Master in Project Design, Management and Administration

Program Presentation

The current professional demands of a globalized, multicultural world in permanent development have made the “area in projects” a meeting place for all professions.

It is impossible to think about a project today without understanding the involvement of professionals from different areas, each contributing their knowledge and experiences, with certain responsibilities according to each project’s stage of development.

The current trend also provides us with other important data: the percentage of project failures at the global level is much higher than those of successes, which is not only worrisome but also a fact that requires us to think about how we train in projects.

So far, we’ve seen that a serious and committed training plan should consider the introduction of professionals from all areas into individual training spaces as a first requirement, to maintain a professional and group identity to incorporate, not only a global, but a multicultural vision, which in the 21st century is essential for facing professional life.

The second requirement that we must meet is that if we want to achieve project success, we no longer simply need serious and measured planning, but the strategic design of the project that sets the conditions for said planning.

The urgencies in times of carrying out a project are increasingly becoming conditioned by its resources, by which we must understand how the creative process of a project designer works so as to acquire problem solving instincts.

This program is developed according to the previously explained requirements, and brought up to date on the new concepts of project development under a very clear philosophy:

"... We only learn by doing..."

The present Master’s content structure is arranged into three clearly related areas, project design, project management and project administration, and within two pedagogical dimensions stemming from two clearly defined study models. On the one hand, within a purely academic and theoretical virtual campus for individual participation, and on the other hand, within a professional space of methodological training, practice and with group participation, supported by the training in the use of project management tools.

In this way the student incorporates not only theoretical content into their training, but also applies them during the development of a real project, thus ensuring a thorough understanding of their knowledge.

At the program’s end, the student will have a document that we call a draft, which is the product of everything they have learned, and that will be their starting platform for their final and individual master's thesis.

The Master as a whole, through its contents and innovative training model, not only reaches the academic levels required by the participating Universities but also trains students in the professional standards and competencies established by recognized associations, including: IPMA, allowing the student to face professional evaluations of international recognition.

Who is the programme for?

The proposed training methodology added to the clarity, breadth and didactics of content design, allows the Master in Project Design, Management and Administration to be aimed at professionals with university training in all areas of knowledge, who wish to become involved in the world of projects in a responsible manner by joining project teams and, who likewise wish to work in the field of teaching and research of projects and/or in the professional field, exercising executive and advisory positions in projects.

Diploma

Successfully completing the program will award the student with the Degree in Master in Project Design, Management and Administration.

After the program has been successfully completed, the student will receive the degree as issued by the University where they are enrolled.

Professional Certification

Each student has the possibility of obtaining a professional certification as a Certified Project Management Associate (Level D) through the cooperation agreement between FUNIBER with the Argentina Project Management Association (Asociación de Gestión de Proyectos Argentina, AGPA , and the Argentina IPMA Certifying Body (Organismo Certificador IPMA Argentina, OCIA).

To apply for the Certification Level “D” of the IPMA (Project Management Associate.) (*), the student should be enrolled for the certification and have completed Project Design Module. The certification consists of carrying out a test issued by the OCIA.

(*) Exclusive for student residents in America

For more information:

https://agpa.org.ar/ocia/
ocia@agpa.org.ar

Project presentations before FIDBAN

The International Entrepreneurs and Investors Network (FIDBAN), promoted by FUNIBER and other institutions, is a non-profit organization which is seeking to link profitable entrepreneurial projects that are in need of financing with possible capital investors. An International Network made up of Investors Clubs in 30 countries from Europe, America, Africa and Asia.
More information: https://www.fidban.com/

The teams from the Master will have the possibility of applying their projects to FIDBAN before possible investors, in order to obtain financing. This will take place once the project preliminary draft is academically approved.

There will be a submission deadline per year. This will be published in a timely manner, as well as the notification of the investment round in which the project will be presented.

Application Process

After the preliminary project is completed, those interested should present their project to the Academic Projects Department, APD, made up of professional experts in projects, who will or will not authorize the project’s presentation to FIDBAN.

The dates for the project exhibition rounds will be informed by FIDBAN once the projects are selected.

The APD will accompany the parties during the administrative process that they must comply with.

Program Structure

The credit structure of the Master in Project Design, Management and Administration program is shown in the following table. It should be noted that the duration is merely indicative, as the methodology followed integrates the knowledge and skills to be acquired in each part through integrative exercises of knowledge acquisition and internalization of project practices:

	CREDITS^a
1^st Part: Design	27
2^nd Part: Management	25
3^rd Part: Administration	28
4^th Part: Final Project	10
TOTAL	90

a. The equivalence in credits may vary according to the university where he/she has enrolled. One (1) ECTS (European Credit Transfer System) credit is equivalent to 10 + 15 hours. If the student is enrolled in a university that does not belong to the European Higher Education Area (EHEA), the relation between credits - hours may vary.

Duration

The Master in Project Design, Management and Administration has 90 credits.

The duration of the Master in Project Design, Management and Administration varies between 12 and 24 months, depending on the student's dedication. In this period of time, the student must have successfully passed all the evaluated activities and approved the Final Project.

Objectives

General objective

Train professionals to acquire creative, executive and managerial thinking suitable for project design, management and administration.

Specific objectives

Provide and use a methodology appropriate to the design of a project, that responds to a predetermined sequence of progress, and that enables its immediate application to specific and articulated cases, in turn allowing mastering and understanding the factors of motivation, intention, purpose and teleology of a project.
Determine and analyze the activities and responsibilities of the Project Manager in each of their areas of competence, and propose tools to meet each phase of the project's life cycle, covering each of a project’s areas of knowledge (integration, scope, time, costs, quality, resources, communications, risks and supply, among others).
Learn to interpret the international standards related to the field of projects, as applied in the phases of a project and that facilitate the subsequent certification of students before agencies, such as the International Project Management Association (IPMA), Spanish Association of Project Engineering (AEIPRO, Asociación Española de Ingeniería de Proyectos) or the Project Management Institute (PMI).
Understand and manage the processes of creation, generation, formulation and dissemination of individual and collective knowledge in terms of collaborative and cooperative tasks, which facilitate and enhance the emergence of viable, specific and sustainable solutions to real-world problems, and whose achievement is manifested in the figure of a project.

Study Plan

The Master in Project Design, Management and Administration program has a curricular structure based on 4 parts:

1^st PART: DESIGN

The first part, Project Design, introduces work methodologies to efficiently generate and manage the evaluation of said design and the knowledge created throughout it.

The corresponding subjects and credits of the first part are shown in the following table:

1^st PART: DESIGN
#	SUBJECTS	CREDITS
1	Introduction to Projects	2
2	Design of Project Systems	3
3	Analysis of Service Provisions	3
4	Functional Analysis in a Project	3
5	Project Ergonomics	3
6	Project Safety and Reliability	3
7	The Environment in the Project	3
8	Project Specifications	3
9	Draft Preparation	4
TOTAL		27

These subjects, despite being independent of each other, are complementary and structured in the progress of the studies, according to a coherent pedagogical order. Each is divided into basic thematic units or chapters, directly related to one or more of a practical exercise and includes theoretical support material and personalized follow-up by the area tutor. Because the development / design stage of a project allows for corrections, the student will not be able to pass by subject until the last moment, but will be approved once the complete module has been completed, at which time each of the subjects will be graded.

Once the Project Design module is completed and approved, the student may apply to take the international IPMA Level D Certification exam, sponsored by FUNIBER / AGPA. At the close of the Design module, the tutor in charge will inform the student about the registration procedure and the exam dates for certification.

2^nd PART: MANAGEMENT

The second part of Management develops all the component areas of a Project Management and its scope. It aims to provide a deep and overall vision of all the possible topics to be managed when managing a project, regardless of the project’s type or purpose, and educate the student on all the tools that currently exist in the market to carry out said activity. This second part provides the knowledge to comply with the training standards as established by the IPMA, AEIPRO and PMI.

The corresponding subjects and credits that comprise this second part are as follow:

2^nd PART: MANAGEMENT
#	SUBJECTS	CREDITS
1	Introduction to Project Management	1
2	Project Planning and Management	4
3	Computer Tools for Project Management	3
4	Project Monitoring and Control	3
5	Project Evaluation	3
6	Trust Management: Risk and Quality	3
7	Human Resources Strategic Management	3
8	ISO 45001	3
9	Project Communication	2
TOTAL		25

These subjects, despite being independent of each other, are self-contained and structured according to a coherent pedagogical order. Each subject is divided into basic thematic units or chapters. A printed version of the content is offered for the student to successfully complete the evaluation tasks.

3^rd PART: ADMINISTRATION

The third part, Administration, addresses issues related exclusively to the Administrator’s activity within project management, highlighting their responsibilities and challenges in each area they participate in, covering the great stages and tasks of a project, some of which are management (initiation, planning and design, execution and control, closing and post-mortem) and others of a more strategic nature, to cover the program’s topics or project portfolios.

The corresponding subjects and credits that comprise this third part are as follow:

3^rd PART: ADMINISTRATION
#	SUBJECTS	CREDITS
1	Virtual Collaborative Work Environments	2
2	Management Without Distance	2
3	Public Speaking Techniques	2
4	Business Administration and Management	4
5	Strategic Management and Planning	4
6	Negotiation and Conflict Resolution Techniques	3
7	Management Techniques for Teams	3
8	Knowledge Management and Organizational Learning	3
9	e-Business and its Integration in Corporate Management Systems	5
TOTAL		28

4^th PART: MASTER'S FINAL PROJECT OR DEGREE THESIS

Due to the nature of the methodology, the Master's Final Project is the natural extension of a project carried out by the student throughout the Master in Project Design, Management and Administration program. The Master’s Final Project or Degree Thesis, whose workload is 100 credits, aims to present a complete international cooperation project that shows the total development of a project, contemplating the possibility of its specific execution according to the guidelines and details of the presented proposal.

4^th PART: MASTER'S FINAL PROJECT OR DEGREE THESIS
#	SUBJECTS	CREDITS
1	Final Project	10
TOTAL		10

Description of the Subjects

1^st PART: DESIGN

INTRODUCTION TO PROJECTS
This subject introduces us to the general concept of a Project within a theoretical framework, such as: project phases, project systems, collaborative work and knowledge management for the success of a project, and project design. This is to establish a knowledge base leading to the development of the following subjects.

GENERAL AND THEORETICAL INTRODUCTION

PROJECT PHASES

PROJECT SYSTEMS

COLLABORATIVE WORK AND KNOWLEDGE MANAGEMENT FOR PROJECT SUCCESS
PROJECT SYSTEMS DESIGN
The subject provides concepts related to identifying the project scenario, the factors that restrict its solution, establishing the Technical Problem, formulating the objectives, the criteria with which the success of the project will be evaluated, as well as identifying and analyzing the people and things involved in solving the problem, understood as fundamental pieces in the three key ideas of people - artificial systems - environment.

PROJECT SCENARIO

TECHNICAL PROBLEM

PEOPLE AND THINGS INVOLVED IN THE PROBLEM RESOLUTION
ANALYSIS OF SERVICES PROVISIONS
This topic develops, studies and determines the conditions of supply and provision between the customer needs and what science and engineering would provide as a solution, requiring us to define the "desired" service we wish the resulting project to obtain.

ANALYSIS OF SUPPLY AND PROVISION

DESIRED SERVICE AND PERFORMANCE CONDITIONS
FUNCTIONAL ANALYSIS IN THE PROJECT
During the development of this subject we intend to determine the technical and service functions to be satisfied, by the project we are designing, through "conceptual tools" such as, the service functions tree, the proposal of the project system, the analysis of value and quality in the design phase.

SERVICE FUNCTION TREE

PROPOSED PROJECT SYSTEM

ANALYSIS OF VALUE AND QUALITY IN THE DESIGN PHASE
PROJECT ERGONOMICS
This subject provides an understanding of people’s role toward the solution of a project and their relationship with other people and machines, for which a classification of users, security measures, etc. is established.

THE WELLNESS STATE OF THE SYSTEM OF USERS AND ITS LIMITATIONS

ERGONOMICS AND SYSTEM SECURITY
PROJECT SAFETY AND RELIABILITY
The present subject includes topics related to understanding the security and viability aspects in a project solution, contemplating its stages of life, its life cycle at the system level and its components, including people, machines and their relations.

SECURITY, RISK AND RELIABILITY

INDUSTRIAL, ORGANIZATIONAL AND REGULATORY SAFETY

SAFETY RULES AND STANDARDS

TYPES OF RISK, CLASSIFICATION AND THE CREATION OF PROCEDURES

RELIABILITY AND CONFIDENCE
THE ENVIRONMENT IN A PROJECT
By means of the project’s study on sustainability, eco-design, environmental impact and life cycle analysis, which are topics addressed in this subject, the student will come to understand the environment of a project solution in its stages of life, and its life cycle, at the system level and its components.

PROJECT SUSTAINABILITY

ECODESIGN

ENVIRONMENTAL IMPACT

LIFE CYCLE ANALYSIS
PROJECT SPECIFICATIONS
This subject will teach the student to detail, specify and explain the operation, specifics and constitution of the potential solution provided by a project.

SUPPLY RELIABILITY

FAULT TREE ANALYSIS

SPECIFICATIONS FOR A PROJECT EXECUTION
DRAFT PREPARATION
This subject, through topics such as specification tools, documentation, preparation of the project proposal, will help the student understand the importance of management as a subsequent step to design, becoming capable of creating a viable and sustainable management proposal.

SPECIFICATION TOOLS

DOCUMENTATION

DEVELOPMENT OF PROJECT PROPOSAL

2^nd PART: MANAGEMENT

INTRODUCTION TO PROJECT MANAGEMENT
The management of projects is the administration of all necessary resources for its development, by which the present subject introduces us to this general idea, covering the following topics: General Concepts in Project Management and Types of Projects, Project Phases and Projects Life Cycle.

PROJECT MANAGEMENT AND OPERATION

GENERAL AND THEORETICAL INTRODUCTION

GENERAL CONCEPTS OF PROJECT MANAGEMENT AND PROJECT TYPES

PROJECT PHASES AND LIFE CYCLE
PROJECT PLANNING AND MANAGEMENT
Project planning and management are closely related, since it is impossible to think of management if it is not previously planned. It is necessary to take into account some concepts for this, developing the project’s plan and controlling its possible changes, definition, administration, as well as planning its scope, choosing and applying the proper techniques to introduce the plan of action.

PROJECT INTEGRATION AND SCOPE

PROJECT PLAN DEVELOPMENT AND CONTROL OF POSSIBLE CHANGES, DEFINITION, ADMINISTRATION, AND PLANIFICATION OF THE PROJECT’S SCOPE

PROJECT PLANNING AND PROGRAMMING

CHOOSING AND APPLYING THE PROPER TECHNIQUES TO INTRODUCE A PLAN OF ACTION

SPECIFIC PROGRAMMING TECHNIQUES AND CORRECT ADMINISTRATION OF TIME
COMPUTER TOOLS FOR PROJECT MANAGEMENT
The present subject presents the main computer support tools for project management, teaching us to understand its advantages. Every project must be managed, which requires the knowledge and management of information tools according to the needs for each project.

TECHNOLOGICAL TOOLS

General study of the progress in information and communication techniques applicable to project management.

MANAGEMENT SOFTWARE

Specific knowledge of information programs of massive use for project management.
PROJECT MONITORING AND CONTROL
Project monitoring and control requires the most commitment, which is why the subject presents such general topics as: Learning the fundamentals of project control and its tools and methodologies, to particular others, like controlling technical and human resources to ensure compliance with the timetable, quality and cost.

COMMUNICATION AND REPORT CHANNELS

DESIGN AND DEVELOPMENT OF ALL ELEMENTS CONSISTING OF THE INFORMATION CHAIN

STRATEGIC DESIGN OF INFORMATION FLOW

RE-PLANNING AND PROGRESS CONTROL

ASSESSMENT AND ANALYSIS OF THE PROJECT’S PROJECTED PROGRESS

MODELS FOR ANTICIPATION

TECHNICAL AND HUMAN RESOURCE CONTROL TO ENSURE COMPLIANCE WITH TIMETABLE, QUALITY AND COSTS
PROJECT EVALUATION
The evaluation of a project centers around understanding and structuring its financial engineering through various technical-economic tools, helping the student see projects not only through detailed drawings or flow charts, but from the point of view of financial development spreadsheets.

PROJECT FORMULATION AND ASSESSMENT

PROJECT FINANCIAL STAGES AND STRUCTURES

GROWTH CAPACITY ASSESSMENT OF A BUSINESS

RISK ANALYSIS AND MANAGEMENT

BUSINESS APPRAISALS
TRUST MANAGEMENT: RISK AND QUALITY
Trust management is mostly aimed at evaluating and meeting the quality basics in projects and its tools and methodologies, learning to plan, ensure and control quality and risk.

PLANNING QUALITY

QUALITY ASSURANCE AND CONTOL

PROCESS CONTROL AND ACHIEVING OBJECTIVES IN TIME AND FORM

CORRECT ANSWER TO INITIALLY RAISED NEEDS

QUALITY PLANS
HUMAN RESOURCES STRATEGIC MANAGEMENT
This subject offers an overall vision of Human Resources director’s role in the 20th century, reviewing the managerial activity areas and the integration of business strategies.

OVERVIEW OF THE GLOBALIZATION EFFECTS IN HUMAN RESOURCES

OVERVIEW OF THE HUMAN RESOURCES DIRECTOR’S RESPONSABILITIES

NEW TECHNOLOGIES IN HUMAN RESOURCES MANAGEMENT AND CONTROL SYSTEMS IN HUMAN RESOURCES MANAGEMENT
ISO 45001
This subject presents the active model and planning of the preventive activity as a basic and critical element of any occupational risk prevention management model, used in the ISO 45001:2018 standard, as well as the necessary documented information and audit requirements. Some topics addressed in the subject are:

THE ROLE OF PREVENTION IN THE BUSINESS’S OVERALL MANAGEMENT

Background. The reactive system of performance. Elements of success of the active system of performance. Integration of preventive activity. How is the integration of occupational risk prevention achieved? What is an occupational risk prevention management system? Types of management models. Management responsibilities.

PLANNING PREVENTIVE ACTIVITY IN THE COMPANY

Introduction. Definition of preventive planning. Planning by objectives and procedural rules. Aspects of planning preventive activities. General planning procedure.

ISO 45001:2018 STANDARD

Introduction. Background of the ISO 45001:2018 standard. High level structure: Annex SL. Main changes to the ISO 45001:2018 with respect to OHSAS 18001:2007. Priorities during implementation. OHS certification according to the ISO 45001:2018 standard. Transition of the specification to ISO 45001:2018.

IMPLEMENTATION OF ISO 45001:2018

Introduction. Scope and field of application. Standard references. Terms and Definition. Context of the organization. Leadership and participation of workers. Planning. Support. Operation. Performance evaluation.

DOCUMENTED INFORMATION OF THE OHS MANAGEMENT SYSTEM ACCORDING TO ISO 45001:2018

Introduction. Level I: Occupational health and safety management manual (not mandatory). Level II: Procedures. Level III: Instructions. Level IV: Records. Documentation control.

OCUPPATIONAL RISK PREVENTION AUDIT

General concepts on prevention audits. Audit principles. Objectives of the prevention audit. Types of occupational hazards, auditing and prevention. Auditing process. Evaluation of the occupational risk prevention audit. Necessary requirements to carry out an occupational risk prevention audit.
PROJECT COMMUNICATION
The topic involved in this subject deals with the "inside" and "outside" communication of a project towards the three levels of users, from basic concepts of communication channels to the more complex structures of strategic communication, where the project's image is introduced into the public consciousness.

ANALYSIS AND IDENTIFICATION OF THE CONCEPT AND IDENTITY OF THE PROJECT

APPLYING MODELS OF QUALITATIVE ANALYSIS ON THE PROJECT'S ESTABLISHED MISSION-VISION

COMMUNICATION STRATEGY AND DEVELOPMENT OF COMMUNICATION PLANS FOR THE DIFFERENT LEVELS OF THE PROJECT STAKEHOLDERS

STRATEGIC COMMUNICATION TOOLS AND DEVELOPMENT OF THE HANDBOOK ON COMMUNICATION STANDARDS AND PROCEDURES

MARKET TARGET STUDY

3^rd PART: ADMINISTRATION

VIRTUAL COLLABORATIVE WORK ENVIRONMENTS
The present subjects incorporate the student into the “world” of those technologies associated to collaborative work where the objective is to achieve the set group goals, covering organizational team management, to the management of teams at a distance mediated by virtual work environments.

FUNDAMENTALS OF INDIVIDUAL BEHAVIOR

GROUP AND TEAM MANAGEMENT

FUNDAMENTALS OF ORGANIZATIONAL COMMUNICATION

MANAGEMENT PROCEDURES THROUGH VIRTUAL ENVIRONMENTS

VIRTUAL COLLABORATIVE WORK ENVIRONMENTS
MANAGEMENT WITHOUT DISTANCE
This subject enables the student to learn the complex process, its tools, the possible methodologies and typologies of the off-shore management of a project. Project management carried out at a distance. To study this topic in depth, it is necessary to address such concepts as: Cooperative construction, collaborative knowledge and cooperative models of participation, all supported by information technologies.

COOPERATIVE AND COLLABORATIVE CONSTRUCTION OF KNOWLEDGE

COOPERATIVE MODELS OF PARTICIPATION SUPPORTED BY INFORMATION TECHNOLOGY

DISTRIBUTIVE TELEENGINEERING AND OFF-SHORE MANAGEMENT: DISTANCE MANAGEMENT AND ADMINISTRATION USING THE LATEST TECHNOLOGICAL RESOURCES FOR THIS END

STUDY AND ASSESSMENT OF NEW SCENARIOS OF WORK AT A DISTANCE
PUBLIC PRESENTATION TECHNIQUES
This subject is currently of great importance in the management of projects as it trains managers with the skills to promote projects and its product/service to attract Investors, or at the very least, interest from the receptive market. For this, it is necessary to understand communication strategies and how to define the characteristic features of the project that create its image.

COMMUNICATING THE PROJECT PROPOSAL AND DOCUMENTS OF A PROJECT, AND ORAL AND GRAPHIC COMMUNICATION TECHNIQUES FOR PLANNERS
BUSINESS ADMINISTRATION AND ADMINISTRATION
This subject certainly tries to introduce the student to the concepts and techniques of business management and administration. It covers topics from organizational theories to novel organizational ways in the new economy, whether it be for Service Businesses, Technological Businesses, SMEs and Family Businesses.

INTRODUCTION TO ORGANIZATIONAL THEORIES

ORGANIZATIONAL STRUCTURES

TYPES OF BUSINESSES

FUNCTIONS OF BUSINESSES

NOVEL ORGANIZATIONAL WAYS IN THE NEW ECONOMY

TYPES OF BUSINESSES

Service Businesses. Technology Companies. SMEs. Family Businesses. Case Study.

STEPS FOR CREATING A BUSINESS
STRATEGIC PLANNING AND MANAGEMENT
This subject focuses on strategic thinking applied to management, and provides training in management and the tools that facilitate current management styles, accepting the management of change as something inherent to the unstable and ever-changing environment where organizations operate.

Some topics addressed in the subject are:

THE MANAGEMENT OF CHANGE AS A SUBSTRATE TO STRATEGIC MANAGEMENT

Personal and organizational change. Some models to implement organizational change. Resistance to change. Participation in the process of strategic change.

STRATEGIC MANAGEMENT AS A MODEL FOR CHANGE

Strategic thinking and strategic management. Presentation of an internationally recognized strategic planning model. The SWOT matrix as a valuable instrument of strategic planning.

THE IMPLEMENTATIONOF STRATEGIC MANAGEMENT BUSINESS STRATEGIES

Strategic scenarios. The vision. Analysis of the values system supporting the strategy. Creating business strategies. Objectives and measurement criteria. New businesses. Growth. Consolidation. Revitalization.
NEGOTIATION AND CONFLICT RESOLUTION TECHNIQUES
This subject is one we all need in practice, more so in our professional life, trains us with theoretical and practical knowledge for conflict solutions, resolution strategies and the basic skills for its resolution.

INTRODUCTION TO CONFLICT ANALYSIS

Strategies and methods for the search of resolutions and the competencies and necessary skills in conflict resolution in a business.
MANAGEMENT TECHNIQUES FOR TEAMS
This subject presents different team management techniques where human resources are the primary approach that we count with and which must be “taken” care of. For this, it is necessary to know what the management tools are that ensure administrating these resources in an efficient manner.

GROUP AND TEAM CONCEPT

Its differential characteristics. Practical applications to motivate. Teams. Competition related to teamwork. Members and roles in a team.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
It analyzes each one of the types of knowledge created in companies for the management, diagnosis, distribution and availability of information as key factors of success. Knowledge management is an “activity” that must be present in all professional activities, more so for a high decision-maker like a manager.

KNOWLEDGE MANAGEMENT

Knowledge and management, the objectives of knowledge management, properties and types, tools and implementation.

NEW PARADIGMS IN TEACHING AND RESEARCH

e-Learning.

ORGANIZATIONAL LEARNING AND MATURITY MODELS
E-BUSINESS AND ITS INTEGRATION WITH CORPORATE MANAGEMENT SYSTEMS
This subject provides a broad and extensive vision of the concept and notion of business integration through information by reviewing its integration from the organizational and technological aspect, and the essential concepts of integration based on such ICTs as ERP, SCM and CRM.

THE ORGANIZATIONAL VISION OF INTEGRATION: SUPPLIES, CUSTOMERS AND SYSTEMS

Introduction. Foundations. Value chain. Example of Supply Chain Integration. Reflections.

TECHNOLOGICAL VISION OF INTEGRATION: CONCEPTUAL ASPECTS OF E-BUSINESS INTEGRATION

Importance of e-Business. Organizational change. Business strategy. E-Business: implementation.

ENTERPRISE RESOURCE PLANNING (ERP)

Conceptual aspects. Integration in the information management. Integration of the ERPs. Selecting a supplier. Strategic impact in investment return.

HUMAN RESOURCE MANAGEMENT WITHIN THE DIGITAL FIELD

Introduction. Change in companies. Human resources management. Technology in human resources management.

SUPPLY CHAIN MANAGEMENT (SCM)

Introduction. Supply chains. Definition. Supply chain management. SCM implementation in e-business. Reflections.

CUSTOMER RELATION MANAGEMENT (CRM)

Introduction. Conceptual aspects. Strategy. Implementation. Selecting a supplier. Integration.

4^th PART: FINAL PROJECT

The last part of the master is aimed at the Master’s Final Project. This work is an improvement of the project carried out throughout the previous 3 parts as the various exercises were resolved.

The objective is to present a complete document that shows the complete development of the proposed Master's Final Project, considering the possibility of its precise execution in accordance with the guidelines and details required in the respective regulations. The Master's Final Project must be a contribution to the field of projects with a strong component of applicability and respecting the doctrine and theory of the field of international cooperation projects.

Note: The contents of the academic program may be subject to slight modifications, depending on the updates or the improvements made.

Management

Dr. Roberto M. Álvarez. Doctor by the Polytechnic University of Catalonia in Project Engineering: Environment, Safety, Quality and Communication. Master from the Polytechnic University of Milan in Project Management and Design, Architect by the University of Buenos Aires, UBA. Developer of the first incubation project models for young professionals. President of AGP IPMA (International Project Management Association) Argentina.
Dr. Luis Dzul López. Doctor in Project Engineering: Environment, Quality and Safety. Civil Engineer. Expert in international cooperation projects. Professor at the International Iberoamerican University.
Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Safety. Master in Engineering and Environmental Technology. Industrial Engineer.

Teaching staff and Authors

Dr. Izol Marez. Doctor in Architecture. Professor at the International Iberoamerican University.
Dr. Alberto Vera. Doctor in Economic and Geographical Development and Integration. Architect. Full Professor in the Urban Environment Management program, National University of Lanús, Argentina.
Dr. Martha Velasco. Doctor in Technological Innovation Projects, Project Management Specialist, Master’s Degree in Management Science and Industrial Engineer. Researcher in Sustainable Development and Social Commitment. Professor at the International Iberoamerican University.
Dr. Miguel Ángel López Flores. Doctor in Project Engineering: Environment, Quality and Safety. Research Professor from the National Polytechnic Institute of Mexico.
Dr. Arturo Ortega. Doctor in Electrical Engineering. Telecommunications Engineer. Director of R&D in FUNIBER.
Dr. Benjamín Otto Ortega Morales. Doctor in science and specialized in microbiology. Researcher and Professor at the Autonomous University of Campeche.
Dr. Fermín Ferriol Sánchez. Doctor in Education Sciences from the University of La Habana. Professor at the International Iberoamerican University.
Dr. Antonio Eduardo Fuenzalida. Doctor in Exercise Sciences. Prof. at the University Santo Tomas. Santiago, Chile
Dr. Eduardo García Villena. Doctor in Project Engineering: Environment, Quality and Safety. Industrial Engineer.
Dr. Brenda Bravo. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the Metropolitan University of Mexico.
Dr. Víctor Jiménez. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the Metropolitan University of Mexico.
Dr. Héctor Solano. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the International Iberoamerican University.
Dr. Izel Márez. Doctor in Project Engineering. Master's Degree in Environmental Management and Audits
Dr. Roberto M. Álvarez. Doctor in Project Engineering: Environment, Quality and Safety. Master in Project Management and Design, by the Polytechnic University of Milan, Italy. Professor at the University of Buenos Aires, Argentina. Director of the Iberoamerican University Foundation (FUNIBER) Argentina.
Dr. Luis Dzul López. Doctor in Project Engineering: Environment, Quality and Safety. Expert in international cooperation project designs. Professor at the International Iberoamerican University.
Dr. Santos Gracia Villar. Doctor in Project Engineering: Industrial Engineer. Specialist in International Cooperation Projects.
Dr. Olga Capó Iturrieta. Doctor in Project Engineering: Environment, Quality and Safety. Civil and Industrial Engineering. Responsible for the Area of Projects at the Agricultural Research Institute (INIA, Instituto de Investigaciones Agropecuarias), Chile.
Dr. José Rodríguez. Doctor in Civil Engineering. Civil Engineer. Responsible for the Environmental Management Area of FUNIBER Peru.
Dr. Lázaro Cremades. Doctor in Chemical Engineering. Professor in Project Engineering by the Universitat Politècnica de Catalunya.
Dr. Margarita González. Doctor in Chemical Engineering. Professor in Project Engineering by the Universitat Politècnica de Catalunya.
Dr. José Cortizo Álvarez. Full Professor of the Geography and Geology Department at the University of Leon, Spain.
Dr. Manuel Castejón Limas. Full Professor of the Aerospace, IT and Mechanical Engineering Department at the University of Leon, Spain.
Dr (c). Gregorio Urriola. Professor in the Universidad de las Américas de Panamá. Expert in International Cooperation.
Dr (c). Lina Pulgarín Osorio. Bachelor in Environmental Engineering. Master in Integrated Management: Quality, Prevention and the Environment.
Dr. Diego Kurtz. Master in Engineering and Knowledge Management.
Dr (c). Marcelino Diez. Specialist and Master in Project Management. Certified by the Project Management Institute (PMI) as a Professional Project Manager.
Dr (c). Nelson Yepes. Industrial Engineer. Specialist in Financial Engineering and Master in Project Design, Management and Administration.
Dr. Silvana Marín Garat: Economist. Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting.
Dr. Pablo Urquizó: Computer Engineering. Master in ICT Strategic Management. Experience as Director and Consultant of Information and Communication Technology, Systems Design and Webmaster.
Dr. Santiago Brie: Doctor in Projects from the Iberoamerican International University (in process). Master’s Degree in Project Design, Management and Administration, University of Leon, Spain. Bachelor’s in Urban Environmental Management from the National University of Lanús, Argentina. Professor at the International Iberoamerican University.
Dr (c). Jhonny Espinosa Bryson: Mechanical Engineer and Master in Project Design, Management and Administration. Consultant in Strategic Project Management.