The document is a rubric for evaluating the core functions and skills of instructional designers. It outlines performance levels across different competencies.Summary:The rubric evaluates instructional designers across several core competencies, including building relationships, project management, task management, time management, scope management, listening skills, knowledge of fundamentals, and self-improvement.For each competency, there are 4 levels describing the degree to which expectations are met - Level 4 (Exceeds), Level 3 (Meets), Level 2 (Generally Meets), and Level 1 (Does Not Meet).The rubric aims to provide a standardized framework for assessing the performance of instructional designers in key areas. It enables benchmarking against standards and identification of strengths and development areas. 

" This is an advanced course on modeling, design, integration and best practices for use of machine elements such as bearings, springs, gears, cams and mechanisms. Modeling and analysis of these elements is based upon extensive application of physics, mathematics and core mechanical engineering principles (solid mechanics, fluid mechanics, manufacturing, estimation, computer simulation, etc.). These principles are reinforced via (1) hands-on laboratory experiences wherein students conduct experiments and disassemble machines and (2) a substantial design project wherein students model, design, fabricate and characterize a mechanical system that is relevant to a real world application. Students master the materials via problems sets that are directly related to, and coordinated with, the deliverables of their project. Student assessment is based upon mastery of the course materials and the student's ability to synthesize, model and fabricate a mechanical device subject to engineering constraints (e.g. cost and time/schedule)."

Cultivating stakeholders is a critical part of event management. This application activity covers the following four-stage process for involving stakeholders in an event: identification of stakeholders, classifying stakeholders, assessing stakeholders, and maintaining stakeholders. A case study is provided for students to apply to cultivating stakeholders in an industry example.

In the market segmentation of festival attendees’ application activity, students will review a mini-lecture material related to market segmentation, target marketing, and event positioning. Students will then apply the concepts of marketing segmentation, target marketing, and event positioning by analyzing data collected from an international music festival to establish the target market of the international music festival.

Sponsorship management is activities that an event organization engages in to secure support from sponsors and manage the interests of sponsors at the event. The organizer and sponsor are jointly interested in successfully operating events for their mutual benefit. This section provides an overview of sponsorship management for events. The differences between sponsorship and advertising were compared for their strengths and weaknesses. The sponsorship management of a social event was discussed from the prospective from the perspective of organizers and sponsors. A case study on an LGBT+ event provided a case problem for how to construct a social media sponsorship package.

Volunteer management is an integral part of any event that relies on volunteer contributions. Managing volunteers for events is related to three related domains: events, human resources, and volunteering. Each of the domains is discussed for its relation to volunteer management in the context of a sporting event. The practice of managing volunteers is considered in terms of its phases. A real-life case is provided so that students can apply their understandings of volunteer management in resolving the case problems.

Financial management helps an event planning operation to achieve a profitable future in the competitive business environment. Astute financial management involves securing, allocating and controlling financial resources held by the operation. Good budgeting practices ensure a successful outcome of an event that meets financial objectives. A real-life case study is provided for students to apply financial management principles.

This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation.

This course is a core requirement for the Masters in Engineering program designed to teach students about the roles of today's professional engineer and expose them to team-building skills through lectures, team workshops, and seminars. Topics include: written and oral communication, job placement skills, trends in the engineering and construction industry, risk analysis and risk management, managing public information, proposal preparation, project evaluation, project management, liability, professional ethics, and negotiation. The course draws on relevant large-scale projects to illustrate each component of the subject.

As its name implies, the 3.042 Materials Project Laboratory involves working with such operations as investment casting of metals, injection molding of polymers, and sintering of ceramics. After all the abstraction and theory in the lecture part of the DMSE curriculum, many students have found this hands-on experience with materials to be very fun stuff - several have said that 3.042/3.082 was their favorite DMSE subject. The lab is more than operating processing equipment, however. It is intended also to emulate professional practice in materials engineering project management, with aspects of design, analysis, teamwork, literature and patent searching, web creation and oral presentation, and more.

Introduces students to the theory, algorithms, and applications of optimization. The optimization methodologies include linear programming, network optimization, dynamic programming, integer programming, non-linear programming, and heuristics. Applications to logistics, manufacturing, transportation, E-commerce, project management, and finance.

Intensive coverage of precision engineering theory, heuristics, and applications pertaining to the design of systems ranging from consumer products to machine tools. Topics covered include: economics, project management, and design philosophy; principles of accuracy, repeatability, and resolution; error budgeting; sensors; sensor mounting; systems design; bearings; actuators and transmissions; system integration driven by functional requirements and operating physics. Emphasis on developing creative designs which are optimized by analytical techniques applied via spreadsheets. Many real-world examples are given, and classwork and tests are based on mini-design problems. From the course home page: This is a projects course with lectures consisting of design teams presenting their work and the class helping to develop solutions; thereby everyone learning from everyone's projects.

In this course, students identify issues in educational or other professional settings on which to focus their critical and creative thinking skills. Each student works through the different stages of research and action - from defining a manageable project to communicating findings and plans for further work. Supervision is provided when the student's research centers on new teaching practices, workshops in the community, or volunteer. The classes run as workshops in which students are introduced to and then practice using tools for research, writing, communicating, and supporting the work of others.

This book covers the basics of project management. This includes the process of initiation, planning, execution, control and close out that all projects share. This book has been adapted by the author as of August 15, 2014. The adaptation includes Canadianized content, PowerPoints, Audio Files, and Chapter Questions.

The primary purpose of this text is to provide an open source textbook that can be used in introductory project management courses. The objective is to develop a concise, widely applicable open source textbook that can be used in the for-profit and non-profit sectors. This text covers all aspects of the project management lifecycle. The author has intentionally left out examples from fields of practice like business, engineering and information technology in order to ensure this text has universal applicability.

In a world that is becoming more virtual, more global, and more complex, the project manager's ability to function in this environment becomes critical to the success of the project. Project Management from Simple to Complex explores project management within this complex, virtual, and global environment.

This is not a standard textbook that was adapted to the new publishing paradigm but was designed from the beginning to utilize its capabilities. The book is written in collaboration by an expert in Project Management—Russell Darnall—and an expert in writing instructional texts and using technology for communicating online—John Preston—to create a unique learning environment that prepares students to manage projects in a global, multicultural, and online environment.

Project Management from Simple to Complex features a new model for managing projects, as well as, exploration into the personal dynamics of project management and the role those dynamics play in project outcomes.

Underestimating project complexity is widely accepted as one of the major causes of project failure. Based on international benchmarking activities (Merrow, 2010), we know that an average of 40% of projects do not deliver what they promised; for megaprojects in the oil and gas industry this figure is even worse (Ernst&Young, 2014).

As with most external factors, many of the causes and consequences of complexity are difficult to avoid or control. When dealing with complexity, standard practices in the field of project management often overlook the inherent uncertainties linked to the length and scale of engineering and infrastructure projects and their constantly changing environments. The situation is exacerbated by rapidly evolving technologies and social change.

Attempts to overcome these challenges by simply trying to reduce their causes is not enough.

In this course, you will learn our approach to mastering complexity, focused on front-end development and teamwork, which will help you develop the skills you need to make timely actions in order to tackle complexities and improve your chances of project success. You will learn how to enhance your own capacities and capabilities by ensuring you have the necessary balance of complementary skills in your team.

Project success starts with recognizing the main drivers of complexity, which can be highly subjective and highly dynamic. In this course, you will learn to identify what makes a project complex and how to perform a complexity assessment.

Examining the elements of a project (such as interfaces, stakeholders, cultures, environment, technology, etc.) and their intricate interactions is key to mastering complexity.

You will analyze these elements in the context of your own project. Then, based on our complexity framework, you will identify the complexity footprint of your project and use it to adapt your management processes. With personalized guidance and feedback from our world-class instructors, you will learn how to recognize what competencies you need to develop and how to adapt your management style accordingly, not only to improve project performance but also to enhance your decision-making capacity.

This document provides a checklist tool for managers and leaders in distance education centers and online departments to utilize when prioritizing projects and determining workload allocation. It includes sections on assessing project alignment with organizational goals, evaluating resources needed, considering risks and constraints, and scoring/ranking projects. The checklist encourages objective analysis of proposed initiatives to aid in decision-making on what projects should move forward.