Courrse Syllabu

us

Course Informatiion
OPRE E 6376.PI1
Advan nced Project Management
M and Simulatiion
Fall 2010
2

Profeessor Contactt Information

Mr. Jaames Szot jimszot@utddallas.edu (Innstructor of R
Record)
Dr. Suue Freedman suefreedman
n@utdallas.eddu
Mr. Jaames Joiner jamesj@utd
dallas.edu
Dr. Thhomas Sheivees tom.s@utdaallas.edu

Officee hours by ap
ppointment

Course Pre-requisites, Co-req

quisites, and/or Other Resstrictions
OPRE
E 6375 Projecct Execution and
a Closeout

Course Descriptio on
This course
c explorres advanced topics
t in project managem ment includingg project orgaanizational
competence, maturrity models; project
p portfolio managemeent; program managementt; PM offices;;
altern
nate project management
m methodologies
m s; and leadershhip & managgement perspeectives. It
includ
des a simulatiion modeling all five of thee project mannagement proccess groups aand concludess
with an
a introductioon to the Busiiness Core Phhase of the deggree program
m.

Studeent Learning g Objectives/O Outcomes

Studeents will demo
onstrate the abbility to
 Describe th he processes for aligning ana organizatioon’s projects w with its strateegic objectivees
 Describe teechniques useed to assure organizational
o l processes arre effective annd efficient
 Describe th he characterisstics, advantaages, and disaadvantages off alternate projject
managemeent methodolo ogies
 Describe th he use of beh
havioral instru uments as toolls to improvee project team m effectiveness
 Plan and execute a simu ulated projectt

uired Textboo
Requ oks and Materials

Articlles

Cohen, M.. and Schwaber, K. (2003). The Need foor Agile Projeect Managemment. Agile
Times, 1 (11/03). Retriev
ved from http:://www.mounntaingoatsoftw
ware.com/artiicles/14-the-
need-for-aagile-project-m
management
Cooke-Dav vies, T. (2002
2). Project maanagement maaturity modells: does it make sense to
adopt one?? Project Mannager Today, May, 1-4.

OPRE6
6376.PI1 Fall 20
010 5 August 2010 Pagee 1
 Cooper, R., & Edgett, S.
S (1997). Porrtfolio manageement in new
w product development:
Lessons from the leaderrs--I. Researcch Technologyy Managemennt, 40(5), 16.
Cooper, R., & Edgett, S.
S (1997). Porrtfolio manageement in new
w product development:
Lessons from the leaderrs--II. Researrch Technologgy Managemeent, 40(6), 43.
Pellegrinellli, S. (1997). Programme management:
m : organizing pproject-based change.
Internation
nal Journal off Project Mannagement 15((3), 141.
Thiry, Micchel (2004) “F
For DAD”: a programme m management llife-cycle proocess.
Internation
nal Journal off Project Man
nagement (222), 245.

Bookss (purchased by student orr available to PMI memberrs on http://ww

ww.pmi.org/rresources):

Chin, Garyy. (2004). Agiile Project Management:

Ma H
How to Succeeed in the Facce of Changinng
Project Reequirements. New
N York: AMACOM.
A IS
SBN 0-8144--7176-5 [PMI eReads and
Reference]]
Kendall, Gerald
G I. and Rollins,
R Steveen C. (2003). Advanced Prroject Portfollio
Managemeent and the PM MO. Boca Raaton, FL: J. RRoss Publishinng. ISBN 1-9932159-02-9
[PMI eReaads and Referrence]
Letavec, Craig
C J. (2006). The Progra
am Managemment Office: Es
Establishing, M
Managing andd
Growing thhe Value of a PMO. Boca Ratton, FL: JJ. Ross Publisshing. ISBN 978-
193215959 92 [PMI eReeads and Reference]
Pinto, Jeffr
frey K. and Paarente, Diane H. (2004). Pllayers Manuaal for use withh
SimProject™ . New Yo ork: McGraw--Hill/Irwin. [DDownload froom Blackboarrd]
Project Maanagement In
nstitute. (2008
8). Organizatiional Project Managementt Maturity
Mode (OP PM3®),2nd ed.. Newtown Sq quare, PA: Prroject Manageement Institutte. ISBN 9788-
933890-544-8 [PMI Stanndards]
Project Maanagement In
nstitute. (2008 ment, 2nd ed.
8). The Standaard for Portfoolio Managem
Newtown Square, PA: Project
P Manaagement Instittute. ISBN 9778-1-933890--53-1 [PMI
Standards]]
Project Maanagement In
nstitute. (2008 ment,2nd ed.
8). The Standaard for Progrram Managem
Newtown Square, PA: Project
P Manaagement Instittute. ISBN 9778-1-933890--52-4 [PMI
Standards]]
Sutherland
d, Jeff and Sch hwaber. (2007). The Scrum m Papers: Nuuts, Bolts, andd Origins of aan
Agile Proccess. Retrieveed from http:///jeffsutherlannd.com/Scrum
mPapers.pdf

OPRE6
6376.PI1 Fall 20
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 A
Assignments & Academic
A Calen
ndar

Title/Date Overview
O Objectives
s Assignments
Maajor Assignment: The final Majjor Assignment in To understand d more about what others see as yourr
Ca
areer Managementt the Project Management
M Core strengths and challenges, to aid in building critical Individual Ass
signment
Pla
an Phase, The Career
C Managemen nt relationships within
w or outside the
e organization, andd  Detailed in
nstructions are foun
nd on
Plan, asks yo
ou to integrate and to enable you to make more activ ve and better Blackboard d Assignments
ue Freedman
Su apply what you have learned informed decissions about your ca areer development  Post your CCareer Management Plan by
about organizational behavior and planning. 11:59 PM, 22 January 2011
and the poweer side of project
management to your
organization and career.

To complete this assignment yo ou

will need to interview at least
four sources in your
organization,, including peers,
subordinates s and supervisors.

Orrganizational Proje
ect Organizationns that effectively Students will be
b able to:
Maanagement 1: adopt projectt management Reading Assig
gnments
Prooject Managemen nt ensure that the processes 1. State the importance and the framework  PMI, OPMM3 Knowledge Founndation, pages
Ac
cross the surrounding the management of o 1-39
around Project Managemen nt Competence
Orrganization projects are supported
s from thee  Cook-Davies, Project manage
ement
2. State the key characteristics
s of a project maturity…
top levels of the organization to
o
manager that achieves exce ellence through
om Sheives
To vels of the
the lower lev Individual Ass
signment
organization.. This module leadership
ec. 13 - 19
De explores adv vanced topics relate
ed 3. State the importance of howw Team  Download and read the Organizational Self-
to organizatioon-wide adoption of
o Competence relates to proje ect management Assessment questions – revie ew the
project mana agement by competen nce processes referenced in the sspreadsheet.
presenting thhe student with 4. Describe the framework for organizational
project mana agement competen nce and organizatioonal project
competence,, project nces
Web Conferen
managem ment
management maturity models,
olio management,
project portfo 5. State the fundamental make eup a project  Decemberr 12, 2010, 5 PM CS ST –
program man nagement, and the managem ment maturity mode el Requireme ents for completing these modules
Project Mana agement Office. 6. Describe the application of the
t Project (in conjuncction with QC/closin
ng web
Managem ment Institute’s OPM M3 conference e)
 Decemberr 19, 2010, 5 PM CS
ST

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 3
 Title/Date Overview
O Objectives
s Assignments

Orrganizational Proje
ect As a part of organization
o wide Students will be
b able to:
Maanagement 2: adoption of project
p managemen nt, Reading Assig gnments
Proogram and Portfoolio it is importan
nt that an 1. State the definition and appllication of portfolio  Cooper and Edgett, Portfolio Management…
Maanagement organization have processes that managem ment to organization ns I and II
manage their collection of both 2. State the benefits of portfolio
o management andd  Kendall annd Rollins, Advanceed Project
To
om Sheives programs and projects. This the challe
enges that organiza ations face when Management and the PMO
Portfolio M
module addresses the topic of they do not
n have this proces ss  Pellegrinelli, Programme man nagement…
Jan. 3 – 9 portfolio mannagement for 3. State the application of the stage
s gate processs  PMI, Practtice Standard for Poortfolio
programs and projects. This to portfoliio management Manageme ent
module also addresses the 4. State the important differencces between  PMI, Practtice Standard for Prrogram
differences between
b program program management and project
p Manageme ent
management and project managem ment  Thiry, “Forr DAD”: a programmme
management. 5. State the benefits of programm management manageme ent…
6. State the competencies thatt are different
Individual Ass
signment
between program managem ment and project
managem ment  Be prepare ed to discuss your o
own company’s
portfolio management processs during the
web conferrence
Team Assignm
ment
 Compare yyour results with tho
ose of your
teammatess and collectively prepare a team
consensuss response to the OOrganizational
Self-Assesssment questions.
 One team member posts your completed
questionna
aire to Blackboard A
Assignments by
January 88, 2011. Be prepareed to discuss
on Januarry 9, 2011.
Web Conferen
nce
January 9, 2011, 5 PM CST

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 4
 Title/Date Overview
O Objectives
s Assignments
Orrganizational Proje
ect The Project Management
M Office
e Students will be
b able to:
Maanagement 3: The e (PMO) is one e of the most 1. State the functions of the diffferent types of Reading Assig
gnments
Prooject Managemen nt controversiall and yet important project management
m offices  Letavec, T
The Program Manag
gement
Offfice topics in orgaanizational project 2. State how w project managem ment offices Office…
management. Project interface with other processes with an
To
om Sheives Management Offices have been n organizattion eading
Review prior re
stood up, elimminated, and then 3. Describe the different maturrity levels of a  Cooke-Davvies, Project Manag gement
Jan 10 – 16 stood up aga ain. The search forr project management
m office Maturity M
Models…
added value remains the 4. State the methods used to establish
e an  PMI, Organ nizational Project M
Management
challenge forr any organizationa al. effective PMO culture Maturity M
Model Knowledge Fo oundation
There are diffferent types with 5. Describe how to effective se ell a PMO into an
Individual Ass
signment
ctions and the goal is
different func organizattion
to find the on
ne size that is 6. Describe the key benefits off having a PMO  Prepare yo our top 5 steps thatt you would use
suitable for th
he organizational to establish
h a successful PMO O for an
culture. Thiss module will give ana organizatioon of your choosingg and be
overview of the
t project office an nd prepared too discuss at the weeb conference.
provide an innvestigation into thee
business cas se for a PMO. Team Assignmment
 Download the results from Blaackboard
regarding O
OPM assignment.
 Post your p
presentation to Blackboard
Assignmen nts by 11:59PM, Sa aturday,
January 15, 2011
Web Conferen
nce
 January 16
6, 2011, 5 PM CST
T

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 5
 Title/Date Overview
O Objectives
s Assignments
Ne
ew Project New project management Students will be
b able to:
Ma
anagement concepts andd new Non-PMI Reading Assig
gnments
Co
oncepts & Agile organizations
s have become well- 1. State the fundamental features of Agile Projectt  Cohn and Schwaber, The Ne eed for Agile
Pro
oject Managemennt established in the last several Managem ment Project Ma
anagement
years. 2. State the benefits of Agile Project
P  Sutherland
d and Schwaber, Thhe Scrum
To
om Sheives Managem ment and where its application is best Papers…, Chapter 1: Introducction to Scrum
The newest concept
c to emerge suited
Jan 17-23 that has take en a real strongholdd 3. State the fundamentals of Scrum
S Individual Ass signments
in software development
d projec
cts 4. State the benefits of Scrum  In table forrmat, generate a co omparison of
is Agile Projeect Management. 5. State the defined roles in Sccrum Scrum with h traditional project management
The fundame entals of this  Post to Blaackboard by 11:59 PM, January
approach will be described 22, 2011.
s features, benefits,
relative to its  Be prepare ed to discuss during g the January
and the differences with 23, 2011 w web conference.
traditional PMMI related project
management.
Web Conferen
nce
 January 23
3, 2011, 5 PM CST
T

On-campus
O Retreat – February 2 – 5, 8 AM – 5 PM

Le
egal Issues in the
Pro
oject Environmen nt

La
arry Bassuk
Ric
ck Joosten
See MAS6V
V01 Syllabus
Fe
eb 2 AM

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 6
 Title/Date Overview
O Objectives
s Assignments
Sc
crum and Project Scrum is the most popular of all Students will be
b able to:
Ma
anagement Agile methoddologies. This 1. State the challenges of cond ducting Scrum in gnments
Reading Assig
module will ta
ake the basics real life projects  Chin, Chap
pters 1-3
To
om Sheives learned in moodule 4 and give th
he 2. State the leadership roles an nd participant roless  Sutherland
d and Schwaber, Th he Scrum
student some e good examples in scrum by conducting som me mock scrum Papers…:
Fe
eb 2 PM and practice in implementing meetings o Chapte ers 2-3: Introductio
on to Scrum
Scrum in orgganizations and 3. Know the e key steps in imple
ementing Scrum in o Chapte er 7: Case Studies
understandinng where Scrum fitss an organiization
and does nott fit in certain 4. State a fe ew of the key tools used to support Team Assignm ments
projects. Scrum  For a projeect of your choosing g, develop 3
5. State som me scrum lessons learned from user storiees using the guidelinnes presented
In addition, th
his module will reviewing g scrum case study y in the mate erials with the outpuut being in
examine othe er PM methodology y 6. State the differences betwee en Agile Project PowerPoin nt on a 3” x 5” card
frameworks such
s as Prince2 an
nd Managem ment and PMI’s proj
oject management  Describe th he differences foun nd in Chin’s
IPMA. These e two new non-PMI processes book relativve to scrum culture es/behaviors
organizations s have achieved 6. State the differences in a Sc crum Culture relative to more traditional prooject
increased no otoriety in recent versus a traditional project management
m manageme ent cultures/behaviors
years. culture  Post to Blaackboard by 11:59 PM, February
7. State key y non-PMI organiza ations and their 1, 2011.
features and
a differences from m PMI  Be prepare ed to discuss in class on February
2, 2011

Be
ehavioral In this modulle, we will explore This module in
ntroduces the use of
o a behavioral In-class assignments
As
ssessment human behavior, how we measurementt instrument as a to
ool to improve
perceive oursselves as behaving g, project team effectiveness.
e
Su
ue Freedman and how othe ers perceive that
same behaviior. We’ll measure There are threee critical considera
ations regarding
Fe
eb 3 AM our behavior under both normall project team member
m behavior:
and stressfull conditions by 1. Understanding the behaviorral strengths of
completing a widely used and each teamm member
effective beh
havioral instrument, 2. Understanding the behaviorral strengths of the
LIFO, or Life Orientation. project manager
m
3. Understanding the behaviorral strengths of
We will use the
t Dr. Stuart Atkins’ team mem mbers and project managers
m under
LIFO Instrum
ment to first measurre both normmal and adverse co onditions…such as
our own beha avioral strengths, high stres
ss.
followed by others’
o perception of
o
our demonstrated behavioral s well aware of the behavioral
A team that is b
characteristic
cs. strengths and characteristics of the
t manager and

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 7
 Title/Date Overview
O Objectives
s Assignments
the team mem mbers before the strress environment
occurs is a teaam that is better prepared to work
efficiently and
d effectively under stress.
s

Pro
oject Simulation Project teams compete in a Demonstrate your ability to work
k in a team to plan,
oject environment
simulated pro monitor and control
c a simulated project Reading Assig
gnments
Jim
m Szot  Pinto and P
Parente

Fe
eb 3 PM Individual Ass
signment
Fe
eb 4 AM and PM  Complete tthe quiz on Blackbo
oard by 11:59
Fe
eb 5 AM PM, Februuary 1, 2011. Quiz is based on
the assigne
ed reading.
Team Assignmment
 Reports annd presentations asssigned during
the simulattion

Bu
usiness Core Review of ac ccounting and Prepare you for
f starting for the Business
B Core
Pre
eparation statistics prin
nciples that will assist phase of the program
p
you in the ne ext phase of the
Jim
m Joiner program

Fe
eb 5 PM

O
OPRE6376.PI1 Fall 2010 5 August 2010 Page 8
Grad
ding Policy
Graded assignments should be postted to Blackbooard or delivereed in class by th
the stated deadllines. For
assign
nments requirin
ng Blackboard posting: If you
u do not find a link, e-mail Daave Wurmsteinn
[wurmm@utdallas.eduu], Debbie Sam
mac [debbie@u utdallas.edu] annd Jim Szot [jimmszot@utdallaas.edu].

ssignments
As Module Perce
entage Type Due Date
nizational Project
Organ
OPM
M presentation
n %
5% Team Jan. 15
Managgement (Sheivees)
New PM
P Concepts an nd
Scru
um comparison
n 5%
% In
ndividual Jan. 22
Agile
e PM (Sheives))
User
U stories Scrum and
a PM (Sheiv ves) 5%
% Team Feb. 1
Web
Participation
P Five Sheives
S module
es 5%
% In
ndividual cconferences
a
and in-class
Behavioral Assessme
ent
LIFO participation 5%
% In
ndividual In
n-class Feb 3
(Freedman)
Pro
oject simulation
%
5% In
ndividual Feb 1
pre-work
p quiz
Project Simulation (Sz
zot)
In-class
Pro
oject simulation 20
0% Team
Feb 4-5
Care
eer managemen
nt
Courrse (Freedman)) 50
0% In
ndividual Jan 22
plan

nical Supporrt
Techn

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 youur 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 B Blackboard or Adobe
Connect. They
T cannot hellp you – these products are suupported by thhe Project Manaagement
Program.

OPRE6
6376.PI1 Fall 20
010 5 August 2010 Pagee 9
 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
6376.PI1 Fall 20
010 5 August 2010 Page 110
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.

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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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