

The course is the most complete, thoroughly documented discussion of proposal preparation available to the Government prime contractors, subcontractors, commercial firms, and Government agencies from any source. It provides detailed step-by-step documented instruction on every aspect of the pre-proposal, proposal, source selection, and contract process.

COURSE OUTLINE
. . . . . . . . . Development of a Winning Strategy Relationship of Marketing and Proposal Preparation Analysis of the Statement of Work and the Request for Proposal Source Selection Procedures Organization for Proposal Preparation Proposal Preparation Procedures Modular Proposal Techniques		. . . . . . . . . . Development of Key Issues and Themes Writing the Proposal Publication Proposal Format C Executive Summaries The Technical Proposal The Management Proposal The Cost Proposal Proposal Reviews and Follow-Up
COURSE MATERIALS 1. "Proposal Preparation," American Graduate University Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

PRICING AND FINANCIAL MANAGEMENT OF
GOVERNMENT CONTRACTS AND SUBCONTRACTS
Course No. 619 - 3 Semester Units

The course is designed to provide an understanding and detailed working knowledge of the principles, tools and techniques for estimating, cost analysis, pricing and negotiation. Primary emphasis will be on the application of the tools and techniques in solving practical problems in the pricing of research, development, production and service contracts.

It describes the specific problems and techniques applicable to the development, analysis, negotia-tion and justification of each major element of cost including: engineering and manufacturing labor - labor rates - material and subcontracts - other direct costs - forward pricing rates - and profit or fee. It covers the projection and analysis of cost for both small contracts, and for large contracts extending over a number of contractor and Government fiscal years.

COURSE OUTLINE
. . . . . . . . . . . . Pricing Concepts - Distinction Between Costing and Pricing Estimating Systems Parametric Pricing Cost or Pricing Data Requirements Anatomy of the Cost Proposal Cost - Price - Should Cost Analysis Analysis of Engineering Labor Analysis of Manufacturing Labor Improvement Curves Analysis of Labor Rates: Use of Indices Analysis of Subcontract and Material Costs Analysis of Other Direct Costs		. . . . . . . . . . . . . Analysis of Indirect Costs Software Pricing Profit and Fee Analysis Pricing Services Effect of Type of Contract on Price Cost Principles and Cost Accounting Standards Multiyear Procurement Changes and Modifications Spare Parts Pricing Pricing Data Termination Claims Design to Cost/Life Cycle Costs Documentation Requirements
COURSE MATERIALS 1. "Pricing and Financial Management of Government Contracts and Subcontracts, AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

PROGRAM MANAGEMENT
Course No. 625 - 3 Semester Units

The course is designed to provide a comprehensive knowledge of program/project management. It is based on the program management procedures used by the United States Government and its prime and subcontractors. However, the procedures are applicable in whole or in part to the management of any type or size of research, development, production or construction project.

This course demonstrates how business and technical management systems are integrated into a total management system. It is designed to improve the performance of program/project managers in their present areas of responsibility and to prepare them for increased responsibilities in the future. The course is both concept and content oriented. It covers both the theory and practice of program/project management. It explains what to do, how to do it, and why you do it. It provides instruc-tion in all aspects of program management, including training in the specific functions and tools of the program manager.

COURSE OUTLINE
. . . . . . . . . . . . . . . . . . The Management Process Principles of Program Management Program Authority Program Organization Government Acquisition Management Procedures The Statement of Work Request for Proposal Source Selection Marketing Proposal Preparation Planning the Project Work Breakdown Structures - Work Packages - Control Accounts Schedule Planning Financial Planning Work Authorization Process Earned Value Management Program Administration Engineering Management		. . . . . . . . . . . . . . . . . . System Engineering Software Management and Integration Technical Performance Measurement Interface Management and System Integration Configuration Management Data Management Reliability Maintainability Integrated Logistics Support Human Factors Engineering System Safety Test and Evaluation Quality Assurance, Warranties Production Management Subcontract Management Negotiation Program Changes and Revisions Contract Law for Program Managers
COURSE MATERIALS 1. "Program Manager's Handbook," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

MANAGING PROJECTS
Course No. 627 - 3 Semester Units

Project management is the process whereby a single manager/leader is responsible for planning, organizing, coordinating, directing, monitoring, motivating and controlling the efforts of all functional, staff and project groups in accomplishing the project's objectives. Project management is one of the most complex, demanding management concepts in existence.

The course described below is designed to provide a comprehensive knowledge of project management. It includes in-depth coverage on the various types of project management organization and all of the detailed business and technical management procedures necessary to plan, organize, staff, direct and control any size project in the areas of research, development, production, shipbuilding, services and construction. It is supported by extensive reference material from both Government and industry sources.

COURSE OUTLINE
. . . . . . . . . . Project Management Principles Roles and Responsibilities Project Authority Project Organizations Defining Project Scope Planning the Project Work Organization Work Breakdown Structures Schedule Planning/Control Financial Planning/Control		. . . . . . . . . . Work Authorization Process Project Integration Project Control Systems Project Execution Technical Management Quality Management Changes and Revisions Project Leadership and Management Human Relations Negotiation
COURSE MATERIALS 1. "Project Manager's Handbook," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

MASTERING IT PROJECT MANAGEMENT
Course No. 628 - 3 Semester Units

The success of many organizations depends on their ability to manage their information technology (IT) projects. Leading and managing IT projects requires disciplined approaches that utilize standard project management techniques combined with the unique procedures associated with IT projects.

This course covers all the important aspects of managing IT projects - project initiation - requirements determination - organizing, planning and controlling - risk management - technical management - leadership in an IT environment - project closeout. It is based on over 30 years of developing and presenting courses in project management. The course incorporates the lessons learned from successful and not so successful projects. The course provides a roadmap for completing IT projects to meet performance specifications on time, within budget, and to the satisfaction of the customer.

Case studies and exercises facilitated by an experienced instructor provide a solid foundation in both the principles and practical applications of IT project management. Participants learn techniques that can be immediately applied in improving their project management processes and outcomes. In addition, this course can help in the preparation for the Project Management Institute's Project Manage-ment Professional (PMP) examination and CompTIA's IT Project+ Certification.

COURSE OUTLINE
. . . . . . . . Project Management Overview Information Technology Projects Project Initiation and Definition Requirements Determination and Management Organizing an IT Project Leadership, Management and Communication Planning the IT Project Defining, Organizing and Assigning Work		. . . . . . . . Scheduling and Re-sourcing the Project Project Financial Management Risk Management Project Execution and Control Project Technical Management Contracting and Procurement Unique Aspects of IT Projects Project Closeout
COURSE MATERIALS 1. "Information Technology Project Management, 3rd Edition, by Kathy Schwalbe. 2. Study Guide with Detailed Lesson Plans including Exercises and Cases. Instructional Mode - Distance Education

back to top

TECHNICAL PROGRAM MANAGEMENT
Course No. 629 - 3 Semester Units

This course is designed to provide a comprehensive knowledge of technical project management. It is a fully integrated program concerning all aspects of technical program planning and control including: engineering management, system engineering, software management, production management, integrated logistics support, and project control. It is based on technical management procedures used by the United States Government and its prime and subcontractors. However, the procedures are applicable in whole, or in part, to the technical management of any type or size of research, development, production or engineered construction project.

Its purpose is to provide a flexible integrated technical project management system which can be scaled to each application, both Government and commercial, and at the same time comply with specific program requirements.

COURSE OUTLINE
. . . . . . . . . . . . Product Development Technical Management Project Organization System Engineering Integrated Product Development/ Concurrent Engineering The Engineering Process Trade-Off Studies Risk Analysis and Assessment Technical Performance Planning and Measurement Design Engineering Software Development and Integration Selection, Tailoring and Application of Specifications		. . . . . . . . . . . . . . . . Standardization/Parts Control Technical Reviews and Audits Configuration Management Data Management Reliability Maintainability Integrated Logistics Support System Safety Production Management Quality Management Test and Evaluation Human Factors Engineering Personnel and Training Changes and Revisions Design to Cost/Life Cycle Cost Project Control
COURSE MATERIALS 1. "Technical Program Management," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

CONTRACT MANAGEMENT AND ADMINISTRATION
Course No. 631 - 3 Semester Units

This course covers the organization, management techniques and areas of application of the con-tract management/contract administration function. It is designed to provide the student with the knowledge and the skills essential to effective business relations between buyer and seller. It provides a comprehensive approach to the interrelationship between contract management, the various functional disciplines and project management. Contract management and administration requires an in-depth knowledge of contract regulations and the ability to use that knowledge and avoid problems during contract performance and to solve them if they occur. The course stresses the positive management contribution that contract management skills can make to the organization. The purpose of this course is: (1) to provide a broad appreciation of all contract functions and a thorough understanding of the contract manager's authority and responsibilities; (2) to provide familiarization with the management problems associated with various types of contracts; and (3) to provide training in the various types of skills needed for the anticipation, identification and solution of contract problems, together with the use of effective communication and documentation techniques.

COURSE OUTLINE
. . . . . . . . . . . . . . . . . Contract Administration Overview Contract Procedures Organization for Contract Administration Basic Principles of Government Contract Law Sources of Information Pre-Proposal and Proposal Effort Proposal/Contract Negotiations Cost or Pricing Data Fraud, Waste and Abuse Types of Contracts Contract Review and Execution Control of Contractor/Customer Interface Correspondence, Documentation, Files and Records Work Authorization/Release Contract Funding, Financing and Payment Role of the Government Responsibilities and Interrelation- ships Between the Procuring Contracting Officer, Auditor and Contract Administrator		. . . . . . . . . . . . . . . . . Relationship between Contracts Administration and Project Management Interface with Other Functions Earned Value Management Contract Financial, Progress and Production Reporting Priorities and Allocations Control of Government Property Control of Subcontracts Contract Preparation and Inter- pretation Changes and Modifications Constructive Changes Limitations on Constructive Changes Government Delays Control of Changes Disputes, Appeals and Claims Termination for Convenience Termination for Default Contract Closeout
COURSE MATERIALS 1. Federal Acquisition and Contract Management, by Emmett E. Hearn. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

CONTRACTING AND PROCUREMENT FOR PROJECT
MANAGERS AND TECHNICAL PERSONNEL
Course No. 632 - 3 Semester Units

This course is designed to explain the contracting process to program/project managers, engineer-ing, technical and other functional personnel, and their roles and responsibilities in this process. It is intended to acquaint people who are carrying out the day-to-day contract work with proven methods for meeting quality, cost and schedule requirements in the complex world of contracting and subcontracting.

The course provides: (1) a broad appreciation of the contracting process; (2) familiarization with the management problems associated with various types of contracts; (3) an update on new and revised laws and regulations and management procedures; and (4) training in the various types of skills needed for the anticipation, identification and solution of contract problems, together with the use of effective communication and documentation techniques. The course curriculum is covered in-depth from both the customer's and contractor's viewpoint.

COURSE OUTLINE
. . . . . . . . . . . The Contracting Process Laws and Regulations Methods of Contracting Types of Contracts Statements of Work Requests for Proposals Proposal Preparation Estimating and Pricing Technical/Cost Analysis of Proposals Source Selection The Contract Instrument		. . . . . . . . . Terms and Conditions Relationship between Project Management and Other Organizations Contract Planning and Control Subcontracting Contract Changes Intellectual Property Inspection and Acceptance Terminations Legal Remedies
COURSE MATERIALS 1. "Contracting and Procurement," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

NEGOTIATION - PRINCIPLES AND PRACTICES
Course No. 635 - 3 Semester Units

Negotiation takes place when two or more parties, each with their own objectives, seek to reach a mutually satisfying agreement. Negotiation is not the process of giving in or mutual sacrifice in order to secure an agreement. It is a process used to find a formula which will maximize the interest of all parties to the negotiation. Negotiation takes place in all phases of business. The contracting and purchasing process requires knowledge of when and how to negotiate statements of work, costs, price, and terms and conditions. Negotiation is of major importance in project/program management since it is one of the main tools of customers, project managers, team leaders and functional managers in planning and controlling the project. Negotiation is used in almost every day-to-day business activity and is vital to the successful completion of any business arrangement.

This course offers a complete approach to the development of the knowledge, attitude and skill required for success in negotiation. The emphasis is on the entire negotiation process, not just on a series of unrelated negotiation tactics. It provides both experienced and inexperienced negotiators with a complete conceptual framework for negotiation so that new experiences are added to and complement previous ones. It also provides a basis for transferring acquired skills and experience to others. The course consists of two basic segments. The first part of the course is primarily a presen-tation of the principles and practices of negotiation. The second part of the course consists of nego-tiation practice based on realistic business situations.

COURSE OUTLINE
. . . . . . . . Introduction - Why Negotiate Human Values and Negotiation Verbal Communication Techniques Non-Verbal Communication Physical Means of Communication Personal Qualifications of a Negotiator Negotiation Team What to Negotiate		. . . . . . . . . . Preparation for Negotiation Honesty in Negotiation Bargaining Position Negotiation Procedures Strategy and Tactics Techniques of Negotiation Fact Finding Negotiation Bargaining Documentation
COURSE MATERIALS 1. "Negotiation B Principles and Practices," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

NEGOTIATION FOR PROJECT MANAGERS
Course No. 636 - 3 Semester Units

Project managers exercise their negotiation skills every day. They negotiate with functional and other project managers within their own organization over time, scope, budget, schedules and change orders. Outside the organization they negotiate with customers, vendors, suppliers and subcontractors. Project managers negotiate during every phase of a project from the start-up, during performance, and right through the close-out. Large and even small organizations may have several projects being conducted at once. The project manager must know how to effectively negotiate in order to ensure that his/her project meets its deadlines and stays within its budget.

This course provides the project manager the skills required to: negotiate schedules, change orders, estimates and contracts; resolve conflict; negotiate multiparty agreements; and build better teams. Initially, strategizing in negotiation is explored and the key role that planning and preparation play in a negotiation is emphasized. The dynamics of communication in negotiation are explored with special attention to the role of power and ethics. The impact of the broader social context on the negotiation process is discussed.

The dynamics of negotiation that involves teams and groups is highlighted. Factors central to all negotiations as well as factors and dimensions strongly shaped by national and cultural style are also presented. Quite often negotiation strategies and tactics do not work the way they are intended to. Conflict resolution tactics are discussed which negotiators can use to help put derailed negotiations on track and keep a conflict from becoming increasingly destructive. Finally, the use of third parties to resolve breakdowns in negotiations is explored.

COURSE OUTLINE
. . . . . . The Nature of Negotiation Negotiation: Framing, Strategizing, and Planning Strategy and Tactics of Distributive Bargaining Strategy and Tactics of Integrative Negotiation Communication, Perception, and Cognitive Biases Finding and Using Negotiation Leverage		. . . . . . . Ethics in Negotiation The Social Context of Negotiation Multiparty Negotiations: Coalitions and Groups Individual Differences Global Negotiation Managing Difficult Negotiations: Individual Approaches Managing Difficult Negotiations: Third-Party Approaches
COURSE MATERIALS 1. "Negotiation," Third Edition, by Roy J. Lewicki, David M. Saunders, and John W. Minton, McGraw-Hill Irwin. 2. ANegotiation B Readings, Exercises, and Cases, Fourth Edition, by Roy J. Lewicki, David M. Saunders, John W. Minton, and Bruce Barry, McGraw-Hill Irwin. 3. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

EARNED VALUE MANAGEMENT SYSTEMS
Course No. 647 - 3 Semester Units

The purpose of this course is to provide a step-by-step explanation of how to integrate cost, schedule, technical planning and control into a total management system for achieving program/project objectives. The course relates these planning and control procedures to the developing philosophy of concurrent engineering and integrated product development.

Management must have an effective system for comparing the actual work being accomplished with the planned increments of work, regardless of the time period in which the work is performed and regardless of whether there is a formal customer requirement. This information is necessary in any size project in order to appraise performance against plan and to seek to identify problem areas early enough to examine a number of alternatives other than simply finding additional funding, slipping the delivery schedule or reducing technical performance. This information is also necessary to appraise the impact of proposed changes.

COURSE OUTLINE
. . . . . . . . . . Introduction to Performance Management Systems Planning the Program/Project Work Breakdown Structures Work Packages Control Accounts Work Teams Schedule Planning and Control Financial Planning Budgeting Integrating Technical Performance Measurement		. . . . . . . . . . . Forming a Baseline Work Authorization Measuring Accomplishment Use of Metrics Accounting Analysis of Variances Estimates at Completion Changes and Revisions Baseline Management Report Requirements Implementing Performance Measurement Systems
COURSE MATERIALS 1. "Subcontract Management," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

SOURCE SELECTION AND CONTRACT AWARD
Course No. 651 - 3 Semester Units

Acquisition Reform and Streamlining is making far-reaching changes in the way the government and industry conduct business. There are many new factors to consider in contracting by negotiation, source selection and contract pricing. These include: (1) performance-based contracting; (2) the use of statements of objectives and contractor-developed statements of work; (3) the use of oral proposals; (4) more flexible source selection approaches for the government; (5) past performance evalua-tion; and (6) far more emphasis on risk identification and mitigation.

The source selection and contract award process, from the development of a requirement to the issuance of a contract to the best source to fulfill that requirement, is both complex and demanding. Successful contract performance is predicated upon sound procedures. However, these procedures are often not well understood by the participants, both buyers and sellers. This is a completely integrated, well documented course covering the rationale, methods and techniques involved from the development of requirements to final source selection, negotiation and contract award.

This course includes exercises and case examples on statements of objectives, performance requirements and specifications, statements of work, evaluation factors and weights, past performance, risk analysis, cost realism and the use of best value discriminators in making a selection decision.

COURSE OUTLINE
. . . . . . . . . Overview of the Process Development of Requirements Acquisition Strategy and Planning The Statement of Objectives Writing and Responding to the Statement of Work Using Specifications and Standards Requests for Proposals Source Selection Process Organizing for Source Selection		. . . . . . . . . Developing Evaluation Factors and Sub-factors Written vs. Oral Proposals The Evaluation Process Technical/Business Evaluations Past Performance Evaluation Cost to the Customer Determination The Selection Process Contract Delineation Debriefings and Protests
COURSE MATERIALS 1. "Source Selection and Contract Award," AGU Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

BUSINESS RESEARCH METHODS
Course No. 653 - 3 Semester Units

This course is designed to provide a working knowledge of research methods and analytical techniques as they are used in business and government as tools for implementing a systematic approach to planning policies, programs and projects. It combines in one course the study of research methodology, the planning and design of research, and the management science tools that are used and the nature of decisions to which the research and analysis contribute. Modern decision theory which treats managerial problem solving as the selection of the best solution from a set of alternatives is emphasized. The course is not concerned with abstract statistical concepts but, rather, with the applicable techniques and their use in solving practical business problems.

In addition to providing a working knowledge of research methods and design, the course includes a brief, but thorough description of forty (40) tools of analysis with a description of the technique and its application. None of the techniques require sophisticated mathematical or computer implementation. Emphasis is placed on how the techniques are used and how to implement the results.

COURSE OUTLINE
. . . . . . . . What is Research? Nature of Scientific Method Research Design Nature of Measurement Nature of Sampling Secondary Data Sources Survey Instrument Design Scaling		. . . . . . . Data Collection - Field Procedures Experimentation and Simulation Elements of Analysis Statistical Analysis Research Communication Research Problems Management Science Techniques
COURSE MATERIALS 1. "Business Research Methods," Eighth Edition, by Donald R. Cooper and Pamela S. Schindler, McGraw-Hill Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

MANAGEMENT ACCOUNTING AND CONTROL
Course No. 657 - 3 Semester Units

This course is designed as a broad based course to provide managers with a conceptual framework in accounting and an understanding of the reporting, control, and analytical environment in which the accountant functions, and the interrelationship between accounting and general management.

This course is aimed toward the intelligent use of accounting and related data by general management. It deals with accounting concepts - development of financial statements - cash flow analyses - cost accounting - capital budgeting - management control systems - financial accounting practices - tax accounting - accounting for inflation - and foreign operations. The course emphasizes the close relationship between accounting and financial management.

The objective is to provide students with an understanding of the specific issues and the accounting concepts which underlie corporate financial planning. It will provide the student with an understand-ing of the role of accounting in controlling current operations and in planning future operations.

COURSE OUTLINE
. . . . . . . . . . . Accounting: The Language of Business Changes in Financial Position Measuring Business Income and Completing the Accounting Cycle Accounting and Merchandising Activities Forms of Business Organization Accounting Systems, Internal Control, and Audits Financial Statement Analysis and the Statement of Cash Flows Financial Assets Inventories and the Cost of Goods Sold Plant Assets and Depreciation Liabilities Common to Most Business Organizations		. . . . . . . . . . . . . . Accounting Concepts, Professional Judgment, and Ethical Conduct Corporations: Organization and Stockholders' Equity Reporting Unusual Events and Special Equity Transactions Special Types of Liabilities Measuring Cash Flows Income Taxes and Business Decisions Managerial Accounting Accounting for Manufacturing Operations Measuring Unit Costs Controlling Costs Cost-Volume-Profit Analysis Incremental Analysis and Decision Making Measuring and Evaluating Segment Performance Operational and Capital Budgeting
COURSE MATERIALS 1. "Fundamental Accounting Principles, Seventeenth Edition, by Kermit D. Larson, John J. Wild, and Barbara Chiappetta, McGraw-Hill Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCES
Course No. 659 - 3 Semester Units

This course is based on the modern philosophies, research and practice concerning individual, interpersonal and organizational behavior. The course focuses on leadership techniques and on understanding and managing the behavior of individuals and groups, the human resources through which the manager gets things done; and on the organization design tools the manager can use to solve the series of major and recurring problems that occur in complex organizational life.

The course objectives are to provide the student with the skills to manage individual, interpersonal and group behavior, to develop the ability to diagram the causes of human problems in the work environment, and to develop judgmental skill in taking action to improve the motivation, effectiveness and satisfaction of working groups and individuals. The course considers a wide array of tools such as structural change, measurement systems, reward systems and educational methods for solving organizational problems.

COURSE OUTLINE
. . . . . . . . . . Fundamentals of Organizational Behavior Effective Use of Human Resources Individuals in Organizations Motivation Group Behavior The Role of Conflict Two Approaches to Leadership Situational Leadership Organization Structure Jobs as Organized Units		. . . . . . . . . . The Organization/Environment Interface Dealing With Stress Change Management Performance Evaluation Reward Systems Communication Decision-Making Organizational Development Organizational Development Tools Integrative Look at Organizational Behavior
COURSE MATERIALS 1. "Organizational Behavior," Tenth Edition, by Fred Luthans, McGraw Hill, Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

FINANCIAL MANAGEMENT
Course No. 661 - 3 Semester Units

Virtually all the activities of business firms and other organizations are reflected in, and affected by, the availability of funds. Finance provides one of the major tools for managerial planning and control. This course provides a wide exposure to the financial issues useful to general management. It offers the student an in-depth study of business finance, investment, and money and capital markets. Specific skills designed to aid in these decisions are developed and utilized in analysis of actual business problems. Students will master the principles of money and credit, acquire knowledge of financial institutions, instruments and policies, attain skills in recognizing and solving financial problems, and develop their skills in analyzing the risk and financial returns in specific situations.

COURSE OUTLINE
. . . . . . . . . . . . Introduction Financial Analysis Financial Forecasting Operating and Financial Leverage Working Capital and the Financing Division Current Asset Management Sources of Short-Term Financing The Time Value of Money Valuation and Rates of Return Cost of Capital The Capital Budgeting Decision Risk and Capital Budgeting		. . . . . . . . Capital Assets Investment Banking: Public and Private Placement Long-Term Debt and Lease Financing Common and Preferred Stock Financing Dividend Policy and Retained Earnings Convertibles and Warrants External Growth Through Mergers International Financial Management
COURSE MATERIALS 1. "Foundations of Financial Management," Eleventh Edition, by Stanley B. Block and Geoffrey A. Hirt, McGraw-Hill Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

MANAGEMENT ECONOMICS
Course No. 663 - 3 Semester Units

Management economics concerns itself with the application of micro and macroeconomic principles to the organization and conduct of a business enterprise. It provides an understanding of the economic concepts, institutions, and methods for analysis of the firm, the nation and the world. Its principal purpose is to indicate how economic analysis can be utilized to illuminate the process of man-agement decision making and to help improve the quality of those decisions.

The course is designed to provide techniques for analyzing the firm's immediate economic environment including the nature of industry demand and supply, the interrelationship between the firm's production and cost functions and the pricing decision, the effect of market structure on the behavior of competitors, and an understanding of the characteristics, limitations, and uses of economic information available to the firm from public and private sources. It is designed to illustrate the major tools, concepts, and institutions of economic thought and their application to the making of business decisions and the formulation of policies.

COURSE OUTLINE
. . . . . . . . . . . . . Economics Demand and Supply The Price System Demand and Supply Elasticity Businesses and Their Costs The Firm in Competition Monopoly The Supply and Demand for Labor Rent, Interests and Profits The Distribution of Income and Wealth Business Fluctuations, Unemployment and Inflation National Income Accounting Consumption, Saving and Investment		. . . . . . . . . . . . Income and Employment Fiscal Policy Money and Banking The Process of Money Creation The Federal Reserve and Monetary Policy Money, Stabilization and Inflation The Role of the Government International Trade Exchange Rates and the Balance of Payments Conservation and Energy Population Economics Comparative Economic Systems
COURSE MATERIALS 1. "The Economy Today," Ninth Edition, by Bradley R. Schiller, McGraw-Hill, Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

BUILDING AND LEADING PROJECT TEAMS
Course No. 671- 3 Semester Units

Project management takes place in a dynamic, complex and changing environment. Successful project management depends on the people and process skills of a project manager, the project team, and the performing organization managers who support the project. These skills must be integrated with the business and technical skills necessary to lead any successful project and achieve the cost, schedule and technical objectives with maximum customer satisfaction.

The purpose of this course is to provide project participants an understanding of: (1) management functions; (2) leadership styles and following techniques; (3) organizational structures and how project management fits into an organizational culture; (4) the relationship between organizational formats, authority and power; (5) the organization, building and maintenance of teams; (6) techniques to motivate, mentor, measure performance and coach; (7) how to effectively use the negotiation and conflict management processes; (8) how to handle risk and change; and (9) the philosophy, principles and practice of continuous improvement. The course will be conducted using a combination of lecture, class discussion, case studies and group activities.

COURSE OUTLINE
. . . . . . . . . . . . Project Life Cycles Organizing for Projects Role of the Project Manager Leadership and Following Management Principles and Functions Power and Authority of the Project Manager Project Teams Organizing the Teams Team Building Motivation C Individual, Group and Organizational Interpersonal Skills and Relation- ships Communications C Models and Methods		. . . . . . . . . . . . Coaching and Mentoring Conflict Management Negotiation C Processes and Techniques Continuous Process Improvement Problem Solving C Steps Decision Making Performance Measurement Enhancing Performance and Productivity Time Management Managing Risk Managing Change Leading International Project Teams
COURSE MATERIALS 1. "Building and Managing Project Teams," AGU Press; "Human Aspects of Project Management," 3 Volumes, Project Management Institute. 2. Detailed Presentation Notes. 3. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

RISK ANALYSIS AND MANAGEMENT
Course No. 679 - 3 Semester Units

Risk in a project or program is a measure of the inability to achieve objectives within cost, schedule, and cultural constraints. Risk can be defined as the probability of an undesirable event occurring and the significance of the consequences of the occurrence. This is different than uncertainty which considers only the likelihood of occurrence of the event. Although risk and uncertainty are often used interchangeably, they are not the same. What this means to the project management team is that to truly understand whether a factor is "risky," they must have an understanding of the potential impacts resulting from the occurrence/nonoccurrence of the event.

Risk management is a concept that can be implemented in a number of ways. All good risk management approaches have the following characteristics: (1) There is a planned and documented risk management process for the project or program; (2) The process is based on a prospective assessment C the project management team looks ahead to find and manage possible problems; (3) The initial assessment is periodically redone to validate the initial findings and to uncover new problem areas; (4) The program has a defined set of evaluation criteria that covers all facets of the program; and (5) The ongoing results of the risk management process are formally documented. This course covers all aspects of risk management C risk identification C risk assessment C risk handling C risk communication. A series of qualitative and quantitative tools are explained and illustrated with examples and workshop exercises. The emphasis is on developing usable processes and tools that can be immediately put to work by all members of a project management team.

COURSE OUTLINE
. . . . . . . . . . . . . Definition of Risk Characteristics of Risk Risk vs. Uncertainty Risk Sources C Cost, Schedule Technical, Programmatic, Legal Risk Management Process - Planning, Identification, Assessment, Handling Use of Risk Analysis in Projects Cultural Attitudes Toward Risk Gathering Information on Risk Qualitative Analysis Methods Quantitative Analysis Methods Risk Management in Implementation		. . . . . . . . . . Cost Risk Analysis Schedule Risk Analysis Technical/Performance Risk Analysis Software Risk Analysis Managing Risk C Handling, Avoidance, Transfer, Control, Assumption, Monitoring Integrated Cost, Schedule and Technical Risk Analysis Communicating and Reporting on Risk Risk Analysis in Other Applications Software Tools for Risk Analysis Program/Project Risk Management
COURSE MATERIALS 1. "Risk Management," by David Hulett, Ph.D., AGU Press; "Readings in Risk Management," AGU Press. 2. Study Guide and Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

PROJECT QUALITY MANAGEMENT
Course No. 687 - 3 Semester Units

Quality is defined from many viewpoints. One definition is Athe totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. Another definition of quality is Ameeting or exceeding customer expectations. Quality management is the integration of technical and management quality principles, practices, processes and procedures to enable each person in an organization to provide quality products and services, deliver value and contribute to the organization's success.

In a project or program, the responsibility and leadership for creating an effective quality design and delivery belongs to the project or program manager. The PM must demonstrate to the project team a commitment to quality by communicating goals, making process effectiveness a clear project/program management issue and by the commitment of resources, so that the project team views quality as a priority.

This course provides project management professionals with a comprehensive approach to the tools, techniques, and leadership and management activities that affect, both directly and indirectly, quality throughout a project or program's life cycle.

COURSE OUTLINE
. . . . . . . . Introduction and Definition of Quality The History and Importance of Quality Insight Into the Relationship Between Quality and Design, and Planning Cost Quality in Manufacturing and Service Systems Quality Management Philosophies Managing for Quality and High Performance Focusing on Customers Leadership and Strategic Planning		. . . . . . . . Human Resource Development and Management Process Management Measurement and Strategic Information Management Building and Sustaining Total Quality Organizations and Projects Quality Assurance Fundamentals of Statistical Process Control Additional Topics in Statistical Process Control Useful Tools and Techniques for Projects and Programs
COURSE MATERIALS 1. "The Management and Control of Quality, Fifth Edition, by James R. Evans and William M. Lindsay, South-Western College Publishing; APrinciples of Management for Quality Projects, by Michael Carruthers, International Thomson Business Press. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top

MANAGEMENT INFORMATION SYSTEMS
Course No. 695 - 3 Semester Units

This course is based on the premise that professional managers in both the private and public sec-tors cannot afford to ignore information systems. Professional managers must learn how to use information technology to create competitive firms, manage global corporations, and provide useful products and services to customers.

This course covers how to: (1) use information systems; (2) use information technology to design competitive and efficient organizations; (3) understand the business and system requirements of a global environment; (4) use information systems to ensure quality throughout the firm; (5) participate in the design of a firm's information architecture and systems; (6) manage the procurement of a variety of information technologies; (7) choose among alternative telecommunications options; (8) man-age and control the influence of systems on employees and customers; (9) allocate resources to competing system alternatives; (10) suggest new uses for systems; and (11) understand the ethical dilemmas and controversies that surround the use of advanced information systems.

COURSE OUTLINE
. . . . . . . . The Information Age in Which You Live Computer Hardware and Software Strategic and Competitive Opportuni¬ties The World Wide Web and the Internet Databases and Data Warehouses Designing Databases and Entity-Rela¬tionship Dia-gramming Decision Support and Artificial Intelligence Decision Analysis with Spreadsheet Software		. . . . . . . . . . . Electronic Commerce Network Basics Systems Development Building a Web Page with HTML IT Infrastructures Object-Oriented Technologies Protecting People and Information Computer Crime and Forensics Emerging Trends and Technologies Building an E-Portfolio Implementing a Database with Microsoft Access
COURSE MATERIALS 1. "Management Information Systems for the Information Age, Fourth Edition, by Stephen Haag, Maeve Cummings, and Donald J. McCubbrey, McGraw-Hill Irwin. 2. Study Guide with Detailed Lesson Plans. Instructional Mode - Distance Education

back to top