Управление проектами: традиционные и гибкие подходы
- To provide students with systematic, complex view on structure and content of the field of project management based on theory and practice as well as requirements of international project management professional standards (IPMA ICB, PMBOK).
- Know advantages and peculiarities of a variety of project management methodologies (traditional, agile, hybrid);
- Know structure and content of project management tools and techniques based on international project management professional standards (PMBOK(PMI), IPMA ICB, PRINCE2, GPM P5, ISO 21500, P2M);
- Be able to do undertake project diagnosis and to choose a project management methodology for the project;
- Be able to develop key processes and documents in every functional area of project management including project scope and time management, project risk management, project human resources and communication management, project cost management;
- Have a combination of competences allowing to be effective in project management based on traditional, agile or hybrid methodology, including;
- Apply the project management life cycle from initiation through closing by using effective tools and techniques;
- Utilize the project management tradeoffs of time, cost and scope to meet customer expectations;
- Employ project management best practices across a variety of industries and businesses;
- Understand leadership and behavioral facets that lead to project success;
- Recognize and appreciate methodological aspects that influence a project’s success in the global market.
- PM FoundationsHistory of PM. PM basic concepts: Define project, PM, and the role of the project manager. Program management and portfolio management. Project sponsorship, project office (PMO). Project organizational structures. Understanding the PM context. Project life cycle: sample life cycles, including traditional versus agile. PM professional standards and certification (PMBOK(PMI), IPMA ICB, PRINCE2, GPM P5, ISO 21500, P2M).
- PM processes.Project initiation: creating a charter and identifying stakeholders. Project planning: creating a scope statement, building a WBS, identifying resources, building a project budget, and basic overview of scheduling networks. Creating a PM plan along with some key subsidiary plans. Project execution: directing and managing work. Project monitoring and controlling: problem solving and decision making, managing changes to scope and schedule, understanding team dynamics, and managing resources effectively. Project closing: gaining customer acceptance and documenting lessons learned. Global issues in PM. Introduction to the importance of people-oriented skills, such as communications management, HR, and leadership. Product-based planning: documents and deliverables that need to be produced at each stage in the process.
- Project-governance framework.Creating a transparent and accountable organization with well-defined roles that is based on transparency and accountability. Governance of project and program-based organization—structure, methods, procedures, and people. Understanding project governance, processes, and structures (e.g., sponsors, steering groups, organizational structure, large projects; portfolio management, sponsors and steering groups, PMOs and program management). Elements of project governance and role of top management in project sponsorship and championing projects. Project structure and organizational roles in projects. Providing training, supporting audits and reviews. Enterprise-wide projects and management of megaprojects. Risk-opportunity management, and synergy. Awareness of legal issues. Strategy—translating organizational strategy into portfolios; governance strategy for large complex projects. Resource allocation and decision making. Understanding the multiple environments in which projects function (e.g., internal versus external). Ability to match governance processes to the appropriate project-specific situation (e.g., management review boards, PMO, single decision maker, change management boards). Approaches to management of closeout processes, including termination, documentation, contracts, resources, and lessons learned).
- Project Stakeholders.Understanding stakeholder engagement, the types of stakeholders, and their roles, influence, and power. Gathering information about stakeholders. Identifying, categorizing, and prioritizing stakeholders. Assessing stakeholders’ strengths and weaknesses. Measuring stakeholder attitude and monitoring the relationship. Managing stakeholder expectations for key project deliverables. Strategic leadership and best practices in the stakeholder management. Concepts of customer consultation, customer renewal, and sustainability. Stakeholder orientation in agile projects.
- PM TrendsAgile PM. Sustainability and green PM. Scrum, LEAN. Trends in information-technology tools: collaborative and social media tools. Crisis-management leadership and stakeholder engagement. Project management software. Ethics and professionalism: ethical decision making. Dealing with various interfaces and stakeholders. Global projects and leading virtual project teams.
- Home workColloquium
- Control work
- WorkshopsQuestions&Answers on group projects
- ExamWritten, 3 essay questions Examples: 1. Code of Ethics for Project Managers 2. Project Scope Management
- Interim assessment (3 module)0.3 * Control work + 0.4 * Exam + 0.2 * Home work + 0.1 * Workshops
- Mroz, K. (2015). The Importance of an Effective Project Management Approach to EU Projects. PM World Journal, 4(8), 1–10. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=108873596
- Managing successful projects with PRINCE2, , 2012