ACP-620 course outline - Managing Jira Cloud Projects Updated: 2024

Career Focus

The Managing Human Capital course has been specifically designed to teach practical skills for the future general manager (not just the human resource practitioner) who seeks to manage both other people and their own career with optimal effectiveness. As such, at its core, this course is intended to sharpen three capabilities: people development; people management; and career management. We will explore, at a more advanced level than was possible in LEAD, those people-related issues and challenges that any good general manager should understand to be effective.

The term human capital implies that people have the capacity to drive organizational performance. The basic premise of this course is that how one manages and develops others can be the source of sustainable competitive advantage for organizations and for individual leaders within them. Any and all students who believe they will need to effectively manage other people to produce superior business results (revenues, profits, growth) while also creating a unique place to work (such that superior business results are sustainable) should take this course.

Educational Objectives

The objective of Managing Human Capital can be captured in a simple question: How can I create places where talented people will gather, produce, develop, and thrive?

While the question is simple in concept, it is remarkably difficult to execute—proven most recently by the Great Resignation. Future graduates of HBS, like the population at large, will have more and more choices about how to work and how to manage work, especially given advances in “big data,” AI, and other workplace technologies. They, and their companies--from the great global enterprises of the 21st century to the smallest entrepreneurial venture--will struggle with common questions and concerns about the people who work in their organizations, such as:

• Module 1 (Hiring): What kind of people do I need, and how do I hire them?
• Module 2 (Socialization): How do I effectively on-board them, setting them up for success?
• Module 3 (Performance Management): How do I keep them fully engaged and productive?
• Module 4 (Compensation and Rewards): How do I make sure they are properly incented to do what the organization needs them to do?
• Module 5 (Coaching Effective Managers and Talent Development): How do I develop them over time, so they are prepared to take on bigger roles down the road? How do I let go those who are not contributing?
• Module 6 (Structure): How do I architect my group, team, division, or organization to make the management of human capital easier, not harder? And, as we enter an age in which technology has made the boundaries within organizations far more fluid, how do I make sure the “organizational” or “workplace” structures upon which organizations have traditionally relied actually yield the “collaboration structures” we need to get work done?

In each module, we will intentionally discuss cases that frame both traditional and bleeding-edge “Future of Work” approaches to each human capital challenge. The ‘answer’ will often lie somewhere in-between the extremes but will, with regularity, come back to a set of guiding criteria that connect how human capital is managed with the goal of organizational performance. We will also aim to collectively answer the question: how can I be ready for the way human capital will be managed when I come back for my 10th or 20th reunion--and what experiments should I conduct in my teams and organizations the interim to stay on the leading edge (without accidentally reinventing the wheel and rediscovering things we already knew)?

In each module, and indeed within almost every session, we will explore these syllabus through three lenses: managing others, being managed by others, and managing our own human capital.

Course Content and Organization

We are all in the class to learn new ways to manage human capital. But we all learn differently. As a result, this course will draw on a range of different ways to learn.

Cases. A majority of classes will be case-based, using materials that highlight and illustrate issues in the management of human capital.

Workshops. Learning can sometimes be best done in exercises designed to apply and practice what I teach about the management of human capital. I have carefully selected (and, in some cases, designed) workshop exercises that relate to most modules of the course.

Research and Technical Knowledge. An article or chapter that discusses good practice for each of the levers discussed in the course will accompany most case discussions.

The Class. This is a discussion-based class, where we learn from each other. With these topics, there will be ample opportunity for people to wrestle with the best way to manage. As always, our best conversations will be when we choose to find both areas of difference and areas of agreement.

The Instructor. My career, both prior to academia and now as an academic, has been focused on exploring how to run organizations such that they make their people more effective, not less. I hope to share my own perspectives, as well as those from more general research, during our classes.

Guests. We will have a wide range of guests in our class. We will have guests who are protagonists in a case, subject matter experts, and successful C-Suite executives. My goal with these guests will be to understand their perspective on the core issues of the class.

Brief “Live Case” Assignment. I believe we learn best when we are engaged directly with organizations and the people leading them. The brief “live case” assignment will be an opportunity for you to talk directly with a small handful of the 2700+ alumni of the MHC course about their experiences, including the most and least successful ways in which their human capital has been managed by others (bosses, mentors, etc.) over their careers to date. (Think of this as a chance to hear both their best and worst stories and then make sense of those stories using the lessons of the MHC course.) We will devote one session, facilitated by an expert, to teach us how to effectively conduct such a discussion about a person’s development and career path. The final deliverable will be a short, written “live case”: a short memo that ties the alumni experiences back to aspects of the course. My hope is that seeing these concepts in action will help you understand what works well and what doesn't. (Note: The alumni interviews will be conducted by groups of students, but the memo will be written individually.)

The final grade will be determined 50% on class participation, 50% on written work.

Because of the nature of the exercises, workshops, simulations, and conversations in MHC, each section will be limited to 75 students. As a result, cross-registrants are rarely accepted but may submit a request via this link.

Please email professor Ethan Bernstein (e@hbs.edu) directly with any questions.

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The five-week Purdue Agile Certificate Online Course is a deep dive into the core principles and frameworks of the project management methodology.

Developed by subject matter experts in project management and aligned with the Agile Practice Guide of the Project Management Institute, this standalone course equips learners with the latest Agile tools and methods, enhancing their ability to drive project success and Boost customer satisfaction.

In this asynchronous program, learners view on-demand lecture videos and complete practical assignments that will deepen their understanding of Agile concepts and tools. They’ll have the opportunity to engage with their instructor and peers through discussion boards. The program is supplemented by two key textbooks: Agile Practice Guide from the Project Management Institute and Agile Project Management: 2 Books in 1 by Sam Ryan.

Course Curriculum and Modules

The 100% online, instructor-led Agile Certificate Online Course is conducted in the Brightspace online environment. Learners will complete two to three modules per week, for a total of 12 modules.

Learners can expect to spend an average of four to five hours each week on assignments, depending on prior knowledge and experience. Most course materials will be provided in Brightspace, but learners are responsible for purchasing their textbooks.

Program Outcomes

Upon completion of the program, learners will be able to:

• Define Agile project management and the benefits of using Agile approaches
• Summarize the Agile mindset and Agile Manifesto and how they both contribute to project success
• Describe how to prepare for effective Agile implementation, including key tools needed for a successful Agile approach
• Explain methods used to manage Agile projects
• Describe popular Agile approaches, including Scrum, Kanban, Extreme Programming (XP) and Scrumban
• Explain measurement methods to ensure ongoing success

The Agile Certificate Online Course is advantageous to anyone who manages projects, regardless of industry. Current project managers, those interested in moving into a project management position and individuals who require Agile knowledge in their roles — including business analysts, marketing strategists and software engineers — will all benefit from this program.

After completing this course, some learners go on to pursue their Agile Certified Practitioner (PMI-ACP)® certification through the Project Management Institute (PMI). Others choose to build on their skills with Purdue’s Project Management Essentials and PMP® test Preparation courses, with the goal to sit for the Project Management Professional (PMP)® certification exam.

Learners who are already PMI-ACP certified earn 2.1 continuing education units, which they can apply toward maintaining certification.

One career option for course completers is Scrum master. These individuals are part of a Scrum team working to meet sprint goals and are well versed in Agile methodology and the Scrum approach. The average annual salary for Scrum masters is upwards of $107,000.

Frequently Asked Questions

About Agile and the Agile Certificate Online Course

What is Agile?

Agile methodology is an adaptable type of project management. It has many frameworks for implementation, but at its core, it is about being flexible, collaborative and efficient. Teams work in short cycles, or iterations, to develop small parts of a project over time. This approach allows teams to respond quickly to changes and continuously Boost the product based on feedback. Agile works best for projects with shifting requirements and for those where not all requirements are known.

What are the benefits of completing this course with Purdue rather than learning about Agile myself?

What is Agile certification?

What other certifications will this program prepare me for?

Course Instructor

Career Paths

Graduates are well positioned for careers in business, sustainability management, innovation, social enterprise, strategic and service design, and entrepreneurship in a wide range of industries, organizations, and professional fields. Students who are already working can apply their learning to become "intrapreneurs" in their current organizations, or advance into novel and emerging roles such as chief change officer, chief innovation officer, or lead design thinker.

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The management minor is available to all ESF undergraduate students who want to develop greater skills and knowledge of business fundamentals. In addition to understanding basic financial and managerial accounting principles, students can further develop focus in their minor through coursework in entrepreneurship, finance, marketing, human resources, and other topics.

Admission to the minor requires sophomore status, a cumulative grade point average of 2.70 or better and permission (via the ESF Minor Enrollment Form) of the Coordinator of the minor. Normally, students are allowed to take only one management course at Syracuse University's Whitman School per semester, so careful planning is required.

The management minor requires fifteen (15) credits, six (6) credits from a required course and nine (9) credits of elective courses. It is the responsibility of the student to meet any prerequisites associated with any courses in the minor.

Required Courses (6 credits)

Elective Courses (9 credits)

SU courses

*Students in the Sustainable Energy Management major may not use ENS 422 and FOR 454 to satisfy the requirements in the Management minor.

Concentration in Operations Management

Operations Management is a broad and multi-dimensional business area. Highly integrative, Operations Management determines how an organization executes its mission and goals. Operations Management is both an art and a science, tying together quantitative analytical skills with cognitive problem solving.

The Operations Management concentration provides students with knowledge of current issues in the Operations Management discipline. Intense competition in fast-paced global environments makes competencies in this field critical in both service and goods-producing organizations. This concentration is applicable in many industries and organizations, combining knowledge in business analytics, process design and analysis methods, project management, and operations management issues. The curriculum recognizes environmental, ethical, and social issues. The pedagogy entails lectures and discussions, case studies, field studies, and analytical modeling.

The Operations Management concentration builds upon the Carroll School of Management core, particularly complementing courses in statistics, organizational management, and economics. Our courses emphasize analysis and decision making and are explicitly designed to deliver the skills and knowledge required to successfully manage people, processes, and systems in today's competitive environment.

The concentration is designed to intersect with other functional disciplines making Operations Management an excellent complement to other concentrations including Accounting, Business Analytics, Finance, Marketing, Information Systems, or Management and Leadership.

Objectives of the Undergraduate Concentration in Operations Management

The objectives of the undergraduate concentration are to develop managers who:

• possess a broad and deep understanding of theories and concepts in Operations Management
• are capable of applying skills and knowledge to address management problems
• understand and utilize quantitative and qualitative analysis in decision making
• appreciate the role of operations in an organization and the interrelationships among functional areas

Careers in Operations Management

Operations managers manage both processes and people, with a highly integrative career path tying together analytical decision making with strategic perspectives and the needs of employees and other stakeholders. Our graduates have successfully attained positions in process management and analysis in major companies such as Accenture, Boston Beer, Deloitte, EY, Fidelity, General Electric, Goldman Sachs, IBM, JPMorgan Chase, and UBS. Students with this concentration may pursue careers in consulting, financial services, healthcare services, retail, transportation, technology, government, manufacturing, and not-for-profit organizations. Students with an operations management concentration are typically hired into positions such as Operations Analyst, Project Team Member, Supply Chain Analyst, Consultant, Process Designer, and Management Trainee, as well as positions on the corporate planning staff.

The demand for managers with these skills is strong and will increase as firms continue to recognize that they compete not only with new products, good marketing, and skillful finance, but also with a high degree of competence in managing their operations. Salaries for majors in Operations are and will likely remain competitive with all other concentrations in management.

Operations Management Concentration Requirements

The following two courses are required for the concentration:

• OPER3375 Operations Strategy and Consulting (fall)
• OPER2255 Managing Projects (fall and spring)

Also take two of the following:

• OPER3310 Sports Analytics (fall and spring)
• OPER3332 Supply Chain Management (spring)
• OPER3384 Predictive Analytics (fall and spring)
• OPER6604 Management Science (fall and spring)
• OPER6605 Risk Analysis and Simulation Methods (spring)
• OPER6606 Forecasting Techniques (fall, online, and spring)
• OPER6608 Pricing and Revenue Optimization (spring)
• OPER6614 Quality Management (fall)
• Other Special and Advanced subject courses as offered

Docebo is one of the best learning management systems for corporations, thanks to features such as social learning, Salesforce integration, mobile learning, e-commerce, free extensions, custom domains and artificial intelligence. Its more than 400 integrations include Adobe Connect, Confluence, Dropbox, Evernote, Facebook, G2, GitHub, Google Analytics, PayPal, Stripe, Trello and WordPress.

Who should use it:

Businesses that need social learning features will appreciate Docebo.