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Бакалавриат 2019/2020

Управление международными проектами

Статус: Курс по выбору (Маркетинг и рыночная аналитика)
Направление: 38.03.02. Менеджмент
Когда читается: 3-й курс, 4 модуль
Формат изучения: Full time
Преподаватели: Яковлева Анна Юрьевна
Язык: английский
Кредиты: 4

Course Syllabus

Abstract

Impact of global issues on international companies performance is growing due to the open character of business interactions. Project as tool of company strategies implementation evoke the increasing request for specialists possessing competencies in the area of international project management. Studying both aspects of international context and of project management methodology becomes the necessary element of manager career path. Relationship with the diverse stakeholders, their cultural differences, trust to the company and their products, conflict resolution issues as well as relationship inside the international project team, cross-cultural communications, development of collaboration structures are the most meaningful questions of international project management. Consequently learning of international project management methodology is substantially differs from the conventional project and requires special knowledge and skills.
Learning Objectives

Learning Objectives

  • Understanding the key "soft" issues of international context of project implementation
  • Learning how to plan an international project in terms of international context
  • Training project management techniques in project planning and progress assessment
  • Understanding the aspects of collaboration in international projects
Expected Learning Outcomes

Expected Learning Outcomes

  • Knowing specific knowledge areas of international project management
  • Learned to evaluate how cultural intelligence define the international performance
  • Learned how to use communication plan to construct the relationship with stakeholders
  • Knowing how trust and conflict resolution influence the successful project performance
  • Understanding differences between operational and project activity
  • Knowing the difference between general approaches to project- portfolio and programme management
  • Knowing of peculiarities of project management knowledge areas
  • Being able to create a project management plan
  • Being able to control project management progress
  • Knowing of techniques that improve team collaboration, stakeholder engagement
  • Learn how leadership and coaching is used for global teams support
  • Assess whether the project are ready to become global
  • Understanding of the role of project management maturity
  • Knowing the relationship between project management maturity and development of project management office
  • Learning how to evaluate the level of company' project management maturity
  • Understanding the issues of project management office creation as a part of corporate project management system
Course Contents

Course Contents

  • Global aspects of project management:
    Cultural issues, communications, trust, ethical issues and conflicts resolution
  • Foundations of project management: project management approach in company performance
    History of project management as a discipline, project manager role, project/portfolio/programme; project management life cycle; standards of project management
  • Project management knowledge areas
    Scheduling, budgeting, stakeholder management, procurement management, communication management, risk management, human resource managment
  • Global project collaboration
    Global collaboration structures, regulation of human resources and project manager activity in cultural context and cultural intelligence, leadership and coaching
  • Project management maturity and project management office
    Project management maturity definitions and models, foundations of corporate project management system, project management office as an element of company project management system
Assessment Elements

Assessment Elements

  • non-blocking Individual participation in seminars and lectures
  • non-blocking project presentation
    document confirming legal absence from classes
  • blocking quiz
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.3 * Individual participation in seminars and lectures + 0.3 * project presentation + 0.4 * quiz
Bibliography

Bibliography

Recommended Core Bibliography

  • Binder, J. (2007). Global Project Management : Communication, Collaboration and Management Across Borders. Aldershot, England: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=269279
  • Grit, R. (2019). Project Management : A Practical Approach (Vol. Fifth edition). Groningen: Noordhoff Uitgevers BV. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2281726
  • Kerzner, H. (2017). Project Management : A Systems Approach to Planning, Scheduling, and Controlling (Vol. Twelfth edition). Hoboken, New Jersey: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1472845
  • Kerzner, H. (2019). Using the Project Management Maturity Model : Strategic Planning for Project Management (Vol. Third edition). Hoboken, New Jersey: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2029062
  • Marion, J. W. (2019). Project Management : A Common-Sense Guide to the PMBOK Program, Part Two–Plan and Execution. New York, NY: Momentum Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1918052
  • Project Management Institute. (2019). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) —— Sixth Ed. (HINDI). [N.p.]: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2240461
  • Quackenbos, D., Ettenson, R., Roth, M. S., & Auh, S. (2016). Does Your Company Have What It Takes to Go Global? Harvard Business Review Digital Articles, 2–6. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=118686017

Recommended Additional Bibliography

  • Hobbs, P. (2015). Project Management (Vol. American edition). New York, New York: DK. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=979507
  • Khanna, T. (2014). Contextual Intelligence. Harvard Business Review, 92(9), 58–68. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=97508941
  • Laercio Avileis Junior, Olívio Novaski, Rosley Anholon, & Jefferson de Souza Pinto. (2018). Procedure to determing the maturity of management of projects based on NBR ISO 21.500:2012 norm. GEPROS: Gestão Da Produção, Operações e Sistemas, (3), 56. https://doi.org/10.15675/gepros.v13i3.1914
  • M. N. Rudenko, & Yu. D. Subbotina. (2019). Assess the Maturity of Organization’s Project Management. Управленческое Консультирование, (7), 50. https://doi.org/10.22394/1726-1139-2019-7-50-55
  • Pace, M. (2019). A Correlational Study on Project Management Methodology and Project Success. Journal of Engineering, Project & Production Management, 9(2), 56–65. https://doi.org/10.2478/jeppm-2019-0007
  • Pinto, J. K. (2015). Project Management: Achieving Competitive Advantage, Global Edition. [N.p.]: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1419628