Master in Design, Operation and Project Management

Program Presentation

Progress in science and engineering has led to significant changes in various aspects of project management and implementation.

These changes have produced more rigorous managerial design, with more complete and accurate methodological tools. Similarly, all aspects of management have gained more prominence due to the importance of the participation of human resources in project development . Given the number of failed projects, there is a pressing need to consolidate and increase the quality at the design stage, as well as to understand the creative and cognitive process of understanding and formulating the foundations of a project. This requires proper knowledge of management and direction.

The Master program in Design, Operation and Project Administration (MDOPA) connects these 3 elements in order to form project specialists, with the ability, skill and knowledge of:

  • Project Design.
  • Managing the project from initiation to post-mortem reflection.
  • Directing all individual and collective human efforts toward the project’s purpose and the interests of those affected.

Who is the programme for?

The proposed method and a clear and diverse curriculum makes the Master in Design, Operation and Project Management designed for professionals from all knowledge areas in higher education who are concerned with carrying out projects in a responsible manner and who wish to serve in the fields of teaching and research projects and/or in a professional field from executive or advisory positions.

Diploma

Successful completion of the Program will enable you to be awarded the degree in Master in Design, Operation and Project Management.

After successfully completing the Program, the student will receive the degree as awarded by the University where they have enrolled.

Professional Certificate

 Each student has the possibility of obtaining a professional certification as a Certified Project Management Associate (Level D) through the cooperation agreement between FUNIBER and 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 the Project Design Module. The certification consists of carrying out a test issued by the OCIA.

(*) Exclusive for student residents in America.

For further information:

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

FIDBAN Project Presentations

The Innovation and Development Foundation (FIDBAN, Fundación Innovación y Desarrollo), sponsored by FUNIBER and other institutions, is a non-profit organization that seeks to relate profitable entrepreneurial projects that require financing with possible investors. It is an International Network comprised of Chapters in 30 countries in Europe, America, Africa and Asia.

More information: https://www.fidban.com/

The work groups of the Master will have the possibility of presenting their projects to FIDBAN before possible investors to obtain financing. This will take place after the development of the project draft is approved academically.

There will be a presentation deadline by year. The same will be published in an opportune manner, as well as, the notification on the investment round in which the project will be presented.

Application Process

Once the project draft is completed, those who are interested must present their project before the Academic Department of Projects, (DAP, Departamento Académico de Proyectos) comprised of professional experts in projects who will or will not authorize the project’s presentation before FIDBAN.

The dates for the project exposition rounds will be notified by FIDBAN after the projects have been selected. 

The DAP will accompany the interested parties during the administrative process that must be completed. 

Program Structure

Estimated length of the Master in Design, Operation and Project Management program is 900 hours (90 credits)a.

  • Since it is a distance program and not subject to class attendance, there is no specific start date so students may enroll at any time, provided there are spaces available.
  • For academic reasons, the Program has a minimum duration of six months (with some exceptions).
  • The maximum time to complete the Program is twenty four months. During this time, the student must have completed all assignments, as well as the Final Project.

The credit structure for the Master in Design, Operation and Project Management program is shown in the following table. It should be noted that the length of the program is merely indicative, since the methodology combines knowledge and skills acquired in each part, through integrated exercises of knowledge acquisition and internalization of good practices for projects:

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

a. The equivalent value of credits can differ according to the university granting the degree
b. Length in months

Objectives

General objective

  • To train professionals in acquiring a creative, executive and managerial thinking process that is suitable for design, management and project management.

Specific objectives

  • To provide and use proper project design methods that respond to a predetermined sequence of progress, applicable to specific and articulated cases, that also lead to the mastery and understanding of motivational factors, intent, purpose and philosophy behind the project.
  • To identify and analyze the activities, responsibilities and competences of a Project Manager, along with proposing useful tools for each phase of a project’s life cycle. Each of the knowledge areas of a Project (integration, scope, time, cost, quality, resources, communications, risk and procurement, among others) are included.
  • To learn to interpret international standards related to the project’s field, applied in each phase of the Project in order to facilitate subsequent certification of students by entities such as the International Project Management Association (IPMA), Spanish Association of Engineering Projects (SAEP) or Project Management Institute (PMI).
  • To understand and manage the processes of creation, generation, development and dissemination of individual and collective knowledge in terms of collaborative and cooperative tasks that facilitate and enhance the emergence of viable, practical and sustainable solutions to real world problems, reached through the vehicle of a project.

Career Opportunities

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

  • Program Directors.
  • Operations Directors.
  • Managers in Project Offices.
  • Project consultants.
  • Technological innovation and knowledge Project managers.
  • Researchers in the field of project science and professional fieldwork projects.

Study Plan

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

  • 1st PART: DESIGN

The first part of Project Design introduces methods to generate and efficiently manage the design and evaluation of the knowledge generated throughout a project.

The corresponding subjects and hours that make up the first part are shown in the following table:

1st PART: DESIGN
# SUBJECTS HOURS
1 Introduction to projects 20
2 Project systems design 30
3 Analysis of provision of services 30
4 Functional analysis of project 30
5 Project ergonomics 30
6 Project security and reliability 30
7 Environment in the project 30
8 Project specifications 30
9 Draft project proposal 40
TOTAL 270

These subjects, despite being independent from each other, are structured according to a consistent pedagogical sequence that facilitates their understanding from simple to increasing complexity. Each subject is divided into basic thematic units or chapters, directly related to one or more practical exercises that include theoretical material support and individual attention from the tutor. Because the projects are carried out in stages, corrections are allowed throughout the process, which means that subjects cannot be approved until the module is complete.

  • 2nd PART: MANAGEMENT

The second part, Project Management includes all managerial areas of Project Management and their scope. It is intended to give an in-depth and comprehensive vision of all possible subjects implicated in starting an international cooperation project, with a focus on finding and producing a solution that is beneficial to all participants regardless of its type and purpose. It also is intended to inform students about tools that currently exist on the market to gain access to knowledge needed to meet the formative standards established by the IPMA, SAPE (AEIPRO) and PMI.

The corresponding subjects and hours that make up the second part are shown in the following table:

2nd PART: MANAGEMENT
# SUBJECTS HOURS
1 Introduction to project management 10
2 Project planning and management 40
3 International cooperation system 30
4 Project monitoring and control 30
5 Project evaluation 30
6 Trust management: risk and quality 30
7 Strategic management of human resources 30
8 ISO 45001 30
9 Project communication 20
TOTAL 250

These subjects, despite being independent from each other, are self-contained and structured according to a consistent pedagogical sequence. Each subject is divided into basic thematic units or chapters, the contents of which include printed material to be studied in order to satisfactorily answer the tests.

  • 3rd PART: ADMINISTRATION

The third part, Project Administration develops topics exclusively related to the activity of the Project Manager, highlighting responsibilities and competencies in each area, covering major phases and project tasks, some of which entail management itself (initiation, planning and design, implementation and monitoring, and closure and post-mortem) and others of a strategic nature, designed to cover topics of project programs or portfolios.

The corresponding subjects and hours that make up the third part are shown in the following table:

3rd PART: ADMINISTRATION
# SUBJECTS HOURS
1 Collaborative work virtual environments 20
2 Management without distances 20
3 Public presentation techniques 20
4 Business management and administration 40
5 Strategic management and planning 40
6 Negotiation and Conflict Resolution Techniques 30
7 Management Techniques for Work Teams 30
8 Knowledge management and organizational learning 30
9 e-Business and its Integration with Management Corporate Systems 50
TOTAL 280

These subjects, despite being independent from each other, are self-contained and structured according to a consistent pedagogical sequence. Each subject is divided into basic thematic units or chapters, the contents of which include printed material to be studied in order to satisfactorily answer the tests.

  • 4th PART: FINAL PROJECT

Due to the nature of the method, the Final Project is the natural extension of a Project carried out by the student throughout the Master in Design, Management and Project Administration program. The Final Project, with a workload of 100 hours, is intended to present a fully developed project, with the possibility of its practical implementation, according to the guidelines and details of the proposal.

4th PART: FINAL PROJECT
# SUBJECTS HOURS
1 Final Project 100
TOTAL 100

Description of the Subjects

1st PART: DESIGN

  1. INTRODUCTION TO PROJECTS

    This subject introduces us, within a theoretical framework and in a general way to the concepts of "Project", such as: project phases, project systems, collaborative work and knowledge management for the success of the project, the design of the projects. In order to establish a knowledge base conducive to the development of the following subjects.

    GENERAL AND THEORETICAL INTRODUCTION
    PROJECT PHASES
    PROJECT SYSTEMS
    COLLABORATIVE WORK AND KNOWLEDGE MANAGEMENT FOR THE SUCCESS OF THE PROJECT
  2. PROJECT SYSTEMS DESIGN

    It provides concepts related to the identification of the project scenario, the factors that will condition the solution, the problem of the Technical Problem, the formulation of the objectives, the criteria with which the success of the project will be evaluated, as well as the identification and analysis of all the people and things involved in the resolution of the problem, understood as fundamental pieces in the trilogy of man - artificial system - environment.

    PROJECT SCENARIO
    TECHNICAL PROBLEM
    PEOPLE AND THINGS INVOLVED IN THE PROBLEM RESOLUTION
  3. ANALYSIS OF THE SERVICES TO BE PROVIDED

    The present theme develops, studies and determines the conditions of supply and provide between the needs of the customers and what science and engineering would provide as a solution, considering this solution, as the project itself, and requires us to define the "desired" service to obtain as a result of the project.

    ANALYSIS OF SUPPLY AND PROVIDE
    THE DESIRED SERVICE AND THE CONDITIONS OF PROVISION
  4. PROJECT FUNCTIONAL ANALYSIS

    During the development of the present subject we intend to determine the technical functions and services to be met, by the project we are designing, through "conceptual tools" such as, the service functions tree, the project system proposal, the value and quality analysis in the design phase.

    SERVICE FUNCTIONS TREE
    PROJECT SYSTEM PROPOSAL
    VALUE AND QUALITY ANALYSIS IN THE DESIGN PHASE
  5. PROJECT ERGONOMICS

    This subject deals with understanding the role of people in their activities and uses, in the solution of a project and its relationship with other people and with machines, for which a classification of users, security measures, etc. is established.

    THE STATE OF THE WELFARE OF THE SYSTEM USERS AND ITS LIMITATIONS
    ERGONOMICS AND SYSTEM SAFETY
  6. PROJECT SECURITY AND RELIABILITY

    This subject covers topics related to understanding aspects of safety and feasibility of a project solution contemplating its life stages, its life cycle, at the level of the system and its components, including people, machines and their relationships.

    SECURITY, RISK AND RELIABILITY
    INDUSTRIAL, ORGANIZATIONAL AND NORMATIVE SECURITY
    SECURITY NORMS AND STANDARDS
    TYPES OF RISK, CLASSIFICATION AND GENERATION OF PROCEDURES
    RELIABILITY AND TRUST
  7. PROJECT ENVIRONMENT

    Through the study of sustainability in the project, ecodesign, environmental impact and analysis of the life cycle, which are the topics to be deepened in the present subject, we will try to understand the environment of a project solution in its life stages, its life cycle, at the level of the system and its components.

    PROJECT SUSTAINABILITY
    ECODESIGN
    ENVIRONMENTAL IMPACT
    LIFE CYCLE ANALYSIS
  8. PROJECT SPECIFICATIONS

    This subject will not allow to learn to detail, specify and explain the operation, detail and constitution of the potential solution contributed by a project.

    RELIABILITY IN THE SUPPLY
    FAULT TREE
    PROJECT EXECUTION SPECIFICATIONS
  9. PRELIMINARY PROJECT PREPARATION

    This subject, through topics such as specification tools, documentation, preparation of the project proposal, will help us understand the importance of management as a further step to design and be able to generate a viable and sustainable management proposal.

    SPECIFICATION TOOLS
    DOCUMENTATION
    ELABORATION OF THE PROJECT PROPOSAL

2nd PART: MANAGEMENT

  1. INTRODUCTION TO PROJECT MANAGEMENT

    The management/administration of projects is the administration of all the necessary resources for its development. This subject introduces us to the subject in a general way and covering, among others, the following topics: general concepts of project management and project typologies, project phases and project life cycle.

    PROJECT MANAGEMENT AND ADMINISTRATION
    GENERAL AND THEORETICAL INTRODUCTION
    GENERAL CONCEPTS OF PROJECT MANAGEMENT AND PROJECT TYPOLOGIES
    PROJECT PHASES AND PROJECT LIFE CYCLE
  2. PLANNING AND PROJECT MANAGEMENT

    Planning and project management are closely linked, since it is impossible to think about management without it being planned. For this it is necessary to keep in mind some concepts, Development of the Project Plan and control of its possible changes, definition, administration and planning of the scope of the project, choose and apply the appropriate techniques to produce an action plan.

    INTEGRATION AND SCOPE OF THE PROJECT
    PROJECT PLAN DEVELOPMENT AND CONTROL OF ITS POSSIBLE CHANGES, DEFINITION, ADMINISTRATION AND PLANNING OF THE SCOPE OF THE PROJECT
    PLANNING AND PROGRAMMING OF THE PROJECT
    CHOOSING AND APPLYING THE APPROPRIATE TECHNIQUES TO PRODUCE AN ACTION PLAN
    SPECIFIC PROGRAMMING TECHNIQUES, AND CORRECT TIME ADMINISTRATION
  3. PROJECT COMPUTER MANAGEMENT TOOLS

    This subject deals with presenting the main computer tools to support the project management, also teaching us to know its advantages. Every project needs to be managed, and at the same time to complete this it is necessary to know and use computer tools according to the typology of each project.

    TECHNOLOGICAL TOOLS
    General study of the progress of information and communication techniques applicable to project management.
    MANAGEMENT SOFTWARE
    Specific knowledge of mass-use software for project management.
  4. PROJECT MONITORING AND CONTROL

    Surely the work of monitoring and control should be the one that requires a greater commitment, for this the subject is presented from the general issues such as knowing the basics of project control and its tools and methodologies, even the particular, as being the control of technical and human resources to ensure compliance in time, quality and costs.

    REPORT COMMUNICATIONS AND CIRCUITS
    DESIGN AND DEVELOPMENT OF ALL THE CONSTITUENT ELEMENTS OF THE INFORMATION CHAIN
    STRATEGIC DESIGN OF THE INFORMATIVE CIRCUIT
    RE-PLANNING AND PROGRESS CONTROL
    EVALUATION AND ANALYSIS OF THE PROJECT'S INTENTIONAL ADVANCE
    ANTICIPATION MODELS
    CONTROL OF TECHNICAL AND HUMAN RESOURCES TO ENSURE COMPLIANCE IN TIME, QUALITY AND COSTS
  5. PROJECT EVALUATION

    The evaluation of projects focuses on the task of understanding and structuring financial engineering through numerous technical-economic tools, in order to learn to see projects and not only by means of detailing plans, or flow charts, but also by spreadsheets of economic and financial development.

    PROJECT DEVELOPMENT AND EVALUATION
    STAGES AND FINANCING STRUCTURE OF A PROJECT
    EVALUATION OF THE GROWTH CAPACITY OF A BUSINESS
    ANALYSIS AND RISK MANAGEMENT
    COMPANY VALUATION
  6. CONFIDENCE MANAGEMENT: QUALITY AND RISK

    The Trust management focuses mainly on assessing and knowing the basics of quality in projects and their tools and methodologies, learning to plan, ensure and control quality, and risk.

    QUALITY PLANNING
    ASSURANCE AND QUALITY CONTROL
    CONTROL OF PROCESSES AND SCOPE OF OBJECTIVES IN TIME AND FORM
    CORRECT ANSWER TO THE NEEDS INITIALLY RAISED
    QUALITY PLANS
  7. STRATEGIC MANAGEMENT OF HUMAN RESOURCES

    This subject offers us a global vision of the role of the Human Resources director in the 21st century, reviewing the areas of management activity, and the integration to the business strategy.

    PANORAMIC ON THE EFFECTS OF GLOBALIZATION ON HUMAN RESOURCES
    PANORAMIC OF FUNCTIONS OF THE HR DIRECTOR
    NEW TECHNOLOGIES IN HUMAN MANAGEMENT AND HUMAN RESOURCES MANAGEMENT CONTROL SYSTEMS
  8. ISO 45001

    This subject presents the active model and the planning of the preventive activity as a basic and critical element of any management model for the prevention of occupational risks, instrumented in the ISO 45001:2018 standard, as well as the necessary documented information and audit requirements. Some topics that are addressed in the subject are:

    THE ROLE OF PREVENTION IN THE GLOBAL MANAGEMENT OF THE COMPANY
    Background. The reactive system of action. Elements of success of the active system of action. Integration of preventive activity. How is the integration of occupational risk prevention achieved? What is a management system for occupational risk prevention? Types of management models. Management responsibilities.
    PLANNING OF PREVENTIVE ACTIVITY IN THE COMPANY
    Introduction. Definition of preventive planning. Planning by objectives and rules of procedure. Aspects of the planning of preventive activities. General planning procedure.
    ISO 45001:2018 STANDARD
    Introduction. Background of the ISO 45001:2018 standard. High level structure: Annex SL. Main changes of ISO 45001:2018 with respect to OHSAS 18001:2007. Priorities in the implementation. Certification of the OSH management system according to ISO 45001:2018. Transition of the specification to the ISO 45001:2018 standard.
    IMPLANTATION OF THE ISO 45001:2018 STANDARD
    Introduction. Object and field of application. Normative references. Terms and definitions. Context of the organization. Leadership and participation of workers. Planning. Support. Operation. Performance evaluation.
    DOCUMENTED INFORMATION OF THE OSH MANAGEMENT SYSTEM ACCORDING TO ISO 45001:2018
    Introduction. Level I: occupational safety and health management manual (non-mandatory). Level II: procedures. Level III: instructions. Level IV: records. Documentation control.
    LABOR RISK PREVENTION AUDIT
    General concepts about prevention audits. Audit principles. Objectives of prevention audits. Types of audits in prevention of occupational risks. The audit process. Evaluation of the occupational risk prevention audit. Requirements required to carry out an occupational risk prevention audit.
  9. PROJECT COMMUNICATION

    The theme involved in the this subject deals with the project communication towards the "inside" and "outside" of it, towards the three levels of users, from basic concepts of communication circuits to more complex strategic communication structures, where it compromises the image of the same in the social imaginary.

    ANALYSIS AND IDENTIFICATION OF THE CONCEPT AND PROJECT IDENTITY
    APPLY MODELS OF QUALITATIVE ANALYSIS ON THE DEFAULT MISSION-VISION FOR THE PROJECT
    COMMUNICATIVE STRATEGY AND DEVELOPMENT OF COMMUNICATION PLANS AT THE DIFFERENT LEVELS OF PROJECT RECEPTORS
    STRATEGIC COMMUNICATION TOOLS AND DEVELOPMENT OF THE COMMUNICATION NORMS AND PROCEDURES MANUAL
    RECEIVING MARKET STUDY

3rd PART: ADMINISTRATION

  1. VIRTUAL ENVIRONMENTS OF COLLABORATIVE WORK

    This subject incorporates the student into the technology "world" associated with collaborative work whose objective is to achieve the group's goals, ranging from the management of organizational teams to the management of remote teams mediated by virtual work environments.

    FUNDAMENTALS OF INDIVIDUAL BEHAVIOR
    GROUP AND EQUIPMENT MANAGEMENT
    FOUNDATIONS OF ORGANIZATIONAL COMMUNICATION
    MANAGEMENT PROCESSES BY VIRTUAL ENVIRONMENTS
    VIRTUAL ENVIRONMENTS OF COLLABORATIVE WORK
  2. MANAGEMENT WITHOUT DISTANCE

    This subject allows us to know the complex process, its tools, the possible methodologies and typologies of the off-shore management of a project. The management of projects carried out at a distance. To be able to know this topic in depth it is necessary to talk about concepts such as: Cooperative and collaborative construction of knowledge and cooperative models of participation, supported with information technologies.

    COOPERATIVE AND COLLABORATIVE CONSTRUCTION OF KNOWLEDGE
    COOPERATIVE MODELS OF PARTICIPATION, SUPPORTED WITH INFORMATION TECHNOLOGIES
    DISTRIBUTIVE TELECOMMUNICATIONS ENGINEERING AND OFF-SHORE MANAGEMENT: DIRECTION AND ADMINISTRATION AT DISTANCE, USING THE LATEST TECHNOLOGICAL RESOURCES THOUGHT FOR THIS END
    STUDY AND EVALUATION OF NEW WORK SCENARIOS AT DISTANCE
  3. PUBLIC PRESENTATION TECHNIQUES

    This subject currently has a growing role in the direction of projects as it trains managers in project and product promotion skills, to secure Investors or at least generate interest to the recipient market. For this it is necessary to know communication strategies, and know how to define the characteristic elements of the project, which will make up the image of it.

    PROPOSAL COMMUNICATION, PROJECT DOCUMENTS, ORAL AND GRAPHIC COMMUNICATION TECHNIQUES FOR DEVELOPERS
  4. BUSINESS ADMINISTRATION AND MANAGEMENT

    This subject unquestionably tries to introduce the student to the concepts and techniques of administration and business management. Covering topics from organizational theories, to new organizational forms in the new economy, whether for Service Companies, Technology Companies, SMEs and Family Businesses.

    INTRODUCTION TO ORGANIZATIONAL THEORIES
    ORGANIZATIONAL STRUCTURE
    KINDS OF ENTERPRISES
    BUSINESS FUNCTIONS
    NEW ORGANIZATIONAL FORMS IN THE NEW ECONOMY
    TYPES OF COMPANIES
    Service Companies. Technology Companies. SMEs. Family businesses. Study cases.
    STEPS IN THE CREATION OF A COMPANY
  5. STRATEGIC MANAGEMENT AND PLANNING

    This subject focuses on strategic thinking applied to management and provides training in tools and mechanisms that facilitate contemporary management, accepting change management as something inherent to the unstable and variable environments in which organizations operate.

    Some topics that are addressed in the subject are:

    THE CHANGE MANAGEMENT AS A SUBSTRATE OF THE STRATEGIC DIRECTION
    The personal and organizational change. Some models to implement an organizational change. The resistance to change. Participation in the process of strategic change.
    THE STRATEGIC DIRECTION AS A MODEL OF CHANGE
    Strategic thinking and strategic direction. Presentation of an internationally validated strategic planning model. The SWOT matrix as a valuable instrument of strategic planning.
    THE IMPLEMENTATION OF THE STRATEGIC DIRECTION. BUSINESS STRATEGIES
    Strategic scenarios. The vision. Analysis of the value system that will sustain the strategy. Development of business strategies. Objectives and measurement criteria. New business. Expansion. Consolidation. Revitalization.
  6. CONFLICT RESOLUTION AND NEGOTIATION TECHNIQUES

    This subject, which in practice we all need and even more so in the professional life, forms us with theoretical and practical knowledge, for conflict resolution, resolution strategies, and basic skills for its resolution.

    INTRODUCTION TO CONFLICT ANALYSIS
    Strategies and methods to solve them and skills and abilities necessary in conflict resolution in the company.
  7. WORK EQUIPMENT MANAGEMENT TECHNIQUES

    This subject presents different techniques for conducting and directing work teams where the main objective is the human resource with which we have and to which we must "take care for." For this it is necessary to know in addition management tools that ensure an administration of these resources in an efficient manner.

    GROUP AND TEAM CONCEPT
    Its differential characteristics. Practical applications to motivate. Work teams. The competition linked to teamwork. The members and roles in a work team.
  8. MANAGEMENT OF ORGANIZATIONAL KNOWLEDGE AND LEARNING

    During the course of this subject we will be able to identify and analyze each one of the typologies of knowledge that are generated in companies for their management, diagnosis, distribution and availability of information; as key success factors. Knowledge management is an "activity" that must be present in every professional activity and even more if one is in a management position.

    THE KNOWLEDGE MANAGEMENT
    Knowledge and management, objectives of knowledge management, properties and typologies, 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

    The present subject gives a broad and extensive vision of the concept and notion of business integration through information reviewing integration from the organizational and technological aspect, and the essential concepts of ICT-based integration such as ERP, SCM and CRM.

    ORGANIZATIONAL VISION OF INTEGRATION: SUPPLIES, CLIENTS AND SYSTEMS
    Introduction. Fundamentals 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 information management. Integration of ERPs. Selection of the provider. Strategic impact on the return on investment.
    MANAGEMENT OF HUMAN RESOURCES IN THE DIGITAL AGE
    Introduction. The change in companies. Human resources management. Technology in the management of human resources.
    SUPPLY CHAIN MANAGEMENT (SCM)
    Introduction. The supply chain. Definition. Supply chain management. Start-up of the SCM in e-business. Reflections.
    CUSTOMER RELATIONS MANAGEMENT (CRM)
    Introduction. Conceptual aspects. Strategy. Implementation. Selection of the provider. Integration.

4th PART: FINAL PROJECT

The last part of the Master is intended for the completion of the Final Master Project. This work is an improvement of the project carried out along the previous 3 parts as the different exercises were solved.

The objective is to present a complete document that shows the total development of the proposed Final Master Project, contemplating the possibility of its specific execution, according to the guidelines and details required in the respective regulations. The Final Master Project must be a contribution to the field of projects with a strong applied component and respecting the doctrine and theory of the field of projects.


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

Management

Academic Administration

  • Dr. Roberto M. Álvarez. Doctor in Project Engineering, from the Polytechnic University of Catalonia, Spain. Master in Project Management and Design, from the Milan Polytechnic, Italy. Professor at the University of Buenos Aires, Argentina. Director at the Ibero-american University Foundation (FUNIBER).
  • Dr. Luis Dzul López. Doctor in Project Engineering, Environment, Quality and Prevention. Civil engineer. Expert international cooperation projects. Professor at the Ibero-american International University.
  • Dr. Eduardo Garcia Villena. Doctor in Project Engineering. Environment, Quality and Prevention. Master in Environmental Engineering and Technology. Industrial Engineer.

Teaching staff and Authors

  • Dra. Izol Marez. Doctor in Architecture. Professor at the Ibero-american International University.
  • Dr. Alberto Vera. Doctor in Integration and Economic and Territorial Development. Architect. Associate Professor of Urban Environmental Management, National University of Lanus, Argentina.
  • Dra. Martha Velasco. Doctor in Innovation Technology Projects, Project Management Specialist, Master in Administrative and Industrial Engineer Sciences. Researcher in Sustainable Development and Social Commitment. Professor at the Ibero-american International University.
  • Dr. Miguel Ángel López Flores. Doctor in Project Engineering: Environment, Quality and Prevention, Research Professor at the National Polytechnic Institute of Mexico.
  • Dr. Arturo Ortega.Doctor in Electronic Engineering. Telecommunications Engineer. FUNIBER I D i Director.
  • Dr. Benjamín Otto Ortega Morales. . Doctor in Science with specialty in Microbiology. General Director of Post graduate Studies and Research at the Autonomous University of Campeche.
  • Dr. Fermín Ferriol Sánchez. Doctor of Educational Sciences from the University of Havana. Professor of Ibero-american International University.
  • Dr. Antonio Eduardo Fuenzalida. Doctor in Exercise Sciences. Professor at the University of Saint Thomas. Santiago, Chile.
  • Dr. Eduardo García Villena. Doctor in Project Engineering: Environment, Quality and Prevention. Industrial Engineer.
  • Dra. 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 Ibero-american International University.
  • Dra. Izel Márez. Doctor in Project Engineering. Master in Environmental Management and Audits.
  • Dr. Roberto M. Álvarez. Doctor in Project Engineering: Environment, Quality and Prevention. Master in Project Management and design from the Polytechnic of Milan, Italy. Professor, University of Buenos Aires, Argentina. Director at the Ibero-american University Foundation (FUNIBER) Argentina.
  • Dr. Luis Dzul López. Doctor in Project Engineering: Environment, Quality and Prevention. Design expert in international cooperation projects. Professor Ibero-american International University.
  • Dr. Santos Gracia Villar. Doctor in Project Engineering: Specialist in International Cooperation Projects.
  • Dra. Olga Capó Iturrieta. Doctor in Project Engineering: Environment, Quality and Prevention. Civil Industrial Engineer Head of Projects at the Institute of Agricultural Research (IAR), Chile.
  • Dr. José Rodríguez. Doctor in Civil Engineering. Civil engineer. Head of the Environmental Management at FUNIBER Peru.
  • Dr. Lázaro Cremades. Doctor in Chemical Engineering. Project Engineering Professor at the Polytechnic University of Catalonia.
  • Dra. Margarita González. Doctor in Chemical Engineering. Project Engineering Professor at the Polytechnic University of Catalonia.
  • Dr. José Cortizo Álvarez. Associate Professor in the Department of Geography and Geology at the University of Leon, Spain.
  • Dr. Manuel Castejón Limas. Associate Professor in the Mechanical Engineering, Information Technology and Aerospace Department at the University of Leon, Spain.
  • Dr (c). Gregorio Urriola. Professor at the University of the Americas in Panama. Expert in International Cooperation.
  • Dr (c) Lina Pulgarín Osorio. Bachelor in Environmental Management. Master in Integrated Management: Prevention, Quality and 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 Project Management Professional.
  • Dr (c) Nelson Yepes. Industrial Engineer. Specialist in Financial Management and a Master in Design, Management and Project Administration and Foreign Trade consultant.
  • Dra (c) Silvana Marín Garat: Economist. Master in Sustainable Development. Professional experience in foreign Project business development.
  • Dr (c) Pablo Urquizó: Computer engineer. Master in ICT Strategic Management. Experience as Director and Consultant of Computers and Information Technology, Systems Design and Webmaster.
  • Dr (c) Santiago Brie: Education. Bachelor of Urban Environmental Management. Master in Design, Management and Project Administration. Professor at the National University of Lanus. Argentina.
  • Dr (c) Jhonny Espinosa Bryson: Mechanical Engineer and Master in Design, Management and Project 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.