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1、《經(jīng)濟(jì)全球化項目管理》課程簡介 課程編號 12BUS384 課程名稱 經(jīng)濟(jì)全球化項目管理 課程性質(zhì) 選修 學(xué) 時 72 學(xué) 分 4.5 學(xué)時分配 授課：72實(shí)驗： 上機(jī)： 實(shí)踐： 實(shí)踐（周）： 考核方式 閉卷考試，平時成績占50% ,期末成績占50% o 開課學(xué)院 國際教育學(xué)院 更新時間 適用專業(yè) 財務(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)全球化項目管理》是財務(wù)管理（中澳合作）的專業(yè)選修課程。該門課程的主要內(nèi) 容包括如何起始和組織項目、如何計劃安排項目和如何實(shí)施項目三大部分，尤其細(xì)致分析了 項目計劃階段的定義范圍及編制

2、工作分解結(jié)構(gòu)，項目進(jìn)度計劃，資源管理，項目預(yù)算，項目 風(fēng)險計劃，項目質(zhì)量計劃工作的原理和實(shí)施方法。該門課程的主要任務(wù)是讓學(xué)生掌握項目管 理學(xué)的基本知識和原理，從而使學(xué)生能夠掌握和應(yīng)用項目管理的理論知識和應(yīng)用技能。 Brief Introduction Code BUS384 Title Global Business Project Management Course nature Optional Semester Hours 72 Credits 4.5 Semester Hour Structure Lecture： 72 Experiment： Computer

3、 Lab： Practice： Practice (Week)： Assessment Closed book examination, usually results accounted for 50%, the final grade accounted for 50%. Offered by International Education College Date for Financial Management (Sino-Australian cooperation) Prerequisite Principles of management Course

4、Description: Global Business Project Management 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 cour

5、se especially carefully analyze work principle and 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

6、 to make students master the basic knowledge of project management and principle, so that the students can master and apply theoretical knowledge and application skills to project management. 《經(jīng)濟(jì)全球化項目管理》課程教學(xué)大綱 課程編號 BUS384 課程名稱 經(jīng)濟(jì)全球化項目管理 課程性質(zhì) 選修 學(xué) 時 72 學(xué) 分 4.5 學(xué)時分配 授課：72實(shí)驗： 上機(jī)： 實(shí)踐： 實(shí)踐（周

7、）： 考核方式 閉卷考試，平時成績占50% ,期末成績占50% 開課學(xué)院 國際教育學(xué)院 更新時間 適用專業(yè) 財務(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 management 1.1 What is a project 1.2 History of Project Management 1.3 What makes projects difference 1.4 Understanding projects 1.5 Project roles 1.6 Overview of

8、 book Difficulties: project management knowledge areas Key points: a distinction between project management and process work Chapter 2 Project management: Process, roles, life cycles and selection 2.2 The strategic planning process 2.3 Project prioritisation 2.4 Project life cycles Difficult

9、ies: The Strategic Planning Process Key points: Methods for Selecting Projects Chapter 3 Organisational capability: Examining structures, culture and roles 3.1 Culture and project management 3.2 Project leadership 3.3 Problem solving and projects 3.4 Networking and marketing in the project set

10、ting 3.5 Project management and teams 3.6 Creating a project team structure Difficulties: Organizational Culture and project management Key points: Types of organizational structures Chapter 4 Stakeholder analysis and communication 4.1 Stakeholder analysis 4.2 Communication Difficulties: Bu

11、ild Relationships Key points: Stakeholder analysis Chapter 5 Scheduling projects 5.1 Scope and WBS 5.2 Scheduling Difficulties: Scope Definition; Work Breakdown Structure Key points: Gather Stakeholder Input; sequence activities Chapter 6 Resourcing and budgeting projects 6.1 Resourcing proj

12、ects 6.2 Budgeting Difficulties: Resources levelling Key points: RACI charters Chapter 7 Project quality: Risk management, concepts, planning and tools 7.1 Risk management 7.2 Quality principles 7.3 Quality planning and project management 7.4 Quality core concepts and the 'Gurus' 7.5 TQM, I

13、SO, and Six Sigma 7.6 The SIPOC Model 7.7 Project control and analysing project activities 7.8 Evaluating project progress and performance Difficulties: Quality core concepts Key points: The SIPOC Model Chapter 8 Leading and managing project teams and closing the project 8.1 Project teams 8.

14、2 Managing and leading project teams 8.3 Managing conflict in project teams 8.4 Negotiating 8.5 Project closure Difficulties: Developing the project team Key points: Stages of Project Team Development 二、教學(xué)基本要求 Chapter 1 Introduction to project management Many managers and professionals are f

15、acing the challenge to manage projects every day with little help from their companies or from their previous background and experience. When the challenge includes managing projects from a global framework with virtual or multicultural teams, usually the results are projects finishing with signi

16、ficant delays and over budget. This subject will provide the student with some tools and skills to be able to identify and control 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 su

17、ccess in China. The subject will provide some techniquesto improve understanding on how Western and Chinese stakeholders have different needs and expectations, and help to meet such demands while fulfilling the project scope. Chapter 2 Project management: Process, roles, life cycles and selection

18、 In this part you will learn about describing the strategic planning process, describing the portfolio alignment process, itemizing strengths and weaknesses of using financial and scoring models to select projects, describing how to select and prioritize projects as an outgrowth of strategic pla

19、nning, organizational priorities and several projects, demonstrating how to select and prioritize projects using a scoring model, determination identify potential projects in an organization. Chapter 3 Organisational capability: Examining structures, culture and roles In this chapter the student

20、will learn about organizational structure, organizational culture, project life cycles, role definitions and how to create organizational capability to manage projects. After completing this chapter, each student should be able to learn about the respective duties, motivations, and challenges of

21、the executive, managerial, and team roles in projects, the attributes one should consider in selecting a person for each of the executive, managerial, and team roles in projects, comparing and contrasting the advantages and disadvantages of the functional, project, strong matrix, balanced matrix,

22、 and weak matrix methods of organization and describe how each operates, description of types of projects an organization has, determining and justifying the type of organization that is appropriate, different project life cycle models and telling when each is appropriate, organizational culture

23、elements that are helpful in planning and managing projects, listing how to overcome organizational culture elements that hinder successful projects, and when planning a real project with your team, relating the culture characteristics of your sponsoring organization and how you factor them into

24、your project planning. Chapter 4 Stakeholder analysis and communication This chapter introduces the need for and the methods of both stakeholder analysis and communication planning. After completing this chapter, each student should learn about the components of a project management plan, each s

25、et of stakeholders for a project, prioritizing stakeholders using a Stakeholder Identification and Prioritization Matrix, how to build project relationships and why it is important for communications, explaining why a project communications plan is important, each section of a project communicati

26、ons plan and the role each plays, developing a project communications management plan for a real project, planning, conducting, and improving project meetings, communication challenges of virtual and global project teams, determining which communications technologies would be used for a project a

27、nd justify your recommendation. Chapter 5 Scheduling projects This chapter demonstrates how to construct project schedules. After completing this chapter, eachstudent should be able to learn about the scope planning and definition processes, developing a project scope management plan, creating

28、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 and control, comparing and contrasting different methods of developing a WBS, developing a WBS for a small sample proj

29、ect 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 project's schedule is limited and how to deal with each limitation, diagraming how a WBS and a project schedule are linked, descri

30、bing 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 information, identifying the critical path using both the two-pass and enumeration methods and identifying all slack, cr

31、eating 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 software and showing the critical path and all slack. Chapter 6 Resourcing and budgeting projects This topic d

32、eals 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 identify resource needs for a project, assign a resource to each activity in a project schedule using proj

33、ect 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, resource level a project both with deadlines imposed on the project and with resource limitation

34、s, 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 crashing and fast tracking and describe advantages and disadvantages of both. Chapter 7 Project qu

35、ality: Risk management, concepts, planning and tools In 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, and Six Sigma, how to define each quality core concept and relate why each is vital in pla

36、nning 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 helpful in planning and managing projects as well as those that may

37、 hinder projects. Chapter 8 Leading and managing project teams and closing the project This topic describes many issues a project manager faces when developing and leading a project team, together with project closure. After completing this topic, each student should be able to perform stages of

38、 team development and stages in the project life cycle, characteristics of a high-performing project team , team's capability, explaining how to utilise several of the project team relationship and process ground rules to improve a project team, describing different methods for project team decis

39、ion-making and negotiation and under what circumstances each is most appropriate, managing project team and stakeholders including conflict management, understanding the concept and importance of managing Project Closure. 三、章節(jié)學(xué)時分配 章次 總課時 課堂講授 實(shí)驗 上機(jī) 實(shí)踐 備注 1 3 3 2 4 4

40、 3 5 5 4 6 6 5 16 16 6 16 16 7 12 12 8 10 10 總計 72 72 四、教材與主要參考資料 教材 [l]Timothy J. Kloppenborg. Contemporary Project Management. South-western, Cengage Learning,2009 主要參考資料 [1]杰弗里K.賓圖(Jeffrey K.Pinto)，魯耀斌等譯.項目管理(Project management).機(jī)械工 業(yè)出版社.2010 ⑵ 梅雪迪恩，曼特爾著，戚安邦等譯.項目管理.中國人民大學(xué)出版社，2011 執(zhí)筆: 審核: 批準(zhǔn):