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 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), sponsored 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 estimated duration of The Master in Project Design, Management and Administration program is of 900 hours (90 credits)a.

Regarding the distribution of time:

  • Being a distance learning Program and not subject to in situ classes, there is no specific starting date, by which the student may complete the enrollment process at any time provided that there is available space.
  • The maximum time available to complete this program is of 24 months. In this period, the student must have successfully passed all the evaluated activities and the Master’s Final Project or Degree Thesis.

The credit structure for the Project Design, Management and Administration program is as follows: It should be noted that the duration is merely indicative, because the methodology followed integrates the knowledge and skills to be acquired in each part, through integrating exercises to acquire knowledge and internalize project practices:

  CREDITSa LENGTHb HOURS
1st Part: Design 27 7 270
2nd Part: Management 25 8 250
3rd Part: Administration 28 6 280
4th Part: Master’s Final Project or Degree Thesis 10 3 100
TOTAL 90 24 900

a. The equivalence in credits may vary according to the University that issues the Diploma. One (1) ECTS credit (European Credit Transfer System) corresponds to 10 + 15 hours. The relationship between credits and hours may vary for those students in the Program who are enrolled in a University not belonging to the European Higher Education Area (EHEA).
b. Duration in months.

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.

Career Opportunities

Some of the career opportunities for the Master in Project Design, Management and Administration are:

  • Program manager.
  • Operations manager.
  • Manager for a Project Office.
  • Project consultants.
  • Project manager for technological innovation and knowledge.
  • Researchers in the field of project science and professional work in the field of projects.

Study Plan

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

  • 1st 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 hours of the first part are shown in the following table:

1st PART: DESIGN
# SUBJECTS HOURS
1 Introduction to Projects 20
2 Design of Project Systems 30
3 Analysis of Service Provisions 30
4 Functional Analysis in a Project 30
5 Project Ergonomics 30
6 Project Safety and Reliability 30
7 The Environment in the Project 30
8 Project Specifications 30
9 Draft Preparation 40
TOTAL 270

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.

  • 2nd 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 hours that comprise this second part are as follow:

2nd PART: MANAGEMENT
# SUBJECTS HOURS
1 Introduction to Project Management 10
2 Project Planning and Management 40
3 Computer Tools for Project Management 30
4 Project Monitoring and Control 30
5 Project Evaluation 30
6 Trust Management: Risk and Quality 30
7 Human Resources Strategic Management 30
8 ISO 45001 30
9 Project Communication 20
TOTAL 250

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.

  • 3rd 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 hours that comprise this third part are as follow:

3rd PART: ADMINISTRATION
# SUBJECTS HOURS
1 Virtual Collaborative Work Environments 20
2 Management Without Distance 20
3 Public Speaking Techniques 20
4 Business Administration and Management 40
5 Strategic Management and Planning 40
6 Negotiation and Conflict Resolution Techniques 30
7 Management Techniques for Teams 30
8 Knowledge Management and Organizational Learning 30
9 e-Business and its Integration in Corporate Management Systems 50
TOTAL 280

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.

  • 4th 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.

4th PART: MASTER'S FINAL PROJECT OR DEGREE THESIS
# SUBJECTS HOURS
1 Master’s Final Project or Degree Thesis 100
TOTAL 100

Description of the Subjects

1st PART: DESIGN

  1. 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
  2. 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
  3. 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
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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

2nd PART: MANAGEMENT

  1. 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
  2. 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
  3. 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.
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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.
  9. 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

3rd PART: ADMINISTRATION

  1. 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
  2. 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
  3. 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
  4. 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
  5. 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.
  6. 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.
  7. 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.
  8. 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
  9. 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.

4th PART: MASTER’S FINAL PROJECT OR DEGREE THESIS

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

Academic Administration

  • Dr. Roberto M. Álvarez. Doctor from the Polytechnic University of Catalonia, in Project Engineering: Environment, Safety, Quality and Communication. Master by the Polytechnic of Milan, in Project and Design Management, Architect by the University of Buenos Aires, UBA. Developer of the first model of project incubators, for young professionals. President of AGP IPMA (International Project Management Association) Argentina.
  • Dr. Luis Dzul Lopez. Doctor in Project Engineering: Environment, Quality and Safety. Civil Engineer. 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’s Degree 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 Integration and Economic and Territorial Development. 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. Teacher at the International Iberoamerican University.
  • Dr. Miguel Angel Lopez Flores. Doctor in Project Engineering: Environment, Quality and Safety. Research Professor of the National Polytechnic Institute of Mexico.
  • Dr. Arturo Ortega. Doctor in Electronic Engineering. Telecommunications Engineer. Director of RDI of FUNIBER.
  • Dr. Benjamin Otto Ortega Morales. Doctor in science and specialized in microbiology. General Director of Postgraduate Studies and Research of the Autonomous University of Campeche.
  • Dr. Fermin 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 Prevention. Industrial Engineer.
  • Dr. Brenda Bravo. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the Metropolitan University of Mexico.
  • Dr. Victor Jiménez. Doctor in project engineering Environment, Quality and Prevention. Professor at the Metropolitan University of Mexico.
  • Dr. Héctor Solano. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the International Iberoamerican University.
  • Dr. Izel Márez. Doctor in Project Engineering. Master in Environmental Management and Audits.
  • Dr. Roberto M. Alvarez. Doctor in Project Engineering: Environment, Quality and Prevention. 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 Lopez. Doctor in Project Engineering: Environment, Quality and Prevention. 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 Prevention. 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 (c). 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 (c). Silvana Marin Garat. Economist. Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting.
  • Dr (c). Pablo Urquizó. Computer Engineering. Master in ICT Strategic Management. Experience as Director and Consultant of Information and Communication Technology, Systems Design and Webmaster.
  • Dr (c). Santiago Brie. Studies: Bachelor in Urban Environmental Management Master in Project Design, Management and Administration. Professor at the National University of Lanús. Argentina.
  • Dr (c). Jhonny Espinosa Bryson. Mechanical Engineer and Master in Project Design, Management and Administration. Consultant in Strategic Project Management.

FUNIBER Training Scholarships

The Iberoamerican University Foundation (FUNIBER) allocates periodically an extraordinary economic item for FUNIBER Training Scholarships.

To apply, please fill out the information request form that appears in the web of FUNIBER or contact directly the Foundation’s headquarters in your country that will inform you if you need to provide some additional information.

Once the documentation is received, the Evaluation Committee will determine your application's eligibility for the FUNIBER Training Scholarship.