Магистратура
2023/2024
Управление проектами в международных компаниях
Статус:
Курс по выбору (Международный менеджмент / Master in International Management)
Направление:
38.04.02. Менеджмент
Где читается:
Высшая школа бизнеса
Когда читается:
2-й курс, 1 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для всех кампусов НИУ ВШЭ
Преподаватели:
Яковлева Анна Юрьевна
Прогр. обучения:
Международный менеджмент
Язык:
английский
Кредиты:
3
Контактные часы:
24
Course Syllabus
Abstract
***Overall description: This course is designed specifically for the students of 'International business' bachelor degree program. TThe aim of the course is to provide the knowledge and expertise about how to initiate, plan, execute, monitor and control a project in MNC’s to ensure its success. Project as tool of company strategies implementation evoke the increasing request for specialists possessing competencies in the area of international project management. Students will be introduced methodologies and practical tools that facilitate and support the management of people, time, costs and resources in projects. 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.
***Course structure: Lectures allow students to understand, learn and structure mostly theories, concepts, terms, and models of contemporary project management. Actively using mini-cases and stories, lectures illustrate the theoretical and conceptual materials of the course. Lectures are very helpful to study the recomendations related to models and frameworks application specific for the course. Seminars focus more on the practical side of the discipline and provide the opportunity to practice with the concepts, models, and frameworks through their application for case analysis and exercises. Seminars are necessary for the correct application of project management tools and techniques needed for course team project and examination.
***Special considerations: When preparing papers and answers to tests, examinations and other tasks, it is not allowed to use information prohibited for distribution on the territory of the Russian Federation. Papers and answers containing such information will be cancelled. By submitting written and oral answers and works, students agree to the possibility of the use of these ansers within the educational process by publicly discussing, commenting, analyzing them orally or in writing during face-to-face classes or correspondence communications. All official communications between students and instructors are organizied through corporate email service or LMS. Additional communications channels (such as messengers) are allowed as informal means of correspondence only if they exclude transborder data trasmission.
***Grading orientation: Grades of 8 imply explicitely and unambiguously demonstrated knowledge based on main, additional and recommended literature and materials. They are also reflect competencies related to practical application of all tools, techniques, and frameworks studied in the course following the recommendations and rules provided from the instructor. Some recommendations and rules from other sources may be insufficient to excellent grades, and in some instances be so incompatible with the content of the course that it may lead to significant decrease of answers' quality. The answers, written or oral, prepared with the help of artificial intelligence are allowed only if they are marked as produced by AI. As almost all questions and tasks within the course imply as specific answers as possible, the answers or their parts of general or generic nature will not be considered as of high quality. Grades of 9-10 imply the knowledge and skills exceeding the level of 8.
***Literature and learning materials: Literature mentioned as main is necessary to satisfactory completion of the course. For higher levels, students are expected to learn from additional literature, and also additional and recommended sources and materials provided in the course program. More sources and materials will be announced during the classes. Realistically considering the informational constraints imposed by foreing institutions on Russian universities, including HSE, notable part of the knowledge necessary for excellent grades will be delivered through live interactions within lectures and seminars. Students are expected to take notes, actively study presentations and remember the content by participation in discussions.
Learning Objectives
- OPC-1: Be able to effectively perform managerial functions in the international context based on economic, organizational, and managerial theory
- COP-3: Know and understand terms, concepts, frameworks, and models of economic, organizational, and managerial theories in the context of project management practice
- COP-6: Deliver the results of project management activities at the level of organization, department, or functional area
- COP-9: Use contemporary social technologies of teamwork, communications and negotiations, allocation of task and delegation of authority
Expected Learning Outcomes
- Know how to identify international projects and international programs, know the differences between local projects and programs
- Know the key characteristics of international projects and programs
- Be aware of the project management standards used in international project management
- Know core knowledge areas applied in international project management
- Know how to apply methods that improve team collaboration and interaction with stakeholders
- Be able to organize and manage project communications in an international company
- To know how incorporate skills in trust creation and conflict resolution and how they affect the successful work of an international project
- To study project planning methods in an international context
- To know the specifics of adapting project methodology to international project management
- To know the organizational issues of global project interactions
- To be able to create project breakdown structures, adapted to international context
- Know how members of virtual project teams can be involved in cooperation
- Be able to assess the readiness of organization to launch projects in international context
- Manage virtual multicultural project team
- Learn how to evaluate the cultural intelligence that determines work in an international environment
- Be able to create feedback strategies for managing the team of an international multicultural project
- can meaningfully imply key terms of project management for practical purposes
- can create project concept and project scope documents
- can manage project scope and time
- can manage project risks
- can manage project resources
- can manager project costs
- can control projects
- can manage project communications
- can coordinate project stakeholders
- can manage several projects at the organizational level
Course Contents
- Global aspects of project management in international companies
- International project management knowledge areas
- Communication in international projects
- International Project Management integration processes
- Cooperation in virtual teams of international projects
Assessment Elements
- Activity and assignmentsIndividual class and homework: Activity and assignments. Activity on lectures and seminars - comments, answering questions, participation in discussions, inclass discussion of the case studies, working on the class assignments etc.
- Case studyCase solution and presentation: reading and case analysis, presentaion of case problems revealed and their solution. Presentation should be uploaded ontime in LMS. After deadline the presentation can not be accepted.
- ProjectCreation of project plan documents and the presentation of the project information
- ExamExam includes 2 parts: quiz (multiple choise questions) and open questions or case study (the choice of "open part" will be announced by the lecturer before the exam). It' s "closed-book" type of control.
Interim Assessment
- 2023/2024 1st module0.1 * Activity and assignments + 0.2 * Case study + 0.3 * Exam + 0.4 * Project
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
- Effective virtual project teams: a design science approach to building a strategic momentum. (2019). Springer. https://doi.org/10.1007/978-3-030-22228-4
- 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
Recommended Additional Bibliography
- A. O’Connor. (2010). Managing Economies, Trade and International Business. Palgrave Macmillan.
- Agarici Corina, Scarlat Cezar, & Iorga Danuţ. (2020). Turning cross-cultural management conflict into collaboration: Indian and Romanian experiences in Global Project Teams. Proceedings of the International Conference on Business Excellence, 14(1), 1024–1034. https://doi.org/10.2478/picbe-2020-0097
- Ben Mahmoud-Jouini, S., Midler, C., & Silberzahn, P. (2016). Contributions of Design Thinking to Project Management in an Innovation Context. Project Management Journal, 47(2), 144–156. https://doi.org/10.1002/pmj.21577
- Dumitraşcu-Băldău Iulia, & Dumitraşcu Dănuţ Dumitru. (2019). Intercultural Communication and its Challenges Within the International Virtual Project Team. MATEC Web of Conferences, 07005. https://doi.org/10.1051/matecconf/201929007005
- Fossum, K. R., Binder, J. C., Madsen, T. K., Aarseth, W., & Andersen, B. (2019). Success factors in global project management:A study of practices in organizational support and the effects on cost and schedule. https://doi.org/10.1108/IJMPB-09-2018-0182
- Grant, A., Harvard Business Review Press, Groysberg, B., Katzenbach, J. R., & Meyer, E. (2019). HBR’s 10 Must Reads on Building a Great Culture (with Bonus Article “How to Build a Culture of Originality” by Adam Grant). Harvard Business Review Press.
- Horine, G. (2017). Project Management Absolute Beginner’s Guide: Vol. Fourth edition. Que Publishing.
- Janine Viol Hacker, Michael Johnson, Carol Saunders, & Amanda L. Thayer. (2019). Trust in Virtual Teams: A Multidisciplinary Review and Integration. https://doi.org/10.3127/ajis.v23i0.1757
- 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
- Khanna, T. (2015). A Case for Contextual Intelligence. Management International Review (MIR), 55(2), 181–190. https://doi.org/10.1007/s11575-015-0241-z
- 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
- 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. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH): Vol. Seventh edition. Project Management Institute.
- Shankar S., Muller R., Drouin N. Cambridge Handbook of Organizational Project Management, 2017. Режим доступа: http://library.books24x7.com/bookshelf.asp