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Course Syllabus

Master 2019/2020

Development of Project Manager Competencies

Type: Compulsory course (Project Management: Project Analysis, Investments, and ImplementationTechnologies)
Area of studies: Management
Delivered by: Department of Project Management
Where: Graduate School of Business
When: 1 year, 3, 4 module
Mode of studies: offline
Instructors: Olga Nikolaevna Ilyina, Maria Viktorovna Malinina
Master’s programme: Project Management: Project Analysis, Investments, Implementation Technology
Language: English
ECTS credits: 4
Contact hours: 36

Course Syllabus

Full Syllabus

Abstract

Course is developed for students of Master Program at Faculty of Management as well as for foreign students who are interested in getting knowledge and skills necessary for development of project management capabilities both on individual and organizational levels. It’s important that structure and content of competencies considered in this course align with international project management competency requirements established by the leading professional associations in the field of project management (Project Management Institute, International Project Management Association). Course combines both international project management competency requirements and approaches to development of a corporate professional education system in the field of project management based on individual project management competence development plans. Besides, the whole course is based on organizational project management maturity model which means that analysis and development of every individual’s competence in project management takes into account corporate context (organization’s maturity in project management
Learning Objectives

Learning Objectives

  • Course goals are the following: - To provide students with systematic, complex view on structure and content of project management competency requirements based on international project management professional standards (PMCDF, PMBOK, ICB); - To provide students with capability of project management competency diagnosis including assessment of necessary level of competence of an individual project manager as well as the whole corporate system of professional education and development in the field of project management;To provide students with skills necessary for development of project management competency development plans in an organization.
Expected Learning Outcomes

Expected Learning Outcomes

  • Know structure and content of project management competency requirements based on international project management professional standards (PMCDF, PMBOK, ICB).
  • Be able to do undertake project management competency diagnosis including assessment of necessary level of competence of an individual project manager as well as the whole corporate system of professional education and development in the field of project managementза the firm and to develop major internal documents (job descriptions, department charters, internal policy manuals).
  • Be able to develop project management competency development plans in an organization.
Course Contents

Course Contents

  • International professional requirements for project manager’s competency
    Structure and comparative analysis of international project management professional standards that describe requirements toward project manager’s competency. Project Management Body of Knowledge Standard. Processes and functional areas of project management. International Competence Baseline. Contextual, technical and personal competencies. Project Management Competency Development Framework (Project Management Institute): main objectives, structure, content. Knowledge, performance and personal competencies. Peculiarities of certification procedures for project managers in PMI and IPMA.Individual work. PROJECT MANAGEMENT KNOWLEDGE COMPETENCE TEST. Group discussion on test results.
  • Competency diagnosis for participants of project management system in organization
    Participants of organizational project management system (OPMS): structure. Analysis of requirements toward project management competence for different groups of OPMS: top management, functional management, project managers, project administrators, project officers, program managers, portfolio managers, project team members.Development of assessment tools for different OPMS groups of participants
  • Project manager’s competency development
    Strategy of project manager’s competency development. Project management corporate learning environment: target, structure, content. Project Management Competence Development Plan.Case analysis (in teams). Project Manager’s competence development plan preparation. Team presentations. Group discussion.
Assessment Elements

Assessment Elements

  • non-blocking Group presentation (case study)
  • blocking Written exam (test)
    Examination format: The exam is taken written (multiple choice questions, essay, case study) with asynchronous proctoring. Asynchronous proctoring means that all the student's actions during the exam will be “watched” by the computer. The exam process is recorded and analyzed by artificial intelligence and a human (proctor). Please be careful and follow the instructions clearly! The platform: The exam is conducted on the StartExam platform. StartExam is an online platform for conducting test tasks of various levels of complexity. The link to pass the exam task will be available to the student in the RUZ. Students are required to join a session 15 minutes before the beginning. The computers must meet the following technical requirements: https://eduhseru-my.sharepoint.com/:b:/g/personal/vsukhomlinov_hse_ru/EUhZkYaRxQRLh9bSkXKptkUBjy7gGBj39W_pwqgqqNo_aA?e=fn0t9N A student is supposed to follow the requirements below: Prepare identification documents (а passport on a page with name and photo) for identification before the beginning of the examination task; Check your microphone, speakers or headphones, webcam, Internet connection (we recommend connecting your computer to the network with a cable, if possible); Prepare the necessary writing equipment, such as pens, pencils, pieces of paper, and others. Disable applications on the computer's task other than the browser that will be used to log in to the StartExam program. If one of the necessary requirements for participation in the exam cannot be met, a student is obliged to inform a professor and a manager of a program 2 weeks before the exam date to decide on the student's participation in the exams. Students are not allowed to: Turn off the video camera; Use notes, textbooks, and other educational materials; Leave the place where the exam task is taken (go beyond the camera's viewing angle); Look away from your computer screen or desktop; Use smart gadgets (smartphone, tablet, etc.) Involve outsiders for help during the exam, talk to outsiders during the examination tasks; Read tasks out loud. Students are allowed to: Write on a piece of paper, use a pen for making notes and calculations; Use a calculator; Connection failures: A short-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for no longer than 1 minute. A long-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for longer than 1 minute. A long-term communication failure during the exam is the basis for the decision to terminate the exam and the rating “unsatisfactory” (0 on a ten-point scale). In case of long-term communication failure in the StartExam platform during the examination task, the student must notify the teacher, record the fact of loss of connection with the platform (screenshot, a response from the Internet provider). Then contact the manager of a program with an explanatory note about the incident to decide on retaking the exam.
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.5 * Group presentation (case study) + 0.5 * Written exam (test)
Bibliography

Bibliography

Recommended Core Bibliography

  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition (JAPANESE) (Vol. 第 6版). Newtown Square, Pennsylvania: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1713702
  • Project Management Institute. (2019). A Guide to the Project Management Body of Knowledge (PMBOK(R) Guide-Sixth Edition / Agile Practice Guide Bundle (HINDI). [N.p.]: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2240462
  • 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

Recommended Additional Bibliography

  • Cleland, D. I., & Ireland, L. R. (2002). Project Management : Strategic Design and Implementation (Vol. 4th ed). New York: McGraw-Hill Professional. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=199621
  • Kendall, G. I., & Rollins, S. C. (2003). Advanced Project Portfolio Management and the PMO : Multiplying ROI at Warp Speed. [Conyers, GA]: J. Ross Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=158341
  • Kerzner, H. (2001). Strategic Planning for Project Management Using a Project Management Maturity Model. New York: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=56729
  • 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
  • Martinelli, R. J., & Milošević, D. (2016). Project Management ToolBox : Tools and Techniques for the Practicing Project Manager (Vol. Second edition). Hoboken, New Jersey: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1140978
  • Morris, P. W. G., & Jamieson, A. (2005). Moving from Corporate Strategy to Project Strategy. Project Management Journal, 36(4), 5–18. https://doi.org/10.1177/875697280503600402
  • Rose, K. H., & Lewis, J. P. (2001). The Project Manager’s Desk Reference. (book review). Project Management Journal, 32(2), 58. https://doi.org/10.1177/875697280103200207
  • Turner, J. R. (2009). The Handbook of Project-based Management : Leading Strategic Change in Organizations (Vol. 3rd ed). New York: McGraw-Hill Professional. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=250777