• 2. Course instructors during Self-Evaluation year and site visit year
  • 4. Course objectives in relation to total curriculum
  • 5. Learning outcomes
  • 6. Course description
  • 7. Learning and teaching methods
  • 9. Prescribed books and readings Main textbook
  • 1. Course number, title, and ects б. Пр. В

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    Course abstract, Б.Пр.В.4, Project Management

    1. Course number, title, and ECTS

    Б.Пр.В.4, Project Management, 5 ECTS

    Elective Course

    Lectures – 16

    Seminars & Practical Classes – 20

    Contact Hours – 36

    Self-study Hours – 154

    2. Course instructors during Self-Evaluation year and site visit year

    Mr. Konstantin Bagrationi, Assicsiate Professor, PhD

    3. Prerequisites for the course

    Б.Пр.Б.6. Mathematics

    Б.Пр.Б.13. Macroeconomics

    Б.Пр.Б.7. Microeconomics

    Б.О.6. Psychology

    Б.Пр.Б.3. General management

    4. Course objectives in relation to total curriculum

    The main goal of the present course is to form necessary amount of basic and applied knowledge and practical skills for the successful project management

    5. Learning outcomes

    By the end of the course, students should be capable of:

    • 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

    6. Course description

    Permanent organizations, same as temporary organizations created for a single task, during their actitvity undergo through some changes. Various types of changes require different management approaches, which was multiply highlighted by the research scientists specializing in management.

    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.

    7. Learning and teaching methods

    During the course the following techniques are used:

    • Lectures

    • Seminars

    • Individual and group discussions

    • Reports and presentations

    • Business games

    • Analysis of practical situations

    • Essay

    8. Major topics covered

    The main topics of this course are the following:

    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. Project management tools and techniques

    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

    9. Prescribed books and readings

    Main textbook:

    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

    Required readings:

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

    Additional readings:

        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.

    10. Way of examining

    The assessment criteria and grade system are the following:

    Mark’s components

    Weight in the final mark

    Current control:








    Exam (test)


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

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