經(jīng)濟(jì)全球化項(xiàng)目管理課程介紹與教學(xué)大綱

經(jīng)濟(jì)全球化項(xiàng)目管理課程簡(jiǎn)介課程編號(hào)12BUS384課程名稱(chēng)經(jīng)濟(jì)全球化項(xiàng)目管理課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分4.5學(xué)時(shí)分配授課：72實(shí)驗(yàn)：上機(jī)： 實(shí)踐：實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50% o開(kāi)課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專(zhuān)業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)原理課程內(nèi)容:經(jīng)濟(jì)全球化項(xiàng)目管理是財(cái)務(wù)管理（中澳合作）的專(zhuān)業(yè)選修課程。該門(mén)課程的主要內(nèi)容包括如何起始和組織項(xiàng)目、如何計(jì)劃安排項(xiàng)目和如何實(shí)施項(xiàng)目三大部分，尤其細(xì)致分析了項(xiàng)目計(jì)劃階段的定義范圍及編制工作分解結(jié)構(gòu)，項(xiàng)目進(jìn)度計(jì)劃，資源管理，項(xiàng)目預(yù)算，項(xiàng)目風(fēng)險(xiǎn)計(jì)劃，項(xiàng)目質(zhì)量計(jì)劃工作的原理和實(shí)施方法。該門(mén)課程的主要任務(wù)是讓學(xué)生掌握項(xiàng)目管理學(xué)的基本知識(shí)和原理，從而使學(xué)生能夠掌握和應(yīng)用項(xiàng)目管理的理論知識(shí)和應(yīng)用技能。Brief IntroductionCodeBUS384TitleGlobal Business Project ManagementCourse natureOptionalSemester Hours72 Credits 4.5Semester HourStructureLecture： 72 Experiment：Computer Lab：Practice：Practice (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final gradeaccounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisitePrinciples of managementCourse Description:Global Business Project Management is the elective course for the students majored in FinancialManagement (Sino-Australian cooperation). The main content of this course includes how to startand organize the project, how to plan the project and how to implement the project. The courseespecially carefully analyze work principle and implementation method of definition range of theproject planning phase and format work breakdown structure, project progress plan, resourcemanagement, project budget, project risk plan, project quality planning. The main task of thiscourse is to make students master the basic knowledge of project management and principle, sothat the students can master and apply theoretical knowledge and application skills to projectmanagement.經(jīng)濟(jì)全球化項(xiàng)目管理課程教學(xué)大綱課程編號(hào)BUS384課程名稱(chēng)經(jīng)濟(jì)全球化項(xiàng)目管理課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分4.5學(xué)時(shí)分配授課：72實(shí)驗(yàn)：上機(jī)：實(shí)踐：實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50%開(kāi)課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專(zhuān)業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)原理一、教學(xué)內(nèi)容Chapter 1 Introduction to project management1.1 What is a project1.2 History of Project Management1.3 What makes projects difference1.4 Understanding projects1.5 Project roles1.6 Overview of bookDifficulties: project management knowledge areasKey points: a distinction between project management and process workChapter 2 Project management: Process, roles, life cycles and selection2.2 The strategic planning process2.3 Project prioritisation2.4 Project life cyclesDifficulties: The Strategic Planning ProcessKey points: Methods for Selecting ProjectsChapter 3 Organisational capability: Examining structures, culture and roles3.1 Culture and project management3.2 Project leadership3.3 Problem solving and projects3.4 Networking and marketing in the project setting3.5 Project management and teams3.6 Creating a project team structureDifficulties: Organizational Culture and project managementKey points: Types of organizational structuresChapter 4 Stakeholder analysis and communication4.1 Stakeholder analysis4.2 CommunicationDifficulties: Build RelationshipsKey points: Stakeholder analysisChapter 5 Scheduling projects5.1 Scope and WBS5.2 SchedulingDifficulties: Scope Definition; Work Breakdown StructureKey points: Gather Stakeholder Input; sequence activitiesChapter 6 Resourcing and budgeting projects6.1 Resourcing projects6.2 BudgetingDifficulties: Resources levellingKey points: RACI chartersChapter 7 Project quality: Risk management, concepts, planning and tools7.1 Risk management7.2 Quality principles7.3 Quality planning and project management7.4 Quality core concepts and the 'Gurus'7.5 TQM, ISO, and Six Sigma7.6 The SIPOC Model7.7 Project control and analysing project activities7.8 Evaluating project progress and performanceDifficulties: Quality core conceptsKey points: The SIPOC ModelChapter 8 Leading and managing project teams and closing the project8.1 Project teams8.2 Managing and leading project teams8.3 Managing conflict in project teams8.4 Negotiating8.5 Project closureDifficulties: Developing the project teamKey points: Stages of Project Team Development二、教學(xué)基本要求Chapter 1 Introduction to project managementMany managers and professionals are facing the challenge to manage projects every day with littlehelp from their companies or from their previous background and experience. When the challengeincludes managing projects from a global framework with virtual or multicultural teams, usuallythe results are projects finishing with significant delays and over budget. This subject will providethe student with some tools and skills to be able to identify and control the scope of a project, oneof the classical reasons why projects suffer from delays and over budget problems. Managing thekey stakeholders is one of the keys for success in China. The subject will provide some techniquesto improve understanding on how Western and Chinese stakeholders have different needs andexpectations, and help to meet such demands while fulfilling the project scope.Chapter 2 Project management: Process, roles, life cycles and selectionIn this part you will learn about describing the strategic planning process, describing the portfolioalignment process, itemizing strengths and weaknesses of using financial and scoring models toselect projects, describing how to select and prioritize projects as an outgrowth of strategicplanning, organizational priorities and several projects, demonstrating how to select and prioritizeprojects using a scoring model, determination identify potential projects in an organization.Chapter 3 Organisational capability: Examining structures, culture and rolesIn this chapter the student will learn about organizational structure, organizational culture, projectlife cycles, role definitions and how to create organizational capability to manage projects. Aftercompleting this chapter, each student should be able to learn about the respective duties,motivations, and challenges of the executive, managerial, and team roles in projects, the attributesone should consider in selecting a person for each of the executive, managerial, and team roles inprojects, comparing and contrasting the advantages and disadvantages of the functional, project,strong matrix, balanced matrix, and weak matrix methods of organization and describe how eachoperates, description of types of projects an organization has, determining and justifying the typeof organization that is appropriate, different project life cycle models and telling when each isappropriate, organizational culture elements that are helpful in planning and managing projects,listing how to overcome organizational culture elements that hinder successful projects, and whenplanning a real project with your team, relating the culture characteristics of your sponsoringorganization and how you factor them into your project planning.Chapter 4 Stakeholder analysis and communicationThis chapter introduces the need for and the methods of both stakeholder analysis andcommunication planning. After completing this chapter, each student should learn about thecomponents of a project management plan, each set of stakeholders for a project, prioritizingstakeholders using a Stakeholder Identification and Prioritization Matrix, how to build projectrelationships and why it is important for communications, explaining why a projectcommunications plan is important, each section of a project communications plan and the roleeach plays, developing a project communications management plan for a real project, planning,conducting, and improving project meetings, communication challenges of virtual and globalproject teams, determining which communications technologies would be used for a project andjustify your recommendation.Chapter 5 Scheduling projectsThis chapter demonstrates how to construct project schedules. After completing this chapter, eachstudent should be able to learn about the scope planning and definition processes, developing aproject scope management plan, creating a project scope statement, designing a change controlprocess, what a WBS is and why it is vital to project planning and control, work packages andhow they are used for planning and control, comparing and contrasting different methods ofdeveloping a WBS, developing a WBS for a small sample project using given project information,working as a team and developing a WBS for a real project, creating a numbering system for aWBS, describing four ways in which a project's schedule is limited and how to deal with eachlimitation, diagraming how a WBS and a project schedule are linked, describing potentialproblems in estimating time accurately and paraphrasing how to overcome them, using the activityon node (AON) method to develop a project schedule given project information, identifying thecritical path using both the two-pass and enumeration methods and identifying all slack, creating aproject schedule for a real project both by hand and using project scheduling software, depicting aproject schedule on a Gantt chart both by hand and using project scheduling software and showingthe critical path and all slack.Chapter 6 Resourcing and budgeting projectsThis topic deals with assigning people and other resources to a project, looking for overloads, andmaking necessary adjustments to schedules. After completing this topic, each student should beable to identify resource needs for a project, assign a resource to each activity in a project scheduleusing project scheduling software, show resource assignments on a project schedule, identify anyresource conflicts on a project schedule, describe methods of resolving resource conflicts in aproject schedule, resource level a project both with deadlines imposed on the project and withresource limitations, demonstrate how the WBS and responsibility matrix can be used together toestablish project accountability, create a responsibility matrix for your project, and compress aproject schedule using crashing and fast tracking and describe advantages and disadvantages ofboth.Chapter 7 Project quality: Risk management, concepts, planning and toolsIn this part you will begin to learn how to describe the major contributions to contemporaryproject quality made by each of the quality gurus, TQM, ISO, and Six Sigma, how to define eachquality core concept and relate why each is vital in planning and managing projects, how todescribe each of the project quality tools and relate why each is vital in planning, managingprojects and decision making, and how to list and describe organisational culture elements that arehelpful in planning and managing projects as well as those that may hinder projects.Chapter 8 Leading and managing project teams and closing the projectThis topic describes many issues a project manager faces when developing and leading a projectteam, together with project closure. After completing this topic, each student should be able toperform stages of team development and stages in the project life cycle, characteristics of ahigh-performing project team , team's capability, explaining how to utilise several of the projectteam relationship and process ground rules to improve a project team, describing differentmethods for project team decision-making and negotiation and under what circumstances each ismost appropriate, managing project team and stakeholders including conflict management,understanding the concept and importance of managing Project Closure.三、章節(jié)學(xué)時(shí)分配章次總課時(shí)課堂講授實(shí)驗(yàn)上機(jī)實(shí)踐備注13324435546651616616167121281010總計(jì)7272四、教材與主要參考資料教材lTimothy J. Kloppenborg. Contemporary Project Management. South-western, CengageLearning,2009主要參考資料1杰弗里K.賓圖(Jeffrey K.Pinto)，魯耀斌等譯.項(xiàng)目管理(Project management).機(jī)械工業(yè)出版社.2010 梅雪迪恩，曼特爾著，戚安邦等譯.項(xiàng)目管理.中國(guó)人民大學(xué)出版社，2011執(zhí)筆:審核:批準(zhǔn):