Master in International Cooperation for Project Design, Management and Administration.

Program Presentation

Within the projects area, those related to “International Cooperation” are without a doubt those that lay out the day by day demands, not only because of the variety of issues they handle, but the diversity of professionals that call for it as well.

The purpose to every international cooperation project is to contribute some benefit to society, in other words, make people’s life better. This is and should be the main objective of the entire project, since the field of international cooperation has an indisputable and greater prominence.

International cooperation currently increases its presence within a globalized and multicultural society. This last is now a socio-political, economic and organizational sector that receives more and more attention and concern from international and local organizations, both public and private, making multinationals and governments, and even NGOs and local foundations, key players of international cooperation.

This “new” scenario demands an increasing effort to professionalize the sector, so that all participating sectors increase their commitments to carry out projects that reduce the inequalities occurring in today's society.

The Master in International Cooperation for Project Design, Management and Administration addresses this commitment by defining International Cooperation as the set of resources and possibilities that individuals/organizations, who need to increase their possibilities of progress and economic and socio-organizational growth, request other individuals/organizations who can cover and are willing to facilitate them.

Given this perspective, a Cooperation Project that creates mutually favorable proposals / solutions is necessary.

The Master in International Cooperation for Project Design, Management and Administration arises from the demand for professionalization in the sector with a real and specific vision of International Cooperation, understanding that training must respond to the following characteristics:

  • Individual, theoretical and academic training, with the support of Universities from different countries, to prepare professionals who broaden their space of action and learn about new contents that enable them to become integrated into the development of a project.
  • Group, methodological and practical training, with the support of international professional institutions (IPMA), said pioneers in "Management", to add innovative training models with a purely practical approach, where knowledge is immediately applied in the development / design of a real project.

The Master in International Cooperation for Project Design, Management and Administration is structured with a balanced content, ranging from a general context and theory of cooperation to the organizational, financial-economic, and human relations aspects of international cooperation projects under a single dual approach that favors, on the one hand, the project’s integral character in its Design, Management and Administration phases, and on the other hand, ITC support and sustenance, and cooperative and collaborative work and management models.

Who is the programme for?

The Master in International Cooperation for Project Design, Management and Administration is aimed at people interested in international cooperation with or without experience. We consider all professionals to be suitable, due to the characteristics of a project, which may require the participation of diverse professionals.

The Master has its own methodology that integrates professionals, providing them the tools that they may need to become part of those teams in the development and administration of a project.

The meticulous training methodology of the international cooperation projects employed in the master’s degree, prepares students to perform in similar positions of general cooperation. For this reason, those interested in the program are expected to be motivated toward executive roles in companies, NGOs, governments, foundations or cooperation agencies, without excluding national or international private companies or organizations that also develop or are interested in developing cooperative activities.

It is also important to note that the Master's degree enables students to apply for international certifications (IPMA / AGP / OCIA) who provide highly recognized international professional status at when applying for international cooperation projects.

Diploma

Successfully completing the Program will award you with the Master in International Cooperation for 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 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 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 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

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 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

The estimated duration of the Master in International Cooperation for Project Design, Management and Administration. 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 24 months. During this period, the student must have successfully passed all the evaluated activities and the Master’s Final Project or Degree Thesis.

The credit structure of the Master in International Cooperation for Project Design, Management and Administration is as follows. It should be noted that the duration is merely indicative, since the methodology followed integrates the knowledge and skills to be acquired in each part by means of integrating exercises to acquire knowledge and internalize common project practices in international cooperation:

  CREDITSa DURATIONb 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. Length in months.

Objectives

General objective

  • Train professionals committed to active participation in international cooperation with creative, executive and cooperative thinking suitable for the design, management, and administration of international cooperation projects.

Specific objectives

Provide the tools, knowledge and skills to:

  • Master the process of designing an international cooperation project to answer questions such as how a conflict resolved. Is there a team capable of managing and directing the cooperative action? Are there conditions for controlling the cooperation project? Are there conditions for cooperation? And / or is the project sustainable?
  • Master the management of an international cooperation project by understanding the theoretical aspects of development and cooperation within the international cooperation system, and mastering all its management stages (from integration to closing), under the organizational perspective of such tools as the Logical Framework or those from the international project management standards (PMI, IPMA and AEIPRO).
  • Master the management of an international cooperation project through the use of ICT, administrative tools and people management under a cooperative, collaborative, ethical and responsible perspective.

Career Opportunities

Some of the professional opportunities of the Master in International Cooperation for Project Design, Management and Administration:

  • Managers, Directors and technicians in International Cooperation.
  • Directors of international cooperation operations.
  • Consultants and advisors in international cooperation projects.
  • International cooperation project managers.
  • Researchers in international cooperation.

Study Plan

The Master in International Cooperation Design, Operation and Project Management program has a curricular 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 through the 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 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 an 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 the Management of an International Cooperation Project and their scope. It aims to provide a deep and complete vision of all the possible issues to manage when conceiving an international cooperation project, focusing on achieving and producing a solution for the benefit of all stakeholders regardless of the project type or its purpose. It also aims to inform students of all the tools currently existing in the market to carry out this activity. This second part provides the knowledge for fulfilling the training standards as established by the IPMA, the AEIPRO and the PMI.

The corresponding subjects and hours comprising the second part are as follow:

2nd PART: MANAGEMENT
# SUBJECTS HOURS
1 Introduction to Project Management 10
2 Project Planning and Management 40
3 International Cooperation Projects 20
4 Project Monitoring and Control 30
5 Project Evaluation 30
6 Trust Management: Risk and Quality 30
7 Theoretical Framework 30
8 Ethics and Corporate Social Responsibility 40
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 an international cooperation project, 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 comprising the 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 Theory on Cooperation and Development 50
5 Strategic Management and Planning 40
6 Negotiation and Conflict Resolution Techniques 30
7 Management Techniques for Teams 30
8 Financial Management 40
9 Conflict Transformation and Resolution in the Community 30
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's Program in Design, Management and Management of International Cooperation Projects. 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 SYSTEM
    COLLABORATIVE WORK AND KNOWLEDGE MANAGEMENT FOR PROJECT SUCCESS
  2. DESIGN OF PROJECT SYSTEMS

    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 SERVICE 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
    WRITING THE 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. INTERNATIONAL COOPERATION SYSTEM

    This subject is an exegesis of the issues that concern society as a whole, affected by such phenomena as migration, terrorism, business without borders, the global economy, sports for the masses, etc. A vision of cooperation is provided in the complex scenario of international relations. International processes and structures and the effect of cooperation agents on the capabilities of contemporary states are presented within a theoretical context.

    WORLD REALITY
    System of international organizations, international relations, East-West / North-South.
    GLOBALIZATION
    Concept, Economic Globalization, Processes of Integration.
    INTERNATIONAL COOPERATION SYSTEM FOR DEVELOPMENT
    Official Cooperation and Development Assistance, Humanitarian and Emergency Assistance, International Development Assistance.
    THE DONOR SYSTEM
    Multilateral, intergovernmental or supranational cooperation system, Bilateral Cooperation Agencies, Private Aid.
  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 EVALUATIONS

    The identification and quantification of the income and costs of a project is addressed with the objective of determining its contribution to the creation of value and economic development, all from the perspective of a creative and dynamic exercise, in which the evaluator plays a very important role, as it is them who must ensure that the assumptions on which the evaluation rests, enjoy a high degree of certainty.

    BASIC NOTIONS ON PROJECT EVALUATION
    CASH FLOW FOR PROJECT EVALUATIONS
    PROFITABLE INDICATORS
    DISCOUNT RATE
    ANALYSIS OF PROJECTS WITH DIFFERENT LIFESPANS
    RISKS AND UNCERTAINTY IN PROJECT EVALUATIONS
    VALUATION OF INTANGIBLE ASSETS
  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. LOGICAL FRAMEWORK

    This subject presents the methodology of the Logical Framework in order to understand its complexity and the process of a project's life cycle from the perspective of the logical framework.

    ORIGIN AND EPISTEMOLOGY OF PLANNING BY OBJECTIVES
    STEPS OF THE LOGICAL FRAMEWORK APPROACH: ANALYSIS OF PARTICIPATION, ANALYSIS OF THE PROBLEMS, ANALYSIS OF THE OBJECTIVES, ANALYSIS OF THE ALTERNATIVES, PLANNING MATRIX OF THE PROJECT AND ANALYSIS OF THE VIABILITY MANAGEMENT OF THE PROJECT CYCLE
  8. ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

    The concepts that allow mastering the importance and validity of Corporate Ethics and Corporate Social Responsibility are introduced, recognized as an effective tool toward achieving competitiveness and the development and social and economic progress of people, nations, societies and communities.

    FUNDAMENTALS OF BUSINESS ETHICS
    NEED FOR BUSINESS ETHICS
    FUNDAMENTALS OF CORPORATE SOCIAL RESPONSIBILITY
    PROTECTION OF THE ENVIRONMENT IN THE RSC
    RSC TOWARDS BUSINESS STAKEHOLDERS
    HUMAN FACTOR AS A CENTER OF BUSINESS ETHICS
  9. PROJECT COMMUNICATION

    The subject’s topic is about a project’s inner and outer communication and toward the three user levels, from the basic concepts of communication channels, to the more complex strategic communication structures where its image is engaged in society’s imagination.

    ANALYSIS AND IDENTIFICATION OF THE CONCEPT AND PROJECT IDENTITY
    APPLYING QUALITATIVE ANALYSIS MODELS FOR THE PROJECT’S PREDETERMINED MISION-VISION
    COMMUNICATIVE STRATEGY AND DEVELOPMENT OF COMMUNICATION PLANS FOR THE DIFFERENT LEVELS OF THE PROJECT’S RECEPTORS
    STRATEGIC COMMUNICATION TOOLS AND DEVELOPMENT OF HANDBOOK STANDARDS AND COMMUNICATION PROCEDURES
    MARKET RECEPTION STUDY

3rd PART: ADMINISTRATION

  1. VIRTUAL COLLABORATIVE WORK ENVIRONMENTS

    The aim is to understand and master the role of CVE as a shared work space within the conceptual dimension of human interactions and within technologies.

    ESSENTIAL CONCEPTS: FROM THE VIRTUAL ENVIRONMENT TO CVE
    Interaction between people, virtual environments and CVE, Collaboration, cooperation and shared work
    TOWARDS CVE: BASES FOR BUILDING A VIRTUAL ENVIRONMENT
    Socio-cultural approaches with work as a basis for learning in contemporary society, Critical thinking as the basis for the process of solving problems between people, Group dynamics as a support for organizations between people, Technological models of sharing, collaboration and cooperation.
    TECHNOLOGIES FOR SHARED WORK IN CVE
    CSCW and CSCL, Groupware Technology, Solutions and technologies for CVE work sharing - Proprietary and open systems, cases: BSCW, Moodle, Facebook, and Gmail.
  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 and collaborative construction of knowledge and cooperative models of participation supported by information technologies.

    OVERCOMING DISTANCES
    Definition of GsD, Scope of the GsD, GsD Modes.
    GSD IN ORGANIZATIONAL SPEECH
    Maturity Models, Organizational Areas Involved.
    TELEMATIC SYSTEMS FOR GSD
  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. THEORY ON COOPERATION AND DEVELOPMENT

    This course presents the current state of international cooperation, providing an international and global vision from a theoretical-conceptual and practical point of view.

    INTERNATIONAL DEVELOPMENT COOPERATION
    THE PARADIGM OF SUSTAINABLE HUMAN DEVELOPMENT
    THEORY OF INTERNATIONAL DEVELOPMENT: GENERAL OVERVIEW
  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
    BALANCED SCORECARD
  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 CONFLICT RESOLUTIONS
    COMPETENCIES AND NECESSARY SKILLS FOR 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. To carry this out, it is necessary to understand what the management tools are that ensure administrating these resources in an efficient manner.

    WORK TEAMS
    MAIN TOOLS FOR IMPROVING TEAMS
    DECISION MAKING IN A TEAM. TEAMWORK TECHNIQUES
  8. FINANCIAL MANAGEMENT

    The most relevant aspects are addressed that conceptually shape the financial management of any business, contributing examples and practical exercises of easy study and understanding throughout the chapters.

    BUSINESS AND CORPORATE FINANCE
    FINANCIAL STATEMENTS AS A BASIS FOR BUSINESS DIAGNOSTICS
    IMPROVING THE STRATEGIC DECISION MAKING PROCESS, PRACTICAL EXAMPLE
    FINANCIAL PLAN, IMPLEMENTATION
    FINANCIAL MANAGEMENT FROM THE PERSPECTIVE OF THE THEORY OF CONSTRAINTS
    ANALYSIS OF OPERATIONAL LIQUIDITY
    ANALYSIS OF THE COSTS OF THE FINANCIAL STRUCTURE
    ANALYSIS OF INVESTMENT DECISIONS
    ANALYSIS OF THE PROFITABILITY OF INVESTMENT PROJECTS
  9. CONFLICT TRANSFORMATION AND RESOLUTION IN THE COMMUNITY

    Train mediators in specific areas regarding the different topics that come together in conflicts arising in urban-community relations, be they public or private. The perspective and the particular focus of Community Mediation are presented from an interdisciplinary approach, aimed at the new socio-cultural conditions marked by differences and inequalities. In this same sense, the proper profile for the mediator in these scenarios is analyzed, that is, the individual involved in the challenge of constituting a pluralistic, equitable and integrative society-city relationship.

    MEDIATION
    COMMUNITY MEDIATION PRACTICE
    FROM MULTICULTURALITY TO INTERCULTURALITY
    HUMAN RIGHTS AND INTERCULTURALITY: THE RIGHTS TO CULTURAL DIVERSITY AND ACCESS TO JUSTICE
    MIGRANTS: MIGRANT VULNERABILITY SITUATION AND MIGRATORY POLICIES
    PUBLIC CONFLICT

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

The last part of the Master is destined to the completion of 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 subject content may be subjected to slight modifications due to updates and improvements.

Management

Academic Administration

  • Dr. Roberto M. Alvarez. 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 Engineer Environment, Quality and Prevention. Civil Engineer Expert in international cooperation projects. Professor Iberoamerican 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

  • Dr. Izol Marez. Doctor in Architecture. Professor at the Iberoamerican International 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 Iberoamerican International University.
  • Dr. Miguel Angel Lopez Flores. Doctor in Project Engineering: Environment, Quality and Prevention. Research Professor of the National Polytechnic Institute of Mexico.
  • Dr. Arturo Ortega. Doctor in Electronic Engineering. Telecommunication engineer. Director of RDI of FUNIBER.
  • Dr. Benjamin Otto Ortega Morales. Doctor of Science with specialization in Microbiology. General Director of Postgraduate Studies and Research of the Autonomous University of Campeche.
  • Dr. Fermín Ferriol Sánchez. Doctor in Education Sciences from the University of La Habana. Professor of the International Iberoamerican University
  • Dr. Antonio Eduardo Fuenzalida. Doctor of Exercise Science. Prof. at the University Santo Tomas. Santiago, Chile.
  • Dr. Eduardo Garcia 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 Jimenez. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the Metropolitan University of Mexico.
  • Dr. Hector Solano. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the International Iberoamerican University.
  • Dr. Izel Marez. Doctor in Project Engineering. Master in Management and Environmental 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 design. Professor Iberoamericana International University.
  • Dr. Santos Gracia Villar. Dr. in Project Engineering. Industrial Engineer. Specialist in International Cooperation Projects.
  • Dr. Olga Capo Iturrieta. Doctor in Project Engineering: Environment, Quality and Prevention. Industrial civil engineering Responsible for the Project Area of the Agricultural Research Institute (INIA), Chile.
  • Dr. José Rodríguez. Doctor in Civil Engineering. Civil Engineer Responsible for the Environmental Management Area of FUNIBER Peru.
  • Dr. Lazaro Cremades. Doctor of Chemical Engineering. Professor of Project Engineering of the Polytechnic University of Catalonia.
  • Dr. Margarita Gonzalez. Doctor in Chemical Engineering. Professor in Project Engineering by the Universitat Politècnica de Catalunya.
  • Dr. Jose Cortizo Alvarez. Full Professor of the Geography and Geology Department at the University of Leon, Spain.
  • Dr. Manuel Castejon 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 Pulgarin Osorio. Degree in Environmental Administration. 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 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 Urquizo. Computer engineer. Master in Strategic Management in ICTs. 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.