DEGREE CURRICULUM GESTIÓ DE PROJECTES I DE RECURSOS HUMANS Master in Industrial Engineering

Transcripción

1 Academic year DEGREE CURRICULUM GESTIÓ DE PROJECTES I DE RECURSOS HUMANS Master in Industrial Engineering Teaching staff: María Isabel Juárez Rubio Francisco Juarez Rubio

2 Subject's general information Subject name Typology GESTIÓ DE PROJECTES I DE RECURSOS HUMANS Obligatòria ECTS credits 6 Semester 1r Quadrimestre 2N Cicle Informàtica i Màster Theoretical credits 3 Practical credits 3 Teaching load distribution between lectures and independent student work Modality Language Degree Veure programació. Presencial Catalan, Spanish, English. Master in Industrial Engineering Course 2 Teaching staff Department Distribution of credits addresses Coordination María Isabel Juárez Rubio Francisco Juarez Rubio Administració d'empreses i Gestió Econòmica dels Recursos Naturals Veure programació. mjuarez@aegern.udl.cat fjuarez@aegern.udl.cat F. Juárez 2

3 Significant competences University of Lleida strategic competences Respect of the essential rights of equality between men and women, the promotion of Human Rights and of the values of a peace culture and democracy. Degree-specific competences Ability to organise work and manage human resources. Knowledge of preventing occupational hazards. Knowledge and skill for integrated project management. Having motivation for the quality and the continuous improvement. Knowledge of merchant and occupational law. Degree-transversal competences Ability to plan and organise personal work. Subject contents GESTIÓ DE PROJECTES I DE RECURSOS HUMANS( ) Professor: Francisco Juárez Rubio LLiço 1. Administración. 3

4 Definición de administración: sunaturaleza y propósito. Funciones de la administración. Funcionesadministrativas y niveles organizacionales. Habilidades administrativas.productividad, eficacia y eficiencia. Funciones de los administradores. (Koontz & Wihrich, 2008, cap 1) GESTIÓ DE PROJECTES Lliço 2. Projects in Contemporary Organizations The Definition of a "Project".WhyProject Management?. The Project Life Cycle. PROJECT MANAGEMENT IN PRACTICE A Unique Method for Traveler-Tracking atcopenhagen Airport Turning London's Waste Dump into the 2012Olympic Stadium DIRECTED READING: Lessons for an AccidentalProfession (Meredit & Mantel,2012, cap 1) Lliço 3. The Project in the Organizational Structure I Projects in a Functional Organization.Projects in a Projectized Organization. Projects in a Matrixed Organization CASE: Dizplaze DIRECTED READING: The Virtual Project:Managing Tomorrow's Team Today (Meredit & Mantel,2012, cap 5) D1: Discussió: Capítols 1 i 3 de Drucker (2004) I Badawy (1975) 4

5 Lliço 4. The Project Manager Project Management and the ProjectManager. Special Demands on the Project Manager. Attributes of EffectiveProject Managers. Problems of Cultural Differences PROJECT MANAGEMENT IN PRACTICE: Churchillas a Project Manager DIRECTED READING: What It Takes to Be agood Project Manager (Meredit & Mantel,2012, cap 3) Lliço 5.The Project in the Organizational Structure II Selecting a Project Form. The ProjectManagement Office (PMO). The Project Team. Human Factors and the Project Team PROJECT MANAGEMENT IN PRACTICE: The EmpireUses Floating Multidisciplinary Teams (Meredit & Mantel,2012, cap 5) Lliço 6.Project Activity Initial Project Coordination and theproject Charter. Starting the Project Plan: The WBS Human Resources: The RACI Matrix and AgileProjects. Interface Coordination through Integration Management (Meredit & Mantel,2012, cap 6) Lliço 7. Secheduling Scheduling: Background. NetworkTechniques: PERT (ADM) and CPM (PDM) PROJECT MANAGEMENT IN PRACTICE Production Scheduling (Meredit & Mantel,2012, cap 8) Lliço 8.Risk Planning Project Risk Management. Risk AnalysisUsing Simulation 5

6 PROJECT MANAGEMENT IN PRACTICE Beagle 2 Mars Probe a Planning Failure Ignoring Risk Contrasted with RecognizingRisk in Two Industries CASE: Caprico DIRECTED READING: Planning for Crises inproject Management (Meredit & Mantel,2012, cap 6) Lliço 9. Resource Allocation Critical Path Method Crashing a Project.The Resource Allocation Problem Resource Loading. Resource Leveling.Constrained Resource Scheduling PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairsafter the Earthquake CASE: D. U. Singer Hospital Products Corp. (Meredit & Mantel,2012, cap 9) PR1: Project Conjunt: Aula d Informàtica Lliço 10. Managing Conflict and theart of Negotiation Conflict and the Project Life Cycle. TheNature of Negotiation Partnering, Chartering, and Scope Change.Some Requirements and Principles of Negotiation PROJECT MANAGEMENT IN PRACTICE QuicklyBuilding a School through Negotiation DIRECTED READING: Methods of ResolvingInterpersonal Conflict (Meredit & Mantel,2012, cap 4) 6

7 D2: Discussió pel lícula Cita con Venus Lliço 11. Monitoring and InformationSystems The Planning-Monitoring-Controlling Cycle.Information Needs and Reporting.Earned Value Analysis. Computerized PMIS(Project Management Information Systems) PROJECT MANAGEMENT IN PRACTICE: EarnedValue at CERN CASE: Kroon Chemische Fabriek (Meredit & Mantel,2012, cap 10) Lliço 12. Project Auditing Purposes of Evaluation Goals of thesystem. The Project Audit. The Project Audit Life Cycle Some Essentials of an Audit/Evaluation.Measurement PROJECT MANAGEMENT IN PRACTICE: Management of the Typhoon Project CASE: Theater High Altitude Area Defense(THAAD): Five Failures and Counting (B) DIRECTED READING: An Assessment ofpostproject Reviews (Meredit & Mantel,2012, cap 12) Lliço 13.Project Termination The Varieties of Project Termination. Whento Terminate a Project. The Termination Process. The Final Report A ProjectHistory Afterword PROJECT MANAGEMENT IN PRACTICE Pulling the Plug: Projects in a RiskyWorld 7

8 When You Have to Kill a Project (Meredit & Mantel,2012, cap 13) GESTIÓ DE RECURSOS HUMANS D3: Discussió: pel lícules Tiempos modernos, El hombre de marmol, i El Manantial Lliço 14.Administracion y selección de recursoshumanos Integración de personal.enfoque de sistemas. Factores situacionales. Selección: igualar a la personacon el puesto. Enfoque de sistemas en la selección. Requisitos de la posición ydiseño del puesto. Habilidades y características personales necesarias en losadministradores. Igualar calificaciones conrequisitos de la posición. El proceso de selección, técnicas e instrumentos.orientación y socialización de nuevos empleados 335 Caso internacional 11.1:Tribulaciones y retos del señor Barrett en Intel (Koontz & Wihrich, 2008,cap 11) D4: Discussió: Capítol 6 de Drucker (2004) Lliço.Evaluacion de desempeño y estrategia en la carrera Elegir criterios de evaluación. Evaluar alos administradores contra objetivos verificables. Evaluar a los administradores comogerentes. Un método de Ia evaluación de equipos. Aplicación de software en Ia revisión del desempeño.recompensas y estrés de administrar 8

9 Formular Ia estrategia de carrera Caso internacional 12.1: Directoraejecutiva administra conforme al libro de texto 363 (Koontz & Wihrich, 2008, cap 12) D5: Discussió pel lícula Creadores de sombra Lliço 16. Administrar el cambio a través del desarrollo de losadministradores y de Ia organización El proceso del desarrollo y capacitacióndel administrador. Aproximaciones al desarrollo del administrador: capacitaciónen el puesto. Enfoques del desarrollo de administradores: capacitación internay externa. Evaluación y relevancia de los programas de capacitación. Administrarel cambio. Conflicto organizacional. Desarrollo de Ia organización. La organizaciónque aprende Caso internacional 13.1: Jack Welch dirigeel cambio organizacional en GE (Koontz & Wihrich, 2008, cap 13) D6: Discussió: Capítol 14 de Drucker (2004) Textos: Koontz, H.; Weihrich, H. ; Cannice,M.(2008), Administración, una perspectiva global y empresarial. McGraw Hill Meredit, J.R. and Mantel, S.J. (2012),Project Management. A Managerial Approach. International Student Version (8aedc) John Wiley and Sons 9

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