Managing International Projects

Bachelor 2020/2021

Type: Elective course (Marketing and Market Analytics)

Area of studies: Management

Delivered by: Department of Strategic and International Management

Where: Graduate School of Business

When: 3 year, 3, 4 module

Mode of studies: offline

Instructors: Anna Yuryevna Yakovleva

Language: English

ECTS credits: 4

Contact hours: 40

Full Syllabus Ask Question

Abstract

Impact of global issues on international companies performance is growing due to the open character of business interactions. Project as tool of company strategies implementation evoke the increasing request for specialists possessing competencies in the area of international project management. 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. Consequently learning of international project management methodology is substantially differs from the conventional project and requires special knowledge and skills.

Learning Objectives

Understanding the key "soft" issues of international context of project implementation
Learning how to plan an international project in terms of international context
Training project management techniques in project planning and progress assessment
Understanding the aspects of collaboration in international projects
Study the communication features of international projects, including the work of virtual teams

Expected Learning Outcomes

Understanding differences between operational and project activity
Knowing the difference between general approaches to project- portfolio and programme management
Knowing of peculiarities of project management knowledge areas
Being able to create a project management plan
Being able to control project management progress
Knowing specific knowledge areas of international project management
Learned to evaluate how cultural intelligence define the international performance
Learned how to use communication plan to construct the relationship with stakeholders
Knowing how trust and conflict resolution influence the successful project performance
Knowing of techniques that improve team collaboration, stakeholder engagement
Learn how leadership and coaching is used for global teams support
Assess whether the project are ready to become global
Knowledge of methods that improve international project team collaboration and stakeholder engagement
Knowing how members of virtual project teams can be involved in collaboration

Course Contents

Global aspects of project management:
Cultural issues, communications, trust, ethical issues and conflicts resolution
Foundations of project management: project management approach in company performance
History of project management as a discipline, project manager role, project/portfolio/programme; project management life cycle; standards of project management
Project management knowledge areas
Scheduling, budgeting, stakeholder management, procurement management, communication management, risk management, human resource managment
Global project collaboration
Global collaboration structures, regulation of human resources and project manager activity in cultural context and cultural intelligence, leadership and coaching
Development of communications in international projects within the framework of virtual teams
Creating effective communication within the project team and with project stakeholders. Iinvolvement of stakeholders. Virtual team. Factors of successful virtual communication.

Assessment Elements

Individual participation in clases
due to no possibility to retake this part of grade is not taken into account when student do 2d retake
project presentation
quiz
The exam is taken written form (multiple choice questions) with asynchronous proctoring
HBR case solution

Interim Assessment

Interim assessment (4 module)
0.15 * HBR case solution + 0.25 * Individual participation in clases + 0.3 * project presentation + 0.3 * quiz

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
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
Lee, M. R. (2014). Leading Virtual Project Teams : Adapting Leadership Theories and Communications Techniques to 21st Century Organizations. Boca Raton: Auerbach Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=611888
Marion, J. W. (2019). Project Management : A Common-Sense Guide to the PMBOK Program, Part Two–Plan and Execution. New York, NY: Momentum Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1918052
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
Quackenbos, D., Ettenson, R., Roth, M. S., & Auh, S. (2016). Does Your Company Have What It Takes to Go Global? Harvard Business Review Digital Articles, 2–6. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=118686017

Recommended Additional Bibliography

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
Hobbs, P. (2015). Project Management (Vol. American edition). New York, New York: DK. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=979507
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
Lindner, R., & O’Brien, D. (2019). The Global Virtual Teams Project: Learning to Manage Team Dynamics in Virtual Exchange. Research-publishing.net. Research-publishing.net. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=ED596491
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
Pinto, J. K. (2015). Project Management: Achieving Competitive Advantage, Global Edition. [N.p.]: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1419628

Course Syllabus