This term is also identified by the acronym “CPT.” The individual who earns the designation has illustrated application of ISPI (International Society for Performance Improvement) standards across projects. The application is peer-reviewed, using a double-blind process and requires attestation from leaders/managers and/or others who verify that the principles have been used to successfully complete a project (Van Tiem, Moseley, Dessinger, 2012 AU31: The in-text citation "Van Tiem, Moseley, Dessinger, 2012" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ; www.ispi.org 2019).
Published in Chapter:
Journey to Project Management Program Design: Certification, Alignment, and Quality in Higher Education
Nancy Crain Burns (Crain Burns Associates LLC, USA) and Gabriela Ziegler (Davenport University, USA)
Copyright: © 2020
|Pages: 29
DOI: 10.4018/978-1-7998-0054-5.ch005
Abstract
Approaching a project can be considered a journey of discovery. Each person involved has a different background and comes to the table with a diverse perspective. The authors use the analogy of a journey throughout the context of the case study. Providing quality education for university students often includes a journey toward the best approach. This journey entails outlining the appropriate curriculum, finding the appropriate content, establishing dynamic learning objectives and aligning the course with student needs and learning styles. After these criteria are met, the university seeks and selects the most qualitied faculty members to teach the course(s). When specialized credentialing requirements are involved, the University must take further steps to ensure that each course meets the standards of the certifying body. The context of this journey and enhancement of Davenport University's Global Project Management Program will include three parts. Part I will review recognition that course updates were necessary to meet changes in the latest revision of the Project Management Body of Knowledge (PMBOK® Guide 6th ED, 2017). The university faculty, staff and a consultant with project management credentials developed a consistent process for making updates and ensuring that changes were made to meet requirements. Throughout the consulting phase, principles of Human Performance Improvement/Technology were followed to develop this process. Part II will exhibit a case study that illustrates successful student certification pursuit after completing the capstone course in the program. Part III will review future opportunities for application of performance improvement principles to other projects.