经济全球化项目管理课程介绍与教学大纲

1、经济全球化项目管理课程简介课程编号12BUS384课程名称经济全球化项目管理课程性质选修学 时72学 分4.5学时分配授课：72 实验： 上机： 实践：    实践（周）：考核方式闭卷考试，平时成绩占50% ，期末成绩占50% 。开课学院国际教育学院更新时间适用专业财务管理（中澳合作）先修课程管理学原理课程内容：经济全球化项目管理是财务管理（中澳合作）的专业选修课程。该门课程的主要内容包括如何起始和组织项目、如何计划安排项目和如何实施项目三大部分，尤其细致分析了项目计划阶段的定义范围及编制工作分解结构，项目进度计划，资源管理，项目预算，项目风险计划，项目

2、质量计划工作的原理和实施方法。该门课程的主要任务是让学生掌握项目管理学的基本知识和原理，从而使学生能够掌握和应用项目管理的理论知识和应用技能。 Brief Introduction  CodeBUS384TitleGlobal Business Project ManagementCourse natureOptionalSemester Hours72Credits4.5Semester Hour StructureLecture： 72 Experiment：  Computer Lab：     Practice：Practic

3、e (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final grade accounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisitePrinciples of managementCourse Description: Global Business Project Managemen

4、t is the elective course for the students majored in Financial Management (Sino-Australian cooperation). The main content of this course includes how to start and organize the project, how to plan the project and how to implement the project. The course especially carefully analyze work principle an

5、d implementation method of definition range of the project planning phase and format work breakdown structure, project progress plan, resource management, project budget, project risk plan, project quality planning. The main task of this course is to make students master the basic knowledge of proje

6、ct management and principle, so that the students can master and apply theoretical knowledge and application skills to project management. 经济全球化项目管理课程教学大纲课程编号BUS384课程名称经济全球化项目管理课程性质选修学 时72学 分4.5学时分配授课：72 实验： 上机：    实践：    实践（周）：考核方式闭卷考试，平时成绩占50% ，期末成绩占50%开课学院国际教育学院更新时间

7、适用专业财务管理（中澳合作）先修课程管理学原理一、教学内容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 roles 1.6 Overview of bookDifficulties: project management knowledge areasKey points: a distinction b

8、etween project management and process workChapter 2 Project management: Process, roles, life cycles and selection2.1 Project success and failure 2.2 The strategic planning process2.3 Project prioritisation2.4 Project life cyclesDifficulties: The Strategic Planning ProcessKey points: Methods for Sele

9、cting 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 structureDi

10、fficulties: Organizational Culture and project management Key points: Types of organizational structuresChapter 4 Stakeholder analysis and communication4.1 Stakeholder analysis4.2 Communication4.3 Communication and technologyDifficulties: Build RelationshipsKey points: Stakeholder analysisChapter 5S

11、cheduling projects5.1 Scope and WBS5.2 SchedulingDifficulties: Scope Definition; Work Breakdown StructureKey points: Gather Stakeholder Input; sequence activitiesChapter 6Resourcing and budgeting projects6.1 Resourcing projects6.2 BudgetingDifficulties: Resources levellingKey points: RACI chartersCh

12、apter 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 Gurus7.5 TQM, ISO, and Six Sigma7.6 The SIPOC Model7.7 Project control and analysing project activities7.8 Evalu

13、ating 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 closure Diff

14、iculties: Developing the project teamKey points: Stages of Project Team Development二、教学基本要求Chapter 1 Introduction to project managementMany managers and professionals are facing the challenge to manage projects every day with little help from their companies or from their previous background and exp

15、erience. When the challenge includes managing projects from a global framework with virtual or multicultural teams, usually the results are projects finishing with significant delays and over budget. This subject will provide the student with some tools and skills to be able to identify and control

16、the scope of a project, one of the classical reasons why projects suffer from delays and over budget problems. Managing the key stakeholders is one of the keys for success in China. The subject will provide some techniques to improve understanding on how Western and Chinese stakeholders have differe

17、nt needs and expectations, 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 portfolio alignment process, itemizing streng

18、ths and weaknesses of using financial and scoring models to select projects, describing how to select and prioritize projects as an outgrowth of strategic planning, organizational priorities and several projects, demonstrating how to select and prioritize projects using a scoring model, determinatio

19、n 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, project life cycles, role definitions and how to create organizational capabilit

20、y to manage projects. After completing 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 attributes one should consider in selecting a person for each of the executive, managerial,

21、 and team roles in projects, comparing and contrasting the advantages and disadvantages of the functional, project, strong matrix, balanced matrix, and weak matrix methods of organization and describe how each operates, description of types of projects an organization has, determining and justifying

22、 the type of organization that is appropriate, different project life cycle models and telling when each is appropriate, organizational culture elements that are helpful in planning and managing projects, listing how to overcome organizational culture elements that hinder successful projects, and wh

23、en planning a real project with your team, relating the culture characteristics of your sponsoring organization 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 and com

24、munication planning. After completing this chapter, each student should learn about the components of a project management plan, each set of stakeholders for a project, prioritizing stakeholders using a Stakeholder Identification and Prioritization Matrix, how to build project relationships and why

25、it is important for communications, explaining why a project communications plan is important, each section of a project communications plan and the role each plays, developing a project communications management plan for a real project, planning, conducting, and improving project meetings, communic

26、ation challenges of virtual and global project teams, determining which communications technologies would be used for a project and justify your recommendation.Chapter 5Scheduling projectsThis chapter demonstrates how to construct project schedules. After completing this chapter, each student should

27、 be able to learn about the scope planning and definition processes, developing a project scope management plan, creating a project scope statement, designing a change control process, what a WBS is and why it is vital to project planning and control, work packages and how they are used for planning

28、 and control, comparing and contrasting different methods of developing 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 a WBS, describing four ways in which a projects sched

29、ule is limited and how to deal with each limitation, diagraming how a WBS and a project schedule are linked, describing potential problems in estimating time accurately and paraphrasing how to overcome them, using the activity on node (AON) method to develop a project schedule given project informat

30、ion, identifying the critical path using both the two-pass and enumeration methods and identifying all slack, creating a project schedule for a real project both by hand and using project scheduling software, depicting a project schedule on a Gantt chart both by hand and using project scheduling sof

31、tware and showing the critical path and all slack.Chapter 6Resourcing and budgeting projectsThis topic deals with assigning people and other resources to a project, looking for overloads, and making necessary adjustments to schedules. After completing this topic, each student should be able to ident

32、ify resource needs for a project, assign a resource to each activity in a project schedule using project scheduling software, show resource assignments on a project schedule, identify any resource conflicts on a project schedule, describe methods of resolving resource conflicts in a project schedule

33、, resource level a project both with deadlines imposed on the project and with resource limitations, demonstrate how the WBS and responsibility matrix can be used together to establish project accountability, create a responsibility matrix for your project, and compress a project schedule using cras

34、hing and fast tracking and describe advantages and disadvantages of both.Chapter 7 Project quality: Risk management, concepts, planning and toolsIn this part you will begin to learn how to describe the major contributions to contemporary project quality made by each of the quality gurus, TQM, ISO, a

35、nd Six Sigma, how to define each quality core concept and relate why each is vital in planning and managing projects, how to describe each of the project quality tools and relate why each is vital in planning, managing projects and decision making, and how to list and describe organisational culture elements that are