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M.S. in Project Management

A Master of Science in Project Management from Saint Mary's University of Minnesota will provide you with the skills and knowledge you need to lead complex projects in a variety of industries and positions.

Your Saint Mary's learning experience will begin with a deep, foundational understanding of business practices and philosophies and will then dive into the process of defining, implementing, and evaluating projects. Throughout your coursework you'll find a curriculum that emphasizes the importance of setting clear goals, managing a project's scope, effectively communicating with and motivating a team, and successfully completing a project's stated objectives on time and on budget. 

When you enroll at Saint Mary's, you'll learn alongside your peers in classes that are taught by industry professionals and through lessons that incorporate real-world examples. This educational approach provides the best foundation for immediately implementing coursework in your workplace.

Project Management Professional Exam and Preparation

Since the Saint Mary's M.S. in Project Management curriculum is in full alignment with Project Management Institute's standards, you'll know that your education is valued in the broader employment market. The Project Management Institute is the world's leading nonprofit professional membership association for the project, program, and portfolio management profession. You'll also find that you've received the preparation necessary to take the Project Management Professional (PMP) exam and earn your PMP certification.

From Start to Finish

  • You can earn your M.S. in Project Management degree in a little more than one year.
  • Cohorts begin every spring, summer, and fall.


On-Campus or Blended Programs

Fully Online Programs

Applicants must submit the following:

  1. Completed application form with the nonrefundable application fee (fee not required for alumni or students seeking readmission or veterans and active military personnel), and
  2. An official transcript issued to Saint Mary’s University of Minnesota from the institution posting the applicant’s completed bachelor degree and other relevant transcripts documenting program prerequisites and potential transfer credits.(An official transcript is one that is sent to the university by the credit-granting institution. Transcripts from countries other than the U.S. must be evaluated by a university accepted evaluation source, such as World Education Services, Educational Credential Evaluators, Educational Perspectives, or One Earth International Credential Evaluators and be deemed equivalent to accredited U.S. university standards).
  3. A reflective essay which includes the following:
    • brief description of the applicant’s background, training, and experience; and
    • statement indicating the career goals of the applicant and his or her reasons for seeking admission to the program; and
    • description of the areas the applicant considers to be his or her strengths and areas in which the applicant wishes to develop greater strengths and abilities; and
    • personal information the applicant wishes to share.
  4. Two letters of recommendation that verify professional and/or volunteer experience and academic ability; and
  5. A current résumé listing educational background and work experience.
  6. Applicants with international transcripts may require an English language proficiency exam (TOEFL, IELTS, PTE or MELAB accepted.)

Please Note: Application materials should be sent to the attention of the Office of Admission on the Twin Cities campus.

Saint Mary’s University of Minnesota
Office of Admission
2500 Park Avenue
Minneapolis, MN  55404


This program is offered at our Twin Cities and Rochester locations and online.

Degree Requirements

Degree Requirements

Required Project Management Courses 24 cr.
Required Management Courses 9 cr.
Required Capstone Course 3 cr.
Total 36 cr.

 *Students who hold PMP Certification at the time they are admitted to the program may waive the PRM600 Fundamentals of Project Management and substitute another 3 credit course from the list provided. All PRM degree seeking students must complete 36 transcripted credits. Up to 6 credits may be transferred into the program at the time of admission if the course previously taken matches a required course.

Required Project Management Courses: 24 cr.

PRM600 Fundamentals of Project Management (3 cr.)

This foundation course examines the project management framework. This framework covers key terminology, project management context, and processes. Topics include project management knowledge areas, life cycles, and organizational designs.

Upon completion of this course, students are expected to be able to do the following:

  1. Apply key project management terms.
  2. Analyze the environment in which projects operate.
  3. Describe a generalized view of how the various project management processes commonly interact.
  4. Identify project integration, scope, time, cost, quality, human resource, communications, risk, and procurement management process inputs, tools and techniques, and outputs.
  5. Identify life cycle phases appropriate to a project.
  6. Analyze stakeholder needs and expectations.

PRM601 Project Planning and Scheduling (3 cr.)

This course examines activities related to project planning and estimating. It examines the use of various planning techniques in managing budgets, schedules, and human/material resource allocations. Planning activities associated with quality, communications, risk, and procurement are addressed.

Upon completion of this course, students are expected to be able to do the following:

  1. Plan and estimate project scope, cost, schedule, risk, and quality requirements.
  2. Select appropriate activities and tools for project initiation and project integration.
  3. Prepare a work breakdown structure with a linear responsibility chart.
  4. Use project estimating tools, including network activity diagrams, cost estimating and budgeting, activity duration, and resource plans.
  5. Prepare a detailed project work plan using Microsoft Project.
  6. Divide complex problems into subproblems.
  7. Use cost-benefit measurement methods to analyze the effects of change.
  8. Identify factors that create change.
  9. Implement financial planning and monitoring and control techniques.

PRM611 Technical Communication (3 cr.)

This course strengthens and deepens communication skills for technical professionals. Organization of information for multiple audiences and purposes is engaged for project managers and technologists. Students work hands-on with technological tools to document and present project outcomes. Professionalism in both oral and written communication is expected.

Upon completion of this course, students are expected to be able to do the following:

  1. Design and revise business/workplace documents for a specific audience and purpose.
  2. Compose and apply discipline-specific voice, style, and terminology to achieve communication goals.
  3. Distinguish, formulate, and evaluate design principles to assist with visual, written, and oral communication.
  4. Assess and employ technology to assist in achieving communication objectives.
  5. Assemble and interpret relevant research materials.
  6. Prepare professional documentation consistent with university and workplace standards.

PRM612 Project Leadership Team and Stakeholder Management (3 cr.)

This course examines the various organizational designs used to effectively complete projects through people.  Topics include organizational planning, staff acquisition, team development, conflict resolution, and negotiation.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify, document, and assign project roles, responsibilities, and reporting relationships.
  2. Develop team building activities to achieve project goals and resolve conflicts.
  3. Develop strategies to recruit and retain project human resources to completion of project.
  4. Use performance appraisal and staff development techniques.
  5. Demonstrate, select, and adapt communications styles critical to project phases.
  6. Formulate significant questions that delineate the communication issues of stakeholders and team members.
  7. Synthesize in a balanced manner the individual, organizational, and systemic issues in conflicting situations.

PRM613 Project Integration and Quality Management (3 cr.)

This course examines various methods used to ensure the project meets the stakeholder needs for which it was undertaken, including quality planning, quality assurance, and quality control.  It examines integration of project information, including gathering requirements, integrating the project plan, reporting performance, and project closure.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify quality standards relevant to the project.
  2. Create a quality assurance plan.
  3. Evaluate overall project performance.
  4. Monitor specific project results against the quality standards.
  5. Apply ethical considerations to project decisions.
  6. Determine needs of the stakeholders.
  7. Develop and use tools and techniques for project communications.
  8. Prepare and present project information in oral and written forms.
  9. Locate and use information reflecting multiple sides of a question.

PRM614 Project Risk Management (3 cr.)

This course explores the basic principles and practices of risk management.  Key concepts in managing uncertainty include developing a risk approach; and identifying, analyzing, responding to, and monitoring risks in projects, programs, and portfolios.

Upon completion of this course, students are expected to be able to do the following:

  1. Determine the tolerance for uncertainty within an organization.
  2. Identify potential problems and opportunities within a project.
  3. Analyze the likelihood of the risk occurring and its impact.
  4. Determine appropriate responses to significant risks.
  5. Monitor and control risk events during projects.
  6. Evaluate the traditions and practices in the field that are often accepted unquestioningly.

PRM615 Project Procurement and Cost Management (3 cr.)

This course examines the principles and concepts essential to managing project procurement and project costs (and value) successfully. Project procurement management are to plan purchases and acquisitions, plan contracting, request seller responses, select sellers, contract administration, and close contracts. Project cost management topics include cost estimating, cost budgeting, and cost control. Special attention is given to project value analysis and earned value analysis.

Upon completion of this course, students are expected to be able to do the following:

  1. Determine what to procure and when.
  2. Analyze product requirements.
  3. Select appropriate type of contract.
  4. Obtain quotations, bids, offers, or proposals from appropriate parties.
  5. Determine appropriate selection process.
  6. Evaluate bids against selection criteria.
  7. Manage contract relationships and vendors.
  8. Complete and close the contract, including resolution of any open items.
  9. Conduct activities in an ethical manner.
  10. Use the concept of project earned value.


PRM616 Earned Value Management for Project Managers (3 cr.)

This course examines earned value management (EVM) required for essential and proactive financial decision making by the project manager. This course uses case studies, scenario-based learning, and hands-on learning to enable a practical understanding. This course covers key terminologies in the project management context as well as efficient execution processes. Topics include the PMI defined project management knowledge areas, project life cycles, and implementation within varying organizational designs both local and global.

Upon completion of this course, students are expected to be able to do the following:

  1. Assess projects utilizing earned value management strategies to manage and report project status.
  2. Interpret and diagram earned value (EV) data to manage technical, cost, and schedule performance of projects.
  3. Evaluate the breakdown of the project work scope into finite pieces to be assigned to team members and assess accomplishments at the work performed level.
  4. Integrate the project work scope, schedule, and cost objectives into a performance measurement baseline plan.
  5. Explain significant variances between actual costs/earned value and planned costs and value to executive audiences.
  6. Demonstrate analysis of significant variances from the plan, forecast impacts, and prepare an estimate at completion based on performance to date and work to be performed.

Required Management Courses: 9 cr.

GM630 Quantitative Methods (3 cr.)

This course focuses on statistical analysis of data for professional applications or research with an emphasis on quantitative methodologies. The course covers populations, sample selection, and descriptive and inferential statistics. Significance, Chi Square, correlations, analysis of variance and simple regression, and concepts of reliability, validity, and levels of measurement are addressed.

Upon completion of this course, students are expected to be able to do the following:

  1. Apply statistical ideas and practicalities to real-world quantitative situations within organizations.
  2. Read and interpret the statistical content of literature relating to management of people and resources.
  3. Analyze statistics through performing basic computation both by hand and with computer software.
  4. Determine and apply the appropriate inferential analysis for different types of data and derive correct conclusions.

GM660 Financial Management (3 cr.)

This course introduces, discusses, and analyzes financial issues facing profit, nonprofit and governmental organizations in today's domestic and global business environment. The course provides the general manager with an ethical financial manager's perspective through examination of various financial areas, including types of organizations; sources of capital; financial statement analysis; asset management; time value of money; international payments and foreign exchange rates; trade theory and policy; and investment in the U.S. and in foreign countries.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify the various forms of business entities and the different ways of financing them.
  2. Analyze the financial reporting requirements of the differing entities.
  3. Apply the principles of managing current assets and current liabilities.
  4. Assess the existence of management problems and/or opportunities through analyzing of a company's financial statements and making comparisons to other companies in the same industry.
  5. Compute present values and use them in financial decision making.
  6. Analyze the global economy and its impact on the domestic economy.
  7. Identify the impact of unethical behavior by an entity's general and financial managers on the entity and its owners.
  8. Outline the mechanics and risks of operating an entity in a global marketplace.

GM675 Managerial Ethics and Issues (3 cr.)

This course examines philosophical theories and ethical practices that can be used to resolve organizational dilemmas.  The course emphasizes the role of managers to strengthen the ethical culture of the organization.  Application of ethical principles and models to deal with complex ethical issues facing domestic and global organizations is studied.  Students develop skills in values-based decision making built upon integrity and accountability.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify and assess the extent of ethical issues that face organizations, communities, and stakeholder groups.
  2. Recognize how ethical theories, principles, and models provide options for examining complex ethical issues.
  3. Analyze how organizational and cultural norms affect the ability of people within it to act ethically.
  4. Consider value-based decision making to select options that are congruent with business.
  5. Develop a framework for resolving complex ethical dilemmas.
  6. Apply ethical theories, models, and principles.


Capstone Course: 3 cr.

PRM689 Project Management Capstone (3 cr.)

This course focuses on integrating project management knowledge, skills, and tools developed in previous courses. It emphasizes critical analysis, synthesis, and evaluation of the theories and application of project management. It includes a major research paper and presentation related to a project.

Upon completion of this course, students are expected to be able to do the following:

  1. Apply critical thinking and problem solving skills to project management problems or issues.
  2. Conduct research on topics associated with project management issues.
  3. Implement major aspects of project management for a sample project.
  4. Evaluate lines of reasoning offered in support of a viewpoint.
  5. Produce various interpretations of a problem or issue, identify various ways of dealing with it, and develop strategies for a solution.

Courses Available for Those with Waived PRM600

Students may take other graduate courses in the School of Business and Technology.

PRM620 Project Leadership in Agile Environments (3 cr.)

This course develops the skills, techniques, and mindset to build consensus, collaborate with stakeholders, and support self-managed teams in continuous testing of efficiency and effectiveness through Agile project management methods.

PRM650 Project Management for IT Professionals (3 cr.)

This course examines the project management framework through the eyes of the IT professional using case studies and scenario-based learning.  Topics include the PMI defined project management knowledge areas, project life cycles, and implementation within varying organizational designs.

Upon completion of this course, students are expected to be able to do the following:

  1. Use project management terminology.
  2. Shape a project plan to address user needs using a systems approach.
  3. Document a complete project plan, including a specification, schedule, and budget in an executable form.
  4. Analyze the interdependencies of a typical multi-project environment and address how to effectively manage those interdependencies.
  5. Apply common project control methodologies such as earned value systems.
  6. Conduct project reviews using accepted methods, including CDR and PDR, and produce the associated documentation.
  7. Conduct the close-out of a project in an IT environment.


Connect With Us

Nicole Coppersmith, M.A.

SGPP Admission - Senior Enrollment and Transfer Counselor

Oakdale Center, OC

Campus Box: # 28

(612) 238-4561

Nicole Coppersmith M.A.
Carlie Derouin

SGPP Admission - Enrollment Counselor, Graduate School of Business and Technology

LaSalle Hall-TC Campus, LSH112

Campus Box: # 28

(612) 728-5198

Carlie Derouin


Catherine Bartholet, M.A.

Project Management - Adjunct Program Associate Professor

Richard Berg, Ed.D.

MS Project Management Program - Adjunct Associate Professor

(651) 271-7906

Kelly Eitel, Ed.D.

MS Project Management Program - Adjunct Assistant Professor

(763) 276-6505

Kelly Eitel Ed.D.
Anne Fifer, M.A.

BS Communication - Adjunct Program Instructor

(612) 850-3166

Lawrence Graber, M.A.

MA in Organizational Leadership Program - Adjunct Instructor

(651) 303-5316

William Johnson, M.S.

MS in Project Management - Adjunct Instructor, Program Director, MS in PRM and ITM

Brother Louis Hall, BLH229

(612) 728-5178

William Johnson M.S.
Thomas Kiekhafer, M.A.

Bachelor of Science Program - Adjunct Assistant Professor

Karen Rainford, Ed.D.

Project Management - Adjunct Assistant Professor

Karen Rainford Ed.D.
Jeffrey Sears, M.S.

Project Management Program - Adjunct Instructor

Thomas Shipman, M.S.

MS in Project Management - Adjunct Instructor

Richard Theis, M.S.

MA in Project Management - Adjunct Instructor

(763) 572-6795

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