How To Be A Successful Project Manager

Transcription

1 Course Syllabus Master of Science Project and Programme Management & Business Development

2 Hereafter is the syllabus for all the courses for the MSc in Project and Programme Management & Business Development. The courses are described using the same template. As such, you get all the information you need about each course. Below is the list of courses: 1. SKEMA s Common courses - Globalization (15 hours 3 ECTS) - Advanced Strategy (15 hours 3 ECTS) 2. Project Management & Standards (total 8 ECTS) - PRINCE2 Foundation (30 hours - 4 ECTS) - PMI (CAPM) (30 hours - 4 ECTS) 3. Organization & Leadership (total 10 ECTS) - Team & Social competencies / Multicultural Management (30 hours - 4 ECTS) - Organizing projects (tools and techniques for project, program, and portfolio management) (30 hours - 4 ECTS) - Solving complexity in project management (based on Lessons learned of real projects) (15 hours - 2 ECTS) 4. Strategy & Business Development (total 14 ECTS) - Business plans and business models (15 hours - 2 ECTS) - Projects financing (30 hours - 4 ECTS) - Strategic project management (30 hours - 4 ECTS) - Maturity models (OPM3, CMMi V 1.2) (37.5 hours - 4 ECTS) 5. Project management (total 24 ECTS) - Microsoft project and operational scheduling (30 hours - 4 ECTS) - Team & social competencies in virtual projects, leadership and the MBTI test (22.5 hours - 2 ECTS) - Project management and sustainability (15 hours - 2 ECTS) - Contract & claim management (15 hours - 4 ECTS) - Project communication & project configuration (15 hours - 4 ECTS) - Risk management (15 hours - 4 ECTS) - Human resource, Authority, Ethics & Organizational Influences (15 hours - 4 ECTS)

3 6. Thesis & Professional Coaching - DPP (out of the scope of the syllabus) - Coaching for Professional Thesis (15 hours - 2 ECTS) - Professional Thesis (28 ECTS) (out of the scope of the syllabus) The Master of Science has two important characteristics. It is accredited by la Conférence des Grandes Ecoles (CGE) and is GAC accredited by the Project management Institute. Conférence des Grandes Ecoles accreditation: As a program accredited by la CGE, your program is supposed to respect CGE s guidelines, among which: - It cannot last below 18 months, - Students have to get 90 ECTS credits (60 academic credits and 30 credits associated with the professional thesis) to be graduated, - An internship of 4 months is requested (due to the SKEMA s guidelines, the internship can by replaced by a full-time position into an organization with either a short-term contract (CDD) or a long-term contract (CDI), - The professional thesis must be done into an organization or in a research department of an institution (due to the specificities of Project Management, the thesis has to be developed into the frame of an organization). GAC accreditation: The program holds a specific accreditation with the Project Management Institute, coined as the GAC (Global Accreditation Center) accredited. Worth 40 project management programs are GAC accredited in the world since the creation of this accreditation in To get this accreditation, the program has to be compliant with the 39 learning objectives defined by the Project Management Institute and as listed below: 1. Project Selection and Initiation 1.1: Apply project selection methods to evaluate the feasibility of projects 1.2: Assess project contribution to business strategy, purpose and plans 1.3: Determine and document project goals and performance requirements by working closely with project stakeholders 1.4: Define and document product or service deliverables

4 1.5: Select appropriate project management practices, tools and methodologies 1.6: Define constraints and assumptions 1.7: Define and document project schedule, budget, resources and quality 1.8: Evaluate alternative strategies in order to meet stakeholder requirements 1.9: Define performance criteria to support quality assurance effort 1.10: Assess and document project risks 1.11: Produce a project approval document for appropriate stakeholder review and decision 2. Project Planning 2.1: Define, analyze, refine and document project requirements, assumptions, and constraints. 2.2: Develop a Work Breakdown Structure (WBS) 2.3: Develop the resource management plan and obtain commitments from resource providers 2.4: Analyze and refine project time and cost estimates to define project baseline, schedule and budget 2.5: Implement project control system to manage project change, communications, procurement, risk, quality and human resources 2.6: Develop a formal and comprehensive project plan, including, where applicable: Communications plan Risk management plan Change management plan Resource management plan Quality plan Procurement management plan Organization plan 2.7: Conduct processes to obtain project plan approval 3. Project Execution and Control

5 3.1: Commit project resources and procedures required to initiate and monitor the performance of work in accordance with the project plan 3.2: Implement the project plan by authorizing the execution of project activities required to produce project deliverables 3.3: Manage project progress by applying performance reporting, analysis, and progress measurement techniques to ensure activities are executed as planned 3.4: Communicate project progress to stakeholders 3.5: Implement quality assurance procedures 3.6: Develop, lead and manage project teams 3.7: Measure project performance comparing results to the baseline 3.8: Identify needs for corrective action, obtain approvals, perform appropriate actions and evaluate effectiveness 3.9: Manage project scope changes 3.10: Reassess and update project control plans and practices to ensure effectiveness 3.11: Recognize and respond to risk events and issues 4. Project Close 4.1: Obtain final acceptance of deliverables from appropriate stakeholders 4.2: Document lessons learned 4.3: Facilitate administrative and financial closure 4.4: Preserve essential project records to adhere to legal and other requirements 4.5: Release project resources by following appropriate organizational procedures 4.6: Ensure project has been transitioned to operation, if applicable 5. Ethics and Professional Responsibility 5.1: Ensure individual integrity and professionalism by adhering to legal requirements and ethical standards 5.2: Enhance individual competence with continuous learning 5.3: Recommend approaches that strive for fair resolution to satisfy competing needs and objectives

6 5.4: Respect personal, ethnic and cultural differences The GAC accreditation involved many positive consequences. You are into a program that is internationally visible and recognized. You have to use/mention this accreditation into your resume. At the end of the program, you will be trained to all of these learning objectives. You will then be able to present objectively your capabilities in project management to anybody, any organization, any business, and whatever the country in the world. You sell yourself through the GAC accreditation. No need to convince! Each course you attend is obliged to fulfill one or more of these learning objectives. But, at the end of the academic program, all the learning objectives will have been taught. Due to the specific constraints associated with the GAC accreditation, the courses of the program are designed to stay in line with. An annual report is sent to PMI to demonstrate the ability of the program to stay aligned and how the program improves over years. Thierry Verlynde, PMP, CMMi Program Director Master of Science Project and Programme Management & Business Development

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8 CODE DU COURS / COURSE CODE GLOBALIZATION- FRANCE Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Face à face / Contact 3 Distanciel / Distance learning 12 Autonomous Personal &/or Team work Evaluation / Evaluation Durée 3 12: 15 Nbh : 2 Nbh : 1,5h PGE MS Programme / Program PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English (& Spanish) Background readings S1 Michel Henry BOUCHET SOPHIA MHB Michel Henry BOUCHET LILLE MHB 1.1 General Objectives : PARIS MHB SUZHOU MHB RALEIGH MHB Description du cours / Course description Globalization is the turbulent background against which SKEMA's students are going to have to play out their careers. Globalization is described by The Economist as the death of distance. Martin Wolf describes it as the integration of economic activities, across borders, through markets. And Anne Krueger adds that its main consequence is that economic agents, in any given part of the world, are much more affected by events elsewhere than before. Basically, it is the worldwide extension of the market economy. It is a broad concept that comprises an underlying combination of economics, finance, geopolitics, sociology, and history dimensions. As the new global economy raises the level of uncertainty and complexity for the international firm s cross-border strategy, global risk analysis has become today an essential component of strategy decisions regarding export, investment, partnership,

9 mergers, as well as takeovers. Since 09/11, global terrorism shows there is no safe sanctuary, even in the world s largest economy. The seminar aims at providing students with a solid understanding of the concepts, historical perspectives, theoretical debates and methodologies surrounding the global economic system. Résultats d apprentissage / Learning Outcomes Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment 1.2. Specific Objectives Understanding the multi-faceted dimensions of global strategy risk Assessing the rising economic and geopolitical power of emerging market countries Understanding the regulatory role of IFIs and its limits Assessing the main sources of risks and opportunities arising from the growing integration of international financial markets from the firm s standpoint; Understanding the various approaches to market globalization, starting with up to date reliable economic intelligence. At the end of the one-week seminar, the students will be expected to gauge the risks and opportunities of globalization. The seminar will be delivered with a combination of lectures, videos, and a number of background reports from IFIs, private business and research centres. Evaluation finale (DS) / Final examination (préciser nature et % / Explain type & %) QCM (quizz) 50% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Group Report 50% Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Report Project Autre (expliquer) / Other (explain) :

10 DAY 1 VIDEOS 1 & 2 Session 1: Introduction: What is Globalization? Globalization: When, Where, How and Why? Readings and Food for thought: Bouchet, Michel Henry: «La Globalisation: Introduction à l économie du nouveau monde», Pearson, Paris: Robert E. Lucas Jr.: The Industrial Revolution: Past and Future, FRB Minneapolis,. May Session 2: VIDEOS 3 & 4 Risks and opportunities in the global economy Plan de cours / Course plan Readings: Bouchet, Michel Henry: «La Globalisation: Introduction à l économie du nouveau monde», Pearson, Paris: VIDEO: Top Minds Weigh in on the Current Climate of Globalization (G. Soros, J. Sachs, J. Stiglitz) x.html ILO report on Globalization: INTERVIEW G. SOROS, Chairman of the Open Society Institute DAY 2: VIDEOS 5 & 6 Session 3 & 4: Globalization: Global competition to attract capital flows and outsourcing The driving force of international trade: A positive sum-game? Where do capital flows come and go? Suggested Readings: Bouchet MH, chapters 4 & 5. Andrew Kohut and Richard Wike, Assessing Globalization: Benefits and Drawbacks of Trade and Integration, Harvard International Review - June 24, 2008 Lee Bransetter and Nicholas Lardy : China's Embrace of Globalization: NBER Working paper July 2006, Time to Rethink Offshoring? The McKinsey Quarterly o_rethink_offshoring_2190_abstract DAY 3 VIDEOS 7 & 8 Session 5: The process of economic development: An historical theoretical perspective: The Classics: Smith, Ricardo, Mill

11 The Liberal School: W. Rostow, Hayek, Schumpeter, Lester Thurow, Thomas Friedman The Doom mongers: K. Marx, Rosa Luxembourg The Dependency school: E. Wallerstein, Samir Amin, G. Franck, P. Baran & Sweezie Session 6: The Dissidents: Paul Krugman and the new theory of international trade Jeff Sachs, Joseph Stiglitz and the discontents, N. Roubini How to cope with the global crisis in 2012? INTERVIEW: J. STIGLITZ Suggested Readings: J. Stiglitz: Homepage : N. Roubini s website and NYT articles 2012 J. Sachs: VIDEO: Globalization and Inequality J. Sachs: Lecture on Economic Reforms in Emerging Economies," ech pdf Ha-Joon Chang : DAY 4: VIDEO 9 Session 7: The role of International financial organizations: The challenge of global regulation Suggested Readings OECD: FATF Intensifies Anti-terrorist Financing Campaign, IMF: The IMF at a glance: IMF: IMW World Economic Outlook Update July 2012 Session 8 & 9: The challenge of global sustainable development VIDEO 10 The modern risk society Ulrich Beck Sustainable development and global warming The challenge of natural resources depletion DAY 5: VIDEOS 11 & 12 Session 10: The Global strategy challenge: How to cope with Global risks? Economic globalization= risk globalization The challenge of Country Risk assessment Suggested Readings: New Economic Foundation, Growth Isn t Possible, January 25, 2010 (London NEF, 2010) at

12 Economic growth cannot continue BBCnews Online, January 25, 2010 at Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended BOUCHET: La Globalisation: Paris : Pearson Site(s) web / Web sites Skema Cross-Knowledge with all videos and background reports and documents Nombre CM Durée CM Nombre TD SOPHIA 5h LILLE PARIS CHINE 5h 5h 15h RALEIGH 15h Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 12 Videos 12 Videos 12 Videos 12 Videos 12 Videos

13 CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME Stratégie avancée / Advanced strategy Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : 1 Nbh : PGE MS Programme / Program PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Anglais/English Bonne connaissance des bases de la stratégie / Good knowledge of the basics of strategy Semestre / Semester 2 Philippe CHEREAU SOPHIA R. Kaminska A. Barraquier B. Cirillo P. Chereau LILLE O. Ammar M. Uhrish R. Kaminska PARIS S. Borzillo M. Uhrish G. Gentina SUZHOU A. Barraqier RALEIGH PX. Meschi Evaluateur(s) / Evaluator(s) Description du cours / Course description R. Kaminska, A. Barraquier, B. Cirillo, P. Chereau, O. Ammar, M. Uhrish, S. Borzillo, G. Gentina, PX. Meschi Court paragraphe de présentation des grands objectifs et de la thématique / Short presentation of the course (objectives & themes) Le cours de stratégie avancée a pour objectif de préparer les étudiants à la formulation et la mise en œuvre de la stratégie par l utilisation des concepts, méthodes et outils du management stratégique autour des thématiques suivantes : - Stratégie de croissance (diversification, internationalisation, alliances stratégiques) - Innovation et entrepreneuriat - Choix stratégiques : évaluation et formulation de la stratégie - Processus de développement de la stratégie Advanced strategy course aims at preparing students to strategy formulation and implementation through the use of concept, methods and tools of strategic management focused on the following issues: - Growth strategy (diversification, internationalization, strategic alliances) - Innovation and entrepreneurship - Strategic choices: formulation and evaluation - Strategy development process

14 - Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : - Identifier les options de stratégie de croissance (diversification, internationalisation, alliances stratégiques) - Analyser les portefeuilles d activités sous le prisme des alternatives de croissance - Identifier et répondre aux différents dilemmes des types d innovation - Maitriser le processus d identification et d évaluation des opportunités entrepreneuriales - Utiliser les outils d évaluation des options stratégiques non financiers et financiers The student is expected to : - Identify growth strategy options (diversification, internationalization, strategic alliances) - Analyze businesses portfolios from a growth alternative perspective - Identify and respond to different types of innovation dilemmas - Manage the process of identification and evaluation of entrepreneurial opportunities - Use non-financial and financial criteria and tools for evaluating strategic options Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : Maîtriser le processus du management stratégique dans l entreprise tant au niveau de l entreprise dans son ensemble qu au niveau d une business unit : de l évaluation des options stratégiques à la formalisation de leur déploiement. Résultats d apprentissage / Learning Outcomes The student is expected to : Manage the strategic management process in organizations both at the corporate and business unit levels: from strategic options evaluation to formalization of strategy deployment Attitudes / Key transferable skills (generic) A l issue de la formation, l étudiant devrait être capable de : - Accepter le fait que le management stratégique est un mode de gestion des entreprises complexe mais indispensable qui nécessite des outils et méthodes adaptées à cette complexité. - Adopter une posture opérationnelle vis-à-vis du management stratégique pour un déploiement efficace et effectif. The student is expected to : - Understand that strategic management is a complex but mandatory process of corporate management that requires specific tools and methods designed to cope with this complexity - Adopt a practical posture with regard to strategic management aiming at efficiency and effectiveness Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Formaliser les options stratégiques de croissance d une entreprise - Evaluer leur niveau de risque et de faisabilité, au regard de critères qualitatif et quantitatifs - Identifier les comportements d innovation appropriés à la stratégie de l entreprise - Formaliser les outils de pilotage du développement stratégique The student is expected to : - Formalize corporate growth strategic options - Evaluate feasibility and risks of strategic options with quantitative and qualitative criteria - Identify innovation behavior that fit strategic posture - Formalize tools of strategy implementation monitoring Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) - LO3.1 To produce clear, well organized verbal communication - LO4.1 To analyze globalization and evaluate its effects on business - LO5.1 To analyze and apply advanced concepts in a specialized discipline Evaluation des étudiants / Student Assessment Evaluation finale (DS) / Final examination (préciser nature et % / Explain type & %) QCM (quizz) 50% Etude de cas (case study) % Questions (questions) %

15 Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : CM1 1,5h TD1 3h: 1,5+1,5 International strategy (1) - (chapter 8): - Internationalization drivers - World 3.0 and semi-globalization International strategy (2) - (chapters 8 and 10): - International expansion strategies (global, multinational, transnational) - Internationalization and performance - Acquisitions, mergers, greenfield start-ups and joint ventures TD2 3h Synthesis case study on International strategy: GRADED Plan de cours / Course plan CM2 1,5h e-learning TD3 3h: 1,5+1,5 Innovation and Entrepreneurship (chapter 9): - Innovation dilemmas (sources and types of innovation) - Innovation diffusion - Innovators and followers - Entrepreneurship: stages and types Strategy evaluation and development (chapter 11 and 12): - Strategy formulation and evaluation - The strategic performance ratios - Strategy development process TD4 3h Synthesis case study on strategy evaluation: GRADED Optionnelle / Recommended Bibliographie / References Lecture obligatoire / Required reading Exploring Strategy text and cases Ninth edition R.E. Miles, C. Snow Organizational strategy, structure and Process Stanford University Press, 2003 Porter, M.E. (1996) - What Is Strategy? - Harvard Business Review, November-December issue, p Kim, W.C. and R. Mauborgne (2005) - Blue Ocean

16 Strategy: From Theory to Practice -, California Management Review, vol. 47, n 3, p Site(s) web / Web sites Modalités de délivrance du cours (par campus si différent) Nombre CM Durée CM Nombre TD Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) SOPHIA LILLE PARIS CHINE RALEIGH ,5 1,5 1,5 1,5 1, ,5 1,5 1,5 1,5 1,5

17 CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME PRINCE2 Foundation Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English To read chapter 1 of the PRINCE2 manual. 1 st semester Thierry Verlynde et Justine Sabin SOPHIA APMG LILLE Justine SABIN/ Graham Z SMITH/Antoine BRETON/Sarah Ross PARIS Justine SABIN/ Graham Z SMITH/Antoine BRETON/Sarah Ross SUZHOU RALEIGH Used by more than 20,000 organizations in 150 countries around the world, PRINCE2 is recognized by companies as the leading project management methodology. Description du cours / Course description PRINCE2 provides a reliable, scalable, flexible project management framework covering the wide variety of disciplines and activities required within a project. It is used extensively by both public and private sectors and offers best-practice guidance on project management for projects of any size. The aim of this course is to explain PRINCE2 framework to the students: the Principles, the Themes, the Processes and the techniques. At the end of the course, students will sit the Foundation certification exam. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : The student is expected to : - Know and understand project objectives - Know and understand PRINCE2 Principles,

18 - Know and understand PRINCE2 Themes, - Know and understand PRINCE2 Processes - Know and understand PRINCE2 terminology and documents described in the PRINCE2 manual. Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : The student is expected to : - Increase attention skills: particularly the ability to manage competing demands in one environment. - Increase memory more specifacally the short term/working memory - Increase executive functions: * Anticipation: prediction based on pattern recognition. * Problem-solving: defining the right problems to then generate solutions and pick the right one. * Decision making: the ability to make decisions based on problem-solving, on incomplete information. * Sequencing: the ability to break down complex actions into manageable units and prioritize them. Attitudes / Key transferable skills (generic) The student is expected to : - Oral and Written communication skills - Problem solving skills - Group work skils - Self-management skills - Intellectual skills Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : The student is expected to : - Ensure projects deliver business benefits - Use a process-based approach to deliver projects in a consistent manner - Reduce typical project problems - Establish sound project governance - Ensure projects are run in a controlled manner from start to finish - Plan projects effectively using product-based planning - Share a common terminology - Apply this best-practice methodology to projects of any type, regardless of scale and size - Tailor the methodology to adapt it to the requirements of any project LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO6.1 Manage project or Assist project management in international environment LO7,1 Employability LO7,2 Acquire certifications Evaluation finale (DS) / Final examination (préciser nature et % / Explain type & %) Evaluation des étudiants / Student Assessment QCM (quizz) 100% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning

19 Autre (other) Précisez (precise) Plan de cours / Course plan Bibliographie / References Site(s) web / Web sites Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Day 1 :PRINCE2 Introduction and Principles Day 2 : PRINCE2 Themes Day 3 : PRINCE2 processes Day 4 : Exercises + Foundation certification exam Lecture obligatoire / Required reading Managing Successful Projects with PRINCE2 Reference Manual, 2009 edition, Office of Government Commerce, The Stationery Office, London Optionnelle / Recommended Nombre CM Durée CM Nombre TD SOPHIA LILLE PARIS 30 hours 30 hours CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances)

20 CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME CAPM Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description English All course included into the program 2 nd semester Thierry Verlynde et Justine Sabin SOPHIA Thierry Verlynde LILLE Thierry Verlynde/Sarah Ross/Jean Gouix PARIS Thierry Verlynde/Sarah Ross/Jean Gouix SUZHOU RALEIGH Prepare students without project experience to get the CAPM credential from the Project Management Institute Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : The student is expected to : know all the body of knowledge to manage a project Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : -. The student is expected to :use documents, tools, and technique within the environment of any organization Attitudes / Key transferable skills (generic) The student is expected to :be able to customize what he/she learned into organization with the appropriate behavior in order to reduce the cost associated to change management