Project Management is a key discipline in Executive Management programs and plays a vital role in today’s business environment.
In a globalized and highly competitive market, organizations need to manage their projects with maximum efficiency in order to achieve their business objectives and remain competitive.
The last few years of economic turbulence and financial crises have forced companies to devote their main efforts to undertaking projects in all possible directions: innovation and product development projects, cost saving projects, process improvement projects, operational efficiency projects...
We could summarize that in today's companies "Everything is projects!"
The Director of Supply Chain, in addition to managing the company's operations, is becoming a major player in change. Therefore, it requires understanding the importance of Project Management to be able to lead them successfully, and on the other hand to have highly qualified and specialized Project Managers, and not any executive more or less available in the company.
Professors
No particular prior knowledge is required
To train professionals capable of developing with a cross-functional view of the business, with the ability to organize, plan, and successfully manage supply chain projects for both B2B and B2C companies.
- Introduction to project management
- Initial strategy
- Project definition
- Project planning and resource management
- Risk management
- Agile
- Implementation and monitoring
- Presentation of cases
On-campus Methodology
The teaching methodology used in the on-campus modality is divided into four steps for each of the sessions that make up the subjects of the program:
- Students must prepare at home the previous tasks of the session recommended by the teacher: reading an article, watching a video, solving a practical case or exercise, etc. In this way, the student prepares the topic of the session and acquires prior knowledge that will allow him to take better advantage of the session together with the teacher and the rest of the classmates.
- The teacher dedicates the first part of the session to working on the concepts related to the theme of the day, encouraging debate and discussion among the students, taking advantage of the fact that they have prepared the previous tasks and are based on prior knowledge.
- The teacher dedicates the second part of the session to the analysis, debate and resolution of the practical case or exercise proposed in the previous tasks. In this way, the concepts covered in the first part of the session are taken to a practical environment to strengthen the student's learning. It is essential that students work on the case or exercise at home to make the most of the contributions of the rest of their classmates during the second part of the session, as well as make valuable contributions to the group.
- It is recommended that students prepare at home the subsequent tasks of the session recommended by the teacher, which aim to finish consolidating the knowledge discussed and worked on in class.
Online Guided Methodology
The teaching methodology used in the online modality is based on a proprietary methodology developed by La Salle URL called SDBL (Self Directed Based Learning). SDBL is an active methodology based on situational learning and self-directed learning.
With situational learning, the student is taught, through challenges, to address real problems and situations of the company with which he can consolidate the new knowledge acquired.
Weekly, the LMS (Learning Management System) platform releases the content of a new topic.
The operation of the week is as follows:
-Synchronous kick-off session:
- The teacher makes an overview of the contents and tasks that the student will find throughout the week. The objective of this meeting is to try to discover and reveal on a personal level which aspects of the week that are going to be discussed may be more difficult for the individual student.
- The professor solves possible doubts of the students about the subject of the previous week.
-Among synchronous connections:
- The students view session contents and develops the tasks entrusted to them about the topic of the week to consolidate knowledge and identify doubts.
-Synchronous session Check point:
- The professor solves any doubts that students may have about the contents of the current week.
- The professor presents additional content or practical cases, which are interesting for the students.
- The professor generates debate and discussion among the students about the content of the current week to help the students in their assimilation, therefore, improving their learning.
- The professor provides oral feedback about the deliverables registered by the students in the feedback well of the previous week, emphasizing the difficulties and errors found. This instance is for feedback only and not for qualification. The feedback is an instrument so that the students to validate with the mentor, in general terms, the resolution to the proposed tasks. In this way, the feedback wells are created thinking of giving the students an opportunity to feel the answers with the mentor. Based on the feedback provided by the mentor, the students will be able to finish developing the task and present it as a final deliverable, with the advantage of having had prior advice from the professor.
-Rest of the week:
The objective is to finish the development of the tasks of the current week from the clarifications received in the synchronous check point session to pass the exercises, tasks and / or deliverables of the topic. It is worth mentioning that most of the time spent during this last part of the week should be spent on solving tasks and deliverables, rather than assimilating content (an aspect that should have been resolved between the kick-off and check point sessions).
The LMS platform gradually opens content (week by week) so that the whole group follows the same academic itinerary. In other words, the sequential opening of topics is done so that all students in the program are working on the same subjects simultaneously.
Face-to-face modality
Highly significant evaluation activities:
- Trdowns subject [100%]: The subject is approved with a grade equal to or greater than 5.
Online Guided Modality
The evaluation is carried out based on the resolution of 4 deliverables whose weighting is as follows:
- Partial deliverables:
- Item 1: 21%
- Item 2: 27%
- Item 3: 12%
- Final deliverable of the subject: 40%
The grade is about 10 and is passed with a grade equal to or greater than 5. It is necessary to pass each deliverable separately to passthe subject.
On the final deliverable, the teacher will have an interview with the student to ensure that the student has acquired the knowledge. If the student does not pass this interview, the subject will not be considered approved.
-Recovery period:
- The works that have not been approved in the ordinary call must be submitted, in this case, the maximum grade is a 7.
-Copying Regulations: https://www.salleurl.edu/es/normativa-de-copias
Face-to-face modality
In the subject work the criteria to take into account are:
- Application of the project management methodology in the following steps:
- Goal, scope, assumptions and constraints
- Work Breakdown Structuring
- Schedule
- Costs
- RACI
- Change management
Online Guided Modality
- Topic 1 Deliverable:
- Project Goal
- Product Scope
- Project scope
- Assumptions
- Restrictions
- Requirements
- WBS: Deliverable Oriented (Project viewed)
- WBS: Workpackages (Lower Level Deliverables) Are Detailed
- WBS: Editing and Naming Rules
- Topic 2 Deliverable:
- Timeline: Network Diagram
- Timeline: The critical path identifies a clear path of execution activities
- Timeline: Project buffer is included at the end of the critical path
- Timeline: Assign tasks to resources
- Timeline: Incorporate management tasks
- Timeline: Linking non-discretionary tasks
- Costs: Contingency and management margins are differentiated and clarified.
- Costs: Budget items are identified according to deliverables
- Costs: Develop the cost baseline according to the schedule.
- Costs: Clearly indicate the total cost of the project
- Topic 3 Deliverable:
- RACI: identification of accountable and responsible
- RACI: Identification of consulted and informed
- Change Management: Identifying the Role of the FP
- Change Management: Flowchart - Final deliverable:
- Understanding the situation posed
- Definition and analysis of the problems raised by the case o Registration of the main topics
- Proposed solutions o Realism and adequacy of the proposed solution(s)
- Argumentation of defense of the same
- Strengths and benefits of the proposal(s)
- Implications of the proposal(s) (economic and management)
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- Guía de los Fundamentos de la Dirección de Proyectos. PMBOK 4ª Edición. PMI.2008
- La Cadena Crítica, de Eliyahu M. Goldratt (Díaz de Santos)
- Microsoft Project 2010. The Complete Reference. George Angel, Keith Hansen
- Gestión de Proyectos en la Empresa; Juan Velasco Sánchez y Juan Antonio Campins, PIRAMIDE - 2013; ISBN: 9788436829495.
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- Applied Imagination: Principles and Procedures of Creative Problem Solving. 1979, Alex Osborn, Scribner, ISBN 9780023895203.
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- Project Management for Dummies, Stanley E. Portny; Hungry Minds; Edición: Revised. (2013); ISBN: 978-1118497234.
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- Building a Project Work Breakdown Structure, Dennis P. Miller; CRC Press, ISBN: 978- 1420069693.
- Practice Standard for Project Estimating, Project Management Institute (2011), ISBN: 978-1935589129.
- Absolute Beginners Guide to Project Management, Greg Horine; Que Publishing - 2012, ISBN: 978- 0789750105.
- 101 Project Management Problems and how to solve them; Tom Kendrick; Amacom Books (2010); ISBN: 978-0814415573.
- Project Management Step-by-Step; Larry Richman; Amacom Books (2006); ISBN: 978-0814473870.
- Estimación de costos y administración de proyectos de Software; Capers Jones: MCGRAW-HILL (2008); ISBN: 978-9701067055.
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- Project Management: a systems approach to planning, scheduling, and controlling; Harold R. Kerzner; Wiley (2013); ISBN: 978-1118022276.
- Agile Product Management with Scrum: Creating Products that Customers Love. Roman Pichler. Addison-Wesley Professional. (March 22, 2011); ISBN: 978-0321605788.
- Agile Project Management: Creating Innovative Products, Second Edition. Jim Highsmith. Addison-Wesley Professional. (July 10, 2009); ISBN: 978-0321658395.
- Becoming Agile: ... in an imperfect world. Greg Smith; Ahmed Sidky. Manning Publications (May 01, 2009); ISBN: 978-1933988252.
- Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway; Guy Beaver; James R. Trott. Addison-Wesley Professional. (October 22, 2009); ISBN: 978-0321532893.
-Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum. Craig Larman; Bas Vodde. Addison-Wesley Professional (January 26, 2010); ISBN: 9780321636409.
- Project Management: Case Studies, Harold R. Kerzner; John Wiley & Sons Inc (2017), ISBN: 978-1119385974.
- La Guía de Scrum: Esta Guía contiene la definición de Scrum. Esta definición contiene los roles, eventos y artefactos de Scrum, y las reglas que los relacionan.
La Guía de Scrum está escrita por Ken Schwaber y Jeff Sutherland, desarrolladores de Scrum.
- Scrum y XP desde las trincheras: Uno de los libros que más recomendamos para la gente que quiere aprender más sobre Scrum y, especialmente, cómo implementarlo de forma efectiva es el magnífico ``Scrum&XP from the trenches´´ de Henrik Kniberg.
- SCRUM PRIMER: Una introducción básica a la teoría y práctica de Scrum.
- Disponible en http://www.scrumprimer.org/primers/es_scrumprimer20.pdf
- Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Dean Leffingwell (Agile Software Development Series). Addison-Wesley Professional; 1 edition (January 6, 2011); ISBN: 9780321685438.