2026/2027
Управление проектами
ID 1231462
Статус:
Маго-лего
Кто читает:
Департамент маркетинга и предпринимательства
Где читается:
Факультет менеджмента (Нижний Новгород)
Когда читается:
1 модуль
Охват аудитории:
для всех кампусов НИУ ВШЭ
Язык:
английский
Кредиты:
3
Контактные часы:
32
Course Syllabus
Abstract
Project Management is a beginner-friendly, practice-oriented course. It assumes no prior experience in IT, software development, Agile or formal project management. Technical concepts are introduced in plain language, supported by a glossary, worked examples and one continuous fictional project case.
The course combines the foundations of predictive project management with the practical environment of IT and Agile delivery. Students learn how projects are defined, planned, delivered, measured and controlled, and how AI, automation and bounded agents can support - but not replace - accountable managerial decisions. The course comprises 7 lectures and 9 seminars.
Learning Objectives
- The course enables students with no prior IT Project Management experience to make and communicate practical project decisions in predictive, Agile, hybrid and AI-assisted environments. By the end of the course, the student: LO1 - distinguishes projects, products and operations and selects a suitable delivery approach; LO2 - frames a project using goals, success criteria, roles, stakeholders, assumptions and governance; LO3 - designs a simple IT delivery workflow and interprets basic flow, dependency and release evidence; LO4 - produces a basic integrated plan using scope, WBS, schedule, Gantt, critical path, cost, risk and quality controls; LO5 - designs and evaluates a bounded AI-assisted PM workflow with human oversight and safety controls; LO6 - analyzes a project case, compares options and communicates a justified decision with evidence, trade-offs, ownership and next steps.
Expected Learning Outcomes
- Distinguishes a project from a product and ongoing operations (LO1)
- Explains lifecycle, constraint, assumption, stakeholder, risk and success criterion in plain language (LO1-LO2)
- Selects a predictive, Agile or hybrid starting approach using case evidence rather than method preference (LO1, LO6)
- Maps a simple software delivery lifecycle and identifies the responsibilities of product, project, engineering and team roles (LO1-LO3)
- Creates a small ordered backlog with understandable, testable acceptance criteria (LO3)
- Designs a basic Scrum, Kanban or hybrid feedback cycle for the case (LO3, LO6)
- Calculates and interprets WIP, throughput, work item age and cycle time from a simple dataset (LO3)
- Distinguishes a blocker, dependency, risk and issue and assigns an owner, next step and escalation trigger (LO3, LO6)
- Prepares a basic range-based forecast and an evidence-based release-readiness decision (LO3, LO6)
- Classifies a PM task as deterministic automation, an LLM-assisted step or a bounded agent and justifies the choice (LO5-LO6)
- Designs a beginner-level AI-assisted workflow with goal, inputs, tools, permissions, human approval, evaluation and fallback (LO5)
- Identifies controls for confabulation, data leakage, prompt injection, incorrect actions, excessive agency and accountability gaps (LO5-LO6)
- Creates a concise project charter with goal, scope boundaries, milestones, assumptions, constraints and success criteria (LO2)
- Maps stakeholders by influence, interest and project impact and selects an appropriate communication approach (LO2, LO6)
- Defines simple decision rights, governance forums and escalation routes (LO2)
- Builds a simple WBS that covers the defined project scope without duplicating work (LO4)
- Sequences activities, creates a readable Gantt chart and calculates the critical path and float in a small network (LO4)
- Explains estimate assumptions and evaluates a basic time-scope-cost trade-off (LO4, LO6)
- Creates a basic cost, risk and quality-control plan using explicit assumptions and owners (LO4)
- Assesses a change across scope, schedule, cost, risk, quality and stakeholders (LO4, LO6)
- Communicates an integrated status, recommendation, ownership and next review point and defines basic closure evidence (LO6)
Course Contents
- Project Management Foundations for Beginners
- IT Project Delivery and Agile Basics
- Managing Flow, Dependencies and Release Readiness
- AI-Assisted Project Management, Automation and Agents
- Project Initiation, Stakeholders and Governance
- Planning Scope and Schedule
- Cost, Risk, Quality, Control and Project Closure
Assessment Elements
- Individual Applied Project Management CaseThe Individual Applied Project Management Case is completed independently during the teaching period. The student receives a short project scenario and prepares an 800–1,000-word decision memo together with one supporting Project Management artifact. The supporting artifact may be a mini-plan, risk register, dependency map, schedule fragment, change-impact assessment or critical evaluation of an AI-generated recommendation. The decision memo must: 1. define the project problem; 2. identify relevant evidence and assumptions; 3. compare at least two feasible alternatives; 4. explain the main trade-offs and consequences; 5. present and justify the final decision; 6. identify the accountable owner; 7. define the next action and review trigger. The assignment is published in the course learning management system during the teaching period. Students have at least seven calendar days to complete it. The submission deadline is set no later than eleven calendar days before the beginning of the examination session. The work is submitted electronically. No separate oral questioning is conducted. If generative AI is used, the submission must contain a section entitled “Description of Generative Model Use / Описание применения генеративной модели” specifying the purpose of use, the model and its source or website, and the way in which it was used. The student remains responsible for verifying all information and for the final decisions presented in the work.
- Group Project Management CaseStudents work in teams of three or four and develop an integrated project management system for the fictional CampusLink IT project or another project approved by the instructors. The team submits a project dossier that includes: 1. project framing, goals, success criteria and delivery approach; 2. a small ordered backlog and delivery workflow; 3. project charter, stakeholder analysis and governance arrangements; 4. Work Breakdown Structure, schedule, Gantt chart and critical path; 5. basic cost, risk and quality controls; 6. dependency management and release-readiness logic; 7. a bounded AI-assisted Project Management workflow with human oversight and safety controls; 8. key assumptions, alternatives, trade-offs and limitations. The team delivers a decision-oriented presentation of up to 10 minutes and answers questions about the proposed solution. If generative AI is used, the dossier must contain a section entitled “Description of Generative Model Use / Описание применения генеративной модели” specifying the purpose of use, the model and its source or website, and the way in which it was used. The team remains responsible for verifying the results and for the final decisions.
- Seminar Engagement and Practical ContributionThe student contributes to practical work across nine seminars. At each seminar, the student completes the relevant in-class artifact, applies evidence from the course case, explains a project decision, asks or answers substantive questions, and provides constructive feedback where appropriate. Assessment is based on the student's individual, observable contribution. Attendance without an assessable contribution is not sufficient to receive points. Each seminar is scored from 0 to 3 points. The best eight seminar results out of nine are used to calculate the grade for this control element, so one missed or unsuccessful seminar does not prevent the student from receiving the maximum grade.
Interim Assessment
- 2026/2027 1st module0.4 * Group Project Management Case + 0.3 * Individual Applied Project Management Case + 0.3 * Seminar Engagement and Practical Contribution
Bibliography
Recommended Core Bibliography
- Барроуз М. - Канбан Метод: Улучшение системы управления - 978-5-9614-3454-5 - Альпина Паблишер - 2026 - https://znanium.ru/catalog/document?id=473628 - 473628 - ZNANIUM
- Вискарди С. - Руководство профессионального скрам-мастера: Практические советы по внедрению аджайл-подходов - 978-5-9614-3680-8 - Альпина Паблишер - 2026 - https://znanium.ru/catalog/document?id=474412 - 474412 - ZNANIUM
- Павлов, А. Н. Управление проектами на основе стандарта PMI PMBOK®. Изложение методологии и опыт применения : учебное пособие / А. Н. Павлов. — 7-е изд. — Москва : Лаборатория знаний, 2025. — 274 с. — ISBN 978-5-93208-563-9. — Текст : электронный // Лань : электронно-библиотечная система. — URL: https://e.lanbook.com/book/507641 (дата обращения: 00.00.0000). — Режим доступа: для авториз. пользователей.
- Павлов, А. Н. Эффективное управление проектами на основе стандартов PMI PMBOKOR 7th Edition и PMBOKOR 6th Edition : учебное пособие / А. Н. Павлов. — эл. изд. — Москва : Лаборатория знаний, 2023. — 371 с. — ISBN 978-5-93208-611-7. — Текст : электронный // Лань : электронно-библиотечная система. — URL: https://e.lanbook.com/book/297509 (дата обращения: 00.00.0000). — Режим доступа: для авториз. пользователей.
Recommended Additional Bibliography
- 33516 - Гибкое управление: Как перевести всю компанию на скрам - К.Швабер - Альпина Паблишер - 9785961489835 - 2023 - https://hse.alpinadigital.ru/book/33516 - Alpina