Actualités et agenda
Nos formations
Établissement
Langue d'enseignement
English
Matières
OPERATIONS MANAGEMENT
Responsable(s)
S.CREEMERS
Intervenant(s)
S.CREEMERS
Présentation
Prérequis
Students may wish to review an introductory level book to business and management to support their study. In addition, a basic understanding of statistics (more precisely probability theory) might come in handy.
Objectifs
At the end of the course, the student should be able to:
- manage a project using the knowledge, skills, and techniques acquired in class
- appraise, plan, and determine the roadmap of a project using the appropriate methodology
- understand the uncertainty inherent in project management, and should be able to manage change processes
These competencies and/or skills contribute to the following learning objectives
- 3.A Breakdown complex organizational problems using the appropriate methodology
- 3.C Organize change management processes
- 4.A. Appraise the performance of a team
- 7.A Demonstrate an expertise on key concepts, techniques and trends in their professional field
- manage a project using the knowledge, skills, and techniques acquired in class
- appraise, plan, and determine the roadmap of a project using the appropriate methodology
- understand the uncertainty inherent in project management, and should be able to manage change processes
These competencies and/or skills contribute to the following learning objectives
- 3.A Breakdown complex organizational problems using the appropriate methodology
- 3.C Organize change management processes
- 4.A. Appraise the performance of a team
- 7.A Demonstrate an expertise on key concepts, techniques and trends in their professional field
Présentation
In this course, students learn to:
• Initiate a project.
• Define a project planning.
• Execute the project in line with budget, time, and scope requirements.
• Control/manage the execution of a project.
• Transfer the results of a successful project.
• Initiate a project.
• Define a project planning.
• Execute the project in line with budget, time, and scope requirements.
• Control/manage the execution of a project.
• Transfer the results of a successful project.
Modalités
Organisation
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours interactif | 16,00 | ||
| Travail personnel | |||
| Individual Project | 6,00 | ||
| Charge de travail personnel indicative | 28,00 | ||
| Overall student workload | 50,00 | ||
Évaluation
-Their participation in class.
-Their performance when playing business games & making class/homework exercises.
In addition, we play the "Project Management" game which assesses the student's ability to initiate, plan, execute, control, and close a project. The game also evaluates whether or not students are able to apply risk management.
- There is a written exam that assesses all aspects of the course. An example exam is available & is discussed in class.
These mechanisms allow to assess whether or not students are able to break down complex organizational problems using the appropriate methodology & to assess how students organize change management processes.
-Their performance when playing business games & making class/homework exercises.
In addition, we play the "Project Management" game which assesses the student's ability to initiate, plan, execute, control, and close a project. The game also evaluates whether or not students are able to apply risk management.
- There is a written exam that assesses all aspects of the course. An example exam is available & is discussed in class.
These mechanisms allow to assess whether or not students are able to break down complex organizational problems using the appropriate methodology & to assess how students organize change management processes.
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| Participation | 16,00 | 1 | 30,00 |
| Examen (final) | |||
| Examen écrit | 2,00 | 1 | 70,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliographie
Project Management Institute (2013). Project Management Body of Knowledge. PMI. (for the interested reader). -
Hubbard D.W. (2009). The failure of risk management: why it's broken and how to fix it. Wiley. (for the interested reader). -
Taleb N.N. (2007). The black swan: the impact of the highly improbable. Random House. (for the interested reader). -
Hubbard D.W. (2009). The failure of risk management: why it's broken and how to fix it. Wiley. (for the interested reader). -
Taleb N.N. (2007). The black swan: the impact of the highly improbable. Random House. (for the interested reader). -