1. Course number, title, and ects б. Пр. В

Elective Course

Lectures – 16

Seminars & Practical Classes – 20

Contact Hours – 36

Self-study Hours – 154

Б.Пр.Б.13. Macroeconomics

Б.Пр.Б.7. Microeconomics

Б.О.6. Psychology

Б.Пр.Б.3. General management

• 
  Initiating, planning, executing and controlling all the processes within thw whole project scope;
  
• 
  Applying the Method of Earned Value (EV/BCWP);
  
• 
  Modifying the project network;
  
• 
  Using the principle of consistency and other socio-psychological techniques;
  
• 
  Applying qualitative and quantitative methods of risks evaluation;
  
• 
  Translating project conflicts in a constructive way (“healthy competition”); implementing manipulations I the framework of the project management approach;
  
• 
  Managing “the people side” of risks and chage;
  
• 
  Implementing the Critical Chain method
  

The literature on change management is focused on projects and programmes as the way of targeted organization complex changes. Within the framework of PMG research paradigm, theoretical conclusions should be built on evidence analysis: the changes can be classified both depending on potential and analyzed companies’ need in changes, and specific set of factors affecting the project success of analyzed companies.

• 
  Lectures
  
• 
  Seminars
  
• 
  Individual and group discussions
  
• 
  Reports and presentations
  
• 
  Business games
  
• 
  Analysis of practical situations
  
• 
  Essay
  

1. 
   Introduction.
   
   1. 
      Organizational influences and project life cycle
      
   2. 
      Project Stakeholders and Governance
      
   3. 
      Project analysis
      
   4. 
      International Standards
      
2. 
   Project management process
   
   1. 
      Initiating
      
   2. 
      Planning
      
   3. 
      Executing and controlling
      

3.1. Project scope management

3.2. Project HRM

3.3. Project stakeholder management

3.4. Project time management

3.5. Projetc procurement management

3.6. Project quality management

3.7. Project communication management

3.8. Project cost management

3.9. Project risk management

3.10. Project team management

3.11. Project conflict management

1. 
   Управление проектами: фундаментальный курс: учебник /А.В.Алешин, В.М.Аньшин, К.А.Багратиони и др.: под.ред. В.М.Аньшина, О.Н.Ильиной; Нац. Исслед.ун-т «Высшая школа экономики».- Ь.: Изд. дом Высшей школы экономики, 2013.-620 с. – ISBN 978-5-7598-0868-8
   

1. 
   Milosevic D.Z. Project Management ToolBox: Tools and Techniques for the Practicing Project Manager, Wiley, 2003.-600p.
   

1. 
   Dragan Z. Milosevic, Preerasit Patanakul & Sabin Srivannaboon, Case studies in Project, program and OrganizationalProject Management. 2010. John Wiley & Sons, Inc.
   
2. 
   Garies R. Changes in organizations by projects//International Journal of Project Management. – 2010, pp. 314-327.
   
3. 
   Hagen M., Sunyoung P. Ambiguity acceptance as a Fucntion of Project management: a New Critical Success Factor// Project Management Journal, April 2013.
   
4. 
   Hornstein H. The integration of project management and organizationa change management is now a necessity// International Journal of Project Management.- august 2014, pp.291-298.
   
5. 
   “Critical Chain” Eliyahu M. Goldratt The North River press Publishing Corporation, Great Barrington, MA, 1997.
   
6. 
   Myungweon C. Employees’ attitudes towards organizational change: a literature review// Human Resource management, august 2011, - vol.50. №4, pp.479-500.
   
7. 
   Nicholson, N., Soane, S., Fenton-O’Creevy, M., Willman, P. (2005)/Personnality and domain specific risk taking// Journal of Risk Resaerch Vol.8 (2). P.157-176.