Courrse

Syllabu
us

Course Informattion
OPRE E 6373
Projeect Planning
Sprin
ng 2011


Profe essor Contacct Informatiion
Mr. Jaames Szot jimszot@uttdallas.edu ((Instructor of Record)
Dr. Suue Freedman n suefreedmaan@utdallas..edu
Dr. Toom Sheives tom.s@utdaallas.edu
Dr. Laaurie Ziegler ziegler@utd dallas.edu


Course Pre‐requ uisites, Co‐reequisites, an nd/or Otherr Restriction ns
OPRE E 6372 Projecct Initiation


Course Descriptiion
This ccourse coverrs the initial sstages of plannning a projeect includingg organizatio
onal and
interppersonal connsiderations, scope management, qua lity planningg, project team building,
dealinng with confllict, and negootiation.

Important note: L Learning from m the OB6301 module inccluded in seq quence with this course
shoulld be appliedd with learnin ng from this course in you ur preparation of coursee assignments.


Stude ent Learning g Objectivess/Outcomess
Studeents will demmonstrate thee ability to in nitiate and deefine projectss while beingg attentive to
o
the orrganizationaal environment. Students describe how w key elements of initial project
plannning are applied in their oorganization and proposee actions to improve the p project
manaagement proccess.


Requ uired Textbo ooks and Ma aterials
Textbbooks (purcha ased or down nloaded by stu udent):

Heldman, K. (2009). PM MP® Project Managemen t Professiona al Exam Studyy Guide, 5th
napolis: Wiley
ed. Indian y (Sybex). IS
SBN: 978‐0‐4 470‐45558‐6 6
Larson, E. and Gray, C. (2011). Projject Managem
ment: The M
Managerial Prrocess, 5th ed..
New Yorkk: McGraw‐Hiill/Irwin. ISBN 978‐0‐07 7‐742692‐7
R. J., Barry, B. and Saunders, D. M. (200
Lewicki, R 06). Essentiaals of Negotiaation, 4th ed.
New York k: McGraw‐Hiill/Irwin ISBBN 13‐978‐0 0073102764
Lewicki, R 06). Negotita
R. J., Barry, B. and Saunders, D. M. (200 ation: Readin
ngs, Exercise,
and Cases,, 5th ed. New York: McGraaw‐Hill/Irwin n ISBN 978‐0‐07‐29731 10‐5

OPRE6
6373.PJM Spring 2011 12/10/10 Pag
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 Mantel, S. J. et al. (2011). Project M
Management iin Practice, 4
4th ed. Hoboken, NJ: John
Wiley & Soons. ISBN‐13 3: 978‐0470533017
Project Maanagement Institute. (2008). A Guide to the Projecct Managemeent Body of
Knowledge, 4th ed. New
wtown Squarre, PA: Projecct Managemeent Institute.. ISBN: 978‐‐
1‐933890‐51‐7 [down nload from PMMI Standardss]
Project Maanagement Institute. (2006). Practicee Standard foor Work Brea
akdown
Structuress, 2nd ed. New
wtown Square, PA: Projecct Managemeent Institute. ISBN 1‐
933890‐13‐4 [downlo oad from PMII Standards]
Rose, K. H
H. (2005). Pro oject Quality M
Managementt: Why, Whatt and How, Boca Raton,
FL: J. Rosss. ISBN 1‐932
2159‐48‐7 [[available as eBook from UTD Libraryy]
Managing the Project Team
Verma, V. K. (1997). M m. Newtown Square, PA: Project
Management Institutee. ISBN 1‐880
0410‐42‐7 [aavailable on P
PMI eReads and
Referencee]

Casess:

OPRE6
6373.PJM Spring 2011 12/10/10 Pag
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 A
Assignments & Academic Calendar

Title/Date  Overview 
O Objectives Assignments 
Pro
oject Planning  This is a reflecctive assignment,   To exploree the applicability and
d extent to which  Refer to the insttruction sheet on Blaackboard 
Asssignment  meaning you w will reflect on the  the processses and models discussed through this  Submit on Blackb
board by 11:59PM, M
March 9, 2011. 
  concepts and practices discussed in  course aree used where you wo ork 
Tom
m Sheives  this course in the context of how   To identifyy potential opportunities, barriers, and 
Lau
urie Ziegler  they are applied (or not) in your  actions forr improving your practice of project 
  project managgement environmentt  manageme ent 
 
Pro
oject Management  This module ccontinues the processs  Non‐PMPs  Non‐PMPs 
Proofessional II  of preparing for the Project  Explore PMI’s aapproach to  Read: Heldman,  
  Management Institute’s Project   Defining Scope 
Ind
dependent study  Management Professional   Chappters 3, Developing tthe Project Scope 
o Developing the Project Management Plan 
  certification exam.    Stateement, pp. 96‐146 
o Colleccting requirements 
Jim
m Szot     Chappter 7, Section: Qualiity Planning, pp. 
o Writin ng the project scope statement 
Students who have already earned d  305‐‐317 
o Creatting the work breakdown structure 
the PMP® cred dential continue   Chappter 8, Developing th
he Project Team, 
 Quality plaanning 
preparing a re esearch paper on a  pp. 3
334‐376  
 Developing the Project Team
project managgement topic of theirr    Review: Relateed material in PMBO
OK® Guide and 
choice.  PMPs  class lectures aand readings 
Conduct a literaature search for journal articles and  Quiz: Complette the quiz on Blackboard by 
books on your ttopic of interest. Reccent peer‐reviewed  February 27, 2
2011 11:59PM. 
journal articles are preferred as theey tend to report on   
more recent research than books. C Course textbooks  PMPs 
should not be uused as a primary sou urce; however, they  Submit your in
nitial reference list on
n Blackboard by 
may contain refferences you may fin nd useful.  February 27, 2
2011 11:59PM. 
    

O
OPRE6373.PJM Spriing 2011 12/10/1
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 Title/Date  Overview 
O Objectives Assignments 
Scoope Management, Part  This module e explores the processe
es,  As a result of th
his module you will bbe able to:  Required Readin ng 
1  tools, and techniques that are used   Determine e and document project goals, product orr   Larson and Gray: Chapter 4, “Deefining the 
  to initiate projjects and manage  service deliverables, project management process  Project” thrrough Step 2: Establisshing Project 
Tomm Sheives  their scope. These include  outputs, co onstraints, and assummptions  Priorities, pp. 91‐97 
  stakeholder analysis and   Define the e project strategy by evaluating   Heldman, Chapter 3 (non‐PMPs)) 
Thuursday  involvement, project chartering,  alternativee approaches   Mantel et al, pp. 44‐53, 79‐87 
Jann. 13 AM   collecting requuirements,   Identify annd list performance ccriteria   PMI, PMBOK K® Guide  
goal/objectivee alignment, and   Identify, estimate, and documeent key resource   Chapteer 4  through Develop p Project 
deliverables ddefinition.  requireme ents  Manag gement Plan, pages 771‐82 
   Define and d document an appro opriate project   Chapteer 5 through Scope D Definition, pages 
Teams preparre project scope  budget and schedule  103‐11 16 
documents.    Provide co omprehensive inform mation by producing aa   
  formal pro oject charter and scope statement  Team Assignmen nt:  
  Project charter aand scope statement for a project of 
your choosing (n not a help desk projecct). 
 
Submit a written n project charter, sco
ope statement 
and PowerPoint presentation on Blacckboard by 
11:59PM, February 10, 2011 and preesent in class on 
February 11. 
 

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 Title/Date  Overview 
O Objectives Assignments 
Quuality Foundations an
nd  This module e emphasizes the need  As a result of th
his module you will b
be able to:  Reading Assignm
ments 
Strrategy  to plan for the
e quality of both the   Describe the foundation of quaality improvement.   Heldman, Chapter 7, Section: Quuality Planning, 
  project product and the project   Consider p project quality managgement implications   pp. 305‐317
7 (non‐PMPs) 
Tom m Sheives  management processes by  of:   PMBOK: Chapter 8 through Qua ality Planning, pp. 
  exploring the quality planning   Deterrmining and documenting project goals  189‐201 
Thu ursday  process and thhe role of the projectt  and p product/service deliverables.   Rose: Chaptters 1‐5, pp. 3‐65 
Jann. 13 PM  manager in se etting work standardss,   Identifying, documenting,, and communicatingg   
  understandingg customer  project management proccess outputs.  Team Assignmen nt:  
requirements,, and implementing   Identifying and documentting project  PowerPoint 
Preliminary projeect quality plan and P
these requirem ments. Teams  consttraints.  presentation connsistent with your project scope 
continue to deevelop a project plann.    Defining project strategy. statement and sttakeholder analysis.
 Identifying/listing perform
mance criteria.   
 Identifying/implementingg project controls.  Submit your writtten quality plan on BBlackboard by 
 Develop a pproject quality plan. 11:59PM, February 10, 2011 and preesent during 
February 11 class in a combined pressentation with 
your updated sco ope statement. 
 
Leaadership and 
Maanagement 
 
OB6301 1 Module 7 
Suee Freedman 
 
 
301 Syllabus 
See OB 63
Fridday 
Jann. 14 AM 
 
Strress, Organizational 
Chaange, and Leadership 
 
OB6301 1 Module 8 
Suee Freedman 
 
 
301 Syllabus 
See OB 63
Fridday 
Jann. 14 PM 
 

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 Title/Date  Overview 
O Objectives Assignments 
Thee Nature of Conflict 
andd Negotiation 
 
OB6301 1 Module 4 
Lauurie Ziegler 
 
 
301 Syllabus 
See OB 63
Satturday 
Jan
n. 15 AM 
 
Pree‐negotiation Planning  Students are introduced to  Determine projject goals, define pro oject strategies;  Required Readin ng 
andd Distributive  distributive baargaining.  Pre‐ obtain final accceptance of deliverabbles; contribute to   Lewicki, Barrry, and Saunders 
Bargaining  negotiation pllanning as the key  PM knowledge base; enhance individual competence   Chapteer 2 “Strategy and Taactics of 
  variable to succcessful negotiation is  through professional learning; balan nce stakeholders’  Distrib
butive Bargaining” 
Lauurie Ziegler  stressed.  Studdent evaluations for  interests througgh fair resolution; an
nd interact with   Chapteer 4 “Negotiation: Strrategy and 
  this session arre based on  stakeholders inn a fair and cooperative manner.  Planninng” 
Satturday  preparation, pparticipation, and the
e     Case readinng to be assigned  
Jan
n. 15 PM  reflective paper.  Be familiar withh primary research on negotiation and   
    applications to real world situationss.  Appreciate that  Individual Assignnment: 
preparation is aa key variable to negootiation success.  Think about an uupcoming personal or professional 
negotiation.  Theen, prepare answers to Table 4.2: 
Negotiation Plannning Guide in your LLewicki, Barry 
and Saunders texxt.  If you cannot thin
nk of an 
upcoming negotiation, then apply the Planning Guide 
to a previous neggotiation, to a moviee that has 
negotiation conttent, etc.  Submit youur planning 
document in classs. 
 
Bring essentials of negotiation and n negotiation: 
readings, exercisses and cases to classs. 
 

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 Title/Date  Overview 
O Objectives Assignments 
Scoope Management, Part  This module cconcludes the  his module you will b
As a result of th be able to:  Required Readin ng 
2  discussion of tthe scope   Develop th he Work Breakdown Structure (WBS)   Larson and Gray: Chapter 4, Step p 3: Creating the 
  management processes with the  using the SScope Statement, Staatement of Work  Work Breakkdown Structure thou ugh Summary, 
Tomm Sheives  creation of thee work breakdown  (SOW), oth her project documen nts, and  pp. 97‐114
  structure (WBBS) and introduction o of  decompossition techniques.   Mantel et al, pp. 87‐101 
Thuursday  the monitoring and controlling   Baseline thhe scope of work   Project Mannagement Institute 
Febb. 11 AM  processes of sscope verification and
d   Identify annd implement project scope controls.  o PMBOK K Guide: Chapter 5, ““Create WBS 
  scope (change e) control.  through Scope Control”, ppp. 116‐128 
  o Practicce Standard for Workk Breakdown 
Topics to be C
Covered  Structu
ures 
 Work Bre eakdown Structure   
(WBS)  nment: 
Individual Assign
 Relation to Activity Definition
n  Complete Part I oof the Conveyor Beltt Project in 
process  accordance with the instructions pro
ovided on 
 WBS Dicttionary  Blackboard. Submmit assignment on Blackboard by 
 WBS valid dation  11:59PM, Februaary 20, 2011. 
 Scope baaseline   
 Scope verification  Team Assignmen nt:  
 Scope change control  Prepare a WBS aand WBS Dictionary ffor the team 
Project. Present approach and overview during class. 
Submit presentaation and supporting documents on 
Blackboard by 111:59PM, March 9, 20 011. 
 

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 Title/Date  Overview 
O Objectives Assignments 
Pro
oject Team Building  In this module e, we will explore bassic  Provide the bassic skills required to: Required Readin ng 
  aspects of inittially building an   Effectivelyy align the project, th
he project manager   Larson and Gray, Review 
Suee Freedman  effective projeect team, focusing onn  and the prroject sponsor  o Chapteer 10 “Leadership: Beeing an Effective 
  the key eleme ents of:   Establish aa self‐discovered (teaam) set of key  Projectt Manager”  
Frid
day   Sponsorship alignment  competencies and influences tthat will be required  o Chapteer 11 “Managing Projject Teams” 
Febb. 11 PM   Team com mpetency and  to successfully complete the project   Heldman, Chapter 8 (non‐PMPs)) 
influence
e   Effectivelyy measure each team m member against   Verma, Chaapter 3, “Effective Teaam Building” 
 Assimilating the team  those commpetencies and the in nfluences required too   
memberss into the project  determine e if the “right” team is in place or if a  In‐class Team Asssignments 
 Launching the project as a  different mmix is required   Apply team building tools 
cohesive team   Define thee project in ways thatt effect buy‐in and   
 Conducting effective kick‐off  comprehensive understandingg 
meetingss   Provide the platform for the teeam members to 
move from m individual agendas to adopt the projectt 
as the objeective 
 Provide the tools necessary to identify each team 
member’s expertise and conceerns 
 Design succcessful kick‐off meettings 

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 Title/Date  Overview 
O Objectives Assignments 
Fro
om Conflict to  The basic elem ments of a distributivve   Describe hhow the distributive b bargaining process  Reading Assignm ments:   
Coooperation  bargaining situ uation are discussed.   works and d learn the fundamen ntal strategies of   Lewicki, Barrry, and Saunders 
  In a distributivve bargaining  distributive bargaining.  o Chapteer 2:  Strategy and Taactics of 
Lau
urie Ziegler  situation, the goals of one party arre   Learn impo ortant tactical tasks ffor a negotiator in a  Distributive Bargaining 
  in direct conflict with the goals of  distributive bargaining situatioon.  o Chapteer 4:  Negotiation: Strrategy and 
Satturday  the other partty.  Resources are   Understan nd positions taken du uring negotiation.  Planninng 
Febb. 12 AM  scare and partties want to maximizze   Know how w to handle commitm ment in a bargaining   Case readinng to be assigned  
their share.    position.  
   Learn how w to close the agreemment.  Assessments and d Exercises: 
Negotiators sh hould be familiar with   Recognize typical hardball negotiation tactics.   Post‐class q
quiz (combined with n next module). 
distributive baargaining because   Be able to recognize distributivve bargaining skills  Complete th he quiz on Blackboarrd by 11:59 PM, 
there are situaations that are  applicable to integrative negottiations.  Sunday, Feb bruary 20, 2011. 
win/lose.  Theey should also be     In‐class actiivities 
aware of the sstrategies and tacticss   
that people usse in distributive  Bring essentials of negotiation and n negotiation: 
situations to gguard against them.    readings, exercisses and cases to classs. 
   
As many situations are not 
completely disstributive in nature, 
this session prrepares you to move 
from conflict tto cooperative or 
integrative ressolutions.  Ethical 
issues are alsoo considered. 
 

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 Title/Date  Overview 
O Objectives Assignments 
Inttegrative Negotiation
n  In this session
n, we focus on   Describe hhow the integrative nnegotiation process  Reading Assignm ment:  
  integrative (wwin‐win) negotiation.   works and d learn the fundamen ntal strategies of   Lewicki, Barrry, and Saunders,  
Lauurie Ziegler  In integrative negotiations the goaals  integrative
e negotiation  o Chapteer 3:  Strategy and Taactics of 
  of the parties are not mutually   Apply the appropriate strategiees, styles and  Integraative Negotiation 
Satturday  exclusive. Funndamentally, both  techniques to conduct a successsful integrative   Case readinng to be assigned  
Febb. 12 PM  sides are able to achieve their goals  negotiation    
through collab boration and mutual   Choose the most effective app proach for the given  Assessments: 
problem‐solving. In addition to  context.   Post‐class q
quiz (combined with p previous 
recent researcch and the practical   Identify an
nd understand key stteps in the  module).  CComplete the quiz on Blackboard by 
elements of in ntegrative negotiation,  integrative
e negotiation processs  11:59 PM, SSunday, February 20 0, 2011. 
individual styles will also be   Recognize factors that facilitate successful   In‐class actiivities 
explored.   e negotiation 
integrative  
   Appreciate e why integrative neggotiation is difficult  Bring essentials of negotiation and n negotiation: 
to achievee  readings, exercisses and cases to classs. 
 Describe the common barriers to reaching   
agreement through integrativee negotiation 
 Develop and practice strategiees for overcoming 
these barrriers 
 

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Grading Policy
Gradeed assignmentts should be po osted to Black
kBoard by mid dnight of the d
day listed unleess otherwise
speciffied. If you do not find a link
k, e‐mail Dave Wurmstein [w wurm@utdalllas.edu], Debb bie Samac
[debbie@utdallas.eedu] and Jim Szot [jimszot@ @utdallas.edu] .

Assignments 
A Module Perceentage Type Due Date
In‐class Quiz  Pre‐Negootiation Planningg and  5%
%  Inndividual  Jan. 15 
Distrib
butive Bargaining 
In‐cclass assignmentt  5%
%  Inndividual  Jan. 15 
Ziegler 
Project Scope Statemeent  Scope MManagement, Part 1 
7.55%  Team  Feb. 10 
and Presentation  Sheives 
Qualityy Foundations an nd 
Projecct Quality Plan and 
Strategy  7.55%  Team  Feb. 10 
Presentation 
P
Sheives 
Projecct Team Buildingg 
In‐cllass assignmentss  5%
%  Team  Feb. 11 
Freedman 
From Con nflict to Cooperaation 
In‐cclass assignmentt  5%
%  Inndividual  Feb 12 AM 
Ziegler 
Integraative Negotiatio
on 
In‐cclass assignmentt  % 
5% Inndividual  Feb 12 PM 
Ziegler 
From Con nflict to Cooperaation 
Post‐class Quiz  & Integrative Negotiation  100%  Inndividual  Feb 20 
Ziegler 
Convveyor Belt Projecct  Scope MManagement, Part 2 
% 
1% Inndividual  Feb. 20 
Part 1  Sheives 
Proje
ect Managemen nt 
Inde
ependent Study
Proffessional quiz orr  100%  Inndividual  Feb. 27 
Szot 
reference list 
r
Pro
oject WBS/WBS 
Scope M
Management, Part 2 
Dictionary and 
D 9%
%  Team  Mar. 9 
Sheives 
Presentation 
P
Course 
Refle
ective Assignmen
nt  300%  Inndividual  Mar. 9 
Sheives and Ziegler

Techn
nical Supporrt

For assistan
nce with BlackB
Board, Connecct, and other Prroject Managem
ment Program technology
issues, e-maail Dave Wurm
mstein [wurm@
@utdallas.edu] and Debbie Saamac [debbie@ @utdallas.edu].

If you experience any prob blems with you

ur UTD accounnt you may sennd an email to
assist@utdaallas.edu or calll the UTD Commputer Helpdeesk at 972-883--2911. Do nott contact the
UTD Comp puter Helpdessk for question ns about or prroblems with BBlackboard or Connect.
They cannoot help you – thhese products are
a supported bby the Project M
Management P Program.

OPRE6
6373.PJM Spring 2011 12/10/10 Pag
ge 11
 Univeersity Policiees

Studeent Conduct & Disciplinee

The Univerrsity of Texas System

S and The University off Texas at Dalllas have rules aand regulationss
for the ordeerly and efficien
nt conduct of their
t business. It is the respoonsibility of eacch student and
each studennt organization to be knowled dgeable about tthe rules and reegulations whicch govern
student connduct and activiities. General information
i onn student conduuct and discipliine is containedd
in the UTD printed publiccation, A to Z Guide,
G which iss provided to aall registered stuudents each
academic year.

The Univerrsity of Texas at

a Dallas admin nisters student discipline withhin the proceduures of
recognized and established due process. Procedures aree defined and ddescribed in thhe Rules and
Regulationss, Series 50000
0, Board of Reg gents, The Univversity of Texaas System, and in Title V,
Rules on Sttudent Servicess and Activitiess of the universsity’s Handboook of Operatingg
Proceduress. Copies of these rules and regulations are available to stuudents in the OOffice of the
Dean of Stuudents, where staff
s members are available too assist studennts in interpretinng the rules annd
regulations (SU 1.602, 972/883-6391) an nd online at
http://www.utdallas.edu/juudicialaffairs/U
UTDJudicialAfffairs-HOPV.hhtml

A student at the universityy neither loses the rights nor eescapes the ressponsibilities oof
citizenship. He or she is expected
e to obeey federal, statte, and local law
ws as well as th
the Regents’
Rules, university regulatioons, and admin nistrative rules.. Students are subject to disccipline for
violating thhe standards of conduct wheth her such conduuct takes place on or off camppus, or whetherr
civil or crim
minal penalties are also impossed for such coonduct.

Academic Integrity

The faculty
y expects from its students a high
h level of reesponsibility annd academic hoonesty. Because
the value off an academic degree
d depends upon the absoolute integrity of the work doone by the
student for that degree, it is imperative th
hat a student ddemonstrate a hhigh standard oof individual
honor in hiss or her scholasstic work.

Scholastic Dishonesty,
D anny student who commits an acct of scholasticc dishonesty is subject to
discipline. Scholastic
S dish
honesty includees but is not lim
mited to cheatinng, plagiarism,, collusion, thee
submission for credit of anny work or maaterials that aree attributable inn whole or in part to another
person, takiing an examinaation for anotheer person, any act designed too give unfair aadvantage to a
student or th
he attempt to commit
c such accts.

Plagiarism, especially from m the web, from portions of ppapers for otheer classes, and from any other
source is un
nacceptable and d will be dealt with under thee university’s ppolicy on plagiiarism (see
general cataalog for detailss). This coursee will use the reesources of turn
rnitin.com, whiich searches thhe
web for posssible plagiarism and is over 90%9 effective..

yright Notice
Copy

The copyrig ght law of the United

U States (Title
( 17, Uniteed States Codee) governs the mmaking of
photocopiess or other repro oductions of co opyrighted matterials, includinng music and ssoftware.
Copying, diisplaying, repro oducing, or disstributing copyyrighted works may infringe tthe copyright
owner’s rig
ghts and such in nfringement is subject to apprropriate disciplinary action aas well as
criminal pen nalties provideed by federal laaw. Usage of suuch material iss only appropriiate when that
usage consttitutes “fair usee” under the Co opyright Act. AAs a UT Dallass student, you aare required to
follow the institution’s
i copyright policy (Policy Memoorandum 84-I.33-46). For more information
about the faair use exemptiion, see http://wwww.utsystem m.edu/ogc/intelllectualpropertyy/copypol2.htm m

OPRE6
6373.PJM Spring 2011 12/10/10 Pag
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Emaiil Use

The Univerrsity of Texas ata Dallas recogn nizes the valuee and efficiencyy of communiccation betweenn
faculty/staff
ff and students through electro onic mail. At thhe same time, email raises soome issues
concerning security and th he identity of each
e individuall in an email exxchange. The uuniversity
encourages all official stuudent email corrrespondence bbe sent only to a student’s U.T T. Dallas emaill
address andd that faculty annd staff consid
der email from students officiial only if it oriiginates from a
UTD studen nt account. Thiis allows the un niversity to maaintain a high ddegree of confiidence in the
identity of all
a individual corresponding
c and
a the securitty of the transmmitted informattion. UTD
furnishes eaach student witth a free email account that iss to be used in all communicaation with
university personnel.
p The Department off Information R Resources at UU.T. Dallas provvides a methodd
for studentss to have their U.T.
U Dallas maail forwarded tto other accounnts.

Withdrawal from
m Class

The administration of thiss institution hass set deadlines for withdrawaal of any collegge-level coursees.
These datess and times are published in th hat semester's course catalogg. Administratioon procedures
must be folllowed. It is thee student's resp
ponsibility to haandle withdraw
wal requiremennts from any
class. In oth
her words, I can nnot drop or withdraw
w any sttudent. You muust do the propper paperwork
to ensure th
hat you will nott receive a finaal grade of "F" in a course if yyou choose nott to attend the
class once you
y are enrolleed.

Studeent Grievancce Procedurees

Procedures for student griievances are fo

ound in Title V
V, Rules on Studdent Services aand Activities,
of the univeersity’s Handboook of Operatiing Proceduress.

In attemptin ng to resolve anny student grieevance regardinng grades, evalluations, or othher fulfillmentss
of academicc responsibility y, it is the oblig
gation of the sttudent first to m
make a serious effort to
resolve the matter with thee instructor, su upervisor, admiinistrator, or coommittee with whom the
grievance originates
o (hereeafter called “thhe respondent””). Individual ffaculty membeers retain
primary responsibility for assigning grad des and evaluaations. If the m matter cannot bee resolved at
that level, th
he grievance must
m be submittted in writing tto the respondeent with a copyy of the
respondent’’s School Dean n. If the matterr is not resolveed by the writteen response proovided by the
respondent,, the student may submit a wrritten appeal too the School Deean. If the grieevance is not
resolved by y the School Deean’s decision, the student maay make a writtten appeal to tthe Dean of
Graduate orr Undergraduatte Education, and a the deal wiill appoint and convene an Accademic
Appeals Pan nel. The decission of the Acaademic Appealss Panel is finall. The results oof the academicc
appeals process will be distributed to alll involved partiies.

Copies of th
hese rules and regulations aree available to sstudents in the Office of the D
Dean of
Students, where
w mbers are available to assist sstudents in interpreting the ruules and
staff mem
regulations..

Incom
mplete Gradee Policy

As per univversity policy, incomplete

i graades will be graanted only for w
work unavoidaably missed at
the semesteer’s end and on nly if 70% of th
he course workk has been com mpleted. An inccomplete gradee
must be resolved within eight (8) weeks from the first day of the subsequent long ssemester. If thee
required woork to completee the course an nd to remove thhe incomplete ggrade is not subbmitted by thee
specified deeadline, the inccomplete gradee is changed auutomatically to a grade of F.

OPRE6
6373.PJM Spring 2011 12/10/10 Pag
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Disab
bility Servicees

The goal off Disability Serrvices is to prov

vide students w
with disabilitiees educational oopportunities
equal to tho
ose of their non
n-disabled peerrs. Disability SServices is locaated in room 1..610 in the
Student Union. Office ho ours are Mondaay and Thursdaay, 8:30 a.m. too 6:30 p.m.; Tuuesday and
Wednesday y, 8:30 a.m. to 7:30
7 p.m.; and Friday, 8:30 aa.m. to 5:30 p.m m.

The contactt information for

fo the Office of
o Disability Seervices is:
The Univerrsity of Texas at
a Dallas, SU 22
PO Box 830 0688
Richardson, Texas 75083--0688
(972) 883-22098 (voice or TTY)
disabilityservice@utdallass.edu

If you anticcipate issues rellated to the forrmat or requireements of this ccourse, please mmeet with the
Coordinatorr of Disability Services. The Coordinator iss available to ddiscuss ways too ensure your
full particip
pation in the coourse. If you deetermine that foormal, disabilitty-related accoommodations
are necessarry, it is very im
mportant that you be registereed with Disabillity Services too notify them oof
your eligibiility for reasonable accommodations. Disabbility Services can then plan how best to
coordinate your
y accommo odations.

It is the stud y his or her proofessors of the need for such aan
dent’s responsiibility to notify
accommodaation. Disability Services pro ovides studentss with letters too present to facculty members
to verify thaat the student has
h a disability y and needs acccommodations.. Individuals rrequiring speciaal
accommodaation should co ontact the profeessor after classs or during offfice hours.

Religious Holy Da
ays

The Univerrsity of Texas at

a Dallas will excuse
e a studeent from class or other requirred activities fo
for
the travel to and observaance of a religiious holy day for a religionn whose placess of worship aare
exempt fromm property tax under Sectionn 11.20, Tax Coode, Texas Codde Annotated.

The studentt is encouragedd to notify the instructor or acctivity sponsorr as soon as poossible regardinng
the absencee, preferably in
n advance of thhe assignment. The student, so excused, wiill be allowed to
take the exxam or compleete the assignm ment within a reasonable tim me after the abbsence: a periood
equal to thee length of thee absence, up to a maximum m of one weekk. A student w who notifies thhe
instructor and completes any
a missed exaam or assignm ment may not be penalized forr the absence. A
student who plete the exam or assignmentt within the prrescribed period may receivee a
o fails to comp
failing grad
de for that exam
m or assignmen nt.

If a studentt or an instrucctor disagrees about the natuure of the abssence [i.e., forr the purpose oof
observing a religious holy y day] or if there is similar ddisagreement aabout whetherr the student haas
been given a reasonable time to comp plete any miss ed assignmentts or examinattions, either thhe
student or the
t instructor may
m request a ruling
r from thee chief executivve officer of thhe institution, oor
his or her designee.
d The chief
c executivee officer or dessignee must taake into accounnt the legislativve
intent of TEEC 51.911(b),, and the studeent and instrucctor will abidee by the decision of the chief
executive officer or designnee.

Th
hese descriptiions and timeelines are sub
bject to changge at the disccretion of the Professor.

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