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OpenBordersMBA

Logo UHasselt Universiteit Hasselt - Knowledge in action

INHOUD

Hieronder vindt u het overzicht van de verschillende vakken in elk van de drie modules.

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Gedetailleerde vakinhoud per module


     

Strategic and Market Finance

Language
English
 
Objective
After this Course, students should be able to: 

  • Perform diagnostics on company's operating performance and on the key value drivers to improve its performance
  • Understand the international financial landscape and the challenges and opportunities of a Global Financial Environment
  • Identify the key financial dimensions facing the firm (interest rates, credit risk, exchange rates, commodities, equity and liquidity risks) and the adequate ways to proactively manage them
  • Identify the key dimensions of risk management in an international framework and develop a strategic vision of the firm’s positioning in this landscape.
  • Understand approaches to asset management and security selection
  • Identify the nature and usefulness of derivatives products

Content overview
The module is divided in 4 parts:

  1. Introduction to Finance
    1. Financial & performance analysis
    2. Financing and investment in a global environment: International investments, international capital structure and the cost of capital
    3. Financial analyst report
    4. Credit analysis and debt valuation
  2. Tools and strategies to manage the financial environment: valuation and investments 
    1. Financial and performance analysis
    2. Financing and investment in a global environment
    3. Financial analyst report
    4. Credit analysis and debt valuation
  3. Tools and strategies to manage the financial environment: asset & risk management 
    1. Investment policy, asset allocation and market views
    2. International risk management
    3. Investment policy, asset allocation and market views
    4. Investment policy, asset allocation and market views
  4. Putting all the pieces together 
    1. Investors' asset allocation preferences
    2. Final quiz 

 
Teaching Methods

  • Readings (book chapters) and assignments to prepare the seminar
  • Repeating and deepening the subject matters prepared by the participants,
  • Casework in small groups applying the relevant market finance concepts. To do so, we ask you to form three groups of participants and to enroll into your group on the OMBA platform,
  • Brief presentations by the participants on confined topics; they will serve for a further learning and assessment of the cases on one hand and they will be one of the criteria for the mark or grade acquired for the course on the other hand,
  • Other case and practical exercises

Evaluation
Method

The evaluation will be done on the basis of the following grid:

  • Team preparation of the report
  • Individual grading on group presentations 
  • Integrative case slides
  • Individual grading on group presentations (Sunday): 
  • Final (individual) quiz

This involves that 50% of the final grade is based on teamwork, and 50% of the final grade is individual.

Professor
Marie Lambert

Experts
Vincent Delfosse, CFA
Luc Neuberg, PhD


 

The Firm’s Competitive Environment

Language
English
 
Objective
After this course, students should be able

  • to analyse the competitive environment of a firm applying microeconomics and using appropriate methods of analysis.
  • accurately assess the key factors and dynamics that shape the nature of their industry. 
  • assess the competitive positioning of their business and develop a sustainable business model with a winning strategy and compelling value proposition.

Content overview

At the beginning of the course we will review basic microeconomic aspects regarding markets and prices followed by a discussion on how different types of market structure influence a firm’s competitive strategy. We will then examine firm behavior in markets with asymmetric information.
As the course proceeds we will focus on techniques to answer two key questions that are essential for a firm being successful: “Where to play?” and “How to play?” “Where to play” refers to assessing and selecting the markets (product markets, customer markets, regional markets) a firm wants to operate in. “How to play” refers to developing a business model and strategy that allows a firm to create and sustain competitive advantage in its markets.
We will introduce key techniques for analyzing the dynamics of markets and industries which influence a firm’s set of strategic choices. Subsequently, we will discuss methods to examine a firm’s resources and capabilities in order to be able to develop strategies for creating and sustaining competitive advantage.
Through case studies we will analyze how successful companies have deployed the concepts discussed in class to create and sustain competitive advantage.

The module starts with presenting and developing the foundations of microeconomics, followed by practical considerations. It will cover the following aspects:

I. Microeconomic Foundations of the Competitive Environment

  1. Market Structure and Competitive Strategy
    a) Competitive Markets
    b) Monopoly Markets
    c) Pricing with Market Power

  2. Firm Behavior in Markets with Asymmetric Information
    a) Economic Efficiency and Market Failure
    b) Quality Uncertainty, Market Signaling and Moral Hazard
    c) The Principal Agent Problem and Managerial Incentives in an Integrated Firm

II. Analyzing the Firm’s Environment and Developing Winning Strategies

  1. Where to Play
  2. Case studies  

 
Teaching Methods
 
Several teaching methods are combined in this multidisciplinary seminar:

  • Homework: Pre-readings of disposed material and relevant literature, preparation of literature reviews and summaries and a case write-up
  • Self-assessment by concept presentations
  • Lectures: Presentations of professor, professional expert and course participants with discussion
  • Case study analyses (Individual and team preparation)
  • Additional illustrations by expert

Evaluation
Method

• Grading of individual work: 
• Grading of participation in discussion of microeconomic topics: 
• Grading of participation in discussion of case studies

 
Criteria
Assignments will be judged according to the application of key concepts – i.e. relevance and clarity of the contribution/position.
Presentations will be judged according to several criteria:

  • Structure
  • Content
  • Consistency
  • Depth of thoughts
  • Discussion
  • Soft/Presentation skills

Professor
Markus Fredebeul-Krein
 
Expert
Marco Motullo


International Marketing

Language
English
 
Objective
We explore marketing strategy in the context of an internationalising firm. Students will be able to define marketing strategies in the context of the internationalization strategy of the firm as well as in the context of a different market setting and culture. We deal explicitly with the standardization/adaptation paradox and, eventually, students will be able to contribute significantly to the design of both an international marketing strategy and the related marketing mix in an international business context.
 
Content overview

We explore marketing strategy in an international context. We build upon a state of the art value-based marketing perspective to deal with the prime role of marketing in a growing firm. Furthermore we explicitly discuss (online) marketing communication strategies, the standardization/adaptation paradox and pricing strategies.

  1. Customer Delight and Value-Based Marketing
    We set the stage for a modern view on marketing. We define the principles of value-based marketing and lift a tip of the veil of its consequences. The aim is customer delight – a goal less obvious than it seems. The key instrument of any marketer becomes a value proposition that delivers a service and experience. We explore how marketing communications in today’s virtual and real time interactive world fits with value-based marketing.

  2. Value-based Price Management
    When value becomes key in marketing, what then is the role of pricing? Value and Price, an interesting marriage. Pricing has always been the ‘black sheep’ of marketing, yet in a value- based perspective this role has changed. Through a serious game we illustrate the power of value-based pricing. Unlike most other marketing course, we focus on the P of Price more than any other marketing P for the simple reason that price is the most powerful (and most underestimated) marketing instrument to bring money in the pocket.

  3. Marketing in an International Context: the Zipper Principle
    We deal with the intercultural context and the reality of internationalizing firms to solve the problem of whether marketing should be standardized or adapted across markets. Marketers should do the utmost to understand customers, even more a challenge across cultures. To define a strategic answer to differences in customer demand, marketer should also deeply understand the global mindset of the firm and overall business strategy.

  4. What about Your Case?
    The larger part of the last day we focus on the marketing of (a selection of) your companies. Building upon your individual preparation, we assign you to work on the marketing future of three or four of your companies.

 
Teaching methods
We balance between lectures, guest speakers, group discussion, games and case preparation and presentation. The handbook provides a general foundation to the course. Each topic comes with one or more non-compulsory articles.

Evaluation
Method
Grading is based on three elements:
A. individual paper 
B. participation 
C. case study

Professor
Piet Pauwels
 
Experts
Peter Forceville
Jean-Paul Teyssen

 


 

International Business Law

Language
English, German, French (partly)
 
Objective
After this Course, candidates should: 

  • know the basics of the national civil and commercial law in the Euregio countries
  • have a rough idea of harmonized European civil law 
  • have been sensitized for legal issues of cross-border commercial activities and how to find appropriate solutions for problems of private international law
  • know the appropriate means how to take legal action and to pursue legal interests

Content overview

1. Cross-Border Commercial Activities - Euregio and beyond 

  • Today’s Legal Basis
  • Historical background

2. Civil law in Belgium, Germany and the Netherlands

Fundamental Principles and Comparative Law

  • Contract law
  • General Terms and Conditions – Rules of the Game
  • Issues of Property Law
  • Forms of companies and associations
  • Commercial practices, trade usage and customs, INCOTERMS

3. Convention on Contracts on the International Sale of Goods (CISG)

4. European harmonized law

  • Directive concerning liability for defective products (Directive 85/374)
  • Directive on unfair commercial practices (Directive 2005/29)
  • Directive in respect of distance contracts (Directive 97/7)

5. Private International Law - Fundamentals

  • Regulation on the Law applicable to Contractual Obligations (Rome I)
    • Choice of Law
    • Applicable Law in the Absence of Choice
    • Consumer Contracts
    • Individual Employment Contracts
  • Regulation on the law applicable to non-contractual obligations (Rome II)
    • Product Liability
    • Unfair Competition
    • Infringement of intellectual Property Rights
  • Cross-Border jurisdiction, Recognition and Enforcement of Judgments in civil and commercial Matters (Brussels I-Regulation) 
  • Commercial Arbitration
  • Cross-Border Insolvency

6. Public Law and Administrative Aspects of Cross-Border commercial Activities

  • Public Law
  • Tax Law

Teaching Methods

  • Home work: Pre-readings of articles, portfolios and power-point sets
  • Interactive presentation of basics in private (international) and commercial law
  • Case study analysis (team work)

Evaluation
Method
Individual presentations of selected topics
Case study analysis

Criteria
Presentation of case studies will be judged according to several criteria: 

  • Structure
  • Content
  • Soft skills

Deadlines
Presentations should be posted 2 weeks before team presentation
Case study will be worked out during the course

Professor
Michael Frings
 
Expert
Alexander Martius, Stein & Partner Law Office


International Public Affairs & Corporate Social Responsability

Language
English
 
Objective
After this course, students should be able :

  • To understand the social, legal and institutional framework of their operation at national, European and international levels
  • To cope with the societal and political expectations and to adapt strategies and policies accordingly
  • To develop a consistent Business Model

Content overview
This module will help: 

  • Identifying entrepreneurial challenges and opportunities in this framework 
  • Taking advantage/ dealing with the environment of the business at large
  • Considering all relevant aspects of the business strategy

Parts of theory will be illustrated by real life case studies in an integrated way. As a study project, students have to identify a business opportunity and develop an appropriate business model from actual case from the European scene.
 
Teaching Methods
Several teaching methods are used in this course:

  • Home work: Pre-readings and preparation of individual presentations
  • Analyses of Case studies (Team-work)
  • Study project (Team-work)

Evaluation
Method

  • Individual Presentation of selected related topics
  • Facilitation/Leading of discussions of cases
  • Case-Studies (Team work)
  • Projects developments (Team work)

Criteria
Presentations, case studies will be judged according to several criteria:

  • Structure of presentation
  • Content proposals
  • Soft skills in discussion and decision making

Project Work will be judged according to several criteria:

  • Consistency with programme and group learnings
  • Depth of analysis and synthesis
  • Opportunity/Risk based proposal

Deadlines
Power Point of presentations should be posted 10 days before team presentation. Study project will be worked out during the seminar.
 
Professor
J. Lahaut
 
Experts
Charles Laroche


Entrepreneurship and business modeling

Language 
English
 

Objectives 
We ambition that students understand what it means to be entrepreneur and develop some of their entrepreneurial skills.


Teaching Methods
You will quickly learn that entrepreneurship is a lot about “creativity”, “action”, “going out of one’s zone of comfort”, “reflecting”, “team spirit”, ... All the course strategy has been designed to practice theses skills.
The key pedagogical principles of the course could be defined as follow:

  • Content is out: The learning part, the “what?, will look pretty much like a « do it by yourself » outlet. This means that participants will be provided, mostly through the LMS, the material that is presenting the course content (the “what”). As a consequence, very little new content will be introduced in class, except during debriefings.
    • Preparation is paramount: Successful entrepreneurs are luck-makers not risk-takers. Lucky the prepared mind! So participants are supposed to read, discover and understand these concepts prior to joining the class.
  • Action is in and...out: Entrepreneurship is about action. So, the class would mainly consist in pitches, group works, debriefings, simulations, exercises,... so you must be ready to move. If you are really serious about developing your entrepreneurial skills, you will also have to act out of the classroom to enhance your ideas and competences.
  • Cooperation as rules for action: Entrepreneurship is a lot about team. Together Everyone Achieves More! So most processes in the class will be cooperative and co-constructive.
  • No learning without feedback: Feedbacks will be all the way down the course agenda, meaning: professor providing feedbacks to you, you providing feedbacks to your peers and you providing feedbacks to the professor. Feedback also means a continuous process of evaluation.

Evaluation

  • Class preparation
  • Class participation and contributions to discussions
  • Multiple choices questionnaire
  • Feedback/evaluations provided to peers 



Professor
Bernard Surlemont

Expert
Romain Simar


   
Corporate Finance

Objective
After this course students should be able to

  • Understand a business in terms of cash flow needs/cash flow generation.
  • Examine the implications of corporate strategy (asset side and liability side) for value creation and firm value.
  • Examine the value implications of different financing alternatives.
  • Value a business.
  • Calculate the expected return of an investment in a business.

Content overview 
Topics are:

  • Fund flow analysis
  • Value creation at the asset side
  • Value creation at the financing side: Capital structure theories; Payout policy
  • Private Equity: Valuing a proposal; Exit Strategies

Teaching methods
Several teaching methods will be combined: pre-readings, lectures, case study
The pre-readings will put the students at an actionable level. Students will have to prepare two cases. Case study preparation will be group work. Case study reports have to be handed in at the latest one week before the start of the seminar.
During the seminar, lectures will alternate with case study presentation/discussion and group work on exercises/cases.
The expert will present a real-life business case (private equity).

Evaluation
Method

Evaluation will be done on the basis of:
• Team preparation of cases (on the basis of reports handed in before seminar) 
• Class participation: 
• Evaluation of group work in class

Criteria

The case studies will be evaluated on the basis of:

  • Content (application of acquired knowledge)
  • Structure and presentation
  • Conclusions (clarity and justification)

Professor
Sigrid Vandemaele

Expert
Marcel Kannekens

 



Strength-based Change

Languages
English

Objective
In this seminar, organizations are defined as networks of interaction and relationships between members and stakeholders within and outside the organization. The quality of these interactions are considered the engine of fruitful organisational processes. In this context, organizational change shapes and is shaped by these interactions and relationships. This seminar focuses on organizational change and change management. At the end of the seminar, the student understands different types of organizational change, the management and dynamics of it. The student will have a better view on his/her own behaviour within (change) groups and understands the effects of this behaviour on the other members of the change team.

Content Overview
Foundation The course aims at presenting and developing the theoretical foundation of change management with a particular focus on: Organizational change and change processes defined starting from a network view on interactions and relations; Challenges in organizational change and development: the complementary perspectives of researchers, consultants and managers Learning: individuals, groups and organisations – complementary, parallel or opposites? Case study – the student goes home with a specific action plan for his/her own working context

Teaching Methods
Several teaching methods are used in this multidisciplinary seminar:

  • No home work
  • All-inclusive appreciative inquiry (AI) to set the scope
  • Assignment to translate the AI approach to individual work setting
  • Teamwork to enrich each individual plan
  • Additional illustrations by expert

Evaluation
Method

  • Presentation individual plan (75%)
  • Peer review of plan group members (25%)

Criteria
Presentation of case studies (plans) will be judged according to several criteria:

  • Application of concepts discussed
  • Sustainability of solutions
  • Quality of teamwork

Professor
Frank Lambrechts


Self & People Management

Language
To be determined 

Objective
More information to follow soon 

Content Overview
More information to follow soon 

Teaching Methods
More information to follow soon

Evalutation
More information to follow soon

Professor 
To be determined 

Expert
To be determined 

 


Business Process Management


Language
Dutch, English
 
Objective
In this seminar, organizations are described from a Actionable Business Architecture (ABA) perspective encompassing the Strategy, Operating and IT Models. The synergy between these 3 models is a must to be able to change according to changing market conditions. Making these models actionable can give an organization a competitive advantage in their markets. In this seminar the 3 models and their respective relationships will be explained. At a deeper level, Strategy and transformation, Business Process Management and Service Oriented Architecture will be positioned as the underlying layers enabling the model to become actionable. At the end of the seminar, the student understands how to relate Business Architecture to an organization’s requirements and capabilities. The student will understand the Business Architecture dynamics through use cases.

Content overview
Foundation
The course aims at presenting and developing the conceptual foundations of the ABA with a particular focus on:

  • Strategy and Transformation with the Strategy Model;
  • Business Process Management with the Operating Model;
  • Service Oriented Architecture with the IT Model;

Case study – the student goes home with a specific action plan for his/her own working context

Teaching Methods
Several teaching methods are used in this multidisciplinary seminar:

  • Assignment to describe the ABA components for a given case 
  • Teamwork to build an ABA from the 3 models
  • Additional illustrations by expert
  • Evaluation
  • Method 

Evalutation

Method

Presentation ABA (75%)
Peer review of group members (25%)

Criteria
Presentation of case studies (plans) will be judged according to several criteria:

  • Application of concepts discussed
  • Sustainability of solutions 
  • Quality of teamwork

Professor 
Koen Vanhoof 

Expert
Tom Boonen


 International Project Management 

Objective
After this Course, students should be able:

  • To recognize the Key Factors of Success of a project and to have some directions about how to leverage them,
  • To identify the role and the specific goals of the various players (inside and outside the project team) and to understand their influence, goals and expected benefits,
  • To integrate the benefit of an agile management
  • To realize the importance of a good communication, especially in a multicultural environment.

This course has not the ambition to train expert in organization psychology. This is an introduction to human oriented project management which purpose is to encourage the participants to think out of the (traditional tool-) box of project planning.

Content overview
We are tentatively proposing to structure this course as well:

  • Story of an announced failure
    • Case exposure
    • Discussion : Do you identify the reasons of the failure
    • Definition : Five Key Factors of Success
  • Project Launch : 
    • Clear and Share goals
    • Importance of Environment Card
    • Discussion with the participants based on their own experience
  • Project Execution
    • Basic Project Management
    • Leadership, and Transverse Management
    • Creativity Stimulation, Change Management and Knowledge Management 
    • Reporting and Communicating
    • Discussion with the participants based on their own experience
  • Closure
    • Collecting results and Lessons learned
    • Celebrating
  • Testimony of Success Story with an international expert and open discussion

Teaching methods
Several teaching methods are used in this course:

  • Homeworks: Pre-readings and selection of an unconventional paper about actual project management. Preparation of an individual support for the open discussions related to your own project management experience.
  •  Case study and theory alternation
  • Collective discussions

Evaluation
Method
Individual contribution: Critical review of the selected paper
Cased study analyses (team-work)

Criteria
Presentation of individual contributions will be judged according to:Pertinence of arguments and consistency
Presentation of case studies will be judged according to:

  • Structure
  • Content
  • Soft Skills

Deadlines
Presentations should be posted 10 days prior to team presentations.
 
Professor
Thierry Chantraine
 
Expert
Christelle Bertrand


Final Paper (1)

Meer informatie volgt later.
 

       

Economic, Ethical and Technological Impacts

Languages
German/English
 
Objectives
The course provides students with a framework for understanding ways in which economies transform themselves through technological innovation and for assessing the economic and ethical impact associated with technological change. New technologies enlarge economic options, but also often give rise to unwanted social and environmental consequences and lead to troubling ethical problems. Students will explore past and present developments in various fields of technology and discuss the economic and ethical challenges they raise.
 
After this seminar, students should be able to:

  • think critically about how “one can gain knowledge beyond the limits of his/her own personal experiences as he/she develops an understanding of the nature and role of technology and its economic and ethical impact”;
  • analyze and assess fundamental theories and practices in technological change, economics and ethics, using them to examine relationships between the technological environment and economic and ethical aspects.
  • evaluate emerging issues in ethical knowledge related to sustainable business practice, by considering social, environmental and economic impacts of business activities.
  • integrate technological, economic and ethical considerations in business decisions and operations, applying appropriate techniques as part of the decision making process.
  • formulate a point of view on the intersection of technology and economics,” as well as develop the ability to make informed judgments concerning ethical values.
  • diagnose the underlying causes of a given business situation, evaluate possible solutions, and determine and defend appropriate course of action.
  • select and defend business technology solutions to typical business problems while considering the economic and technological impact. 

Content overview
 
Fundamental issues of technological change, economics and ethics

  • Economic theories
    • Economic behaviour and moral sentiments
    • Economic judgement and moral philosophy
    • Economics and the concept of sustainability
    • Business ethics and corporate social responsibilit
  • The impact of technological change
    • History of technological change
    • Technological change and economic impact
    • Technological change and ethical impact
       

Illustration
Illustration of the “theory” on the basis of several “real” business experiences: presentation of the current global context and presentation of specific ethical business strategies.

  • Economics, Globalization and Human Rights
    • Markets, Morality and Government Interventions
    • How Global Markets are Treating People: Ethical Perspectives
    • The Impact of Global Economic Systems on the rich and the poor
    • Global environmental Concern: More than the Economist’s Externalities
  • Presentation of specific ethical business strategies
    • Sustainable Development: A New Macro- and Micro- Economic Objective
    • Global Sustainable Strategies (economic + social + environmental aspects)
    • Human Aspects of a Sustainable Strategy
    • Environmental Aspects of a Sustainable Strategy

Case study 
The third module is dedicated to the resolution of a strategic case study, in relationship with the aspects presented before, by groups of 4 students
The Case Study involves considering viable options related to making an ethical decision involving both technological and economic aspect.
 
Teaching Methods
Several teaching methods are used in this multidisciplinary seminar:

  • Online self-evaluation
  • Home work: Pre-readings of theories, active preparation of readings
  • Conferences made by guest speakers on general or specific issues related to technological change and its economic and ethical impact
  • Case study analysis (Team-work)

Evaluation
Method
Case study analysis
 
Criteria
Presentation of case studies will be judged according to several criteria :

  • Application of adequate strategies
  • Team work
  • Sustainability of solutions

Deadlines
Powerpoint of presentation should be posted one week before team presentation
 
 
Literature
Sen, A. (2009), The Idea of Justice. First edition Belknap Press of Harvard University Press
Velasquez, M. G. (2011): Business Ethics: Concepts and Cases. Seventh edition. Prentice Hall College Div
Winston, M, and Edelbach, R, (2005). Society, Ethics, and Technology - Third  Edition. San Francisco: Thompson/Wadsworth.
 
Professor
Markus Fredebeul-Krein
 
Expert
Markus Steingröver


 

Strategic Intelligence, Design & Innovation

Language: German/English
 

Objectives
After this course, students should be able • to identify internal and external factors which are critical for the future of a business • to devise specific ventures in order to harvest strengths, abolish or mitigate weaknesses deploy opportunities, and avoid threats • to analyse the prerequisites and influences for a specific venture, and define different scenarios for future business development; • to elicitate strategic requirements for the evaluation of business ventures and to deploy a focused solutions; • to design a system for multi-project control employing project portfolio and programme management techniques.

Content overview
A. Competitive Analysis B. Scenario Analysis Techniques C. Policy Deployment D. Case Study E. Innovation Management F. Project Portfolio and Programme Management The module starts up with a review of approaches to competitive analysis acquired by participants so far and its assessment regarding the identification of business ventures. Scenario Analysis techniques are introduced as a generic framework for systematic analysis for strategic decisions. In order to achieve strategic alignment, business requirements must be elicitated and matched with strategic options. For this purpose, Policy Deployment is explained and practiced in a case study and embedded into a comprehensive framework for Innovation Management in practice employing project portfolio and program management methodology.

Teaching Methods
Several teaching methods are combined: • Home work prior to the seminar: Participants must prepare a challenging strategic business setting from their; • Lectures: Presentations of professor, professional experts and course participants with discussion • Case study: Joint workshop during the seminar • Home work after the seminar: a strategic report on this business setting will be assigned during the seminar to be reviewed in a colloquium.

Evaluation
Method
Oral examination based on delivered reports (Colloquium)

Criteria
The Colloquium will be evaluated according: • Comprehensiveness and deepness of the understanding of the business setting • Methodological capability and critical reflection • Persuasiveness, thoroughness, conciseness and practicability of reports


Deadlines
Business Settings must be delivered at least 10 days before the seminar and the colloquium must take place within a month after the seminar.

Professor
Wolfram Pietsch

Expert
Peter Brandenburg


Business Game 

Objectives
This course aims at having participants (working in teams) : 

  • discover the interaction between the major functions of a company (production, finance, marketing, human resources); 
  • learn how to define policies, infer objectives & compare results with objectives; 
  •  train at decision-making

After this Course, participants should be able: 

  • To recognize the Key Factors of Success of a project and to have some directions about how to leverage them,
  • To identify the role and the specific goals of the various players (inside and outside the project team) and to understand their influence, goals and expected benefits,
  • To integrate the benefit of an agile management
  • To realize the importance of a good communication, especially in a multicultural environment.

Content overview
he simulation game consists of 5 teams of 5 participants each. Each team represents a company on a market, and competes with the four others. The participants make up the board of the company. The first half-day is devoted to presenting the game and briefing all participants. Each team makes 12 decisions, which comes down to one decision per quarter for 3 years. According to its decisions, and the decisions of competitors, the company receives a quarterly result sheet. After 3 simulated years of company life, the board has to present their results to their partners (shareholders, bank, works council). In the game, those partners are represented by all participants. The decisions of each team are analysed and synthesized in a final report drawn up by the organizers.

Evaluation
Method

  • Continuous assessment of each team's performance; 
  • Team written report 
  • Team presentation

Criteria
Presentation of individual contributions will be judged according to: Pertinence of arguments and consistency
Presentation of case studies will be judged according to:

  • Structure
  • Content
  • Soft Skills

Professor
Wilfried Niessen


Final Paper (2)

Meer informatie volgt later.