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Wed, 03 Jan 2024 00:19:00 -0600entext/html What Is Sport Management? Degrees, Specializations And Careers

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

If you enjoy playing or coaching recreational sports, you may be considering a career in sport management. After all, the field is diverse and can be highly lucrative. But what is sport management, exactly? Keep studying to learn more about this multidisciplinary business field.

What Is Sport Management?

Sport management refers to the management of various business functions in sports and recreation organizations. Depending on their specific job title, sport management professionals might plan, direct, organize or budget within a sports-related organization.

Getting a job in sport management doesn’t necessarily mean signing on with a professional athletic league. Sports and recreational organizations, like college teams, stadiums, sports media firms and the Paralympics employ people with sport management skills.

A sport management professional typically has a bachelor’s degree at minimum. Leadership positions in sports and recreation usually require at least a bachelor of business administration.

Sport Management Degrees

Bachelor of Science in Sport Management

An undergraduate sport management degree prepares students for entry-level positions in the industry. Some start with a four-year undergraduate program at a college or university. Others begin by completing a two-year associate degree at a community college before transferring to a four-year university.

Expect to cover a variety of subjects related to business management in undergraduate sport management courses. You might study brand management, event planning, facility management and legal aspects of sports and athletics. A BS in sport management equips students to work in facility management or sporting goods sales. Such entry-level positions often serve as a springboard to more advanced career paths.

Bachelor of Business Administration in Sport Management

If you’re interested in sports leadership positions, consider pursuing a bachelor of business administration (BBA). This degree involves a business-intensive curriculum featuring management, finance, accounting and marketing courses.

BBA programs usually take three to four years to complete. Potential careers for BBA graduates include sport manager, athletic director, general manager, sports advertising sales manager and parks and recreation director.

MBA in Sport Management

MBA in sport management programs sharpen your business management skills through the lens of the sports and recreation industry. These degrees typically take two years to complete. Core coursework includes business-centric subjects like finance, marketing, accounting, statistics and operations.

Sport management MBA programs offer a variety of industry-specific electives. These may include classes like coaching, sports media, sport psychology and international sports relations. Many programs also include internship opportunities for students to gain hands-on experience with athletic organizations.

Earning an MBA can open the door to higher-paying jobs in larger sports organizations. Sport management MBA graduates often find jobs with professional athletic leagues or sports marketing firms.

Ph.D. in Sport Management

If you’re interested in academia, consider pursuing a Ph.D. in sport management. People with sport management doctoral degrees often go on to launch careers as professors, researchers, urban developers and economists in the context of sports and recreation.

As a sport management Ph.D. candidate, you’ll develop an original doctoral dissertation. Throughout the program, you’ll generate research ideas, conduct relevant research and take supplemental coursework. Most Ph.D. candidates also serve as graduate student research assistants, providing professors with grading and instruction support.

During a doctoral program, your research could examine the intersection of sports and gender, for example. Other possible research areas include sports and their social impact or sports industry economics. Students are encouraged and expected to generate their own research ideas for original thesis development.

Sport Management Concentrations

Because sport management is a multidisciplinary field, many students pursue concentrations to deepen their expertise in a specific subtopic. If you’re inclined toward a certain aspect of the industry, consider finding a program that offers a concentration in that particular field. Below are a few examples of popular sport management concentrations.

Sports Law

The world of professional, amateur and recreational sports have many legal considerations. Sports lawyers help athletes, coaches, managers and organizations navigate those laws and, when possible, avoid costly litigation.

Some of the most common areas of sports law include:

  • Contract law. This area governs the contracts made between athletes, coaches and their respective teams. These contracts are most common in professional athletic leagues and involve millions of dollars. Sports lawyers draft these contracts and aid in their negotiation.
  • Trademark law. Sports teams are identified by their names, logos and sometimes slogans. Those assets need to be trademarked for teams to maintain rights and control over them. In this case, sports lawyers help teams file their trademarks and enforce the terms in the event of trademark violations.
  • Personal injury law. Athletes are prone to injury, both on and off the field. If an athlete (or another plaintiff, like a coach or spectator) files a legal claim after an injury, personal injury lawyers step in to facilitate the claims process. Furthermore, venues that host sporting events must ensure the space is safe to avoid personal injury liability. Personal injury law comes into play if a fan gets injured at a game due to neglected facility maintenance.

Sports Media

Sports media refers to the broadcast and reporting of sporting events, teams and sports news. Jobs in the sports media field include print journalism, photography, broadcast reporting (TV and radio), sports information analysis and program production. Major employers in the sports media arena include the MLB Network, ESPN and NBC Sports Regional Networks.

Event Management

Sports event management involves planning, coordinating, organizing and leading events for sports organizations. Putting on sporting events at every level requires attention to detail and quick decision-making skills. Among other key responsibilities, event managers must manage budgets, negotiate with vendors and coordinate day-of logistics.

Careers in Sport Management

Below we explore some popular sport management careers. We sourced salary data from the U.S. Bureau of Labor Statistics and Payscale.

Athletic Director

Average Annual Salary: Around $66,000
Job Description: Athletic directors liaise among schools’ athletes, coaches and academic departments. These professionals oversee the goals, budgets and operations of schools’ athletic departments. They also help hire coaching staff, maintain facilities and promote athletic programs.

Facilities Director

Median Annual Salary: $99,030
Projected Job Growth (2022–2032): +5%
Job Description: Facilities directors are responsible for the upkeep and maintenance of athletic facilities. They ensure the safety of all those playing on the field, court or other playing surfaces. Facilities directors should hold a postsecondary degree in sport management and be trained in CPR and first aid.

Marketing Manager

Median Annual Salary: $140,040
Projected Job Growth (2022–2032): +7%
Job Description: Sports marketing managers employ sales and marketing tactics to promote sports teams and their related organizations. They might also promote individual high-profile athletes.

Frequently Asked Questions About Sport Management

Is sport management in demand?

Considering that ​​75% of Americans consider themselves sports fans, the sports industry is enjoying a positive growth outlook. As a result, growth rates for jobs including coaches, scouts, agents and business managers are on the rise.

What does a person with a sport management degree do?

Sport management degree-holders typically have various career options. Some might work directly with athletes as coaches, athletic directors or facilities directors. Others go the corporate route and become marketers, lawyers, data analysts or sports reporters.

What jobs are the highest paid in sport management?

Marketing managers have one of the highest-paying positions in the sport management industry, with the U.S. Bureau of Labor Statistics reporting a median annual salary of $140,040 across sectors.

Is it hard to get a job in sport management?

Yes, especially for those lacking the proper education or industry connections. Holding a degree in sport management gives you a higher chance of standing out against the competition and creating a lucrative career in the industry.

Mon, 18 Dec 2023 21:29:00 -0600 Cecilia Seiter en-US text/html
Online Ph.D. in Project Management No result found, try new keyword!Programs at the doctorate degree level may also include methodology courses on research and writing. In many cases, doctoral students specialize in project management within the context of a more ... Sun, 09 Apr 2023 21:00:00 -0500 QCA law enforcement officers graduate from management course No result found, try new keyword!The Moline Police Department hosted the law enforcement executive management course from Northwestern University and 21 area leaders were set to graduate Friday, a news release says. Fri, 15 Dec 2023 10:00:00 -0600 en-us text/html

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

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Exam Code: ACP-620 Managing Jira Cloud Projects course outline January 2024 by team

ACP-620 Managing Jira Cloud Projects

Exam Specification: ACP-620 Managing Jira Cloud Projects

Exam Name: ACP-620 Managing Jira Cloud Projects
Exam Code: ACP-620
Exam Duration: 2 hours
Passing Score: 65%
Exam Format: Multiple-choice
Exam Delivery: Online proctored exam

Course Outline:

1. Introduction to Jira Cloud Projects
- Overview of Jira Cloud and its project management capabilities
- Understanding the key features and functionalities of Jira Cloud Projects
- Exploring the benefits of using Jira Cloud for project management

2. Creating and Configuring Jira Cloud Projects
- Setting up new Jira Cloud Projects
- Configuring project settings and permissions
- Defining custom fields, workflows, and issue types

3. Managing Project Boards and Workflows
- Creating and configuring Agile boards and Scrum boards
- Customizing workflows and statuses for project management
- Implementing agile methodologies and best practices

4. Collaboration and Communication in Jira Cloud Projects
- Managing project teams and assigning roles
- Using Jira Cloud features for collaboration and communication
- Integrating Jira Cloud with other collaboration tools

5. Reporting and Metrics in Jira Cloud Projects
- Generating project reports and dashboards
- Tracking and analyzing project metrics and KPIs
- Utilizing Jira Cloud analytics for project insights

6. Automation and Advanced Features in Jira Cloud Projects
- Automating tasks and processes using Jira Cloud automation
- Leveraging advanced features and plugins for enhanced project management
- Implementing best practices for efficient project management in Jira Cloud

Exam Objectives:

1. Understand the features and capabilities of Jira Cloud for project management.
2. Create and configure Jira Cloud Projects according to project requirements.
3. Manage project boards and workflows using Agile methodologies.
4. Collaborate and communicate effectively within Jira Cloud Projects.
5. Generate reports and track project metrics in Jira Cloud.
6. Utilize automation and advanced features for efficient project management in Jira Cloud.

Exam Syllabus:

Section 1: Introduction to Jira Cloud Projects (10%)
- Overview of Jira Cloud and its project management capabilities
- Key features and functionalities of Jira Cloud Projects
- Benefits of using Jira Cloud for project management

Section 2: Creating and Configuring Jira Cloud Projects (20%)
- Setting up new Jira Cloud Projects
- Configuring project settings and permissions
- Defining custom fields, workflows, and issue types

Section 3: Managing Project Boards and Workflows (25%)
- Creating and configuring Agile boards and Scrum boards
- Customizing workflows and statuses for project management
- Implementing agile methodologies and best practices

Section 4: Collaboration and Communication in Jira Cloud Projects (15%)
- Managing project teams and assigning roles
- Using Jira Cloud features for collaboration and communication
- Integrating Jira Cloud with other collaboration tools

Section 5: Reporting and Metrics in Jira Cloud Projects (15%)
- Generating project reports and dashboards
- Tracking and analyzing project metrics and KPIs
- Utilizing Jira Cloud analytics for project insights

Section 6: Automation and Advanced Features in Jira Cloud Projects (15%)
- Automating tasks and processes using Jira Cloud automation
- Leveraging advanced features and plugins for enhanced project management
- Implementing best practices for efficient project management in Jira Cloud
Managing Jira Cloud Projects
Atlassian Managing course outline

Other Atlassian exams

ACP-100 Jira Administrator
ACP-600 Project Administration in Jira Server
ACP-620 Managing Jira Cloud Projects
ACP-610 Managing Jira Projects for Data Center and Server

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Managing Jira Cloud Projects
Question: 44
Nashs team just completed their first sprint.
What can they learn from this chart? (Choose three.)
(Assume Remaining Estimate and Time Spent is enabled for this board.)
A. Some of the issues are resolved during non-working days.
B. Some of the issues are still unresolved.
C. This sprint ends with 0 story points.
D. This sprint starts with 20 story points.
E. There are issues worth 5 story points resolved on July 13th.
F. There are no scope changes in this sprint.
Answer: C,E,F
The grey area indicates non-working days. There were no issues resolved during non-working days since story points
did not reduce in the grey area.
This chart starts drawing the Guideline and Remaining Values lines at the 18 story points on the y-axis.
On July 13th, story points were reduced from 15 to 10. This means that users have closed some issues that are worth 5
story points.
Users have closed all issues on July 20th. There are no story points remaining on this date.
Story points do not increase during this sprint. Since the Remaining Estimate and Time Spent is enabled for this board,
scope change is indicated in the Burndown Chart for the subtask.
Question: 45
A group of developers are working on multiple Jira projects. They can view all Jira projects and have the Move
Issues permission in all Jira projects. However, they cannot move issues to some of the Jira projects.
What is the possible root cause of this problem?
A. They do not have the View Issue permission in some projects.
B. They do not have the Transition Issue permission in some projects.
C. They do not have the Edit Issue permission in some projects.
D. They do not have the Create Issue permission in some projects.
Answer: D
If users are moving issues from project to project, they need to make sure they have the Create Issues permission in
the Jira project they want to move it to.
Question: 46
Nash recently joined the team as a scrum master.
Which permission will allow Nash to perform the below actions? (Choose four.)
Manage version
Manage component
Manage sprint
Edit an issues due date
A. Administer Projects
B. Manage Sprints
C. Schedule Issues
D. Edit Issues
E. Manage Versions
F. Manage Components
Answer: A,B,C,D
Manage Versions and Manage Components do not exist in Jira project permissions.
Administer Projects permission allow users to administer a project in Jira, which includes managing versions and
Manage Sprints permission allow users to manage sprints. Users require Edit Issues and Schedule Issues permissions
to edit the issues due date.
Question: 47
Which of the following are suitable scenarios to use Jira group? (Choose four.)
A. Members of the group are responsible for making bulk changes on multiple issues.
B. The project administrator will manage group membership.
C. Same users will be working on multiple projects.
D. Permission can be managed at the global level.
E. The site administrator will manage group membership.
F. Team members require Work On Issues permission to log work done.
Answer: A,B,C,D
Work on Issues permission is not a global permission, but it is a project-level permission. Thus, it can be managed at
the project level by the project administrator and does not require a group.
Only site administrators have access to create groups and assign users to the group.
Groups can be associated with global and project permissions.
Groups can be used in multiple Jira projects.
Project administrators can manage roles membership.
Only Jira administrators can create a new role.
Roles are associated with project permissions.
Each Jira project has default roles.
Users and groups can be assigned roles.
Question: 48
Nash is creating a new Scrum board with multiple Jira projects. Each project has a different status in its workflow.
Which of the following are true? (Choose two.)
A. Some issues will be hidden from the board.
B. The user cannot create a new board with multiple Jira projects.
C. All statuses will be mapped to 3 default columns: To Do, In Progress, and Done
D. All issues will be hidden from
E. The status will be mapped to the first selected project when creating the new board.
Answer: C,D
If users are creating a new board (Kanban or Scrum) with multiple Jira projects, and each project has a unique
workflow, all statuses will be mapped to 3 default columns: To Do, In Progress, and Done.
On the Kanban board, the issues will appear on the board as soon as users create the board.
On the Scrum board, all issues will not appear on the board because only issues in the active sprint will appear on the
Scrum board. After creating a new Scrum board, you do not have an active sprint.
Question: 49
Which of the following are false about the roadmap? (Choose three.)
A. Users can choose which epics they want to display on the dashboard. Either Complete or Incomplete.
B. Users can change the view setting to customize their roadmaps view. The changes will apply to all users that have
access to that project.
C. Schedule bars for child issues are currently available for scrum teams only.
D. Users can customize epics color directly from the roadmap.
E. Users can change the epic bar timeline to weeks, months, quarters, or yearly.
Answer: A,B,E
View Settings is a collection of settings that allow users to adjust their personal view of the roadmap. The settings only
apply to individual users. Users can change their view at any time.
Schedule Bars for child issues are currently available for scrum teams only.
Epic Display Options allow users to use the dropdown to select which epics to display. The current options are All,
Incomplete, or Complete.
Users can adjust the color of an epic directly on the roadmap. Simply right-click the epic and choose a fresh color.
The epic bar has a default duration according to how users view their timeline. The default durations are weeks,
months, or quarters.
Question: 50
Which of the following can be explained from the chart below?
A. Users have not started the sprint yet.
B. Users deleted the sprint.
C. Users closed some issues the moment the sprint started.
D. There are no issues in the sprint.
Answer: C
If the grey guideline line does not show, the sprint may have been started before any issues were assigned to it.
In this case, since the grey guideline line does show up in the chart, the sprint already started. The remaining values
line indicates that someone closed some issues that are worth 5 story points as soon as they started their sprint.
For More exams visit

Atlassian Managing course outline - BingNews Search results Atlassian Managing course outline - BingNews Managing Human Capital

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 subjects 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 ( directly with any questions.

Copyright © 2023 President & Fellows of Harvard College. All Rights Reserved.

Sat, 18 Mar 2023 11:37:00 -0500 en text/html
Agile Certificate Online Course
Quick Facts
Online Yes
Format Instructor-led (Asynchronous)
Course Fee $1,795
CEUs 2.1
Course Availability 4 times per year
Time to Complete 5 weeks
Prerequisites None

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 Strengthen 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.


To learn more about Purdue University’s online Agile Certificate Online Course and , fill out this form. You can also call (888) 390-0499 to speak to one of our program advisors.

* All Fields are Required. Your Privacy is Protected.

Purdue University respects your right to privacy. By submitting this form, you consent to receive emails and calls from a representative of Purdue University, which may include the use of automated technology. Consent is needed to contact you, but is not a requirement to register or enroll.

Are you enrolling from outside the U.S.? Click here.

“In designing the Agile Certificate Online Course, we made sure to closely follow the Project Management Institute (PMI) global standards. Learners can use this content to prepare for their certifications, and it ensures that they’re up on the latest and greatest tools and techniques.”

Rachel Lamb, Agile Instructor

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.

Week One
  • Introduction
  • Agile vs. Traditional Project Management
  • Agile Mindset
Week Two
  • Project Life Cycles
  • Implementation Preparation
Week Three
  • Implementing Agile
  • Managing Agile
Week Four
  • Scrum
  • Kanban
  • Additional Agile Approaches
Week Five
  • Measuring Agile Projects
  • Ensuring Success

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.

Agile projects have a 64% success rate, compared to a 49% success rate for waterfall.

Zippia, Agile Statistics

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 Strengthen 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?

The Purdue Agile Certificate Online Course is an instructor-led program, meaning you’ll benefit from having a subject matter expert available for guidance whenever you have a question or need further examples to aid in your comprehension.

Additionally, the Agile program is a paced program, with assignments due on a weekly basis to keep you on track.

What is Agile certification?

The Project Management Institute (PMI) offers an Agile Certified Practitioner (PMI-ACP)® certification. The PMI-ACP® is the PMI’s fastest-growing certification and demonstrates your mastery of Agile practices and principles to employers. Obtaining this certification can lead to a 33% increase in median salary.

The Purdue Agile Certificate Online Course meets the PMI-ACP® test prerequisite for 21 contact hours of training in Agile practices. Because the course focuses on the PMI’s Agile Project Guide, it also prepares you for the content you will find on the exam.

For more details about how to get Agile certified, including Agile certification cost, visit the PMI website.

What other certifications will this program prepare me for?

Completing the Agile Certificate Online Course is valuable in preparing for the Project Management Professional (PMP)® test through the PMI. According to the PMI, half of the questions on the PMP test focus on Agile or hybrid project management approaches.

Find more answers on our full project management FAQs page, or contact a program advisor at or (888) 390-0499.

Course Instructor

Rachel Lamb, PMP

Rachel Lamb is the designer and instructor for the Agile Certificate Online Course. Both PMP® and Lean Six Sigma Black Belt certified, Rachel’s focus throughout her career has been on process improvement and project management. She is available to assist learners with questions throughout the program. Visit our instructors page to learn more about Rachel.

Fri, 15 Dec 2023 01:14:00 -0600 en text/html
Strategic Design and Management

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.

Learn more

Explore Our Community

Discover what our students, alumni, and faculty are doing in NYC and worldwide.

Wed, 27 Dec 2023 21:44:00 -0600 en text/html
Management Minor

Coordinator: Rene Germain

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)

Course Number Course Codes * Credits
FOR 360
FOR 205
CME 151
Principles of Mgmt/Envrn Prof

Principles of Accounting

Intro to Financial Accounting




Elective Courses (9 credits)

Course Number Course Codes * Credits
CME 252 Intro to Managerial Accounting   3
CME 444 Materials Marketing   3
EST 450 Sustainable Enterprise   3
FOR 485 Business and Managerial Law   3
SRE 422 Energy Markets and Regulation   3
SRE 454 Sustainble Energy Fin&Analysis   3
ERE 519 Green Entrepreneurship   3
PSE 456 Management in Industry   3

SU courses

Course Number Course Codes * Credits
EEE 370 Intro To EEE   0 - 8
EEE 375 Entreprenrl. Family Bus. Mgmt.   0 - 8
EEE 382 Entrepreneurial Marketing   0 - 8
EEE 442      
EEE 443 Emerging Enterprise Consulting   0 - 8
FIN 301 Essentials of Finance   0 - 8
MAR 301 Essentials of Marketing   0 - 8
SHR 247      

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

Fri, 10 Feb 2023 04:33:00 -0600 en text/html
Operations Management

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 course courses as offered
Tue, 16 May 2023 07:12:00 -0500 en text/html
Best Learning Management Systems (LMS) Of 2024

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.

Sat, 09 Dec 2023 06:48:00 -0600 Katherine Haan en-US text/html
Energy Resource Management and Development

The School of Energy Resources prepares students for today and beyond. Our future energy leaders will learn in diverse fields to meet the needs of the industry while gaining an understanding of business, natural resources, law and policy, project management, geospatial information science and technology, and economics.

The educational experience at the School of Energy Resources combines hands-on learning, internships and professional engagement. Explore the Energy Resource Management and Development Bachelor of Science to choose your specialized concentrations based on your interest and career goals.

A bachelor of science in energy resource management and development allows you to match your degree to your individual interests. We offer 2 concentrations from which to choose:


The School of Energy Resources is also excited to be able to offer students a minor in Energy Resource Management, where you can gain knowledge in diverse energy subjects and interdisciplinary training to expand your career opportunities.


Here are a few examples of courses you will take as an energy resource management and development major: 

  • Energy and Society
  • Oil: Business Culture Power
  • Project Management 
  • Geospatial Information Science and Technology
  • Negotiation
  • Business classes: accounting, economics and corporate finance
  • Mathematics classes: calculus and statistics
  • Energy and Environmental Systems: biology, chemistry and rangeland management
  • Professional Land Management: contracts, property and oil and gas law

View the full Bachelor of Science in Energy Resource Management and Development degree program curriculum (Energy & Environmental Systems Concentration).

View the full Bachelor of Science in Energy Resource Management and Development degree program curriculum (Professional Land Management Concentration). 

Numerous job opportunities are available to energy graduates, depending on the concentration you select.

Energy Resource Management and Development Careers

Professional Land Management concentration students find jobs with oil, gas and coal companies, renewables, transmission, utility companies and more. They often work as land acquisition specialists, surface or mineral landmen or rights-of-way agents.

Energy and Environmental Systems concentration students can go to work for wind, solar, oil and gas, environmental consulting firms, conservation districts or with the state and federal governments. Students work as reclamation planners and scientists, environmental compliance coordinators, environmental scientists, regulatory analysts and project managers.

The careers you build as a graduate from the School of Energy Resources prepare you to make a difference in rewarding, well-paying occupations that benefits millions of people every day.

Students sitting at picnic table
mountain logo

Energy Resource Management and Development Degree Program Highlights



Wyoming is one of the top three energy-producing states in the US*

*Source: US Energy Information Administration

The Energy Resource Management and Development program prepares you with well-rounded courses, where you experience first-hand what it takes to make a difference in the energy industry.

Internships & Professional Connections

Take advantage of opportunities for networking with industry professionals, gain experience through internships and draw from connections with your peers. 


Explore our Nielson Energy Scholarships which offer financial support specifically for students interested in energy resource management and development. Discover more here.

Outstanding Students & Alum

I think the expertise that this education affords students who want to be land professionals, as well as the flexibility for those who want to do something else in the energy industry, is a really incredible value proposition and one of the things I love about SER.

- Sam Mallory
B.S. in Energy Resource Management and Development


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