The Master of Public Administration (MPA) is a graduate master degree designed specifically for managers in public and nonprofit organizations. The public sector continues to play an important role in the effective functioning of society. Public sector managers deal with complex, high-impact issues that require expert judgment in a wide variety of areas. Public administrators lead a large and small public-service organizations including federal, state and local government agencies; community organizations; charities; and foundations.

The MPA provides students with the tools, knowledge, and insights needed to do a good job performing their duties in government agencies and not-for-profit organizations. The UMT MPA master program is a 33 credit-hour program. Students must take six core courses and five additional courses in public administration major. These courses provide a strong foundation in theory and practice.

	Mgt 200. Business Basics A practical overview of basic principles of business management, covering topics in the areas of marketing, sales, finance, accounting, business law, organizational behavior, contracting, and procurement.
	Mgt 210. Quantitative Methods in Decision-making An overview of basic quantitative skills needed to make effective management decisions. Topics covered include displaying and summarizing data, random variables and probability distributions, sampling, statistical inference, regression analysis, forecasting, statistical quality control, risk analysis, Monte Carlo simulation, decision trees, and linear and integer optimization modeling. Requires Microsoft Excel®.
	Mgt 220. Information Technology An introduction to the role of information technology in contemporary organizations. A review of the history of computers, the evolution of management information systems, the employment of computers in contemporary organizations, and basic information on software development. Hands-on exercises in using the Internet and creating web pages.
	Mgt 250. Project Management This course addresses the central role of project management today. Topics include a review of the project life-cycle; techniques in the areas of cost management, scheduling, and resource allocation; identifying and managing project requirements; and an overview of project management software.
	Mgt 252. Project Finance and Budgeting Projects as businesses and project managers as CEOs. Finance and investment tools for selecting projects. Developing charts of accounts for organizing financial data. Using financial metrics to improve project decision making. Creating, implementing, and monitoring project budgets. Capital budgeting techniques. Real option approach to making go/no go decisions on projects. *Prerequisite: Mgt 250.
	Mgt 254. Contracts & Procurement Pre-award and post-award phases. Contracting modalities: firm fixed-price, cost plus, cost plus fixed fee, cost plus award fee, cost plus incentive fee, time and materials. The bid process. RFPs, RFQs, and IFBs. The statement of work (SOW). Resolving disputes.
	Mgt 230. Leadership and Organization A review of the history of management thought. The role of vision, leadership, and values in organizations. Teams and team-building. Conflict management. Organizational design.
	Mgt 270. Principles of Public Sector Management The role of government in society. Public vs. private sector management. Fiduciary responsibilities in government. The central role of ethics. Public vs. private goods. Accountability in the public sector. How governments operate.
	Mgt 271. Structure and Function of Government Different approaches to governance at the national, state (provincial), and municipal levels. Articulating, adjudicating, and enforcing government policies. The legal system and the role of the courts. The chief executive in government vs. the legislature. Operating in a fishbowl environment.
	Mgt 202. Business Law and Ethics Commercial law at the national, state (provincial), and municipal levels. Forms of organizational structure (e.g., sole proprietorship, partnership, corporation). Taxes. Occupational safety and health. Labor regulations. Ethics.
	Mgt 279. Management of Major Programs An overview of tools, processes, and regulations governing the management of large complex programs: the program life-cycle, establishing and running a program office, contracting and procurement issues, regulations on large systems acquisitions, implementing earned value management, coordinating work efforts among subcontractors, the link between the budget cycle and the program cycle, managing a project portfolio. *Prerequisite: Mgt 250.

	Mgt 210. Quantitative Methods in Decision-making An overview of basic quantitative skills needed to make effective management decisions. Topics covered include displaying and summarizing data, random variables and probability distributions, sampling, statistical inference, regression analysis, forecasting, statistical quality control, risk analysis, Monte Carlo simulation, decision trees, and linear and integer optimization modeling. Requires Microsoft Excel®.
	Mgt 220. Information Technology An introduction to the role of information technology in contemporary organizations. A review of the history of computers, the evolution of management information systems, the employment of computers in contemporary organizations, and basic information on software development. Hands-on exercises in using the Internet and creating web pages.
	Mgt 250. Project Management This course addresses the central role of project management today. Topics include a review of the project life-cycle; techniques in the areas of cost management, scheduling, and resource allocation; identifying and managing project requirements; and an overview of project management software.
	Mgt 252. Project Finance and Budgeting Projects as businesses and project managers as CEOs. Finance and investment tools for selecting projects. Developing charts of accounts for organizing financial data. Using financial metrics to improve project decision making. Creating, implementing, and monitoring project budgets. Capital budgeting techniques. Real option approach to making go/no go decisions on projects. *Prerequisite: Mgt 250.
	Mgt 254. Contracts & Procurement Pre-award and post-award phases. Contracting modalities: firm fixed-price, cost plus, cost plus fixed fee, cost plus award fee, cost plus incentive fee, time and materials. The bid process. RFPs, RFQs, and IFBs. The statement of work (SOW). Resolving disputes.
	Mgt 230. Leadership and Organization A review of the history of management thought. The role of vision, leadership, and values in organizations. Teams and team-building. Conflict management. Organizational design.
	Mgt 270. Principles of Public Sector Management The role of government in society. Public vs. private sector management. Fiduciary responsibilities in government. The central role of ethics. Public vs. private goods. Accountability in the public sector. How governments operate.
	Mgt 279. Management of Major Programs An overview of tools, processes, and regulations governing the management of large complex programs: the program life-cycle, establishing and running a program office, contracting and procurement issues, regulations on large systems acquisitions, implementing earned value management, coordinating work efforts among subcontractors, the link between the budget cycle and the program cycle, managing a project portfolio. *Prerequisite: Mgt 250.

	Mgt 220. Information Technology An introduction to the role of information technology in contemporary organizations. A review of the history of computers, the evolution of management information systems, the employment of computers in contemporary organizations, and basic information on software development. Hands-on exercises in using the Internet and creating web pages.
	Mgt 250. Project Management This course addresses the central role of project management today. Topics include a review of the project life-cycle; techniques in the areas of cost management, scheduling, and resource allocation; identifying and managing project requirements; and an overview of project management software.
	Mgt 252. Project Finance and Budgeting Projects as businesses and project managers as CEOs. Finance and investment tools for selecting projects. Developing charts of accounts for organizing financial data. Using financial metrics to improve project decision making. Creating, implementing, and monitoring project budgets. Capital budgeting techniques. Real option approach to making go/no go decisions on projects. *Prerequisite: Mgt 250.
	Mgt 254. Contracts & Procurement Pre-award and post-award phases. Contracting modalities: firm fixed-price, cost plus, cost plus fixed fee, cost plus award fee, cost plus incentive fee, time and materials. The bid process. RFPs, RFQs, and IFBs. The statement of work (SOW). Resolving disputes.
	Mgt 270. Principles of Public Sector Management The role of government in society. Public vs. private sector management. Fiduciary responsibilities in government. The central role of ethics. Public vs. private goods. Accountability in the public sector. How governments operate.
	Mgt 279. Management of Major Programs An overview of tools, processes, and regulations governing the management of large complex programs: the program life-cycle, establishing and running a program office, contracting and procurement issues, regulations on large systems acquisitions, implementing earned value management, coordinating work efforts among subcontractors, the link between the budget cycle and the program cycle, managing a project portfolio. *Prerequisite: Mgt 250.