TEACHING PLAN FOR INTERNATIONAL PROJECT MANAGEMENT. 1. Basic description

Transcription

1 TEACHING PLAN FOR INTERNATIONAL PROJECT MANAGEMENT 1. Basic description Name of the course: International Project Management Academic year: Term: Second Term Degree / Course: Bachelor s Degree in International Business and Marketing Code: Number of credits: 4 Total number of hours committed: 100 Teaching language: English Lecturer: Manuel Guerris Timetable: Magistral: Tuesday 13:00-15:15 Seminars: Thursday :15-14:10 / :15-15:10 2. Presentation of the course In business environments and ecosystems increasingly rapid and changing, companies and organizations need to be more productive, efficient and flexible at a constant rate of change. The rapid development of Internet and new business models have accelerated the pace of change. Also emerging opportunities to international challenges due to growth and expansion to increase market presence make it necessary to use project management tools to be successful. In this context of change, projects and management of the company projects are configured as an essential tool to adapt quickly to change at all levels, from local to international. From the point of view of strategic project management until the last productive resource by scheduling tasks and resources, project management with its methodologies and know-how is the key to manage efficiently and quickly all those actions outside and different from classical production methodologies. Being a project a set of actions to perform in a given schedule in different spatial locations, and by means of limited resources and costs, as well as with participation of professionals from different cultures and countries, the project management tools used to manage these efficiently.

2 This course is destined to be a reference point for all those students who want to develop their career in the field of global operations management being project management one of the areas of operations. To achieve this, in this course will study the major theories, concepts and tools used in companies for the management of international projects from both academic and practical perspective. OBJECTIVES - Understand what a project is and when to apply the project management tools - Learn to prioritize projects based on their strategic fit within the company - Understand and practice the necessary technical methodologies for project management - Understand and practice the communication and management tools in addition to the technical methodologies - Propose, define and present a project - Use and understand project management software

3 3. Competences to be achieved in the course General competences Instrumental competences G.I.3. Ability to organise and plan. G.I.4. Ability to tackle and solve problems. Generic systemic competences G.S.3. Ability to think globally Competences for applicability Specific competences Ability to define and structure projects within a company structure Ability to sell projects to internal or external company clients Ability to develop and stimulate team projects. Ability to assess the risks associated with management of dynamic projects. Ability to use software to plan and manage projects G.A.1. Ability to apply acquired knowledge and skills. The above competences interrelate with the basic competences set out in Royal Decree 1393/2007, namely: a. competence to comprehend knowledge, on the basis of general secondary education b. competence to apply knowledge to day-to-day work in international management or marketing, in particular, ability to develop and defend arguments and to solve problems c. competence to gather and interpret relevant data, enabling the development of critical judgements on the economic and social reality d. competence to communicate and transmit information (ideas, problems, solutions) to a specialised and non-specialised public e. competence to develop learning activities in a relatively autonomous manner. In order to establish a correspondence between the basic competences and those developed in the degree, these are grouped according to two criteria. Thus, the competences developed in the subject are structured into those that are seen as a development or specification of basic competences and those that define the professional profile of the graduate, with respect to general and specific competences. Basic competence: understanding of knowledge I. General competences G.I.3 Basic competence: application of knowledge I. General competences G.S.3 Basic competence: develop learning activities I. General competences G.I.3, G.I.4

4 Competences that define the professional profile which are not included under basic competences In general, these competences combine the following key elements for professionalising students in the area of international business and marketing: - provide students with the capacity to adapt to dynamic teams and environments - provide students with the capacity to create their own integral vision of the operation of a business or international marketing project - provide students with the capacity to take complex decisions and carry out negotiation processes I. General competences G.I.4, G.A.1 Own competences of the subject Ability to define and structure projects within a company structure Ability to sell projects to internal or external company clients Ability to develop and stimulate team projects. Ability to assess the risks associated with management of dynamic projects. Ability to use software to plan and manage projects 4. Contents Keywords: Processes, methods and systems used to plan, schedule and track projects. Economic and financial management of projects. Quality management. Introduction to project management: o Definition of a project o Differences between projects and continuous production o The project lifeycle Matching projects inside a company o Raising project stakeholders o Listening your stakeholders o Tools to evaluate and manage your stakeholders Selecting and evaluating projects o Quantitative techniques to evaluate projects o Qualitative techniques to evaluate projects o Mixing techniques to evaluate projects Project planning o Project activity and risk planning o Project budgeting: costs and risks o Project scheduling: network techniques o Resource allocation Organization o Matrix responsibilities o Project manager role o Managing cultural differences o Managing spread resources Selling projects internally and externally

5 o o Sales techniques Selling your project Project execution o Project monitoring o Project control o Project auditing o Project termination Managing project deviations o Deviations indicators o Risk control o Negotiation and management of conflict 5. Assessment Assessment elements Class participatio n Quizzes Exercises Time period Time of course Periodicall y Periodicall y Type of assessment Assessment agent Type of activity Comp Opt Lecturer Selfassesasses Co- s X X Synthes is and applicati on based X X Synthes is based X X Applicati on based Project plan Last day X X Applicati on based Final exam Exams week X X Synthes is based Assessment Grouping Weigh t (%) Continu Synthesi Indiv Group ous s (#) C X 5% C X 10% C X 10% C X 25% S X 50% In every assessment element of continuous evaluation (all assessment elements except final exam) a grade of minimum 5 over 10 will be needed to pass the course. If only one of these assessment elements is under 5, course will be failed and course grade will be the minimum grade of all of the grades of the assessment elements independently from final exam degree Final exam is required to pass the course with a minimum grade of 5 over 10. If a student doesn t make final exam this student will have a No presented degree and if final exam grade is under 5 over 10, final course evaluation will be equal to final exam grade Terms and conditions for extraordinary exam sitting Only those students with all and every continuous evaluation assessment element with a minimum grade of 5 over 10 will be able to an extraordinary exam sitting In that case final exam will still have a weight of 50% of final course grade and will be needed a minimum grade of 5 over 10 for the final exam to pass the course Same previous rules will be used to calculate final course grade

6 Competences evaluation: G.I.3 G.I.4 G.S.3 G.A.1 Specific Class participation X X X X Quizzes X X X X Exercises X X X X Project plan X X X X X Final exam X X X 6. Bibliography and teaching resources Basic bibliography: o The Fast Forward MBA in Project Management, Eric Verzuh. John Wiley & Sons, 2005 o Meredith, J.R., Mantel, S.J. (2012), Project Management: A Managerial Approach, 8th edition, New York et al o Project Management Institute (Eds., 2008), A Guide to the Project Management Body of Knowledge, 4th edition, Newton Square, PA 2008 Supplementary bibliography o Agile Estimating and Planning, Mike Cohn. Prentice Hall, 2006 o The Billion Dollar Solution. Secrets of Prochain Project Management, Robert C. Newbold. Prochain Press 2008 Teaching resources o Presentations in class o Exercises o Role-plays o Concepts revision (quizzes) 7. Methodology Classes (in the classroom): 10 face-to-face classes where professor will present concepts, methodologies and examples. Participation from students will be required and evaluated depending on attitude, questions and quality of questions. Seminars (in the classroom): 10 face-to-face s where students will solve exercises and project situations in group proposed by professor. These s will reinforce through practice the concepts and methodologies seen during classes. Some exercises will be provided before s and students will have to prepare them before the. Questions about exercises will be solved and discussing during s. New questions and variations from exercises will be given to students during s and will be evaluated by professor after students have solved them in group. Students will have to attend s as compulsory to pass the course. Quizzes: In 8 classes and at the beginning of every class a quiz made in Moodle will be done individually by students to reinforce concepts already taught in past classes.

7 Project plan: Last, every group will have to present a project plan to the rest of students taking into account all the concepts and methodologies presented, developed and worked during the course. Every group will decide a project to be developed at the beginning of the course and will have to be agreed by professor. At the middle of the course an intermediate presentation will have to be presented too. Final exam (individual in the classroom) 8. Scheduling activities Week Session Activity previous Activity in the to the classroom classroom Grouping/type of Grouping/type of activity activity Week 1 Class Introduction to project management Week 1 Seminar Video of a business case Week 2 Class Matching projects inside a company Week 2 Seminar Preparation of Role plays about about matching projects matching projects Week 3 Class Selecting and evaluating projects Week 3 Seminar Preparation of Exercises about selection and exercises evaluation Week 4 Class Project planning Week 4 Seminar Preparation of Exercises about project planning exercises Week 5 Class Project planning Week 5 Seminar Preparation of Exercises about project planning exercises Week 6 Class Project planning Week 6 Seminar Intermediate Final Project presentations Week 7 Class Organization Week 7 Seminar Preparation of Role plays about about organization organization Week 8 Class Selling projects internally and externally Week 8 Seminar Preparation of Role plays about about selling projects selling projects Week 9 Class Project execution Week 9 Seminar Preparation of Exercises about project execution exercises Week 10 Class Managing project deviations Activity outside the classroom Grouping/type of activity Questions about the business case Essay about the Exercises selection evaluation about and Exercises about project planning Exercises about project planning Essay about the Essay about the Exercises about project execution

8 Week 10 Seminar Presentation of final projects Exams week Final Exam